Expert No. 3337
During my 20-year career I have helped to grow a wide range of businesses, including 3M, Target, US Bank, Thomson Reuters, and Boral Industries. Having been both a consultant and an executive, I take a general management perspective in delivering operating results for clients.
UNIVERSITY OF CHICAGO (1998)
Chicago, IL. MBA Finance and Strategy
NAVAL NUCLEAR POWER SCHOOL (1992)
Orlando, FL. Masters Equivalent, Nuclear-Engineering
UNIVERSITY OF MINNESOTA (1991)
Minneapolis, MN. BS Chemistry
A Company (2005 to present)
I started Inside Consulting, Inc. in 2005 to serve executives who run industrial companies. My practice is focused on helping clients quickly increase cash flow from their operations by optimizing sales and eliminating unnecessary supply chain costs. In addition, I continue to help my clients with issues related to general business strategy, mergers and acquisitions, and market analysis. I also serve as an expert witness in complex business litigation cases where I analyze the value of economic damages.
As interim Chief Procurement Officer for a $400 million business, reduced procurement costs in 31 categories by 16% over 9 months. The savings were achieved by optimizing service levels, changing material specifications, eliminating unnecessary purchases, and renegotiating supply contracts with key suppliers.
Led small team that increased the profitability of a $200 million industrial manufacturing business by 25% in 12 months. Initial brainstorming generated over 200 savings ideas from across the business. The project winnowed the list down to 40 key initiatives that were implemented in 6 months and increased earnings by $7 million per year. Subsequent project focused on procurement spend captured a further $5 million of savings.
Assisted large private equity firm determine whether they should sell their equity in a $200 million building products business or buy out their joint venture partner. Defined and valued the businesses strategic options and the risks associated with each. The client sold its equity in the business at the targeted price.
THOMSON LEGAL & REGULATORY (2001 to 2004) Eagan, MN.
Director of Sales & Marketing
Led 20-person team with revenue responsibility for a $100 million small and individual law firm market segment. Team designed and executed direct marketing strategies, formulated promotions (incentives) to the sales force and tracked key customer sales and retention metrics.
Designed and executed print, direct mail, and telemarketing campaigns that generated $5 million of incremental revenue and a 17.5% ROI; consistently achieved revenue goals; exceeded plan in 2/3 quarters by a combined $5 million while remaining within budget.
Led implementation of new offering that bundled print and internet media products; increased average revenue per customer by 6% and improved customer retention by at least 10%.
Director, Global Strategy
Responsibilities included assisting senior management in clarifying and communicating corporate vision; developing corporate strategy; creating and maintaining strategic planning process; evaluating and prioritizing corporate initiatives; and developing long-term financial projections. Additionally, led teams in resolving strategic business unit issues and overall business unit strategy (e.g., new market entry; product development; pricing; customer evaluation; and company acquisitions).
Architect of TLR'�s corporate strategic planning process approved by TLR'�s CEO and senior business leaders; communicated and coordinated implementation at business unit level.
Uncovered significant growth opportunities for FindLaw; led team in developing strategy and defining go- to-market plan; hands-on role in implementation; achieved 100% annual growth in the first year and is
now viewed as significant driver of long-term growth for the sector.
Led 10-person team in formulating plans to improve customer retention for $2 billion business unit; conducted extensive customer study and review of key customer touch points; recommended plan accepted by senior management; pilot implementation achieved a 15% improvement in customer retention.
Resolved TLR's M&A strategy. Evaluated potential mergers and acquisitions, defined options, and made subsequent recommendations that were accepted by CEO; resulted in TLR's decision not to pursue a
multi-billion dollar global acquisition.
McKINSEY & COMPANY (1998 to 2001) Minneapolis, MN.
Engagement Manager in McKinsey's Corporate Strategy and Business Operations practices. Counseled senior management of client companies on strategic, operational, and performance improvement issues.
Formulated sales and marketing strategies for software company; defined marketing plan, developed selling tools and sales collateral; trained sales force, and made joint "C" level sales calls; closed several sales over $1 million.
Developed growth strategy for $1 billion telecommunications equipment supplier's cable business; screened international growth opportunities; identified product development opportunities based on emerging technologies; plan reviewed and approved by CEO.
Formulated corporate strategy and strategic planning process for Fortune 100 industrial manufacturing company; led successful pilot implementation of planning process; developed growth strategy and implementation plan for key business unit.
Redesigned store layout and merchandising strategy; defined distribution strategy to reduce out-of-stock merchandise for leading retailer; developed detailed implementation plan and budget; out-of-stocks declined by 10% during pilot phase.
US NAVY NUCLEAR SUBMARINE OFFICER (1992-1998)
Bangor, WA. and Chicago, IL. Extensive hands-on leadership experience through rotating management positions in high stress mission critical environment. Directed and evaluated 100-person department.
Developed and executed a plan that increased training capacity from 8,000 to 24,000 recruits while improving performance metrics (e.g., attrition rate) and achieving $150 million annual savings
Managed 15-person team of nuclear power plant operators; team evaluated by Naval Reactors as "Excellent" (rating given to top 10% of operators in the Pacific Fleet)
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