Over 35 years of accumulated experience in a variety of industries and on a global scale.
I am an experienced organizational transformation leader, managing change programs and projects across marketing, commercial, data and analytics, organizational design, and route-to-market.
I have overseen the creation, and stabilization, of programs at a global level that were experiencing 400% growth annually. Additionally, I have overseen the maintaining as well as improving of organizational outcomes of entities where I had direct responsibility for 25 locations globally, with more than 50 additional partners. From legal negotiation, employees and stakeholders in multiple cultures, risk management and execution, to budget alignment to growth and expenditures I have decades experience managing, and expanding, programs at a global level.
I have project management experience, both with the tools and soft skills of organizing and managing a project or broader program. Projects have involved bringing new products or services to market, internal organizational changes and partnerships with outside parties.
I have a techno-commercial expertise and have a proven success in leading transformation projects across industries involving strategy, design, operations, strategic sourcing, RFP, contract & risk management, innovative commercial modeling, cost reduction, performance improvement, and organizational effectiveness.
I listen carefully, review what you have, then help you solidify the messaging and roadmap to make you stand out based on a deep understanding of your vision, the target customer's needs, and competitors. I'll also create marketing collateral including the product pitch, deep content and sales tools to help you win in the marketplace. I spin up quickly and have many satisfied customers as references across a variety of technologies.
A strategic and highly accomplished senior airline executive and top corporate officer with extensive global expertise in change management, employee relations/engagement, marketing, contract negotiation and administration, customer service, performance programs, financial planning and project management. Adept at managing diverse organizations encompassing all aspects of the airline journey, including overall product, service, and customer experience. Defines, balances, and achieves goals and objectives while developing dynamic teams to maximize success. Proven aptitude for improving performance, empowering and inspiring teams, reducing expenses, increasing customer and employee satisfaction, developing strategy and vision and increasing revenue.
In addition to my clinical experience I have worked as a freelance healthcare consultant in varying capacities for Atheneum, Guidepoint, Gerson Lehrman Group (GLG), and Coleman Research. In this role I have functioned as a subject matter expert to help guide current and developing treatments within the healthcare realm. Additionally, I am also a physician member for AngelMD. This position allows me to review and provide feedback for companies developing new medical products, devices and therapeutics. As a result of my non-clinical experience I am able to provide expert guidance for your new product development, creation of your new business, or distill complex medical terminology for you.
Process Improvement strategist; I have helped businesses of all sizes grow substantially in sales and profits while keeping costs low. I build high-performance teams and execute strategic assessments coupled with executive advisory services. Clients recognize that I listen to them and solve their problems. I never try to force them into a platform or direction against their will and I work well with their teams to identify solutions that are cost-effective and timely. I have held the positions of CFO, CIO, Executive Consultant, Controller, General Manager and Director of Business Development with various companies and I thrive on learning and growing.
Fractional Integrator, COO, Chief of Staff or Project Manager to assist with project and accountability management, integrating the team, train/coach staff and process documentation.
Education 1) Certified Kinesio Tape Provider (CKTP) 2) Military Auricular Acupuncture Course 3) Reiki Master and Teacher 4) Balint Group Leader Fellowship (2021 graduation) Experience 1) Alpha-Stim experience in treating depression, pain, anxiety, and insomnia 2) 11 years of international Balint training and leadership for resilience and decreased burnout 3) Fewer man-hours lost to musculoskeletal injuries and migraines with acupuncture and kinesiotaping treatments.
I am a Project Manager Professional certified by the Project Management Institute. The PMP is the gold standard of project management certification. Recognized and demanded by organizations worldwide, the PMP validates my competence to perform in the role of a project manager, leading and directing projects and teams.
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.
Education 1) Board Certified Family Medicine 2) World Health Organization's Antibiotic Stewardship course Experience 1) Currently serve on 3 international editorial boards for peer-reviewed journals 2) 60+ peer-reviewed publications in 8 languages 3) 120+ medical presentations in 3 languages in over 80 countries 4) Served on the organizing committee for 8 national and international medical conferences 5) One book and three book chapters published 6) IRB member for 3 years
Designing the project portfolio in alignment with Corporate strategy and implementing it to realise outcomes and benefits is a key area specialsim of mine
HR motivation and productivity enhancement through employee branding and internal entrepreneurship initiatives. Enhancement of corporate culture & image. Support of organizational processes through effective communications.
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.
I support clients through all aspects of professional and leadership development as well as small business coaching. I have over 30 years of practical hands on experience as a business and technology executive within large corporate environment as well as consulting firms.