Charles Bayless held several leadership roles in North America and globally. His roles included leading Capgemini's alliances and technologies business in North America, managing key accounts such as Ernst & Young, and leading sectors like consumer products & retail. In these roles, he worked to consolidate activities, establish performance metrics, rationalize investments, and increase coordination & results. Through his efforts, annual bookings, revenues, and profits improved significantly.
Waarom mislukken zo veel fusies en samenwerkingen? Wat kunnen bestuurders en adviseurs doen?
Deze presentatie werd gehouden tijdens het seminar van Zorgplan
A good strategy is the blueprint for business success. For many organizations, mergers and acquisitions
are a critical component of their blueprint. Although the value drivers such as cost cutting, the promise of
new channels and customers, and improved competitive positioning may vary from company to company,
one thing is constant – after the deal is done, executives need to refresh their strategy and they need to
do it fast.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Waarom mislukken zo veel fusies en samenwerkingen? Wat kunnen bestuurders en adviseurs doen?
Deze presentatie werd gehouden tijdens het seminar van Zorgplan
A good strategy is the blueprint for business success. For many organizations, mergers and acquisitions
are a critical component of their blueprint. Although the value drivers such as cost cutting, the promise of
new channels and customers, and improved competitive positioning may vary from company to company,
one thing is constant – after the deal is done, executives need to refresh their strategy and they need to
do it fast.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
This white paper introduces Armanino’s CFO Evolution thought leadership research. It defines a framework for consideration by CFOs and the key people within their organization as they think critically about their organization’s challenges and goals.
Revealing the Leading Practices of High-Performing, Go-to-Market Technology Alliances. Learn from the best. Discover what distinguishes high-performing alliances and they do differently from their peers.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
A presentation from Through the Magic Door providing miscellaneous slides related to fostering a reading culture including root cause analysis, reading risk points, reading and desirable behavoural attributes, etc.
What do we mean by identity, diversity and multiculturalism? How do we define ourselves to our selves and to others? How does our self-definition affect how we recommend books to others?
A discussion document from Through the Magic Door to frame the issue of disengaged readers, identify the stakeholders for improving self-motivate and self-supported reading, and providing a foundation for identifying what can be done to address the issue.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
This white paper introduces Armanino’s CFO Evolution thought leadership research. It defines a framework for consideration by CFOs and the key people within their organization as they think critically about their organization’s challenges and goals.
Revealing the Leading Practices of High-Performing, Go-to-Market Technology Alliances. Learn from the best. Discover what distinguishes high-performing alliances and they do differently from their peers.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
A presentation from Through the Magic Door providing miscellaneous slides related to fostering a reading culture including root cause analysis, reading risk points, reading and desirable behavoural attributes, etc.
What do we mean by identity, diversity and multiculturalism? How do we define ourselves to our selves and to others? How does our self-definition affect how we recommend books to others?
A discussion document from Through the Magic Door to frame the issue of disengaged readers, identify the stakeholders for improving self-motivate and self-supported reading, and providing a foundation for identifying what can be done to address the issue.
A single slide from Through the Magic Door linking the skills and personal habits developed through the habit of reading and desirable life outcomes. Alternate display.
A presentation from Through the Magic Door outlining the many different programs we support and that can be used with schools, volunteer organizations and others to assist in their efforts to foster a reading culture as well as some programs that can assist in fund raising.
A presentation from Through the Magic Door marshalling the supporting research that demonstrates the connection between habitual reading and desirable life outcomes.
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
Member Success Stories & Testimonials - Customer Growth and RenewalTSIA
Improving customer growth and renewal performance. See the impact TSIA is making on the tech industry by helping customer growth and renewal organizations improve their performance.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
Joining Forces to Increase Access: An Interim Progress Report on the NYC Loca...TCC Group
In mid-to-late 2016, Accion, Excelsior Growth Fund (EGF), and Renaissance Economic Development Corporation (REDC), came together to form the NYC Local Lending Collaborative (the Collaborative).
