HR CONSULTING CASE STUDY
HR Manager
The client is a national interior design firm with a 24/7 contact center with agents handling hundreds of customer enquiries daily. It’s a demanding environment and almost all employees work remotely. The pressured environment, never-ending daily operations and dispersed nature of the team made reaching staff challenging.
As the company grew, many of the implemented systems and processes were no longer suitable including their internal communication tools. All communications were expected to be read so that critical information wasn’t missed which could seriously impact customer service. Although email was the primary channel of employee communication, it was found that many did not have time to check email due to practicality. Contact center staff needed to be notified instantly of changes in a way that wasn’t disruptive to their workflow.
Having evaluated different options, the client and I determined that introducing three specific communication channels would be beneficial. First, the need to communicate urgent, time-sensitive messages was tackled by a scrolling desktop banner at the bottom of screens to deliver critical information they can read at a glance without interrupting workflows. Second, a corporate screensaver was implemented for promoting general announcements and company values. Lastly, computer lock screens would display news and updates with repetition to ensure deliverability and understanding. And for large-scale announcements, each of the channels including email would be utilized. If a staff member is away, these channels are scheduled such that the next log-in will convey the necessary information immediately. Messages often include links to online resources for more detailed information.
Whenever major changes to policies or processes occur, a multipronged approach is taken by sending out the update across all channels for a week to a month to ensure all staff have been made aware of changes. Longer-term messaging on the passive screensaver and lock screen fulfills the role of bringing company culture to life. Strong visuals catch employee attention and reinforce company branding.
The client has been incredibly pleased with the results of their internal communication efforts. Staff and management relay their delight with the unobtrusive information. There has been a great engagement rate via pageviews when updates have been announced and a difference is definitely noticeable. Before, communications were a bit fragmented but by expanding the number of channels to engage employees, there is a better idea of effectiveness. No matter where staff is logged in, it is known that the content is delivered through the newly introduced channels to support all company agenda items.
PROJECT MANAGEMENT CASE STUDY
CIO
A prominent privately-held staffing company in the United States was looking to enhance project performance. With a team of over 1,000 internal employees and 10,000 contract employees serving clients nationally, the company’s rapid growth and expansion into new industries such as healthcare had put a strain on its IT resources. The increasing number of projects ranging from critical IT infrastructure to meeting the demands of business growth necessitated system enhancements to streamline business practices across various business units. The Chief Information Officer (CIO) envisioned a future where IT could deliver projects more efficiently while keeping costs in-check and minimizing staffing levels. To achieve this vision, implementing a Project Management Office (PMO) seemed like a logical step forward.
Following an initial unsuccessful attempt at establishing a Project Management Office (PMO), the company sought external expertise in PMO implementation for a wide array of clients across various industries. Drawing upon a PMO Implementation Model honed through years of experience, I conducted a thorough assessment of the organization’s project management maturity and competency levels. Based on my findings, I developed a comprehensive plan of actionable tasks categorized into short-term initiatives for immediate impact as well as mid-term and long-term objectives. Tailoring a project management methodology to suit the client’s unique business environment, I integrated elements of traditional project management, agile project management and the intersection between project management and Software Development Life Cycle (SDLC) methodologies. To foster a culture shift, I established PM Workgroups, provided professional training, conducted project reviews and health checks, implemented a project governance structure and introduced systems to enhance project portfolio management and resource planning. Additionally, I introduced metrics to monitor and measure the improvements in project performance and productivity resulting from the PMO implementation.
In a span of six months, I successfully implemented a Project Management Office (PMO) equipped with industry-standard functions. This included establishing a project management process methodology, implementing resource management strategies and developing programs for project management training, coaching and mentoring. Additionally, I played a key role in guiding the company through the software selection process for a project portfolio management tool aimed at enhancing portfolio and resource management capabilities. The implementation of these initiatives provided the client with enhanced visibility into their projects enabling them to quickly identify and address any projects in need of corrective action. Through the immediate implementation of project recovery strategies, all projects flagged as “red” by the new project status reporting system, totaling over $10 million in value, were successfully recovered. These achievements not only significantly boosted project manager morale but also led to improved project performance and increased customer s
MARKETING CASE STUDY
President
The client is a small engineering services firm specializing in pipeline engineering, asset integrity and project management. Following the creation of the firm’s essential marketing assets, I collaborated with them to establish a thought leadership and digital marketing strategy. Their specific objectives included increasing revenue, enhancing average customer value and refining their positioning as a leading partner in pipeline maintenance and integrity engineering. Despite these goals, the firm lacked a formal marketing team and process as well as the necessary digital presence to support their growth. They required a growth-focused marketing strategy to boost visibility, generate awareness in the market and drive leads into their pipeline.
In order to propel their growth within the industry, I initiated the process by establishing foundational assets. I developed a comprehensive sales toolset that encompassed service sell sheets, case studies and leadership bios to be utilized in proposals, at trade shows, in sales emails and during various industry events. Subsequently, I revamped the firm’s digital marketing efforts by completely overhauling its website. This revamp introduced a more organized structure, an enhanced buyer’s journey and a dedicated ‘resources’ section to showcase original thought leadership content. Additionally, I assisted the firm in establishing a strong presence on LinkedIn.
Through close collaboration with industry leaders and subject matter experts, I identified the key challenges faced by potential clients in pipeline engineering, asset management and project management. I guided the firm in creating and consistently publishing a diverse library of both long- and short-form articles that delve into these challenges and demonstrates how their approach ranging from automation support to regulatory compliance leads to efficient and effective integrity solutions. Finally, I implemented a digital marketing strategy that involved a mix of original LinkedIn posts, sharing of others’ content, targeted social media outreach to high-value prospects and a regular schedule of email marketing to enable firm leadership to share their insights and engage with potential clients.
Since partnering, they have successfully achieved their growth goals while establishing themselves as thought leaders in the field of asset integrity. This success is evidenced by acquiring six new clients, experiencing a 45% increase in revenue, growing their employee headcount by 20% and being recognized as a prominent voice in their industry.
COMMERCIAL REAL ESTATE CASE STUDY
Bill Wilson, President, Alchemy
Incubating great ideas does not a great entrepreneur make. But putting together a team of experts to move ideas from concept to reality does. Such was the case for Alchemy, a Reno Technology startup. President Bill Wilson came to Stark Accelerators looking for the right office to grow a new company from employee number one. Bill was introduced to Stark Accelerators Commercial Real Estate by seasoned investors who told him – go meet Ken – he knows Reno like no one else – and he is a person you can trust. Alchemy needed an open floor plate to build a collaborative team space with lots of light, great parking and easy access from most neighborhoods in Reno. The location for Alchemy would be the national headquarters, and it needed to be move-in ready, affordable, and based in Reno for access to UNR graduates, the business friendly climate, tax structure, and a great airport for access to customers nationwide.
Stark Accelerators toured more than 20 properties with Bill before helping the Alchemy team settle into their new space and developing a long-term facilities strategy for their headquarters. Being a new company in the community, Stark facilitated introductions between Alchemy and EDAWN (Economic Development Authority of Western Nevada), and key Nevada leaders, including Governor Sandoval. Alchemy’s Reno HQ is also the national training center for all new Alchemy employees. The key relationships that Stark facilitated have been invaluable in charting Alchemy’s ambitious goal of tripling its workforce over the next five years.
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