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At Pilot Advisors we know from experience that organizations are dynamic and require a variety of tools and processes to improve. We’ve categorized the following case studies to make them easier to navigate and to highlight specific areas of expertise. However, because our approach is always comprehensive, most of these case studies could have been categorized in many different ways. |
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Corporate Performance Breakthroughs
Personal/Team Achievements
M&A Cultural Integration
Strategic Planning & Execution
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Corporate Performance Breakthroughs |
Lucent Technologies
Technology Firm, Revenue: $9BB+, Employees: 10,000+ |
| Facilitate a breakthrough in customer satisfaction and user friendly metrics for the technical “box” product lines. |
| Facilitated a 6 month breakthrough process with 45 of the “select” personnel from the division, identified the foundational issues preventing success, developed metrics and plans for improvement. |
| Broke-through the previously sacred-cows preventing any progress, reorganized the documentation and product development departments, streamlined the processes by months. |
Pacificorp
U.S. Electric Utility Company, Revenue: $1BB+, Employees: 3,000+ |
| A breakthrough $33MM increase in revenue concurrent with a predetermined 30% reduction through attrition in the work force, using the concept of Process Centered Organization. |
| Extensive assessment and design utilizing client teams, union collaboration and validation of Process Centered Organization design, identified and addressed foundational cultural issues. |
| Exceeded both goals while establishing methods to increase workforce productivity levels significantly, eventual sale of the company to a Warren Buffet Energy company. |
EG&G Defense
U.S. Military Defense Contractor on a 20 Year Federal Contract Required by International Treaty, Subsidiary of $20BB company, 900 direct employees, 300 sub-contractors |
| An urgent, last chance, performance turnaround after near misses in safety performance prior to contract cancellation. |
| Extensive top level independent root cause analysis and management assessment, strategic recovery planning, executive coaching, vision development and implementation, multiple program-specific performance assessments, follow-up. |
| The site promptly rectified its performance and for the first time achieved award-fee payments of more than $2MM per quarter which has continued at nearly 100% of maximum since. |
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Personal/Team Achievements |
Battelle Memorial
Largest U.S. Non-Profit Research and Development Firm, Providing Technical Expertise and Personnel to a Dangerous and Sensitive Government Project, Project Revenue: $17-25MM, Employees: 275 |
| Prompt recovery from disastrous customer service concurrent with growth within the same industry. |
| Extensive assessment, development and implementation of new executive expectations, a new vision, persistent executive coaching and process re-engineering. |
| Recognized by the Federal Government for their contributions internationally and awarded more than $1MM in new contracts while retaining and expanding their existent contracts. |
Morningstar
Largest U.S. Dairy Producer and Non-Dairy Supplier, Revenue: $1.2BB, Employees: 3,000 |
| Elevating the sales department capabilities, including dozens of dissimilar sales channels, to a highly disciplined, high performance organization comparable to the other corporate departments concurrent with 5% revenue growth and 7.5% profit growth. |
| Extensive strategic planning, a facilitated program design process, and high impact executive coaching. |
| Profound change in roles and responsibilities, breakthrough changes in the beliefs and attitudes of the sales and support staff, ownership of the new methods and practices by sales management. |
Groupe Danone
Largest Food Company in the World, Revenue: $20BB+, Employees: 20,000 |
| Develop disciplined, innovative performance within the leadership team. |
| Facilitated international offsite sessions, corporate vision development, team performance workshops, quantitative assessments, and company wide executive coaching. |
| Sustained qualitative performance improvements, renewed energy and innovation, corporate advancement for each of the coached personnel within 12 months. |
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M&A Cultural Integration |
Oregon Steel Mill
Domestic Produce of Steel Products, Revenue: $900MM, Employees: 2,500 |
| Complete restructuring of the company following multiple acquisitions over a decade, including alignment of several recent acquisitions, to achieve significant profit growth, stock value, in concert with a major retooling that was committed to publicly. |
| Vision development and implementation, strategic planning, management workshops, coaching, advised the executive team and Board of Directors, and facilitated business process development. |
| Highest profit levels in the 120 years of existence, recognized as the hottest stock in the market by Mad Money, Jim Cramer, stock price value increase of more than 20 times, sale to a foreign steel company. |
Komatsu Silicon America
U.S. Division of the Largest Japanese Manufacturer, Silicon Wafer Manufacturer, Revenue: $200MM, Employees: 500 |
| Ensure a successful design-build, commissioning, and operation of a new silicon wafer manufacturing facility using Japanese and American co-management |
| Vision development and implementation, engineering oversight, staffing program development, and executive coaching to the multi-national leadership team. |
| Met schedule, budget, quality and safety criteria (a first in the industry for a design-build), as well as the swift resolution of international project disputes. |
Ontario Hydro Power
Canadian, Nuclear Power Plant, Revenue: $500MM, Employees: 1,500 |
| Collaboratively identify the root cause of the company’s failure to implement improvement plans inclusive of the senior executive team, the labor unions, and the supervisors union. |
| Facilitated 30 person sessions to develop an agreed upon problem solving process, extensive group and individual coaching, independent root cause analysis, strategic planning facilitation. |
The first integrated performance improvement plan; ultimately achieved the desired improvements and objectively measured goals. |
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Strategic Planning & Execution |
Clinton Nuclear Station
Privately Owned and Operated Commercial Nuclear Power Plant, Revenue: $100MM, Employees: 1,300 |
| Comprehensive turnaround under the scrutiny of the Nuclear Regulatory Commission that had ordered the facility shut-down until it proved it was capable of meeting standards. |
| Extensive personnel assessment and reassignment process, the facilitation and deployment of a root cause analysis program, the development of an integrated and comprehensive plan to address more than 100 violations/findings, extensive executive coaching, and extensive human performance workshops. |
The quickest return to service in the history of the Nuclear Power production from a “Show Cause” state to full power operations. |
Gardenburger
Privately Owned First of Its Kind Food Producer, Revenue: $25-$100MM, Employees: 100 to 1,000 |
| Transition of the company from a multi-site small business to an integrated high performance production company. |
| Development of performance metrics, executive coaching, leadership workshops, strategic planning support, implementation of statistical process control and disciplined project management. |
Quadrupled revenues, doubled profits and enhanced share price by 100%. |
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