$750M+ CPG company with 3,000+ employees - HQ in undesirable location – BOD concerned with ageing leadership – where will the next generation of leaders come from? Results = Built and scaled a Leadership Development Program that feeds the Succession Management process and grows the next generation of leaders. Increased the company's capability to digest and successfully manage acquisitions.
$50M+ technology company with 220 employees with overgrown organization and cost structure – siloed and demotivated workforce with a culture of fear and distrust. Results = Restructured the leadership team (recruited 70% of the new team); established and drove a new culture of collaboration, innovation and success; and increased revenue per employee +36% YOY.
$24M+ business services company - facing stiff competition from much larger competitors and a shrinking labor market for skilled customer facing positions (800+ open positions) with a desire to up-grade talent across the 3,000+ employees. Results = Developed an entirely new recruiting model and team; developed and implemented a performance management system and corresponding compensation architecture; which led to the most profitable year in the Company's history while adding $10MM to the revenue line.
$100M+ rapidly growing global family owned CPG business - losing $14MM a year and struggling to survive against much larger competition – ownership disorganized, struggled with making changes to the employee population and unknowledgeable of how to align human capital to the business. Results = Built a leadership team and culture of success leading to a +176% profit increase – eventually selling for +19% EBITDA.
$15M+ global technology company - scaling - limited by difficult to find talent and very long tenured leaders – new investors want year over year doubling of revenue. Results = Build and develop the leadership team, reduced recruiting fees of key talent by +60%, worked with the employee base and leaders to document and leverage the company values and culture and drive through ever part of the organization.
Many companies - $5M to $100M+ – constrained by the difficult task of evaluating and making the hard people decisions (who stays, who goes, who do we hire and where do we find them, how do we pay, reward & retain them) as well as challenged by the difficulties of aligning people strategies and programs to the business vision and mission and driving productivity & profits – frustrating owners and investors => the “WHO” part of the business.