Dale Taylor remembers the day he received the call like it was yesterday.  “It was a beautiful Sunday afternoon when my phone rang, and that call changed everything. On the phone was my Director of Maintenance and Engineering for GBC, and his news was not good,” Taylor said.  GBC Metals, the leading producer of copper-based
As a consultant, Mike Anderson was brought into the massive 2.3m sf PSEB Fulfillment Center as interim SVP of Global Distribution & Logistics until the new SVP could relocate to Columbus, OH from California nine months later. The PSEB operation had recently combined a second business (PacSun) in the building with the original business (Eddie
Terry Arcuri joined the exploration team in 2012 as a senior exploration geologist. He quickly became a valuable team member working to identify and assess potential business opportunities for upcoming OCS lease sales. Based on team recommendations and partner negotiations, competitive bids were sent out on multiple high-value opportunities. He won a project award worth
Senior Business Development and ROI Performance Executive, Wilbur Williams, was hired as the CEO by the owner of medical call center company to change the direction of the firm.  The company had been in business for 26 years, was on track to hit five million in revenue in the year Williams was hired, and the
Philip Fulmer was asked by the senior leadership of his company to participate in a small, five-person team for 14 months, to positively disrupt the status quo of the company’s operations and create a better environment.   Philip led the discussions and the group quickly converged on the subject of Diversity, Equity, and Inclusion as an
I recently had to opportunity to speak with with Senior Business Development Executive, Robert Hazlett, who explained how he created a comprehensive strategy to win over his team and client after an underwhelming RFP response. Here is the process in his own words: “I identified a transformational business development opportunity through a Request for Proposal
David Watkins, in his recent role as Director & Head of Supply Chain Management for a public utility company, was recruited to lead and transform the supply chain organization in support of the company’s strategy.  Upon arriving in this role, David developed and presented his 90-day plan to senior leadership which they approved. His first
The Covid-19 Pandemic virtually stopped event-related activity, nationwide. Scott Amann was the SVP of Talent Business and Legal Affairs for his company. His company, like thousands across America, was put on hold.  Scott was asked to mobilize the company’s legal team and medical staff to quickly research and develop a series of Covid protocols and
Driving change throughout an organization takes patience, energy, drive, creativity, resolve, but most importantly it has to be a team effort.  Bradley Gillman, I look at it as a four-part process:  Engage, Enlighten, Empower, Evolve.  Evolve, because no one likes change, but nothing in any business stays the same.  As I stepped into my new role as General Manager,
The Attorney General of the United States directed Dr. David Muhlhausen to create the Federal Bureau of Prisons’ new risk assessment tool to predict the probability of inmates recidivating on release from prison. Congress mandated that the Attorney General devise the tool within 210 days when the process normally took as many as two years to fully