Profile

Professional summary

I facilitate significant and sustainable top-line revenue growth for companies. My practice focuses almost exclusively on developing and deploying collaborative trust networks to achieve this end. In this process I am expert at collaborating with other counsel to create these successful and innovative consortia (thus, I walk the talk).

I create and facilitate internal and external teams to assess the internal core competencies of companies, discern market opportunities for these competencies and then create the ecosystem for innovation by which collaborators can achieve results as a group that they couldn't individually.

My strongest industry verticals include: medical devices, electro-mechanical assemblies, textiles and sewn goods, and

Engagement overview

Typically work on project basis, with discounted pricing based on longer-term arrangements. Let's discuss.

Clients

Healthcare:
• Medical kits, drapes, packaged products
• Regulatory issues
• Customers
• HVO story

Technology:
• Electronic and electro-mechanical products
• Customers such as Boeing, LM, (testing equipment company) Airbus
• Distribution, such as Avnet, Future, Arrow
• CII story

Social Enterprise:
• Community Rehabilitation Programs can become economic development platforms.
• Doing well while doing good
• Social Enterprises
• MARC story

Technical Textiles:
• American Textile Partnership
• Lees Carpets
• Glen Raven
• Medical textiles
• Technology and fiber

Military and Aerospace

  • linkedin logo
Areas of expertise
Key clients
  • Boeing
Insights

Question: Communicating a bad merger decision to senior management

An alternative way to present your findings is in a "Risk mitigation strategy" in which you propose what would need to be done to close the gaps you found. That is, add your voice to how the deal could work and what further investment would be necessary to overcome the gaps.

From a servant leadership perspective consider going directly and privately to the M&A team and provide your observa... Read more

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Question: How do I make the vision concrete in the mind of collaborators?

I think that you have some really smart advice from others here. I would only add that in the special case of IT, it may be that you have to persuade people that they need technical knowledge about IT in order to succeed. And you may need to provide some training to build the vocabulary and knowledge base in order to effectively and efficiently transmit important information to them. This same i... Read more

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Question: How can we get our suppliers to collaborate better?

My direct answer to your question is #1. Otherwise, you're in for trouble when there's a problem on a project and fingers get pointed. Alternatively, different vendors don't really have much incentive to collaborate with one another.

If you're trying to mitigate risk, another option is to get more deeply entrenched with your core vendor. Visit them. Understand their processes and their busines... Read more

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Question: How can IT leaders influence spend on innovation?

I think you've captured a really good sales question. Thus, my answer is "by engaging in relationship selling with your internal constituents."

I really like the detailed, practical suggestions made by Mr. Patrishkoff and I suspect those will be platforms for innovation. I'd add something about analysis tools for big data projects, but that is somewhat embedded in his answers already I think.
... Read more

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Question: Lowering employee pay in a financial turnaround

It occurs to me that you have two problems to solve - the presenting problem, as it were, is physician salaries. The strategic problem is developing and implementing a cost model that is sustainable.

If you need to make drastic changes - e.g. replacing physicians on a large scale with PAs or other mid-levels or something similar, then get your financial stakeholders on board and wield the ax... Read more

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Question: Choice Of Company Growth Metric (Revenue Vs. Market Share)

I'm not crazy about market share as a metric at all levels of the company.

Is the level of "situations where the right decision was not made by the branch manager" acceptable enough? Or can they be addressed by another means besides asking the branch managers and employees to do executives' thinking for them? I'm thinking that you really want to measure people at every level by what they can legi... Read more

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