Project roll-out Implementation - decisions & options

1 Jay Martin May 2017 CLIENTX.ppt

Date: May 2017

Presentation:

CLIENT X

Chief Innovation

Jay Martin

Implementation Plan Ideas

Large Industrial Retailer


The following are just some of my ideas on the subjects I expect to be of interest to CLIENTX for this role and project.

Subject Page(s)

• PMO & Components 3-5

• Implementation Options 6

• Metrics 7

• Processes (client specific, deleted) 8

• Change Management 9

• Resources (Project Staffing) 10

• Roll-out Options 11-13

• Resistance Profiles 14

CLIENTX Table of Contents

Note: I had made this deck for a final interview to lead the PMO for a large transformational project. Didn’t get it, but thought I post this.


A PMO is a Program Management Office or Project Management Office, with the latter being to manage a specific initiative (e.g. ERP install).

• A Program Management Office is usually tasked to manage multiple initiatives across a company.

• Many times these are set-up for specific reasons, such as embarking on a transformation or a merger, or as a permanent support function.

• Information Technology and related areas are the most common focus, but Supply Chain also is a common area in which to have PMOs.

• PMOs allow for centralization of project activities, distribution of resources, scheduling of commitments, coordination of suppliers and contractors, and metric tracking/communication for an organization.

• A PMO also allows Management to leverage the infrastructure to add or prioritize new initiatives and ensure minimal disruption or the creation of redundant management resources.

CLIENTX What is a PMO? Why do you need one?

PMOs can be very effective organizational additions, and they both have many options as well as many places where they can get off track.


The process for setting up the PMO can be described with 5 stages.

CLIENTX Set-up Process

Definition Set-up Project

Plans

Operation &

Reporting Transition

Deliverables or End-State

PMO Charter and

Scope are structured

and understood

Core of PMO

infrastructure ready to

have projects added to

portfolio

Individual projects are

added to PMO portfolio

Projects are being

worked and required

reporting and

communications issued

PMO control is

completely transitioned

away from consultants

and transferred over to

company employees

• Confirm objectives

• Agree on Scope

• Present options

• Discuss Governance

• Review budget(s)

• Confirm resources

• Request existing processes or activities

• Document and publish results of above

• Establish organization, e.g Steering Committee

• Build infrastructure

• Identify known projects and teams

• Agree on Metrics

• Create common formats (e.g. process)

• Select PMO tools (e.g. SharePoint)

• Make PMO assignments and roles

• Develop/agree on Reporting to Executives

• Identify existing and known projects

• Build a portfolio

• Assess baseline performance

• Agree on targets/timing

• Create schedules

• Gather existing documentation

• Assign staff (when able)

• Agree on priorities

• Build an overall Income Statement Model

• Identify Project Risks

• Map dependencies

• Manage project planning

• Add new projects to portfolio

• Adjust priorities

• Report to Executives and other Stakeholders

• Track benefit realization

• Balance and request resources

• Update Financial Model(s)

• Coordinate training

• Perform QA/QC

• Identify and disseminate Best Practices

• Decide on transition to internal resources

• Set timing and internal owner

• Build transition plan

• Slowly pass responsibilities over

• Ensure transition was successful

• Create process for client to reach out to CI for questions

• Snapshot comparison of start of PMO to transition point

• (Note: Some PMOs are meant to ‘end’ if they are event or project driven)

1 2 3 4 5


The PMO will focus on a variety of critical areas for its success and that of the company, mostly within the ‘Operating & Reporting’ Phase

CLIENTX Major PMO Activities

# Area Description / Activities

1 Project Objectives / Charters Overall objectives of the Project(s) or managing ties to the Corporate Goals.

2 Governance Operational rules of both the PMO as well as specific project management. Regular

meetings, along with executive updates should be planned out as well.

3 Organization & Roles Define contribution of groups (e.g. Steering Committee) or individuals.

4 Planning Overall planning of individual projects as well as their fit within the scope of the PMO.

5 Metrics & Measurement Focus and calculations of different metrics, including progress, financial,

achievement, financial, quality and timing. This includes targets also.

6 Benefits Realization The realization of actual, tangible benefits as a result of the efforts of the projects.

7 Reporting & Communications Developing reporting on the metrics, along with a comprehensive stakeholder

communications plan is key to the success of the projects and the PMO itself.

