Gregory North (He/Him) Email & Phone Number

Fairport, New York, Us

Fairport, New York, Us

At Globe North we believe the place to start with transformation is with the essentials – mission, customer, value, people, process, data, technology. Our approach is based on active engagement with innovators around the world and is informed by decades of experience leading transformation in global enterprises.

New York, New York, Us

Designed and delivered advisory services on digital transformation trends and best practices, methodology for defining an enterprise digital roadmap and impact of emerging Digital Workforce.Co-Chair – Digital Convergence, September 2017Keynote – “Preparing for The Digital Workforce” - OAISS in NYC, Chicago and London, May-June 2017Co-Chair – BPO Innovations Conference, November 2016

Los Angeles (El Segundo), California, Us

Leading enterprise engagements for automation including development of Enterprise Roadmap and establishment of Centers of Excellence (CoE) for scaling Robotic Process Automation (RPA). Designed and implemented scalable global automation framework including operating model, critical processes, governance framework, best practices for process diagnostic and vendor management, tools for pipeline prioritization and benefits realization, RACI and training for key roles including automation champions, and automation change management program.

Norwalk, Connecticut, Us

Responsible for Business Transformation and Sales and Marketing Operations at leading BPO services company. Collaborated with CEO, President and senior leadership team on strategy design and led execution of strategic business transformation initiatives.• Led strategic initiative to transition $12B services business over 12 months from contract-centered business units to process-centered, market-facing industry lines of business and global service delivery capabilities. New model enabled optimization of service delivery processes and global scale. Annualized savings realized exceeded $200M. • Established critical processes, including development of dashboard of critical process indicators (KPI’s) aligned to strategy, financial budgeting, and forecasting interlock process.• Provided direct support for client and prospect communications on quality programs and led strategic initiatives with key clients to improve end-to-end processes, leveraging Lean Six Sigma and business agility tools to simplify processes, error-proof operations and automate workflow.• Managed global shared services for sales and marketing including onshore and low-cost location resources. Drove overall process for Go-to-Market across Industry marketing and Global Capability Product Marketing including solution and sales process design, standardization of practices for win plans and deal reviews. • Managed marketing content development for Customer Care, Finance and Accounting, Human Resource Outsourcing, Transaction Processing, Health Care and Transportation including product launch of Robotic Process Automation capability• Developed and executed strategy to design and deliver sales training and coordination of global sales meetings, including Challenger model for strategic selling.• Designed, deployed, and maintained Customer Satisfaction and Referenceability survey and monitoring processes

Norwalk, Connecticut, Us

Responsible for development and deployment of Process Excellence across the Technology (Printing) and Services business. • Led team engaged in enterprise-wide transformation and building competencies in program, process and change management. Direct management of team of 16, and indirect management of over 1,300 Six Sigma black belts engaged in transformation projects company-wide. • Initiated Lean Six Sigma 2.0, a comprehensive approach to achieving process excellence building on our years of success with Lean Six Sigma while evolving to the next generation of business transformation.• Developed new offerings to engage with strategic clients, adding value to existing Xerox Services – and helping to frame new business opportunities. • Spearheaded re-alignment of European business model from country-based P&L to global lines of business P&L structure.

Boston, Ma, Us

Designed and deployed Lean Six Sigma program across Fidelity Employer Services. • Responsible for launch of Lean Six Sigma program in U.S. and Canadian operations. • Savings certified by finance attributed to Lean Six Sigma projects totaled more than $100M from 2004-2009. Average project benefit per Black Belt exceeded $1M per year in 2009.• Directly managed 13 master black belts and indirectly over 100 black belts. • Provided direct Master Black Belt support for Fortune 500 clients including Bank of America, General Motors, BASF and Pfizer. Led development and deployment of over 40 specific plans for improving Client P/L's contributing to $9.5M in margin improvement.• Deployed Management by Fact (MBF) Business Process Management system. Linked strategy, offering, process and associate capability to desired customer experience and business results. Developed balanced, measurable Key Process Indicators (KPI’s). Enabled alignment of improvement initiatives to strategy and of associate compensation to company-wide KPI targets. MBF approach was critical in driving manual work down by greater than 50%, while improving service levels by 80%.• Introduced the Lean Kaizen Event work out methodology. Conducted dozens of Kaizens applying Lean tools to financial service and human outsourcing processes within Fidelity and with clients. Breakthroughs included 80% reduction in set up time for our primary web customer interface, 66% reduction in back office work items resulting from coverage errors, $2.5M in additional revenue through streamlined billing and reduction in complex benefit calculation cycle time by 68%. Redesigned customer service model moving to tiered model that resolved customer issues in minutes versus days, improving One and Done from 85-98% while reducing back office costs by over $2M.

Lowell, Ma, Us

• Managed 120 person global Quality, Engineering Support and Logistics organization, including Reliability Engineering, Electromechanical Services, and Mechanical Engineering.• Managed integration of customer service functions through acquisition of M/A-COM by AMP in 1997, and acquisition of AMP by TYCO in 1999. • Championed deployment of Six Sigma program for U.S., U.K. and Ireland operations, resulting in first year savings of $8.2M. Directed integration of business strategy, metrics deployment, and employee communications resulting in improved profit before tax from 7 to 14% and on-time delivery performance from 23 to 95%. • Managed implementation of SAP 4.5, deploying ERP system across 11 manufacturing and 25 sales sites in U.K., Ireland and United States in 9 months. • Led company-wide Certification to ISO9001 covering over five hundred distinct procedures performed by over four thousand employees in Ireland, the U.K. and the United States.• Participated in DOD Lean Aircraft Initiative pioneering use of Lean tools and concepts in defense procurement and manufacturing. Partnering with Lockheed, Boeing and other major aircraft firms, deployed just in time procurement and delivery system.• Member – AMP Global LEAN - Value Adding Management Team, leading rapid cycle change events in Europe and the United States, resulting in 66% reduction in manufacturing cycle time and 80% reduction in work in process in three days.• Member of AMP Global Quality Assessment Team, using Malcolm Baldrige Quality Award and EFQM criteria to drive comprehensive company approach to achieve improved quality and business results in Europe and North America. • Published Microelectronics Reliability Manual used throughout the industry.

Lowell, Ma, Us

Formed and led Division Quality Organization, merging 7 plant specific functions and certified 30 product lines in five facilities with over 2500 employees total to the ISO 9001 standard. Received numerous key OEM customer quality awards, including three time Northrop Grumman Gold Award winner. Certified as ISO 9001 Lead Assessor. Led Defense Department and Commercial customer audit and certification programs. Established Reliability Assurance organization to support qualification of new products and processes. Established failure analysis and corrective system and organized documentation control processes. Supported customer audit and onsite inspection. Conducted root cause analysis and corrective actions resulting in improvement of materials and vendor selection, manufacturing process and employee training and certification programs. Positions held include Quality Assurance Engineer, Quality Assurance Manager, and Division Quality Assurance Manager.