Leadership Improvement

Executive summary

Leadership Improvement

The consulting service I provide is in Business leadership improvement. I will work with leadership team in developing a communicative leadership style to engage all levels of the organization to improve employee satisfaction and production. I will also conduct a deep analysis of current P&L and work though improvement and cost control plans. Strategically will also help business through Mergers and Acquisitions, team building and morale and improving Union and employee leadership through bench building and redesigning of review and reward process. The second part of my process is based on fact that customer determine success. I bring a deep understand and knowledge to building sales and service teams. Process will be doing business analysis on current teams and offering while designed innovation retention programs for current customers, market strategies for new customers and Competitor SWOT analysis to improve positioning in competitive environments. The process is to improve your internal and external organization and ensure long term success.

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Service Methodology

Internal Business focusing on Organizational Improvements: First step of process is to examine full P&L of the business to examine all Revenue and Expense lines to look for Management/ Growth Improvements as well as Supplier savings. While examining budgeting and cost controls will work through Strategic growth plans to expand revenue channels. Create new Sales and Marketing plans if necessary and also make sure organization goals and mission are clear and transparent to each level of employees. Process Improvement: Process begin by examining current business practices, then creating new (when necessary) operational and process improvement plan to enable organization to increase effectiveness by understanding, optimizing and aligning activities and processes to maximize output and returns on improvement initiatives. By strategically integrating operational processes, people and technology, organizations can make more effective decisions, increase value and drive higher levels of efficiency organization-wide, while creating open company culture for growth. By improving the performance of company personnel and operational processes new levels of effectiveness and operations improvement can be achieved with new resources, thinking, methods and new techniques for monitoring and measuring organization. Working through plan Business will be able fully understand, optimize and align processes to achieve strategic objectives.

External Business Focusing on Customer Satisfaction: Process starts by developing business continuity plan that will consist of performing a business key account analysis, Identifying improvement strategies, Developing survey for customers on improvements that could be made, Analyzing lessons learned, and Developing training and sales plans, and Improving processes. This assessment identifies what is critical to retain current key accounts and what risk scenarios are relevant, mission critical functions, critical resources (including staff, equipment, facilities, materials, and systems), time frame for each mission-critical function to recover, and how to protect key accounts and critical resources to mitigate interruptions.

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Service Options

Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.

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Service Mission

I am a Performance-driven senior management executive with comprehensive record of success driving high value revenue and profit gains, large-scale cost savings and improved organizational productivity and performance. I have been recognized for consistent ability to lead teams in sales, marketing, IT, and Engineering to build customer-focused organizations that exceed goals year after year and recruit and develop other leaders with an equal desire to excel. My service mission is to ensure that everyone I come into contact with in a client organization feels that he or she is heard and understood, and that this is clearly reflected in the consulting project that we undertake and that the client’s goals for consultation are thereby more fully implemented. My goal is to leave every business healthier and in a better competitive position then before I consulted with them. My background in building successful business teams both in large and small scale can help your business to long term success.

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Service objectives

The following list represents the Key Service Objectives (KSO) for the Appleton Greene Leadership Improvement service.

