Project roll-out Implementation - decisions & options

1Jay Martin May 2017 CLIENTX.ppt
Date: May 2017
Presentation:
CLIENT X
Chief Innovation
Jay Martin
Implementation Plan Ideas
Large Industrial Retailer

The following are just some of my ideas on the subjects I expect to be
of interest to CLIENTX for this role and project.
Subject Page(s)
• PMO & Components 3-5
• Implementation Options 6
• Metrics 7
• Processes (client specific, deleted) 8
• Change Management 9
• Resources (Project Staffing) 10
• Roll-out Options 11-13
• Resistance Profiles 14
CLIENTX Table of Contents
Note: I had made this deck for a final interview to lead the PMO for a
large transformational project. Didn’t get it, but thought I post this.

A PMO is a Program Management Office or Project Management Office,
with the latter being to manage a specific initiative (e.g. ERP install).
• A Program Management Office is usually tasked to manage multiple
initiatives across a company.
• Many times these are set-up for specific reasons, such as embarking on
a transformation or a merger, or as a permanent support function.
• Information Technology and related areas are the most common focus,
but Supply Chain also is a common area in which to have PMOs.
• PMOs allow for centralization of project activities, distribution of
resources, scheduling of commitments, coordination of suppliers and
contractors, and metric tracking/communication for an organization.
• A PMO also allows Management to leverage the infrastructure to add or
prioritize new initiatives and ensure minimal disruption or the creation of
redundant management resources.
CLIENTX What is a PMO? Why do you need one?
PMOs can be very effective organizational additions, and they both
have many options as well as many places where they can get off track.

The process for setting up the PMO can be described with 5 stages.
CLIENTX Set-up Process
Definition Set-up
Project
Plans
Operation &
Reporting
Transition
Deliverables or End-State
PMO Charter and
Scope are structured
and understood
Core of PMO
infrastructure ready to
have projects added to
portfolio
Individual projects are
added to PMO portfolio
Projects are being
worked and required
reporting and
communications issued
PMO control is
completely transitioned
away from consultants
and transferred over to
company employees
• Confirm objectives
• Agree on Scope
• Present options
• Discuss Governance
• Review budget(s)
• Confirm resources
• Request existing
processes or activities
• Document and publish
results of above
• Establish organization,
e.g Steering Committee
• Build infrastructure
• Identify known projects
and teams
• Agree on Metrics
• Create common formats
(e.g. process)
• Select PMO tools (e.g.
SharePoint)
• Make PMO
assignments and roles
• Develop/agree on
Reporting to Executives
• Identify existing and
known projects
• Build a portfolio
• Assess baseline
performance
• Agree on targets/timing
• Create schedules
• Gather existing
documentation
• Assign staff (when able)
• Agree on priorities
• Build an overall Income
Statement Model
• Identify Project Risks
• Map dependencies
• Manage project
planning
• Add new projects to
portfolio
• Adjust priorities
• Report to Executives
and other Stakeholders
• Track benefit realization
• Balance and request
resources
• Update Financial
Model(s)
• Coordinate training
• Perform QA/QC
• Identify and disseminate
Best Practices
• Decide on transition to
internal resources
• Set timing and internal owner
• Build transition plan
• Slowly pass responsibilities
over
• Ensure transition was
successful
• Create process for client to
reach out to CI for questions
• Snapshot comparison of start
of PMO to transition point
• (Note: Some PMOs are
meant to ‘end’ if they are
event or project driven)
1 2 3 4 5

The PMO will focus on a variety of critical areas for its success and
that of the company, mostly within the ‘Operating & Reporting’ Phase
CLIENTX Major PMO Activities
# Area Description / Activities
1 Project Objectives / Charters Overall objectives of the Project(s) or managing ties to the Corporate Goals.
2 Governance
Operational rules of both the PMO as well as specific project management. Regular
meetings, along with executive updates should be planned out as well.
3 Organization & Roles Define contribution of groups (e.g. Steering Committee) or individuals.
4 Planning Overall planning of individual projects as well as their fit within the scope of the PMO.
5 Metrics & Measurement
Focus and calculations of different metrics, including progress, financial,
achievement, financial, quality and timing. This includes targets also.
6 Benefits Realization The realization of actual, tangible benefits as a result of the efforts of the projects.
7 Reporting & Communications
Developing reporting on the metrics, along with a comprehensive stakeholder
communications plan is key to the success of the projects and the PMO itself.
8 Resources Assigning, requesting, deploying and managing resources across projects.
9 Change Management
Provide the leadership, tools and direction to ensure that new processes and
changes are understood and adopted throughout the organization.
10 Training
Training in new processes includes the dissemination of knowledge or to support the
adoption of new processes.
11 Priorities Set project and resource priorities to support overall corporate objectives.
12 Processes Develop and implement new processes and supporting controls.
13 Risk Management Identify, track and manage risks to the project, company and employees.
14 Tools
Tools refers to things like collaboration software, e.g. SharePoint. This also includes
Knowledge Management storage tools as well.

