Selected Citations

A World Leader in Semiconductor Technology

("Breaking out of the pack and lapping the field.")

Management in this industry leading firm sought our assistance in planning a major new product line. Competence, ability to function within the client's team as a contributing member, and professional integrity and ability to keep confidences were paramount, since very large sums were at stake. Deliverables included collection and analysis of voluminous customer needs data, participation in planning sessions to balance technical and market constraints, and generation of summary and product requirements documents. This was done on a tight time schedule, and the project was successful.

The Telecom Division of a Global Supplier of Test Equipment

("Needed -- A growth strategy!")

Division management had a classic problem: How to renew aging product lines and concurrently get into higher growth markets? Corporate management was neither supportive nor understanding of the client's business environment and opportunities. Corporate was fully engaged with its own problems. Most of the company's other businesses were facing declining competitiveness, so the internal environment was one of downsizing and turbulence. Client needed major results, but low profile activities. Small "skunk works" teams sited at offshore plants modernized existing lines for better margins and enhanced sales potential. This revenue was used to invest in carefully selected new opportunities. The resulting financial results put the division into the company's top 5% for revenue growth and profits.

A diversified player in the global Energy Industry

("Focused Strategy and Targeted Marketing can do wonders!")

Client's core businesses were facing low growth and margin erosion, yet within its business portfolio were small pockets of high prosperity that were not well understood. This engagement was one of investigation. How could these "high prosperity" businesses and competencies be leveraged to raise corporate valuation and increase growth? Deliverables included research, a situation assessment, and an actionable report. Action items ranged from repositioning of specific businesses and coaching of their managers, to helping develop a "How does it all fit together?" macro strategy.

A high-growth, venture-backed software Company

("Tiny, David-sized firm slays Goliath competitors!")

Client was growing fast, but was facing much larger competitors. Management was near burnout from juggling too many balls, and workers were being whipsawed by changing objectives and continually moving goal posts. The original engagement stemmed from the client's desire to "speed new product development." This was accomplished, but the real value added was to help narrow the corporate focus to areas of sustainable competitive advantage.

A major Personal Computer component supplier

("Helping a good client find its way to Greatness.")

Client sensed an emerging opportunity, but was unsure of the market and what technology would be needed. Consultant was part of a "feasibility team" to size the opportunity, assess competition, identify prospective partners, and develop a proof-of-concept prototype. The exercise was successful, and a new division resulted.

A specialty high-performance, computer company

("Fast-track growth is better than downsizing -- and more fun!")

Client's core market was shrinking, and it was being chewed to pieces by low cost competitors. It's acknowledged technology leadership was no longer leading to a sufficiently differentiated market advantage. It needed a fast entry into a more attractive market area. This was accomplished through technology licensing, selected acquisitions, and rapid development of "category defining" new products. One of the main challenges was helping teams from three separate cultures at three different sites work effectively to meet very tight schedules. The new product line was launched on schedule and all of client's objectives were met or exceeded.

A long-established Niche Supplier in Government Markets

("Thinking out of the box for fun and profit!")

This client's situation was desperate. It had a good reputation, but it was the high cost supplier in a rapidly shrinking government market. Exacerbating the situation was the fact the client was foreign-owned, and its major competitors were not. The first step was situation assessment. Client had the technology needed, but would need to change almost everything else about the firm (accounting, purchasing, manufacturing, marketing, sales, etc.). Several appealing market opportunities were within reach. Consultant's main deliverable was a detailed, actionable, fundable, and quantifiable plan for the generation of over $300 million in sales from commercial markets over a 3 to 5 year period. Client's owners accepted the transition plan, subject to client's management meeting their financial, milestone, and time-line commitments.

A niche U.S. medical equipment supplier

("Gaining unfair advantage through 'outside' learning.")

Client was privately held and successful in its markets. It wanted benchmarking of its new product development practices, and training of its new product teams in the methods used in fast-cycle, high-change markets. Client is low profile and below the radar screens, but very prosperous and getting ever better.

(Note: Variations on this engagement have been conducted for clients in several different industries, sometimes with the added role of auditing the client's New Product Development practices, methods, and processes. Some have won national awards after these audits and training.)

A specialty capital equipment division of a diversified Fortune 200 electronics company

("What to do next is always a challenge.")

Consultant had helped define and launch the products that created this division based on applying client's unique technology to a new market area. The new division became the dominant supplier in this new niche. This engagement was to investigate follow-on market creation opportunities to exploit client's initial beachhead. This engagement consisted of technology assessment, customer needs research, product functional specification, testing of specifications, business assessment, project planning, forecasting, and financial analysis. The new product line was approved.

A portable test equipment new venture

("Technology is good. Making money and keeping control is better.")

Client was privately funded and products were still at the concept phase. They wanted an "outside look" at their business plan and more insight about their planned markets before they started spending money at a rapid rate. Consultant's intervention helped redirect this client to a safer market, one requiring less risk and less investment. Several years have now passed. The venture is thriving and growing fast, and so far without the need to take professional venture capital and dilute ownership.

(Note: Consultant has done variations on this "quick look assessment" engagement in several industries. Sometimes the assignments are expanded to include helping write or refine the client's business plans, marketing plans, new product plans, or technology roadmaps.)

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