Many consulting engagements are either entirely or partially focused on improving business process as a means of achieving near-term benefits and sustainable, long-term performance improvement. Opportunities can vary widely from broad strategic planning and execution to specific merchandising or advertising activities and often include a hard look at workload management and time efficiency. Credentials from some process-related engagements are cited below:

• For a national food products manufacturer with many name brands and seven semiautonomous divisions, managed the project team that conducted a complete review of current food service trade promotion practices with the objective of redesigning and centralizing control of trade promotion activity. The first stage of this project required on-site documentation of division practices and a report to senior management with findings and recommendations.

  The team next designed a future state closed loop process that would end many of the existing deficiencies and then assisted the client in evaluating and selecting trade management software for both retail and food service divisions. A further key activity was then the extensive documentation of future state processes and translation into system design architecture to enable new systems implementation. This also included documentation of numerous related pricing policies.

• For a regional department store division of a national department store retailer, managed the team that identified advertising department process improvement opportunities in planning, production, and studio operations. These changes, along with recommended organizational restructuring, offered potential savings of $300,000 to $450,000 and led to significant revisions in the department's operations.
• For a regional sporting goods chain, managed the project team that completed an assessment of inventory management opportunities in merchandising, replenishment and DC operations. Led to selection and implementation of revised replenishment and warehouse management systems and modification of business planning processes. Similar analyses were also performed for several home improvement retailers and a regional confectionery manufacturer/retailer.
• For a regional catalog/discount retailer, led the team that provided recommendations and created new processes and tools for improved merchandise planning, inventory management and open-to-buy controls. Conducted a broad review of advertising planning processes and documented initiatives with potential savings of $3-$4 million in advertising spending to be redirected to attracting new customers.
• For a national specialty chain laboring under the burden of excessive workloads and meetings at corporate HQ, completed a review of merchandising-related functional areas and identified opportunities for eliminating, restructuring or delegating meetings (including pre- and post-meeting activity) and daily tasks. Resulted in improved efficiencies and effectiveness and reduced frustration.
• For a national women's specialty retailer, coordinated the initial training and implementation of a newly developed company-wide assortment planning program and process, receiving broad general acceptance of users.