Implementation Options – below are some top level ideas on execution.
CLIENTX Implementation Options
# Name Description Pros / Cons
1 Big Bang & Stay
Stores have the team kick-off the
transformation of all processes, then
guide them until they are finished
Need a lot of teams to do this
Timeline would be in jeopardy
Would provide for greatest control
Permit perfection before roll-out
2 Big Bang & Leave
Stores have the team kick-off the
transformation of all processes, then
after a set time, leave them to finish
the implementation & check back
Could set a fixed schedule
Core processes done by team
Deal with laggard stores directly
Long tail does not hold up project
3 Periphery then Core
Non-core process documents are
provided to all to implement to start,
then teams go in and implement the
core customer related processes later
Allows all stores to make progress
Can motivate changes locally
Allow focus of team on core process
Lose continuity of learnings
4 Peer Help
A Train the Trainer model where core
stores implement the change, then
exchange staff and support the stores
in close physical proximity
Reduced team numbers
Local focus / cooperation
Reduced lead-time
Reduced central standards
5 Call Us
In this option resources and some
limited support are offered to all
stores, possibly at once, then they
reach out to have an audit done
Teams focused on helping / audits
Benefits realized sooner / all over
Lack of conformity in implementation
Reduced central control of change

The different Metrics options and our plan should be discussed, so as
to properly focus the project, reporting and priorities of the team.
CLIENTX Metric Discussion
# Top Level Area Description / Questions Answered
1
The Project
Progress /
Status
Status of the project as compared to targets. This is both in terms of
time, task completion and status of issues and action items.
2 Costs Expenses and investments in both project and changes in the field.
3 Resources Deployment of resources & training as compared to expectations.
4 Scope Scope agreed upon and changes and additions requested.
5 Action Items
Quantity of open/closed items brought up during the course of the
project. This is more in reference to individual items versus a count.
6 Risks
Track on-going risks and identify new ones. Assess impacts, potential
and the employment of mitigation.
7
The Business
Financial
Financial impact of costs and improvements, a model to predict
performance and help make decisions, e.g. Gross Margin by store.
8 Operations Operational metrics that could provide insight to change impacts.
9
Quality &
Satisfaction
Overall assessment from Customers with respect to Quality of results
of Service, or Staff on overall Workplace Satisfaction or with Project.
10
Adoption &
Compliance
Level of adoption of new processes or level of compliance to
PROJECT objectives and roll-out. (could be seen as a Project Metric)

PROCESS PAGE DELETED, CLIENT INDUSTRY INFORMATION
CLIENTX DELETED

Below are 5 key Change Management Tools that we would need to
consider developing. Details/options would be laid out in the first week.
CLIENTX Change Management Tools
Tool Name Description/Value
A
Change Impact
Assessment
Document and prepare for any changes related to processes, policies, systems and
data and understand the impacts of those changes. Changes should be mapped on a
quadrant by Degree of Change versus Quantity of People Impacted to understand
priorities. Given that acquisitions all will have a great variety of conformance (or lack
of), they may be required to be assessed on a site by site basis.
B
Process Change
Documentation
Details of all the processes and supporting details. Assuming this was completed or
mostly completed in the Pilots. One issue is that the ‘Current State’ Process will most
likely not be consistent due to all the variants that are most likely resident in all of the
different locations. This is easy to accommodate given that the goal is the ‘Future
State’ and we can drive people into that process from any method currently used.
C
Communication
Plan to Impacted
Stakeholders
Develop a Communication Plan by Phase of the project. Not sure if most of the focus
and changes will be in the field or not, but all groups should be considered and
included if needed. Some of the methods to do this include: Road Shows, Videos /
Peer Success Stories, Email updates, reporting, Demos and Focus Groups (with
respect to understanding how things went and what could be better for next stores).
D
Readiness
Assessment
Evaluate the degree of change by location, and assess the readiness/willingness and
ability to accommodate it. This is complicated, but without doubt some locations or
entire acquisitions will prove to be more challenging than others. Some cultural
evaluations and parameters will need to be reviewed, and will be of great value as
PROJECT is rolled out across the portfolio of stores.
E
Training on
Changes
Identify employee population segments, both by roles and other parameters related to
learning. Build training materials, and attempt to refine so as to accommodate all
variations of ‘Current State’. Conduct Training Pilots first, and revise during the
implementation as improvements become obvious. Create a logistics and roll-out plan
that will enable the implementation to fit within the targeted budget and time frame.

