I have doctoral level training in both qualitative and quantitative research. My experience includes development of new, globally scaled, assessments and evaluation systems in the areas of; program satisfaction, stakeholder/customer satisfaction, academic program outcomes, employee and stakeholder success and wellness. Data driven decision making is necessary for organizational success, the challenge is to get to the data and then what to do with it. I have a proven track record in both.
Akshaya has experience being involved in two dietary supplement start-ups and has acquired a nuanced understanding of starting from the ground up while establishing a new company/brand.
As a leader in the fitness industry for more than a decade, I have experience with private, non profit and franchise organizations in both US and Canada. I have deep knowledge of the competitive landscape as well as understanding of current and future trends. As a leader in these organizations, I had the opportunity to be a decision maker in almost all areas. Experience in acquisitions and new builds, I have had experience in all manners of business.
With over 20 years as an operations leader, I have multiple decades analyzing business operations and identifying customer needs in order to bring the two closer together. Experience with organizations such as Home Depot, LA Fitness and the YMCA have given me a diverse skill set and understanding of operation best practices.
I have held executive positions in multiple companies, in varying industries, and for multiple decades. I have sold over $200 million of products and services. I currently have a strong background in IoT for sales, marketing, product development and support worldwide. I have run a telecommunications and software companies, saving companies from bankruptcy and replacing that with positive cash flow and market gains.
I am an operating executive with PE experience for manufacturing and distribution industries with sales and EBITDA up to $100M and $10M respectively. More than 20 years experience directing "buy and build" strategies for multi-national companies that have created shareholder value, while providing me with unique leadership and operational skills. I have particular expertise developing and implementing growth strategies that include double-digit organic sales increases driven by channel development, market segmentation, key account development, new product introduction, sales force management, and marketing leadership. Identifying, acquiring, and integrating companies that provide a strategic fit supports internal rates of return and increased valuations. PLASTIC & RUBBER MANUFACTURING 25+ years serving in C-level roles for the industry-leading manufacturer of vinyl dip molding, injection molding, plastic extrusion, foam rubber extrusion, EPDM rubber molding, thermoforming (packaging). Companies involved in sales directly to industrial OEM and end-users. Industries supplied includes automotive, aerospace, electronics, machinery, lawn & garden, HVAC, tube & pipe, consumer goods, medical, and fitness equipment. CUSTOM CUTTING TOOLS Lead the industries largest manufacturer and service provider of custom carbide and diamond tipped cutting tool and saw blades. Steered the company through the housing-driven recession emerging with revenue and EBITDA growth during industry recovery. OEM customers in metalworking and woodworking industries. Manufacturing customers in the building materials, O&G, tubing and pipe, housing and remodeling materials, and CNC machining. INDUSTRIAL MATERIAL HANDLING & STORAGE Employing two-step distribution channel to supply heavy-duty storage equipment for manufacturers, machining centers, machine shops, and metal fabricating. Selling through industrial supply companies, cutting tool distributors, and MRO distributors.
