Challenge:The client was informed six months prior to end of the year that their sales system was not Y2K compliant and the vendor could not guarantee how the system would function.
Goal:Implement a sales system within 90 days to replace non-compliant year 2000 sales system.
- Completed accelerated requirement analysis with the executive and sales team.
- Led the technical team design and development of system.
- Oversaw data conversion and testing during implementation.
- Conducted training of sales and management team.
- System was delivered ahead of schedule with reduced functionality to reduce risk and assure the non-Y2K sales system was replaced on time.
- Follow-on projects added functionality as needed to add full functionality as needed by sales.
Challenge:HIPPA compliance was fast approaching while many other mission critical projects lie in the balance. CIO did not have enough "bandwidth" to oversee this major regulatory compliance initiative.
Goal:To complete HIPPA regulations compliance upgrades to their nationwide operational system assuring that no interruption in service is experienced by their thousands of pharmacy clients.
- Researched HIPPA requirement.
- Reviewed independent findings of 3rd party legal consultants.
- Worked with executive management to understand strategic objectives of the upgrades.
- Led the team to completing all needed system changes, training, and implementation activities.
- Conducted weekly status and progress reporting to executive management.
- System was completed 4 month ahead of schedule and under budget.
Challenge:Facility was only operating at about 15% – 20% of its operational capacity. As a result the ROI for investors was not at a level that was acceptable to their investment. They wanted a greater level of return or repayment of their original investment.
Goal:To develop a marketing strategy and plan to increase revenue through new customer acquisition and increased repeat business by existing patients.
- Analyzed current marketing efforts and to determine effective and ineffective campaigns.
- Looked for areas where current marketing efforts could be slightly modified to increase effectiveness.
- Implemented program to develop new distribution channels
- Used a patient reactivation campaign for a quick revenue boost.
Increased patient traffic by 15% during the first month and ultimately increased profits by 37% for the year.
Challenge:DE, Inc. was approached by the owners of a multi-company portfolio after several years of receding profits which had reached 1.4% overall. While the companies were created for a purpose, there was not an overall strategy which drove the purpose of every decision. Thus every opportunity that came their way was painstakingly evaluated and reevaluated because no primary goal was established for the portfolio. Add to this the state of the construction and real estate markets during the period of 2007 – 2012. Many would not believe anything other than receding profits was possible.
Goal:Develop the portfolio of businesses in such a way that $500,000 in passive income is generated annually at the time of retirement.
- Began by stabilizing the current businesses, implementing a series of management systems primarily around market, sales, and production to accelerate, predict and monitor cash flow.
- Develop sufficient commercial real estate property to generate $500,000 in profit annually.
- All portfolio assets are directed toward this goal with the exception of the home design company which was the “cash cow” of the portfolio.
- Use the architectural firm to design properties to be added to portfolio.
- Use the commercial construction company to build their portfolio properties.
- Add property companies as needed to separate and protect real estate assets.
- Develop a succession plan to allow all businesses within the portfolio to operate without day-to-day owner involvement.
- Stabilized home design company within first 4 months.
- Increased overall profitability from 1.4% to more than 15.4% and assets by 226% during the 2 year period.
- Property development sparks interest from other larger property developers creating new opportunities for both the architectural firm and commercial construction company.
- Hired a full-time architect to act as the principal architect for the architectural firm.
Challenge:Projects across the entire city have inconsistent results. Some are completed on-time and within budget, while other seem to go on for ever with 2 and 3 times the original estimated cost.
Goal:More consistent results and a reduction in overall operating and capital budgets because of continued reductions in tax revenue for the municipality.
- Assessed the current state of project management across all departments within the city using aPRO standard.
- Identified the PM strengths and weaknesses of the organization.
- Facilitated a full-day requirement gathering and planning session with executive management team to define the PMO requirements.
- Helped assistant city manager in establishing a PM policy for the city
- Designed and implemented training for 150 directors, managers, supervisors and team members that consistently manage projects to assure all work is more effectively managed.
Within 6 months project are completed in 11% - 15% less time.
