Dr. Onyekwere is an approved Senior Consultant at Appleton Greene and he has experience in finance, management and globalization. He has achieved a Ph.D. in Applied Management and Decision Sciences, a Master of Science in Business Economics and a Bachelor of Science in Business Administration. He has industry experience within the following sectors: Banking & Financial Services; Insurance; Aviation; Government and Transport. He has had commercial experience within the following countries: United States of America; Nigeria and Ghana, or more specifically within the following cities: Baltimore MD; Washington DC; Abuja; Lagos and Accra. His personal achievements include: completed management audit implemented restructuring; streamlined processes transportation project teams; facilitated seven balanced transportation budgets; managed capital budget allocation programs and compiled constrained long range program. His service skills incorporate: budget development; project management; proposal writing; capital programing and program management.
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The issue of management compensation may not always depend on financial results attained by a management team especially in post-merger evaluations but on the assessment of competencies and capabilities of a company’s management to carry out corporate objectives. This task usually is reserved for Board Compensation Committee. A company’s Board of Directors does not have formal management audit committee to perform this function using qualitative intangible elements to assess efficiency, control and profitability, for example, measuring the effort required to integrate an acquisition. Domestic and International companies employ the services of independent professional consultants because they can help ascertain the capacity of the management team to align shareholder interest to their own compensation, maintain good relations with employees and uphold the firm’s reputation and standards.
This service is multi-departmental and depending on scope of the audit uses a unique stakeholder management approach, which effectively assess the performance of individual executives using quantitative information such as organic sales, EBIT margins, segment margins, operating cash flow, and intangible elements such as effort put into the integration following an acquisition.
The service involves the review of managerial aspects such as organizational objective, policies, procedures, structure, control and system in order to check efficiency or the performance of the management over the activities of the company segmented by their operating units such finance, marketing and IT. Unlike financial audit, management audit mainly examine non-financial data to provide a clue as to the efficiency of management. Depending on the scope of work, a management audit could take weeks and months to complete. The outcome of a completed management audit would resemble a report card, with high marks and low marks. The high marks would be assigned to areas where management have excelled in performance. Low marks would go to areas where there is need for improvement. Components graded can include managerial style, effectiveness and suitability of controls, procedures and methods. Answers provided through this audit would help the Board answer the following questions: Organizational structure? Are there clear lines of reporting or is there confusion?; Policies and procedures of the finance group, are they always in compliance?; Current risk management measures, how effective are they?; Management relations with employees, in what state are they?; The annual budget; how is put together?; The company’s IT System; what is the life cycle for updates?; Relationship to shareholders; is the management group responsive to shareholders?; Workforce recruitment and retention; are there training programs to keep skills current among employees?; Good corporate citizen; is management doing its job to maintain this corporate objective?; Strategic focus: is management guiding the company to meets quarterly and yearly financial targets.
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.
Dr. Onyekwere is a well-rounded, articulate and seasoned professional, a thought leader whose ideas are sought after by individuals, communities and corporate bodies. His out of the box thinking helped catalyze solid outcome witnessed in multiple organizational transformations. As Senior Budget Analyst government operations, Dr. Onyekwere was appointed Special Projects Manager and tasked with the Management Audit of Design Engineering and Construction Administration (DECA) at DC Public Works Department. DECA as an operating unit was under-performing its objectives; deficient in closing transportation Infrastructure contracts issued by the Department under the Federal Highway Aid Program. After six months of study, a Government White Paper was submitted. Dr Onyekwere recommended streamlining the project management process from design to close under one management team. Eight project teams was formed and in the first year $300 million worth of Infrastructure projects was obligated.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Management Audit service.
- Management Objectives
An assessment of a company’s management objectives is the first in the logical step by step format to be employed by the audit team. The team must first understand the objectives for which the entity was set up. Information about management objectives will be contained in the company’s registration documents and other leadership publications archived as part of an organizations process documents. As a first step, it precedes the interview of key managers, after which the scope of the audit is determined. The breath of management objectives would usually extent to recent, present and future operations and covers external issues as well as internal concerns. A thorough understanding and knowledge of management objectives will provide the audit team with the initial road map from where they can navigate.
