Company profile: $1 billion dollar clinical and industrial laboratory supplies company.

Strategic business plan for a billion dollar clinical and industrial laboratory supplies company; identified key business issues, conducted SBU business diagnostic, assessed current markets in terms of defining industry segments, analyzing customers, analyzing suppliers, analyzing competitors, analyzing emerging markets and trends including identifying and researching key trends and issues driving change within the industry and determining the potential impact on each SBU, summarized competitive position of each SBU's market position, competitive effectiveness, and prospects for the future, generated alternative strategic options for competing in the future, established strategic direction of each SBU and integrated company strategy. 

Company profile: A $5 billion international entertainment company with over 6,000 locations in over 25 countries, 65,000 employees with global presence.

As part of an overall assessment initiative, the project encompassed comprehensive measurement tools designed to identify organizational cultural issues, performance, management and leadership factors.  The assessment mechanism for obtaining detailed performance feedback came from many multi-directional inputs including upward, manager, peers, direct reports, subordinates, internal customers, external customers, and self.     

The engagement included planning, survey design, survey item development, pilot surveying, assessing reliability, administering surveys using multiple data collection methods, e.g., paper, computer-assisted disk, e-mail and web page, database administration, analyses of survey data, and linkage to professional development and performance enhancement opportunities.  The production of reports included summary of results in graphical, tabular, and chart form, analysis of survey results, analysis of non-response, and briefings on characteristics and attributes represented in the data. 

Organizational Assessment and Evaluation surveys for executive, management and professional staff involving 6,000 respondents using 360-degree feedback instruments.  As part of an overall assessment initiative, the project encompassed comprehensive measurement tools designed to identify organizational culture, management and leadership success factors.  360-degree feedback is an assessment mechanism for obtaining detailed performance feedback from many multi-directional inputs including upward, manager, peers, direct reports, subordinates, internal customers, external customers, and self.  The engagement included planning, survey design, survey item development, pilot surveying, assessing reliability, administering surveys using multiple data collection methods, e.g., paper, computer-assisted disk, e-mail and web page, database administration, analyses of survey data, and linkage to professional development opportunities.  The production of reports included summary of results in graphical, tabular, and chart form, analysis of survey results, analysis of non-response, and briefings on characteristics and attributes represented in the data. 

Company profile: A $2 billion defense company.

Long range strategic business plan for six strategic business units including missiles, electro-optics, RF communications systems, computers and displays, information operations, and asset management tracking systems. Provided expert advice, assistance, guidance and counseling to improve the performance, quality, timeliness and efficiency of management, and the organization overall in the area of strategic business planning and execution.  This was achieved through delivery of professional services in the form of consulting, process design, process management, support services, team training and development, high-performance work systems, and facilitation.   

Product deliverables were in the form of analyses relevant to strategic options for competing in the future, analyses of current markets and emerging markets and trends, flow diagrams, project objectives, organizational redesign, key activities/exercises and content, and executive involvement including leadership offsites. The results tied to the company’s long term executable strategy (LRP) fully supported by financial models, investments and affordability bounding, opportunity-to-capability fit, NPV, cash flow, and a high level strategic roadmap. 

Company profile: $100 billion dollar international conglomerate.

Conceptual Master Plan and Life Cycle for Entering, Growing, and Dominating the Air Cargo Luggage Container Industry.  A six-year, multi-phase research document including marketing strategy, design development, product planning, and manufacturing process for client’s defense privatization initiative. The technology surrounded aerospace composite materials in lieu of present metal materials allowing for markedly lighter weights with increased durability and reparability. Design development includes a container design with bomb damage mitigation features providing a capability for surviving an on-board bomb blast with no loss of life and minimal structural damage to the aircraft.

Company profile: Major defense contractor.

Provided research of natural resources, industrial base, infrastructure resources, and population demographics and work force analysis for a defined offset project meeting the requirements of the United Arab Emirate’s industrial development program. Analysis included domestic and export opportunities, particularly in the Jebel Ali Free Trade Zone (with 66 berths and 10 quays) and Dubai’s dry-docks and Industrial Sector. Assessment areas included water resources, agriculture and fisheries, transportation, communications, and trade. 

Company profile: Asian industrial company.

Consultant on new patented product from concept to market introduction. Responsible for manufacturing protocol including product manufacturability, raw materials origins and sourcing, methods of manufacturing, equipment selection, process engineering, technology assessment, supplier partnerships, cost valuations, roll-out development, capacity ramps and transportation plans, cycle-time measurement, waste-free cognition, and in-country quality assurance to support high volume production quota to be manufactured in Singapore, Jakarta, Taipei, and Kuala Lumpur.

Company profile: South Korean industrial company.

Prepared comprehensive business plan for marketing a proprietary automotive product in the US. Developed investor investment proposal and ownership structure, marketing plan with account coverage analysis, cost/pay-back by sales method, sales and promotion, management team requirements, financial modeling including cash-flow, projections, budgets and forecasts, revenues, costs and expenses. Prepared sustainable competitive advantage, vertical integration analysis with product integration, market integration, backward integration, and forward integration scenarios.

Company profile: $200 million auto parts manufacturing company.