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2. Roles
Role: North America Alliances and Capgemini Technologies Leader Start Date: April 2004
Location: Based in Atlanta, Georgia End Date: December 2005
Situation Actions
Individual alliance teams run separately by Consolidated all alliance activities into a single business effective January 1, 2005
different parts of the business Established common measurement system endorsed by Capgemini leadership
No consistent performance measurement Instituted weekly call for reviewing progress against goals, sharing leading practices, and building practitioner
Unmeasured results community
Poor or no business arising from partner Led critical sales opportunities
relationships Established a central financial function responsible for tracking and reporting all funds, budgets, results, etc.
Significant portion of partner funds being Developed, communicated and deployed a common alliances strategy involving extensive meetings and
invested in activities with no commercial coaching with individual alliance partners as well as internal stakeholders
consequences
Established a central program management office for all alliance initiatives to ensure standardization and
Declining Technology sales impacting Capgemini effective communication
Technologies results (missed H12004 budget by
60%)
Established a taxonomy of alliance relationships applied to all partners resulting in dramatic reduction of
alliance partners but increased results (and visibility) of remaining partners
Little to no multi-partner efforts
Instigated review of compensation and initiated effort to establish common performance plan
Inconsistent and inappropriate compensation
Closed down numerous alliance investments and redirected to priority initiatives to ensure improved
and reward models across the different teams
sponsorship and results
No matching of investment in teams with results
achieved
No visibility on number and nature of alliances
No alliance personnel career path established
Achievements Results
Commercial and auditable results 2005
measurement system in place Hard Dollar Investments - $21m
Rationalized investment priorities GOP: $8.4m
Common alliance strategy communicated Net New Bookings - $210m (35% of SBU)
and adhered to with all partners
No turnover in core alliance team
Single alliances team with established
Capgemini Technologies GOP up 40%
career paths
Alliances acknowledged as core to growth
80% reduction in nominal alliances
strategy
3. Roles
Role: North America Ernst & Young Alliance Leader Start Date: June 2003
Location: Based in Atlanta, Georgia End Date: March 2004
Situation Actions
The alliance relationship had declined as a Negotiated settlement on disputed contracts
channel to market from $250m in annual Instituted quarterly account planning session to identify common accounts where we could jointly be
bookings in 2000 to $40m successful based on client opportunities and other factors
High and continuing attrition of Capgemini VPs Spearheaded selected pursuits and publicized results in order to increase recognition within both firms of the
that were former Ernst & Young partners magnitude of the commercial opportunity.
represented a material but unintended
disengagement between the respective parties
Instituted monthly goal of reconnecting 20 respective account managers to explore for joint opportunities
Portfolio of qualified joint opportunities close to
Re-established periodic executive review sessions to obtain sponsorship and commitment
non-existent Refreshed portfolio of joint service offers and launched campaigns around priority offers (ex. Business Process
No structured go-to-market activities
Outsourcing, Tax Effective Supply Chain, etc.)
Sarbanes-Oxley legislation both significantly
Established a monthly global call on TESCM opportunities
disrupting the partners business model as well Revised measurement system to focus on true commercial consequences and reprioritized portfolio of
as putting heightened constraints on the types of opportunities based on the new criteria (killing off most of the existing portfolio)
activities which we might collaboratively pursue Established a prioritization of Sectors and Service Lines and instituted a structured program for introducing
High Capgemini executive and VP turnover and facilitating discussion of opportunities between peers in the firms
creating issue with partner Established a communication program to enable Capgemini Sales Executives to connect with an appropriate
Large volume of disputed invoices and contracts party at Ernst & Young on transactional opportunities
with potential litigation consequences
Sarbanes-Oxley and SEC requirements prevent
any sort of financial considerations between the
firms, creating additional complexities beyond Achievements Results
those normal for an alliance
Open dialogue re-established between 2004 annual bookings of $100m, 125% increase on 2003
executives of the respective firms, allowing Critical role played by Ernst & Young in largest ever
for improved focus Capgemini contract (BPO outsourcing)
Significant re-engagement between the
two firms at the mid-management and the
sales levels
Pipeline of opportunities repopulated
based on joint service offers
4. Roles
Role: North America International Sales Start Date: January 2003
Location: Based in UK End Date: June 2003
Situation Actions
Having undertaken a global services firm merger Initiated sectorial review of accounts in all geographical business units to identify those with whom we truly
in part based on improved capability to support had executive level business relationships
major global pursuits and synergies from serving Identified those existing accounts where there were opportunities to increase win rates and size of deals by
the same client in multiple geographies, after two cooperating across geographic boundaries
and a half years, we were still selling strictly at a
regional/national level.
