| Larger
Organization Experience |
| Organization: |
$7 billion, 19,000 person, Department of Defense global
technical services enterprise. |
| Engagement: |
Working with civilian and military leadership to improve the strategic
management of enterprise and drive change throughout the organization
to create a more customer-driven, responsive and adaptive organization
that operates as a single, integrated global enterprise. |
| Results: |
Project in process. |
| |
|
| Organization: |
Privately held $600M financial services conglomerate. |
| Engagement: |
Working with the CEO and leadership teams of two operating divisions
on a multi-year effort to resolve persistent growth and profitability
problems. |
| Results: |
One Division met its growth and profit targets for the first time
in 3 years. The other division has resolved the leadership and
organizational problems that were inhibiting its success and is now
growing at a 30%+
rate. Management changes implemented by this Division during
the first 90 days of this project saved over $3 million.
Project in
process. |
| |
|
| Organization: |
A $600 million, 2,000 person, unionized, Department of
Defense technical services organization with operations in CA, NM,
VA, Washington DC, and KY. |
| Engagement: |
Worked with the Executive Director, Commanding Officer,
and 13-person senior executive team over a 2½ year period to
design and implement fundamental changes to culture, leadership, structure,
strategy, performance measurement, performance compensation, management
governance, communication, business development, workforce development
and innovation. |
| Results: |
Helped successfully implement what one senior executive termed “the
most significant changes that we have been able to achieve in 35 years”. |
| |
|
| Organization: |
$1 billion professional publishing group of a $7 billion multinational
conglomerate. |
| Engagement: |
Worked for 3 years with the President and 8-person management team
to start-up an electronic publishing division inside a predominantly
print publishing enterprise. Developed and launched new electronic
products in 16 new markets in 18 months. Pioneered innovative strategic
alliances with Supreme Court Systems and Bar Associations throughout
the U.S. which had a major positive impact on revenue ramp-up. |
| Results: |
Grew revenues from $0 to a run-rate of more than $15 million within
24 months. This Division was so successful that its leadership team
was promoted to run the $1 billion publishing group. |
| |
|
| Organization: |
5,000-person computer services division of a major global airline. |
| Engagement: |
At the beginning of this project, customer complaints about the quality
of work, cost-overruns, excessive project delays and non-existent support
were at an all-time high. As a part of a 3-person team, worked with
the CTO, President and 10 Division VPs over a 3-year period on vision,
mission, values, goals, structure, leadership, communications, performance
management, performance compensation and customer management. Also
led efforts to re-engineer the customer solutions development process
and provided 300+ senior managers with practical management training. |
| Results: |
The changes implemented exceeded the goals for customer satisfaction
improvement and reducing the Division’s operating costs. |
| |
|
| Organization: |
$350 million international scientific, medical and humanities publishing
group. |
| Engagement: |
Conducted strategic assessments of electronic publishing ventures
for all five operating groups, led an electronic publishing strategy
retreat for 40 senior managers and provided 1-on-1 coaching on managing
electronic publishing to senior executives. |
| Results: |
Helped each executive develop electronic publishing plans for their
divisions. |
| |
| Entrepreneurial Organization Experience |
| Organization: |
Small early-stage legal information publisher. |
| Engagement: |
Teamed with the founder to build this privately-held provider of
law libraries on CD-ROM into a 550-person publicly traded legal publisher.
Built and managed all revenue-generation functions for the company
including strategic alliances, field sales, channel sales and marketing.
Also helped raise over $45 million in private equity and debt financing,
and take the company public in September 1999. |
| Results: |
In December 2000, a multi-national publishing conglomerate acquired
the company. Today it has grown into a $100 million division, and remains
one of the few new financially successful web publishers. |
| |
|
| Organization: |
A 100-person, $9 million legal information provider. |
| Engagements: |
Turnaround of a new division based on relational database publishing
and on-demand printing technologies. Within 6 months grew sales from
$2K to $60K per month by implementing a 180° redirection that included
a fundamental redefinition of the target market, product re-positioning,
hiring of a direct sales organization, and stoppage of an approved
$1 million product enhancement. Also refocused company back on the
growth of its core business by building successful new publishing ventures
in Illinois and North Carolina that collectively generated over $500,000
in new sales within 12 months. |
| Results: |
These efforts substantially enhanced the value of company when it
was acquired for $37 million in cash. |
| |
|
| Organization: |
A $50 million environmental consulting company. |
| Engagement: |
As a part of a 2-person consulting team, worked with the President
and his senior management team to create and launch a new venture to
serve the emerging strategic environmental management market. Activities
included market research, new product development, training and coaching
of the consultants who delivered the new services to customers. |
| |
|
| Organization: |
A privately-held $20M textile equipment manufacturer. |
| Engagement: |
This company was in dire financial trouble as a result of an overly
ambitious acquisition program and easy access to capital. As a part
of a comprehensive financial turnaround, worked with 20+ volatile company
managers to conduct a comprehensive management assessment, research
market needs and develop a strategic plan. |
| Results: |
Execution of the strategic plan produced by this work was an important
aspect of this successful turnaround. |
| |
|
| Organization: |
$7 million, 60-person software development and enterprise application
integration company specializing in end-to-end publishing/knowledge
management solutions. |
| Engagement: |
Worked with the CEO/Founder to improve the overall performance of
the business and evaluate emerging growth opportunities in the commercial
sector. |
| Results: |
Refocused the company back on its core government business. Company
subsequently landed a major government services contract and now has
a professional staff of more than 100. |
| |
|
| Organization: |
$4 million international management consulting firm. |
| Engagement: |
Worked with the CEO/Founder to improve the management of all activities,
except client engagements. Reduced office staff, reengineered back-office
operations and implemented new client management and financial control
systems. |
| Results: |
Increased company profitability by 210% within 12 months. |
| |
|
| Organization: |
A 60-person, $3 million hosted applications and internet media company. |
| Engagement: |
Worked with the founder and VC investors on new strategies to drive
revenue through direct selling and new strategic alliances. Also designed
and implement improvements to management governance, and helped with
executive recruiting. |
| Results: |
Existing investors decided to reinvest in the company. Company also
filled two critical VP positions that had been vacant for several months. |
| |
|
| Organization: |
Medical device start-up. |
| Engagement: |
Worked with the inventor to develop the business model, business
plan and capitalization plan for this medical device start-up. |
| Results: |
Company secured seed financing through a strategic alliance with
an established medical software company. |
| |
|
| Organization: |
Small privately-held provider of hosted, turnkey e-learning solutions
for business and government. |
| Engagement: |
Advised the CEO and founders on improving their business model, strategic
direction and capitalization plans. |
| |
|
| Organization: |
Start-up geophysical services company. |
| Engagement: |
Worked with the founders to grow this provider of down-hole geophysical
services serving petroleum and groundwater clients in the Western U.S. |
| Results: |
Over a 2 year period grew revenues from less than $100k per year
to more than $1.5 million. |
| |
|
| Organization: |
A telecommunication and real estate development startup. |
| Engagement: |
Worked with the founders on the strategy, business plans, and $250
million in long range financing for this Network Access Point (NAP),
large-scale Tier 1 Internet Data Center (IDC) and 54-acre Technology
Park. |
| Results: |
Raised over $8 million in seed financing. |
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