Mr. Goodhead is an approved Senior Consultant at Appleton Greene and he has experience in marketing, management and globalization. He has achieved a Master of Business Administration, a MA in Engineering and a BA in Engineering. He has industry experience within the following sectors: Aerospace; Aviation; Consultancy; Energy and Technology. He has had commercial experience within the following countries: United Kingdom; United States of America; France; Germany and Ireland, or more specifically within the following cities: London; Seattle WA; Toulouse; Berlin and Dublin. His personal achievements include: shaped and provided strategic direction; led and inspired empowered teams; launched new products and services; delivered complex change projects and performed ambassadorial roles. His service skills incorporate: business development; marketing expertise and strategy creation.
To request further information about Mr. Goodhead through Appleton Greene, please CLICK HERE
Specialist Business Development
Innovators with ideas for climate tech, net zero, or carbon-neutral energy technologies often need support to take them to commercial reality and make a positive, sustainable difference. This is where specialist services in business development to support such innovators (pre- or post-investment) to get the business results they need come in; simplifying the complex and getting you the “yes” you want. If you’re looking for expert executive-level marketing or business development capability from a proven leader to assist you in your journey, and help you accelerate your business to realise your full market potential and achieve sustainable growth, then such services are for you. In today’s economic reality, you may not have the in-house capability you require to turn your idea into a commercial reality; this service offers the expertise you need, based on a deep heritage of successful experience with a global blue-chip technology brand.
Through deploying tried and trusted analysis expertise, the first step is to help you understand your situation, and then subsequently define how best to put in place a strategy to achieve your goals, identifying and then maximising opportunities for your product or service technology. Typically, the service phases comprise discovery, engagement, and ongoing support; working with you to better understand and define where you are, where you want to go, the value proposition your technology idea offers, and how best to align it to the target market…thus optimising the value for all concerned, not least of whom, yourself. The typical sequence of events upon engagement comprises situational analysis, goal setting, strategy definition, tactical actions, and performance control.
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.
Based on over two decades of experience developing and executing product, service and technology strategies within a blue-chip brand, and an accumulated rich and extensive knowledge and understanding of how to develop business and marketing activities through which to deliver positive outcomes, this service has the ability to deliver both strategically and operationally, including ambassadorial expertise. The service mission is to create the climates for you to get the “yes” you want, founded on a demonstrated and consistent path of successfully getting results, fuelled and driven by passion for making a positive difference in today’s world. Aligning passion and purpose with skills and ideas creates unstoppable energy to make positive and sustainable difference. Through a passion for humanity’s sustainability challenge, this service is about using skills and expertise to help those who need support bringing to life their energy technology ideas that will play such a crucial part in enabling fulfilling, sustainable lives for us all.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Specialist Business Development service.
- Situational analysis
Answering the question “where are we now?”. Deep analytical skills are utilised to undertake a detailed and impartial analysis of the current situation, both internally and externally. This will be conducted through both desktop work and through communications and interviews with various relevant internal and external stakeholders. Various tools and techniques will be used including an assessment of both internal strengths and weaknesses, and external threats and opportunities via a SWOT. Current performance is dispassionately reviewed, along with customer feedback and competitor benchmarking, to gain a clear picture of the “as is” situation. An assessment can then be made of how your current ambition and value proposition align with your potential market, thus identifying areas of opportunity (to be capitalised upon) or areas requiring development.
- Goal Setting
Answering the question “where do we want to be?”. Using similar engagement techniques to Situational Analysis, again conducted through both desktop work and through communications and interviews with various relevant internal and external stakeholders, but this time with a focus on defining and refining your vision and ensuring all your business goals align with it. Objectives are then defined to progress towards achievement of this vision, ensuring that they are SMART (Specific, Measurable, Achievable, Realistic, and Time-bound), and appropriate Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) are selected as appropriate to allow tracking of progress and, if necessary, identifying areas requiring intervention. This can be done using dashboards, which would be defined at this stage.
