Restructuring / Cost Reduction

• For an international consumer packaged goods company, led a Finance Transformation project identifying opportunities to rationalize work, improve processes, and flatten organizational structures. The business case resulted in a $17M NPV and a 22% reduction in baseline cost within 2 years.
• For a non-profit recovery center, directing a restructuring effort to increase program revenues, expand the program impact, and lower the cost base.  Like many non-profits, this organization has experienced the decline of individual and corporate giving as well as volunteer labor.  Identified savings to reduce the budget by 20% and am currently directing efforts to secure new sources of revenue.
• For a multi-state utility company, reengineered the Customer Choice Services (CCS) department.  Designed and enhanced processes, identified potential process breakdowns, and developed appropriate workarounds to enable the client to optimize the processes, organization, infrastructure, performance measures, controls, and budget to operate in a cost-efficient manner in the newly-deregulated environment.
• For a Canadian company, led a Business Process Improvement effort of a Revenue Assurance project.  Led a fifteen-member team identifying sources of $85 million of lost revenue and developing future-state processes and conceptual system design for a new revenue recognition method and data warehouse.  The outcome was a new recommended method of recognizing, recording, and reporting revenue.

General Strategy

• For a major apparel retailer, leading efforts to identify supplier network capabilities that will allow them to interact seamlessly with existing and prospective customers without developing further one-off solutions.
• For a national internet service provider, performed a web analytics pilot to understand how to monetize the customer portal.  Using data provided by Omniture and Claritas, determined the key segments of portal users, how effective the company was at “harvesting” the existing population, how big the portal’s addressable market would be if the site was opened to non-customer, and actionable changes the company could make in the short term to result in uplift with new and existing portal users.
• For a large insurance company, conducted a Billing Strategy project.  After 15 years, the company’s home-grown billing system had grown more complex and difficult to modify to respond to market demands.  The company commissioned a study to determine required capabilities to achieve business goals, and whether those would be better enabled by a vendor solution. Led current state analysis and market research. Although the client did not pursue a vendor solution, this project allowed them to identify process and system inefficiencies, capturing $4M of benefits.

Business Continuity Management

• For a regional utility company, led the integration of individual disaster recovery plans into an enterprise-wide business continuity plan.  Began the project by performing a risk assessment to identify the most significant and likely risks for that organization; assessed existing disaster recovery plans to ensure that they addressed these risks; designed corporate-level response plans, including a Crisis Management Team (CMT) and crisis communication plan; and designed and led a test of the new plan with the Senior Management Team and CMT.
• For a multi-state utility company, leveraged Strohl’s LDRPS tool to expand business continuity planning across the organization.  Refreshed the risk assessment, assessed existing plans, redesigned the LDRPS data structure, and led workshops during which employees updated their plans and entered them into LDRPS.  Also trained the client’s BCM Coordinators on the process and tool so that they could roll it out to other company locations and maintain it with fewer consulting resources.
• For an international consulting firm, updated the BCM methodology to reflect emerging trends, and redesigned templates to guide future BCM engagements.

Consulting Firm Marketing

• For an international consulting firm, executing marketing campaigns to increase business with current and prospective clients. Developed strategy, authored marketing materials and intellectual capital, and identified target companies and contacts; now coordinating outreach efforts by partners and business developers.
• For an international consulting firm, launching a program to coordinate the development of intellectual capital. Program goals include increasing the firm’s brand reputation, securing meetings at current and prospective clients, and further developing employees’ skills.
• For an international consulting firm, developed and executed a growth strategy for the data analytics practice pursuing four-fold growth.  Identified growth products, created sales collateral, and developed and executed a marketing strategy with current and prospective clients.