BusinessExcel is an independent consultancy providing general management services specializing in portfolio/project management to public and private/startup clients to help optimize their performance and accelerate profitability. We do this by understanding our clients’ strategies/issues and then customizing the integration of 3 Strategic Business Pillars – People, Process, and Tools – to develop/implement pragmatic solutions to help clients achieve measurable results.

Conzinity Group provides management and technology consulting services to help organizations create better efficiency and effectiveness throughout their organization. We assist our clients in the achievement of their business goals and objectives through continuous process improvement, the appropriate use of technology, and the implementation of technology solutions that better enable organizational process.Currently leading a digital marketing transformation program for a $BB entertainment company, integrating a CRM solution based on Salesforce into their business.

DCW Squared is a management consulting firm specializing in full value-chain program/project management and technical construction subject matter expertise, managing large construction projects and also facilitating all activities from ideation to due diligence, procurement/contracting, design/constructability, through project kick-off / execution / close-out.

Witt O’Brien’s is a crisis/emergency management and business continuity management consulting company; since 1983, providing integrated solutions to private sector and public sector clients. Accountable for building/leading a PMO & operations support, coaching project managers on effective project management / controls and managing client projects. Also led internal IT transformation projects to upgrade a software application (Debris Pro) for a service line and to launch a new ERP and project management solution.

ALS ($3B in sales, 2016) is a leading testing & inspection company with its global headquarter in Australia (Americas headquarter in Houston); servicing diverse industries globally with +13,000 employees in 70 countries.In this general management role, I was responsible for the P&L of ALS Industrial, Americas, leading strategy development and execution to improve profitability of the NDT (non-destructive testing) business. We provide ultrasonic & radiographic testing to oil/gas/chemicals operators. -- Reduced 40% of operating costs through operational excellence / Lean Six Sigma / project management activities. -- Secured a $20M project (the biggest one for the business unit) to be sole provider of NDT services to a global EPC (engineering, procurement, construction) company, building one of the largest chemical plant in the US.

Successfully developed and launched new enterprise asset management (EAM) software (Axxim) and associated consulting services (program budget of +$3M). Axxim allows operators using Maximo/SAP to better manage their equipment by utilizing a risk-based inspection and reliability-centered maintenance approaches to safely and cost-effectively extend the life of their equipment through effective data management system.-- Led a software team (including a business partner firm) utilizing the Agile Scrum process to streamline the development process. -- Collaborated with Sales & Marketing on the go-to-market launch strategy. -- Program was completed under budget and we signed 2 new clients before official product launch.

Lloyd's Register is a multi-billion dollar, 9000 employees, global engineering company delivering consulting services to diverse industries (e.g., energy services, marine/transportation, medical, consumer goods, etc.) for over 260 years. I was the general manager responsible for the Asset Integrity Services business unit’s P&L, leading strategy development and execution to improve profitability of the unit’s asset integrity management consulting services (engineering, risk-based inspection/maintenance, process safety management) to oil/gas/chemicals/manufacturing operators. Our consulting services help operators safely and cost-effectively extend the life of their equipment/assets. Specific results include:-- Participated in M&A activities and integrated 3 acquired companies and turned around an unprofitable business, from a -15% to +15% margin and sustained profitability over the past 3 years. I led activities to grow sales, improve operational effectiveness/efficiency, and strengthened team morale.-- Led team of 70 engineers/inspectors/sales personnel to strengthen client retention and improve client satisfaction over 95%; enhanced operational efficiency, improving revenue/employee ratio by 50%. -- Built a project management framework to increase project profitability 5-20%; globalized the framework to drive consistent project management across the company’s global operations. -- Globalized the Asset Integrity Services business and improved team morale by 30% by enabling team members to work on more diverse, challenging projects to extend the life of our clients’ equipment.

As a member of the Executive Management Team, led sales/operations process improvement initiatives throughout the Americas Marine and Energy offices (reduced operating costs 5-20%). Built a culture of continuous improvement through Lean Six Sigma and integrated a risk-based Quality, Safety, & Business Continuity Management System into the operations. Transformed the internal audit program into a risk-based one that created value through process improvement as well as complied to ISO management systems standards.

Built a balanced scorecard / managing-by-metrics framework (and associated data warehouse), integrated them into the management system, and drove operational excellence across the firm. Collaborated with the executive team and other corporate stakeholders to successfully analyze, plan, and implement the strategy.-- Designed monthly balanced scorecards of key sales and ops performance indicators for global operation centers; communicated value-add analysis of performance trending to the executive team and field operations leaders.-- Partnered with operation centers to analyze the metrics; identified +$5M of improvement opportunities; created improvement roadmaps. Saved the company 20% in operation costs.

Countrywide was a mortgage bank that was acquired by Bank of America. Led a program to assist national network of +1000 mortgage bank branches improve sales and operations productivity/quality/customer service by using Lean Six Sigma, balanced scorecards, and quality management system integration. Facilitated Executive Team’s decision-making using market research, balanced scorecards, data management, and analytics.-- Led cross-functional teams to analyze and drive performance improvement across network of consumer branches and sales/post-sales call centers. Results were significant, 25-35% increase in performance. -- Built a customer-loyalty model by aligning voice-of-customer, sales, marketing, operations, customer service centers to market and sell financial services. Results – reduced processing time 40%, increased revenue 20%.

PRTM (acquired by PwC) was a global management consulting firm, specializing in strategic planning & business process improvement in product development, supply chain management, and marketing/sales.Led strategy, M&A, and process-improvement / Lean Six Sigma projects for Fortune 100 / start-up companies (oil/gas, IT, computers, telecom, medical devices, manufacturing) to improve performance in marketing, product development, supply chain management, and management systems; managed $1-5 million project budgets. Saved clients $1M-5M operating costs and increased revenue potential 10-30%.-- Strategic Marketing – Facilitated 5-15 member teams to conduct market research, transform voice-of-customer into product requirements, create sales channels, and launched marketing strategies. Increased revenue 10-20%. -- Operations Excellence – For various clients, instituted portfolio management practices, product roadmaps, IT/digital transformation, management systems, manufacturing controls, customer service protocols, and performance reporting. Used Lean Six Sigma to integrate product development, marketing, supply chain, operational processes, and management system, increasing profit by 10-50%.

Marketing Analyst at Abbott Laboratories. Conducted marketing analysis for 2 new pharmaceutical products in clinical trials. Executives approved go-to-market strategies.

As Auditor / Internal Consultant in the corporate Internal Audit Department, I analyzed and benchmarked project management and management system risks and presented recommendations to senior Executives. Led consulting teams to improve global consortium engineering/construction projects in Mexico and Brazil.-- Cut $100 million in operating costs by implementing business process improvements.As Engineering Manager, Water Resources Division of Brown&Root (now KBR), I led business development and project management efforts. Captured 15 accounts for $1.5 million in revenue.-- Co-led a $1.25 billion global joint venture to enhance water infrastructure of Mexico.-- Conducted an engineering feasibility analysis for a $100 million privatization project in Philippines.

Managed cross-functional teams in Mission Control Center to monitor astronaut health and safety while supervising all onboard medical and life sciences experiments on Space Shuttle missions. -- Completed a 2-year product-development project 25% under-budget to design and launch an innovative medical system for the Space Shuttle fleet; still a critical system on the Shuttle to date.-- Served as Medical Operations liaison between NASA and Russian Space Agency to develop strategies for inter-agency teamwork and data sharing on space shuttle and space station missions; created service agreements.