- Strategy definition
Answering the question “How do we get there?”. Strong strategic skills and business development experience honed over many years are utilised to provide actionable insight, and crystallise – and continuously improve – marketing plans to translate vision into commercial reality. Through expert use of tried and tested marketing techniques such as segmentation, targeting, and the “Marketing Mix” (the “Seven Ps” – product, price, promotion, place, people, process, and physical evidence), powerful and effective strategies are devised and concisely articulated so they can be used as a roadmap for the organisation’s resources to achieve the desired destination. This will include defining strategic goals for engagement with key audiences, and also for the appropriate experience for prospective customers.
- Tactical actions
Answering the question “What do we need to do to get there?”. This is where proven product marketing and marcomms know-how are used to help you to actively create the climate required for you to get the “yes” you want. Here is where a resourced, milestone-driven Marketing Communications plan is created including the scheduling of activities (taking into account relevant and optimised audiences, messages, and channels). This can and often does include activities aimed at building and developing relationships with relevant stakeholders, and includes techniques for achieving and measuring success in this regard, including (but not limited to) identifying decision makers and decision influencers, prioritising improvement or remedial actions, and optimising use of internal resources.
- Performance Control
Answering the question “how do we monitor, control, and improve our performance?”. Through tracking and reviewing performance against the Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) devised in step 2, we can derive both qualitative, and ideally quantitative, feedback to enable diagnosis of areas of relative good and poor performance and thus propose interventions for enhanced performance. This can result in increased stakeholder engagement (internal and external), and prioritised lists of ongoing actions to increase the probability and level of desired success. Simple but effective dashboards can be created to enable instant insight through powerful visuals. This can then feed periodic repeat of the Situational Analysis to create a continuously live and ever-improving process.
Launched new business aviation engine family – the Pearl. In 2018, the company broke cover on a six-year secret project to create a brand-new family of engines for the Business Aviation sector. After once being dominant as a powerplant provider to airframers in the long-range large-cabin sector, and an exclusive supplier for one of those, the surprise loss of a couple of berths to competitor engines had caused the market to question the company’s strategy and future. However, much work had been going on behind the scenes to ensure that the new top-of-the-range products being worked on separately by the three largest airframers in this sector. The launch was a huge success, and was both the star of the show at the first member of the family’s launch at the EBACE show in 2018, and subsequently lauded by the market when the second member of the family broke cover shortly thereafter.
Launched new variant of flagship aftermarket service provision, TotalCare Flex. After many years of success (achieving customer penetration rates in the 95%+ region) with the original TotalCare service package, having pioneered this as a new business model for the provision of aero engine aftermarket care, the needs of its customers had evolved as the engines moved through their natural product lifecycle. This led to a growing disconnect between the characteristics and benefits of the service offering and the needs of its target customers, which led to a small but not insignificant yet growing level of customer dissatisfaction and market chatter. The company listened to the feedback from the market and created a new variant of the service catering for the changing needs of the relevant subset of the customer base. The service was a great success and once again customers’ needs were met and the market reaction was very positive.
Launched a brand-new aftermarket service created specifically for the needs of the aircraft lessor community, LessorCare. Further to the example for “Company 2” given above, the growing success, take-up, and influence of the aircraft lessor community in the engine aftermarket space became a key factor in determining the success of engine aftermarket packages. So the company once again listened to the market and this time designed and offered a service catering specifically for the needs of this segment of the market. Launched at a large industry conference at the start of 2017, it quickly gained market traction with competitors even admitting that the company was miles ahead of them in this area.
Achieved exclusivity for the Trent XWB on the A350-1000. Securing berths on airframes is massively strategic for engine manufacturers as it defines their route to market on the one hand and plays an enormous part in determining the commercial success of a particular engine programme on the other. These opportunities for engine manufacturers are few and far between, so are pivotal. When Airbus was reviewing its design for the A350-1000, it presented an opportunity for an engine manufacturer to change the game by working closely with the airframer to define a uniquely attractive solution. This was achieved and the market responded very favourably to the airframe/engine combination.
