Bill Mcclements Email & Phone Number

Middletown, DE, US

Middletown, Delaware, US

Lexington, Massachusetts, US

Lexington, Massachusetts, US

Leading finance and operations for a biotech focused on the development and commercialization of therapeutics that improve health and economic outcomes in the treatment of cancer and other serious diseases.

Woburn, Massachusetts, US

Woburn, Massachusetts, US

LiquiGlide’s patented technology, with an ever-growing IP portfolio, enables the development of a vast array of custom-designed, liquid-impregnated coatings. (http://liquiglide.com/)- Counsel to the CEO on strategic, organizational and personnel related matters.

Boston, Massachusetts, US

Cambridge, Massachusetts, US

• Reporting to CEO, was recruited to build organizational capabilities to drive successful transition from privately held, early-stage clinical company to public fully integrated commercial enterprise. Provide.
• Worked as member of executive team and partner to CEO to develop strategies for growth and to build the organization’s capacity and culture to ensure that the company retained its innovative edge while entering more.
• Built HR capabilities to handle rapid growth and expansion of capabilities (from roughly 100 people to over 400). Developed key personnel and created mechanisms to build stronger internal teamwork. Transformed approach.
• Led restructuring efforts in 2016 and 2017 to preserve capital and refocus the business. Reduced headcount from 415 to 80 in a two-step process that included planned sale of commercial asset and achieving over $200mm.
• Provided strategic input and messaging support to capital raising and investor relations activities.
• Managed expanding real estate requirements to support fully integrated capabilities, including office, laboratory, and manufacturing. Negotiated competitive lease terms and stayed ahead of the growth requirements of.

Fargo, North Dakota, US

• Reporting to CEO, led all HR and L&D activities for rapidly growing 2,000-employee global knowledge process outsourcing company in U.S., U.K., India, Philippines, South Africa, Japan, and China.
• Created roadmap for structuring talent-related functions to ensure company attracted, developed, and retained talent required to grow and succeed.
• Initiated and led review of upper management to ensure alignment of talent with future business requirements; managed several successful transitions and replacements to better position the business for its next phase.
• Partnered with Board Compensation Committee to revise compensation plans for 2011 given changes in business results, resulting in a more flexible plan that aligned employee and shareholder interests.

• Global strategy consulting firm with 1,500 employees, $400M in revenue, and 28 offices worldwide. Clients include industry-leading Fortune 500 companies, nonprofit organizations, and all levels of.
• Improved the percentage of offers accepted by 20% and improved ultimate fit with the firm by strengthening messaging, modifying screening process, and more effectively engaging partners in the interviewing and closing.
• Significantly improved quality and timeliness of performance evaluations firm wide by simplifying the system and increasing the focus on high-quality dialogue. Changes were very well received and resulted in an 80%.
• Conceived, initiated, and drove a creative partnership with Teach for America (TFA), giving the firm access to talent pool that aligned with Monitor’s core values and client orientation. In 2008, 10% of incoming U.S..
• Re-launched a diversity initiative and substantially increased the number of new racially diverse hires by engaging African-American and Latino employees in dialogue and building the confidence of leadership to invest.

• Recruited by the Chairman to take leadership of a group of four loosely affiliated Monitor practices that suffered in the aftermath of the dot-com bubble but were important to the strategy of the firm as it prepared to.
• Continued the cost-reduction program begun as COO (see below), resulting in an additional $2M-$3M in savings. Subsequently grew revenues from $3M to $20M, despite the challenges of the post dot-com economy.
• Increased the synergy between Marketspace businesses and the rest of Monitor. Set the strategic agenda, built leadership teams for each practice, set priorities for investment, and managed the P&L.
• Combined two disparate software operations into one software development firm, reduced the headcount by 10%, and re-oriented the business toward a product-based model versus fee-for-service custom software development.

• Promoted to serve as operating executive reporting directly to the Chairman/CEO after a leadership transition. Oversaw the economics of the firm, including budgeting, revenue, and cost planning, as well as all major.
• Reduced overall operating costs in 1997 by 10% by leading a strategic audit of the cost structure and revenue projections in conjunction with the finance group. Initiated and led global restructuring in 2001 in the.
• Built human resource capacity of the firm, creating a strong team and capabilities to deliver high-quality support to an increasingly large, global, and complex set of businesses. Developed strong successors for both.
• Led several organizational design projects, including the redesign of training programs for entering consultants, performance evaluations, and compensation throughout the firm and the reorganization of line leadership..
• Initiated and drove a strategic partnership with a startup nonprofit venture philanthropy firm, New Profit, that became Monitor’s signature philanthropic effort.
• Played key role in the design of a new partnership ownership structure, including rights, responsibilities, and compensation structure. Served a lead role in selecting the 140 partners and communicating to the new.

Promoted into a role with a mission to upgrade Monitor’s approach to staffing and professional development during a period of 30-40% annual growth and rapid global expansion. Directly managed consultant assignments and project profitability for Monitor worldwide. Oversaw the professional development of consultants, including promotions, rotations, and.

- (1992-1993)- (1987- 1990) Provided clients with in-depth research, analysis, and case team leadership on projects such as marketing strategy, competitive analysis, and strategy development.

Mba, Business Administration And Management, General

Ba, History