A large Southern California law firm
threatened to cancel their managed services contract based on inconsistent staff performance. Karl and his rapid response team had two weeks to find a remedy. After a quick assessment, he educated the field associates on the firm’s unique culture and customer service requirements with a customized training package and followed up with a series of corrective steps. Success measures that matched client expectations were designed for each service team. Strong employees were reallocated to visible roles and site supervisors were coached on motivation, recognition and accountability. He met frequently with end-users to resolve issues, minimize miscommunication and discover internal advocates. Client satisfaction surveys on key service areas measured turnaround performance. The sentiment moved from “Very Dissatisfied” to “Satisfied” in all areas. Ultimately the firm renewed their contract worth $1.2 million with strong satisfaction.
A university undergoing the relocation of a
subterranean data center had multiple stakeholders with varied internal political interests. The Facilities Department retained overall ownership but outsourced management of the construction. Scope creep and outside delivery delays raised alarms and Karl was called in to regain control of the project. He held internal accountability meetings, demanded real-time status updates and facilitated external joint meetings to create next actions for each area of responsibility using PMP. By pooling resources and quickly building trust through accountability, the project was completed on time and 15% under the client’s budgeted costs.
A 449-bed hospital in California
needed to upgrade their help desk issue tracking software with diplomacy and tact while minimizing time-consuming interactions with prospective vendors. Karl worked with the I.S. Leadership and key staff to uncover change criteria. He conducted a 360-degree process review to discover hidden political concerns and an extensive RFP was written and vetted through an iterative drafting process. Acting on behalf of the hospital, Karl solicited proposals, routed questions, managed responses and organized presentations for representative stakeholders. He created a comprehensive rating system to tabulate participant perceptions of solution provider capabilities, fit and acceptability. This produced two finalists for management’s review and selection. The division received praise for its cross-functional inclusion while dramatically decreasing the expected internal resource allocation by an estimated 120 hours.