Challenge:No centralized method to collect sales leads and track opportunities. The company was attempting to expand through new customer acquisition, however the lack of control over sales information was sales team expansion nearly impossible.
Goal:To implement a fully functional SFA solution as cost effectively as possible using as much out-of-the box functionality as possible.
- Conducted initial requirements gathering.
- Completed a preliminary design for approval by client.
- Used approved design to configure the existing system for use by the pilot sales team.
- Conducted installation and training for pilot team.
- Successfully implemented pilot system with only addition of one custom designed screen to collect industry specific data.
- System was so successful it was packaged as a premier front-office system for the PEO industry
Challenge:Business analysts manager was transferred to the engineering department. The IT director needed the remaining business to each operate independently and manage all projects across the entire enterprise.
Goal:To create a self-directed work teams that can receive and manage all IT projects across the entire enterprise.
- Led team discussions to develop project management framework requirements.
- Established baseline projects to test framework.
- Performed weekly coaching of team members over 3 month period.
- Team of 4 business analysts became self-sufficient and completed 17% more projects than previous year.
- A previously failed project after 2 years of struggle was resurrected and successfully completed in less than 6 months.
Challenge:Workers were placed in charge of projects but did not have the necessary skills to successfully complete the projects. Training the entire supervisory staff was phase 1 of this project. However, without assistance from knowledgeable PM's it quickly became apparent that something more was needed. Because IT was involved in nearly every cross-functional project, it was decided to provide a higher level of assistance to the analysts to make them PM's. Then they would act as the PM liaison to the project teams and executive with sponsorship for the initiative. While not called a project management office (PMO) within the company, the concept is not far from the intent of a PMO.
Goal:To complete more enterprise projects on-time and budget to reduce overhead-costs and increase opportunity cost for new initiatives.
- Revisited small project management (SPM) training provided across the company several years prior.
- Conducted PM competent model to determine each programmer analysts PM competencies.
- Conducted Profile International ProfileXT to determine each programmer analysts strengths and weaknesses.
- Design specific coaching plans based on each persons assessments.
- Applied weekly coaching assistance on projects that each team member was currently working to take project through entire project life-cycle.
- Provided assistance as necessary until each PM felt comfortable applying the PM skills on their own.
- Turned team loose on a plant consolidation where a mid-western plant was shipped and integrated within the Clearwater-based operation.
Nearly 27% more projects completed the following quarter than any of previous 4 quarters.
Challenge:Accounting and reporting for controlled pharmaceutical samples was conducted using a manual and very cumbersome process. The result was a high degree of inaccuracy and a reporting cycle that took 4-6 weeks to complete.
Goal:To streamline the FDA drug sample tracking process and create greater accountability of field inventory of controlled pharmaceuticals.
- Facilitated discussion of cross-functional team.
- Address current reporting challenges and identify requirements.
- Redesigned the process to reduce it from 23 to 17 procedures.
- Designed a mobile computing solution to collect field data from sales reps and communicate data back to corporate daily.
- Streamlined reporting from monthly to daily.
- Cut staff by 1 clerical FTE.
- Increase sales forecasting from 4-6 weeks to 1 week.
- Reduced inventory loss and errors by a factor of 7.
Challenge:Processing a newly acquired client was an intensive paper chase for this major PEO player in the industry. It sometime took days to process a new client which impacted nearly every aspect of the operation and slowed revenue.
Goal:To streamline new client data collection and new client acquisition process through the proper use of technology at 40 branch locations across the southeast.
- Worked with executive management to develop a project strategy to decrease project risk and overall cost.
- Completed all requirements analysis and developed all system specifications for product evaluation.
- Saved 3/4 million on a software product selection by recruiting and managing end user, support, and technical personnel in a vender selection process.
- Negotiated final contract with vendor to minimize company liability and lock in long term cost on software, support, and development services purchased.
- Sales cycle and new client data validation time cut by 23% and 78% respectively.
Challenge:The company struggled for more than a year to get their production software implemented. Tied nearly full-time on selling and delivering their services to their customers the COO needed help getting the system up and operational.
Goal:To get the system up and operational within their technical infrastructure and used by production as part of their service delivery.
- Validated business and technical requirements.
