Forrest Consulting - We Build -v2

Strategy Formulation and Research
Strategic Planning Facilitation
Strategic Management Guidance
Senior Management Counsel
Board and Team Effectiveness
Strategic Issues and Opportunities
WWW.FORRESTCONSULT.COM
We build organizations.
We can help you achieve more.

HOW WE BUILD
We facilitate strategic and
business planning, provide
planning systems and ensure
implementation.
We counsel senior management
for best results and help Boards,
teams and groups raise their
effectiveness and reach goals.
We help organizations resolve
strategic issues and tackle
strategic opportunities.

WHO WE SERVE
We serve company,
association and non-profit
leaders and Boards.
We have been building
success in scores of
industries and business
segments since 1988.

HOW WE ARE DIFFERENT
We take the strategic view
when we counsel you and
offer solutions.
We assure your strategies
move you toward your
vision.
We focus time and resources
for greatest impact.
We have the expertise you
need: strategy, facilitation,
research, marketing,
financial, operations and

OUR VISION
“Every organization has a
current strategic plan and is
implementing it for greater
success.”

WHY THAT VISION?
Our research tells us that
74% of leaders say their
organizations don’t use
planning to make strategic
decisions. And 70% of
organizations with a plan
fail to
implement
it.

THERE’S GOOD NEWS
Our research also tells us that
successful organizations are
more likely to plan and to use
planning and implementation
“best practices”

MORE GOOD NEWS
We know why organizations
fail and how to address what
can produce poor results or
even failure.

LEE CRUMBAUGH
President and Founder,
Forrest Consulting:
The knowledge and
experience to help your
organization improve
and succeed.
CERTIFICATION AND EDUCATION Strategic Management Professional (SMP), Assn. for Strategic Planning. MBA, marketing
management, finance emphasis, University of Chicago Booth School of Business; B.S., communications, University of Illinois; financial
program, Indiana University.
PROFESSIONAL AFFILIATIONS President, Assn. for Strategic Planning, 2014-2016. International Assn. of Facilitators.
PUBLICATIONS AHEAD: Strategy is the way to a better future (2013, Amazon). Strategic Thinking & Strategic Action blog.
POSITIONS HELD President, COO, Executive Director, Consultant, VP, Publisher, Editor, Market Research Analyst.
ROLES WITH Continental Illinois Corp.; LFC Publishing, Inc.; American Fence Association; Vinyl Fence, Deck & Railing Manufacturers
Association; DuPage Area Association of Business and Industry; United Way of Suburban Chicago.
BUSINESSES SEGMENTS SERVED Association; Commercial and Investment Banking; Composites and Vinyl; Deck and Railing;
Economic Development; Education; Entrepreneurship; Eyewear; Fencing; Food; Government; Health; Insurance; Legal; Mutual Fund;
Non-Profit; Publishing; Public Affairs; Real Estate; Recreation; Recycling; RFID.
REPRESENTATIVE CLIENTS Prairie Capital Advisors, American Academy of Pediatrics, The Advocacy Group, National Provisioner,
National Fiber, American Lung Association, Arthritis Foundation, DuPage Foundation, COD Business & Professional Institute, Inland Real
Estate, Mosaic Media, Monetta Financial Services, Physician Services of America, Sampler Publications Associated Equipment
Distributors, Institute of Food Technologists, Association for Challenge Course Technology, Illinois Soybean Association, National
Association of Realtors.