CLIENTX has a lot of people that it will need to accomplish this.
Below is the start on the conversation of ‘where will we get people?’
CLIENTX Resource Sourcing
# Where Who Thoughts
1
External
Consultants
Always a safe bet, but outside of adding a possibly couple
more, probably overkill. This project will require a lot of bodies,
and too many consultants would be a poor use of cash as
opposed to getting more of the less expensive people below.
2 Non-Consultant Contractors
This would be a more effective use of resources, and should be
considered in the event that some of the options below are not
viable. The skills needed for execution of this can be taught or
are present in a variety of individuals available.
3 New Hires (HQ or Field)
This is my preference. Idea would be to forecast staff additions
for the company in next 18 months. Start hiring people with
those skills to backfill departures or growth needs, but start
them off as Team members for this project first.
4
Internal
HQ Staff
Some HQ staff will obviously be a part of this, but no client ever
is willing to give up their best line staff for projects. They can’t
afford it, so they offer up those that are ‘available’. If we want
the project to be successful, we need to balance this.
5 Field Management
This is a great group, but a tricky one. Depending on which
implementation option we use, these could really be the leads,
especially within their local areas. As with HQ Staff, we need to
beware of engaging the best, versus the available.
6 Field Staff
Line staff at stores should be a great resource. Within Metro
areas, they can be moved around fairly easily to either learn or
teach, and their knowledge and path to the Future State should
resonate well with their peers at other stores.

Below are some of the major variants of decisions for the roll-out. (1/3)
CLIENTX Roll-out Options
# Area Option Description Rationale
1
Macro Level
Geographic
Focus
Outward
Start in HQCITY, move outward to
neighboring states then to furthest away
HQCITY will have the most control
and best cohesion to a corporate
initiative, can involve more people
Inward /
Periphery
Start at furthest away, inward back
towards HQCITY and HQSTATE
Attack the ones that will be the
hardest first, learn the most, obtain
the most push back first
Oldest
Stores which have been part of
CLIENTX the longest
Understand the change versus how
we do things today, and have the
most likely staff buy-in
Newest
Stores which have been part of
CLIENTX the shortest
As part of the transition from an
acquisition, better to make changes
here as we would have anyways
Random No focused order, just select at random
Not sure why you’d want this, but it is
an option
Internal
Structure
Using Regions or other structure to
either consolidate or disperse efforts
Due to political motivations, might
want to focus or spread out given
Regional Management structures
Size
Size of the locations in terms of revenue
or staff at the location
Might want to tackle the larger stores
first, then move on to smaller ones
Resistance
The expected level of resistance to
adoption of new ways, either greatest or
least
Least resistance provides quicker
wins, while greater provides better
learning and tackling hardest first
Other We can discuss other options Curious to see which ones I missed

2 Overlap
None
Vision is to take a batch of stores,
implement it and then start the next
when done.
Get a store started then finished,
move on to the next so we know that
things are running the way we want.
Planned
A stepped program where some overlap
between batches is planned
This is similar to Rolling, but here the
bulk of the effort is completed before
additional batches are started.
Fall Back
No overlap is planned, but some
overlap or residual is provided for as
unforeseen events will cause this.
Do not think Fall Back or None are
viable options given the number of
stores, the number of teams would
be costly and prohibitive.
Rolling
There is a constant overlap on the
implementation as the teams move in,
get things started, then hand off to the
store staff and follow-up later.
This model would have the most
stores in-work at once, and could
become unwieldy from a coordination
stand point.
3 Batch Size
Large
A large batch size might be a few dozen
at a time
A lot of risk to do many at once,
though could be efficient as far as
staffing goes
Small Smaller batches could be 4-10 stores
Easier to manage, but would need
larger number of teams to make
schedule, plus greater risk of
variations across the teams
Variable
Could vary over time, maybe starting
with smaller numbers then moving to
larger ones as process is refined or as
more trained people come on line
This is an interesting option, and not
sure what the current plan is

