A PE owned light manufacturer's ERP implementation was a year late and 2X initial budget with no end in sight.  Implemented 1st ever strong Project Gvernance with minimal overhead.  This structure has been expanded company-wide for all projects/initiatives Redefined the company in terms of 3 macro-processes, assigned each a Process Owner tasked with maintaining efficiency and  fitness for purpose Changed ERP implementors, revised open-ended contracts into 'bulletproof' predictable engagements   A NASDAQ listed software vendor was stalled, and required a then struggling Professional Services Division to deliver both license and services revenues to survive and regain momentum. Despite the post 9/11 recession, within 18 months increased services Gross Margins from -23% to +42%, increased Utilization from 66% to 97%, reduced turnover from 100% to 5%, reduced DSO from 90+ to 55 days, net realization increased 50%, worked with Sales force to sell multiple new licenses (new customer and renewal) A VC funded Portal was experiencing 300% turnover, minimal return on expended investments and a mutiny. Reduced staff and turnover to manageable levels, quelled mutiny, refocues strategy, staff and investors on future growth Lead due diligence, including resolution of unexpected IP ownership and related valuation issue which resulted in a Series B round Restarted stalled joint venture with leading Emerging Markets trading house A NASDAQ listed tech manufacturer had a struggling subsidiary in a high-inflation, high regulation, politically uncertain country.  Reduced staff to bring operations in line with existing and projected revenues Had products reclassified under lower tariff classification, immediately effectively reducing the market price by 20% Operated under a local cash basis, while continuing to file US GAAP financials to US HQ A high-profile consulting division of an F50 company, acquired by an overseas division, was underperforming in the US and creating customer satisfaction issues in major Global accounts Converted into a product company Implemented a hybrid (services/package) selling model, changed HR model Won new business at premium pricing via direct selling Company turned profitable within 12 months A Global Insurer’s senior Finance management needed Project Management support for their role in an Enterprise SAP Financials implementation. Determined published scope was inadequate to their needs; presented revised scope Deployment sites and strategy heavily modified/rationalized Conducted deep root cause analysis of Field and HQ Close process, replacing urban myths with fact base for accurate decision making A UK based software company had contracted with a leading Global Asset Manager on a joint product development  Deadlines were missed, status was overstated and Project Management had lost credibility. Paused project, reviewed and redrafted project plan reflecting both sides' resourcing commitments Replaced software company representative to the customer Reviewed and modified UI deliverables from a ‘force fit’ of dated technology to a more modern thin client interface ‘Sold’ new deliverables to HQ R&D, Product Development, President and Board A NASDAQ listed software company and a Big 4 jointly contracted to develop a breakthrough product. The Big 4 designed the product as a starter-kit, rather than the software company’s envisioned easily installable product. Redrafted nature of product, making it more of a product Represented software company’s Office of the President as daily on-site Project Manager for build phase.  Worked intensely with Product Management, Marketing, Sales, R&D, etc. Delivered product on time, on budget, assisted in first sale