An overview of selected clients and assignments

1. Guy Carpenter, Philadelphia, PA
For approximately 30 of the top executives of a large, regional insurance brokerage firm, we addressed merger integration and change management issues stemming from two recent mergers that resulted in significant differences and practices across what had been three companies.

2. Phillip Morris (Latin America)
For approximately 40 general managers and senior executives of the tobacco and food firm’s operations in Central and South America, we developed a 1.5 day seminar to help GMs address new roles and strategies for leading change.

3. Hewlett Packard, Palo Alto, CA
Shortly after Carly Fiorina became the CEO of the firm, we worked with approximately 60 business unit general managers and senior executives to develop more effective working relationships across business units and across functional areas.

4. Aventis, North America, King of Prussia, PA
For the biologics business of this international pharmaceutical firm, we worked with two different general managers on a variety of assignments over a two-year period, including employee communications, project management, the launch of key business initiatives and executive team offsite meetings. For the same corporation, we worked with the top two executives of all North American operations to re-structure the responsibilities and operational leadership roles of both the CEO and COO positions after the COO position had been created.

5. American Automobile Association (AAA) (Arizona, Northern New England, Indiana, Mid-Atlantic, Hartford/Cincinnati, National Office)
In a variety of assignments, we have addressed numerous issues for these regional entities of the nation’s largest membership organization, including strategy formulation, merger integration, succession planning, and board structure and governance.

6. Scotia Capital a division of the Bank of Nova Scotia, Toronto Canada
We worked with the senior managers of the retail brokerage arm of this business to develop on-going programs for leadership development and ‘top-grading’ as key components in building a high-performance organization.

7. Fujitsu Network Communications, Dallas Texas
For the telecommunications equipment manufacturing arm of Fujitsu, we worked with the senior executives responsible for strategy formulation to develop scenarios and strategic options for the business during the early stages of the telecomm downturn.

8. Otsuka Maryland Research Institute, Rockville, MD
For the global drug development laboratories of this privately-held Japanese pharmaceutical firm, we addressed roles and operating mechanisms to improve the management of the firm by its top six executives, who comprised an executive committee. Following a 1.5 day offsite, the team reached decisions on a number of issues, including the need for a strategy update, and a formal clarification of roles and responsibilities.

9. Microsoft
Served as Academic Director of an ongoing Wharton program for Microsoft executives. To reinforce the emphasis of a major reorganization, the program focused on strategy development/implementation, finance and options-based planning for more than 250 executives across the firm.

10. Retainer-based advice
At any given time, we serve as strategic thinking partners to executives who place us on a retainer to work on issues as they arise “in real time”. In the past, we have helped executives and their top teams to address merger integration, strategic alliances, Board-CEO working relationships, and succession planning.