Launched IntelligentEngine as the branding and communications vehicle for future-related technology activities including digitalisation and electrification. The pace of change associated with Industry 4.0 affected the company and its external stakeholders as much as anyone else and it was becoming increasingly challenging to tie together the marketing communications needed to ensure these stakeholders were able to continue the cognitive-affective-behavioural journey required to enable their continued custom. The company thus launched an overarching communications vehicle with the IntelligentEngine, which not only enabled the intended audiences to understand the depth and breadth of the company’s extensive capabilities, but also how they would be of benefit to them and thus persuade them of the overall value proposition.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
A very pragmatic and helpful list of what is meant by the term “Technology” in today’s modern world is one such as that offered by Klaus Schwab in his excellent book “Shaping the future of the fourth industrial revolution – a guide to building a better world”. This includes technologies that might be traditionally classed as IT, such as new computing technologies, Blockchain and Distributed Ledger technologies, and the Internet of Things (IoT), but also other critical technologies such as Artificial Intelligence (AI), Robotics, advanced materials, additive manufacturing and multidimensional printing, drones, biotechnologies, neurotechnologies, virtual and augmented realities, energy capture (and storage and transmission), geoengineering, and space technologies. As the world’s population wakes up to and acknowledges the seriousness of climate change and its potential to make irreversible damaging changes to our current way of life, this list much better reflects the myriad activities being undertaken to attempt to solve society’s problems through the application of technology, and the crucial role of Engineering to harness the miracles of nature for the benefit of mankind (while not overlooking that we are not the only species on this planet). As we seek as a race to continue to prosper while acknowledging that the enabling resources are finite, then the need, desire, and investment to make progress will all intensify. Public consciousness is being awoken by not only the growing number of influential leaders and popular figures such as President Biden Greta Thunberg, Bill Gates, and David Attenborough, but also the increasing frequency and magnitude of natural disasters such as heat waves, floods, and wildfires. Consequently, there has been and continues to be a commensurate rise in activity and funding in the space of trying to bring to bear technology solutions to help mitigate the situation. In areas as diverse as agriculture and food, enabling technologies, energy and power, materials and chemicals, resources and the environment, and transportation and logistics, both existing companies and new and exciting start-ups are racing to help address the challenge with their ideas. The sector has moved from being one driven purely by conscience or altruism, and now, thanks to an increasing level of scrutiny on ESG (Environmental, Social, and Governance) performance of companies, as well as simply the bottom line, investors are becoming more particular about where they place their money. Large and influential investors such as Blackrock are taking public stances that are driving companies not only to take the ESG challenge more seriously, but also create are creating a groundswell that means only companies that do perform well in this area will be financially successful beyond the short term. This is accompanied by growing recognition from governments of the world and associated legislation (stick) and investment (carrot) that mean opportunity abounds in this sector. With the correct support, it will thrive.
Aviation, referring to the various different activities relating to mechanical flight within the atmosphere of Earth, and commonly divided into the four main groups of airlines, airports, the aircraft industry, and supporting institutions, is undoubtedly a social good. It has provided, and continues to provide, a great many benefits to humanity and enabled much of the growth and success of our world. It has connected people across the globe, enabling cultural understanding and exchange, and the maintaining of social ties. It has transported vital goods and services quickly across the globe, including emergency response and humanitarian relief. And it has contributed to economic growth, both indirectly through the enablement of trade, and directly through the creation of millions of jobs. But it also has great challenges. In the short term, it must overcome the immense headwind that the Covid-19 pandemic has presented, with air travel vastly reduced from the pre-pandemic levels. As an industry, it has a financial desert to cross as the compound and complex multivariate issues of epidemiology, safety, social response, government legislation/policy, and economics play themselves out. There is broad consensus that travel will return, but when, to what degree, and with what level of long-term growth is moot. And then there is the second challenge, when it does return, and actually even now, the industry (like everyone else, but perhaps for various reasons, even more pronounced) faces a sustainability challenge. It currently represents approximately 2% of global CO2 emissions, but (assuming travel growth returns) this level will likely rise as other industries abate their own emissions and the absolute amount of CO2 emitted by aviation increases. Add to that the likelihood that the total radiative forcing effect of aviation (taking into accounts other effects besides simply CO2) means the environmental impact of flying is roughly double the level through CO2 alone, and that the industry is high-profile and literally visible, then the industry is a clear target for environmental activists and governments in terms of pressure to clean up its act. This does, however, represent an enormous opportunity – and one which the industry, with the right support, is likely to seize and overcome.
