Truth@Life is an international coaching & consulting organization whose mission is to transform professional individuals and "want-to-be" professionals through career planning, life planning, leadership development, as well as strategic/business planning for small business leaders. We can assist you in overcoming a specific problem, achieving a specific goal, or capitalizing on a specific opportunity. Mr. Songer utilizes a unique process called ACHIEVE.Most organizations, as well as individuals have some level of dissatisfaction with the progress they are making or they legacy they are leaving. They either aren’t making progress or they aren’t making progress at the pace they would like. ACHIEVE breaks though the barriers and accomplishes the results you need – satisfaction guaranteed.Besides Career Planning & Job Transisition, additional service lines include: - Professional & Leadership Development - Career Planning for Young People - Entrepreneurial Development - Retirement Reimagined (planning & transitioning into the most purposeful and meaningful life possible) - Priority & Time Management - Emotional Intelligence & Relationship Management - Life Coaching - Fitness, Health & Wellness Management

Professor Songer serves as an Associate Professor for Geneva College teaching the following courses: Entrepreneurship, Creativity & Innovation, Value Proposition & Business Model Generation, Growing & Managing a Small Business, Principles of Marketing, Digital Marketing, Business Communications, and Operations Management. In addition, he leads the student Business Club and a small group of college students focused on godly Leadership & Professional Development while he continues to manage and grow his coaching and consulting business.

The B-HIVE is an early-stage business accelerator program for entrepreneurs. We assist in the business development process by connecting community members to local resources, and providing ongoing education and programming. Our vision is to be the hub that educates and connects local entrepreneurs to the support, resources, and facilities they need to build a sustainable and scalable business with a viable plan for growth. The B-HIVE offers co-working space to fit your needs. With flexible meeting areas, formal offices, and large conference rooms, we can help you find a solution for your startup. The B-HIVE also offers in-house mentors and a network of professionals who are available for entrepreneurial learning, workshops, consultations, and more.

The mission of the Passavant Leadership Group is to identify, equip, and deploy great leaders in ministry. We believe that the local church and all other spiritual institutions rise or fall according to the level of dedicated leadership. Our extensive experience with all sizes and styles of churches helps us listen to our clients and understand their circumstances and situations. We achieve success through partnering with our clients to identify strategies in cultivating qualified leaders who can advance their mission in measurable ways. We have helped to provide primary oversight and leadership in the successful transition of a 4,000 member church from its Founding Pastor to a widely affirmed and accepted successor who has developed a team that has released the church to even greater growth and fruitfulness. We have also helped in the transition of a stagnant, older congregation of 200 into a vital, younger church of 1500 in weekly attendance. We have a wealth of experience in working with much smaller churches in urban, suburban and even rural settings. We understand that every church is called by God, regardless of its size or location and is placed there to become an agent of life change and transformation by the power of the Holy Spirit. Our team has had experience in working with churches of many different denominations, as well as non-denominational affiliations. We have a heart for seeing the advancement of God’s Kingdom through the development of strong leadership, regardless of denominational background. From foundational training and problem solving to strategic planning and effective succession planning, the goal of the Passavant Leadership Group is to come along side our clients to help them navigate all aspects of leadership. Our vision is to partner with our clients to discover the best ways to address problems, develop strategies, and cultivate teams.

Direct the senior staff of management consultants in implementing business process improvements across the enterprise. BNY Mellon is an industry-leading, fast-growing, $18 Billion financial services company involved in Asset Servicing, Asset Management, & Wealth Management. The Operations & Strategy Group is comprised of 50 professionals with offices in Pittsburgh, Boston, Philadelphia, New York, London, and Pune, India. Responsibilities include leading the various line of business executives and senior management in analyzing their business operations problems and opportunities, developing business strategies (advising senior management on the risks and benefits of strategic alternatives), identifying significant process and enabling improvements (activities, organizational, technological, infrastructural, etc.), developing action plans, and ensuring effective change management. Additional specific responsibilities include merger & acquisition integration, as well as offshoring business processes to India. Delivering actual business value approaching $100MM annually by the end of 2011.

