Leadership and Enterprise Transformation
Dallas/Fort Worth Area
Leadership and Enterprise Transformation
Dallas/Fort Worth Area
Recognized as a hands–on Practice Leader in the following areas; Strategy Execution, Leadership Development, Performance Management, Change Management and Enterprise Transformation. Possesses excellent interpersonal and leadership skills; demonstrated ability to build high performing teams and lasting client relationships. Can quickly identify critical client needs and develop effective solutions to improve performance. Is most effective in collaborative environments develops consensus and implements measurable results. Has experience in both represented and non-represented manufacturing environments and multiple industries (Energy, Hi-Tech, Retail) and multi-national organizations.
Areas of expertise include:
• Strategy Execution
• Leadership Development,
• Performance Management
• Change Management
• Enterprise Transformation
(Management Consulting industry)
March 2007 — Present (2 years 5 months)
(Privately Held; 201-500 employees; Management Consulting industry)
May 2004 — December 2006 (2 years 8 months)
Responsible for the introduction and development of the North Highland office in Dallas which included all activities associated with starting a new business; Business Planning, Business Development (Marketing and Sales),Recruiting, Team Development and Service delivery. Included were all administrative duties from budgeting to collections. The office went from zero revenue to $2 million in 18 months.
(Public Company; 501-1000 employees; Management Consulting industry)
July 2002 — October 2003 (1 year 4 months)
Led the Strategy, Organization and People team for the Southwest; typical projects were related to project and change management associated with an SAP, Oracle, People Soft, Kronos and Seibel.
(Partnership; 10,001 or more employees; Management Consulting industry)
January 1997 — July 2003 (6 years 7 months)
Partner responsible for a 5 State region with 3 main offices in Dallas, Houston and Denver. Market responsibilities included Sales, Customer Relations and Service delivery. There were 100 professionals in the regional team. Met and exceeded personal sales goal of $3.5 million each year and team goal of $14 million.
/Global Account partner, directly responsible for selling to specific key target Clients. This required the coordination of various service lines that were organized under Audit, Tax and Business Consulting. Sales calls were directed to the key C-level people (CEO, COO, CIO, CFO and EVP of Sales). Successfully sold projects related to IT strategy, asset management and a supply chain assessment of their maintenance organization.
(Partnership; 10,001 or more employees; Management Consulting industry)
March 1995 — January 1997 (1 year 11 months)
Key responsibilities included Project management, solution delivery, client satisfaction and business development. Key projects included CRM system selection and business restructuring in the Hi-tech and telecom industries.
(Public Company; 10,001 or more employees; oxy; Oil & Energy industry)
January 1985 — March 1995 (10 years 3 months)
Various Management Positions
Areas of increasing responsibility included Labor Management Relations, Employee Development, Process Safety and Transportation planning.
MA , 1981 — 1984
BA , 1974 — 1977