- Developed test plan, cases, and data to conduct acceptance testing.
- Oversaw training, development, and implementation by the software vendor.
- New technology allowed production department to complete production in 1/3 the time of the previous manual process.
Challenge:After receiving $1.2 million in SBA funding, the founder and her advisory team was operating with a high-level funding business plan. They had no real idea of what it would take ad within what timeframe in order to achieve the plan.
Goal:To get an “at risk” startup business operational before its 6 months of startup capital was totally expended.
Solution:Directed all aspects of bringing the plant online including
- development of the 3-year detailed business plan
- Budget and financial management
- Plant construction.
- Dairy equipment installation.
- FDA certification
- Material purchase and logistics
- Risk management.
- Provided business with a fighting chance by getting plant online 2 months earlier and developed a financial plan extending capital for an additional 4 months.
Challenge:After not reaching an ownership agreement with a major eyeglass facility this world-renowned surgeon needed a vehicle by which to offer surgical services to those patients in need. He decided to open his own private practice.
Goal:Open a private surgical practice operational while minimizing cost and resources.
- Developed a marketing plan that developed an extensive distribution channel through independent optometrists to minimize required advertising.
- Also, used area hospital and outpatient centers to eliminate the need for an office.
- Finally, applied a series of off-the-shelf technology to create a “virtual practice”.
- All this was implemented without the need for a physical medical office.
- Reduced overhead cost by nearly 90% and increase profit potential by 250%.
Challenge:Most radial keratotomy (RK) surgeons ran independent practices, knew little about marketing, and had no systematic method by which to manage the sales process for qualifying, selling, and managing interested patients interested in RK surgery.
Goal:To launch the system created for ophthalmologist into a marketable product to other physicians outside partner's local market.
- Commercialized the processes and software system created to "virtualize" an ophthalmologist's practice.
- Designed and developed system base on proven "best practices" implemented in an off-the-shelf" CRM solution.
- Developed the documentation and training to complete the product.
- Unveiled product at an annual ophthalmology conference.
- Developed corporate sponsor affiliates to help fund marketing the product to the industry.
- Successfully completed implementations in 3 direct markets - Vancouver, New Jersey, and Alabama
Challenge:Rapid rollout of a new software development life-cycle (SLDC) to minimize impact to projects by allowing fewer new projects to be started under the old SLDC and then requiring later conversion to the new methods.
Goal:To train 2,400 IT professionals on use of the new Software Development Life Cycle.
- One of a team of 5 technology professionals hired for the rollout.
- Advised executive steering committee on final SLDC approval and training material design.
- Facilitated training for more than 20 ½-day introduction and 2-day hands-on classes over a 5 month period.
- Training completed with high performance marks on nearly all classes over a 5 month period.
Challenge:To overcome the misconception that time-to-market for a new idea/business/technology takes years to accomplish. TechStar proved it could be done and Tampa Bay was ripe for with entrepreneurial talent if the local market could be shown it was possible.
Goal:Accelerate stage 1 growth companies to gain early funding investment more rapidly.
- Acted in a mentorship role for several companies within the program
- Applied DE, Inc. strategic planning method and tools to these companies to accelerate their business planning.
- Provided advice and council to all 6 companies as they prepared to “pitch day” to potential investors.
- Two companies gained between $250,000 and $500,000 in first round funding..
Business ServicesAt Generations Carpet Cleaning (GCC), carpet cleaning runs in our blood! Owner and operator, Mike Rowe, is 1 of 14 men in his family to clean carpets and 1 of 7 to own their own business. http://www.cleangenerations.com/
ProblemMike and Jennifer Rowe were offered an opportunity to relocate to start another business but weren't sure what they could do with their current operation. The business was not self-sustaining and as a result would not fetch anything if they sold it. By happenstance, Mike met DE, Inc. founder, Dino Eliadis at a networking event. Mike and Jenn met Dino who introduced the the owners to ther idea of business self-sustainability. This was the direction they wanted to take GCC and decide to begin working a plan!
Goal:To build the business to a level that it will provide the Rowe's a sustainable income without them being present in the business so that they can go off to pursue other interests in 2-3 years.
