Steve Morrow Email and Phone Number

Assigned as Mentor to D. Sole, a Medical Device startup in Pittsburgh, advising them on finance, fundraising, commercial model, and general founder administrative matters.

Created strategic planning documents presented to President and C-level executives, including market and competitive overview, analysis of growth opportunities, marketing plan, and five-year projectionso Generated revenue, gross profit, and operating income models for three product franchise growth drivers to assist in scenario planning and earnings guidance for investors o Served as primary advisor on key strategic content for the largest growth driver, Biogenericso Coordinated Strategic Planning Summit and harmonized presentations for top 200 corporate leaderso Impact: Built inaugural strategic planning content which became corporate model for future strategic planning cyclesServed as transformation lead for major human resources MIS software implementationo Led four process design/improvement workshops o Provided business guidance to compensation, project management, and change management teamso Impact: Optimized roll-out and operations of new compensation management systemDeveloped library of country-specific market summaries to pressure test regional strategic plans

Sample Consultancies:Developed emerging market manufacturing strategy for flagship vaccine of $65B health care companyo Modeled skill set and resource needs for transferring vaccine technology into new locationso Impact: Client reduced CAPEX requests by $500M and created vaccine manufacturing request process Managed the North American integration office of a $90B chemical company for a multinational mergero Managed integration tracking, program reporting, and financial tool training for 20 organizational entitieso Initiated and designed plant-specific planning processo Impact: Merger generated $85M in synergies with <0.005% impact on customer ordersStructured US commercial support operating model for a $4B pharmaceutical acquisitiono Designed integrated cost center structure, headcount, and timelineo Analyzed transition risks, process changes, and resource needs and generated buy-in across organizationo Impact: Client accepted recommendations, changed funding model and projects to save $5MRestructured program management for a purchasing centralization initiative at a $20B food service companyo Conducted initiative feasibility and risk analysiso Designed and implemented local knowledge capture strategy and executive metricso Impact: Senior management accepted and executed program recommendationsInternal Development Projectso Developed content and managed writing process for BCG article, “Warehouse Automation as a Strategic Catalyst.” Created customer presentations and diagnostic surveyso Researched market dynamics of beer pricing/marketing, retail operations, single-cup coffee growtho Selected as head Wharton recruiter for BCG’s Philadelphia office, 2011; volunteered as mentor to first-year BCG consultants; served as mentor for business school applicants

Supported $4B global wine producer’s distributor consolidation plano Created independent account retention strategy for restaurants and spirits storeso Coordinated legal contractual processo Researched beer industry marketing

Led global team of eight for $10B electronics company’s e-Sourcing full-service and self-service programo Impact: Projected savings from program were $10MDesigned and implemented self-service adoption program for $35B diversified manufacturing companyo Segmented user base, creating targeted marketing and training materialso Impact: Program executed 828 projects saving $40M. Initial engagement exceeded target metric by 130%Oversaw change management for 2000-user software upgrade, enabling obsolete software shutdownElected to high performance team representing consultants to North America VP. Analyzed and presented consultant survey results. Initiated expansion of knowledge management programAwarded Sourcing Team Rookie of the Year, 2006; Ariba CEO Customer Spotlight Award winner, January 2006

Created service processes and risk management plans, and piloted 10 sourcing and optimization solutions as part of diversification for single solution companyo Impact: Five offerings continue as part of company’s solution portfolioExecuted customer engagements supporting self-service e-Sourcing programo Impact: Customer savings totaled $11MManaged sourcing project teams executing 10 e-Sourcing auctions for Global 1000 client list o Impact: Projects identified savings of $16M totaling on $150M in spendDeveloped internal service process and delivery scope for enterprise platform as part of select 10-person teamDesigned MRO Cost Breakdown data template that cut 15% of subsequent department project costs and hours

Selected to participate in highly competitive experiential leadership training program for public and private sector leaders. Engaged in one-month consultancies, leadership interviews, in business, government, and community sectors