This document provides brief case studies for RCI Partners LLC, a consulting firm. It summarizes work done with 9 different companies across various industries. For each company, it outlines the challenge faced, deliverables provided by RCI such as developing strategies and plans, and results such as growth in key metrics or successful acquisition. The case studies demonstrate RCI's expertise in strategic planning, marketing, and organizational restructuring.

1. RCI Partners LLC
Robert Carsia
Brief Case Studies
• Common Ground LLC, Hawaii
• Chartwell Publishing, Sports Media Group, Los Angeles
• EMS Technologies, Atlanta/Montreal
• Globecomm Systems, New York
• Digital Equipment Corporation, Massachusetts
• Lockheed Martin, Florida
• NETS Digital, New York
• Pixelon, California
• Platte Glass Shatterproof Industries, South Africa/UK

2. Organizational Premise
• Inspiration is a sudden, brilliant, original idea. And
original ideas come from seeing differently.
• Sometime ago two shoe-salesmen from the same
company went to Africa. Soon the one wrote to his
boss, “Coming home. People don’t wear shoes.” The
other wrote his office, “Urgent. Send shoes. Hugh
Market”
Both were looking at the same market, but seeing it
differently. Seeing differently creates insight; insight
triggers inspiration…

3. Common Ground LLC
Kaua’i, Hawaii
Common Ground, Kaua’i is a vision for tourism/local sustainability through its programs, wellness activities/programs,
products, services and venue. Situated in Kilauea on the north shore of Kaua’i it is a sixty-acre site on which there are a
number of green ventures in operation, and a development plan for others.
Major investor, Chis Jaeb,was a partner with Mark Cuban(Dallas Mavs,NBA) in Broadcast.com (sports streaming
media),which sold to YAHOO! For $1.2billion.
Presently, the ‘resort’ encompasses a ‘field to table’ restaurant, ranch, permaculture vegetable gardens, concerts/special
events, organic garden tours, wedding settings, catering, Food Market. Future plans call for:
• High-end camp grounds
• High-end small-scale condo units
• Physical and mental wellness prgrams
• THE CHALLENGE: Short-term contract to develop a strategic marketing plan, coupled with financial pro-formas by
concept, with break-even and cost center analytics
• RESULTS: As a ‘start up’ there were no metrics or strategic plans. Finalized the ROI, sales metrics, marketing plan, and
financial forecasting for both present and future growth of the organization.
• SEE: www.cgkauai.net
• Chris Jaeb wrote: “Robert Carsia has a pedigree in basic business operations and organizational structure. He is flexible
and easy to work with, understands the value proposition and follows through on work plan. He is candid and concise in his
assessments, connected to the bottom line and communicates clearly. Robert has the integrity necessary to get the job
done right the first time and help others do the same.”

4. Chartwell Publishing, Sports Media Group
Los Angeles
Chartwell Publishing was a high-end publishing firm that designed, printed, and distributed major league
professional sports yearbooks for the NBA, NFL, and NHL
THE CHALLENGE: Act as contract Interim COO to establish a forward-looking brand image, with
sustainable financial metrics that would drive profitability in order for investors to execute an ‘exit strategy’
with financially viable options
THE DELIVERABLES: As Interim COO
• Establish a strategic business/marketing plan with metrics
• Establish and drive ‘the brand’ into vertical target markets
• Establish a business development strategy within those targets
• Measure quarter-to-quarter results in marketing, sales/bus dev, and financial performance
• Establish bench marks for ‘investor exit’ and target new investors
• THE RESULTS:
• Division generated 40% client increase in 12 months
• Division generated 22% increase in EBITDA
• Division was sold at 10X NET

