How does one differentiate their consultant services from others? How does a small company compete against some of the most powerful names in the industry? The answer… by providing practical advice based a wealth of experiences in a unique way to both large and small organizations.HBR reported in a 2016 article called "Why Leadership Training Fails—and What to Do About It" that the United States spent over $160 billion on employee training and education in hopes that they will become a force multiplier to help their organization meet and/or exceed corporate financial goals. In the HBR article, they laid out a compelling argument on why leadership training fails. I think their entire argument can be summed up in the article's first sentence. "For the most part, the learning doesn’t lead to better organizational performance, because people soon revert to their old ways of doing things."So what's the solution to this training crisis? Dao Concepts is that answer! If you are looking for a broad stroke solution that covers every employee in your company then look elsewhere. At Dao Concepts we are specialist. We focus on the working with critical leaders, who are tasked with impossible jobs to deliver impossible results. We are your force multiplier. Our targeted hands-on approach will yield unprecedented results driving the bottom-line results your organization critically needs. We also work directly with individual professionals, who have a drive to be successful and want to embark on this journey with us. Ask about our hands-on approach which is customized based on how the individual leader thinks and works. It is individual and situational consultant services unlike the typical playbook deployed by the big consultant firms. One size doesn't fit all. Ask how we work with executives to create impactful strategies that drive results. Ask how we help executives transitioning into new roles to develop strategic plans starting on Day 1 through Day 90?

As COO of BDI Pharma, I was tasked with creating a reorganization strategy that would create and environment for exceptional growth and profitability. Tasks included: restructuring personnel to include a leadership training program; refocusing on basic business principles utilizing Pareto’s Law or better known as the 80-20 Rule; building out business continuity strategies; strategically aligning our core competencies with our manufacturing partners; and developing new business models that will allow BDI Pharma to diversify their core business model.As COO of BDI Pharma, responsible for creating strategies that grew sales in 2013 42% from $256 million to $356 million. Bottom-line growth in 2013 was increased 933% to become a very healthy company again. Profit increased from a projected $600,000 to $6.2 million. In 2014, sales grew to $405 million with sustainable profitable growth

As managing partner and CEO of Linear B Exchange, I am working to elevate the level of importance of bringing a cost-per-unit model to the pharmaceutical distribution supply chain. The partners at Linear B Exchange have created a pharmaceutical “think-tank,” dedicated to a vision of a world where healthcare enhances the lives of the people we touch--a place where people live in balance and healthcare is not just about the “Care.” Our business is about saving lives or improving the quality of life of individuals through Supply Chain Excellence.Currently provide Trade Development consultant services on behalf of Value Chain Performance through our Strategic Partnership.

Founded in 1985 and headquartered in New Jersey, we offer 20+ years of experience designing & providing integrated solutions that meet the demanding & competitive needs for the next generation IT environment. Saving the planet is not just a catchy slogan. We are committed to helping organizations not only make a difference, but lead their respective industry in adopting strategies designed to reduce an organizations "Carbon Footprint".