OUR CONSULTANTS
We provide tailored,
cost-effective solutions to
clients by sourcing the best
expertise available on a "per
assignment” basis. Examples:
TOM DROUIN Focus is B-to-B companies and not-for-profits looking to develop and execute a business or mission strategy, new
business launch or for support in enhancing organizational effectiveness through performance assessment and coaching and
development. Roles with Boise Cascade in new business development and product launch. BA, Penn State.
JIM HERRICK CPA. MBA, DePaul University. Deep experience in accounting, auditing and tax preparation for small to public companies
in manufacturing and leasing and non-profits. Experienced in ERP and IT software, financial issues and tax compliance. Six Sigma Green
Belt trained.
RACHEL KABERON Adjunct faculty, IIT Institute of Design. Specialties are assessment, evaluation and redefinition of business
effectiveness ; performance measures: behavioral analysis, data modeling and tracking, and cultural change. Former Senior Planner,
Jewish Federation of Metropolitan Chicago; VP, Manager, Mortgage Analysis, Chemical Bank; VP, Collections Strategy, Citibank; and
statistician, Election Unit, CBS News. MA, University of Chicago; BA, University of Minnesota, and BA, University of Illinois.
LARRY LEWANDOWSKI Accounting and finance professional in manufacturing and distribution. Managed financial functions for
businesses with revenues ranging from $5M to over $150M. Turned around money-losing operations and improved performance by
consolidating overlapping functions. Experience in contract negotiations, mergers and acquisitions and due diligence. Finance and
controller positions with Bally Manufacturing and Brunswick. Recruited to be CFO of an ailing British-owned import and distribution
company where he implemented a financial turnaround. MBA, DePaul University and BA, Loyola University. Six Sigma Green Belt trained.

JOE SHAKE:
PROPOSED FOR OUR
V&V SUPREMO TEAM
Strategic leader in
food service, distribution,
sales management,
operations and
supply chain.
FOOD ROLES In fresh food preparation, catering, food service centers (universities, healthcare, B & I) and vending.
• District General Manager, Compass Group. Responsible for all facets of the Chicago branch, third largest in the United States.
Managed 100 employees, 1,200 clients and 7,000 pieces of equipment. Re-negotiated unfavorable contracts to increase revenue by
$800,000. Reduced food waste, product and cash shortages by $275,000 annually and improved client retention to 95%.
• Sales Manager, Vistar Corporation. Led inside and outside sales team to achieve $100M in sales and 12.9% gross margin. Led and
contributed to a sales team producing $10M in new business per year. Established new hospitality product and business line.
• CFO/General Manager, CFS Continental, Inc., food service distribution division of Sysco. Reduced product costs by 5% to 47% and
incorporated other cost saving measures to increase profitability by eight percentage points. Earned California's "Operator of the Year"
award.
CONSULTING SERVICES Strategy Guidance; Sales Productivity and Top Line Improvement; Vendor Contract Negotiation and Cost
Management; Customer Satisfaction and Retention; Operations Assessment and Process Improvement; Financial Analysis and Margin
Improvement Strategies. Segments: Food/Beverage, Distribution, Construction, Manufacturing, and Utility Industries.
EDUCATION MBA, Finance and Financial Management Services, Lewis University. BS, Accounting, University of Illinois, Urbana-
Champaign.

FAST TRACK STRATEGIC
PLANNING SYSTEM
A proven "strategic gap"
process, focused on what's
most important for success.

PLANNING SYSTEM
A better process, based on
years of planning and
implementation experience.

PLANNING SYSTEM
Find the Vision: Use stakeholder
input, an environmental scan, a
SWOT analysis and more.

PLANNING SYSTEM
Identify critical Strategic
Gaps
that will block or impede
progress to the Vision.

PLANNING SYSTEM
Develop powerful Strategies
to close the Gaps and move
to the Vision.

PLANNING SYSTEM
Implement strategies through
strategic initiatives with
annual action steps.

PLANNING SYSTEM
Plan and conduct an
Assessment that leads to
re-planning for the next cycle.

WHY OUR SYSTEM WORKS
PARTICIPATIVE. Participants decide what's best.
AGILE AND FOCUSED. Straight-forward process
drives action and adapts to needs.
EFFICIENT. Affordable, time-limited, tested.
BEST PRACTICES. Aligned with Association for
Strategic Planning’s Body of Knowledge.
SHARED VISION. Drives desired change.
POWERFUL STRATEGIES. Work across the
organization.
INFORMATION & INSIGHTS. From e-surveys,
interviews, environmental scan.
PROFESSIONAL FACILITATION. International
Association of Facilitators trained.
ALIGNMENT. Aligns systems, processes and people.
LINE OF SIGHT TO STRATEGY. Engages those
who must implement.
CORE PROCESS. Planning is not an event.
ASSURES IMPLEMENTATION. Execution driven by
initiatives and action steps, with accountability.
ASSESSMENT & RE-PLANNING. Continues
progress through assessment, adjustment, and
re-planning. WWW.FORRESTCONSULT.COM