At NCR I design & implemented methods & processes to significantly improve Supply Chain Quality & performance – supplier quality Recognized by VCA/Hills executives as creator of better customer focus, improved operational concepts and chosen to train other areas on new concepts. When I was at Target Stores Executive office I designed and prototyped Softline’s logistics flow system with projected potential savings $20 million and significant improvement in Supply Chain performance (cycle time & inventory levels) Some of my efforts at Burger King were the designed & implemented new demand analysis capabilities improving inventory forecasting, the establishment of transport purchasing strategy, the negotiations of national transport agreements reducing transport vendors form over 300 to 50 with improved service and and.an estimated savings of over $2 million annually. Also created a Logistics infrastructure giving us the capabilities to better manage the inventories and Supply Chain and designed & implemented Logistics network modeling & analysis capabilities. I also provide Logistics expertise to restaurant operations & franchisees on new logistics & procurement processes and methods At Digital Equipment Corporation I spearhead the changed purchasing managers performance measurement criteria lowering the cost & ensuring better decisions making from Purchase Price Variance to material acquisition cost with an estimated $15 million and lower material cost. In addition, I drove the designed, implemented, & trained on DOT Haz. Mat. Program – 1st in company and designed & implemented Pyramid based logistics computer information systems– pyramid concept – base data, management/performance reports, and exception reporting
As a Board Advisor with TribeCX, I have significant experience with delivery and execution of Customer Experience. My library includes a focus on key areas for enablement and success including Governance, Employee Engagement & Experience, CX Pillars, Playbooks, Sustainability, Organizational Change Management and more. Each toolkit in the library was informed by Best Practices during our partnership with Bain Consulting. Having led CX for American Airlines for 4+ years, my experience leading programs, driving C-Suite agendas and overall execution has been proven on the ground. Not only did I serve as CX lead for American Airlines, I also delivered Customer Service & Operations during a 17 year career in airport leadership in DFW, BOS and as Managing Director/General Manager of LaGuardia (LGA) and Los Angeles (LAX) airports. During my time in Airport Leadership our teams achieved excellence and improvement in areas of Safety, Financials, Operations, Employee Engagement & Customer Service key deliverables while leading teams of 600+ and 1500+ respectively.
My Leadership experience spans a career of 33+ years at American Airlines with 25 of those services in a Managing Director (or above) role. I possess experience as well reporting to and guiding C-Suite discussions with roles reporting to CIO, CHRO and CMO during the tenured career. I have led teams as large as 3000+ from airport leadership roles to Regional teams to Corporate roles. In my last role as Managing Director HR Shared Services we led our team to achieve a 91% employee engagement score on the Company led survey. My toolkit includes Best Practices from Coaches such as Tony Jeary (The Results Guy) and Paul Meyer (SMI). My employee experience platform is grounded on work informed by Prof. Donna Hicks of Harvard University and the Overland Resource Group with a strong foundation in Human Dignity and how to bring the key Levers of Employee Commitment to life across your enterprise. I can share how to "Elevate your Business Through your People" with 6 indispensible components for success. My leadership coaching and results execution strategies are heavily informed by both my 25+ years leading teams to results excellence and 12 years of personal & professional coaching by Tony Jeary.
Education 1) Master of Public Administration (MPA) with Healthcare Emphasis 2) Advanced Operational Emergency Medical Skills Course 3) NATO Special Operations Medical Leader Course 4) Helicopter Underwater Escape Training 5) High Altitude Chamber Certification 6) Basic Healthcare Administrator Course Experience 1) Served as the lead physician executive for 120 employees and 10,000+ patients 2) Led several medical missions and training events while in the US Army 3) Continue to provide clinical and research insight, guidance, and mentorship for doctors and leaders in 120+ countries 4) COVID-19 (coronavirus) preparation and prevention
Case 1: Building competitiveness via taking care of the customer My first decade in GE was spent largely serving 1 client, Southern Nuclear, an electric utility in the Southeast United States. In 1997, Jack Welch rolled out the six-sigma program and I was one of the first Black Belts (a term used for process improvement experts). At that time, the average nuclear plant lost $1million / day in revenue when shut down for maintenance, not counting maintenance cost. The average duration of maintenance was 45-60 days. So, a focused effort was made to pull together as a USA team (we largely operated as independent districts at the time) and partner with customers for real cycle time improvement without risking safety or quality. As the black belt, I reached out to every project manager to solicit their participation, we reviewed the goals of our customer (cycle reduction) and the goals of the company (stay competitive). We compared scope, schedules