- Management Strategy
In this service objective, management’s plan or method for achieving the objectives reviewed in service objective 1, within the short term and over a long period of time: the skill of making or carrying out plans to achieve this objective is examined for completeness. It is through this review that the strengths, weaknesses, and threats to the organization is identified and cataloged. Strengths identified in this service objective will be specific, measurable and sustainable capable of duplication and if possible improved upon; weaknesses of the organization will be identified for redress and correction; while threats identified will be reviewed and solutions proffered to overcome or develop an effective hedge.
- Operating Structure
As have been documented in recent time’s rapid technological change has been associated with frequent changes in how businesses are modeled and run. The service objective associated with the review of operating structure have changing times in mind. The relevancy of the current operating structure measured against rapid technological transformation is mission critical. In profit motivated firms this review becomes imperative particularly with shifting markets, demographic changes and emerging technologies including Artificial Intelligence and autonomous transportation systems. As in other service objectives described earlier, operating structure will be reviewed and scored on a scale developed to chart areas in need of improvement and those that need strengthening as well those that will be discarded due to obsolescence in the recommendation section of the audit.
- Budgeting Process
Funding the business operations is one of the mission critical elements in business operations yet, finding the right skills to operationalize a budgeting process has become a major challenge for corporations, governments and non-profits. As with technological changes, automation in the budget process using software designed to replace humans is not far from reality. Whatever the direction of technological advance takes, one cannot foresee a time that funding operating and capital cost for businesses, governments and non-profits will be obsolete. The skills needed may need to be reallocated to writing the software, which may be company specific or customized. As it is, this service objective will deal with timing related to budget development, methods employed, execution and reporting. In government budgets are fluid due to prevailing economy and tax revenues. In the corporate environment, it may be driven by markets, while in non-profits, budget may be drive by donor or sponsorship behavior. Whichever the case, what remains critical is organizational priority. During my days as senior budget officer, I would fund the priority of government and develop justification packages for the other no priority areas.
- Human Resources
It is acknowledged worldwide that human resources are the best asset that a company or organization possesses. While it is true in a global sense, it also the most expensive asset in most organizations. Statistically, seventy percent or more of organizational budgets or cost is tied to human resource costs. This service objective will focus on reviewing what is current, the future needs, the supply chain for talent, direction of technological advancement including artificial intelligence, while being mindful of the balance that needs to be maintained between human resources and machine resources.
District Department of Transportation (DDOT)
As Special Projects Manager, I conducted and completed the Management Audit of Design Engineering and Construction Administration (DECA) at DC Public Works Department. DECA was under-performing in its core mission and deficient in closing transportation Infrastructure contracts issued by the Department under the Federal Highway Aid Program .Recommendations contained in government white paper, which called for streamlining the project management process from design to close under one management team was accepted and implemented and led to the formation of Infrastructure Projects Management Administration (IPMA), an operating arm of DDOT. Eight project teams was formed and in the first year $300 m of Infrastructure projects was obligated for construction.
Mass Transit Administration (DDOT)
As Resource Allocation Officer, I achieved seven years of balanced budgets, in funding the operating and capital cost of Washington Metropolitan Transit Authority (WMATA), a Tri State Agency responsible for Heavy Rail, Bus and Para-Transit services in DC, Virginia and Maryland for the District of Columbia Government from 2003 to 2009.
Department of Public Works (DDOT)
In 2003, five hundred (500) calls was coming in daily from users who did not get value for money deposited in parking meters deployed on city streets. In addition, there was a seven year $12 million dollar Contract with Lockheed Martin IMS Division. Under terms of the contract, the parking meters will revert to District Government ownership at the end of seven years. It did not make sense for the District to Inherit worthless meters at the end of the contract term. What made sense was to sanitize the meters by fixing the bugs, and as reward, purchase more meters and grow meter revenue to $20 million per year. Working with a team of Engineers from Duncan Industries, Dr. Onyekwere was able isolate the problem to internal working mechanisms of the meter susceptible to moisture and plastic elements affected by coin drops. Once the fix was provided, capital provisions were made in the 2004 Fiscal year budget for one thousand new parking meters with a projected revenue of $20m.
