Accenture, formerly Andersen Consulting |
June 1970 to March 2002 (Retired) |
Partner since 1981 – Positions held, while Partner have included:
Managing Partner for Dallas/Fort Worth Products Practice
Lead Partner responsible for US Distribution Practice
Lead Partner for North American Retail Practice
Lead Partner for South and Midwest US Retail Practices
Partner responsible for design, construction and management of Accenture’s Retail Place - Dallas, a permanent exhibit of the firm’s leading edge industry practices
Client Partner for several of the largest engagements in the Global Retail Practice
*Summary of selected client engagements is provided later in this resume.
Highest compensated partner in the North American Retail Practice, 2000-02
Educational/Professional/Civic Background
Baylor University, BBA-Accountancy, 1970, cum laude
University of Missouri-Columbia, MA-Accountancy, 1971, while on leave of absence from Accenture
CPA in Kansas, Missouri & Texas, currently inactive status
Received highest score in the State of Kansas CPA exam during the November 1971 exam
Certified Instructor for Accenture’s Covey Leadership Effectiveness 3 day workshops
Attended various Accenture Executive Seminars and Training
Certified at the Fellow level by APICS (American Production and Inventory Control Society)
Presented at NRF and RISCON conferences on several occasions
Past Member of Baylor University’s Hankamer School of Business Advisory Board for 7 years
Past Board member of Easter Seal Society, Dallas Supporters of the Ft. Worth Ballet, Special Care and Career Services
Past member of Board of Trustees and Treasurer of Village Presbyterian Church
*Major Client Engagements
JCPenney, Accelerating Change Together (ACT) Initiative |
Dec 1998 to March 2002 |
Served as the overall partner responsible for collaborating with JCPenney’s executive management to guide and prepare the organization for radical improvements in marketing and merchandising performance. These improvements necessitated the one of the largest changes in JCPenney’s 98-year history by migrating from a decentralized to a centralized merchandising process. Our involvement with JCPenney covered virtually every aspect of this change: Organizational design, change and journey management, communication, process design, training and systems development. We also employed an innovative gain sharing arrangement with JCPenney to align our financial objectives. We piloted key aspects of the merchandising process in selected businesses ahead of the infrastructure to follow. We utilized proven value delivery tools and processes to impact Ad Item Effectiveness, Assortment Optimization, Flow Management, Replenishment Optimization, Pricing and Life Cycle Management. We also have worked hand in hand with the merchants in several businesses to assist them in developing the necessary competencies and critical thinking skills to be successful in a centralized environment. Our motto on the engagement was “Act our way into a new way of thinking rather than think our way into a new way of acting.” JCPenney’s strong improvement in retail performance has demonstrated the success of the ACT initiative.
AutoNationUSA, Acting CIO during startup of operation |
Jan 1996 to Dec 1997 |
AutoNation had announced the intent to get into the Used Car Mega Store business and had planned to open their first store in October of 1996. I had worked with the principles behind AutoNation, Wayne Huizenga and Steve Berrard, during their startup of the Blockbuster Video enterprise in the late 80’s and early 90’s over a three-year period. I was asked to assess the status of their systems development efforts and whether they would be ready to support the planned store opening. At the time, several contractors were involved and AutoNation only had one IT employee. As a result of our assessment, Accenture was asked to take over the effort for the store systems and I was asked to fill the role of CIO on an acting basis until a permanent employee could be hired. What I thought would be a brief stint in the CIO, turned out to be 18 months. During my tenure, I grew the IT function to 40 personnel and supported the opening of 25 stores and 4 reconditioning centers. We implemented financial, payroll, distribution and inventory control systems on very aggressive schedule to support this hyper growth enterprise. I was asked to attend the weekly Executive Committee meetings in my role as acting CIO. I also filled in as the CIO for Republic Industries as needed. I assisted Republic in the integration planning for National Car Rental and Alamo Rent-A-Car. I led the search for my replacement as well as for a CIO for Republic Industries.
$3 Billion Catalog Store Retailer, Marketing and Merchandising Improvements |
Oct 1997 to March 1999 |
Engaged by the President and CFO to assist them in improving business performance. Our recommendation was to undertake a broad and radical value delivery effort focused primarily involving Marketing Effectiveness and Merchandise Assortment Optimization in addition to rethinking their overall competitive strategy. The President and CFO did not believe they had the support of the CEO and the Board to go beyond focusing us a few selected categories of merchandise, which we agreed to do. Shortly after beginning this effort, the President expressed his frustration with current CEO’s direction for the company. We worked with the President to get his message to the Board, which resulted in the Board’s decision to promote the President to CEO, although the old CEO remained on the Board. Our targeted efforts in selected businesses produced positive results, but the overall business results were deteriorating quicker. We assisted the new CEO and CFO by analyzing store performance and developing a bold restructuring strategy. The Board ultimately lost confidence in the new CEO and subsequently put the CFO in charge. The Board rejected our restructuring strategy, although a virtually identical plan was put in place 6 months later. The delay put the company in greater jeopardy. The company has subsequently ceased most store operations. Although they are trying to sustain an internet presence.
Other Retail Clients have included:
Blockbuster Entertainment, Zales Jewelers, CompUSA, Wal*Mart, Sears-Canada, Army Air Force Exchange Service, Michaels Stores, Dallas Market Center.
Past Manufacturing Clients have included:
Hallmark Cards, Lone Star Steel, Paul Mueller Company, Collins Radio Division of Rockwell International, Frito Lay, RO Corporation |
