Situation $300 million privately held electronics manufacturer desired to diversify business from primarily military markets toward industrial applications for its products and technology.

‍Approach Retained by company Chairman to lead the business and scientific team in development of a strategic plan for commercialization and adaptation of existing products and technology.

‍Results Within three months delivered a Phase I plan detailing the company’s relevant intellectual property and potential new product applications, identified value-engineering efforts and manufacturing processes required for success in industrial markets. Performed assessment emerging technologies and target market needs.

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Situation

Small, family-owned financial services firm desired to increase assets under management but could not do so profitably by focusing on existing client base. Founder was hesitant to change ways of doing business, yet realized that the business would not otherwise grow.

Approach

Retained by owner to facilitate development of strategic plan. Worked with firm’s principals to identify and analyze the new target market, develop a revised value proposition and assess ways to increase awareness of the firm’s capabilities.

Results

Within three years average size of portfolios under management increased from $100K to $300K and established the firm’s growth potential in its new target markets. Company was subsequently acquired by a larger financial management company – Founder gained liquidity, continues to work under new management.

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Situation

Privately held $30 million manufacturer of material handling equipment and industrial cranes needed an “outside” businessperson to design a comprehensive strategic planning process and lead the management team through development of the plan. Desire was to gain fresh thinking and address key criteria for the business roadmap via a best-practices approach to planning and an outside facilitator for developing the team’s ideas.

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‍Approach RMet with business owner to confirm objectives for the planning process and the resultant plan. Met with nine members of the management team to gain their input regarding the business’s opportunities and strategic issues and to share with them the initial blueprint for carrying out the planning process. Subsequently tailored the planning process, as well as approach to the group facilitation sessions, to meet the needs of the owner, enable the team’s rapid contribution in group sessions and gain their “buy-in” to the subsequent plan.

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‍Results Created a comprehensive business roadmap which met the needs of the owner and was supported by practical, actionable strategies and action plans. Supported subsequent quarterly reviews of progress against the plan. Was retained by the president in the following year to lead the team through a second planning process.

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Situation

Newly formed economic development entity, privately funded with $2.5 million, required a plan for supporting new business growth in its geographic region.

Approach

Retained by CEO to develop a roadmap reflecting an optimum approach to supporting technology commercialization and emerging businesses. Benchmarked “best practices” across the country, identified required content for support of entrepreneurs and community coordination, developed a plan tailored to resources and the culture of the local business community.

Results

Within one year organization was successfully implementing many of the recommended initiatives and there developed clear evidence of increased entrepreneurial activity, funding and support which has positioned the community for increased growth.

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Situation

$3 million developer of custom software realized risk of existing business model required addition of standardized products, to smooth out revenue stream, diversify customer base and generate higher profitability. Management lacked a roadmap to achieve these objectives.

Approach

Retained by President/CEO to lead team through assessment of company’s core competencies and identification of new market opportunities; identified key strategies/actions required to implement a “standardized” software product line for the targeted business applications. Recommended acquisition strategy.

Results

Within one year company was successfully marketing a suite of new products, improving profitability and growth positioning. Continued expansion currently being enhanced via selective acquisitions.

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Situation

$500 million automotive parts manufacturer, with 17 plants worldwide, lacked a formalized strategic planning process involving key operating people among the staff, factories and field sales-force.

Approach

In role as CFO, developed a comprehensive strategic planning process from scratch – working with key management and staff in each functional area and geographic location of the company. Led the annual planning process and established interim progress checkpoints.

Results

Over four-year period company was able to optimize its response to new market opportunities and to leverage emerging technologies toward new product development. Sales grew to $750 million, profitability achieved a 50% return-on-net-assets. Planning model was subsequently emulated by Corporation parent.

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Situation

Family owners of $120 million producer of Italian specialty foods desired growth to $150M within three years but lacked a cohesive business roadmap identifying strategic priorities and requisite resource requirements so that they could align cash-flow planning to support the Plan. Issues were also present in product strategy relative to current distribution versus opportunities in higher growth markets.

Approach

Designed, developed and facilitated a comprehensive strategic planning process with 14 members of the management team. Assisted in the identification of strategic priorities and creating rationale for decisions around them, identified looming competitive and regulatory issues which needed to be addressed, organized the development of specific action plans and timing to support each functional strategy.

Results

Company achieved clarity regarding key priorities for the coming three years and buy-in by each member of management who would be charged with carrying out the Plan. Most importantly, the planning process drove difficult decisions regarding product strategy – which products should be dropped and which should be given stronger support and broader distribution.

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