CHALLENGE:

Excellus BlueCross BlueShield merged four health care associations representing at least 15,000 subscriber/members into one.  The association was mandated to integrate the information technology infrastructure into one effective consolidated system to serve all their subscribers in New York State.

STRATEGY:

My team was tasked with determining which organization had the most efficient integrative system, inventory development tools used, identify redundancies and deficiencies in operations, report findings and make recommendations to the senior board members. 

We created a focus group question set that was used to interview infrastructure teams located in various locations. Created a database to collect, consolidate and identify patterns in the results.  Using this information, we identified which IT Infrastructure was most efficient and best suited to incorporate all the locations into one integrated system.

We successfully delivered the characteristics of an ideal integrated Information technology platform that was used to make this strategic decision and save the organization in excess of $1 million per year.

RESULT:

$1 million per year organizational savings by delivering an ideal integrated technology platform.

CHALLENGE:

Land complex, long term multi-million dollar private/governmental contracts for the company. Kodak Commercial and Government Services.

STRATEGY:

As part of a team, I collected the data necessary to complete the bid within time restraints.  Bid development included:

• Gathering requirements from the vendor,
• Collaborating with engineering and scientists to identify labor and material costs,
• Comparing financial benchmarks and best practices from prior contracts to project costs on new bids,
• Partnering with human resources, R&D and business managers,
• Utilizing PlanView™ to collect information gathered,
• Preparing components of the proposal detailing elements for potential breakouts.

RESULT:

Delivered bid proposals that secured in excess of $ 10 million in revenue.

CHALLENGE:

Company discovered errors and irregularities in the reporting of their accounting data for prior years. This exposed them to significant potential tax liabilities and penalties. In addition, their systems continued to propagate these errors.

STRATEGY: 

Based on meeting with the owners of the company, their staff and their CPA firm, I determined that their unpaid liabilities were approximately $28,000. As a result of this, the scope and depth of the errors were identified.  I determined that the project required that we examine every transaction entered into the accounting software over a two-year period and make corrections as needed. By collaborating with their staff, I created a training plan for the company.  We trained the owners and their staff by involving them in the process, documenting new policies and procedures, and evaluating their work based on new processes that eliminated systemic errors.

Client has a full understanding of how their accounting system functions and why it’s a vital tool to creating greater efficiency and wealth.   The procedural manual is used to cross-train the accounting function. The use of the financial and business workflow by the business, including the tools and lessons learned to create strategic planning which has led to a sales growth of over 30 percent annually. 

RESULT:

30% annual sales growth through forensically revamped accounting system, strategic planning and integrated workflow process.

CHALLENGE:

A successful sports and hobby business had the opportunity to expand to a second city but the owner was unsure as to the potential profitability and risks of expansion.

STRATEGY: 

• Met with their management team and led a complete and multifaceted risk assessment.
• Modified this assessment into a highly accessible, practical, visual decision-making process for the owner and employees.
  • Identified and sorted risks by high-moderate-low based on their experience and my expertise.
  • Assigned probability of the highest and lowest risks occurring.
  • Discussed mitigation and contingency options with the team.
  • Continued until a “go/no go” state was reached.
• Led the team in creating a project plan to initiate, plan, execute and control the expansion.
• Based on the risk assessment, the team recommended expansion to the owner of the company, who approved the expansion and the master project plan.  When keys were turned over, the management team had an action plan from day one. New location opened on time and under budget and with increased revenues of over ½-million dollars.

RESULT:

$ 500k increase in company revenues using risk mitigation tools and strategic management planning, doubling the size of the business.

 CHALLENGE:

Not-for-Profit organization was evaluating their financial and functional operations.  They requested documentation of their processes and recommendation for streamlined processes and procedures.  They also wanted us to champion strategic planning that will determine their current and long-term viability.

STRATEGY: 

Interviewed and gathered requirements from the organizations board president, grant writer, internal accountant, administrative assistant, certified public accountant, attorney, board members and the director.  Observed and documented the process of how data was entered into the donor and accounting system. Reviewed and evaluated the processes related to payroll, accounts receivable, accounts payable, grant implementation, budgeting, forecasting, tax preparation and reporting to the board of directors. 

RESULT:

We created a change management document that outlined recommendations to the board of directors.  Implemented changes resulted in a savings of over 30% in expenses. In collaboration with the board, grew revenue over 15% through grant writing and special programs.

15% increase in funding and donor receipts through special programs including grant writing and 30% expense savings by implementing process change management and training.