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
Senior Director and Technology-Business Integration Project Management Executive, Christina McGowan, was faced with a dilemma when COVID-19 quarantine restrictions forestalled continuation of the company’s traditional in-person training, forcing an immediate switch from in-person to virtual training. However, the local offices did not have the equipment needed to conduct online alternative sessions. The company also required
Douglas “Doug” Neibloom started as Chief Financial Officer with Royal Senior Care in November of 2005. The office environment was visibly rundown with outdated grey cubicles on the second floor of a supermarket strip mall. The company had just acquired its 6th and 7th properties. Each were considerably sized communities of 140 and 202 units,
While working in O&G Construction, Paul Melton’s organization was pursuing project work at terminal facilities in South Houston. The bid qualifications were extensive and the urgency of getting qualified to bid and then actually winning bids was palpable as layoffs of dozens of coworkers loomed in the distance. At that time, the Company had already