DIRECTOR OR VICE PRESIDENT OF MARKETING
As Marketing Manager for a high tech manufacturer, I led strategic marketing to grow market share for a $50M business, managed a new product introduction, and directed market research. I developed pricing, marketing literature, promotional materials and advertising. In product marketing, I was a product manager for a $6M P&L.
In consulting, I led client project teams to address customer strategy, customer needs, sales growth, competitive, time to market, transformation, information technology and implementation issues. As Global Strategy Discipline Leader and Principal for IBM's consulting management team, I developed business strategy methodology, a cross-discipline curriculum and strategy classes completed by over 2,500 consultants. I co-founded an e-business strategy consulting practice, with revenue of $400M.
Reporting to the CEO of a Chicago manufacturing firm as Director of Strategic Planning, I defined a strategy process, evaluated an acquisition and initiated a product development project.
MBA from Kellogg School at Northwestern and BS EE from Stanford.
I consulted in business and consumer markets for technology, electronics, information services, communications services, automotive, chemical and utility clients. As a consulting manager and consultant, I managed and delivered business strategy, marketing channel strategy, IT strategy and organization strategy engagements. I coordinated organization and process redesign for cost reduction and service improvement reengineering. I helped sell $365K to $300M projects.
2002-present
PHYSICIAN'S MEDICAL PRACTICE
Suburban Chicago, IL
BUSINESS MANAGER
To launch my wife's start-up medical practice, I developed the practice's business plan and established its business procedures. I defined and implemented the I/T and accounting systems necessary for electronic medical records and practice management.
1996-2002
IBM GLOBAL SERVICES
Chicago, IL
GLOBAL STRATEGY DISCIPLINE LEADER, Business Innovation Services (2000-2002)
PRINCIPAL, WORLDWIDE KNOWLEDGE NETWORK LEADER, IBM Consulting Group (1996-2000)
As part of the global consulting management team, I shaped the development of IBM's consulting capabilities by working internally with our consultants and selectively engaging in client work where significant learning opportunities existed. All business strategy discipline leader roles were eliminated before IBM acquired PwCC.
BUSINESS STRATEGY CONSULTING EDUCATION. Led the development of a new curriculum for business strategy consultants, combining skills from the strategy, design, organization and value management disciplines. I created an integrating framework across these four disciplines, and used this framework to lead the design and development of a four-course curriculum that combines distance learning with classroom training in each course. During the rollout and first five months of the curriculum, over 400 students completed one of these classes.
STRATEGY AND MARKETING METHODOLOGY DEVELOPMENT. Managed the development of over 50 strategy consulting additions to our services method that incorporate our business research and localized expertise, while providing a solid connection to strategy execution. I led the identification of gaps in our codified approaches for performing strategy consulting, structured the method elements to be created and managed development performed by over 40 consultants worldwide.
CLIENT STRATEGY ENGAGEMENTS. Led strategy engagements for a major automotive manufacturer, a $6B utility company, an IBM business unit and a government-led economic development organization. The transformation strategy for the automotive manufacturer led to a $300M partnership agreement, which was IBM's largest ever signed. The utility e-business strategy introduced new techniques as the pilot for complex e-business strategy engagements. I mentored a customer strategy engagement team in Korea and a transformation team in the UK.
E-BUSINESS STRATEGY CONSULTING PRACTICE DEVELOPMENT. Co-founded an e-business strategy and design consulting practice. I managed the training program for e-business strategy consultants, including the definition of consistent engagement approaches. I led the development of three separate classes for both the selling and execution of e-business strategy engagements, and taught classes in North America, Asia-Pacific and Europe to 350 consultants. Over 1,000 students attended one of the classes during the first year, resulting in revenues of about $100M in the launch year and over $400M during the first full year for the practice.
STRATEGY RESEARCH FOR E-BUSINESS. Established a research framework to explore the changing nature of industry structure due to the effects of e-business. As part of the identification of a need for new strategy tools, I helped shape a research project on strategic capabilities networks to enhance our analytical capabilities and to provide a strong link to implementation.
STRATEGY CONSULTING CAPABILITY DEVELOPMENT. Led the development of IBM's strategy consulting community, including the consolidation of strategy-related practitioner knowledge networks and intellectual capital. To establish a foundation to build additional strategy capabilities, I managed the development of a new class on strategy fundamentals that was required for all I/T strategy consultants. Over 1,200 consultants have completed this class.
1995
JOSLYN CORPORATION
Chicago, IL
DIRECTOR OF STRATEGIC PLANNING
Seeking a more hands-on role with less travel, I joined Joslyn's new management team to facilitate growth. Reporting to the CEO of a $220M manufacturer of electric power quality and control products, I defined and managed a new strategic planning process for seven independently operated subsidiaries. I also evaluated the strategic fit of an acquisition and initiated a joint product development project with an existing subsidiary. My role was eliminated in Danaher Corporation's acquisition of Joslyn.
1992-1995
GEMINI CONSULTING, INC.
Chicago, IL
STRATEGY DISCIPLINE, ASSOCIATE
When Gemini recruited me, the opportunity to work on business strategy, integrated with operations and I/T reengineering, attracted me. I led strategy development teams and played key roles on operations reengineering teams in fulfilling this goal.
