Visual Effects Company: Working with the Executive team at this leading motion picture and commercial visual effects company, assignment included:

 

-     Designing and co-leading a process redesign project to address rapidly changing industry economics and technology to assure their leadership position

-     Developing a prototype demand side management tool to simplify the way the organization looked at the probability of future work flow and how to communicate this throughout the organization

 

Advertising Agency: Working with the Director of Corporate Finance, assignment at this worldwide Advertising Agency included:

 

-     Developing process maps for major functions in corporate finance to track activities for international network of advertising agencies

-     Aligning work corporate work practices with business unit work practices in preparation for implementation of Hyperion reporting system

 

International Business Services Organization: Working with Area Practice Leaders for senior management, assignment at this general services consulting company included:

-     Identifying appropriate positioning, corporate identity, and brand image for newly merged group of eighteen formerly independent consulting organizations

-     Facilitating development of new products, services and service line extensions across industry practice areas to effect cross-organization synergies

-     Addressing post-merger cultural integration and competitive incentive issues

 

Big 3 Automaker: Working with the Vehicle Development Group, assignment included:

 

-     Facilitating the alignment of functional and support groups involved in the vehicle development process to migrate from a five year to a four year development cycle

-     Implementing analytical tools and communications processes to manage changes in demand forecasts around model and options packages throughout the development cycle

 

Beverage Company: Working with the Senior Technical Officer, assignment included:

 

-     Managing a series of deep dive projects that identified over $100M in cost savings

-     Establishing a new system operating model for how work among the company and its distribution network would be undertaken in the future

 

Pulp and Paper Company: Working with the Mill Manager, assignment included:

 

-     Developing a renewed internal marketing vision to support a shift in the Division’s underlying business direction through social and technical business redesign

-     Guiding implementation of major cultural and organizational changes to an open book management philosophy for middle managers and union personnel

-     Mapping work and resource flows of interdependent processes

-     Developing systems architecture map to assist in providing direction for next generation systems integration efforts