8 Resources Assigning, requesting, deploying and managing resources across projects.

9 Change Management Provide the leadership, tools and direction to ensure that new processes and

changes are understood and adopted throughout the organization.

10 Training Training in new processes includes the dissemination of knowledge or to support the

adoption of new processes.

11 Priorities Set project and resource priorities to support overall corporate objectives.

12 Processes Develop and implement new processes and supporting controls.

13 Risk Management Identify, track and manage risks to the project, company and employees.

14 Tools Tools refers to things like collaboration software, e.g. SharePoint. This also includes

Knowledge Management storage tools as well.


Implementation Options – below are some top level ideas on execution.

CLIENTX Implementation Options

# Name Description Pros / Cons

1 Big Bang & Stay Stores have the team kick-off the

transformation of all processes, then

guide them until they are finished

Need a lot of teams to do this

Timeline would be in jeopardy

Would provide for greatest control

Permit perfection before roll-out

2 Big Bang & Leave

Stores have the team kick-off the

transformation of all processes, then

after a set time, leave them to finish

the implementation & check back

Could set a fixed schedule

Core processes done by team

Deal with laggard stores directly

Long tail does not hold up project

3 Periphery then Core

Non-core process documents are

provided to all to implement to start,

then teams go in and implement the

core customer related processes later

Allows all stores to make progress

Can motivate changes locally

Allow focus of team on core process

Lose continuity of learnings

4 Peer Help

A Train the Trainer model where core

stores implement the change, then

exchange staff and support the stores

in close physical proximity

Reduced team numbers

Local focus / cooperation

Reduced lead-time

Reduced central standards

5 Call Us

In this option resources and some

limited support are offered to all

stores, possibly at once, then they

reach out to have an audit done

Teams focused on helping / audits

Benefits realized sooner / all over

Lack of conformity in implementation

Reduced central control of change


The different Metrics options and our plan should be discussed, so as to properly focus the project, reporting and priorities of the team.

CLIENTX Metric Discussion

# Top Level Area Description / Questions Answered

1

The Project

Progress /

Status

Status of the project as compared to targets. This is both in terms of

time, task completion and status of issues and action items.

2 Costs Expenses and investments in both project and changes in the field.

3 Resources Deployment of resources & training as compared to expectations.

4 Scope Scope agreed upon and changes and additions requested.

5 Action Items Quantity of open/closed items brought up during the course of the

project. This is more in reference to individual items versus a count.

6 Risks Track on-going risks and identify new ones. Assess impacts, potential

and the employment of mitigation.

7

The Business

Financial Financial impact of costs and improvements, a model to predict

performance and help make decisions, e.g. Gross Margin by store.

8 Operations Operational metrics that could provide insight to change impacts.

9 Quality &

Satisfaction

Overall assessment from Customers with respect to Quality of results

of Service, or Staff on overall Workplace Satisfaction or with Project.

10 Adoption &

Compliance

Level of adoption of new processes or level of compliance to

PROJECT objectives and roll-out. (could be seen as a Project Metric)


PROCESS PAGE DELETED, CLIENT INDUSTRY INFORMATION

CLIENTX DELETED


Below are 5 key Change Management Tools that we would need to consider developing. Details/options would be laid out in the first week.

CLIENTX Change Management Tools

Tool Name Description/Value

A Change Impact

Assessment

Document and prepare for any changes related to processes, policies, systems and

data and understand the impacts of those changes. Changes should be mapped on a

quadrant by Degree of Change versus Quantity of People Impacted to understand

priorities. Given that acquisitions all will have a great variety of conformance (or lack

of), they may be required to be assessed on a site by site basis.

B Process Change

Documentation

Details of all the processes and supporting details. Assuming this was completed or

mostly completed in the Pilots. One issue is that the ‘Current State’ Process will most

likely not be consistent due to all the variants that are most likely resident in all of the

different locations. This is easy to accommodate given that the goal is the ‘Future

State’ and we can drive people into that process from any method currently used.

C Communication

Plan to Impacted

Stakeholders

Develop a Communication Plan by Phase of the project. Not sure if most of the focus

and changes will be in the field or not, but all groups should be considered and

included if needed. Some of the methods to do this include: Road Shows, Videos /

Peer Success Stories, Email updates, reporting, Demos and Focus Groups (with

respect to understanding how things went and what could be better for next stores).