OUR PRE-PLANNING STEPS
INITIAL MEETING. Review the work plan
and obtain information.
RESEARCH. Forrest Consulting
conducts a stakeholder e-survey, and
interviews key employees and
stakeholders.
ENVIRONMENTAL SCAN. Forrest
Consulting identifies key external trends
and forecasts.
SWOT ANALYSIS. Forrest Consulting
assesses strengths, opportunities,
weaknesses and threats; and analyzes
current and potential markets.
PRE-PLANNING MEETING. Prepare for
the planning workshops. WWW.FORRESTCONSULT.COM

OUR PLANNING STEPS
PLANNING WORKSHOPS.
3-4 planning workshops in which the
Planning Team:
• Develops a Shared Vision.
• Identifies Strategic Gaps
• Revisits and adopts the Vision
• Develops Strategies to close Gaps.
• Develops Strategic Initiatives and
annual Action Steps to implement
Strategies and move to the Vision.
• Sets measurements, accountabilities,
and timelines for each Action Step.
• Develops the implementation plan.

OUR POST-PLANNING STEPS
DEVELOPMENT OF PLAN REPORT.
Forrest Consulting uses the workshops'
results to prepare the written plan.
POST-PLANNING MEETING.
Review and adjust the plan, and align on
next steps and plan implementation.
PLAN IMPLEMENTATION.
Forrest Consulting provides
implementation counsel, facilitates
quarterly review meetings, and leads an
assessment of planning progress.
PLAN UPDATE. Process resets with
development of an updated plan with
revised Strategies as needed and new
Strategic Initiatives and Action Steps.

OUR TOOLS:
STAKEHOLDER INPUT
We use e-surveys and group
and key stakeholder interviews
to develop actionable
information and insight.

OUR TOOLS:
SWOT ANALYSIS
From research and analysis,
we assess your strengths,
weaknesses, opportunities and
threats to guide the planning.

OUR TOOLS:
BALANCED SCORECARD
We use The Balanced
Scorecard Perspectives to
assure that strategies work
across the organization.
Strategy
Financial
Business
Processes
Learning &
Growth
Customer

OUR TOOLS:
STRATEGY DASHBOARD
The dashboard gives you a
current picture of your plan
and implementation progress.

OUR TOOLS:
BETTER DECISION MAKING
From our extensive research,
we offer a tool kit to help you
make better strategic
decisions.

OUR NICHE
Our planning process adapts
to any organization, as do all
of our services.
But we focus on growing,
smaller and middle-market
organizations of all types.
That's where we can add
greatest value at least expense
and where our competitive
advantage is greatest.

SUCCESSFUL ASSIGNMENTS
The DuPage Foundation
SITUATION The Foundation needed stakeholder input and
strategy recommendations to drive growth from $40 million
in assets to its 5-year goal of $100 million.
TASK Design a cost-effective process to get
representative input on the Foundation's status and future
direction from five stakeholder groups. Shape strategy
recommendations.
ACTION Combined five stakeholder group e-surveys and
key stakeholder interviews. Developed a SWOT analysis
and recommendations for a new strategic direction.
RESULT The Foundation adopted the new strategic
direction. From its Annual Report: “The Foundation has, for
the second consecutive year, experienced record growth,
enjoying a nearly 27% increase in total assets under
management, rising from $47 million to…$60 million.”
WORDS FROM THE CLIENT “Lee Crumbaugh, and
consultant Tom Drouin...conducted a SWOT analysis as
part of its strategic planning initiative. It was a pleasure to
work with Lee and Tom. They are knowledgeable, reliable,
affordable, easy and fun to work with. [They] conducted an
electronic survey as well as many in-person surveys. Their
report was very easy to follow and visually appealing. Their
presentation at the Board retreat was extremely
professional and very well received by the Board. I highly
recommend Forrest Consulting. In fact, we were so
impressed with their work, we rehired them for another
project that came out of the strategic planning
discussions." David M. McGowan, CFRE, President, The
DuPage Foundation

