• Played a leading role in designing and developing “Learning to Lead,” the largest leadership development initiative in the history of the company.
• Led numerous developmental workshops for Coca-Cola leaders, including brand strategists and brand managers worldwide as well as senior marketing staff

”You have made a significant contribution to the development of a new generation of brand leaders throughout the Coca-Cola organization. Our brand leaders worldwide are now better equipped to ensure that our products are the first choice for customers worldwide. You also helped us become change leaders, which will allow us to strengthen our global position as industry leader.”

Vinita Bali
Chief Brand Strategist, Coca-Cola

• Design and development of an online global leadership development initiative (”I-Lead”)
• Creation of an online community for 80,000 Johnson & Johnson employees worldwide

“You have exerted a significant influence on the development of this online community, and this has found its way into the final product. As we are going live, I am reminded of how beneficial your consulting about large-scale deployment has been. The creation of our deployment strategy and the success of its execution are results of you working with us. The strategic direction moved us from “launch it and they will come” to a wiser approach. You helped us understand the need to shift focus from “deployment” to “adoption,” and the results have been impressive. I sincerely believe that tens of thousands of J&J global employees will undertake a better way of developing themselves and others as a result of our having worked together. Johnson & Johnson will reap the benefits of working with you.”

Myron Goff
Director, Management Education and Development

• $13 billion gas and electrical utility
• 26 month engagement as lead change management consultant for the human side of a $90M, “wall-to-wall” SAP-enabled business transformation initiative.

• Change management strategy/plan formulation and implementation, stakeholder analysis and management, change risk impact and change readiness assessment, leadership development, communication of change, training and more

• On-time-on budget

• Successful enterprise-wide transformation efforts

• Development of an internal change leadership capability for the client organization
• Worked directly with the Chairman, CEO, COO and Project Leader

“For over two years, you provided us with much valued direction, guidance and support in leading the change readiness assessment and development efforts. The Change Implementation Scorecard was of particular benefit and allowed us to successfully drive the human side of change. You not only helped us develop a critical mass of well-informed, skilled and enthusiastic SAP users embracing the redesigned processes, you also helped us grow our own capability to lead change and to create a better future for our company.”

Larry Codey
President and Chief Executive Officer

• Sixth largest public utility in the US
• Enterprise-wide reengineering and culture change in preparation for regulatory changes
• 25 month engagement as lead change management consulting for a $70M, “wall-to-wall” SAP implementation and organizational transformation.
• Change readiness assessments, stakeholder analysis and management, formulation and implementation of strategies for enhancing organizational engagement during and after the implementation
• Cultural audit and formulation of recommendations for revitalizing the mature culture
• Designed and led a leadership development initiative aimed at developing a process orientation throughout the entire organization
• Successful on time, on budget, completion, with the new systems embraced by the organization

One of the major tools assisting us in addressing employee issues has been your SAP implementation Scorecard. It has allowed us to map the location and nature of change resistance and readiness across the organization. Your detailed recommendations have led to the development of targeted change management initiatives that have increased organizational readiness for change and enhanced acceptance of SAP. You work with the company’s leadership team helped us develop a better understanding of process-based management. It laid the foundation for moving SMUD toward a process-based organization. The knowledge and skills you transferred to our Change Management team have helped us create an in-house change management capability that will allow SMUD to successfully lead change in the years ahead.

Jan Schori
Chief Executive Officer

• Largest electric utility in the world: $50 billion in revenues, 175,000 employees
• 22 months as a lead change management consulttant on large-scale IT-enabled change projects
• 25 months developing regional strategic plans and building the strategic planning capabilities of regional managers throughout France, in preparation for the EEC-driven industry deregulation
• Areas of emphasis included: including industry analysis, competitive analysis, stakeholder analysis, strategic communications, scenario planning, strategic plans and the creation of strategic management dashboards