- Completed a Business Accelerator Assessment to get an immediate snapshot of the business and owners desired outcomes.
- Schedule a owners retreat to begin formulating a strategy and action plan to achieve their goal.
- Supplement with business coaching to educate Mike and Jenn business management and leadership skills to the level necessary to operate their business a the size necessary for success.
- Immediate became awareness of maximum revenue their business is currently capable of generating and became reenergized to life and their commitment to their business.
- Realized they have made some of the same mistakes numerous times over the past 15 years including hiring in hopes of building up the business without first creating a solid action plan.
- Got of accounting/records in order and expanded weekly reporting of sales and marketing.
- Increased topline revenue in 5 months by 52% and within 10 months by 75.4% with monthly growth tracking at 7% per month!
- They’ve hired 3 new technicians and are planning for new equipment in the next 6 months.Immediate awareness of maximum revenue their business is currently capable of generating.
Challenge:The current system did not allow for extensive analysis of data cross-referencing requirements, vendors, and project. For many construction and building product manufacturers this process was an exhaustive manual process that often left less than desired results.
Goal:Use Optimation technology platform with minimal programming modifications to develop a tool to analyze McGraw-Hill’s Dodge Report data to conduct better marketing and relationship management.
- Conducted extensive data analysis.
- Designed method for loading and cross-referencing data between product manufacturers and construction companies to help target project selling from a multitude of perspectives.
- Oversaw development of prototype that was used to demonstrate the technology for McGraw-Hill corporate sales and marketing efforts.
- Created a sales funnel of 10 different major construction companies and building product manufacturer for future sales of the final product.
Challenge:Data was spread across a number of legacy mainframe systems that needed to tie to new mobile systems for the sales and marketing personnel deployed throughout the state.
Goal:To improve lead distribution, contact management, and sales reporting for the enterprise.
- Consulted with marketing director to determine current process.
- Designed prototype for submission and underwriting a workman’s compensation applications integrated with legacy back-office systems.
- Expanded after prototype acceptance to a contact management system for account tracking of agency activity for company-wide rollout.
Successfully delivered prototype and received approval for full system roll-out across the organization.
Challenge:Telemarketing team was falling short of goals because the current manual process and tools were too slow and antiquated.
Goal:Business unit manager wanted to develop standard telesales process for business unit and implement system to automate environment.
- Worked with business unit manager to understand current marketing process.
- Recommended areas for application of technology to increase efficiency.
- Modified an off-the-shelf CRM package to implement the process.
- Added outbound fax/server solution and dial-out using TAPI telephony to speed telerep call follow-up.
Increase out-bound calls by more than 75% in 6 weeks.
Challenge:One of the founders was splitting his time between sales, operations, and administration which was standing in the way of growth for the business. While they understood that they needed someone to step in and manage production, it was not yet a full-time job and they did not yet have the revenue to fund hiring a production manager.
Goal:Increase operational capacity of operations function to scale with sales goal to increase revenue by 70%.
- Hired DE, Inc. to step-in as a member of the executive management team on a part-time basis.
- Increased staff from 7 to 23 in 6 months.
- Expanding facilities,
- Extend current and added new technical infrastructure.
- Reduced overall corporate risk by leading development of company continuity plan
- Reduced time to deliver by 25% and product development cycle by 67%
Challenge:Board and granting organization wondered what was needed to support an expansion of the non-profit with a $1.5 million grant that was to be awarded. Because the program was outside the organizations current scope the Board felt that there was some level of risk in expanding.
Goal:To determine risk and staff capabilities to execute a major organizational changes presented in a $1.5 million grant proposal.
- Conducted surveys and interviews with all personnel.
- Reviewed different dimensions of change to determine fears, resistance, and strengths.
- Used a 3rd party skills assessment to determine staff potential.
- Developed a recommended implementation plan based on all findings for the executive director and board.
- Significantly reduced implementation risk for organization's $1.5 million program by providing the knowledge where new skills were required and what resistance was most likely to interfere with implementation of the new program.
- Provided recommendations on potential contingency plans to deal with resistance or alternative implementation strategies to mitigate the resistance.