1. Organizational Improvement
   First step of process is to examine full P&L of the business to examine all Revenue and Expense lines to look for Management/ Growth Improvements as well as Supplier savings. While examining budgeting and cost controls will work through Strategic growth plans to expand revenue channels. Create new Sales and Marketing plans if necessary and also make sure organization goals and mission are clear and transparent to each level of employees. Process Improvement: Process begin by examining current business practices, then creating new (when necessary) operational and process improvement plan to enable organization to increase effectiveness by understanding, optimizing and aligning activities and processes to maximize output and returns on improvement initiatives. By strategically integrating operational processes, people and technology, organizations can make more effective decisions, increase value and drive higher levels of efficiency organization-wide, while creating open company culture for growth. By improving the performance of company personnel and operational processes new levels of effectiveness and operations improvement can be achieved with new resources, thinking, methods and new techniques for monitoring and measuring organization. Working through plan Business will be able fully understand, optimize and align processes to achieve strategic objectives.
2. Customer Service
   Current customers: Process starts by developing business continuity plan that will consist of performing a business key account analysis, Identifying improvement strategies, Developing survey for customers on improvements that could be made, Analyzing lessons learned, and Developing training and sales plans, and Improving processes. This assessment identifies what is critical to retain current key accounts and what risk scenarios are relevant, mission critical functions, critical resources (including staff, equipment, facilities, materials, and systems), time frame for each mission-critical function to recover, and how to protect key accounts and critical resources to mitigate interruptions. The consulting service will also cover customer service process for client development. Customer service is the assistance provided to customers before, during and after a purchase or service cycle. For your product or service we will provide your clients a stage for feedback, guidance and information with sole purpose to satisfy client needs and also attract and develop new customers. The next step will be in evaluating and formulating a strategy for on-going customer service, managing customer relations, creating an effective and cohesive model for account service. These process objectives will aid company on achieving life cycle success in customer service and for client development. Entire process for current customer will include creating long-term objectives, evaluating current process, comparing sales to long-term clients, examining organizational performance and choosing the best strategies for growth. In addition, will develop plan to improve communication between employee teams to enhance the workflow in accomplishing customer service. This process will include implementing team goals; provide an organized working environment to meet expectations (or responsibilities), training employees, and allowing the team to develop. These customer service processes, for customer development, can lead to some core benefits for any organization.
3. Employee Relations
   Examine current employee/company relationships. Perform Independent employee surveys (interview, group discussion, observation, simulation, modelling, data mining, and network analysis) and examine review, and development recognition programs. Model improvements and follow up after to show production improvements as well and bench development for growth. This objective aims to enhance employee involvement, communication, performance and support. Clear corporate goals are outlined by management based on the strategy outlined in step 1 and rolled out to employees as part of the process. This process includes making sure each level, channel and department are aware of their impact to the business and how they impact overall success. Clear goals are also established to make sure each team and employee knows who is responsible for what activities in business and open path of communication to establish for process improvements, new products and services. Consultant with help with goal planning and with communication flow to all levels of business to achieve success.
4. Manager Training
   For first time leaders or entry level managers, the training is overview of leadership definitions and asked concept for the perfect leader and the attributes these leaders should exhibit. Will elaborate on the differences between traditional organizational concepts and matrix organizations, pros and cons of each, and leadership challenges for both. During the training will also discuss effective communication, how to meet new people in organization; communication techniques (face to face, phone, email, public meetings, private discussions) and pros/cons to each; how to drive the organization; how to deal with and motivate under-performing people; taking ownership of people and results; the role of HR; managing up and leading from above; work / life balance; building trust in employees; loyalty; getting ahead of demanding bosses; time management; attaining consistency in leadership; and dealing with peers from a leadership perspective. Will also discuss and explain core competencies: P&L Management/ Improvement; Supplier Vendor Relations; Budgeting/Cost controls; Staff Management & Training/ Union Leadership; Strategic Planning & Growth; Inventory Management/Quality Control; General Operations Management; Business Process Improvement/Compliance Purchasing Management; Key Customer Relationships; Workflow Optimization and Acquisitions & Mergers
5. Director Training
   For mid- to senior-level leaders During the training for more experienced leaders the review of different organizational constructs will be more open dialog on their experiences and how they see the pros and cons affecting their new roles. Each candidate is then asked to describe their leadership philosophy in “elevator speech”. Will also review other qualities and characteristics generally accepted for leaders, the differences between traditional organizational concepts and matrix organizations, pros and cons of each, and leadership challenges for both. Topics will include Concepts of Authority, Responsibility and Accountability; first time introductions into new organizations; and taking over from within an organization. Will also covers: metric based leadership; how to meet new people; communication techniques (face to face, phone, email, public meetings, and private discussions) and pros/cons to each; how to drive the organization; building trust in employees; loyalty; how to deal with under-performing people; motivation techniques; taking ownership of people and results; time management; the role of HR; managing up and leading from above; work / life balance; getting ahead of demanding bosses; attaining consistency in leadership; and dealing with peers from a leadership perspective. Will also take deep time into P&L Scenarios, Cost out and growth examples and managing through change.
6. Management Development
   The consulting training is also for a management department to achieve its objectives in developing customers: a management to customer relationship. The department can also achieve development by allowing customers to build relationships with suppliers. The process to use has been defined for customer development in management: by conducting team improvement activities, sharing information when appropriate, developing suppliers with capabilities, supervising the suppliers and converting (supplier) competitors into new opportunities. Another process includes cost management. The link is the benefit of managing the cost where the business can manage new customers: by cost estimating, cost budgeting and cost control. Ideally, this is figured by the toll expenses have on a business. Another thoughtful process is to generate clients from referrals: by checking current clients, looking for new customers and checking on potential prospects for business. It is known that generous leads benefit organizations. The connection that can be made is the success of referrals opposed to cold calling. For example, this can be suitable for most companies in developing clients: which is motivating to businesses and clients alike. Evidently, referrals are six times likely to generate customers than cold calling by companies. By opinion, this is agreeable as people tend to discourage random calls from companies who are looking to profit (failing to truly meet the needs of customer(s)). Management will want to use the best option for developing clients: to balance between referrals and cold calling for the development. These management processes, for customer development, can lead to some core benefits for any organization. A practical application can lead to improvements in a positioning statement, formal communication, refocusing attention, team building, supplier evaluation, time effectiveness, cost management, business growth, community relations and referral selling.
7. Market Research
   Process begins with analysis of current business offering and developing market research of new channels and customer to sell products and services to including front line consumers, businesses and government agency’s when applies. Plan will determine what consumers want and seek opportunities to pair with company offerings. The objectives are reached by dividing a market into segments, understanding (and discussing) the market growth and putting information together about competitors. The first process entails segmenting, positioning and marketing: according to product, place, and promotion. The next step is formulating a sales program, targeted for each new business channel and segmented target. Then create training programs for sales paired with collecting all information on competitors in the market, including, collecting accurate data, networking to get competitive information and searching for trends to the type of business. These market research processes, for customer development, can lead to some core benefits for any organization. A practical application can lead to a company improving on segment marketing, market acceptance, competitive analysis, competitive positioning, target marketing, problem recognition, methods study, conceptual frame-working, data analysis and competitive advantage. After Sales team will be fully prepared to target new growth to ensure business success.
8. Competitor Analysis
   As mentioned, a deep competitor analysis for client development will be conducted. This analysis will be an examination of the strengths and weaknesses between competing companies. Company then can understand its competition and begin to solve its weaknesses. A company can achieve these objectives by implementing this consulting service for customer development: through competitor analysis. The first step will determine who your competitors are, how to control them, and conducting an analysis of their full business not just pricing. This process is started with business research: when identifying competitors, studying customers, doing a SWOT analysis, studying the target audience and applying the results. This research can make identification of competitors easier for Business to creating aggressive sales strategies that will perform better than the competitor and draw customers. The basics for this investigation and analysis for competitor starts by identifying the competitor(s), using existing clients or consumers to grade the competition, create an analysis for each potential competitor and using resources to control them.

