Kenneth J. Gillig is an expert in operationalizing business strategy through project execution. He has extensive experience developing people and organizational capabilities, integrating new business delivery, building profitable solution businesses, implementing process improvements, and delivering expected benefits from IT investments. His representative accomplishments include enabling $350M in gross margin from new business integrations, securing $60M in additional annual gross margin from new processes and systems, and managing a global corporate spin-off transition within 18 months on schedule and without business disruptions.
Oil and Gas companies are facing energy transition with a significant increase in energy demand, but also a shift towards a lower carbon fuel mix. In addition, digitalization is disrupting manifested business models. A new way of business steering and planning is required to cope with these challenges in order to shape a successful strategy for the future.
Oil and Gas companies are facing energy transition with a significant increase in energy demand, but also a shift towards a lower carbon fuel mix. In addition, digitalization is disrupting manifested business models. A new way of business steering and planning is required to cope with these challenges in order to shape a successful strategy for the future.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
As the IT footprint expands in the organization, CIOs budgets keep growing, some having multi-billion annual budgets in the case of large organizations.
CXOs require CIOs to provide cost transparency, control, as well as cost optimization and efficiency. We offer a unique combination of consulting service and an application to enhance your visibility on IT costs and ease communication.
Six Sigma, BPM, Digitalization - Different paths to the same destination?innovelocity
Discussion of the 5 Good Business Practices that all successful process improvement efforts share. This presentation was the most attended solution provider session at the 2015 Gartner BPM Summit in Maryland, USA.
Benchmark Your Costs and Transform Your Source-to-Pay ProcessSAP Ariba
Reducing supply chain costs and meeting customer requirements continue to be the key supply chain priorities for many organizations. Indirect spend is a key cost driver, and managing strategic sourcing and tactical sourcing through a well-managed process lowers costs and improves execution capability. In this session, IGATE will instruct you how to benchmark yourself against your industry peers and set a goal to improve your success rate in transforming your source-to-pay process. You will also hear how other companies are experiencing success on their source-to-pay transformation journey.
Supply Chain Excellence Where does your Organization really need to be?
Best in Class Supply Chain is not a requirement for all organizations.
Understand where you need to be based on your ROI, market, competitors.
People and process in place before technology
What sigma level do you need to be at?
Case study on InnoVelocity's BPM implementation with JSR Micro, Inc. - a leading materials manufacturer. Delivered in conjunction with Nathaniel Palmer and featured on BPM.com
Visual Analytics combines human intuition and data science to derive knowledge from the data in a very efficient, effective and easy way. Visual Analytics empowers your people to interact with the data and generate new insights.
A presentation by Steven A. Melnyk, Professor of Operations and Supply Chain Management, Michigan State University, USA.
Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
Performance measurement plays a critical role in every organization. It is also undergoing a dramatic transformation. This presentation explores the changes taking place and the implication of these changes for the supply chain manager. It identifies and investigates the critical changes – from control to communication; from being backwards oriented to feedforwarding.
About when we saved a manufacturing company ~20% on subcontracting costsPrequate Advisory
How it began
Beta Private Limited is a 15 year old well established manufacturing company with a top-line of approximately USD 3Mn based out of India. Prequate was brought in to help Beta manage further growth by analyzing and changing old systems and introducing future thinking.
Beta was in a mature stage and wanted to move to a people independent setup. They relied on experience and rule of thumb for determining the key controllable factors in their industry - pricing and costing mechanism.
Disclaimer: Beta started a continuous engagement model that allowed Prequate to develop the management reporting frameworks within the CFO Office offering.
As Procurement organizations optimize and automate sourcing and procurement processes to handle Indirect Spend, there is a renewed focus to extend the same automation to Direct Material Spend. With increased globalization, outsourcing and raw material cost inflation, controlling Direct Material spend is key to driving sustainable savings and improve risk mitigation.
Join this session to hear from Ardent Partners and key Ariba customers who leverage extensive collaboration and automation to capture more direct & indirect spend and drive sustainable savings and risk mitigation in their supply chains.
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
As the IT footprint expands in the organization, CIOs budgets keep growing, some having multi-billion annual budgets in the case of large organizations.
