Co-founder of Strategic Insights, with more than 30 years of expertise in strategic intelligence, general management consulting and financial management.
Has led numerous client engagements in North America, Latin America, Europe and Asia focusing on strategy, market positioning, competitive intelligence, benchmarking, organizational effectiveness, and process improvement.
Expertise spans multiple industries including: energy, franchising, financial services, health care, process manufacturing, consumer products, pharmaceuticals and telecommunications.
Prior to co-founding Strategic Insights, was a Practice Leader for Business Intelligence Services at Kroll Associates and Citigate Global Intelligence.
As the former president of BACK Management and Taylor & Company, helped clients improve their competitive positioning, exploit strategic advantages and identify potential merger and alliance candidates.
At Cresap, a Towers Perrin Company, was a Vice President Global Practice leader.
At the outset of his career, consulted on accounting systems, mergers and acquisitions and foreign business practices for U.S. and foreign clients at Arthur Young & Company (now Ernst & Young).
Frequent conference leader and speaker for several industries and associations including: EXNET/Management Exchange, Edison Electric Institute, Planning Forum, United States Telephone Association, and American Management Association.
Committing resources in ways that do not serve your strategic goals.
For example, a company may commit resources to a new market only to find that a competitor is two steps ahead of their company, has already identified the market and distribution channels, and has already achieved pioneer's preference.
Being constantly blindsided by various external forces, be it competitors, government regulators, customers, etc.
Ineffective competitive intelligence means that every change in the landscape appears as a surprise and executives must manage from crisis to crisis.
Making decisions based on sub-optimal information.
Both strategic and day-to-day tactical decisions require that managers have the best available information; where corporate intelligence is inadequate, firms risk making decisions blindly or with inadequate or out-dated information.
Identifying new opportunities with accuracy.
Effective competitive intelligence enables companies to identify ways that a company may leverage current market conditions and also allows it to more effectively market share or other competitive threats.
Improves resource allocation.
Competitive intelligence allows companies to make better decisions with respect to its current pool of resources and prevents costly mistakes.
Allows companies to plan more effectively for the future.
Competitive intelligence enables foresight; it allows companies to engage in more effective, evidence-based scenario planning and roadmapping and make better decisions in the short, mid and long terms.