Aerospace, in contrast to aviation, relates to the science and engineering of flying in the atmosphere of Earth, and is the branch of technology and industry enabling such. It is the high-tech industry concerned with research, design, manufacturing, and in-service support of aircraft. Key disciplines include avionics, aerodynamics, thermodynamics, materials science, control systems, propulsion, and electronics. As the enabler of aviation, and all the benefits thereof, it has a key role to play in overcoming the challenges aviation itself faces (such as the shorter-term challenges of the Covid-19 pandemic significantly reducing demand, or even supply due to government legislation, or the perhaps slightly longer-term challenge of sustainability and climate change). It is aerospace that can and must solve the cause of aviation’s climate damage even while aviation attempts to mitigate its symptoms. As such, as with aviation, there is an enormous opportunity for aerospace to seize. One of the sub-level challenges associated with seizing this opportunity is how to position its capability viz achievable timescales for addressing the sustainability challenge. The aviation sector is notoriously hard to abate, and the aerospace (and aviation) industry must not fall foul of either consciously or implicitly setting unrealistic expectations that could eventually come back to haunt the industry with, for example, accusations of greenwash. On the other hand, the current fixation of the financial markets with short-term returns, mean the communication of what is realistic by when in terms of aerospace’s ability to rise to the challenge will require careful communication to all its stakeholders.
Every single activity we undertake, from agriculture, to keeping cool or warm, to transport, to commerce, to construction, to healthcare, requires some form of energy. In the last 150 years or so, the vast majority of this energy has been derived from fossil fuels, and the level of economic and societal progress resulting has been nothing short of incredible. But it has come at a price as the unwanted by-product of burning all this fossil fuel to create energy has been the emission of CO2 into the Earth’s atmosphere, which has now been widely accepted to have contributed to the phenomenon of the greenhouse effect raising the planet’s temperature. This brings with it other undesirable consequences which threaten the progress we have made as a species so far in the form of climate change. So the challenge is to find alternative forms of energy to satisfy our almost insatiable appetite for power that do not come with such a heavy environmental price. While the incumbents in the fossil fuel industry may or may not be willing to acknowledge their need to change, the groundswell for moving away from fossil fuels (such as coal, oil, or gas) to other renewable forms of energy is definitely apparent. There is now a burgeoning industry producing increasingly significant volumes of energy from sources such as the wind, the sun (solar), the earth itself (geothermal), rivers (hydro-electric), and of course the controversial but potentially increasingly promising nuclear power (whether improved forms of today’s fission, where atoms are split, to the holy grail of fusion, where atoms are fused – vast amounts of virtually limitless energy being released in either case). There is thus huge opportunity here, and the sector is attracting both public and private investment in increasing quantities. Without clean energy, society itself is threatened; this is a challenge to which we must and will collectively rise.
Transport is the movement of living beings (human or animal) or goods from one location to another. It enables trade between people, which is essential for the development of civilizations. It is typically broken down into “modes of transport” such as air, land (road and rail), water, pipeline, cable, and space. The field can be divided into infrastructure, vehicles, and operations. For the purposes of this section (noting aviation and aerospace are already covered elsewhere) we will restrict the scope to that of land transport. As with all activities involving the use of energy, historically land transport has relied heavily on fossil fuels, and has consequently been the cause of much of the world’s CO2 emissions to this point. However, as a result of land-based transport not having to overcome the quite specific challenges of leaving the surface of the earth, it is relatively much easier to abate in this regard than, for example, aviation. Much effort has gone into introducing electrification into all three areas of infrastructure, vehicles, and operations with remarkable degrees of success. Electric vehicles (EVs) are now far more commonplace than they were, and, if the electricity used to power them has been created from renewable energy sources, they have a far lower Greenhouse Gas (GHG) footprint as measured by a Life Cycle Analysis (LCA), which takes into account design, manufacture, use, servicing, and end-of-life disposal. That said, there are still three major hurdles that need to be overcome through further investment, research, and development, before mass take-up of EVs by the world’s population; namely that of extending the range of the vehicles, setting up a ubiquitous and reliable charging infrastructure, and the acquisition cost (running costs are generally far better than their fossil-fuel-powered equivalents). This actually presents great opportunity for those willing to seize it.
