As the seminar began, Stan and Mary described their backgrounds and work experiences in a number of industries. They had each worked as employees of companies that used Effective Management to help turn around declining business results. Before being invited to join Effective Management, Mary had been an operations manager and, later, the Supply Chain Director for a pharmaceutical company. Stan had recently retired as Marketing Vice President in an electronics company. Both Mary and Stan had been key players in their company’s business excellence initiatives. They explained that all Effective Management coaches had been similarly involved in transforming their company’s performance to at least the “Capable Milestone” level before being invited to become part of Effective Management. For that reason, all their coaches could empathize with the concerns, doubts, and challenges their clients might face in transforming their companies’ results.

Greg found it interesting that Stan always referred to himself and his colleagues as coaches rather than consultants, and that he focused more on education and mentoring than on consulting. Stan’s primary objective was to share with others the importance to the bottom line of integrating all aspects of managing a service or manufacturing business.

After introducing themselves, Stan and Mary had all the participants do likewise, describing their current challenges and listing their reasons for coming to the seminar. While Greg’s reason for attending was simply to gain new perspectives about improving business results, others had much more specific objectives such as understanding what opportunities “business excellence” might uncover, getting greater benefit from their ERP systems, relating business excellence to Lean and Six Sigma, breaking down functional silos, and learning ways to reduce working capital while not sacrificing customer service. Two companies appeared quite advanced in their supply chain processes (98 percent Customer Service; 10 inventory turns) and made comments that meant very little to Greg. One participant stated, “We’re ready to move into Phase 2 business excellence, and we’re trying to gain a broader perspective of what challenges we’ll face.” While Greg hadn’t offered up any specific objectives, he began to think that almost everyone in the room was talking about his company. He seemed to be facing every challenge mentioned by the others.

Stan led off the formal presentation. “It’s our experience, and I think you’ll agree, that all organizations are on a journey to improve business performance.” Stan looked around as everyone nodded in agreement.

“A journey has a starting point, steps on the way, and a destination. But many organizations don’t understand and can’t articulate their journey other than in the most general terms. Over the years, we have come to understand that in transforming a business on a journey to excellence, there are multiple routes that a company can follow. But the best route is always defined by a company’s competitive priorities. We’ve learned also that companies must go through some enabling steps to reach their envisioned future. Many companies become enamored with the latest fashionable ideas. They try applying a bit of Agile here; a bit of Lean there; some Six Sigma initiatives elsewhere. But these companies don’t realize that every journey has a correct sequence of business developments and initiatives that will lead them to sustainable transformation. Additionally, they may not have an effective process to drive the company along that journey in a manner that integrates and leverages all the improved business processes. This is where the Integrated Business Model comes in.” [Figure 6.1]

“This model shows, from right to left, product management, demand management, and supply management as three vertical ‘legs’ in the center of the diagram. Each leg is capped by a preparatory ‘wheel’ of activities showing the sequential activities required during the month to prepare for all the Integrated Business Management reviews. By the way, Integrated Business Management, which I’ll discuss in few minutes, has as its core an advanced evolution of the process that in the past many of you might have known as Sales and Operations Planning. We go into great detail about the activities within those preparatory wheels during detailed education sessions with those teams, so I’ll skip over them for now.

“When companies implement something like this on their own, individual elements within each leg often are loosely integrated. We nearly always find competing internal objectives and turf battles. And almost always integration of information and activities across the three functional legs is weak at best.

“In contrast, companies that follow Class A principles, exhibit Class A behaviors, and reach Class A standards of performance have all these functions fully integrated. They achieve and exhibit a multifunctional focus on achieving their business strategy and on continuously improving business results through the portion of the Integrated Business Model that we call Integrated Business Management [Figure 6.2].

“I want you to notice first that at the heart of Integrated Business Management, depicted by this ellipse, are strategic and business plans along with continuous financial review and reconciliation of issues and imbalances. Successful companies use Integrated Business Management to deploy their strategic plans and objectives through the entire company and to link strategy to execution activities. Senior managers review actual and projected business results formally, regularly, and thoroughly in this process to make sure all functional activities and results remain on target and on strategy. The process culminates in a single operating plan and empowers people at all levels of the company to make good business decisions from day to day, week to week and month to month. Smart decisions are made faster, and good information flows top down, bottom up, and across all functional areas continuously.

“At the very top of the Integrated Business Management diagram is the Management Business Review. This review is the culmination of each month-long Integrated Business Management cycle. It is a crisp and concise monthly executive review of recommended plans and includes presentation of recommended solutions to resolve significant issues. If all preliminary work is done well, it is a quick and focused meeting. Often, however, there is important debate allowing senior managers to test recommendations and evaluate current business conditions and strategies. In the end, it is a decision-making meeting resulting in a single set of integrated product, demand, and supply management plans with financial implications covering a rolling 18 to 24 months. Decisions are made approving or modifying the plans presented, resolving current issues, and avoiding future problems. Approved plans are then quickly and broadly communicated throughout the company. Functional leaders are held accountable for executing the approved plans and for delivering the planned outcomes. With this process in place, everyone in the organization is on the same page and works against the same objectives. The company’s strategy is now solidly linked with functional strategies and with planning and execution processes.

