New York, New York
Managing Director
02/2000 – 08/2007

EHS Partners LLC focuses exclusively on delivering dramatic earnings improvement and cultural change in large corporations. This is achieved through working closely and collaboratively with client management to revolutionize business processes and refocus the company culture to one of execution excellence. EHS is remunerated on results alone and typically delivers sustainable annualised earnings (EBITDA) impact of 25%-50+%. They work closely with the senior most executive levels of the corporation, including, always, the CEO. Earnings impact is delivered through a combination of revenue generation and cost control initiatives, and the analyst community always looks on the results favourably, with a concomitant increase in the clients’ stock price that has outperformed Standard and Poor’s by 2.5 times

Highlights:

• For Birds Eye Foods, the Rochester, New York based food manufacturer, full time participation in their Project Optima that delivered a sustainable annualised earnings impact in excess of $40 million (27% improvement in EBITDA). I led the operational improvement in the efficiency and effectiveness of the IT, HR, Finance, Legal, Property, and Sales and Marketing functions
• For Willis, the London based risk management and insurance intermediary, full time participation in their Project Illumina that examined non personnel related costs only and delivered a sustainable annualised earnings impact in excess of $200 million (12% reduction in non-personnel related costs and a 22% improvement in EBITDA). I led the process reengineering that delivered significant operational improvements in the efficiency and effectiveness of the IT, Travel, Facilities, HR and Legal functions and the Entertaining and Professional fees expense categories, representing 55% of Willis’ global non personnel cost base
• For Manpower, the Milwaukee, Wisconsin based staffing services provider manufacturer, full time participation in their Project Titan that examined non personnel related costs only and delivered a sustainable annualised earnings impact in excess of $100 million (15% reduction in non-personnel related costs and a 25% improvement in EBITDA). I led the reduction in costs for all Manpower’s European countries (>65% of the company’s cost base), notably France, UK, Germany, Spain, Italy, Benelux and the Nordics
• For MasterCard Advisors, the New York, New Yprk based Consulting Services organisation wholly owned (by MasterCard International) full time participation in their Project Force that delivered a sustainable annualised earnings impact in excess of $15 million (80% improvement in EBITDA). I led the improvement of utilisation, fee rate and realisation processes and introduced a number of methodological improvement initiatives.
• For Heinz Europe, the Hayes, Middlesex based food manufacturer, full time participation in their Project Delta that delivered a sustainable annualised earnings impact in excess of $250 million (30% improvement in EBITDA). I led the process reengineering that delivered significant operational improvements in the efficiency and effectiveness of the IT, HR, Finance, Legal, Property, and Corporate Communications & Government Affairs functions
• For Heinz North America, the Pittsburgh, Pennsylvania based food manufacturer, full time participation in their Project Delta that delivered a sustainable annualised earnings impact in excess of $200 million (25% improvement in EBITDA). I led the process reengineering that delivered significant operational improvements in the efficiency and effectiveness of the IT, HR, Legal, Business Services, Telecommunications, Foodservice, Corporate Communications & Government Affairs and Aviation functions
• For Energy East, the New York, NY based Gas & Electric Utility, full time participation in their IEExcellence project that delivered a sustainable annualised earnings impact in excess of $65 million (35% improvement in EBITDA). In addition, the project was successful in developing an Energy East wide corporate culture in what were previously six separate and autonomous state-based utilities. I led the process reengineering that delivered significant operational improvements in the efficiency and effectiveness of the IT, Finance, Legal, Facilities and HR functions as well as leading the evaluation, selection and implementation planning project for an ERP system to provide the new enterprise backbone, which resulted in selection of SAP
• For the Mellon Corporation, the Pittsburgh, Pennsylvania based Financial Services giant, full time participation in their LEAP (Lifting Earnings and Performance) project that delivered a sustainable annualised earnings impact of in excess of $309 million (30% improvement in EBITDA). I led the process re-engineering that delivered significant improvements in the efficiency and effectiveness of the Personal Wealth and Institutional Asset Management functions (from trading floor to back office) that included wholly owned Mellon companies such as Dreyfus, Newton, Mellon Bond and Mellon Equity.  I also led the improvement in operational efficiency and effectiveness of all Mellon Call Centres
• For KeyCorp, the Cleveland, Ohio based Financial Services giant, full time participation in their PEG (Perform, Excel & Grow) project that delivered a sustainable annualised earnings impact of in excess of $550 million (40% improvement in EBITDA). In addition, the project was successful in developing a new ‘OneKey’ corporate culture in an organisation that had grown rapidly through acquisition but had not integrated acquired companies. I led the process re-engineering that delivered significant operational improvements in the efficiency and effectiveness of the IT, Call Centres, Loan Services, Lockbox, and Trust Services functions