Mr Miller is an approved Senior Consultant at Appleton Greene and he has experience in management, production and marketing. He has achieved a Bachelor of Science in Business Administration. He has industry experience within the following sectors: Consumer Goods; Healthcare; Banking & Financial Services; Technology and Telecommunications. He has had commercial experience within the following countries: United States of America, or more specifically within the following cities: Louisville KY; Chicago IL; Miami FL; Phoenix AZ and Dallas TX. His personal achievements include: Board of Directors leader; record growth and revenues; record sales and expense controls; 12 time leadership award winner; 100% employee satisfaction score. His service skills incorporate: P&L improvement; budget control; strategic planning; staff training and customer service.
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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.
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.
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.
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.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Leadership Improvement service.
- 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.
- 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.
- 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.
- 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
- 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.
- 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.
- 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.
- 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.
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,
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
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)
Managed each sales channel in territory (Retail, In-direct, B To B and National Retail) working to increase market share while managing all aspects of markets (employees, financial and real estate) and using multiple channel knowledge to report ways to improve training and performance for each channel. Grew Market Share 30% and total Revenue $6 Million. Opened three New locations, and was recognized for three times for Above and Beyond Excellence.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
Consumer product companies face an unprecedented confluence of changes going in this year such as declining brand loyalty, rapidly evolving technologies, changing demographics and consumer preferences, and economic uncertainty. Depending on where fall the decline in “Must Have” brands can be a benefit but this along with the Uncertainty about consumer spending. Some secondary challenges, such keeping up with the frantic pace of innovation to maintain near-term performance of existing categories while also building the breakthrough new businesses of the future. Also, competing against a proliferation of nimble new entrants that are unencumbered by traditional assets and have access to an ecosystem that allows them to rapidly scale as well as creating the right conditions to build and nurture breakthrough innovation. To address these challenge I can help by look beyond product/service for innovations and refocus innovation activities to look beyond product and achieve balanced breakthroughs across service and business model dimensions. Should also build a distinct breakthrough innovation capability. Companies need to anticipate and respond to the evolving consumer attitudes and behaviors. For current example, look no further then perceptions of health and wellness seem to be increasing the influence purchasing decisions of many consumers. Can also address by exploring new business models Larger Companies with sales over $10 billion do enjoy a higher return on assets, smaller companies, particularly in the food, beverage, tobacco, and household and personal products subsectors, are slowly beginning to narrow that gap. So by focusing on the emergence of several small companies with nontraditional business models (such as direct to consumer and online subscription based) in recent years indicates that there is merit to focusing on a niche market rather than the mass market. These success stories also highlight the importance of leveraging digital and social media for a more personal and “recurring” connection with consumers. So to address, companies should consider evaluating their operating structures and aim to become more responsive to the changing market.
The common threads running through the predictions are health care consumerism, the need for operational innovation, value-based delivery models, and information and medical technology. Consumer-driven health care is becoming more relevant and driving new models of care delivery. Now, more than ever, consumers are looking to `own’ their health and developing a trusted partnership with their doctors in medical decisions. Another important trend is that more health care organizations are taking on greater financial risk by owning their own health plans. So with that in mind, Communication, Consumer focus and ease in which to do business will be key in 2016. With Possible Legislation changes coming in upcoming year careful planning for business resources will be on mind of Key decision makers. Addressing need for communication between equipment, to doctors, to files to patients along with ease of use and to do business will help in continued business success.
Health & Fitness
Fitness is in. Or perhaps more accurately, the idea of fitness is in. One out of every five Americans are heading to the gym, or at least paying for a membership. Which puts the fitness industry in a pretty sweet spot: a largely unhealthy and overweight population is looking for ways to get in shape. Whether it’s pumping iron lior the newest Class workout there is an immense appetite for exercise as well as healthy diet and supplement products. Trend wise In the United States. Over 54 million Americans paid gym membership fees in 2014, and for the second year in a row actual visits to the gyms exceeded 5 billion! The average member visited their club over 100 times, an all-time high. Memberships have grown 18.6% between 2008 and 2015, and the trend continued in 2016. Big box centers remain popular but also small niche market establishment are opening and successful. Globally there are over 180,000 fitness clubs, estimated to have earned $84 billion from their 145 million members. Location, ease of use and market research will help in growth.