Worked with local pursuit teams to muster global resources and relationships likely to increase probabilities of
winning selected opportunities
No single view of our market existed in terms of
Compiled a global list of companies with revenues greater than $1bn including contact details, operating
accounts and their operating divisions across the
divisions by geography, etc.
globe.
American sales were in free fall with greater than
Identified from that list those with whom we had worked in the past but had no existing relationship as
additional targets for consideration
double digit percentage declines for more than
eight quarters Developed a prioritized list of target companies with proposed solution portfolio
Serial RIFs in the American Business Unit Prepared briefing document on initial target list and launched campaign with US Sector Leaders to solicit
increased the challenge of focus support to initiate pursuits
Worked with initial teams to qualify opportunities
Achievements Results
Created portfolio of qualified opportunities $25m in new North America bookings originated from this
Global market list of potential clients with opportunity-creation exercise, all in green-field accounts
commercial history where we did not initially have any work
Raised awareness among Americas
Sector leaders of potential to leverage
relationships offshore to sell to onshore
divisions
5. Roles
Role: Global Consumer Products & Retail Leader Start Date: July 2002
Location: Global, based in UK End Date: December 2002
Situation Actions
44% Decline in sector bookings in H1’02 Direct discussions with each country to confirm managed accounts, confirm sector experts (as well as clarify
compared to H1 ’01 (E293m vs. E526m) roles and responsibilities), and identify sector specific service offerings
Strong retail accounts and teams in NA and Reassigned a number of Global Strategic Unit (GSU) resources to support major deals and facilitate inter-
Europe but little coordination country codependency as a precursor to teamwork
Numerous sector specific offerings in limited Participated in numerous pursuits either local big deal or Global (Unilever, BAT, Ahold, Richemont, COOP
number of geographies Sweden, etc.)
Poor results from Globally managed accounts Connected with most alliance partners to begin to rationalize and leverage relationship beyond single
(12% decline) geographies (SAP, Siebel, HP, Intel, Lawson, CISCO, etc.)
Significant big-deal pursuit coordination issues Sponsored three major initiatives to maintain global POV momentum and branding (Extended Retail Solution
within Europe (ERS), RFID, and Global Commerce Initiative)
Little leveraging of alliance relationships Assigned an individual to lay the groundwork for a global Retail community (Sharepoint, processes,
Little industry relationship coordination across knowledge clearing house, etc,.)