5. EMS Technologies, Atlanta/Montreal
(Spinoff from Scientific Atlanta)
• EMS Technologies, Inc., is a world leader in wireless-based broadband communications
equipment, developing equipment that supports two-way internet communications and content
delivery.
• THE CHALLENGE: Assess and Organize the sales effort and Develop a pipeline for DVB-RCS
technology in order to increase the valuation of the division so that it can be spun-out and sold.
• The Hurdles:
• Minimal brand awareness and value-add capabilities in the US.
• Limited US standards for the technology. Mostly European-based.
• No strategic orientation to the market universe and potential customers
• The Deliverables:
• Build the pipeline and establish OEM targets such as Alcatel and Clear Channel
• Measure performance (ROI, Sales metrics, forecasting)
• Strategy development
• Tactical Execution
• Establish DVB-RCS Standards definitions
• The Results:
• Division was sold 12 months later at substantially higher valuation
• Pipeline was filled with prominent potential customers (Alcatel, Clear Channel, Home Depot,
Southern California Edison)
• Business process was changed to address US-centric opportunities (e.g. OEM/channel partner
strategy.
• NOTE: DVB-RCS is defined as Digital Video Broadcast/Return Channel Satellite.

6. Globecomm Systems, New York
• Globecomm is a global satellite telecommunications systems integration company delivering complete solutions
to customers in telecommunications, broadcasting (MSO, DSB, MMDS), Internet, VoIP, hospitality, entertainment,
industry and government/military markets.
• The Challenge:
Deliver a market strategy and tactical implementation for a Direct-to-Home satellite system in 18 West African
countries.
• The Deliverables:
Define the brand, the products. Build out the broadcast imperatives, hire and train senior management, develop
sub-contractors, analyze financial performance, define the metrics, define the supply chain, increase productivity
and process improvement, acquire content…over a 24 month period.
Assess the organizational structure as well as performance expectations within an analytical structure.
• The Results:
Developed the ‘go-to-market’ strategy and market position
Defined the market universe and demographics
Define revenue forecasts and market penetration
Hired and trained the in-country senior management including the CEO.
Developed the supply chain for set-tops, antennas, broadcaster center buildout
Defined the organizational structure and coach senior management on cultural/business imperatives.
Acquired content for the initiative via 50+ content providers
Set up ‘call center’ imperatives
Acquired legal broadcast licenses
“As Senior Director, Broadcast Business Development for Globecomm, I’ve worked with Bob over the past 12+
months creating a unique business approach to IP-based video delivery. With his help, we were able to
ascertain present and future market conditions, key entry-points, core competencies, and align our
strategic direction with the present opportunities within the market for IPTV/VOD/VoIP. He was key to
being able to balance the parallel efforts of targeting near-term customers and working with internal
resources to establish a significant market play to service the Telco, Hospitality, and MDU)/gated
community markets.
Bob’s experience allows him to approach strategic planning and business development creatively with
“out-of-the box” thinking. He was a key member of the team that enabled us to gain a much better
understanding of the elements required to successfully implement an IP service based video offering; the
competitive environment, the content requirements, and the technology required.” Jonathan Feldman

7. Digital Equipment Corporation
• Digital Equipment Corporation was a pioneering company in the computer industry. Its PDP and VAX products
were arguably the most popular mini-computers for the scientific and engineering communities during the 1970s
and 1980s. DEC was acquired by Compaq in June 1998, which subsequently merged with Hewlett-Packard in
May 2002.
• The Challenge:
Historically, DEC was an engineering-driven, matrixed organization with numerous SBUs, primarily in engineering,
banking, manufacturing environments. 64-bit personal computing demanded looking at new, non-traditional
markets with a need for high-speed, graphic-intensive computing.
Develop an organizational structure and performance benchmarks that address the vertical markets with an
emphasis on entertainment, leisure, hospitality in such areas as Special Effects, on-demand IPTV, and Virtual
Reality.
• The Deliverables:
Define new markets for ALPHA-64bit computing platform.
Define the ‘go-to-market’ strategy
Define the Organizational Structure within those markets
Establish “change processes’ to address new product and verticals
Establish sales training procedures within the new vertical cultures
• The Results:
Quantitatively defined the potential markets (entertainment, media, broadcast, leisure, hospitality).
Defined and developed the strategic deployment (hardware vs. bundling)
Defined the end-user companies (Disney, Sony, Times-Mirror)
Trained the sales engineers in selling-in to new verticals
Defined the universe, needs-analysis, and metrics for initial deployment