Banking & Financial Services
From technology and reputation management to the talent wars and cyber threats, there is no shortage of issues that commands the attention of financial services leaders. View the financial services sector Outlooks of your choice for actionable insights into what may be on the horizon in 2016 into 2017 Many banks and capital markets firms, particularly the large, complex institutions, have been simplifying their business and operating models over the last few years, both for economic reasons and to reduce organizational complexity. There is an increasing realization that they do not or cannot excel at every activity, and that it may be easier and cheaper to outsource noncore activities. In the new organizational paradigm, maintaining an organizational identity and creating a cohesive culture and employee loyalty when most of the talent is not in-house will be an entirely new challenge. In our view, a more global “ex-force” (external talent) will necessitate greater cultural sensitivity and the willingness to be more flexible with work protocols. Banks and Service Company’s should develop a clear, consistent, and sustainable brand strategy that is impervious to temporary shifts in consumer perceptions. To be successful increasing use of “big data” in developing product that customers are looking for, product that reflects a more customer-centric approach that predicts consumer needs and that reflects the advisory services the industry wishes to play.
Technology will continue to be a vital piece of business in 2016. It is not only fueling major business transformation across industries, it’s also changing how technology enterprises sell their products and services, operate, and plan for future growth. Obviously technology is the backbone of the digital economy. The rate of change and the level of disruption driven by modern technology are exponential. Advancements in computer processing power, data storage, and chip design; the ubiquity of bandwidth; enterprise mobility; and many other developments that have unfolded in recent years are enabling myriad opportunities that were once impossible, both technologically and economically. So continued evolve in Appliances, Mobile products, Computer and many other channels will continue. New products will be released, more detailed service offerings and life cycle consumer demand will be sought. However, we have reached a tipping point where cognitive computing, big data analytics, cloud computing, and the rapidly growing Internet of Things are transforming businesses around the globe—including those outside the technology sector. We’re also seeing promising advancements in materials, software, fabrication techniques and machine design that are likely to lead to an expansion in enterprise applications for additive manufacturing. An example of this would be 3D printing. Expect continued innovation and Consumer focus and competition across many channels of this business going into 2017.
This service is primarily available within the following locations:
Louisville, Kentucky, today is home to dozens of companies and organizations across several industrial classifications. However, the underpinning of the economy of Louisville since it earliest days has been the shipping and cargo industries. The city’s strategic location at the Falls of the Ohio, as well as its unique position in the central United States (within one day’s road travel to 60% of the cities in the continental U.S.) make it an ideal location for the transfer of cargo along its route to other destinations. In the early days, the Louisville and Portland Canal (the McAlpine Locks and Dam is built in this canal) was a crucial link in water traffic on its route from Pittsburgh, Pennsylvania (and other origins) to the mouth of the Mississippi River, the Gulf of Mexico, and beyond. The Louisville and Nashville Railroad was also an important link between the industrialized northern cities and the South. Louisville’s importance to the shipping industry continues today with the presence of the Worldport air hub for UPS. The city’s location at the crossroads of three major Interstate highways (I-64, I-65 and I-71) also contributes to its modern-day strategic importance to the shipping and cargo industry. As of 2003, Louisville ranks as the seventh-largest inland port in the United States. Recently, Louisville has emerged as a major center for the health care and medical sciences industries. Louisville has been central to advancements in heart and hand surgery as well as cancer treatment. Some of the first artificial heart transplants were conducted in Louisville. Louisville is also home to Humana, one of the nation’s largest health insurance companies. Louisville government has become very pro-business and is attempting to attract future growth
Chicago and its suburbs, which together comprise the Chicago Metropolitan Area, is home to 29 Fortune 500 companies and is a transportation and distribution center. Manufacturing, printing, publishing, insurance and food processing also play major roles in the city’s economy. The total economic output of Chicago in GMP totaled US$547B in 2012 making Chicago the 21st largest economy in the world just surpassing the total economic output of Switzerland. Chicago is a very attractive place for business to be. Some of the largest firms in the country are housed there. For example, Boeing has its office located in the Loop (the city’s main business location); Walgreen is in the top 5 of revenue generators; and Caterpillar is nearby in Illinois. What is the attraction? The two most highly rated business schools (University of Chicago and Northwestern) are located in Chicago, attracting a talent pool that is the envy of any other US city. Its relations with foreign countries and businesses in these countries match and exceed in numbers and depth most other large U.S. cities. The diversity of its economic interests offers whatever an investor might want. Its financial community is extensive and growing. It is a hub for technology and innovation. All of these features (and more) contribute to a vibrancy few cities can match.