This service is primarily available within the following locations:
London is the capital of the United Kingdom which is currently the world’s sixth-largest economy by nominal GDP, behind only the US, China, Japan, Germany and India. It remains an economic powerhouse despite the effects of the Covid-19 pandemic and the uncertainty surrounding the UK’s decision to exit the EU (“Brexit”). It is one of the three main financial centres across the globe (along with New York City and Tokyo) and is home to the FTSE 100 (the 100 largest stocks on the London Stock Exchange). It is very much the economic and political centre of the UK despite recent efforts to increase the wealth and influence of other cities further north, and despite various levels of devolved government in the other countries of the United Kingdom (viz Scotland, Wales and Northern Ireland), remains very much the real centre of power in not only England but the whole of the UK. It therefore attracts a disproportionately high level of start-ups than the rest of the United Kingdom; according to Statista, it ranks at 105 start-ups per 100,000 population, with the next ranked city being Brighton at 90 per 100,000. Or from another perspective, in January 2020 it had 221,373 start-up companies, a substantial portion of the 681,704 businesses created in 2019. This phenomenon, combined with the UK Government’s “Ten Point Plan for a Green Industrial Revolution” launched in November 2020, means that London is, and will very likely continue to be, a very vibrant location for “GreenTech” start-ups seeking to address the ongoing sustainability/climate challenge.
Munich is the most populous and capital city of the German state of Bavaria and is the third-largest city in Germany behind Berlin and Hamburg. It is a global centre of art, science, finance, technology and culture, and is one of the fastest growing and most prosperous cities in Germany. Munich’s economy is based on technology (of various descriptions), automobiles, engineering, biotech and electronics. It is home to many well-known and successful multinational companies, such as BMW, MAN, Linde, Siemens, and Allianz. It is also a powerhouse of research with two universities and myriad scientific institutions. It is second only to Frankfurt in terms of its economic significance as a financial centre in Germany, and is very much the economic centre of the southern area of the country. It therefore displays great characteristics (including strong VC support) to attract start-ups and, according to DealRoom, is indeed ranked 4th in Europe (after London, Paris, and Berlin) in terms of unicorns and future unicorns. Many start-ups choose to make the city their headquarters each year and this trend looks set to continue. This combined with a long-felt responsibility for the environment within German culture and politics has meant a very strong presence of sustainability-related start-ups and those related to mobility in particular (e.g. Lilium, who are producing an all-electric vertical take-off and landing 7-seater “aerial taxi”). As with the other locations described here, Munich is, and will very likely continue to be, a very vibrant location for “GreenTech” start-ups seeking to address the ongoing sustainability/climate challenge.
Berlin is the capital and largest city of Germany by both population and area, with its 3.8 million inhabitants making it the European Union’s most populous city (measured by population within city limits). It is very much a world city of science, media, politics and culture, and, as well as being a very popular tourist destination, is a significant location for industries such as clean tech, biotech, electronics, pharmaceuticals, IT, and construction, with its economy being very much based on these. The city is home to world-renowned universities such as the Humboldt Universität zu Berlin (HU Berlin), the Technische Universität Berlin (TU Berlin), and the Freie Universität Berlin (Free University of Berlin), so is very well-placed from a research perspective. In addition, several major corporations like Volkswagen, Pfizer, and SAP operate innovation laboratories in the city. Among the largest international corporations who have their German or European headquarters in Berlin, are Bombardier Transportation, Gazprom Germania, Coca-Cola, Pfizer, Sony and Total. It is also noteworthy that American electric car manufacturer Tesla is building its first European Gigafactory just outside of the city in Grünheide (Mark). For some time now Berlin has been recognised as a major centre of business founders. In 2015, Berlin generated the most venture capital for young start-up companies in Europe. As with Munich, all this, along with a strong national and local sense of “Green” responsibility (since 1990 it has cut its CO2 emissions by one-third, and it aims to be climate-neutral by 2050), results in Berlin being a city committed to sustainability-related change, and thus set to continue to be a hothouse for climate technology.
