EXPERTISE

ORGANIZATIONAL TRANSFORMATION: Capitalizing on two decades of human capital management in consumer goods, retail and marketing, Andrea was chosen to help Columbus Foods through one of the most challenging times in its 90-year family-owned history as Private Equity owners took the helm. The task was to modernize a meat manufacturing company in order to prepare for a strategic long-term CPG buyer.  Andrea worked with the board and executive team to reimagine and rebuild every facet of the company, while pulling the culture and rich heritage through to the next 100 years. Results: A perfectly blended new + tenured talent landscape, new company mission, product overhaul to better-for-you, rebuilt operations and systems, green / brown build all-automated plants, expanded retail footprint from West to Nationwide doubling revenue and shrinking margin in half. The company was totally transformed into the perfect CPG offering for Hormel Foods.

The key ingredient? High Performance Teams

FAST GROWTH & SCALE: Andrea can understand a business model, get to the heart of the company’s mission, business baseline and growth targets, and then swiftly begin planning a phased operational approach.  At Outcast, at Mosaic, at Lot21 and other companies where Andrea consults as an active board member, she has produced a multi-year master human capital roadmap and very specifically designed growth phases describing when and what to invest in at proper times based on need and budget.  She helped design/codify company business strategy and goals, department organizational structures and goal plans and ensured each and every employee had their own goals to achieve. Results: At Lot21, built start-up to 200 headcount and drove due diligence for sale to Carat. At Mosaic, built in-house talent acquisition and employee experience practices reducing spend by 60% and shrinking time-to-fill from 16 week to 4. At Outcast, built an entirely new, 100-person start-up inside existing company.

The key ingredient? Influencing change-management skills and uniting a culture of diverse, equitable, and included employees running resource groups.

MERGERS, ACQUISITIONS & CULTURE INTEGRATION: As independently owned creative advertising and marketing companies started getting acquired into larger “big-six”  holding company structures, Andrea was at the forefront helping to evolve business models and talent structures to serve an evolution from traditional media to mobile and social media and buying up one tech company after another. She started at Lot21, a CNET spinoff, who were acquired by Carat, who were then acquired by Dentsu. Results: Led 3 company sales and 5 company acquisitions mastering the art of due diligence, post-acquisition systems and talent integration, executive leadership talent mapping and development and organizational design. Kept retention at above 85% through massive change management, promoted 60% of her leadership staff into advanced roles, and cut recruitment spend in half after building an in-house TA function.  Andrea helped staff and developed Carat’s Creative Tech sub-holding company Isobar, which evolved to Dentsu Creative.

The key ingredient? Uniting around common purpose, vision, company and individual goals to help understand the strength and velocity of teams.

TRUSTED ADVISOR: Working under Endeavour Capital, Arbor Capital, Prime Group and the business development partnership with A-16, Andrea has developed sharpened skills in the areas of board partnership, executive team building, high performance teams management, and creative budget management. Her deep and trusted partnerships with investors led to game-changing executive decisions at Columbus, Prime and Outcast. Results: With Endeavour, rebuilt executive team with a new CEO, new COO and gained additional capital in the people areas for better revenue and margin returns. With Arbor, assembled all new executive team, built new supply chain function and R&D team, grew the business by 50% with all new sales team. With Prime build first ever strategy offering for human capital including tripling the team and reducing turn by 60% with formalized engagement programs and a sophisticated organizational structure. With A-16 became part of a team to help streamline systems and processes for the use and betterment of multiple companies in portfolio.

The key ingredient? Trust, transparency and respect.