Peter Lenhardt Email & Phone Number

Lenhardt & Company LLC is a Minneapolis-based consulting firm that helps both private and public sector organizations improve their bottom lines. This typically involves helping evaluate and manage cost, projects, processes and their related outcomes. Expert in Activity-based Solutions.

Greater Minneapolis-St. Paul Area

Ongoing - Develop ABC/M cost/profit of Client Business reflecting economic reality of process, products, customers & channels, used to inform pricing and other strategic decisions. Reform existing financial and operational systems enabling systematic/repeatable process of update, review and improvement.MoneyGram International—February 2011 through June 2012. * Identify, quantify and qualify improvement initiatives; * Forecast cost savings resulting from improvements; * Measure results from implemented initiatives.Great Northern Baking Company—June 2006 through February 2011 *Implement and customize a new baking management system; develop new financial controls and migrate to an online accounting/reporting system. *Assist internal team with analysis and implementation of an improved commodity purchasing plan. *Develop an activity-based model of the organization to support pricing and other strategic decisions, and to provide a foundation for continuous process improvement. BoneSupport Inc.—December 2007 through February 2009. *Develop and implement sales forecasting, budget planning, & reporting and sales commission process and tracking tools. Signus Medical LLC— August 2005 through July 2008 *Develop and implement accounting infrastructure to enable Company to achieve three consecutive clean audits. Provide combination of controllership duties and process improvement. *Sarbanes-Oxley (SOX) Section 404 process documentation and remediation. Identix, Inc. September 2004 through July 2005. *Sarbanes-Oxley (SOX) Section 404 Process Design and Implementation—Develop strategy, assess and improve internal control processes for year 1 compliance; develop framework for sustainable SOX compliance in subsequent reporting periods; manage project team consisting of internal and external resources. *Prepare Defense Contract Audit Agency (DCAA) Incurred Cost Proposal.

Metropolitan Council—Environmental Services Division. Conduct an informal assessment of the Process Computer Group (PCG) using the SEI software engineering maturity model. Recommend actions to improve process maturity. St. Paul, Minnesota 2003.Minnesota Department of Transportation (Mn/DOT). Design and implement a new department-wide Consultant Pre-Qualification process and a new Consultant Performance Evaluation process for the Consultant Services Section of the Office of Technical Support. St. Paul, Minnesota, 2002-2003.Minnesota Department of Transportation (Mn/DOT). Execute a cycle of review and calibration of the activity-based models of the department's Program Support Group. St. Paul, Minnesota, 2001-2002.Minnesota Department of Transportation (Mn/DOT). Develop an activity-based cost model of the department's Program Support Group using process-analysis techniques and NetProphet software. St. Paul, Minnesota, 1999-2001.Rochester Public Utilities. Design and implement a cost-center and project budget planning and reporting process. Rochester, Minnesota, 1999-2000.Honeywell Home and Building Controls. Design and implement an activity-based transfer pricing mechanism to charge security monitoring branch offices for services performed by the ProtectionNet Center. Minneapolis, 1998.Rochester Public Utilities. Design an activity-based allocation scheme that will reflect the true unbundled costs of products, services and customer segments. Rochester, Minnesota, 1998.Occupational Safety and Health Administration (OSHA). Research and report on the financial and operational impacts on homeless shelters of a proposed OSHA standard to regulate occupational exposure to tuberculosis. Washington, DC, 1997-1998.Rochester Public Utilities. Design a user-oriented financial information framework to meet strategic, operational, project, performance measurement and fiduciary business needs. Rochester, Minnesota, 1997-1998.

NOVUS Services, Inc. Provide location-wide training and implementation of “ABM for Continual Process Improvement.” Delaware, 1996; Ohio, 1997.Honeywell Inc., Worldwide Software Initiative. Developed and trained on the implementation of activity-based management (ABM) to enable the planning, consistent execution, improvement and control of an organization’s activities to meet customer and external requirements. ABM enables management of the work processes and integration of process and project management. Minneapolis, Phoenix, and Maintal, Germany 1996 to 1998.Federal Aviation Authority (FAA), Southwest Region. Facilitate the implementation of ABM for the Training and Travel Accounting departments. Dallas, 1995.

• Directed the financial planning, analysis, cost control and reporting processes for high-tech manufacturing divisions ranging from $120.0 million to $225.0 million.• Ensured the integrity of cost management control systems. Directed the implementation of new cost management systems and techniques to meet the changing needs of Divisions.• Mentored and coached professional staff (up to seven professional and five administrative support). Conducted performance appraisals and career development sessions.• Assured continual organizational improvement in the finance department. Achieved streamlined organization and accounting systems resulting in improved services and controls.• Introduced, developed and led process improvement initiatives within the manufacturing, engineering and finance functions.