STRATEGIC PLAN FOR COMPLEX ACQUISTION
Engaged to develop a to-go-market strategy for the acquisition of a federal contracting client. Positioning this company, with declining revenues and expiring contracts as an attractive target, was going to be a significant challenge.
Teamed with the CEO/owner to set priorities, timelines, focus resources, strengthen operations, and establish common goals. operating in the market.
POST-ACQUISITION INTEGRATION AND CORPORATE DEVELOPMENT STRATEGIC PLANS
Developed post-acquisition integration and development plans to ensure annual performance exceeded acquirer's expectations for future growth and success. Organization lacked mature and experienced corporate leadership, therefore strategic plans and tactical roadmaps had to be clear and easily actionable to ensure achievement. Instituted metrics for seasoned executives to track and monitor performance.
OPERATIONAL RESTRUCTURE STRATEGIC PLAN
I assumed Chief Operating Officer responsibilities during a period of chaos and uncertainty. CEO was disengaged and was focused solely on growth, when the organization was incapable of handling any additional revenue or growth. External auditors issued a going concern letter to management upon completion of the annual audit. Bank was unwilling to expand the company's line of credit, unless we showed profitability improvements; we were forced to move to a factoring company to finance operations.
As the new CFO and I dug into the data, we realized that the project sites were failing; both financially and operationally. Multi-year contracts that had been bid several years prior, had become inflated due to lack of corporate oversight. Several customers were threatening to terminate contracts, for cause. Many other clients were downgrading CPARs ratings. Termination of contracts would not only make matters worse, due to the structure of the federal contracting system, it would have made it impossible for the company to bid and win future contracts. Concurrently, the corporate office suffered from severe morale issues and subsequent turnover.
We identified areas where cutting costs would have an immediate, positive impact. Created a strategic plan, with a tactical checklist and timebound milestones, to remedy the situation, within six months.
STRAETGIC PLAN FOR GROWING VENTURE CAPITAL PORTFOLIO
CEO of rapidly growing organization engaged me to develop and grow a venture capital portfolio of emerging small businesses. Repeatedly selected to tactically executive and administer his vision, throughout a variety of organizations. Led all strategic, operational, and business development planning, as well as new market identification. Managed CEO’s investment portfolio and charitable initiatives while continuing to execute concurrent responsibilities.
Created initial strategic plans along with tactical road maps, for each company. Collaborated with entrepreneurs to ensure compliance with road maps. Modified plans, or created new plans, based off of market shifts, every six months.
DEMONSTRATED STRATEGIC PLANNING SUCCESSES
Skilled strategist with innate ability to establish key alliances and diverse partnerships to drive revenue and increase profits.
Demonstrated success executing tactical road maps and allocating resources.