Software Company – CEO and Senior Management Team
How could the innovative leader in digital design software reinvigorate its growth? Which opportunities would receive precious resources? How could the organization reach consensus and work together toward common objectives? Outcome: A three-day senior management session created "ground rules" for opportunity prioritization and screening. Participants winnowed several hundred opportunities to 10 essential growth priorities. They agreed on resources, action plans, and manager responsibilities.

Telecommunications Equipment Firm – Corporate Planning
How could the central planning team of one of the world’s largest suppliers of communications equipment and technology develop a simplified semiannual process that its varied divisions and product groups would embrace? What special planning tools could be included to measure contingencies and risk? What performance measures would help the planning group evaluate itself? Outcome: Project consisted of executive coaching sessions over nine month period to work through a planning system. Groups of business managers provided input to the planning model and it was tested with actual financials and projections. The planning process was made operational and used across the company.

Communications Firm – CEO and Senior Management Team
How does one of the world’s largest suppliers of telecommunications equipment improve service to the telephone company customers that represent 40% of its revenues? Outcome: A three-day session was convened of all worldwide senior management and top executives. Session material was developed and presentations, discussions, customer panels, breakout development groups, and a final summary were facilitated.

Communications Research – Division Senior Management
How could the $1.2 billion research arm of the 7 Regional Bell Operating Companies reduce its dependence upon traditional telephone infrastructure and design architecture work? What options were available to create new businesses? What organizational changes were required to achieve an effective transition to a new business model? Outcome: A cross-functional Task Force was formed to review and develop new opportunities and define future relationships with existing customers. During a six-month effort, a Consulting business was created, tested, and launched. Current revenues from this operation exceed $160 million.

Software Firm – CEO and Executive Management
How could the developer of the pioneering Wordstar® personal computer word processing program expand its customer base? What other products could be added? What competitive measures (e.g., price, terms, etc.) would maximize retention? Which operational processes were most critical to a new company growing exponentially? Outcome: On-going advisory support was directed toward simplifying financial and manufacturing processes; expanding distribution channels and end user service; and identifying competitive responses.

Global Telco – Network Systems Planning Group
How could the world’s largest telecommunications business determine its most successful course of action? Outcome: Three-day session was developed to consider the Group’s long term future under the title, Destination 2001, Translating Intent into Action. Program development included a white paper, course materials, and case examples. Emphasis was on actionable items and areas of resource deployment.

Canadian Telco – Corporate Training Organization
A Canadian Telco’s Institut de Formation Professionelle and its Ontario Business Sales and Service operation both commissioned sessions on business/strategic planning and reengineering in the new competitive environment. Served as developer, presenter, and facilitator for senior management training.

Global Conglomerate – VP, Planning for Consumer Sector
How would the world’s largest manufacturer of consumer durable goods review its process for diversification and accelerated growth? What criteria would be used to judge success of new ventures and the managers who operated them? Outcome: The Sector Venture Fund was used by the company as a stage-gate process to explore new avenues of growth. Several hundred new business opportunities were pursued for 18+ months and then evaluated on a go-no-go basis. The Performance Review created multiple measures for evaluation and served as input for management development. The Sector Fund created the first businesses that were to form its highly successful financial start-up.

Perfume Supplier – CEO, Fine Fragrances Division
How could the world’s largest producer of fine fragrance materials bring "excitement" back into its business? Would it be able to retain its number one position as creator of prestige perfumes? Could the company identify a new level of value-added and establish stronger relationships with its customers? How would environmental and competitive factors impact the future? Outcome: Project consisted of executive coaching session to consider strategic options. Pre-reading was prepared with case histories of similar companies, industry background, and prioritization tools. The senior executive team reviewed its options and screened future opportunities. Action plans were created with team responsibilities, time lines, and performance feedback.

Beauty Supplies Company – Board of Directors
Could one of the world’s leading beauty salon products companies invigorate itself and break through $100 million? What were the causes of the three-year stagnation in growth? Outcome: The project recommended that the company acquire its national grid of distributors, capturing their revenue and margin. This program also provided greater control over new product introduction, quality, and the addition of new retailers.

Forest Products Firm – Group President, VP, Sales & Marketing
Could a century-old West Coast forest products company remake itself from a regional, production-driven forest products company into a national, marketing-driven consumer products company? Outcome: Over a fourteen year period, provided strategic planning services to the company's Flexible Packaging, Non-Woven Fibers, Canadian, Chemicals, and White Papers divisions. Work consisted of strategy development, executive training, market research, pricing projects, new product development, and operations reviews.

UK Conglomerate – General Manager, U.S. Operations
How could one of the U.K.’s largest resellers of automobiles and parts successfully merge two recently acquired automotive warehouse distributors in California? Could overlaps in customers and competitive product lines be resolved without major losses? Would new marketing and identity programs help increase market share and customer loyalty? How could "share of wallet" be used to establish the best customers and help focus resources? Outcome: Over a four year period, various projects and programs supported the integration of the two operations. Customer analysis indicated that customer profitability was directly linked to percentage of business. Various loyalty/retention programs were developed to increase this percentage, including: computer ordering systems, brand identity, cooperative advertising, private label products, and purchase incentives. Over the four years, market share increased by 50% and net profit margins grew from 4% to 7%.

Caribbean Country – Prime Minister and Cabinet
Could this small Caribbean country move away from its dependence on sugar as its sole "cash crop"? What economic development options, such as tourism, industrial production, and non-sugar agriculture, would support this diversification? How could the development options be funded? Outcome: A workable economic plan was developed that worked within existing financial and political constraints and covered all three options. More importantly, a solution was developed for the insolvent Social Security Scheme that would otherwise have forestalled critical loans from the World Bank and International Monetary Fund. The Prime Minister stated, "This is the first consultant that has really helped us!"

State Department of Transportation – Cabinet Secretary/Staff
How could the department responsible for highway planning, construction, and safety plan for the future of the automobile and transportation priorities? What role would technology play? Outcome: Planned the program and served as meeting coordinator and facilitator. Major output was a two-day "visioning" session which brought the Secretary, Executive Director, and the senior staff together to consider its options. Subjects included: future funding sources, highway infrastructure requirements, and advanced technology development. A summary of conclusions, recommendations, and action plans was prepared after the meeting.

University Graduate Program – Executive Director
Five years as an Associate Faculty member of the University of Southern California’s Center for Telecommunications Management, teaching the Advanced Management and Middle Management programs. Curriculum taught included: "Implementing Strategy in Telecommunications" and "Creating Telecommunications Alliances".

Computer Firm – Managers of Sales, Software, and Services
Conducted more than 50 projects over a fifteen year period for the world’s largest computer company. Outcome: Examples of work efforts include design and implementation of distribution channels; brand positioning of products and services; identification of new product and service opportunities; post-merger integration of acquisitions; divestiture of business units; development of marketing plans and sales coverage; customer and partner assessment; development of industry and demographic models; and contingency planning.