Paris is the capital, and most populous, city of France, with an estimated population of 2,175,601 residents as of 2018. Since the 17th century, Paris has been one of Europe’s (and indeed the world’s) major centres of finance, diplomacy, commerce, fashion, gastronomy, science and arts. The Paris Region had a GDP of €709 billion ($808 billion) in 2017. The Paris Region economy has shifted over the years from manufacturing industry to high-value-added service industries (such as finance, IT services), but has retained a significant degree of high-tech manufacturing (such as electronics, optics, aerospace, etc.), and the region remains an important manufacturing centre, particularly for aeronautics, automobiles, and “eco” industries. Companies with world headquarters in the Paris Region include AXA, Total, BNP Paribas, Carrefour, Crédit Agricole, EDF, Engie, Peugeot, Société Générale, and Renault. In addition, the region is “start-up friendly”, and the world’s largest start-up facility, the “Station F” business incubator, is located in the 13th arrondissement of Paris. This has resulted in the tech sector in Paris booming, with an eclectic mix of hyper-growth scaleups, small creative start-ups, and everything in between. This background, along with a strong sentiment of sustainability inherited as a legacy from the city’s hosting of the COP 21 in December 2015 (meaning that Paris is keen to be seen as the international leader of sustainable cities), creates a fertile setting for organisations, both established and nascent, who are keen to pursue profitable growth and make a positive sustainable difference from the development of climate-related technologies.
Dublin is the largest city, and capital, of Ireland. It is both a historical and contemporary centre for Irish commerce, education, culture, arts, administration and industry. While it no longer enjoys the level of growth and prosperity experienced during the “Celtic Tiger” period of the late 2000s when it was listed as the fourth richest city in the world by purchasing power, it remains very much the economic centre of Ireland. While the city’s traditional industries, such as food processing, textile manufacturing, brewing, and distilling have gradually declined (with the exception of Guinness, whose brewery has been located in Dublin since 1759), economic improvements and incentives (notably a low rate of corporation tax) since the 1990s have attracted a large number of IT, pharmaceutical, and aircraft leasing companies to the Greater Dublin area. Companies such as Amazon, PayPal, Microsoft, Google, Facebook, eBay, Yahoo!, Twitter, TikTok, Accenture, AerCap, Avolon and Pfizer now all have European headquarters and/or operational bases in the city, with several located in enterprise clusters like the Digital Hub and Silicon Docks. The presence of companies such as these has driven economic expansion in the city, and led to Dublin often being referred to as the “Tech Capital of Europe”. Combining this with the city’s importance as a financial services centre (more than 500 operations are approved to trade under the International Financial Services Centre programme, and the IFSC is host to half of the world’s top 50 banks and half of the top 20 insurance companies), means Dublin’s position as a hotbed for new technology development is looking good, although the recent G20 approval of a tax reform for a global corporate tax rate of 15% for multinationals, currently not approved by Ireland’s government, may be a slight dark cloud on the horizon.
This service’s current clients or employers include:
Rolls-Royce pioneers cutting-edge technologies that deliver clean, safe and competitive solutions to meet the planet’s vital power need. They are tightly focused into three core operating businesses:
Civil Aerospace – a major manufacturer of aero engines for the large commercial aircraft, regional jet and business aviation markets. The business uses its engineering expertise, in-depth knowledge and capabilities to provide through-life support solutions for its customers.
Power Systems – a leading provider of high-speed reciprocating engines, complete propulsion systems, distributed energy solutions, and safety-critical systems for nuclear plants around the world.
Defence – a market leader in aero engines for military transport and patrol aircraft with strong positions in combat and helicopter applications. It has significant scale in naval and is the technical authority for through-life support of the nuclear power plant for the Royal Navy’s submarine fleet.
- Situational awareness
- Competitor benchmarking
- Identified opportunities
- Clear goals
- Development requirements
- Strategic direction
- Tactical planning
- Improved MarComms
- Business sustainability
- Business growth
- Resource optimisation
- Identified opportunities
- Process improvement
- Motivated team
- Improved relationships
- Optimised performance
- Global alignment
- Business sustainability
- Business growth
- Maximised profitability
- Situational awareness
- Competitor benchmarking
- Identified opportunities
- Clear goals
- Development requirements
- Strategic direction
- Tactical plan
- Improved relationships
- Business sustainability
- Business growth
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 Specialist Business Development provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Goodhead 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 Specialist Business Development provides more time for research and development. If you require Mr. Goodhead 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 Specialist Business Development is intended for more detailed evaluation and assessment, that may require your Key Employees to have monthly meetings or interviews with Mr. Goodhead. 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 Specialist Business Development is our flagship service and will be required if you need Mr. Goodhead 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.