Project List

Led the Asia Pacific region of one of the world's largest international hotel corporations through a significant downsizing and restructuring of its business. Worked in Singapore and London, with the Regional President and a 14 person regional executive team, to plan and implement changes resulting in a 25% overall cost reduction. Provided a customized methodology, process and meetings facilitation, senior executive counsel, HR/OD coaching assistance & Change Management counsel. (Intercontinental Hotels Group)

Directed the start up of US operations of an MRO B2B eMarket joint venture by Deutsche Bank AG and German software maker SAP AG. (EMARO) An office MRO eMarket featuring SAP/Commerce One technology, a collaborative supply chain concept within a comprehensive eProcurement business model. Responsible to set up the U.S. operation. Worked out of NYC across from WTC. Involved frequent travel to Deutsche Bank in Frankfurt and to EMARO AG in Walldorf, Germany (near Heidelberg) at SAP AG's HQ. Used fluency in German to assist work & communications.

Directed the turnaround recovery of the Bose European Home Entertainment Division across 16 countries in Western Europe as part of a 3-year expatriate Change Management assignment for the worldwide market leader in quality audio products. Received a President's Award and European Management Team Award in 1999 for directing the business recovery of BOSE European business. Directed the planning and implementation of a new business operating strategy, a "selective distribution" market plan, across the Home Entertainment business. Implemented a new market model and a new financial model of activity based operations in every EC country including BOSE subsidiaries and distributors.

Directed start up of the BOSE European Retail Direct Division. Planned & managed site selection, contract negotiations and start up operations for opening of BOSE first European factory outlet store near Manchester / Liverpool in the UK in January 2000. This was the beginning of a new business division and also an industry breakthrough - a first in Europe for any manufacturer in the audio electronics industry.

Process Facilitator for a team of the Company President and selected VPs in creating a consumer electronic company's first five-year Aggregate New Products Plan as well as a new products planning process, across research, engineering and marketing functions of the company, which was to be institutionalized as an annually repetitive process. The company reached its milestone sales goal in 1999 - 2 years into the plan.

Conducted an executive teamwork intervention at the request of the company President. The project explicitly addressed teamwork issues within the President's executive team. Utilized teambuilding and interpersonal barrier diminishing approaches but also conducted workshops uncovering fundamental differing business strategy and value proposition biases that were underpinning executive conflict. Revealing these biases greatly assisted understanding, constructive communication and better working relations.

Facilitated a top down European restructuring effort, covering 11 sales/marketing wholly owned subsidiaries, distribution centers and regional manufacturing. The effort reduced expenses by 14% of sales while implementing a new management structure and leadership. The restructuring effort involved all senior managers in Europe in an intensive 16 day process held near Amsterdam, NL.

Horizons Reengineering Project. This Change Management effort reengineered the customer interface with the three largest US sales divisions while also implementing SAP ERP software. Served as the process reengineering 'guru' providing leadership to reengineering teams while also leading the organization design/ change management team and sitting on the Executive Steering Committee for the project. Introduced the VP of HR to Daryl Connor (founder of ODR, the leading company in the Change Management methodology, and author of "Managing at the Speed of Change") and facilitated his meeting with senior executives to bring about a systematic approach for large organizational change. Reengineering created a "customer oriented culture" in providing customer satisfaction in every interaction with the company. It also produced "one face to the customer" across multiple retail divisions. Significantly increased customer satisfaction while reducing operating expenses as a % of sales.

Received a President's Award in 1996 for efforts in leading a large multi-year SAP implementation across three of Bose largest U.S. divisions.

Customized and Taught a company's first Leadership Development Program, an 18 month course, including 3 days offsite per month, utilizing the Dooley Leadership Learning Forum model.

Facilitated numerous strategic planning projects with company business units whereby purpose, vision, mission, values, business focus and customer value proposition were defined within a strategic planning process and including strategic plans over a multi-year horizon with market/ tactical plans for the current budget cycle.