countries and continents Time invested with CPR Global resources regarding career management and role effectiveness
Poor clarity and communication about managed Time invested resolving inter-country role issues to improve pursuit effectiveness
accounts versus transactional clients
Significant data integrity issues regarding
pipeline and funnel
Incomplete knowledge of sector members
Achievements Results
Rationalized and better aligned alliance H2 bookings up 30% on H2 2001 (increased to E158m vs
relationships E121m)
Increased cross-country pursuit support Aligned ERS initiative with first sales booked
CPR Global team motivated and refocused Big deal pursuits launched in GSU accounts
Maintenance of pipeline in affected First bookings achieved with GCI initiative
accounts despite RIF program disruptions No unplanned team turnover
Beginning of constructive engagement
with French team
6. Roles
Role: CPRD CRM and Ciberion Sales Support Start Date: January 2002
Location: Global, based in Australia End Date: June 2002
Situation Actions
Ciberion Identified and connected with each country CRM service line to identify Sector opportunities and accounts
Commitments made to BAT in the establishment Connected with Sector leaders as appropriate to discuss prioritization of opportunities
of Ciberion clearly not being delivered thus Sponsored ECR initiative and conference presentations
putting at risk both the Ciberion JV and the
account relationship with BAT
Siebel conference sponsorship and participation
Commitments were to both assist in the sales
SAP conference sponsorship and participation
process and for CGE&Y to serve as a channel to Sponsored deployment of new global CRM service offer of Consumer Relevancy
market. Ciberion sales process reengineering with new Ciberion VP of sales
In the first 18 months, there were no sales Supported joint Capgemini/Ciberion pursuits in various accounts
through CGEY and no pipeline of opportunities
CRM
Anticipated boom in CRM sales in the sector
believed to require strong element of
sectorization
Global CRM sales in fact plunged
Patchy CRM coverage globally anticipated to put
at risk early successes in the sector thus
requiring better global leveraging and
coordination Achievements Results
Ciberion sales process completely CRM sales increased by 28% in sector versus Group CRM
reengineered decline of 16%
Ciberion portfolio of qualified opportunities
repopulated
Consumer Relevancy service offer
deployed into multiple accounts in EMEA
7. Roles
Regional Sector Leader – Asia Pacific CPRD & LSC
Role: (Regional Account Manager Coca-Cola) Start Date: January 2000
Location: Asia Pacific Region, based in Australia End Date: December 2001
Situation Actions
No regional Sector team Increased focus on outsourcing and shifting work in the sector from Europe and North America into the
Little Sector presence outside of Coca-Cola (total Indian off-shore facility
bookings in 2000 – E25m) Brought focus to big deal opportunities
Only one Life Science client and that with a Increased focus on connecting local pursuit and account leaders with global counterparts (e.g. Unilever, J&J,
problematic regional SAP implementation GSK, Astra Zeneca, Exel, etc.)
Regional move away from accounts and multi- Connected local pursuit teams with account teams in the HQ countries (e.g. Gambro, Marks & Spenser,
country (i.e. big) deals Kimberly Clark, etc.)
Disruptions to projects, pursuits and accounts Led initial client meetings to qualify opportunities (e.g. AMCOR, P&G, Cochlear, etc.)
from local and regional RIFs, many Initiated client discussions about existing quality of service issues in order to resolve
unannounced attendant to E&Y Consulting
merger with Capgemini
Significant amounts of time spent working with local management to ensure adequate pursuit coverage
Patchy local service line (SL) capabilities
Launched monthly newsletter for sector team to improve opportunity awareness, collaboration, and general
industry knowledge
Frequent misalignment between account centric
Sponsored a number of research projects as well as out-of-region SME presentations to increase industry
goals and Region management and Local
awareness within the region
management
Piloted sector-focused Service Line offering campaigns (e.g. E3 in Australia)
Established processes and practices to support a virtual regional team
Achievements Results
Five new multi-year, multi-million accounts 100% Growth in bookings
Significant penetration into seven global Though only the third largest sector by bookings, largest
accounts with first-time work in AP sector by gross contribution
First major off-shoring of Applications Gross contribution margin 30% greater than the regional
Management work with M&S average
Doubled business with half the existing Zero unplanned turnover among regional team despite
resources hostile internal environment
Avoided client litigation and negotiated CPRD/LSC provided 65% of the work for the start-up Indian
partial payment Accelerated Development Center
8. Roles
Regional Account Manager Coca-Cola, Ad hoc practice
Role: management roles for Australia Start Date: September 1998
Location: Regional, based in Australia End Date: December 1999
Situation Actions
Account dependent on one single deal in Established local account teams in the three locations with likely revenue sufficient to justify (Japan,
Australia (Y2K) Australia, Southeast Asia SEA)
Minimum number of sales elsewhere in the Spent considerable time establishing financial reporting mechanism across a dozen different practices to
region have visibility into the sales funnel and the revenue burn as well as indicative information about profitability.
