Eric Fromal

As a Program Leader, I provide Influence Management and vision to deliver very large, highly complex, mission-critical global projects. Usually, these projects are already in process and off-track, over-budget, and/or at risk of being overdue or not completed at all. Often when I am on a project, I seize opportunities to recommend improvements in efficiencies, and I’m thankful that my company appreciates this outreach. Most people would be very happy with a 93% success rate, so it takes a certain kind of company with a certain kind of leadership to allow me to help them achieve a 95% success rate.

Intuitively, I quickly identify the cause of derailment and visualize the solution. Recovery requires aligning cross-functional teams and external business partners through delivery of key milestones. To engage the unengaged and optimize performance, I involve the team in reverse-engineering a course correction, and, in doing so, help them understand the picture as a whole and the critical details that make the difference between success and failure.

Individual engagement tends to depend on how much improvement one needs to see, so I take the time to procure from each team member what the true problem statement is and what success looks like for them. Based on my experience in the trenches of all the major functional areas, which helps me establish trust and serve as an advocate, I help guide them in understanding the good-to-perfect spectrum of desirable outcomes. Then, not only are they invested in the outcome, but they also contribute to a user-friendly process that improves quality and maximizes people, equipment and budgets.

§ Supply Chain

§ Cost Savings

§ Tech Transfer

§ Commercialization

§ Resource Allocation

§ Root Cause Analysis

§ Process Improvement

§ Operational Efficiency

§ Facilities Maximization

§ Good Manufacturing Practices (GMP)

§ Commissioning & Qualification (C&Q)

[if !supportLists]§ [endif]Installation & Ope