4
Micro Level
Geography
Nucleus
Store
Implement in a ‘nucleus’ store, then use
their success and staff to roll-out later
into the other stores nearby
Not sure if this is realistic from a
travel perspective, depends on how
many teams you field, but is a viable
option from an adoption perspective
Proximity
/ Metro
Roll-out in groups so teams can work
the different areas together
Makes most sense from a travel
efficiency standpoint
Ignore
Proximity
Disregard proximity to other stores
where implementations are being
conducted
Too hard to manage and makes no
sense from a travel perspective. Not
a real option, but listing it anyways
5
Implementation
Planning
Same
Process
Use the same methodology for the roll-
out at all stores
This is an option, albeit not a good
one given variability of acquired
stores
Partial
Use a similar structure for all stores, but
then create variants depending on
which acquisition or expected adoption
Possible option with Semi-Custom,
should discuss which makes sense
Custom
Build out a specific implementation for
each individual store
Too many to do it this way
Semi-
Custom
Create profiles of different types of
stores, then create a set of different
implementation plans for each
This and Partial are very similar, by
far the best options and should be
discussed in detail

Understanding why people on your team resist change is critical so as
decisions regarding how to mitigate it, or retain them, can be made.
CLIENTX Resistance Profiles
# Profile/Reason Resistance Rationale Response
1 Autonomy
Dislike for not being allowed to
continue to do things the way
they have been done.
People will be used to doing
their ‘own thing’, and resist
outside control and rules
Help to understand the new
ways will be only ways, but
autonomy within them is okay
2 Fear Fear of the new and unknown
Overall resistance and
negative gossip towards new
things and central control
Understand fear drivers, be
tolerant of time to adopt and
how fears were unfounded
3 Loyalty to Others
Resistance driven by loyalty to
past owners or management
Will follow those who have
provided them opportunity,
easily convinced by them
Focus on others or look to
move them out from under
those who are resistant
4 Adherence to Past
Resistance driven by desire to
retain the old way of doing
things
People are set in their ways,
really believe there are no
better ways.
Invest in time to train them in
the new ways, show
differences in performance
5 Disbelief / Doubt
Doubt that the new system will
either work or work better
Skepticism that the new
ways will be better, that their
store is ‘different’ than rest
Demonstrate success, get
their doubts into open to
convince them of reality
6 Inability to Change
Could be age or personality,
but this is the sheer inability to
do things in a new method
Sometimes just a personality
trait, sometimes a function of
time in place or intellect
Work to change them, or
make sure not in critical area
7 Inability to Adopt
Different than change, this is a
technical or learning issue with
adopting new systems
Possibly a function of
education or intellect, not
very adaptable
Work to change them, or
make sure not in critical area
8 Theft
Person is stealing or somehow
profiting from the business
outside their compensation
With little controls from
acquired companies, surely
some people are stealing
Identify, prevent, review for
termination and punishment
9 Toxic or Sociopath
Person is just intent on
creating trouble or dissent
People like this love to cause
disruption. Their net impact
is never positive to business
Identify, isolate, terminate

Why Chief Innovation?
CI Why Chief Innovation?

Chief Innovation’s focus is primarily on three functional areas.
CI Our Services
Innovation
R&D
New Product Development
Innovation Strategy
Engineering Management
Commercialization
Ideation
Supply Chain
Supply Chain Strategy
Procurement
Inventory Management
Logistics
Sourcing
Operations
Strategy
Strategic Planning
Scenarios/Options
Financial Analysis
New Markets
New Ventures
M&A
The three areas above are our main focus, but over 100 projects at
dozens of clients provides a base for addressing unique client issues.

