An advisory practice serving owners and executive teams in B2B distribution, consumer products, and local services. The work of a general manager, available without adding the role.
These are the responsibilities I have carried as an operator, in divisions at Xerox, Pella, AT&T, Houston Chronicle and Intuit, rather than a service menu built from the outside.
Full ownership of divisional profit and loss, budget priorities, and the tradeoffs underneath them.
Structure, spans, and the practical execution of reorganization, including workforce reductions.
Pay and incentive design, including sales compensation, tied to the behavior the plan is meant to produce.
Building teams and departments from scratch, and planning the workforce a plan actually requires.
Setting expectations, managing to them, and handling the situations most leaders defer.
Building sales and delivery organizations, and the enablement that makes quota attainable.
Finding where the process, not the people, is producing the result you do not want.
Selecting, negotiating with, and holding vendors to what was agreed.
Where to invest for growth, where current spending is not producing return, and the analytics to tell them apart.
Two divisional P&Ls totaling $51M across 18 states, a consulting practice of 45, and hiring, compensation, performance management and restructuring owned at Xerox, Pella, AT&T, Houston Chronicle and Intuit.
The practice is led by Dwight Davis, an operations and general management leader with an MBA in Human Resources Management. Full career record at dwightdavis.com.
Tell me what the situation is and I will tell you whether I am the right person for it.
[email protected] →