Terry has helped other companies like yours
achieve success.

Highlighted below is a sample of Terry's assignments which include the challenges and the solutions that impacted the bottom line.

Turn Around
Role: Interim General Manager of $50 million division of a Fortune 500 technology company. 
The Challenge: The looming threat of shut down for the division: sales were off 37%, profits down 15%, with over $4 million in high-risk accounts receivable. 
The Solution:  Terry upgraded top leadership, installed critical control processes and disciplines, and instituted broad training and measurement programs.  He then met with customer executives to remedy any outstanding issues and restore satisfaction.
The Bottom Line: His changes resulted in the collection of the full $4 million in at-risk receivables and the return of sales and margin performance to company standards.


Sales Transformation
Role: Vice President of Sales for a services organization with $85 million in sales. 
The Challenge: Separate regional teams with conflicting incentive structures and processes. 
The Solution:  Terry integrated the regional sales groups into one team, drove best practices into all deals, and provided refresher training across the board.  Soft incentives were structured to support organization-wide goals and promote broad collaboration and team selling. 
The Bottom Line: Year over year sales increased 53% to $130 million and the process became a corporate model.


Margin Performance
Role: Vice President and General Manager of a technology company’s service division with $65 million in revenue.
The Challenge: Optimize overall financial performance, which was declining in margins and receivables while rising in attrition.  
The Solution: Terry implemented new operating policies to limit revenue leakage and regain higher margins through productization and re-use. He launched an aggressive accounts receivable campaign and implemented best practices in the sales process including a reward and recognition program to address attrition. 
The Bottom Line: The division rebounded and overachieved on all key financial metrics.


Startup Growth
Role: Partner in a top tier management consulting firm.
The Challenge: Lead the startup of a new national division of technology and performance improvement services.
The Solution: Terry focused on the two most critical obstacles to rapid growth:  volume recruiting of top talent and driving a large number of significant deals to closure. 
The Bottom Line: Led the new division from zero to over $50 million in sales within two years.


Startup Turn Around
Role: Vice President of Services. 
The Challenge: The emerging company had introduced a new paradigm of software to support enterprise collaboration in strategic planning and global product development.  It was stalling due to a lack of sufficient, in-depth customer interaction in the user adoption and internal product development functions. 
The Solution: Terry led the effort to retain world class consultants to engage with early customers at depths sufficient to drive value through adoption and provide critical direction to new product development internally. 
The Bottom Line: A material impact on valuation and a successful acquisition.