Josh Armey, Mba Email & Phone Number

Angola, In, Us

Concord, California, Us

After being part of or leading 5 firm-wide, large scale transformational change efforts in the past 7 years...I am on a deliberate "mini sabbatical" while having exploratory conversations about potential opportunities. I am taking some overdue time to re-charge and re-connect.

Concord, California, Us

Recruited to leverage my background in strategy development, strategic planning and execution, and leading comany-wide transformational efforts. I challenged conventional thinking, rallying the existing executive team behind our ambitious, co-created 5-year strategic objectives around the business model evolution and roadmap required to achieve these ambitions.I addressed the need for revenue diversification, market segmentation, service level offerings, and alternative pricing given the competitive landscape and lack of diversification in the core business.Additionally, I spearheaded the development of our long-term corporate strategy capability, ambitions, and initiatives. Concurrently, I designed the strategy organization and spearheaded recruiting.DELIVERED RESULTS:➣ Identified strategic market opportunities worth over a $1B in adjacent client segments, non-traditional segments, and direct-to-consumer offerings.

St. Louis, Mo, Us

Appointed to lead firm-wide transformation while directly supporting the executive leadership team and the Managing Partner/CEO. I facilitated the realization of the Managing Partner/CEO’s vision by organizing, defining, planning, and tracking the 100-year-old firm's ambition to shift business model.I developed and ratified transformation milestones and monitored progress on the full framework of roles, capabilities, strategies, client experience, and advisor experiences.I designed and co-led quarterly transformation / business reviews with the finance and strategy teams and identified interdependencies to instill leadership accountability.Challenge: I facilitated and ratified enterprise-level strategic choices that had been left unanswered, causing ambiguity in team priorities across the firm. I provided over-arching guidance on business and functional priorities and investments to migrate toward a complete wealth management business model.Efforts: I developed a transformational roadmap, set milestones, and facilitated “big hairy audacious goals” (BHAGs). Working closely with leaders to address open strategic choices concerning the firm’s future, I led recurring executive-level workshops and facilitated discussions to evaluate scenarios of these choices. I spearheaded the design of a new executive governance model to support the go-forward strategic choices and transitioned from a functional alignment to a matrixed archetype. This change aligned with industry best practices to enhance executive decision-making. We revamped the decision-making roles and responsibilities of the executive, operating, and business/functional leadership teams.RESULT: Operating Model implementation: Overhauled Executive & Operating Committee structure and governance to improve and clarify decision rights. Co-led organizational change from functions to business segments; yielded ~$10M+/yr savings across HR, Tech, & Ops.

Dublin 2, Ie

As an executive advisor, I was advising key industry leaders such as Boeing, Ford, and Eaton Corp. My role involved engaging with clients at various levels, conducting comprehensive business analyses, pinpointing untapped opportunities, and delivering innovative, tailored solutions to meet their needs.During the pandemic, I was closely involved with providing recommendations to Boeing executives. In light of the drastic drop in commercial airline demand as well as recent safety issues, we addressed critical debt and liquidity head-on, in view of ongoing revenue reduction and cash flow challenges. We provided multiple go-forward scenarios to reduce costs. These were aligned with their broader digital agenda and growth of services business.DELIVERED RESULTS:➣ Recommended $1M+ SG&A cost-out alternatives by leveraging vendors with economies of scale➣ Accelerated journey to cloud migration, saving fractional/variable costs of IT overhead.➣ Provided path to incremental multibillion-dollar operating income improvements

New York, Ny, Us

Initially, I supported the Chase Consumer Bank. I led multiple strategy and process improvement teams and engagements, and then supported C-level transformation of chase branch business model.I authored a business plan for a process improvement center of excellence (CoE), which was requested by our Chief Operating Officer (COO). Ultimately, we revamped the hiring processes and the onboarding curriculum for new hires. Subsequently, I expanded our internal operations consulting and process improvement team by 3x in just 18 months.As the leader of the 100+-person “Transformation Office” PMO at Chase Bank, I spearheaded a cross-functional team that overhauled and implemented a digital branch model across 1K of the overall 5.2K branch footprint. Transitioning from a “one size fits all” approach, we migrated to a “hub and spoke” model, consisting of one full-service branch and 3 digital/tellerless branches, significantly reducing the cost per transaction and growth into formerly underserved customer segments.After, in collaboration with the Asset and Wealth Management (AWM) Technology CAO and CFO, I prioritized multimillion-dollar technology investments for our financial advisor digital platform for FY19. Subsequently, I defined the initiatives and designed clear roadmaps, processes, and workflows. Additionally, I created easy-to-follow action plans that ensured flawless execution of our strategies.DELIVERED RESULTS:➣ Provided transformation leadership for financial advisor digital platform; designed product team org from the ground up after development of the platform/product strategy➣ Piloted new branch model in 5 test markets/100+ branches, achieving multi-million cost-out in 1st yr.