College of DuPage Business and Professional
Institute
SITUATION The new Director saw the need for a vision,
strategies and action steps to make BPI a preeminent
business and professional continuing education and
training center.
TASK Forrest Consulting was engaged to bring a planning
process and facilitation skills to develop the plan, working
with a staff threatened by a likely reorganization.
ACTION Process and schedule were adopted. Facilitated a
five-month strategic planning process to create and refine
the plan.
RESULT The comprehensive plan was adopted by BPI and
endorsed by the college leadership including the President.
Led to more effective staffing and significantly better
performance.
WORDS FROM THE CLIENT "Lee Crumbaugh is one of the
most amazing, skilled and insightful consultants I have
ever hired. In fact, many of his strategic planning materials
are still in my possession and reviewed - 18 years later!"
John J. Sygielski, President, Harrisburg Area Community
College; Past Chair, American Assn. of Community
Colleges

The Advocacy Group, Inc.
SITUATION International group of lobbying and public
affairs firms was facing new competitive challenges and
had
opportunities not addressed in its previous strategic plan.
It needed a new strategic plan on a tight timeframe and with
limited availability of the Board members.
TASK Facilitate creation of a transformational strategic
plan in a day and a half planning workshop with a portion
of Board members present only by conference call.
ACTION Gained membership input through an e-survey,
provided marketplace perspective through an
environmental scan, and facilitated a one-day planning
workshop using the Fast Track Strategic Planning System.
From the workshop results, delivered the draft strategic
plan two weeks later. Provided subsequent implementation
guidance.
RESULT A key market not previously identified emerged
from the environmental scan and was included in the draft
plan. The Board adopted the strategic plan with little
change and subsequently was guided by it to expand its
footprint and services to clients.
WORDS FROM A FOUNDER "I have been a participant in
several facilitated meetings, and [Lee's] leadership in
making us hone in on ideas and strategies (for the
successful future of TAG) was the best I have experienced.
It is fitting that we again used the indispensable services of
a expert facilitator to help us chart the future of our band of
intrepid entrepreneurs... Kudos!" Kerry Marsh, Partner,
Marsh-Duryea

Association for Challenge Course Technology
SITUATION The international organization for zip line and
challenge course builders and operators had grown
quickly, guided by a strategic plan, but the plan lost
relevance as the industry quickly evolved. ACCT was
seeing troubling trends in revenue and customer
satisfaction.
TASK Provide and facilitate a process to create a new five-
year strategic plan for ACCT “in an urgent manner” using
“best practices.” Determine global community satisfaction
with ACCT and expectations and desires for service.
Identify global and domestic allies and competitors and
recommend strategies for dealing with them. Identify new
service areas to consider. Identify, prioritize and formulate
action steps for new opportunities to build new revenue
streams.
ACTION Conducted stakeholder research through facilitated
dialog, an e-survey and phone interviews . Developed an
environmental issues report. Produced a SWOT analysis, a
competitors’ analysis, and service and revenue
recommendations. Facilitated a two-day strategic visioning
and strategy development workshop with the Board and key
staff.
RESULT The workshop produced a shared strategic vision,
a new organizational values statement, a prioritized
strategy list and annual implementation action steps with
timelines, measures and accountabilities. Process revealed
a lack of alignment between the Board and Executive
Director, which was subsequently addressed through
counseling and development of an assessment process.
WORDS FROM THE CHAIR: “Things at ACCT are going
really well. The initiatives coming from the Strategic Plan
are finally getting implemented.” Michelle Hepler, Chair,
Board of Directors.

