Paul Altobelli inherited a 52-year old industry-leading company. However, it was bleeding financially and their core brand was stagnant. As newly appointed President, Paul initiated a thorough review and realized that additional revenue streams and volume were required to drive down operating costs.  He also saw possibilities for new market development and expansion. Paul instructed
After joining the DoD contracting industry as an analyst, Bob Bevelacqua soon discovered that he had the ability to develop solutions to customer problems and socialize them into reality.   In 2003, he developed a concept to support coalition forces in Baghdad, Iraq, known as the Iraqi Advisor Task Force. His concept called for Iraqis
A leading university in Peru was considering shutting down its master’s Program in Economics due to lack of profitability and low enrollment. Dr. Mendoza was hired as Director of the Program with the expectation that he would lead the transition into the shutdown. However, Dr. Mendoza decided that closing the program was not the right
Alyson Woodard was promoted to run the 3rd largest consumer market in the AT&T portfolio managing a $4.3B P&L budget, 300+ company owned as well as franchise retail stores and managing a 1200+ team of frontline employees. Alyson was tasked to quickly uncover root causes of market share erosion, stabilize the decline and return the market
Gene Ciemny was requested by The Washington Post’s CFO to become an independent consultant and separate from IBM. With IBM’s consent, he signed a long-term consulting agreement to lead the transformation from a decentralized purchasing entity to a cohesive Shared Services Organization (SSO). However, developing a centralized procurement function required decision-making autonomy from the business
Jimmy McConnell came to work in Delaware on January 6th, 2019; the company had SAP, but they did not use the software as it was designed.  The Purchasing department had evolved into more of a customer service department for all the managers of the company to give little projects to.  There were no internal controls
CEO, Min Chang led three significant regions for one of the world’s largest marketing communications companies.  She oversaw APAC, the middle East and Africa for over seven years and was the Regional President based in Shanghai, China with responsibility for $300MM in revenues and headcount of 3,000+.  She was challenged as the new regional president
After the merger of the Berklee College of Music and The Boston Conservatory, the policies and practices guiding both organizations needed to be harmonized to develop a cohesive budget.  For most of the administrative offices, the budget process drove integration of these policies and practices.  As the leader of the budget process for the merged
Rocky Nordquist co-founded SterilMed, Inc. in April of 1997, as President.  In the beginning days, the company had no national GPO and/or IDN corporate contracts.  We were busy developing individual hospital agreements in order to build credibility, revenue, and local references for continued growth.  When the timing was right, Rocky pivoted his role into a
Carl Rogan started his career working in the automotive industry where he was able to use his knowledge of improving manufacturing processes through process analysis, product and process design and simulation modeling to drive throughput, eliminate waste, reduce cycle time, and minimize capital investment. The Senior Supply Chain and Manufacturing Leader was recognized for his
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