1. GREG GARLAND Greg.Garland@NextLevelInnovators.com
Stamford, CT Ph: 203-253-1771
BUSINESS TRANSFORMATION SPECIALIST
Special Project Leader: strategy development, organization change, executive
governance, program management office, product/service development and management.
EXPERIENCE
Next Level Innovators LLC Principal (2001 to present)
Pharmaceutical (Pfizer): Achieved a $1.2 Million cost savings through technology innovative,
Lean process methods and controls to manage multiple vendors, field assets and the Help Desk
of a private, national, satellite business TV network. Guided all 1,200 US sales District Managers
through a milestone-based process using phone, email and in-person group settings to motivate
and manage them all.
Internet (iMark): Reduced client acquisition cycle-time from 12 to four months, enabled
Salesforce to accelerate sales during startup while concurrently reducing the cost of sales
through an innovative B2B sales channel strategy with CRM: methods, metrics and tools.
Banking (Citibank): Led several Activity Based Cost (ABC) engagements for this and other
Financial Services firms. ABC used to identify targets, and Lean to monetize and sell $3 Million in
cost reduction projects to set accurate, fair and equitable internal IT transfer pricing.
Insurance (XL ): Developed corporate governance controls to support project management,
maintain executive oversight for ERP upgrade; influenced direction, priorities and throughput of
Program Management Office work teams constituted by 20 or more people, each.
Digital Media (NAPC): Created Standard Operating Procedures for this and other small and
medium sized businesses to ensure quality standards during periods of high-growth.
Easton Consultants Senior Associate (1999 to 2001)
Internet: Developed an exit strategy transforming a family-owned, market leader in a shrinking
industry to an internet solutions provider with forecasted year-to-year growth opportunities
subsequent to a strategic business acquisition. Findings and recommendations were shared in
three separate, different but accurate presentation versions individually customized to address
the unique concerns of owners of a multigenerational family-owned company, dozens of
managers and hundreds of employees.
Wireless: Developed strategies for a global credit card giant to capitalize on an estimated market
of $2 Billion in wireless telephony e-Commerce opportunities.
Banking: Created an interbank e-Market business model for online foreign currency exchange.
E-Commerce: Developed a complex, combined business model that included a simple Monte
Carlo simulation to support M&A team efforts to integrate two payment systems companies to
expand, leverage new bank transaction technologies and integrate 5,500 agents nationally.
Deloitte & Touche Consulting Group Manager (1995 to 1999)
Health Care: Integrated general ledger and financial reporting systems
Information Technology: Designed an eCommerce center of excellence to rationalize IT
transfer-pricing
Telecom: Designed a cost and operations model for a foreign, telecommunications monopoly
2. Banking: Reduced operating costs by $2.2 Million at a foreign Central Bank
Insurance: Directed a Strategic Cost Management and Business Process Reengineering team to
restructure an $80 Million business unit; identified $3.1 Million in cost savings and enhance Key
Performance Indicator visibility; presented findings and recommendations to Board level
executives and an abridged version to multiple groups of operating managers. Presented
findings, recommended next steps and measured business improvements to an industry
gathering of approximately 350 executives, managers and consultants. Separately developed
enterprise-wide Business Model and Standard Operating Procedures document for a Canadian
insurer intended Internet-enabled business unit.
The Capra Group (on hiatus from Deloitte) Turnaround Manager (1997 to 1998)
Precision Manufacturing: Created initial process maps for a systems integration program
Pharmaceuticals: Supported an SAP implementation for a manufacturing and distribution
company
Aerospace: Led a Lean Manufacturing engagement in a jet engine components fabrication
facility focusing on achieving high value Quality and Supply Chain Management objectives
Plastics: Led multiple, concurrent Business Process Redesign team efforts to adopt Lean tools
and methods to realize a 50% reduction in design and construction time for plastic injection
molding tooling and to apply Supply Chain Management techniques.
Electronics: Aligned former defense contractor to create and fulfill demand from the commercial
medical device market; generated immediate opportunities and long term growth opportunities
and priorities. Trained and led groups of managers and associates to achieve coordinated team
objectives, create momentum, and to introduce and foster a new cultural trait: a shared sense of
urgency.
Douglas Lee Associates, Inc. Sales Executive (1992 to 1995)
Profit/Loss responsibility: CT, RI and western MA territory; increased revenues from $700K to
$1.2M for data acquisition hardware, software and instrumentation; sold directly to Owners,
General Managers and Engineering teams.
Loctite Corporation Engineer (1989 to 1992)
Sales Engineering support traveled to Midwestern OEMs to train large and small groups of
design engineers and maintenance personnel in the proper storage, handling, use and disposal
of chemicals: gaskets, adhesives and sealants.
CMX Corporation Engineer, R&D (1987 to 1989)
Designed interferometers and other laser measurement systems for scientific research and
precision manufacturing applications
Optic Electronic Corporation Manufacturing Engineer (1984 to 1987)
Produced night vision equipment, laser range finders exclusively for military use
EDUCATION
MBA Operations Management University of Hartford 1993
BS Mechanical Engineering Louisiana State University 1983