Our functional strength is complimented by a broad industrial and
geographic focus from having worked in 7 countries on 4 continents.
CI Industrial & Geographic Scope
Industries
• Consumer Products
• Retail
• Aerospace & Defense
• Automotive
• Construction Products
• General Manufacturing
• Oil (Downstream/Refining)
• Energy (Electric Utilities)
• Public
• Life Sciences
• Financial Services
• Industrial Products
• High Technology
• Steel
Countries (worked in) indicated on map below.
Former Employers
United States
Brazil
Korea
United Kingdom
Belgium
China
India

Our Innovation work and offerings include areas relating to new
product development, R&D and idea generation.
• Product Development Process Redesign
• Product Development Post-Mortem Analysis
• Innovation Leverage / Strategy
• R&D Strategy
• Product Portfolio Rationalization
• New Idea Generation
• Organizational Design/ Leading Practices
• Commercialization
• Engineering Management
CI Service Areas - Innovation
Product Development Process Redesign for a Life
Sciences & Nutritional Supplements Company
Product Development process complete redesign for a Life
Sciences company. Led a joint client team of R&D and
Marketing to completely redesign their entire Product
Development Process from ideation to post-launch
evaluation. Project was completed in less than 2 months,
and were asked back to support implementation efforts.
Client CEO commented ‘this process is World Class.’
R&D Strategy for a Major Korean Oil Company
R&D Strategy for Korean Oil company. Co-Led Strategic
Management of Technology case for a +5 Billion USD
Korean Oil and Chemical producer. Developed R&D/
Technology Strategy for four business divisions,
redesigned core technology related processes and
assisted in identifying the activities for their new R&D
center. Case involved leading staff in four countries.
Product Development Process Post-Mortem for
French Conglomerate's Water Meter Division
Performed analysis of Product Creation Process for a
water utility products company to identify areas for
improvement and work to develop a more effective
process. Worked with multi-functional client team with
members from both the U.S. and Europe to redesign
process and identify additional issues needing to be
addressed by senior management.
Note: Many reference projects were completed in
partnership or while working at other firms.
Example Engagements

Supply Chain and Operations have been a primary focus over the
twenty five years of our work experience.
• Supply Chain Strategy
• Operational Assessment
• Strategic Sourcing / Spend Reduction
• Procurement Process Redesign
• Logistic Network Optimization
• Manufacturing Strategy
• Facility Rationalization
• Manufacturing Planning
• Quality Systems & Development
• Make/Buy Analysis
• 3PL Evaluation and Selection
Operations Restructuring and Built Interim MRP
System for Division of Global Conglomerate
Restructured operations of the industrial products division
for a $5 Billion dollar international conglomerate.
Requested by President to takeover as interim head of
Production Control & Scheduling. Throughput reached
record levels; 30% increase in 6 weeks. Results included a
10% improvement in labor utilization and an 85% reduction
in cost of rework of customer returns.
Supply Chain & Food Manufacturing Expert to
Support Multi-billion Dollar New Grocery Venture
Food Manufacturing Expert for one of the world’s largest
Retailers. Assisted client with development of processes
and creation of information systems for their first Greenfield
manufacturing facility. Assisted the client in understanding
and selecting software packages/modules for the new
plant. Led investigation and creation of the Maintenance
function. Built out and detailed processes for all areas.
Subject Matter Expert for Top 3 Global Retailer for
Redesigning Supplier Management in China
Redesigned Supplier Management Process for one of the
world’s largest Retailers. Worked with a team to redesign
the processes behind the client’s Supplier Management
Process, and led the areas focused on searching,
evaluating and on-boarding new suppliers. Developed top
level data requirements throughout the different phases of
the process from supplier evaluation to on-boarding, and
wrote the business requirements for client’s IT department.
CI Service Areas – Supply Chain
Example Engagements

Strategic Planning, and its related areas, are the third of our major
offering areas, and a primary focus of our past experience.
• Strategic Planning
• New Market Entry (e.g. Geography)
• New Venture Development
• Performance/Financial Reporting & Scorecards
• Options Selection & Financial Modeling
• M&A Support
• Acquisition Candidate Evaluation
• Market Assessments
• Due Diligence
• Pricing Strategy
• Turnaround Assistance
• Competitor Assessments
Entry into International Sourcing for a Niche
Retailer of Pre-owned Merchandise
Proposed idea and developed plan to enter into client's last
untapped market. Created plan, researched government
regulations in the area of Customs and Imports, devised
testing to reduce their risk in starting it and coached their
new executive in-charge on how to proceed. Client
currently has contracts and is expanding this area.
Re-Engineering of Reporting/Scorecards for a
Major Government Regulator (Financial Industry)
Led the development and analysis for the non-Accounting
areas for the most significant re-engineering project at the
client’s oversight organization in its history. Functional
areas included Legal, Investigations, Settlements,
Structured Transactions, Asset Management, Capital
Markets/Securities & Real Estate. Mr. Martin, his partner
and a team of 30+ were brought in to scale these efforts.
New Venture in Outsourcing Industry.
Creator, Founder, Chief Executive and Chairman
Co-founded and serves as current Chairman of the world’s
first Job Search outsourcing company, and one of the first
B2C examples of applying offshore labor directly to a
consumer market. Created the concept, wrote the patent
filings, developed the process, found & contracted the
Indian partner, executed the Proof-of-Concept, created the
website structure and copy and launched the company in
early 2006. Experts and the Press agree that nothing
similar to this had ever been done or attempted. (JobSerf)
CI Service Areas - Strategy