8. Lockheed-Martin
• With revenues of $40billion and 140,000 employees, Lockheed is a primary lead systems
integrator and information technology company. The majority of Lockheed Martin's business is
with the U.S. Department of Defense and the U.S. federal government agencies. Lockheed Martin
is the largest provider of IT services, systems integration, and training to the U.S. Government.
The remaining portion of Lockheed Martin's business is comprised of international government
and some commercial sales of products, services and platforms.
• The Challenge:
Commercialize the Lockheed computer graphic hardware/software system from DoD applications.
• The Deliverables:
Define the market(s)
Define the products, the brand, the strategy for rollout
Define the organizational structure and sales effectiveness needed to be successful
Analyze ‘new company’ metrics
Execute the tactical imperatives as defined in the strategy development.
Develop assessment tools for benchmarking organizational structure and profit enhancement
• The Results:
Developed the market strategy, as well as brand positioning
Defined performance measurements both technically and from a sales perspective
Organized the business process and staff allocation
Trained the sales engineers in selling into new commercial markets
Tactically took new company (Real 3-D) into markets such as computer games, special effects.

9. NETS Digital
• An integrated digital satellite start-up broadcast and media company. Provided Hollywood film
content, theater advertising, technology, and delivery. Includes interactive satellite transmission to
fixed-site locations and to the desktop.
• The Challenge:
Establish the company as a premier provider of digital satellite-based transmission of feature film
to theaters.
• The Deliverables:
Establish presence as Interim President of the operation working with Private Equity.
Define the ‘go-to-market’ strategic direction and organizational structure
Improve internal organizational effectiveness and inter-departmental relationships.
Develop performance metrics, ROI, and forecasting
Establish relationships with major content providers
Tactically execute programs
• The Results:
Acted as President for 12 months.
Reorganized the staff to improve processes
Developed and executed strategic deployment
Reorganized senior management
Defined and executed sales performance improvements
Defined and executed engineering and supply chain improvements
Established significant relationships with content providers
Company merged with a major player in the space at substantive valuation

10. Pixelon Inc
• The company was a start-up in the IP-based streaming media sector. It had received $28million in
venture capital funding.
• The Challenge:
Founders spent $16million of the VC investment in first six months, without any substantive
benefit to the stakeholders. Company lacked focus, morale, strategy, and experienced senior
staff.
Reverse the negative situation and offer Board of Directors and Venture Capital an ‘exit strategy’
• The Deliverables:
Act of Interim CEO and Board Chairman for a potential 12 month period.
Business process and staff re-organization
Build an ‘exit strategy’ for stakeholders
Establish a market strategy for the company
Change processes for new market focus
Process Improvement
Establish performance measurements
Define KPIs for profit enhancement and performance assessment
• The Results:
Reorganized and down-sized staff of 150 headcount
Established an ‘exit strategy’ for stakeholders
Established new market focus for the technology
Improved internal communications and supply chain processes
Established criteria and bench-marks for individual performance measurement

11. Platte Glass and Shatterproof Industries
• PGSI was at one time, the third largest glass manufacturer in the world, primarily distributing in
South Africa and the UK. The company had vertically integrated its operation from manufacturing
into distribution and retail in the UK and South Africa under the trade name, Solaglas.
• The Challenge:
Define the US market, entry into that market, and competition for automobile replacement
locations in the Western US, comparing those analytics to historical perspective in the UK and
South Africa.
• The Deliverables:
Quantitative analysis (state by state) of glass replacement in the US.
Location, site analysis, and demographic research and trends in the US Market
Site layout, brand identity development
Strategic planning and tactical execution imperatives
M&A strategy development as well as ‘organic growth’ forecasting
Organizational Effectiveness and assessment analytics
Sales process, pricing metrics, distribution supply chain analytics
• The Results:
Established over 50 retail sites (acquisition/organic) in Western US.
Delivered strategic planning documentation
Established uniform site design, brand, and market penetration
Developed Business Process Organization and metrics for Organizational Effectiveness
Established the corporate and line organizational structure and training programs
Set up distribution centers based on quantifiable supply chain criteria.
Company was sold to PPG Industries