Assist the leadership of the church in developing and communicating the mission, vision, and values for the church, as well as developing and implementing the supporting strategic plans for achieving the vision and managing new ministry formation. Responsible for overseeing the various ministry programs of the church, helping to integrate and further those ministries, setting goals and course correcting as necessary, and communicating with the various groups that help to govern the church (e.g., Elder Board). Manage those that handle church business administration, such as church finances, facility management, scheduling and operations, policy creation, marketing and communication, legal issues, and human resource administration. Coach, train, and manage all paid staff, as well as volunteer members; identifying staff and lay leadership skills and abilities, then connecting them with ministry opportunities. Also assist in key ministry areas as requested (e.g., family ministries, pastoral care, etc.).

Responsible for leading the reengineering effort associated with transforming the entire enterprise to increase customer satisfaction, increase market share, increase profitability, and drive more value for internal and external stakeholders. Leading the enterprise wide process reengineering effort to better align business capabilities with corporate strategic direction.

Supply Chain Management:Leading the global business transformation of GM’s Order-to-Delivery process which is entirely reengineering the company’s supply chain management practices and enabling the selling and supplying vehicles directly to consumers at web speed. Initiatives implemented included collaborative volume planning, supplier information visibility, total cost sourcing and supply chain design, supply chain part planning, manufacturing operations flexibility, accessorization and vehicle personalization, buildable configuration reduction, outsourcing logistics, material and vehicle track and trace, customer e-shopping and buying over the web, global locate to order, available to promise, sold order prioritization, demand sensing and demand steering. Responsibilities include strategy development, new business model visioning, project initiation, process reengineering, systems implementation, organizational development, and project management.

Led the global business transformation and implementation of SAP for multiple multi-national companies. Specific reengineered areas included the entire supply chain, all customer and order management processes, and the globalization of finance and accounting (common reengineered processes, shared service center implementation, etc.). Coordinated over 12 implementation projects across the world. Implemented the following SAP modules: PP, MM, FI/CO, and SD. Significant technology issues being managed include global technology platforms, common data definitions, data mapping and conversion from legacy systems, and GAP resolution. Significant change management issues included leadership alignment, global communications, high performance team building, and workforce retraining.

Responsibilities included leading active project teams, managing existing client accounts, developing and marketing new consulting offerings. Typical project work included converting batch-oriented manufacturing plants to Just-In-Time, restructuring cost accounting systems, implementing C.I.M., implementing MRP II systems (including MAPICS II, BPCS, COPICS, and JD Edwards), and developing strategic information system plans.

As Factory Operations Manager, had responsibility for production, engineering, materials control, and personnel management for a 150-person factory with $20,000,000 in sales revenues. As Engineering Manager, had responsibility for manufacturing and industrial engineering (including time standards development), tooling and product design, maintenance and facility engineering during the conversion to Just-In-Time manufacturing for a 400 person, 500,000 square foot plant with $40,000,000 in revenues. Made modifications to existing MRP II systems to reflect production control and planning process changes. As Product Manager, directed the design, marketing, and sales efforts for a $10,000,000 multi-product line group. Hon Industries manufactures metal, wood, and plastic office furniture.

Led the $16,000,000 project implementation of advanced manufacturing processes including group technology, cell formation, robotics, CAD/CAM, and flexible manufacturing systems. Made modifications to existing MRP II systems to reflect production control and planning process changes. Also responsible for production machining, assembly, and quality control in a 50-person department. Also measured productivity improvements and their cost effectiveness, designed new assembly automation equipment, implemented employee motivation programs, developed product cost estimates, and directed a $4,000,000 factory improvement project. Made modifications to existing MRP II systems to reflect production control and planning process changes.

Designed work station layouts, balanced circuit board assembly lines, implemented work sampling for wage incentive programs, developed labor standards and maintained costing system, created and organized a coded assembly instruction program, and trained project personnel. A.T. & T. Technologies produces electronic switching stations and micro- computers.