Project Leader – IT / Enterprise Software, Operations, Supply Chain
We have served over 60 companies in a variety of
roles - VP manufacturing, Director of Materials, project leader, chief
architect/designer, management advisor, consultant, and more detailed
roles. For the last two years we have been serving on the project leadership team at
a leading global cosmetics company, JAFRA Cosmetics, International, on a large, complex global software
project involving 3 separate systems, including SAP.
Linked Web Sites - in the column
to the right are hyperlinks to other locations. Two of these are
"sub" web sites this this site. Each of these is a focused on a
single topic. The Best Practices Web Site contains dozens of
papers we've written, while the AIMS Software Web Site covers the
largest single work in my career, spanning 8 years. The story of
AIMS/ERP began at Alesis Corporation in 1993, the launching of AIMS
Software, Inc., in 1996, and the closing, still in the black, in 2001,
seldom-stated reality is that all businesses today are heavily,
deeply dependent on information technology, on having well-functioning
software systems, yet most business leaders remain very weak in the IT
area, while most IT leaders remain very weak in their business
In either an IT-focused or business-centered role,
we bring this deep mix of IT/technical expertise coupled with extensive
hands-on work in over 60 companies, essentially making the blend of
people, activities, procedures, and software - called "business
processes" work better, seeing substantial performance improvements in
the results. Examples include:
IT/Enterprise software – including design (specifications,
architecture, other documentation), management of development, testing,
selection of purchased packages, and implementation projects.
Production and inventory management – we call our unique approach
“synchronized production.” We
work to bring a large portion of all production and supply into a
tightly integrated process closely linked to actual sales.
We first implemented Lean methods over 25 years ago.
Our textbook on
this field is avaialble in paperback form on Amazon.com at
Global supply chain – our approach considers multiple factors and
costs in assessing vendors and how each relationship is best managed,
leveraging our experience in China, Mexico and the US.
Acquisitions and mergers – due diligence and in-depth assessments of
the business, well beyond the purely financial, including a company’s
culture and leadership.
Organization restructuring – these involve a substantial change in
leadership, reporting structure and responsibilities, often including
recruiting of new, senior leadership and key staff roles.