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Achievements

GE Appliances

Key Results: Grew business Revenues 5% in first year even with Warranty revenue adjustments; Created EHS programs to improve incident closure and 15% reduction in recordables; Industry Leader with 21% CM with and OM of $30 Million; Reduced cost $3 Million over two years; Reduced collections and accounts receivable 22%; Built key accounts (Lowes, Home Depot, American Home Shield, Bradford White); Recognized for Innovation for redesigning performance plan process for employees (Stock options) leading to 30% increase in Employee Satisfaction; Recognition Award for Outstanding DSSO work (GE Appliance); GE Landsteiner Award 2010, 2011, 2014 and 2015; eNPS Score of 100 in 2011, 2012, 2014 and 2015; National Leadership Council 2014 and 2015 and Director Mentor 2014 and 2015,

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GE Healthcare

Grew business Revenues 24% in tough economic climate for Healthcare; Created I.T. program to improve metric and revenue closure speed that was adopted region wide; Company Leader with 77% CM with and OM of $98 Million; Reduced cost $14 Million over two years; Reduced collections and accounts receivable 50%; Built key accounts (Jewish Hospitals, Norton Healthcare, Ohio State University, Deaconess); Recognized for Growth & Leadership (Stock options and GE Landsteiner Award); Co-Chair Ohio Valley Board of Directors 2010, 2011 and 2012; GE Special Stock Option Grant 2010 and 2012; GE Omega Society 2008, 2009 and 2011

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First Data

Grew business from opening day to $18 Million dollar profit office in less than two years; Forged strategic partnership with local discount companies and implemented pre-order / merchandize-specific system which cut warehouse space 10% and call time 23%; Created Mobile Solutions Marketing plan for traveling shows (fairs, art shows) leading to $4 million in revenues in year 1. (Program was adopted Nationally); Developed sales rep/call center review and grading process which was adopted market wide, leading to a 15% productivity increase and 10% cut in average promotion time; Secured several bank relationships to become sub-dealer for merchant services landed over $30,000 in annual revenues; Recognized for revenue performance and training. (#1 rated call center 2 top 5 sales execs)