Strategic planning is as much saying where an organization will go, as it is saying where an organization and more importantly the leadership will not focus. Successful strategic planning is a holistic process that should encompass more than setting of KPIs for the next 3-5 years. It should include discussions, and setting of, the organizations mission, vision, and aspirations. Creation, or realignment of, core values that align to the mission and strategic plan. A gap analysis of strengths, weaknesses, opportunities, and threats both within and external to the organization. Setting of objectives, strategies, and operational tactics; and agreement of what if any other objectives would trigger a deviation from the plan. Then, setting of measures that assess and evaluate both the KIPS as well as the organizational culture and alignment to drive it to success. Having been parts of organizations that failed, and others that succeeded at, strategic planning I bring a holistic skill set for success in this critical field.
I can help organizations who are struggling with various aspects of IT performance, including operational, project and program, vendors relationships and outsourcing, digital transformation initiatives, cloud adoption, infrastructure renewal, employee development, and organizational scaling.
I will provide you with the knowledge needed on how to develop your career further to maximize your influence within the company you currently work while gaining outside recognition by companies seeking executives who have your values and expertise.
I've led mergers and acquisitions teams in the automotive aftermarket space across multiple continents. I will help you to evaluate valuations and critical attributes of your company to position your company to potential buyers to maximize its value if you're contemplating a sale. I can help you determine the value of a company that you may be interested in acquiring, especially post-merger values to ensure cost savings and benefits are maintained.
Business, Ecosystem and Technologies
Business, Ecosystem and Technologies Worked at Intel Corporation and Broadcom Inc.
Helping companies to identify business opportunities and guide in financing
Successfully developed and executed numerous hospital, ASC, dialysis and physician group mergers and acquisitions.
I am an operating executive with PE experience for manufacturing and distribution industries with sales and EBITDA up to $100M and $10M respectively. More than 20 years experience directing "buy and build" strategies for multi-national companies that have created shareholder value, while providing me with unique leadership and operational skills. I have particular expertise developing and implementing growth strategies that include double-digit organic sales increases driven by channel development, market segmentation, key account development, new product introduction, sales force management, and marketing leadership. Identifying, acquiring, and integrating companies that provide a strategic fit supports internal rates of return and increased valuations. PLASTIC & RUBBER MANUFACTURING 25+ years serving in C-level roles for the industry-leading manufacturer of vinyl dip molding, injection molding, plastic extrusion, foam rubber extrusion, EPDM rubber molding, thermoforming (packaging). Companies involved in sales directly to industrial OEM and end-users. Industries supplied includes automotive, aerospace, electronics, machinery, lawn & garden, HVAC, tube & pipe, consumer goods, medical, and fitness equipment. CUSTOM CUTTING TOOLS Lead the industries largest manufacturer and service provider of custom carbide and diamond tipped cutting tool and saw blades. Steered the company through the housing-driven recession emerging with revenue and EBITDA growth during industry recovery. OEM customers in metalworking and woodworking industries. Manufacturing customers in the building materials, O&G, tubing and pipe, housing and remodeling materials, and CNC machining. INDUSTRIAL MATERIAL HANDLING & STORAGE Employing two-step distribution channel to supply heavy-duty storage equipment for manufacturers, machining centers, machine shops, and metal fabricating. Selling through industrial supply companies, cutting tool distributors, and MRO distributors.
Just Prior to the merger of American Airlines and US Airways, I was charged to lead the Business Technology Services team for contractual negotiations, design and delivery of PSS Services with Sabre. Prior to down-select of Sabre, detailed negotiations also included Product & Contractual reviews with Amadeus & Google/ITA as well. PSS Services & Technology scan key areas of Airline Operations, Passenger Check-in, Reservations & Revenue Management. During the merger, I transitioned to lead the Technology Integration Management Office to prioritize integration activities, assess risks & issues, identify dependencies and lead day to day delivery with the IT Towers & Business leads to execute against the established Merger Goals and Strategy. Integrate First, Innovate Later was our key to success for rationalizing and harmonizing over 1400 IT applications for the successful IT integration. Partnered with McKinsey and IBM for the merger integration to establish best practices for success.
Skills developed durign 12 years of experience in Agribusiness acting in different technology projects, including Project Manager for greenfields, M&As and SAP Implementations
Your Current State tells a story. I have the ability to interpret the story behind your current state culture, leadership, employee & customer experiences. What are your gaps? What opportunities can you address? What impact will future changes have on operations? How will changes made differentiate your brand? I can help you see the truth of the way things are and let you know what to do about it.
Instead of continuing with the status quo, following copycat strategies of others or adopting long held traditional approaches that don’t fit today, I can help you define leadership, employee & customer strategies and deploy & align them to galvanize your company around your purpose and values and move you in a common direction and drive growth. Rather than building a company that is stuck in the past, you can create one that differentiates around creating experiences employees & customers want to have again and again.