D Readiness

Assessment

Evaluate the degree of change by location, and assess the readiness/willingness and

ability to accommodate it. This is complicated, but without doubt some locations or

entire acquisitions will prove to be more challenging than others. Some cultural

evaluations and parameters will need to be reviewed, and will be of great value as

PROJECT is rolled out across the portfolio of stores.

E Training on

Changes

Identify employee population segments, both by roles and other parameters related to

learning. Build training materials, and attempt to refine so as to accommodate all

variations of ‘Current State’. Conduct Training Pilots first, and revise during the

implementation as improvements become obvious. Create a logistics and roll-out plan

that will enable the implementation to fit within the targeted budget and time frame.


CLIENTX has a lot of people that it will need to accomplish this. Below is the start on the conversation of ‘where will we get people?’

CLIENTX Resource Sourcing

# Where Who Thoughts

1

External

Consultants

Always a safe bet, but outside of adding a possibly couple

more, probably overkill. This project will require a lot of bodies,

and too many consultants would be a poor use of cash as

opposed to getting more of the less expensive people below.

2 Non-Consultant Contractors

This would be a more effective use of resources, and should be

considered in the event that some of the options below are not

viable. The skills needed for execution of this can be taught or

are present in a variety of individuals available.

3 New Hires (HQ or Field)

This is my preference. Idea would be to forecast staff additions

for the company in next 18 months. Start hiring people with

those skills to backfill departures or growth needs, but start

them off as Team members for this project first.

4

Internal

HQ Staff

Some HQ staff will obviously be a part of this, but no client ever

is willing to give up their best line staff for projects. They can’t

afford it, so they offer up those that are ‘available’. If we want

the project to be successful, we need to balance this.

5 Field Management

This is a great group, but a tricky one. Depending on which

implementation option we use, these could really be the leads,

especially within their local areas. As with HQ Staff, we need to

beware of engaging the best, versus the available.

6 Field Staff

Line staff at stores should be a great resource. Within Metro

areas, they can be moved around fairly easily to either learn or

teach, and their knowledge and path to the Future State should

resonate well with their peers at other stores.


Below are some of the major variants of decisions for the roll-out. (1/3)

CLIENTX Roll-out Options

# Area Option Description Rationale

1 Macro Level

Geographic

Focus

Outward Start in HQCITY, move outward to

neighboring states then to furthest away

HQCITY will have the most control

and best cohesion to a corporate

initiative, can involve more people

Inward /

Periphery Start at furthest away, inward back

towards HQCITY and HQSTATE

Attack the ones that will be the

hardest first, learn the most, obtain

the most push back first

Oldest Stores which have been part of

CLIENTX the longest

Understand the change versus how

we do things today, and have the

most likely staff buy-in

Newest Stores which have been part of

CLIENTX the shortest

As part of the transition from an

acquisition, better to make changes

here as we would have anyways

Random No focused order, just select at random Not sure why you’d want this, but it is

an option

Internal

Structure Using Regions or other structure to

either consolidate or disperse efforts

Due to political motivations, might

want to focus or spread out given

Regional Management structures

Size Size of the locations in terms of revenue

or staff at the location

Might want to tackle the larger stores

first, then move on to smaller ones

Resistance The expected level of resistance to

adoption of new ways, either greatest or

least

Least resistance provides quicker

wins, while greater provides better

learning and tackling hardest first

Other We can discuss other options Curious to see which ones I missed





2 Overlap

None Vision is to take a batch of stores,

implement it and then start the next

when done.

Get a store started then finished,

move on to the next so we know that

things are running the way we want.

Planned A stepped program where some overlap

between batches is planned

This is similar to Rolling, but here the

bulk of the effort is completed before

additional batches are started.

Fall Back No overlap is planned, but some

overlap or residual is provided for as

unforeseen events will cause this.

Do not think Fall Back or None are

viable options given the number of

stores, the number of teams would

be costly and prohibitive.

Rolling

There is a constant overlap on the

implementation as the teams move in,

get things started, then hand off to the

store staff and follow-up later.

This model would have the most

stores in-work at once, and could

become unwieldy from a coordination

stand point.

