TABLE OF CONTENTSSlide 3- ResumeSlide 4- Worksheet from WorkSlide 5- Picture of Me While at Job SiteSlide 6-13- PowerPoint...
Jacob Milan(989) 860-2797                                                          2577 N. Brennanmilanj@northwood.edu    ...
PICTURE OF ME WHILE AT A JOB SITE
CLIENT SERVICE SUPPORT“Up or out” mentalityGeneralized consulting and specialized consultingEstablish relationships with c...
ADMINISTRATION STAFFAlso had “up or out” conceptPractice expertise and practice management administrationTransfer knowledg...
MCKINSEY AND COMPANY: A COVETED DESTINATION“Up or out” and I-Shaped hierarchy appeals to those who want to see   advanceme...
WARWICK BRAY: THE MOST CHALLENGING CASESet up European telecomsDevelop a more interdependent network for the companyCreate...
STEPHEN DULL: BEST CAREER PROSPECTDull graduated from Michigan and spent 5 years marketing for PillsburyDull was involved ...
MCKINSEY & COMPANY CORE COMPETENCEExtremely client basedNumerous amounts of experts in different fieldsUsed information in...
CLIENT SERVICE SUPPORT“Up or out” mentalityGeneralized consulting and specialized consultingEstablish relationships with c...
ADMINISTRATION STAFFAlso had “up or out” conceptPractice expertise and practice management administrationTransfer knowledg...
FACTORIES16 firms in USA10 firms in AsiaRound 1 built 3 in USA and 5 in AsiaRound 3 built 1 in AsiaRound 4 built 2 in Asia...
CONTRACT MANUFACTURINGEvery round we used them all instead of producing by ourselvesDecided to produce more of Tech 1 and ...
R&DAll of our Technologies had 6 featuresAt each round we would assess how much money we had left and then    decide wheth...
SHARESAt the end of Round 1, we sold some shares to get some capital in order to    build 8 firmsAnd we want to buyback sh...
MARKET SHAREGood sale rates helped us get decent market share.Low prices in Asia sold wellWe found that more features in E...
PROGRESS THROUGH HALFWAY POINT
FREEFALL AFTER MIDPOINT• Round 6, saw us have a bad ROS, ROE, & EBIT• Round 7 continued our drop in all the same  categori...
IMPROVING TO THE FINISHRound 7: Sales improved, but still in debtRound 8: Better R&D costs, sales continue to improve, and...
END OF SIMULATION
WHAT WE LEARNEDLowest prices don’t always mean sales successDon’t over-invest in R&DDon’t keep too much money on handThis ...
Jacob MilanContemporary Global IssuesResearch Paper                                  Soviet Spies in AmericaSince World Wa...
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
Powerpoint for Foundations
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Jacob Milan Portfolio

