Assignment –
As a the Senior Manager for the operations and service departments; Develop management perimeters and expectations of ideal or strategic costs goals to better enhance forecasting, budget planning, and performance evaluation.  These expectations must also be easily communicated in such a fashion to be consistent and readily accepted by field personnel and all levels of management.
Solution –
By breaking the expenses up into lateral costs and understanding the projected actual costs based on improving preventative maintenance programs and implementing planning techniques into the supply chain process, it was possible to anticipate costs based on business size, customer types, and volume.  For evaluation purposes and forecasting requirements these costs could then be applied as an average based on a common calculation.  In this case the common calculation became fleet size or the asset count per revenue center.

Summary –
During the period represented, the plan returned a 30% decrease in over-all Direct Costs or Operating Costs as well as simplifying the forecasting and budgeting process.  By associating costs in this manner we experienced increased ability to evaluate performance expenses based on business size and volume rather than just a flat calculation of a percentage of cost to revenue.  Also, this analysis made it easier for Field Managers to utilize a “Flash” reporting process and communicate more effectively the expectations throughout their team.

Assignment –
As a the Vice President of Operations;  Assume responsibilities for the existing but struggling in-house mobile service business department and determine if the program can be salvaged or was it in need to be discontinued.
Solution –
Immediately upon assumption of this department it became very evident that the program lacked leadership and direction.  Based on the business model used when setting up the program during an acquisition and because it was an in-house service, the program lacked requirements and performance expectations normal to any revenue or business unit.  As a result of the management level problems the field service managers and service technicians lacked information, structure, and a consistent plan.   To counter the situation we developed reporting procedures and associated expectations to performance.  Additionally we wrote new position descriptions and operating polices and programs to better describe the work and process required.  By identifying the problems, publicly making changes to the programs, and identifying new expectations all members of the team were in better sync with the message, the program, and the goals.
Summary –
Over a five year period the program advanced from a negative profit to approximately a 6 Million Dollar a Year gain.  In this case, not only did the program return a profit but it simultaneously improved customer service and enhanced the reputation of the company.

Assignment –
As the Project Lead; Develop a sales team assigned the responsibility to bring a new allied product into the product portfolio and develop all associated sales, marketing, and operations support required for a successful product launch.
Solution –
To gain market knowledge and to aid in the creation of an action plan we developed a “bare-bones” trade show booth targeting the end user client by advertising in trade associations along side of our prospective dealer and reseller partners.  By positioning ourselves in an environment where we could be seen by both our prospective customer and that prospects customer at the same time we were able to survey the market and make product modifications and service offering changes on-the-fly before establishing a final brand identity.  The time spent shaking hands and meeting all levels of the available markets gave us a broad perspective of the available business and needs of the buyer.
Summary –
During the reported period, the launch plan enabled the Company to grow from a starting point of zero sales to just under 4 Million in sales in less than four years.  As an allied product this influx of revenue had virtually no associated increase of over-head or direct costs.