3 Batch Size

Large A large batch size might be a few dozen

at a time

A lot of risk to do many at once,

though could be efficient as far as

staffing goes

Small Smaller batches could be 4-10 stores

Easier to manage, but would need

larger number of teams to make

schedule, plus greater risk of

variations across the teams

Variable

Could vary over time, maybe starting

with smaller numbers then moving to

larger ones as process is refined or as

more trained people come on line

This is an interesting option, and not

sure what the current plan is





4 Micro Level

Geography

Nucleus

Store

Implement in a ‘nucleus’ store, then use

their success and staff to roll-out later

into the other stores nearby

Not sure if this is realistic from a

travel perspective, depends on how

many teams you field, but is a viable

option from an adoption perspective

Proximity

/ Metro Roll-out in groups so teams can work

the different areas together

Makes most sense from a travel

efficiency standpoint

Ignore

Proximity

Disregard proximity to other stores

where implementations are being

conducted

Too hard to manage and makes no

sense from a travel perspective. Not

a real option, but listing it anyways

5 Implementation

Planning

Same

Process Use the same methodology for the roll-

out at all stores

This is an option, albeit not a good

one given variability of acquired

stores

Partial Use a similar structure for all stores, but

then create variants depending on

which acquisition or expected adoption

Possible option with Semi-Custom,

should discuss which makes sense

Custom Build out a specific implementation for

each individual store Too many to do it this way

Semi-

Custom

Create profiles of different types of

stores, then create a set of different

implementation plans for each

This and Partial are very similar, by

far the best options and should be

discussed in detail


Understanding why people on your team resist change is critical so as decisions regarding how to mitigate it, or retain them, can be made.

CLIENTX Resistance Profiles

# Profile/Reason Resistance Rationale Response

1 Autonomy Dislike for not being allowed to

continue to do things the way

they have been done.

People will be used to doing

their ‘own thing’, and resist

outside control and rules

Help to understand the new

ways will be only ways, but

autonomy within them is okay

2 Fear Fear of the new and unknown

Overall resistance and

negative gossip towards new

things and central control

Understand fear drivers, be

tolerant of time to adopt and

how fears were unfounded

3 Loyalty to Others Resistance driven by loyalty to

past owners or management

Will follow those who have

provided them opportunity,

easily convinced by them

Focus on others or look to

move them out from under

those who are resistant

4 Adherence to Past Resistance driven by desire to

retain the old way of doing

things

People are set in their ways,

really believe there are no

better ways.

Invest in time to train them in

the new ways, show

differences in performance

5 Disbelief / Doubt Doubt that the new system will

either work or work better

Skepticism that the new

ways will be better, that their

store is ‘different’ than rest

Demonstrate success, get

their doubts into open to

convince them of reality

6 Inability to Change Could be age or personality,

but this is the sheer inability to

do things in a new method

Sometimes just a personality

trait, sometimes a function of

time in place or intellect

Work to change them, or

make sure not in critical area

7 Inability to Adopt Different than change, this is a

technical or learning issue with

adopting new systems

Possibly a function of

education or intellect, not

very adaptable

Work to change them, or

make sure not in critical area

8 Theft Person is stealing or somehow

profiting from the business

outside their compensation

With little controls from

acquired companies, surely

some people are stealing

Identify, prevent, review for

termination and punishment

9 Toxic or Sociopath Person is just intent on

creating trouble or dissent

People like this love to cause

disruption. Their net impact

is never positive to business

Identify, isolate, terminate


Why Chief Innovation?

CI Why Chief Innovation?


Chief Innovation’s focus is primarily on three functional areas.

CI Our Services

Innovation

R&D

New Product Development

Innovation Strategy

Engineering Management

Commercialization

Ideation Supply Chain

Supply Chain Strategy

Procurement

Inventory Management

Logistics

Sourcing

Operations

Strategy

Strategic Planning

Scenarios/Options

Financial Analysis

New Markets

New Ventures

M&A

The three areas above are our main focus, but over 100 projects at dozens of clients provides a base for addressing unique client issues.


Our functional strength is complimented by a broad industrial and geographic focus from having worked in 7 countries on 4 continents.

CI Industrial & Geographic Scope

Industries

• Consumer Products

• Retail

• Aerospace & Defense

• Automotive

• Construction Products

• General Manufacturing

• Oil (Downstream/Refining)

• Energy (Electric Utilities)

• Public

• Life Sciences

• Financial Services

• Industrial Products

• High Technology

• Steel

Countries (worked in) indicated on map below.

Former Employers

United States

Brazil

Korea

United Kingdom

Belgium

China

India


Our Innovation work and offerings include areas relating to new product development, R&D and idea generation.