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Powerpoint for Foundations

  1. 1. TABLE OF CONTENTSSlide 3- ResumeSlide 4- Worksheet from WorkSlide 5- Picture of Me While at Job SiteSlide 6-13- PowerPoint Project from SchoolSlide 14-24- PowerPoint 2 Project from SchoolSlide 25-32 Research Paper from School
  2. 2. Jacob Milan(989) 860-2797 2577 N. Brennanmilanj@northwood.edu Hemlock, MI, 48626Professional Summary-Throughout my college education I was a four year intern at Terry AsphaltMaterials, Inc. My duties and responsibilities included QC/QA and product development in the asphaltmaterials binder lab, pavement preservation construction operations, and sales and marketing of asphaltbinder materials and pavement preservation products. Proficient at product testing, data maintenance,product troubleshooting and agency reporting of multiple products. Coordinated and co-produced sales andmarketing videos of our pavement preservation with an industry partner. Culminated the internship withthe development and initial sales of a product new to the company in a new market. Trained in hazardousmaterial handling and fork lift operation.Work HistoryFreeland Sportmans Club (Sept. 2007-Apr.2008)Freeland, Michigan’s only gun club and one of the only courses in the area to have a fully automatedsporting clay course.Job Description- · Customer service · Maintenance and operations of all course equipment · Course and clubhouse housekeepingMorning Star Farms (Nov. 2008-Jan. 2010)Local landscaping company in the Midland, Michigan area. While here I logged 0 accidents or injuries andworked many weekend and holiday hours.Job Description- · Lawn maintenance, snow and ice removal, minor maintenance and housekeeping of business fleet.Terry Asphalt Materials Inc. (Apr. 2008-Oct.2012)Terry Asphalt Materials, Inc. is part of a worldwide team that provides products and services to build andmaintain the transportation infrastructure. Safety, quality, ethics, environmental awareness, innovation andfinancial strength are key to the company’s leadership in our industry. While interning here for four years Ihad 0 accidents or injuries. I was also able to create and promote a brand new product from start to finishalong with assisting in a national marketing video.Job Description- · QA/QC and problem solving in production formulas for multiple product line and over 20 million gallons produced for DOT and local agency and contractor sales. · Assisted senior lab technicians in research and data maintenance. · Maintained laboratory supplies and housekeeping. · Sales and marketing to contractors, state, and local agencies. · I had to get information for a new market while also developing a new product; including completion of a presentation for sales team to use for the product. · Completed coordination and production of marketing videos for pavement preservation products. These videos are used in national, state, and local presentations and trade shows.
  3. 3. PICTURE OF ME WHILE AT A JOB SITE
  4. 4. CLIENT SERVICE SUPPORT“Up or out” mentalityGeneralized consulting and specialized consultingEstablish relationships with clientsSkills needed to be in high demand in order to be part of teamAlso need to build an external relationshipOffer help and problem solving ideas for all clients
  5. 5. ADMINISTRATION STAFFAlso had “up or out” conceptPractice expertise and practice management administrationTransfer knowledge across companyMore advancement in our opinion within the administration staffCreate new knowledge for associates to use to help with future client situations
  6. 6. MCKINSEY AND COMPANY: A COVETED DESTINATION“Up or out” and I-Shaped hierarchy appeals to those who want to see advancements in careerOpportunity and responsibilityPrestige of the companyGlobally recognized firmWork with some of the best possible candidates worldwide
  7. 7. WARWICK BRAY: THE MOST CHALLENGING CASESet up European telecomsDevelop a more interdependent network for the companyCreated PDNet and other databases for information within the companyNeeded to find largely informal links to continue European telecom expertiseUncertainty for the futureThought that European telecom and most functional practices needed to improve
  8. 8. STEPHEN DULL: BEST CAREER PROSPECTDull graduated from Michigan and spent 5 years marketing for PillsburyDull was involved in business to business marketingIt was suggested to him to get 15%-20% of McKinsey to be functional expertsCreated PD documents from concepts, frameworks, and case studies that the company already hadCreated Center of Competence for McKinsey and CompanyDull has even contemplated writing a book on business to business marketing
  9. 9. MCKINSEY & COMPANY CORE COMPETENCEExtremely client basedNumerous amounts of experts in different fieldsUsed information infrastructures to keep their associates up date with current knowledgeI-Shaped hierarchy which kept employees innovative
  10. 10. CLIENT SERVICE SUPPORT“Up or out” mentalityGeneralized consulting and specialized consultingEstablish relationships with clientsSkills needed to be in high demand in order to be part of teamAlso need to build an external relationshipOffer help and problem solving ideas for all clients
  11. 11. ADMINISTRATION STAFFAlso had “up or out” conceptPractice expertise and practice management administrationTransfer knowledge across companyMore advancement in our opinion within the administration staffCreate new knowledge for associates to use to help with future client situations
  12. 12. FACTORIES16 firms in USA10 firms in AsiaRound 1 built 3 in USA and 5 in AsiaRound 3 built 1 in AsiaRound 4 built 2 in AsiaRound 6 built 1 in USA and 2 in AsiaGoals: Increase ProductionFinal Result: 8800 production capacity in USA, 5500 production capacity in Asia
  13. 13. CONTRACT MANUFACTURINGEvery round we used them all instead of producing by ourselvesDecided to produce more of Tech 1 and Tech 4 due to the success we had with both
  14. 14. R&DAll of our Technologies had 6 featuresAt each round we would assess how much money we had left and then decide whether to upgrade technologies or notToo much investing lead to problems later in simulation
  15. 15. SHARESAt the end of Round 1, we sold some shares to get some capital in order to build 8 firmsAnd we want to buyback shares in the last 2 rounds, but we were short on capital and unable to do so by the end of the simulation
  16. 16. MARKET SHAREGood sale rates helped us get decent market share.Low prices in Asia sold wellWe found that more features in Europe and the US sold better than AsiaLow price in USA and Europe did not guarantee good sales every round
  17. 17. PROGRESS THROUGH HALFWAY POINT
  18. 18. FREEFALL AFTER MIDPOINT• Round 6, saw us have a bad ROS, ROE, & EBIT• Round 7 continued our drop in all the same categories• Round 6 failures: Too much money in R&D(3 new plants) & too much money in contract manufacturing• Round 7 failures: Managed R&D costs better, but still too much for contract manufacturing.• Round 7 our group started to climb out of debt
  19. 19. IMPROVING TO THE FINISHRound 7: Sales improved, but still in debtRound 8: Better R&D costs, sales continue to improve, and finally out of debtRound 9: No R&D costs, sales improve to $2.8 million, and $438,300 out of debtRound 10: No R&D costs, most manufacturing was contracted, finished $356,336 out of debt
  20. 20. END OF SIMULATION
  21. 21. WHAT WE LEARNEDLowest prices don’t always mean sales successDon’t over-invest in R&DDon’t keep too much money on handThis is a given, but keeping costs on production is vital to success
  22. 22. Jacob MilanContemporary Global IssuesResearch Paper Soviet Spies in AmericaSince World War II, American culture has been terrified at the thought of a Russianinvasion on U.S. soil. There are many signs that point to the fear that Russia hasinstilled into Americans. If you look at modern day culture in the U.S. it still thinks aboutRussian spies, it shows us making movies like Red Dawn or even more modern showslike the channel FX’s new show The Americans that premieres in January. Russia stillscares our modern society and even though Russia may not be the most economicallypowerful country in the world, they still are a very powerful military country. There isreason to believe that our society is easy to blend into and therefore would be anopportunity for a spy infiltration. It has been accomplished in the past and has even beendone recently. During WWII, spies for Russia were dedicated to the cause of spreadingcommunism. That was the whole focus and intent of these spies within the UnitedStates. The spies in today’s world do not have the same motives necessarily as before.Some of these people are more interested in money as opposed to when theRosenberg’s were spying and giving information to the Soviet Union in hopes thatcommunism would spread west. In my opinion that is part of the scariest thing toAmericans. Much like terrorists in the Middle East who murder and sacrifice their own

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