and budgets and learned that the average duration varied from 35 to 55 days. Why? Initial feedback was that every plant was different and that drove the variance. But upon analysis and discussion, we found that every plant had common units (high pressure section, low pressure section, stop valves, control valves, etc.) and upon examining each least common denominator, we found some interesting success factors. Some teams were better trained as they had repeat maintenance crews each year, some teams had better tools that were faster and safer, some teams had fixtures that allowed for disassembly faster with less clean up. Over the next several years, teams competed in a healthy manner to employ these various methods and gradually, the average duration moved to and below the 30-day mark. This not only saved the customer money but also reduce radiation exposure to certain employees (these were nuclear plants). The progress made was not via advanced statics (although six-sigma does offer that capability). Basic tools were used comprised of communication, collaboration on common goals, process mapping and logical problem solving. The same approach can be used in financial, “back office”, technical and customer service areas. Case 2: Growing the business in a phased approach My second generation in GE was spent largely focused on downstream oil / gas integrating and operating a series of acquisitions. While the companies varied in focus from vibration monitoring, to controls solutions, to temperature / flow / pressure measurement, to non-destructive test, the challenge was similar. Very innovative companies with great technology had grown to a point and were limited by their business processes and inability to scale. Teams were very customer centric and technical astute but did not have a repeatable process to transfer knowledge that enabled quality and productivity no matter where the work was done nor by who. As the service leader, first steps were to assure safety of the team, building and delivering the proper training and tools. The next focus was on quality. As these teams were global, customers and the company deserved to have the same caliber of work performed anywhere around the world. A global technical training and mentoring program was put in place that not only build that technical foundation, but also built a reputation with the customers that enhanced the brand and enabled price. Third was a focus on business acumen. Many of the upcoming leaders were promoted for their time in service or technical skills, not business skills. Good folks, but they just didn’t know how to build a business plan, manage financial risk or assess the health of the business. But over time, with coaching and accountability, they built their operating or sales business skills to the point of achieving double digit growth year / year and a global business of +$500 million. Teams were from North America, Latin America, Europe, Africa, Middle East, Asia and China. Today, many of those leaders can be seen in executive leadership roles running businesses of their own. Case 3: Building the talent pipeline More recently in 2014, I took at assignment with upstream oil / gas in Aberdeen, Scotland where, as part of our charter, we supported offshore oil activities along the West Coast of Africa. Upstream oil / gas has relied on expats, largely from USA or Europe, to operate offshore platforms and support bases. But a key requirement from the customer and the host country of Ghana was the utilization of local talent. This meant that local persons, who had no experience in oil field services, had to be trained on safety, quality, technical and business culture. Often, localization requirements were met in concept but not reality, by hiring 2 janitors for every 1 expat oil worker, but this does not meet the spirit of the exercise. As we built plans for the shore base (speaking to local real estate personnel, engineering contractors and government officials), we also spoke to local high schools and trade schools about the talent available and how we build a program quickly. We partnered with a local school to put a curriculum together and using expat instructors, began the training and certification program while civil construction began (civil works were done by local personnel). Standards in safety, quality, work processes were different, and it took effective communication, collaboration and goal setting with local community leaders to reach a common approach that maintained high standards without causing any negative messaging. Gradually, local persons were hired and over time they transitioned from the minority of employees to the majority until all the persons including the shore base manager are local Ghanaian citizens. This is great for the country and local community, as it is building economic growth. It is great for the company, as local persons are more cost effective than expats on premiums. And it is great for the customer, as these persons have more longevity and continuity for consistent work overtime.
I am a value builder system certified advisor. The Value Builder System™ is a scientiﬁ c methodology proven to increase the value of your business. After analyzing over 40,000 businesses, the average Value Builder Score is 59 out of a possible 100. If we look at the acquisition oﬀ ers these businesses have received, the average oﬀ er is 3.5 times pre-tax proﬁ t. The Value Builder users who have improved their score to 90 or greater – by following the system – are receiving oﬀ ers of 7.1 times pretax proﬁ t on average.