Office of the Chief Financial Officer (DDOT)
Conducted and completed the Fixed Assets Inventory that was instrumental in the District of Columbia achieving a clean audit and establishing that It had control of assets purchased with public funds as required by the Financial Control Law established by US Congress under the DC Oversight Law in 1997. Received written commendation from the Comptroller.
Traffic Safety Administration (TSA)
Restructured the $124 million Traffic Safety Administration. Traffic Safety was responsible for installation and maintenance of Street Lights on all streets and is a federally funded program at one hundred percent. Most of the installation was handled through private contractors, although the government maintained control post installation. Having completed the creation of eight infrastructure project teams at IPMA, all that was required was to carve up the traffic lights by city location and embed them into the existing project teams as additional team member component.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
Major functions of government in a rapidly developing and urbanizing cities of the world include development and delivery of public goods for a young and teeming population that is changing with the rate of technological penetration and market transformation. In this rapidly evolving environment better ways of service delivery will be determined by value innovation. The ability to meet regulatory and environmental demands can only be assessed by engagement of consultancy services in an era where budgets are finite and dwindling resources. Provision of public goods such as transportation alternatives in growing cities require assessment of current organizational capacity, technological requirements and cost to delivery including sustainability. The assessment of competencies and capabilities present in a government agency responsible for delivery of public goods such education, public transit, transportation alternatives requires precise knowledge of ability to carry out planned objectives that meet public expectations. Consultant service engagement offers flexibility in meeting challenges posed by program completion deadlines where the expectation of decision makers is to determine the level of service that matches available budgetary resources.
Non-Profits & Charities
As with a government agency responsible for the provision public goods, Non-profits and Charities serve the special needs of a population. For example the Red Cross maintain blood banks throughout an area defined by geographical boundary. To be effective in delivering this service, it must monitor capacity levels for both incoming and out-going blood by type and availability. Management insight and ability to forecast demand for blood becomes critical to mission accomplishment. Regulatory compliance describes the goal that organizations aspire to achieve in their efforts to ensure that they are aware of and take steps to comply with relevant laws and regulations. Conforming to the myriad of ever changing rules, policies, standards and laws can be daunting in an environment where budgets are limited. Not only is it important to keep current on all the regulations impacting your organization, it is important to maintain a working knowledge of the various new technologies and options that are available to meet compliance requirements Consultancy services engagement could become useful to aid management in assessing organizational capacity through a thorough SWOT analysis, reduce unnecessary duplication of resources and allowing management to focus on other mission critical elements such as staffing and strategy.
State Owned Enterprises
State owned enterprises (para-statals) abound in many emerging market and developed countries today delivering services in transportation, water, social services and other public goods areas of the economy. The thought of government owned commercial companies competing side by side privately funded commercial companies appear paradoxical and is a source of trade friction between say China and its trading partners. To ameliorate the myriad of trade disputes in rapidly growing markets, reforms are necessary to align these entities with market orientation. A well-defined management audit can assist reforms by identifying clusters or parts of the company with greater enterprise value that help attract investors.
Capital programming as it relates to transportation infrastructure construction and maintenance is an area that is not taken seriously in the emerging markets countries in Sub Saharan Africa. A well-developed capital programming function becomes the basis for a focused resource allocation and justification package to systematically design and award road construction, rehabilitation and maintenance contracts. When combined with pavement condition indexing, roads requiring attention can be marked and funded in the year that funding will be available. A six year capital improvement plan (CIP) with the first year as the current budget year with year two up to year six representing the out years was the functional model at DDOT. The Constrained Long Range Plan (CLRP) is a variant of the six year CIP but stretched to year thirty. I am inclined to develop a practice in Capital Programming as means of promoting accountability and project management lacking in a number of emerging market countries.