Finance, retail, healthcare, insurance, shipping by air and sea, national defense, professional sports, tourism, and real estate all play a vital role in the area’s economy. Hillsborough County alone has an estimated 740,000 employees, a figure which is projected to increase to 922,000 by 2015.Several large corporations, such as banks and telecommunications companies, maintain regional offices in Tampa. Several Fortune 1000 companies are headquartered in the metropolitan area, including OSI Restaurant Partners, WellCare, TECO Energy, and Raymond James Financial. Downtown Tampa is undergoing significant development and redevelopment in line with a general national trend toward urban residential development. The Tampa Downtown Partnership notes development proceeding on 20 residential, hotel, and mixed-use projects. MacDill Air Force Base remains a major employer as the parent installation for over 15,000 active uniformed military, Department of Defense (DoD) civil service and DoD contractor personnel in the Tampa Bay area. A significant majority of the civil service and contractor personnel are, in fact, themselves retired career military personnel. In addition to the 6th Air Mobility Wing, which is “host wing” for the base, MacDill is also home to Headquarters, United States Central Command (USCENTCOM), Headquarters, United States Special Operations Command (USSOCOM), the 927th Air Refueling Wing, Headquarters, United States Marine Forces Central Command (USMARCENT), Headquarters, United States Special Operations Command Central (USSOCCENT), and numerous other military activities of the active and reserve components of the armed forces.
Atlanta ranks fourth in the number of Fortune 500 companies headquartered within city boundaries, behind New York City, Houston, and Dallas. Several major national and international companies are headquartered in metro Atlanta, including seven Fortune 100 companies: The Coca-Cola Company, Home Depot, United Parcel Service, Delta Air Lines, AT&T Mobility, and Newell Rubbermaid. Other headquarters for some major companies in Atlanta and around the metro area include Arby’s, Chick-fil-A, Earthlink, Equifax, First Data, Foundation Financial Group, Gentiva Health Services, Georgia-Pacific, NCR, Oxford Industries, RaceTrac Petroleum, Southern Company, SunTrust Banks, Mirant, and Waffle House. Over 75% of the Fortune 1000 companies have a presence in the Atlanta area, and the region hosts offices of about 1,250 multinational corporations. Atlanta also has a sizable financial sector. SunTrust Banks, the seventh largest bank by asset holdings in the United States, has its home office on Peachtree Street in downtown. The Federal Reserve System has a district headquarters in Atlanta; the Federal Reserve Bank of Atlanta, which oversees much of the Deep South, relocated from downtown to Midtown in 2001. Wachovia announced plans in August 2006 to place its new credit-card division in Atlanta, and city, state and civic leader’s harbor long-term hopes of having the city serve as the home of the secretariat of a future Free Trade Area of the Americas. Invesco Ltd., an independent investment management company is headquartered in Atlanta, and has branch offices in 20 countries. Its common stock is a constituent of the S&P 500 and trades on the New York stock exchange. In December 2013, Invesco reported assets under management (AUM) of $778.7 billion.
The Dallas-Fort Worth MSA has one of the largest concentrations of corporate headquarters for publicly traded companies in the United States. Fortune Magazine’s 2015 annual list of the Fortune 500 in America indicates the city of Dallas has 9 Fortune 500 companies, and the DFW region as a whole has 21, reflecting the strong growth in the metro economy and up from 18 the year before. In 2007–08, Comerica Bank and AT&T located their headquarters in Dallas. Additional Fortune 500 companies headquartered in Dallas include Energy Transfer Equity, HollyFrontier, Southwest Airlines, Tenet Healthcare, Texas Instruments, Dean Foods, Trinity Industries, and Energy Future Holdings. Irving is home to 6 Fortune 500 companies of its own, including ExxonMobil, the most profitable company in the world and the second largest by revenue for 2015, Kimberly-Clark, Fluor (engineering), Commercial Metals, Celanese, and Pioneer Natural Resources. Additional companies headquartered in the Metroplex include American Airlines, Regency Energy Partners, Atmos Energy, Neiman Marcus, 7-Eleven, Brinker International, Primoris Services, Radio Shack, D.R. Horton, AMS Pictures, id Software, ENSCO Offshore Drilling, Mary Kay Cosmetics, Chuck E. Cheese’s, Zales and Fossil. Corporate headquarters in the northern suburb of Plano include HP Enterprise Services, Frito Lay, Dr Pepper Snapple Group, and JCPenney. Many of these companies—and others throughout the DFW metroplex—comprise the Dallas Regional Chamber. Susan G. Komen for the Cure, the world’s largest breast cancer organization was founded and is headquartered in Dallas. In addition to its large number of businesses, Dallas has more shopping centers per capita than any other city in the United States and is also home to the second shopping center ever built in the United States, Highland Park Village, which opened in 1931. Dallas is home of the two other major malls in North Texas, the Dallas Galleria and NorthPark Center, which is the 2nd largest mall in Texas. Both malls feature high-end stores and are major tourist draws for the region.