Japan sales had declined to the low hundreds Opened direct client negotiations in the Philippines to resolve outstanding delivery issue
Transactional sales in the region either loss Initiated sales campaigns through local service lines with those locations not warranting account teams
making or uncollected (India, China, Hong Kong, Korea, Philippines and Indonesia)
No executive relationships at the local or regional Launched long-term Applications Management (AM) pursuits in Japan and Australia
level Heavy involvement with Japan and Australia account managers to repopulate and diversify the funnel of
No qualified pipeline opportunities
Y2K project loss making Led numerous regional transactional pursuits in local bottlers
Potential litigation from troubled project 2 years Activated key alliance relationships with IBM and SAP
prior in the Philippines Established Ernst & Young audit joint planning sessions in SEA, Australia, and China
Contract exposure on the Y2K project (ex. No Opened client executive channels of communications
rate escalation clause for a multi-year contract)
Achievements Results
Self sustaining account teams in Japan Largest client in the Region returned to profitability at
and Australia with multi-million annual regional average
sales Only Bottler managed account in the world
Regional team with collaboration across Largest part of the Coke account outside NA
countries
First (globally) e-commerce job with Coke, first (globally)
Collected and or wrote off all outstanding AM deal with Coke
invoices
Successful delivery of Y2K job
Resolved threatened litigation with no
Maintained bookings flow despite Y2K freeze
financial exposure
9. Roles
Role: COO Australian Management Consulting Start Date: February 1997
Location: Local, based in Australia End Date: August 1998
Situation Actions
Business Unit (BU) loss of 12% Instituted weekly sales call to better manage pursuit prioritization and staffing.
Zero bookings growth Implemented sales and account training
Utilization in the mid 40s Established service lines with existing employees as service line leaders
Extraordinarily poor forecasting Intensive individual coaching of Senior Managers and Partners for the first twelve months
Inter-city practice rivalry (Melbourne-Sydney) Instituted Sectors. Led Energy Sector. Account manager for a new Telecom account
substantially impacting sales Culled contractor usage to replace with beach resources
No stated strategy or business model Selective counseling-out of non-performers or individuals with behavioral issues
No established business processes Substantially increased volume of training and better aligned with needs
Sales Redesigned the recruiting process and heavy involvement in interviewing in order to raise the game with new
Staffing intake
Recruitment Completely reengineered both the performance management system and the bonus system in order to make
Performance management etc. it transparent and fact based
No service lines or account management Culled client list from 194 to 78 to free up time for more significant pursuits
High employee turnover Sold off non-core business lines in an MBO
Average deal size in the low five figures Closed one of the three offices but transferred all volunteers to Sydney and Melbourne
Only one client with a relationship greater than a
year
Asia Meltdown crisis of 1997
Achievements Results
Established account focused business Bookings growth of 60%
model with supporting service lines In 16 months moved from ANI of –12% to +8%
Engineered/Re-engineered all internal Average bookings moved into low six figures
processes
Average account size moved to A$750k
Established team-selling
Unplanned employee turnover lowered from 35% to 12%
Replaced hierarchical organization with
Practice utilization moved to low 70s
team culture
Achieved practice self-confidence
10. Roles
Southern Company and BellSouth Consumer
Role: Division Account Manager Start Date: October 1995
Location: Local, based in Atlanta End Date: February 1997
Situation Actions
Southern Company Southern Company
Atlanta headquartered Fortune 500 company Six months spent building relationships with executives in key divisions (breakfast seminars, CBI sessions,
with whom we had only intermittent projects over etc.)
the years and no managed account relationship Marketing campaign around discrete “wedge” offers
Client had a ten year established relationship SCM
with Andersen/Accenture
Strategic planning
Nuclear review, etc.