System study, supervision and installation of state-of-the-art robotics technology including 6-axis, articulated arm robot welding equipment and associated fixturing. End-user products were welded metal components for both commercial and industrial application using highly complex manufacturing processes involving innumerable issues requiring intricate physical and technical solutions for domestic and international customers.    

Company profile: Manufacturing company, Puerto Rico.

Researched potential manufacturing opportunities in Puerto Rico. Analyzed tax incentives for service sector including federal income tax exemptions, Industrial Development Tax Incentive Act to determine eligibility and entitlement. Researched transportation and communications infrastructure, work force availability, and rates for standard and multi-factory buildings by rental zone sector.  Prepared turn-key proposal for surgical glove factory including equipment, i.e., capital costs, production capacities, process workflow, operation and maintenance, technical services, i.e., construction site services, plant start-up and turn-over, preparation of operations, manuals, personnel and staffing, employee training programs, project master plan, i.e., milestone schedule, budgets, plant layout and expansion plan. 

Company profile: $500 million Detroit auto parts supplier.

Company profile: Product start-up company.

Manufacturing plan using world class manufacturing approaches based on linear flow methodologies. Statistical Quality Control, Material Source Supplier Management, JIT Inventory and Production Control Management, and Team Based Work Cells were an integral part of the manufacturing philosophy. To assure quality, cost and performance, the plan was designed to operate within MIL-l-45208 specification and ISO certification within the first year of production. The associated implementation plan included: Pre Design Review, Initial Operating Capacity (IOC), Critical Design Review, and Production Readiness Review.

The competency model and associated assessment instrument is a proprietary product developed by The Ryan Group, Inc. 

Conducted comprehensive assessment of organization’s core competencies and how the possession of specific competencies, or lack thereof affects organizational performance.  The assessment gathered information regarding competencies and other factors, ranked them as to agreement and importance, benched them against best practices, determined gaps and soft spots, and linked the results to personal development opportunities as well as a skills and competency database.  The process included conducting a pilot assessment allowing the assessment of the reliability and validity of any company-specific aspects of the survey instrument and question stems, and then rolling out the assessment systemwide. The data was analyzed and interpreted, findings summarized, and management reports prepared providing an evaluation of core competencies and sources of competitive advantage, providing a blueprint for current decisions, and a roadmap to set future direction.

Agency profile: The Federal Executive Institute (FEI), Charlottesville, Virginia. 

FEI is the Government’s premier institution for the development of senior civil servants providing residential Leadership for a Democratic Society programs for GS-15 and Senior Executive Service (SES) participants from all federal agencies.  In addition to the resident programs, FEI offers follow-on consulting services driven by the participant’s need that: 

	They have organizational challenges that go beyond the classroom
	They need help in applying what they learn to real work situations
	They have learning needs that require an approach tailored to their organizations

The Ryan Group, Inc., because our experience and credentials closely match these needs was awarded a five year contract (1998-2003) to provide services in the following general areas: 

	Reinvention in Government
	Strategic Visioning
	Career Mastery Planning
	Executive Decision Making and Complex Problem-Solving
	Executive Coaching
	Performance Plan Measures and Indicators (GPRA)

Agency profile:  NAWC/WD, China Lake and Pt. Mugu, California

Project Participant Levels: GS-7 through GS-15.

Business/Financial Management (BFM) Business Process Reengineering (BPR).  Reengineer the Business/Financial Management (BFM) processes at NAWC/WD to reduce costs while maintaining or improving the level of support required by the customer.  Across all competencies and funding sources, achieve cost reduction and efficiencies while increasing value-added to internal and external customers.  Consider centralized/decentralized structures, new processes, and other possible alternatives (status quo is not an alternative!).

With the transition to a Competency Aligned Organization (CAO), NAWC/AD assigned all BFMs to 7.0 and mapped them back to the organizations they support.  NAWC/WD did not assign the BFMs to 7.0, but left them assigned to the codes and teams they support.  For a variety of reasons, a de facto “split organization” has developed at NAWC/WD; people performing similar BFM tasks can be found in the Comptroller Department (7.6), on Programs Teams, and on Competency organization staffs. 

The key issues facing NAWC/WD are: The “split organization” is leading to duplication, and overstaffing, and therefore increasing costs, e.g., direct, overhead and MRTFB; Personnel performing as BFMs may not have had equivalent education and training, and there is no visibility into their qualifications; Program and Competency customers are concerned that following the NAWC/AD approach will lead to loss of “ownership” of customer needs and to less responsive support.

Agency Profile: US Coast Guard Headquarters, Washington, DC

Training Participant Levels: Enlisted, Officer Ranks, Flag Officers

Transition assistance was established for Coast Guard personnel by the National Defense Authorization Act so that all separating and retiring service members have access to transition assistance service and that members involuntarily separated receive specific benefits.  The Ryan Group, Inc. was awarded a five-year contract to conduct pre-separation seminars for both enlisted and officer personnel leaving the service.  The contract covers up to 23,250 participants with 465 workshops in 13 locations in the continental United States, Hawaii and Alaska.  To facilitate the delivery, we provided 8 seasoned instructors, all with a Master’s degree and an average of over 14 years experience in career transition.