This service’s current clients or employers include:
GE Appliances is headquartered at Appliance Park in Louisville, Kentucky. GE Appliances employs approximately 12,000 employees worldwide, including 6,000 at headquarters. GE Appliances had annual revenue of $6.3 billion in 2015. At GE Appliances, we make life better by designing and building the world’s best appliances. From design to production to service, our goal is to help people improve their lives at home. We value teamwork, innovation, reliability, speed and, above all, a passion to help people. Each of our appliances is designed purposefully with our owners in mind. We make refrigerators, freezers, cooking products, dishwashers, washers, dryers, air conditioners, water filtration systems and water heaters. From self-cleaning ranges to ice and water dispensers, to speedcook ovens and refrigerators that make coffee, GE Appliances has electrified and modernized life for more than 125 years with our legacy of invention. We invest in the experience that homeowners have with our products. When people buy from us, they don’t just get an appliance, they become a member of our family, a family that is there for one another for the life of the product. Headquartered in Louisville, Kentucky, GE Appliances also operates manufacturing facilities in Bloomington, Indiana, and Decatur, Alabama; and has wholly-owned subsidiaries in LaFayette, Georgia, and Selmer, Tennessee. In 2016, Haier Group acquired GE Appliances. Being a part of this large global organization provides GE Appliances with additional resources to continue to innovate and sell our products internationally. GE Appliances includes wholly-owned subsidiary FirstBuild, a global co-creation community and state-of-the-art microfactory located in Louisville, Kentucky. FirstBuild’s open innovation platform ensures that our best ideas and new products for today’s modern home reach consumers faster. GE Appliances has R&D centers in the U.S., China, Korea and India and also has created a new model for the manufacturing industry with FirstBuild, a global online co-creation community and microfactory in Louisville, Kentucky, that harnesses the brainpower of the maker movement to change the way home appliances are conceived, designed and manufactured.
GE Appliances – Click Here
Our broad expertise in medical imaging and information technologies, medical diagnostics, patient monitoring systems, drug discovery, biopharmaceutical manufacturing technologies, performance improvement and performance solutions services help our customers to deliver better care to more people around the world at a lower cost. In addition, we partner with healthcare leaders, striving to leverage the global policy change necessary to implement a successful shift to sustainable healthcare systems. Our “healthymagination” vision for the future invites the world to join us on our journey as we continuously develop innovations focused on reducing costs, increasing access and improving quality around the world. Headquartered in the United Kingdom, GE Healthcare is a unit of General Electric Company (NYSE: GE). Worldwide, GE Healthcare employees are committed to serving healthcare professionals and their patients in more than 100 countries. Our broad expertise in medical imaging and information technologies, medical diagnostics, patient monitoring systems, drug discovery, biopharmaceutical manufacturing technologies, performance improvement and performance solutions services help our customers to deliver better care to more people around the world at a lower cost. In addition, we partner with healthcare leaders, striving to leverage the global policy change necessary to implement a successful shift to sustainable healthcare systems.
