I help Managers and staff make Quality improvement happen in a demonstrable Manner. Often, creating a sound Quality System or lean Business processes, sharing with staff and Leaders then executing on them leads to Quality progress, sustained.
I have experience with technical advising for a number of early stage startups. From architecture planning and review to guidance around development practices to continuous integration and deployment.
With over a decade of international experience in making founder CEO’s and leadership teams "Pivots" for their business, I have leveraged mastery in “Entrepreneur DNA”, “Whole brain Thinking”, “Emotional intelligence”, “Applications of neuroscience”, “ Advanced communication" and “Business strategy” to enable these leaders to “Pivot” their life and business for achieving remarkable success. Deep has coached tens of CEOs in the global business arena (US, Singapore, India, Australia and Sri Lanka) and is acknowledged for his deep understanding of business environment and its complexities. His knowledge of "Entrepreneurial DNA" helps in taking founder CEOs to the edge of possibilities in business. His learnings from the CEOs is 'Gold dust', which puts him in a very superior position to coach CEOs of start-ups and early stage companies. Focus of coaching is to engage the 6 core areas that remarkably successful entrepreneurs demonstrate in leading and creating high value businesses from virtually nothing. Assessment: Saville (Wills Towers Watson) Entrecode Whole brain thinking- Neethling brain instruments
Deep consults in designing and lead innovation labs for large manufacturing and high tech companies. Our research base innovation model is grounded in four core pillars- Mindsets, Praxis, Horizons and Spaces. We design the innovation journey from "Challenge definition" to "Hot housing and "Incubation"
Startup and Entrepreneurial Coaching
Making digital products (apps, websites) easy to use and effective in delivering value for both the business and end-users.
Conducting research with actual users to identify and define persona/problem or validate solutions quickly and cheaply to reduce waste in usability bug
Leveraging Design Thinking to create a winning strategy that delivers maximum value to end-users and stakeholders
My early career was highlighted by founding, growing, and exiting two business in Montreal, Canada. From there, I enjoyed the past 10+ years consulting with startups and SMBs to drive growth, providing the tools and resources to maximize potential and drive operational excellence.
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.
Launching a business is difficult and requires skills across all areas of business. Consultation and coaching services focus on providing entrepreneurs with the necessary skills to successfully launch their business while ensuring they are prepared for long term growth and success. Areas of focus include relationship management, strategic planning, product and service development, marketing and sales, and project management.
Successful founder. Advisor to several Venture Capital funds and Accelerators in Silicon Valley, Europe and Australia. Expert-in-Residence (Product and Business Model) at San Francisco AI Fund. Advisory board of Santa Clara University Business School (Silicon Valley). UC Berkeley Industry Fellow (Applied AI) at Center for Entrepreneurship and Technology.
Effective leadership is based on a multiple set of skills that lead to high performance from the executive team and employees across the entire business. Its essential ingredients are trust which then leads to effective a defined mission with matching values, a vision, sound strategic planning, a consistent communication strategy, developing KPIs, following and publishing its metrics, implementing performance management systems, increasing safety, and ultimately influencing followers to perform in ways that advance the mission of the company. Coaching services focus on providing the training, brainstorming, consulting and accountability necessary to advance leaders to the next level helping them to: • Create space for strategic thinking • Delegate to their team more effectively • Improve their team and company engagement • Sustain high performance in their teams • Work in a more Agile way • Improve their time management • Enhance their communication skills for greater influence and impact • Find how they can overcome the ways they sabotage themselves • Improve trust within their team • Identify roadblocks and how to surmount them • Identify outcomes that are detrimental to their professional success