• Product Development Process Redesign

• Product Development Post-Mortem Analysis

• Innovation Leverage / Strategy

• R&D Strategy

• Product Portfolio Rationalization

• New Idea Generation

• Organizational Design/ Leading Practices

• Commercialization

• Engineering Management

CI Service Areas - Innovation

Product Development Process Redesign for a Life

Sciences & Nutritional Supplements Company

Product Development process complete redesign for a Life

Sciences company. Led a joint client team of R&D and

Marketing to completely redesign their entire Product

Development Process from ideation to post-launch

evaluation. Project was completed in less than 2 months,

and were asked back to support implementation efforts.

Client CEO commented ‘this process is World Class.’

R&D Strategy for a Major Korean Oil Company

R&D Strategy for Korean Oil company. Co-Led Strategic

Management of Technology case for a +5 Billion USD

Korean Oil and Chemical producer. Developed R&D/

Technology Strategy for four business divisions,

redesigned core technology related processes and

assisted in identifying the activities for their new R&D

center. Case involved leading staff in four countries.

Product Development Process Post-Mortem for

French Conglomerate's Water Meter Division

Performed analysis of Product Creation Process for a

water utility products company to identify areas for

improvement and work to develop a more effective

process. Worked with multi-functional client team with

members from both the U.S. and Europe to redesign

process and identify additional issues needing to be

addressed by senior management.

Note: Many reference projects were completed in partnership or while working at other firms.

Example Engagements


Supply Chain and Operations have been a primary focus over the twenty five years of our work experience.

• Supply Chain Strategy

• Operational Assessment

• Strategic Sourcing / Spend Reduction

• Procurement Process Redesign

• Logistic Network Optimization

• Manufacturing Strategy

• Facility Rationalization

• Manufacturing Planning

• Quality Systems & Development

• Make/Buy Analysis

• 3PL Evaluation and Selection

Operations Restructuring and Built Interim MRP

System for Division of Global Conglomerate

Restructured operations of the industrial products division

for a $5 Billion dollar international conglomerate.

Requested by President to takeover as interim head of

Production Control & Scheduling. Throughput reached

record levels; 30% increase in 6 weeks. Results included a

10% improvement in labor utilization and an 85% reduction

in cost of rework of customer returns.

Supply Chain & Food Manufacturing Expert to

Support Multi-billion Dollar New Grocery Venture

Food Manufacturing Expert for one of the world’s largest

Retailers. Assisted client with development of processes

and creation of information systems for their first Greenfield

manufacturing facility. Assisted the client in understanding

and selecting software packages/modules for the new

plant. Led investigation and creation of the Maintenance

function. Built out and detailed processes for all areas.

Subject Matter Expert for Top 3 Global Retailer for

Redesigning Supplier Management in China

Redesigned Supplier Management Process for one of the

world’s largest Retailers. Worked with a team to redesign

the processes behind the client’s Supplier Management

Process, and led the areas focused on searching,

evaluating and on-boarding new suppliers. Developed top

level data requirements throughout the different phases of

the process from supplier evaluation to on-boarding, and

wrote the business requirements for client’s IT department.

CI Service Areas – Supply Chain

Example Engagements


Strategic Planning, and its related areas, are the third of our major offering areas, and a primary focus of our past experience.

• Strategic Planning

• New Market Entry (e.g. Geography)

• New Venture Development

• Performance/Financial Reporting & Scorecards

• Options Selection & Financial Modeling

• M&A Support

• Acquisition Candidate Evaluation

• Market Assessments

• Due Diligence

• Pricing Strategy

• Turnaround Assistance

• Competitor Assessments

Entry into International Sourcing for a Niche

Retailer of Pre-owned Merchandise

Proposed idea and developed plan to enter into client's last

untapped market. Created plan, researched government

regulations in the area of Customs and Imports, devised

testing to reduce their risk in starting it and coached their

new executive in-charge on how to proceed. Client

currently has contracts and is expanding this area.

Re-Engineering of Reporting/Scorecards for a

Major Government Regulator (Financial Industry)

Led the development and analysis for the non-Accounting

areas for the most significant re-engineering project at the

client’s oversight organization in its history. Functional

areas included Legal, Investigations, Settlements,

Structured Transactions, Asset Management, Capital

Markets/Securities & Real Estate. Mr. Martin, his partner

and a team of 30+ were brought in to scale these efforts.

