Professional summary

What differentiates successful companies from the rest? An uncompromising focus on the core capabilities that define their strengths, a clear strategy designed to enable and support those capabilities, and a laser-like focus on execution.

Pat is the founder of Axcelysis, a management consulting firm with a unique approach that enables businesses to visualize, quantify and assess their performance against strategic goals, validate their focus on core capabilities and ensure they have the proper resources to execute on their vision.

Pat began his career in maritime supply chain operations, and became involved with technology after realizing the positive impact it could have on productivity and business performance. At Toys R Us, Pat directed

Engagement overview

Duration and cost of an engagement depends on the scope of work, identified during the initial consultation.


I have worked for or with:

• SCAC Delmas Vieljeux (maritime transport): US, Australia, New Zealand
• Toys R Us International (specialty retail): US, Europe, Middle East, Asia, Australia
• Urban Brands - now The New Ashley Stewart (women's apparel): US, Puerto Rico
• Quiksilver (lifestyle apparel), including ROXY, DC Shoes: US, Europe, Asia, Australia
• Rossignol (mountain sports), including Dynastar, Lange, Look: US, France
• TJMaxx (retail)
• Undisclosed (promotional products)
• Undisclosed (medical software)

Case Studies

In early 2009, Groupe Rossignol initiated a multi-year transformation intended to reposition the group as the world leader in its industry. Information Technology and change management were seen as key success factors and enablers in this transformation.

Based in France, Groupe Rossignol operates a number of subsidiaries around the world, the largest of which based in Park City, UT (NORAM). Respo... Read more

This north-American subsidiary of a foreign-based group was under pressure from head-office to explain why their Customer Support function was under-performing and significantly more expensive than their head-office counterparts... Read more


What you are describing is a common situation, and a cycle that repeats itself as businesses grow and change. As you point out, business needs evolve, sometimes quite drastically. So does technology. In a fast-paced, flexible environment like yours, it is not surprising that the right technology choice 5 years ago would now be outdated, complex, unstable and possibly, impossible (or very costly) t... Read more

Setting aside the fact that you may not have the right person available to do this in-house, or for that matter the required depth within existing teams to adequately support this new venture, my initial reaction would be to stick with internal resources for now. Three main reasons why:

- You mention that the new business answers a need of existing customers. Those customers know you and you k... Read more

I would tend to agree with Rick's comments. While there is nothing fundamentally wrong about simplifying and standardizing practices to achieve greater overall efficiency (though I am not entirely convinced about the case for automation here), the key issue is that the customer support function as a whole seems to be under considerable pressure, and potentially failing.

It is difficult to specula... Read more