The document discusses six talent strategy levers that organizations can use to survive and thrive in a volatile, uncertain, complex, and ambiguous (VUCA) world: 1) business agility, 2) strategic workforce planning, 3) the pursuit of readiness, 4) gathering and using data, 5) the learning organization, and 6) talent management sustainability. It argues that effectively manipulating these six levers will help organizations be ready for the new normal of constant change and upheaval. The document provides guidance on each lever and encourages leaders to contact the organization for additional help navigating the VUCA world.
As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world.
To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.
Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise.
Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.
No matter your business strategy, success will rely on flawless execution. Execution that depends on your organization's ability to find and prepare the best leaders.
To close that gap, we'd like to show you how to optimize your leadership pipeline.
[Guidebook] Optimizing Your Leadership PipelineDDI
Are there weak spots in your leadership pipeline?
The future success of any business relies on having the right leaders in place to drive business results. Download our free guidebook to find out where you’re most vulnerable.
You’ll learn:
• 5 key ingredients for a gap-free pipeline
• 6 tips for creating pipeline strategy
• Fundamental strategic elements necessary for future agility
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
A leadership pipeline approach is not a single program or tool.
It’s a process that provides both the right quantity and quality of leaders—in time—to step up and meet pressing business challenges.
Here are questions you should ask, tips to consider and proven practices to help get you started.
As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world.
To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.
Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise.
Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.
No matter your business strategy, success will rely on flawless execution. Execution that depends on your organization's ability to find and prepare the best leaders.
To close that gap, we'd like to show you how to optimize your leadership pipeline.
[Guidebook] Optimizing Your Leadership PipelineDDI
Are there weak spots in your leadership pipeline?
The future success of any business relies on having the right leaders in place to drive business results. Download our free guidebook to find out where you’re most vulnerable.
You’ll learn:
• 5 key ingredients for a gap-free pipeline
• 6 tips for creating pipeline strategy
• Fundamental strategic elements necessary for future agility
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
A leadership pipeline approach is not a single program or tool.
It’s a process that provides both the right quantity and quality of leaders—in time—to step up and meet pressing business challenges.
Here are questions you should ask, tips to consider and proven practices to help get you started.
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015. Presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA
#astdza2015
Dr Martin Factor - Meeting Tomorrow’s Business Challenges. Global Leadership ...ASTD South Africa
The 11th Annual African Society for Talent Development (ASTD) Conference
Day 1: 17 March 2015
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015 presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA #astdza2015
Create a path of success for the leaders in your organization. Learn best practices for creating a succession planning process to identify, develop and promote the high potential talent in your company.
Addressing the Looming Talent Crisis for Life SciencesCielo
The Life Sciences sector is under pressure. Increasing competition in the emerging world. Healthcare reforms in many nations. Rising customer expectations. Growing cost constraints. Sluggish scientific productivity. Need we name more?
HR leaders from top global Life Sciences organizations in the U.S., Europe and the Middle East share the regional differences in the challenges they are facing, but also highlight case studies that share real solutions.
Employee engagement and retention are intrinsically linked. With the candidate market as tight as it is now, use people analytics to rise above the noise. Combine empathy, data, and technology for improved workforce outcomes.
How to establish a strong Strategic Workforce PlanTalMix
Implementing Strategic Workforce Management in your organisation is not a decision that should be made lightly. Managing Change and Digital Transformation effectively means you need a talent force that is engaged and productive.
In this broadcast, we discussed best practices when it comes to establishing a strong SWP programme. Some of the items discussed, included:
Understanding current demand, demographics, turnover and vacancy rates both within the workforce, as well as skills matrix
Understanding workforce trends and challenges specific to your industry
Understanding wage and salary norms for your industry
Understanding labour demand / supply for your industry and how that effects your organisation – for both today, and tomorrow.
The challenge of forecasting your workforce demand based on high-growth and fluctuating market demands.
The relevance of SWP and building for tomorrow's leadership
And more.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Gra
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015. Presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA
#astdza2015
Dr Martin Factor - Meeting Tomorrow’s Business Challenges. Global Leadership ...ASTD South Africa
The 11th Annual African Society for Talent Development (ASTD) Conference
Day 1: 17 March 2015
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015 presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA #astdza2015
Create a path of success for the leaders in your organization. Learn best practices for creating a succession planning process to identify, develop and promote the high potential talent in your company.
Addressing the Looming Talent Crisis for Life SciencesCielo
The Life Sciences sector is under pressure. Increasing competition in the emerging world. Healthcare reforms in many nations. Rising customer expectations. Growing cost constraints. Sluggish scientific productivity. Need we name more?
HR leaders from top global Life Sciences organizations in the U.S., Europe and the Middle East share the regional differences in the challenges they are facing, but also highlight case studies that share real solutions.
Employee engagement and retention are intrinsically linked. With the candidate market as tight as it is now, use people analytics to rise above the noise. Combine empathy, data, and technology for improved workforce outcomes.
How to establish a strong Strategic Workforce PlanTalMix
Implementing Strategic Workforce Management in your organisation is not a decision that should be made lightly. Managing Change and Digital Transformation effectively means you need a talent force that is engaged and productive.
In this broadcast, we discussed best practices when it comes to establishing a strong SWP programme. Some of the items discussed, included:
Understanding current demand, demographics, turnover and vacancy rates both within the workforce, as well as skills matrix
Understanding workforce trends and challenges specific to your industry
Understanding wage and salary norms for your industry
Understanding labour demand / supply for your industry and how that effects your organisation – for both today, and tomorrow.
The challenge of forecasting your workforce demand based on high-growth and fluctuating market demands.
The relevance of SWP and building for tomorrow's leadership
And more.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Grade 10 😇REMINDER: Career Guidance Poster Slogan w/Frame
- 90 pesos per paying parents - haan nga ag exam ta haan py a naka paid .
-11&12 second quarterly exam NO RECEIPT NO EXAM .
January 17- Submition of Grading sheet.
Good luck Gra
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Similar to 6-talent-strategy-levers-for-a-vuca-world_gb_ddi.pdf (20)
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
