Special Assignments
There are times when executives require a highly experienced consultant who can focus their attention on a specific problem or opportunity that goes beyond traditional coaching/mentoring. These situations usually require a hands-on consultant who can work internally and or externally on behalf of the executive to help achieve a final outcome, gain consensus, represent the executive's position or help forge a resolution to a lingering challenge.
My experience in this area is rather extensive. I find these types of assignments to be both stimulating and professionally rewarding and a big relieve off the shoulders of the executive and often his board. The pricing on these types of assignments is negotiable based on the scope, time commitment and required deliverables.
Below is a short list of assignments I personally undertook:
- Working for the Chairman/CEO of a Nasdaq technology company, I was charged with gaining consensus between the executive team and the board on how to best optimize the ROI on a high growth division which turned out to be a IPO. Then, I became the strategic advisor to the company working with Bear Sterns to take the firm out.
- The Chairman of the Board of a Public healthcare company found that the CEO was perpetrating a fraud on a massive scale. I accepted the CEO position of the firm to remove the CEO, stabilize the company and to move the organization forward. This year-long assignment required me to work with the SEC, FBI and the IRS to resolve the improprieties after which the company was sold.
- The president of a U.S. division of a $60B Germain conglomerate engaged me to help him run the company as a consultant. After putting the firm through my Business Creation Engineering process, the president determined that he was not capable to the manage operations given the new business model my team had developed on his own - hence the need for my guidance which I provided for over two years.
- The SVP Sales at a large Nasdaq technology company requested that I tour the firms 10 regions across the country to lecture and educate the sales managers and their sales teams on my Value Component System approach to improve sales performance as well as share my sales process known as OPIC. Upon completion of the tour, I was to work with his senior team to facilitate the turnaround of the entire sales force. Before completion of the assignment the company was acquired.
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