BellSouth Consumer Division
BellSouth Consumer Division
Largest division of one of Atlanta’s major Similar exercise on the sales expansion side with BSCD
managed accounts
One large but troubled Mobile Phone project
Led several pursuits
No other work streams in the Division and no
Met with the key sponsors and client project stakeholders to work through the at-risk project
pipeline Increased communication strategies to keep client stakeholders aligned with one another
Deployed local service line leaders into pursuits
Freed up time from selected service delivery team members to support pursuits
Achievements Results
At Southern Company, sold a number of Seven new projects launched including
small strategy jobs but determined that the Support for BellSouth.net launch
investment cycle to achieve a routine flow
of work was too long to warrant further
On-demand Video project
investment NPD reengineering
At BSCD, Mobile phone project stabilized Documentation cost reduction project
and extended Mobile Phone launch project financials stabilized
Numerous new projects launched Consumer Division account profitability brought into line
with total account
11. Roles
Role: PSE&G Account Manager & SE Utility Sales Director Start Date: 1993
Location: National Practice Group (Utilities & Telecomm), based in Atlanta End Date: 1995
Situation Actions
Needed to establish major managed accounts in Won initial phase of work at PSE&G to support major TQM program. From that basis, built out executive
the Utilities sector relationships and work program
National Practice Group (NPG) heavily Focused heavily on linking initial TQM project into measured operational improvements with full executive
dependent upon Management Audits which were reporting
becoming a commodity offering and increasingly Linked TQM into development of overall company strategy
threatened by niche practices
Developed an Improvement Portfolio for the company mapping current initiatives to the TQM program and
Retooling of offerings and competencies within to the new company strategy with consequent rationalization of opportunities and new project launch
the practice required opportunities
Majority of revenue coming from Governmental Launched company initiative to program manage the transformation of the company from a heavily
agencies rather than from end-market clients regulated cost-based organization to a more competitive, customer focused organization
Developed a program for cycling practice members through the account on a 6 – 12 month basis to retool
skills to then take to other accounts in either a sales or delivery role.
Achievements Results
PSE&G became the first multi-year, multi- Growth from an individual project to a managed account of
million managed account US$2 – 5m per year with a complete portfolio of service
Development and deployment of sector offerings.
specific methods (TQM, NPD, CRM, Routinely 2-6 projects running concurrently
Nuclear Operations, etc.) which were then Typically total delivery teams amounting to 5 – 15 people
reused as the basis for building other
managed accounts (e.g. Northeast Utilties,
80% of NPG employees cycled through the account and re-
skilled
Commonwealth Edison, etc.)
12. Roles
Role: National Practice Group Sales and Service Delivery Start Date: May 1985
Location: National, based in Atlanta End Date: 1993
Clients Projects
AT&T Management Audits
Ameritech Benchmarking and process definition for the establishment of shared services (AT&T)
Southwestern Bell Development of training programs for cross-training Telco managers (Construction, OSP, Engineering,
Exxon Special Services)
SIGECO TQM Program establishment and deployment
Union Electric Reengineering of front office, back office and operational processes
Philadelphia Electric Company Operational Efficiency Improvement
Public Service Electric & Gas Competitive threat preparation
Commonwealth Electric
Grand River Dam Authority
Florida Power Corporation
Entergy Processes
Northeast Utilities
Supply Chain
Long Island Lighting Company
Procurement
General Telephone – Ohio
Warehousing
Public Service Indiana
Knowledge Management
Bankers Trust
Legal
Telco Benchmarking Consortium
Call Centers
JCP&L
Customer Management
BG&E
Financial (AP, AR, GL, Expenses)
New Product Development
Sales & Marketing
IT
Engineering
OSP
Emergency restoration