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Meet Amy Lemon

Tuesday, October 20, 2015  by julie

Amy is one of our top consultants and has been with B&B for 10 years.  

She supports general/executive management, sales/business development, marketing and operations searches nationally across product and service companies.  

Did you know.....Amy is really smart (double IVY - Yale & Harvard), but so down to earth and easy to talk to! Amy and her family are soccer (football for those purists out there) enthusiasts.

Please introduce yourself to Amy and say hi! Click here to read more about her.

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The B&B Difference - Case Study

Thursday, October 15, 2015  by julie

A Partner in a Connecticut based law firm contacted B&B regarding a challenge in a privately-held business. The CEO of the niche manufacturer was experiencing rising revenues but decreasing profitability due to quality and productivity issues that were increasing expenses and impacting on time delivery. 

B&B met with the President to learn about the history and evolution of the business, current organization structure, and the order management and production flow process. B&B asked a lot of questions that provided insight on procurement of commodity based materials, product development, quality issues, run rates, manufacturing capacity, open orders on the floor, bottlenecks, grading of leadership, systems integrity, metrics management, impact on margins, expectations of key customers, supply chain, culture, demand planning, S&OP, and so forth.

Business model had changed since the down turn in the economy but current leadership for manufacturing and supply chain had not adjusted to those changes. Quality issues were directly associated with production and demand planning inefficiencies. Revenues were growing but business valuation was suffering and profits were declining. B&B recommended a change in leadership for a new Director of Operations and was engaged. B&B partnered with the CEO to define criteria, short term goals of the role and the evaluation process. B&B researched, evaluated, and presented four candidates that met all the criteria and partnered with the CEO on the selection process. Total search process took 28 business days. New Manufacturing Director was able to streamline productivity, eliminate nagging quality issues, and improve on-time deliveries to 97% within a six month period.

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Junior Achievement Breakfast

Tuesday, October 13, 2015  by julie

 We are a sponsor for the Junior Achievement 6th annual Partners in Achievement breakfast in New Haven, CT on Friday Noveber 13th at The New Haven Lawn Club.
Join us for a wonderful networking event!

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Overhauling Culture

Thursday, October 8, 2015  by julie

Positive cultures drive profit and employees who fit that culture outperform those who don’t. Modifying or changing a culture becomes an art form that can be disruptive but necessary.

Key factors are,

(1) the resiliency of employees to bounce back from negative emotional encounters as change evolves

(2) leadership with strong change and project management skills that can influence and persuade on the need for change

(3) ability to unlearn and accept new ideas and processes

(4) the willingness to challenge the status quo and accept innovation

(5) manage uncertainty until change is accepted. 

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[Case Study] The B & B Difference

Tuesday, October 6, 2015  by julie

The business model for a Connecticut OEM had shifted from a vertical manufacturer to more reliance on contract manufacturing with a more demanding supply chain element. Information technology was underutilized and dated.

CEO and CFO initiated a call to B&B to potentially recruit a Project Manager to work for the IT Director. B&B led discussions with the executive team, including the IT Director, to best understand recent evolution, organization structure, business model, personnel, current processes, needs, challenges, and goals. The conversation was interactive, candid and open. The Company viewed IT as under producing rather than as a strategic resource to partner on business evolution.

B&B was offered the exclusive to search for a Systems Manager and turned it down. B&B reached out to the CEO and made the recommendation that the biggest road block to success was the IT Director and if IT was to be a true business partner, then new leadership was required. B&B was engaged; established a search process with milestones of delivery; identified and introduced four highly qualified candidates; and had a new IT Director aboard within 90 days.

The end result is a more interactive IT function that is providing real time data to both internal and external customers. That is the B & B way.

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