GE Healthcare – Click Here
First Data is the global technology leader in payment technology and services solutions. With 24,000 owner-associates and operations in 36 countries, the company provides secure and innovative payment technology and services to more than six million merchants and financial institutions around the world, from small businesses to the world’s largest corporations. Today, businesses in nearly 118 countries trust First Data to secure and process more than 2,500 financial transactions per second. First Data’s unparalleled infrastructure and partnerships go “beyond the transaction” with next-generation point-of-sale technology fueled by powerful analytics to detect fraud, gain insights into consumer spending, and strengthen customer loyalty. All day, every day, First Data helps its clients thrive in the evolving world of commerce. Since 1993, First Data has offered a wide range of payment solutions to clients in Slovakia, including card issuing, personalization and acquiring, comprehensive POS and ATM solutions, as well as contactless, prepaid and loyalty solutions. The First Data operations hub in Bratislava today delivers services to some of the leading banks and retailers in Slovakia, as well as supporting clients in numerous other markets in central and Eastern Europe. First Data has a global footprint of 6 million merchants, the largest in the payments industry. The company handles 45% of all US credit and debit transactions, including handling prepaid gift card processing for many US brands such as Starbucks. It processes over $1 trillion in card transactions annually, with an 80% market share in gas and groceries. First Data has also provided shopping metrics for national news networks such as USA Today, ESPN, The New York Times and Vox. In October 2015, First Data sold 160 million shares in the New York Stock Exchange in its IPO, in order to pay down its debt. The company has been recognized by the UK’s Information Commissioner’s Office as one of the companies whose binding corporate rules for data privacy are aligned with the EU’s Data Protection Directive.
First Data – Click Here
As America’s Un-carrier, T-Mobile US, Inc. (NASDAQ: TMUS) is redefining the way consumers and businesses buy wireless services through leading product and service innovation. T-Mobile’s advanced nationwide 4G LTE network delivers outstanding wireless experiences to more than 65.5 million customers who are unwilling to compromise on quality and value. Based in Bellevue, Washington, T-Mobile US provides services through its subsidiaries and operates its flagship brands, T-Mobile and MetroPCS. Headquartered in Bellevue, Washington, T-Mobile USA is a national provider of wireless voice, messaging, and data services capable of reaching over 308 million Americans where they live, work, and play.
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- Increased morale
- Cost savings
- Strategic planning
- Workflow optimization
- Supplier relations
- Staff management
- Quality control
- Acquisitions & mergers
- Customer loyalty
- Customer loyalty
- Strategy development
- Mission execution
- New opportunities
- Reward programs
- Success culture
- Improved responsiveness
- Crisis response
- Strategy formulation
- Customer relations
- Employee development
- Evaluation criteria
- Communication skills
- Support assistance
- Training evaluation
- Success culture
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Leadership Improvement provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Miller over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Leadership Improvement provides more time for research and development. If you require Mr. Miller to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.
Monthly cost: USD $4,500.00
Time limit: 15 hours per month
Contract period: 12 months
Bronze/Silver service plus
01. Management interviews
02. Evaluation and assessment
03. Performance improvement
04. Business process improvement
05. Management training
The Gold Client Service (GCS) for Leadership Improvement is intended for more detailed evaluation and assessment, that may require your Key Employees to have monthly meetings or interviews with Mr. Miller. These meetings and interviews can be conducted over the telephone, Skype, or by video conference if required. The consultant can also attend your business premises, an Appleton Greene office, or another mutually beneficial location, but please note that clients are responsible for the costs of any disbursements separately, including travel and accommodation. This service enables you to integrate the specific skills, knowledge and experience of your designated consultant into your Key Employee management team. The Gold Client Service (GCS) can also incorporate training workshops, business presentations and external meetings with customers, suppliers, associations, or any other business-related stakeholders.
Monthly cost: USD $6,000.00
Time limit: 20 hours per month
Contract period: 12 months
Bronze/Silver/Gold service plus
01. Project planning
02. Project development
03. Project implementation
04. Project management
05. Project review
The Platinum Client Service (PCS) for Leadership Improvement is our flagship service and will be required if you need Mr. Miller to facilitate the planning, development, implementation, management, or review of a particular project relating to his specialist subject, which would obviously require more time and dedication. This service enables you to reserve up to 12.5% of the consultant’s working month and provides a more hands-on service as and when required. If you need more time than this, then this can always be arranged, subject of course to the consultant’s ongoing availability. The benefit of having an external consultant involved in projects is they provide an independent perspective and are not influenced by internal politics, day-to-day responsibilities, or personal career interest. They provide objectivity, specific knowledge, skills and experience and will be entirely focused upon the tasks at hand. The Platinum Client Service (PCS) will provide your organization with a valuable resource as and when you need it.