CXOs require CIOs to provide cost transparency, control, as well as cost optimization and efficiency. We offer a unique combination of consulting service and an application to enhance your visibility on IT costs and ease communication.
Six Sigma, BPM, Digitalization - Different paths to the same destination?innovelocity
Discussion of the 5 Good Business Practices that all successful process improvement efforts share. This presentation was the most attended solution provider session at the 2015 Gartner BPM Summit in Maryland, USA.
Benchmark Your Costs and Transform Your Source-to-Pay ProcessSAP Ariba
Reducing supply chain costs and meeting customer requirements continue to be the key supply chain priorities for many organizations. Indirect spend is a key cost driver, and managing strategic sourcing and tactical sourcing through a well-managed process lowers costs and improves execution capability. In this session, IGATE will instruct you how to benchmark yourself against your industry peers and set a goal to improve your success rate in transforming your source-to-pay process. You will also hear how other companies are experiencing success on their source-to-pay transformation journey.
Supply Chain Excellence Where does your Organization really need to be?
Best in Class Supply Chain is not a requirement for all organizations.
Understand where you need to be based on your ROI, market, competitors.
People and process in place before technology
What sigma level do you need to be at?
Case study on InnoVelocity's BPM implementation with JSR Micro, Inc. - a leading materials manufacturer. Delivered in conjunction with Nathaniel Palmer and featured on BPM.com
Visual Analytics combines human intuition and data science to derive knowledge from the data in a very efficient, effective and easy way. Visual Analytics empowers your people to interact with the data and generate new insights.
A presentation by Steven A. Melnyk, Professor of Operations and Supply Chain Management, Michigan State University, USA.
Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
Performance measurement plays a critical role in every organization. It is also undergoing a dramatic transformation. This presentation explores the changes taking place and the implication of these changes for the supply chain manager. It identifies and investigates the critical changes – from control to communication; from being backwards oriented to feedforwarding.
About when we saved a manufacturing company ~20% on subcontracting costsPrequate Advisory
How it began
Beta Private Limited is a 15 year old well established manufacturing company with a top-line of approximately USD 3Mn based out of India. Prequate was brought in to help Beta manage further growth by analyzing and changing old systems and introducing future thinking.
Beta was in a mature stage and wanted to move to a people independent setup. They relied on experience and rule of thumb for determining the key controllable factors in their industry - pricing and costing mechanism.
Disclaimer: Beta started a continuous engagement model that allowed Prequate to develop the management reporting frameworks within the CFO Office offering.
As Procurement organizations optimize and automate sourcing and procurement processes to handle Indirect Spend, there is a renewed focus to extend the same automation to Direct Material Spend. With increased globalization, outsourcing and raw material cost inflation, controlling Direct Material spend is key to driving sustainable savings and improve risk mitigation.
Join this session to hear from Ardent Partners and key Ariba customers who leverage extensive collaboration and automation to capture more direct & indirect spend and drive sustainable savings and risk mitigation in their supply chains.
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
Aegon Americas: Simplifying and optimizing businessAegon
Blake Bostwick, Chief Operations Officer at Transamerica, and David Montgomery, Head of Individual Operations, provide an update on how Aegon is simplifying and optimizing its business in the US.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
John Alan LeBihan Success and ExperienceAlan LeBihan
This document demonstrates my successful business journey and highlights my capabilities, expertise and the results I have been able to accomplish to this point in my career. As I continue to learn and grow through my experience and by challenging myself to new levels of success I will continue to shape and impact organizations in pa positive manner
Intelligent finance operations provide competitive edge to enterprisesGenpact Ltd
Looking to transform your finance operations? Genpact designs and runs intelligent finance operations that integrate technology and analytics to achieve competitive edge.
1. 581 Buena Road
KENNETH J. GILLIG Lake Forest, Illinois 60045
Phone: (847) 909-6390 (m)
Ken@Gillig.org
Operationalize Strategy – Expected Results – Sustained Change
WHO I AM
Strategy Execution … New Business, Operations Improvement … Projects Office …
Proven leadership and management across new business development, process improvement, and
technology initiatives. Define the right projects portfolio – implement initiatives the right way –
operationalize business strategy into sustained performance.
