Leading teams to accomplish together what could not have been accomplished individually.
Building on the engineering and business education I received at the University of Illinois (MBA, MS & BS Engineering), I have developed expertise in implementing change and engaging teams to improve complex work flows, resulting in higher quality services, products and sustained cost reductions. Core competencies enhanced along the way include: building teams, change leadership, strategic execution, analytical problem solving, continuous improvement, facilitation and coaching.
Contact me to learn more about how these competencies have delivered results to the organizations I have served.
Leading People is the most rewarding responsibility I have had in my career.
Whether in a corporate, non-profit or volunteer environment, establishing a common objective and creating a work atmosphere of collaboration, accountability and fun delivers every time.
Early in my management career, I learned the importance of structuring the organization and delegating autonomy to alleviate me from being the bottleneck to getting things done. Key to the success of this practice is to have a clearly defined and communicated vision, strategy and objectives.
Consulting has strengthened my emotional intelligence and augmented my influencing skills. These two leadership competencies carry with them the responsibility to use each for the greater good, from which all will benefit.
The Hoshin Kanri matrix is my go-to strategic deployment approach; it cascades the enterprise's 3-5 year strategic break-through goals down to the resources who own the how-to's and the key metrics driving overall system performance. Once developed, the key to success has been ensuring every team member posts and reviews the matrix regularly to ensure what they are working on is contributing to the goal.
I have led successful deployments in global business services, continuous improvement, work management systems, shared services, marketing product lines, data acquisition systems, learning and development programs, employee benefits, education and more. The approach works.
Initiating a culture change to continuous improvement is the easy part. Sustaining the culture is the challenge. The cultural change occurs and is sustained when, and only when, leadership is committed for the long term to the journey...and compensation is tied to the results.
5S (Sort, Set in Order, Shine, Standardize, Sustain) is the recommended starting point. Its an opportunity to engage the entire organization in the effort to bring cleanliness and organization to the workplace. Kind of like Hoarders.
For over 15 years, I have been designing and deploying strategies to optimize and standardize processes in customer experience, engineering, finance, human resources, information technology, manufacturing, marketing, operations, procurement and sales. The expertise is in knowing which tool to apply when.