One of two process facilitators for a company’s Strategic Vision Project. A forging of the company’s long term vision and values. Determined by the top 25 executives and directors of the company in group sessions in a year long process.

Conducted an on site 'due diligence' analysis and a recommendation report, to the company President, for a direct marketing company acquisition.

Planned and Initiated an I/S Dept for a Japanese sales, marketing & distribution subsidiary. Declined an expatriate assignment while working 75% of 1991-2 in Tokyo. Became conversational in Japanese. Function definition, Hardware & Software Systems Plan, Physical layout, Network & Telecom Plan, Outsourcing of Systems Development customization work, Hiring of IT personnel. Negotiated all contracts for hardware, software and software support.

Assisted a high tech engineering and manufacturing company with an ERP software system cost benefit analysis. Worked for the President and CFO to analyze the tangible and quantifiable benefits while also providing a value/ risk assessment.

Led a President sponsored project for the planning and implementation of a worldwide product coding and manufacturing part numbering system. Reduced from 21 coding standards to one system. This effort made possible the integration of planning and forecasting from sales/marketing to master production scheduling to manufacturing operations to distribution. It also integrated engineering design and changes to manufacturing operations. It essentially provided a common coding language for products throughout the company and an automated translation between internal engineering and 'manufacturing part numbers' coding with externally focused 'sale product coding'. The project was comprehensive of Europe and Japan and integrated American UPC coding with European and Japanese Article Numbers.

Led a worldwide project implementing an efficient bar code labeling and distribution system in six manufacturing plants and four distribution centers. Reduced shipping errors by 20% to > 99% accuracy while increasing shipping productivity by 50%. Directed onsite implementations in manufacturing plants in the U.S., Canada, Mexico and Ireland; and at Distribution Centers in the U.S. and Europe.

Made annual trips to Europe to facilitate IS strategic planning and European IS budget preparation. For Bose Corporation, as Manager of Business Systems Planning and Manager of Business Consulting in an additional role as International IT Coordinator. 1987-1995.

In the role of International IS coordinator, represented international business units (Bose Corp) at Capital Committee for budget requests. Also coordinated support to international IS deployments, including project manager for the purchase and implementation of computer hardware in 8 European countries.

Wrote a comprehensive Bar Code Manual, primarily for use in Europe, explaining product codes, bar code labels, how to correctly read serial numbers and set up product tracking systems. This became essential for ensuring selective distribution compliance and supporting legal actions in preventing illegal product transshipment.

Led an effort to create a new project accounting and control system, used by Engineering and IS for tracking and financial reporting of company capital projects. Designed the entire system.

Managed the crisis recovery of a large " runaway" systems development project for an East Coast beverage distributor. Moved from Chicago to Boston to recover the project. Personally managed a breakthrough technical solution-involving enhancement of a vendor's beta software. (United Liquors)

Created a comprehensive technology plan for a large retailer and multinational producer of fashion apparel operating in MA and Singapore. (MAST Industries, THE LIMITED)

Planned the I/S function for a Fortune 500 divestiture (new company start up) with multinational operations. Scope included a new HQ & business operations center, 4 manufacturing plants, 2 data centers & migration of data from GTE's main data center (Challenger Electrical Equipment Corp, divestiture of GTE Sylvania)

Designed 25% of a $20 million commercial loan servicing system for a large West Coast bank. Led a 15-person team on a 2 yr+ 150 person consulting engagement. Designed purchased packages and all past due processing. Also defined and set up the project's Systems Testing environment. (Far West Federal S&L)

Led a 4 person team, and worked closely with Firm senior partners in creating a 3 day Partner Training Course (meant to groom senior managers chosen for transition to Partner) A ten month relocation assignment to Andersen's Chicago Headquarters.

Worked with numerous banks including Douglas National, New Hampshire Savings and Bank of Newport to conduct IT planning, operations audits and resolve computer programming issues.