New Venture in Outsourcing Industry.

Creator, Founder, Chief Executive and Chairman

Co-founded and serves as current Chairman of the world’s

first Job Search outsourcing company, and one of the first

B2C examples of applying offshore labor directly to a

consumer market. Created the concept, wrote the patent

filings, developed the process, found & contracted the

Indian partner, executed the Proof-of-Concept, created the

website structure and copy and launched the company in

early 2006. Experts and the Press agree that nothing

similar to this had ever been done or attempted. (JobSerf)

CI Service Areas - Strategy


Please feel to contact me for any clarification or additional information. Would be happy to come over to explain my ideas in more detail.

• Jay Martin

• Chief Innovation, Inc.

• [email protected]

• (469) 371-7208

CI Closing

mailto:[email protected]


Selected Case Studies

CI Why Chief Innovation?


Chief Innovation’s team has led a variety of Innovation related assignments in multiple industries around the world.

Prior Engagements - Innovation

Client / Industry Service Area Project Work / Results

Industrial Products

Conglomerate

(Water Meter

Division)

Product Development Post-mortem of recent

product launch

Project identified more than

2 years development time

that could be avoided and

over $1 million in savings

Automotive Tier

One Supplier Engineering Management

Engineering Change Order

process redesign

Created new Engineering

Change Order process for

a division of one of the

largest global automotive

suppliers (seating)

Life Science &

Consumer Goods Product Development

Product Development

Process Redesign

Complete process redesign

for Product Development

process. CI is currently

engaged at this client

Major Asian

Downstream Oil

Company

Research & Development R&D Strategy Development

and Portfolio Planning

Created R&D Strategy,

staffing models, project

portfolio focus, and key

processes for major new

R&D facility/organization

Note: Projects completed while at prior firm, with the except of Life Science example.


Chief Innovation has worked with some of the world’s top Retailers in multiple functional areas supporting major initiatives.

Prior Engagements - Retail


Top 3 Global Retailer Sourcing

Sourcing process

redesign for Asian

sourcing across more

than 5,000 suppliers

Complete overhaul for

sourcing process from

scouring to on-boarding. CI

staff was SME and was done

while working at a prior firm

Global Leader in

Retail Segment

M&A Support /

Various Supply

Chain Projects

CI detailed strategic

options for retail chain

along with acquisitions,

targets and feasibility

CI analyzed various acquisition

strategies and targets for

client. Project still underway,

client has retained CI for close

to 10 different assignments

Largest U.S. Grocery

Store Chain (Private

Brands Division)

Manufacturing &

Technology Strategy

Created strategy for

Manufacturing for

division in preparation

for major ERP project

Multi-billion dollar Private

Brand and Manufacturing

division was analyzed and a CI

team member led assignment.

Assignment was at a prior firm

Top 3 European

Retailer

International

Expansion

Served as SME for

new Manufacturing

operations

CI team member, while at a

prior firm, was SME lead for

Food Manufacturing operations

for new concept being

launched into new country


Chief Innovation has a worked on projects in many areas of Industrial products, including Steel, Automotive, Aerospace and Construction.

Prior Engagements - Industrial Products


Global Industrial

Conglomerate /

Holding Company

Supply Chain

Various Supply Chain

assignments (over

five years in two

countries)

Built an Excel based ERP

system for largest division.

Completed various other

projects and asked to do same

work at Indian division also

Major U.S Steel

Company Supply Chain

Led Supply Chain

transformation

As part of a major SAP

implementation (team of 250),

CI team member led the Supply

Chain analysis and

transformation planning

Largest Latin

American Steel Mill

Purchasing &

Maintenance

Closed Purchasing

Function and rebuilt.

Re-engineered

Maintenance function

Closed Purchasing function and

rehired in HQ city, along with

created all new processes.

Restructured Maintenance

function at Mill as a follow-on

Large Construction

Products Company Process Redesign

Redesign of Credit &

Collection processes

Led redesign of Credit &

Collection process for

established Construction

Products (Paint & Wood

products) company

Note: Projects completed while at prior firms except the Industrial Conglomerate, which hired CI for both the U.S. and Asia.


Chief Innovation has experience in both the launching and supporting of new businesses, products and strategic partnerships.