Operational Excellence demands so much more than repeatable processes. And true operational excellence demands something that is often considered inconsistent with strict process compliance - a culture of innovation. Measuring the enterprise's operation requires assessment and analysis of meaningful metrics -- metrics that can directly tie departmental performance with the bottom line and the company's net margin. Yet performance improvement demands more than predictable process behavior; it demands a disciplined, managed, continual assessment of whether the processes are still optimal based on company strategy. Do your department metrics tie to the metrics that the COO needs in assessing the entire company's effectiveness? By what means are the current business processes streamlined within IT and optimized? Does the culture promote a disciplined and rigorous focus on operational enhancement, via innovation? Certain processes are "right", depending on many organizational factors. Developed by far more than the company suggestion box, process improvement depends on a company culture that encourages staff innovation - at all times. Everybody in the organization is involved in streamlining the operation, especially those that handle the inner workings of the supply chain, the on-the-ground processes that define a company's effectiveness. And managers must encourage a structured dialog that will derive sustainable changes. Driving returns that last depends on operational excellence that is steeped in innovation. Recent successes include: - Innovation design and Executive leadership for Operations teams structured for maximum valuation - Transformational, operational excellence, coaching and implementation from startup to blue chip; - Development of the “Strategic” Infrastructure: cost control and the bottom line; - Continuous improvement cultures Please send your questions at least two days in advance of the session, so we can ensure thoroughness in the discussion. Optimizing my clients time and their investment is my priority.
I examine current processes and thinking, apply outside of the box ideas and solutions, test for application and present data. As a consultant, I have the advantage of not being tied to the organization, therefore, the ability to question the way processes have always been accomplished and present options not previously considered.
I have particular expertise developing and implementing growth strategies that include double-digit organic sales increases driven by channel development, market segmentation, key account development, new product introduction, sales force management, and marketing leadership. Identifying, acquiring, and integrating companies that provide a strategic fit supports internal rates of return and increased valuations. Senior Consultant & Council Member : Mitsubishi Material Corporation - Japan, Gerson Lehrman Group - USA, Insight Alpha - Singapore, GlobalWonks - USA, Strat Lancer - India
As a Maxwell Behavioral Analysis Consultant I have one of the greatest privileges and is to enter peoples world and mindset. Humbly and empathetic I can help others who makes the decision to really get better. It allows me to coach around their own DISC test results and as a team identify fears, limiting thoughts and understand egos. It feels amazing once you learn this new skills to identify and conquer this behaviors within and start looking in others to have that edge of understanding how predictable we are. Only then you are going to be able to adapt your communication and achieve better personal and professional relations.
Over the past ten years I have been working with global organisations to improve both their ability to negotiate and their selling skills. With a background in Investment Banking, I specialise in HNW and uHNW sales in the investment and wealth management industries. Being good at sales means having a strong understanding of the needs and challenges of the customer. Building a long term relationship, that moves beyond the transactional will help you identify key opportunities, turn round sales opportunities quickly, build long term relationships, and build your reputation as a trusted advisor.
As Quality & Patient Safety Head and later as CEO, led the organizational initiative developing & instituting the culture for quality & patient safety across the organization along with accreditation of hospitals with national & international accreditation bodies and individual functional departments. Have been proactively contributed towards creation of the national accreditation body and later chaired the Technical Committee & Grievance Committee of the national body & served as member of the Accreditation Committee. Led the accreditation of Standards of the accreditation body with International Society of Quality & contributed towards the accreditation of the national body with the International Society of Quality.
We are servant leaders and "People do not care how much you know until they know how much you care". As a Coach, Teacher, Trainer and Public Speaker for John C. Maxwell who quoted this wise words I care about the quality of my work and the benefits your company wins by increasing customer experience. I work with companies toward achieving the best CX possible through processes because is the right thing to do. Once we start working together you can experience increase in your CSI and SSI results and can measure the actual versus your industry benchmark. We exist because our customers and we must be at the top of our game mentally and physically through our actions, behaviors and the way we make them feel.