BUSINESS STRATEGY DEVELOPMENT. Managed the development of a comprehensive business strategy and implementation guidelines for a 140-person natural resources marketing company. I developed a predictive model and strategy to maximize long-term value to the major shareholder of a $1B commodity chemical market leader.
MARKETING CHANNEL STRATEGY DEVELOPMENT. Managed a 6-person Gemini-client team to develop a distribution channel strategy for a $13B information services provider.
OPERATIONAL COST AND SERVICE IMPROVEMENT. Coordinated a 20-person process and organization redesign team at a $3B communications services provider, which led to $95M in annual benefits and service quality improvements. I analyzed order management processes for a $2B electronics manufacturer and identified strategic implications, leading to a $10M project.
1988-1992
NOLAN, NORTON & CO. (NNC)
Chicago, IL
MANAGER (1990-1992), SENIOR CONSULTANT (1988-1990)
At Nolan, Norton, I focused on linking business strategies to the enabling capabilities of information technology. I managed project teams of 3-7 consultants to evaluate new markets, define operational changes required to support new business strategies and improve the management of information technology investments. On other projects, issues included competitive analysis, organization design, information technology strategy development, project prioritization and executive education. I developed a methodology to support tactical decision-making in pursuit of long-term strategic goals. I also managed Midwest recruiting and supported our sales efforts.
BUSINESS STRATEGY. Managed projects to support implementation of a $4B chemical company's new vision and for an $11B information services firm to shape future market development.
IT STRATEGY. Managed projects for a $700M and $150M utilities to develop strategic I/T plans to support a new customer-oriented strategy for one client and to reduce costs for the other. I also developed a long-term, integrated I/T strategy for a $10B telecommunications firm.
ORGANIZATION STRATEGY. Managed major portions of a project to develop an I/T strategy and organizational structure for a $1B diversified corporation. I created a corporate and subsidiary I/T direction and organizational strategy for a $3B vertically integrated energy company.
MARKETING AND SALES SUPPORT. Led an internal team to develop a customer-focused proposal approach. It was adopted across NNC and sold a $365K project the first time I used it.
Summer 1987
NEC HOME ELECTRONICS (U.S.A.) INC.
Wood Dale, IL
CORPORATE PLANNING INTERN
For business and consumer markets, I developed a plan to enter a new product category. I gained local consensus and presented it to Tokyo-based management.
1982-1986
GOULD, INC., SEMICONDUCTOR DIVISION
[previously known as American Microsystems, Inc. (AMI)]
Santa Clara, CA
Soon after joining AMI to handle standard product spin-offs from our main custom business, I began to take on custom marketing responsibilities. Frustrated by the inconsistencies between the technical capabilities we promoted and the needs expressed by our customers, I volunteered to develop a new marketing brochure. I developed a consensus across marketing, design engineering and sales to reevaluate our approach, and was selected to inaugurate a 2-person strategic planning group to further develop a customer-need driven approach. This culminated in chairing a task force to define and manage implementation projects across the company. After these projects were well established, I left to pursue my plan to attend business school.
STRATEGIC MARKETING MANAGER (1985-1986)
Chaired a 10-person task force, which included marketing, engineering and design tools vice presidents, to define a strategy and implementation plan for the $100M company. Concurrently, I led strategic planning for our $50M ASIC products business. I developed common pricing procedures and tools for all ASIC product lines, to improve competitiveness.
PROJECT MANAGER, ELECTRICALLY ERASABLE PRODUCTS
(additional role, 1986)
Managed introduction of new technology acquisition from research and development through manufacturing, engineering and marketing.
CO-MANAGER, CUSTOM MARKETING DEPARTMENT (1985)
For a department of 6 people, I researched market trends, developed strategic plans for future products and customer support, created promotional plans and trained the staff members. We were accountable for over $20M of custom and standard cell business.
SR. PRODUCT MARKETING ENGINEER (1984)
PRODUCT MARKETING ENGINEER (1982-1984)
Developed marketing literature, which emphasized customer needs and shifted AMI's focus from simply describing technical capabilities. Working with sales and design engineers, I marketed custom ICs and was accountable for profit and loss on $2-6M of business.
EDUCATION
KELLOGG SCHOOL OF MANAGEMENT, NORTHWESTERN UNIVERSITY
1986-1988
Evanston, IL
MASTER OF BUSINESS ADMINISTRATION (MBA)
Concentrations in management policy (strategy) and finance. Dean's List. Beta Gamma Sigma (academic honorary society). Special K Revue Sound and Video Chairman. Dean's Distinguished Service Award for outstanding contribution to quality of student life.
STANFORD UNIVERSITY
1977-1981
Stanford, CA
BACHELOR OF SCIENCE IN ELECTRICAL ENGINEERING, COMPUTER EMPHASIS.
KZSU Radio Station Manager (elected, staff of 100). Saturday Night Films Assistant Director. Cedro Players Technical Director.
PERSONAL
Born August 5, 1960. Married, with three children.
January 2003 |