Continental Illinois National Bank
SITUATION The failure and federal rescue of the nation’s
seventh largest commercial bank devastated its reputation,
led to staff shrinkage from 12,000 to 8,000 employees and
significantly reduced the bank’s budget. The situation
demanded that the bank change.
TASK Recruited as Vice President, Public Affairs, to
rebuild the corporate communications function and lead
the change in what the bank communicated, internally and
externally.
ACTION Led the communications team, hired designers
and writers, and helped recruit and worked with a new
advertising agency. Participated in strategic plan
development and assured inclusion of new
communications initiatives in strategic plan. Developed
bank messaging and counseled senior management.
Fostered and managed new communications initiatives and
the delivery of strategic communications services to bank
departments and units. A member of the senior
management quality team, worked to improve customer
service across the bank.
RESULT Delivered on need for change by adapting how
and what was communicated to establish “the new bank.”
WORDS FROM ASSOCIATE: “Lee and I worked together at
Continental Bank, Chicago, during challenging times, after
the FDIC brought in new management. During the time Lee
led marketing communications, he reorganized and re-
staffed the function, as the company redefined how it
communicated internally and externally. I heartily
recommend Lee for his strategic thinking, planning,
marketing and communications expertise.” Ted McDougal,
Principal at Jacobs + McDougal

American Fence Association
SITUATION Many conflicting objectives and a host of
current and desired initiatives produced unfocused staff
activity, sub-optimal results and unsustainable resource
demands.
TASK As the new Executive Director, needed to get the
Board to prioritize the possible initiatives and focus the
staff’s work.
ACTION Organized the strategic planning process and led
the Board of Directors and senior staff in development of a
strategic plan and implementation action steps. Drove
implementation. Conducted an annual plan update session
with the Board.
RESULT Produced an actionable strategic plan, which
thereafter was updated annually in a similar planning
process. Tied the annual budget to the plan. Drove and
tracked implementation by developing an annual Microsoft
Project plan with 1,200+ project steps. Programs doubled
revenue to $4 million in four years, then limited contraction
in the recession. Achieved 80% membership retention.
WORDS FROM A BOARD MEMBER “Lee is a very thorough
individual. As Director of American Fence Association, we
had the opportunity to work together over
a period of several years. Lee was the " Go to Guy" when
guidance was needed. His personality and work ethics are
a true asset.” Joseph Sallemi, President, AAA
Inc./Anzalone Fence Co.

STRATEGY WORK
Among the organizations Lee Crumbaugh has
worked with to develop and implement strategy:
• A.B. Dick & Company.
• The Advocacy Group, Inc.
• American Academy of
Pediatrics.
• American Fence
Association.
• American Lung
Association.
• Arthritis Foundation –
Publishing.
• Association for Strategic
Planning.
• Becoming Family
Magazine.
• The Business Ledger.
• Chicago Home & Garden
Publications, Inc.
• Community Renewal
Society.
• Concrete Reinforcing Steel
Institute – Epoxy Interest
Group.
• College of DuPage
Business and Professional
Institute.
• Continental Illinois
National Bank.
• DuPage Area Association
of Business and Industry.
• DuPage Children’s
Museum.
• DuPage County
Sesquicentennial
Celebration.
• DuPage Foundation.
• Elite Eyewear, LLC.
• Family Shelter Service.
• Glen Ellyn Police
Department.
• Glen Ellyn School District 41
• Giving DuPage.
• JAL Publishing, Inc.
• LFC Publishing, Inc.
• Mosaic Media Inc.
• National Provisioner, Inc.
• Northwestern Mutual – Office
of Dexter Means.
• One to One Marketing
Resources, Inc.
• Parents Alliance Employment
Project.
• Partnership for Educational
Progress.
• Prairie Capital Advisors, Inc.
• U.S. League of Savings
Institutions.
• United Way of Illinois.
• United Way of Suburban
Chicago, member United
Ways and funded agencies.
• Youth in Crisis.

Talk to us.
We build organizations.
We can help you achieve more.
FORREST CONSULTING
135 Dewey Drive
Annapolis, MD 21401 USA
Office +1 630-909-9360
www.forrestconsult.com
Lee Crumbaugh, President
Cell +1 630-730-9619
leec@strategicbusinessleader.com

Forrest Consulting - We Build -v2

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (20)

Similar a Forrest Consulting - We Build -v2

Similar a Forrest Consulting - We Build -v2 (20)

Más de leepublish

Más de leepublish (9)

Forrest Consulting - We Build -v2