WHAT I DO
Provide expert program / project planning and execution management helping companies lower
business change initiative costs, anticipate and manage risks, ensure business alignment and
operational integration of changes, and drive teams into realizing more quickly expected benefits.
Companies who typically seek my services:
• Struggle with cost, quality, or compliance issues introducing new business.
• Lose business to competitors whose supply chains deliver tailored product / service
offerings providing more customer value, earning them greater loyalty.
• Have inconsistent execution of operations reducing profits, lowering customer / vendor
satisfaction.
• Experience lingering conflicting or incomplete changes after an M&A, or a global
operational transformation, or an intended in- vs. out-sourcing.
• Are not aligned across their functions to put strategy into sustainable practice.
HOW I ADD VALUE
Having consistently generated growth and profit from executing improvement projects and
driving more effective operations, achieved in diverse industries and process groups, I am
equipped with skills I quickly adapt to:
• Develop people’s star potential and build stronger organizational capabilities.
• Integrate “new business” delivery into reliable, compliant operations execution.
• Build profitable “solution” businesses with services differentiating core product.
• Implement targeted process performance improvements in the value chain.
• Deliver expected benefits from IT investments in products or processes.
• Obtain results faster leading teams into sustained change at an accelerated pace.
In short, help achieve breakthroughs (often “firsts”) overcoming tough Market and Operational
challenges for new sources of revenue and cost improvement.
2. 581 Buena Road
KENNETH J. GILLIG Lake Forest, Illinois 60045
Phone: (847) 909-6390 (m)
Ken@Gillig.org
REVENUE RELATED REPRESENTATIVE ACCOMPLISHMENTS
• Enabled thorough, timely, effective risk mitigation and issues resolution over a private industry
program repositioning operating capabilities needed for a higher value IPO. Implemented and applied
PMO and integration management across 16 project teams, 9 vendors on- and off-shore.
• Contributed $350+M gross margin completing 22 new business integration projects. Created
Portfolio selection, PMO implementation support. Shared best practices across company.
• Secured additional $60M per year gross margin managing implementation of new ethanol trading /
control processes and IT systems.
• Reduced time to market in FDA submission process cycle time 40-60 % (pharmaceutical
manufacturer) using content, document management, and workflow technologies.
• Increased annual revenue $265M with strategic “convenience services” through reengineering
services development processes, and improving service station IT systems.
• Achieved $21M in revenue, cost savings improving product configuration and pricing processes
along with supporting IT order management systems.
COST RELATED REPRESENTATIVE ACCOMPLISHMENTS
• Managed transition of strategic changes into 39 countries and finance entities over a rapid 18 month
period, in a corporate spin-off program implementing a common global operating model, new SAP
systems, Finance shared service teams, and back office process outsourcing. All deployments
completed on schedule without loss of business operations or incident affecting customers, vendors.
• Preserved $29M annual technology infrastructure cost reductions managing the re-launch of a
running off-track $173M program, including utilization of off-shore data and software migration
factory teams, converting 171 legacy applications to distributed cloud eliminating 6 mainframes.
• Achieved optimized short-term trading and effective long-term market deals implementing improving
financial controls with accurate SAP accounting for $110M annual supply chain costs.
• Applied EHCR pharmaceutical supply chain efficiency benchmarks to achieve 25-40%
improvements in inventory, warehousing network, distribution costs (healthcare manufacturers,
distributors).
• Reduced $5M capital and saved $1M annual expenses managing development and deployment of
WEB invoice reconciliation for suppliers.
• Introduced new simplified U.S. supply chain processes in three SAP ERP implementations. Achieved
first straight through processing from custom deal entry to SAP deal settlement.
INDUSTRY EXPERTISE: Healthcare, CPG, Energy, Financial Services, Hi-Tech, Manufacturing.
PROCESS EXPERTISE: Product and Services Development, Sales and Service (Order to Cash),
Manufacturing and Supply Chain (Procure to Pay), Finance, IT, HR, Regulatory Compliance.
CERTIFICATIONS: PMP, CBPP, Lean / Six Sigma Green Belt (Tested), ITIL
FORMAL EDUCATION: University of Chicago – MBA Finance, Illinois Institute of Technology – MS
Computer Science, University of Notre Dame – BS Mathematics
LINKEDIN PROFILE http://www.linkedin.com/in/kengillig