a new technology-based business unit for the president of a $1.6B division of a
Fortune 100 company.
Assessed a multitude of concepts and factors to strongly position in-house technologies
relative to the competition. Structured numerous issues with Visual
maps to readily enable marketing and technical teams to formulate a successful business
plan and establish long range strategic objectives.
Enabled international collaboration of marketing, engineering, and
manufacturing departments in five countries to produce a common, localizable, complex
A long term retainer program to implement commonality programs and resolve the problems of
differing international standards, cultural preferences, and market characteristics.
and ThinkRoom methodologies enabled teams in England, US, France, Germany, and Brazil to collaborate to
develop a single common localizable product in half the projected time and development
cost and 70% of the anticipated product cost.
Innovated new US
and UK corporate structures for a $140M Instrumentation Company.
Identified major cultural differences in general management,
leadership, financial, marketing, engineering, sales, and service which
were leading to declining sales and profit. Innovated a new
organizational structure which respected major US and UK differences and
implemented a goal-setting feedback system. The first year result - 25%
growth, 40% increased profits.
Substantially decreased time-to- market from 36 to 18 months for a 300
person engineering department of a Fortune 100 Company.
Identified and resolved the communications and information structure problems
which delayed introduction of new products. Formulated new methods to enhance current
operating methods and provide good communications.
Set up a central common research laboratory organization to
serve ten major divisions of a Fortune 500 Corporation.
Determined areas of core competencies, political issues,
feasibility, and ROI in developing the action plan for staffing
the required skills. Formulated an innovative method for corporate and divisions to finance the central operation.
Created and implemented an executive management system to
enable a Fortune 100 company to build four new world-wide manufacturing
lines in parallel.
Structured Collaboration between process control, plant
engineering, quality, R&D, and management information systems functions to define
systems architecture, interfaces, responsibilities, and staffing requirements.
Inverted Pareto's Law to greatly increase the profits of a broad
product line vendor.
Developed strategic partnerships with smaller competitors to
enable the client to solely focus on high turn profitable products
and still maintain the image of a diverse supplier to its distributors
and customers. Increased sales 30% and bottom line 25%.