New sources of revenue come from entering new markets, launching successful new products or services, and sometimes both.

• Assisted a division of a leading global information technology services company achieve their growth objectives. Worked with the client to develop a business model that leveraged the company’s existing service capabilities, and developed a go-to-market approach that could be easily replicated to grow revenues by entering new markets with existing services on a world-wide basis.
  
  
• Assisted a large worldwide trading company start and grow a new division designed to consolidate and leverage its telecommunications and IT assets. Led efforts to create the first product-based business plan, then a second version based on bottom-up planning. Drafted private placement documents and supported funding discussions with major investors. Established product development processes and led initial product development efforts. Provided interim product managers, project managers, and other specialists to assist with a rapid business launch.

Operating costs and expenses frequently need to be adjusted to match changing business conditions. Linking costs to the appropriate business drivers is necessary for sustainable cost reductions.

• Worked with the Chairman, President, and CFO of a wholesale telecommunications provider to develop two cost reduction plans, which were subsequently implemented. The first provided modest but immediate savings. The second, triggered when revenue targets were not met, included a complete business restructuring and streamlining.
  
  
• Assessed and redesigned the sales processes for an Applications and Managed Network Services Provider to improve order accuracy and reduce cycle times. Worked with the company’s outside legal counsel to develop a standardized master agreement and service addendums for all services thereby reducing legal fees associated with custom contracts.
  
  
• Assisted a division of one of the world's leading providers of business information with their efforts to evaluate the viability of strategic outsourcing. Analyzed a number of back-office processes and functions for the potential to reduce or contain recurring operating expenses and to shift fixed liabilities into variable expenses.

Evolving industry dynamics and changing market conditions dictate that companies thoroughly evaluate all of their strategic choices.

• Assisted a leading provider of infrastructure security and management solutions develop a strategic plan that included divesting assets, new investment, and M&A opportunities. Conducted extensive due diligence of the client’s balance sheet, business operations, and industry. This was part of an effort to develop a strategic plan that accurately considered the client’s position in the industry, and created a clear vision of the client’s future business based on a series of investments, divestitures and M&A activities recommended by VCGi.
  
  
• Provided the Board of Directors and CEO of a transportation and real estate company an independent validation of the business expansion plans of the company’s communications subsidiary. Included an assessment of the market, the probability of market and technical success, and the sensitivity of key business factors. Conducted a detailed review of all financial assumptions and models. Presented conclusions to the Board.

When business results are significantly below expectations, conventional adjustments are seldom successful. Rapid and targeted efforts are required.

• Led efforts to restructure the business and revamp the product line of a leading provider of infrastructure security and management solutions in order to stabilize the business and dramatically improve cash flow. This was a first step toward returning the company to long-term, sustainable profitability.
  
  
• Completed a performance benchmark and gap analysis for the ASP portion of a leading Laboratory Information Management Systems business. Identified shortfalls in the execution of the company’s business model and provided recommendations for strategic and operational changes to improve Sales, Market positioning and Product Development.

Venture capital backed start-ups and corporate-sponsored subsidiaries and spin-offs have different characteristics and priorities; but both need a complete blueprint to maximize their probability of success.

• Assisted a foreign based start-up provider of Business Service Management solutions with development of their business model for entry into the US market. Included identifying, testing, and documenting critical business and market assumptions, then creating a detailed five-year financial model reflecting them. Also redrafted their written business plan and the executive summary to improve its attractiveness to potential investors.
  
  
• Worked with a local exchange carrier to develop their business plan for Long Distance services targeted at business customers. Identified the organizational and infrastructure requirements needed to launch and operate the business. Benchmarked existing competitors to determine performance parameters required to differentiate the company. Refined the company’s offer by conducting powerful, proprietary market research. Supported market entry with targeted lead generation efforts, allowing the sales force to quickly get to the most receptive prospects.

Growth and rapid business expansion require working capital, people, processes, and information systems. During rapid expansion, business process cycle time becomes critical and often determines success or failure, especially in new or emerging markets.

• Applied infrastructure development expertise and experience to assist a Fortune 100 communications services company with rapid market entry for a new business venture. Developed a business process architecture and the detailed operating processes for all critical business functions to enable this client to rapidly grow the business. Also provided interim management and training to further accelerate the client’s business development.
  
  
• Developed standard service activation processes and support infrastructure for several telecommunication service providers. These processes were required to quickly add new customers and new services. Reduced overall the cycle-time associated with new customer activation, dramatically accelerating and increasing monthly services revenues.

The success rate for new products and services is notoriously low: under 10% by many estimates. Using the right approach—especially early in the process—can improve the odds of success markedly.

• Engaged by an International Systems Integrator to develop a portfolio of services and assisted in the launch of a new venture focused on next generation integration and managed services for commercial clients. Designed , developed and implemented new product development process and product portfolio management approach to ensure client attained their strategic objectives.
  
  
• Engaged by the IP Services division of a major carrier to develop the technical and operational requirements for a suite of security services. Worked with Marketing to define the service offerings, then evaluated potential equipment and software vendors to determine if they could deliver the service. Conducted technical and market trials prior to the service launch.