Please feel to contact me for any clarification or additional information.
Would be happy to come over to explain my ideas in more detail.
• Jay Martin
• Chief Innovation, Inc.
• jay@chiefinnovation.com
• (469) 371-7208
CI Closing

Selected Case Studies
CI Why Chief Innovation?

Chief Innovation’s team has led a variety of Innovation related
assignments in multiple industries around the world.
Prior Engagements - Innovation
Client / Industry Service Area Project Work / Results
Industrial Products
Conglomerate
(Water Meter
Division)
Product Development
Post-mortem of recent
product launch
Project identified more than
2 years development time
that could be avoided and
over $1 million in savings
Automotive Tier
One Supplier
Engineering Management
Engineering Change Order
process redesign
Created new Engineering
Change Order process for
a division of one of the
largest global automotive
suppliers (seating)
Life Science &
Consumer Goods
Product Development
Product Development
Process Redesign
Complete process redesign
for Product Development
process. CI is currently
engaged at this client
Major Asian
Downstream Oil
Company
Research & Development
R&D Strategy Development
and Portfolio Planning
Created R&D Strategy,
staffing models, project
portfolio focus, and key
processes for major new
R&D facility/organization
Note: Projects completed while at prior firm, with the except of Life Science example.

Chief Innovation has worked with some of the world’s top Retailers in
multiple functional areas supporting major initiatives.
Prior Engagements - Retail
Top 3 Global Retailer Sourcing
Sourcing process
redesign for Asian
sourcing across more
than 5,000 suppliers
Complete overhaul for
sourcing process from
scouring to on-boarding. CI
staff was SME and was done
while working at a prior firm
Global Leader in
Retail Segment
M&A Support /
Various Supply
Chain Projects
CI detailed strategic
options for retail chain
along with acquisitions,
targets and feasibility
CI analyzed various acquisition
strategies and targets for
client. Project still underway,
client has retained CI for close
to 10 different assignments
Largest U.S. Grocery
Store Chain (Private
Brands Division)
Manufacturing &
Technology Strategy
Created strategy for
Manufacturing for
division in preparation
for major ERP project
Multi-billion dollar Private
Brand and Manufacturing
division was analyzed and a CI
team member led assignment.
Assignment was at a prior firm
Top 3 European
Retailer
International
Expansion
Served as SME for
new Manufacturing
operations
CI team member, while at a
prior firm, was SME lead for
Food Manufacturing operations
for new concept being
launched into new country

Chief Innovation has a worked on projects in many areas of Industrial
products, including Steel, Automotive, Aerospace and Construction.
Prior Engagements - Industrial Products
Global Industrial
Conglomerate /
Holding Company
Supply Chain
Various Supply Chain
assignments (over
five years in two
countries)
Built an Excel based ERP
system for largest division.
Completed various other
projects and asked to do same
work at Indian division also
Major U.S Steel
Company
Supply Chain
Led Supply Chain
transformation
As part of a major SAP
implementation (team of 250),
CI team member led the Supply
Chain analysis and
transformation planning
Largest Latin
American Steel Mill
Purchasing &
Maintenance
Closed Purchasing
Function and rebuilt.
Re-engineered
Maintenance function
Closed Purchasing function and
rehired in HQ city, along with
created all new processes.
Restructured Maintenance
function at Mill as a follow-on
Large Construction
Products Company
Process Redesign
Redesign of Credit &
Collection processes
Led redesign of Credit &
Collection process for
established Construction
Products (Paint & Wood
products) company
Note: Projects completed while at prior firms except the Industrial Conglomerate, which hired CI for both the U.S. and Asia.

