Brady Corporation - Brady's Identification Solutions (IDS) business unit supported a niche customer base with a mature product line. Executive leadership wanted to find new sales opportunities with this existing base, as well as with new customers. Brady possessed data in several siloed systems (SAP, Salesforce, and Eloqua) but did not have any centralized master customer data. Using advanced analytics, Adam combined data from all three of these sources into a usable customer master. He also combined the Brady system data with free available OSHA data to identify potential new customers. He further utilized advanced machine learning algorithms to develop a customer acquisition probability model that was used by both inside sales and territory managers to guide prospecting and targeted marketing efforts. While the overall sales for the business unit declined during COVID, new customer acquisition increased by 37% over prior years and customer retention improved by 14%.
Integrated Merchandising Systems (IMS) - IMS assembled kits of Point of Sale merchandising materials for several large consumer brands. Materials were mass-produced and shipped to a central warehouse for assembly and collation. The warehouse would set up assembly lines to aggregate and package brand-specific kits for respective retail locations. The labor force was predominately temporary workers with an attendant high amount of turnover. Adam began analyzing the operational data and building simulation models to identify bottlenecks. Through advanced analytics and process improvements, the assembly line was optimized to reduce headcount, increase throughput, and improve overall quality. The net EBITDA increase of this implementation was 50% in just one quarter.
Derse - Derse, a private, family-owned $160M marketing agency, utilized an Excel-based annual profit planning process. It was cumbersome, siloed, and had information gaps between sales, operations, strategy, and finance. All the data was managed across multiple different Excel sheets. Adam developed and implemented a new process that aligned strategic objectives with financial performance. In addition, operational changes to the business were discussed and presented to Executive Leadership for approval. A database system was designed and built to replace the Excel sheets. With this transformation, the process became more efficient for all levels of the organization, and the resulting information, more clear and actionable. This allowed management to better communicate strategic objective and operational improvements using the data as evidence to support the direction.