Prior Engagements – New Business


Industry Leader in

Niche Retail and

Reverse Logistics

International Market

Entry

CI developed concept

for client to grow into

new, elusive

international markets

CI designed the strategy,

developed the test, made the

contacts, reviewed laws and

executed the tests. Client is

dominant in U.S., so was critical

Telecommunications

Start-up in Latin

America

New Business

Investor from the

Middle East wanted

to explore a new

business in Amazon

Developed the business plan,

manufacturing logistics, plant

build-up and created investor

proposal for a new cell phone

battery company concept *

New Outsourcing

Segment Leader New Business

Launched one of the

world’s first B2C

outsourcing concepts

(JobSerf)

The company was the pioneer in

an area referred to as Job

Search Outsourcing. Company

has been in the WSJ, G4TV and

quoted in papers throughout the

world. Launch created segment

Well-known Product

Specialists in

Construction

Products

New Product

Partnering

Client created a new,

very innovative

concept that CI

helped evaluate

applications for

CI, in conjunction with Triple

Enterprises, identified

applications for new concept,

found prospects and sought out

partnerships on behalf of client

* Note: Project in Latin America was completed at prior firm.


Supply Chain projects are one of our core service areas. In this area, our industry experience and past engagements are equally diverse.

Prior Engagements – Supply Chain


Health & Beauty

Products Company

Supply Chain

Strategy

Supply Chain

Assessment, Strategy

and Dashboard

COO asked CI to assess their

Global Supply Chain, create a

strategy for the future and

layout the design for a

dashboard for SCM metrics

Major U.S. Utility Sourcing Large scale Strategic

Sourcing assignment

CI worked through other firms

who had sold project. Team

reviewed over $1 Billion in

spend in more than 20 areas.

Promoted over boss to be lead

Dominant Global

Niche Retailer

Supply Chain

Strategy Various projects

CI has been retained by client

to assist with M&A work, SCM

options, partnering and various

Supply Chain Strategy options.

CI continues to work with client

Industrial Products

Manufacturer

Production

Scheduling

Created Production

Scheduling System

Developed Excel-based

Production Scheduling Systems

for two divisions, and requested

to take over department for

operations in the United States


Chief Innovation has a long history in Consumer Products, including a line management role in Research & Development at Pepsico (Frito-Lay).

Prior Engagements – Consumer Products


World’s Largest

Snack Food Company

Research &

Development /

Commercialization

Mid-Level Executive

in Research &

Development Group

CI previously served as head

of Operations for mid-scale

development and test facility

leading a team of more than

50 salaried associates

World’s Largest

Beer Company Metrics & Reporting

Analysis of Reporting

Requirements for

Western Europe

Evaluated existing reporting

used as compared to needs

and priorities in advance of a

major SAP implementation

Top 3 Global

Wine Producer Quality Control

Created the

Framework for a new

Quality System

Client recognized a huge

deficiency in product quality

and operations, and requested

a ‘quality system’ to cover its

bottling operations

Premier Consumer

Electronics Company

Technology

Forecasting

Assessment of Future

Technologies

Client CEO interested in

understanding the expected

future of different dashboard

and passenger technologies

and adoption by Auto OEMs

Note: All projects on page were done while at prior employers.


Chief Innovation has been requested to assist the U.S. Federal Government to help both with the Financial Crisis and War on Terror.

Prior Engagements – Government & Miscellaneous


Federal Government

Agency for Financial

Sector

Process Redesign

Reengineering of the

outputs and

processes of

Oversight Group

Redesigned processes and

format for Financial Reporting.

Client issued new contract for

$11 MM which CI and partners

won & hired/trained new team

Federal Government

Agency for Financial

Sector

Financial Reporting Ramp-up and scaling

of Financial Reporting

Co-led team of over 30 people

completing analysis of more

than 200 institutions

representing $0.58 T in assets

Counterterrorism Unit

of Federal Agency

Product Development

& Sourcing

Analysis of product

development time

from concept-to-dock

for bomb detection

equipment (Argus)

Analyzed processes between

agency and Suppliers to

understand why new projects

took so long and cost so much

Counterterrorism Unit

of Federal Agency Logistics

Logistical analysis of

security choke points

Led four different teams

around the U.S. regarding

analysis of passenger flow

data and queue sizes to deploy

resources for airport security

Note: All projects were completed in conjunction with other firms as the prime contractor to the government agencies.

Date post:	24-Jan-2018
Category:	Business
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