Case 1: Building competitiveness via taking care of the customer My first decade in GE was spent largely serving 1 client, Southern Nuclear, an electric utility in the Southeast United States. In 1997, Jack Welch rolled out the six-sigma program and I was one of the first Black Belts (a term used for process improvement experts). At that time, the average nuclear plant lost $1million / day in revenue when shut down for maintenance, not counting maintenance cost. The average duration of maintenance was 45-60 days. So, a focused effort was made to pull together as a USA team (we largely operated as independent districts at the time) and partner with customers for real cycle time improvement without risking safety or quality. As the black belt, I reached out to every project manager to solicit their participation, we reviewed the goals of our customer (cycle reduction) and the goals of the company (stay competitive). We compared scope, schedules and budgets and learned that the average duration varied from 35 to 55 days. Why? Initial feedback was that every plant was different and that drove the variance. But upon analysis and discussion, we found that every plant had common units (high pressure section, low pressure section, stop valves, control valves, etc.) and upon examining each least common denominator, we found some interesting success factors. Some teams were better trained as they had repeat maintenance crews each year, some teams had better tools that were faster and safer, some teams had fixtures that allowed for disassembly faster with less clean up. Over the next several years, teams competed in a healthy manner to employ these various methods and gradually, the average duration moved to and below the 30-day mark. This not only saved the customer money but also reduce radiation exposure to certain employees (these were nuclear plants). The progress made was not via advanced statics (although six-sigma does offer that capability). Basic tools were used comprised of communication, collaboration on common goals, process mapping and logical problem solving. The same approach can be used in financial, “back office”, technical and customer service areas. Case 2: Growing the business in a phased approach My second generation in GE was spent largely focused on downstream oil / gas integrating and operating a series of acquisitions. While the companies varied in focus from vibration monitoring, to controls solutions, to temperature / flow / pressure measurement, to non-destructive test, the challenge was similar. Very innovative companies with great technology had grown to a point and were limited by their business processes and inability to scale. Teams were very customer centric and technical astute but did not have a repeatable process to transfer knowledge that enabled quality and productivity no matter where the work was done nor by who. As the service leader, first steps were to assure safety of the team, building and delivering the proper training and tools. The next focus was on quality. As these teams were global, customers and the company deserved to have the same caliber of work performed anywhere around the world. A global technical training and mentoring program was put in place that not only build that technical foundation, but also built a reputation with the customers that enhanced the brand and enabled price. Third was a focus on business acumen. Many of the upcoming leaders were promoted for their time in service or technical skills, not business skills. Good folks, but they just didn’t know how to build a business plan, manage financial risk or assess the health of the business. But over time, with coaching and accountability, they built their operating or sales business skills to the point of achieving double digit growth year / year and a global business of +$500 million. Teams were from North America, Latin America, Europe, Africa, Middle East, Asia and China. Today, many of those leaders can be seen in executive leadership roles running businesses of their own. Case 3: Building the talent pipeline More recently in 2014, I took at assignment with upstream oil / gas in Aberdeen, Scotland where, as part of our charter, we supported offshore oil activities along the West Coast of Africa. Upstream oil / gas has relied on expats, largely from USA or Europe, to operate offshore platforms and support bases. But a key requirement from the customer and the host country of Ghana was the utilization of local talent. This meant that local persons, who had no experience in oil field services, had to be trained on safety, quality, technical and business culture. Often, localization requirements were met in concept but not reality, by hiring 2 janitors for every 1 expat oil worker, but this does not meet the spirit of the exercise. As we built plans for the shore base (speaking to local real estate personnel, engineering contractors and government officials), we also spoke to local high schools and trade schools about the talent available and how we build a program quickly. We partnered with a local school to put a curriculum together and using expat instructors, began the training and certification program while civil construction began (civil works were done by local personnel). Standards in safety, quality, work processes were different, and it took effective communication, collaboration and goal setting with local community leaders to reach a common approach that maintained high standards without causing any negative messaging. Gradually, local persons were hired and over time they transitioned from the minority of employees to the majority until all the persons including the shore base manager are local Ghanaian citizens. This is great for the country and local community, as it is building economic growth. It is great for the company, as local persons are more cost effective than expats on premiums. And it is great for the customer, as these persons have more longevity and continuity for consistent work overtime.
If your company is under $70 million in revenue you may not need a full-time CCO (Chief Customer Officer) or CXO (Chief Customer Experience Officer). If you are looking for expertise in reviewing your employee & customer, culture, or growth strategies, and need help envisioning and defining strategies to simplify operations, align teams, unite leadership & galvanize the organization to move everyone in a common direction. I can help.
Served on KPMg's national prospective reporting & national regulatory task forces while overseeing over 80 corporate transactions involving the sale, merger, and formation of financial entities including the very first U.S. hedge fund to become a bank holding company. Two decades of experience involving dozens of transactions including the formation, restructuring and acquisition of companies formed or managed by venture capital, private equity, and angel investors, as well as established family-owned organizations engaged in internet banking, B2B e-commerce, healthcare & life sciences, wholesale distribution, real estate, building supply, food & beverage and equipment sales.