Chief Innovation has experience in both the launching and supporting
of new businesses, products and strategic partnerships.
Prior Engagements – New Business
Industry Leader in
Niche Retail and
Reverse Logistics
International Market
Entry
CI developed concept
for client to grow into
new, elusive
international markets
CI designed the strategy,
developed the test, made the
contacts, reviewed laws and
executed the tests. Client is
dominant in U.S., so was critical
Telecommunications
Start-up in Latin
America
New Business
Investor from the
Middle East wanted
to explore a new
business in Amazon
Developed the business plan,
manufacturing logistics, plant
build-up and created investor
proposal for a new cell phone
battery company concept *
New Outsourcing
Segment Leader
New Business
Launched one of the
world’s first B2C
outsourcing concepts
(JobSerf)
The company was the pioneer in
an area referred to as Job
Search Outsourcing. Company
has been in the WSJ, G4TV and
quoted in papers throughout the
world. Launch created segment
Well-known Product
Specialists in
Construction
Products
New Product
Partnering
Client created a new,
very innovative
concept that CI
helped evaluate
applications for
CI, in conjunction with Triple
Enterprises, identified
applications for new concept,
found prospects and sought out
partnerships on behalf of client
* Note: Project in Latin America was completed at prior firm.

Supply Chain projects are one of our core service areas. In this area,
our industry experience and past engagements are equally diverse.
Prior Engagements – Supply Chain
Health & Beauty
Products Company
Supply Chain
Strategy
Supply Chain
Assessment, Strategy
and Dashboard
COO asked CI to assess their
Global Supply Chain, create a
strategy for the future and
layout the design for a
dashboard for SCM metrics
Major U.S. Utility Sourcing
Large scale Strategic
Sourcing assignment
CI worked through other firms
who had sold project. Team
reviewed over $1 Billion in
spend in more than 20 areas.
Promoted over boss to be lead
Dominant Global
Niche Retailer
Supply Chain
Strategy
Various projects
CI has been retained by client
to assist with M&A work, SCM
options, partnering and various
Supply Chain Strategy options.
CI continues to work with client
Industrial Products
Manufacturer
Production
Scheduling
Created Production
Scheduling System
Developed Excel-based
Production Scheduling Systems
for two divisions, and requested
to take over department for
operations in the United States

Chief Innovation has a long history in Consumer Products, including a
line management role in Research & Development at Pepsico (Frito-Lay).
Prior Engagements – Consumer Products
World’s Largest
Snack Food Company
Research &
Development /
Commercialization
Mid-Level Executive
in Research &
Development Group
CI previously served as head
of Operations for mid-scale
development and test facility
leading a team of more than
50 salaried associates
World’s Largest
Beer Company
Metrics & Reporting
Analysis of Reporting
Requirements for
Western Europe
Evaluated existing reporting
used as compared to needs
and priorities in advance of a
major SAP implementation
Top 3 Global
Wine Producer
Quality Control
Created the
Framework for a new
Quality System
Client recognized a huge
deficiency in product quality
and operations, and requested
a ‘quality system’ to cover its
bottling operations
Premier Consumer
Electronics Company
Technology
Forecasting
Assessment of Future
Technologies
Client CEO interested in
understanding the expected
future of different dashboard
and passenger technologies
and adoption by Auto OEMs
Note: All projects on page were done while at prior employers.

Chief Innovation has been requested to assist the U.S. Federal
Government to help both with the Financial Crisis and War on Terror.
Prior Engagements – Government & Miscellaneous
Federal Government
Agency for Financial
Sector
Process Redesign
Reengineering of the
outputs and
processes of
Oversight Group
Redesigned processes and
format for Financial Reporting.
Client issued new contract for
$11 MM which CI and partners
won & hired/trained new team
Federal Government
Agency for Financial
Sector
Financial Reporting
Ramp-up and scaling
of Financial Reporting
Co-led team of over 30 people
completing analysis of more
than 200 institutions
representing $0.58 T in assets
Counterterrorism Unit
of Federal Agency
Product Development
& Sourcing
Analysis of product
development time
from concept-to-dock
for bomb detection
equipment (Argus)
Analyzed processes between
agency and Suppliers to
understand why new projects
took so long and cost so much
Counterterrorism Unit
of Federal Agency
Logistics
Logistical analysis of
security choke points
Led four different teams
around the U.S. regarding
analysis of passenger flow
data and queue sizes to deploy
resources for airport security
Note: All projects were completed in conjunction with other firms as the prime contractor to the government agencies.

Project roll-out Implementation - decisions & options

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