Ottawa, Ontario, Ca

Supported data science and manufacturing SaaS startup during transition from McKinsey to JPMorgan and Chase. Led B2B initiatives, which were instrumental in driving organic growth. In parallel, I served as the customer account manager, leveraging data science and insights to enhance our service offerings in direct collaboration with our manufacturing executives and their teams. We co-created action plans to achieve their operational objectives leveraging Raven AI insights to improve productivity.DELIVERED RESULTS:➣ Doubled revenue by signing the 1st multiyear, US-based contract with high-volume manufacturer.➣ Increased client machine uptime by 17% in <6 months by streamlining changeover standard work.

Us

As a key advisor in the C-Suite Steering Committees, I both facilitated and supported recommendations to client leadership/executive teams. Client companies were at the forefront of operations strategy implementation for manufacturing, industrial, transportation, and financial services clients. My responsibilities encompassed a broad spectrum: operations strategy, lean transformations, organizational restructuring, business turnarounds, and operational excellenceFor a bankruptcy client, I was part of the McKinsey RTS/restructuring team and formal CTO. Our mandate was to diagnose all 50 production sites of the original parent company, to formulate a go-forward strategy. Ultimately identifying the sites that were feasible to keep and return to profitability. Subsequently, we brought together leaders and supervisors across the remaining ~20 sites to develop an operational improvement playbook. In collaboration with the leadership team, we implemented dashboard reporting and decision-making governance. We selected 5 initial pilot sites to implement playbook initiatives; reclaiming profitability and capturing millions in recurring revenue across the sites.For a major US Airport, we partnered with Port Authority C-Suite and airport leadership teams (e.g., airlines, retail, food, and services) to devise measures to improve customer satisfaction scores and 3-year, incremental revenue loss. Here, we devised short- and long-term initiatives to improve CSAT and overall customer experience. Additionally, we crafted and implemented an “idea governance” process for leadership: develop, test, and then scale initiatives, which reduced passenger wait times, boosted CSAT scores, and improved overall airport ranking.

Cincinnati, Oh, Us

In my role, I was responsible for the management of approximately 110+ non-union employees, ensuring safety, cost-effectiveness, quality, and timely delivery in a low-volume, high-mix machining, tooling, and metal fabrication manufacturing plant. Subsequently, I co-created a 5-year growth strategy and took charge of managing a multimillion-dollar P&L. Moreover, I was instrumental in developing our supplier base. As a Lean Six Sigma Greenbelt, I was committed to continuous improvement and efficiency. In addition, I undertook various roles in our rotational leadership program. Initially, I served as an International Customer Support Manager, followed by a stint in Supply Chain Management. Furthermore, I was involved in merger and acquisition (M&A) due diligence and deal flow for our system's business, which included tasks such as market analysis, financial valuation, and merger integration.DELIVERED RESULTS:➣ On-time delivery: productivity initiatives slashed delinquency in 2 qtrs, doubling COGS inventory turns.➣ Growth strategy: Added / trained qualified vendors to meet capacity demands of new product growth.➣ Managed M&A due diligence for an acquisition offer for photo-optic business with niche IP.

Randolph Afb, Tx, Us

US Air Force active duty from 1998 - 2009. Air National Guard from 2009-2020 (*retired).As Director of Operations, I oversaw a 24/7, real-world alert mission, managing multimillion-dollar aircraft, equipment, and facilities. I was accountable for 70+ assigned personnel and an annual multimillion-dollar P&L budget. In high-pressure situations, I demonstrated calm and effective leadership; I led over 100 combat missions, was named the top officer among 37 squadron officers, and ranked within the top 2% of pilots. Moreover, I spearheaded the integration of 400+ Reserve personnel into active duty, setting a benchmark for Air Force-wide organizational change.DELIVERED RESULTS:➣ “Top Gun:” Selected for US Air Force (USAF) F-16 Fighter Weapon’s Instructor Course (2006)➣ Voted #1 Instructor Pilot of the Year and Officer of the Year; ranked #2/272 for field grade promotion ➣ Voted by peers as 1 of 4 class reps out of 225; Graduated Top 5% from n-residence officer school✔ Accountable for $5.95MM in classified facilities and 400+ personnel clearances. ✔ Led some of America's finest aviators on a 6-mo combat rotation to Iraq in support of '07-08 surge. ✔ Over 500+ combat flying hours.

Master Of Business Administration - Mba, Business Management

Bachelor Of Science - Bs, Operations Research (Mathematics Minor)

Operations Research And Mathematics

Bachelor Of Science - Bs, Operations Research & Mathematics