I have particular expertise developing and implementing growth strategies that include double-digit organic sales increases driven by channel development, market segmentation, key account development, new product introduction, sales force management, and marketing leadership. Identifying, acquiring, and integrating companies that provide a strategic fit supports internal rates of return and increased valuations. Senior Consultant & Council Member : Mitsubishi Material Corporation - Japan, Gerson Lehrman Group - USA, Insight Alpha - Singapore, GlobalWonks - USA, Strat Lancer - India
Proven leader across all business functions with a high proficiency in growth strategies, operational efficiency, mergers and acquisitions. At Resources Global Professionals, spearheaded 500% growth from $31 million to $200 million in 4 years leading 14 offices across the Southeast and Southwest regions of this publicly traded professional services firm. He led all sales personnel (75 total) across the Southeast and Southwest regions as part of a 1,000 employee organization. He also developed and led the sales organization across Asia, opening new markets while living in Hong Kong for approximately 2 years. Additionally, he was sent across the globe to train the sales organizations in North America, Europe and Asia. This training was focused on B2B consultative selling and value positioning. Developed an extensive business plan and go-to-market strategy for start-up operations in the US for a global SaaS based, AI, corporate performance management platform. This included building teams across multiple offices, hiring and building out a sales team and go-to-market strategy, financial management, marketing platform, product development and customer and account servicing. Achieved 135% of target revenue growth in first 9 months. Secured and closed total contract value (TCV) in excess of $5 million. Targets for 2019 were TCV of $17 million, representing a 300+% year over year growth rate. He had responsibilities for all sales and marketing, a team of 9.
Expert in IT, Digital, Applications, Support, Strategy and Roadmap solutions for Aviation, Agribusiness and Healthcare (Pharmaceuticals)
One definition: “FACTA NON VERBA!” Over 20 years of experience in the field of Banking, Insurance, Finance, Investment, Construction, Transportation, Logistics, Sustainability and Environmental Waste Management, Developing and Engineering State of Art Multi-Purpose Recycling Projects in addition to numerous Projects across a broad range of sectors around Europe (Italy) and Middle East (Dubai, United Arab Emirates) including Oil & Gas and Water Desalination, Aviation - Helicopters on the SAR-Search and Rescue Field. Founder, Chairman and CEO and Advisory Board Member for several Ventures in different geographical areas including Europe, Middle East and Americas acting as Principal/Decision Maker, Advisory and Mentor for Leadership Teams driving them through Strategic Decisions. Proven Experience related to Corporate Sustainability Management and Vision; Keen proven interest in the Principles of Sustainability, and how it can be embedded into Design, Businesses, Communities and Government Policies. Personal skills related to the above-mentioned fields including: analytical thinking, identification of key risks and opportunities, professional report writing based on a trustworthy, transparent and honest manner. During my career I have liaised, communicated and managed relationships with many external stakeholders, including Regulators, Owners, Operators, Banks and Lending Institutions in addition to External Consultants. This requires the ability to present complex issues in a simple way articulated to different audiences both within and outside an Organization/Team. As well as my technical experience in the field of Sustainability and Environmental Management, I have also gained experience and skills in Business Development, Managing and Building Teams; I have worked within multidisciplinary teams and I understand the importance of team dynamics. My experience and expertise have been gained across a broad range of industries including: • General Procurement; • General Trading; • Power Energy / Renewable; • Infrastructure; • Waste Management; • Green Buildings; • Due Diligence and Acquisition; • Business Development; • Shareholder Management; • International Experience; • General Land Transportation in the Construction and Earthmoving fields; • Banking / Investments; • Auctions; • Aviation - Helicopters SAR / HEMS.
Working jointly with a $140 million National Real Estate Title Insurance Underwriter and their Private Equity investor, responsibilities included developing the planning and execution of the strategies of the holding company to meet near term and long-term organizational objectives. This included M&A, strategic partnerships, top line growth and sales and marketing. • Captured fast growth in customer satisfaction scores with YoY revenue upturn of 19% by building a comprehensive customer experience program. Leveraged lead generation, pipeline management tools, customer journey touch points, training, customer survey and loyalty data. Phase 2 roll-out across national platform completed in Q4 2017 with YOY revenues in excess of $40 million. Headed 2000+ user CRM platform implementation and adoption initiative while successfully developing and testing predictive analytics, artificial intelligence and machine learning tools to provide additional insights. Spearheaded 500% growth leading 14 offices across the Southeast and Southwest regions from $31M annual revenues to $200M to become the second largest region. Retained to expand and improve global performance. Relocated overseas to open, build and execute Asian market strategy. Participated in Deloitte management spinoff and initial public offering [IPO]. Implemented new data management structure to enable monthly standardized management reporting, identification of key performance indicators, territory management and strategic accounts program.
Was key member of the M & A team that closed one of the biggest merger in the hospital sector in India wherein my company, the acquirer was much smaller than the company acquired. I discharged the responsibility of due diligence of the target company.