“Having briefly reviewed Integrated Business Management,” Stan continued, “I have described one portion of the Integrated Business Model. But the Checklist you have in front of you is built to support the entire model. If you have looked at the Checklist, you’ll have recognized the chapter headings as the key business processes depicted in this model. Chapter 4 ‘Integrated Business Management’ is a good example.

“Here’s a fundamental problem many companies face. They simply don’t know exactly where they are on their improvement journey and can’t properly articulate their destination. They are unclear about their next step, and even more unclear about the steps that should follow. Nevertheless, management is under pressure to do something. Too often, they choose to implement the latest management fad or whatever seems to have worked in the past. So each manager, with the best of intentions, independently initiates improvement initiatives based on his or her functionally myopic reading of the situation. These initiatives are almost always intended to optimize functional outcomes, are strategically inconsistent, and conflict with each other. As a result, leadership direction is unclear and progress against the strategy is slow at best. People across the company are confused by what we call ‘initiativitis,’ the launch of multiple initiatives and completion of few. People become confused, make poor day-to-day decisions, deliver suboptimal results, and hope they can outlast the latest ‘improvement program of the month’. Anyone recognize this condition?”

Several attendees offered horror stories describing ineffective initiatives of all sorts. Some were amusing and broke the tension in the room. Greg listened to the stories and laughter, but didn’t engage. He recognized some of his own behaviors in the stories. He began to see this method of consulting, and the consultant, as having a degree of credibility.

Stan went on to explain how his company has been modifying the definition of business excellence over multiple generations of its Class A Checklist. “This Checklist has been translated into several languages and has become an internationally recognized standard of excellence. Assessment of a company’s current business processes against this standard helps companies understand where they are and enables them to begin to quantify the gaps against those standards.” He also explained that his company facilitates high-level diagnostic assessments of a business with its executive team, and then helps the team define a desired direction and destination. What Stan said next caught Greg’s attention.

“The pace of change in business is faster today than ever in history, but is slower today than it ever will be again. This means to you that integrating your business processes has become critically important. Much of manufacturing outsourcing to lower-cost economies is a symptom of the inability or unwillingness of businesses to integrate their management processes, keep pace, or lead. How to respond to this situation is the question. Companies and people are paying the price, and we feel the need to throw them a lifeline.

“While previous editions of the Checklist have provided useful incremental upgrades, we recognized that to meet today’s challenges, we had to pool our considerable worldwide resources and start again with a blank sheet of paper. So the current edition was constructed around the journey to business excellence. Note I said the journey, not a journey; that’s significant. Along with the Checklist, we’ve defined levels of business integration with our maturity maps. These help you understand where you are as well as the nature of the journey ahead of you.” Stan put up the next slide [Figure 6.3].

Greg listened as Stan explained Effective Management’s definition of the four phases of business maturity, with Phase 4 being the ultimate level. Stan mentioned that there are very few Phase 4 companies in the world, and very few more that actually need to move into that phase. Greg got only a rough idea of what Phase 4 entailed. For him, it was an interesting concept but seemed light-years beyond his current needs. Phase 3 sounded to him somewhat like the best of the Japanese auto manufacturers he’d read about; more interesting, perhaps, but still beyond Greg’s agenda. Stan’s description of Phases 2 and 1 had far more relevance. In sequence, the journey to the top of Phase 1 meant ‘Eliminating unplanned events and doing routine things routinely’. Greg thought, “Now that would be too good to be true. Nothing has been planned or routine since I joined Amalgamated!”

Stan continued by saying that Phase 2 is built on a foundation of Phase 1 and can be described as ‘Eliminating failure in business processes’. Lean, Six Sigma, and Agile techniques can be very helpful, Stan told them, but only after a company reaches the top of Phase 1.

Stan then divided Phases 1 and 2 into more detailed levels using what he called ‘Transitions’. Greg groaned when Stan introduced the topic. “More concepts,” he thought, “when what I need are some solutions to my problems.” But when he saw the next slide, it didn’t seem quite so conceptual [Figure 6.4].

Stan asked them to read through each of the five transitions, and to decide, as company teams, the transition best describing their company, recognizing that a company was rarely at a single level. A company might find itself mostly in Transition 1, at the bottom of the diagram, but have some pockets within the organization operating at higher levels. In that case, the current position on the chart might look like the shape of a pear if drawn on the chart. People studied the diagram, and the energy of the room increased markedly as attendees from companies huddled together and debated their current positions. Greg talked with David about where Cosmetics Products would fit. He doubted they would be anywhere in Phase 2 from what he’d seen. He suggested that their center of gravity was probably around Transitions 2 and 3. David disagreed forcefully, providing convincing examples that caused Greg to reconsider his initial conclusion. In the end, they agreed Cosmetics Products was firmly entrenched at the bottom of the maturity map, in Transition 1. When Stan called for a report from the teams, Greg tried to look invisible. “We’re probably the only business in this room with such a lousy starting point,” he told David. Much to his astonishment, apart from a couple of companies that were in Transition 3, most companies reported that they, too, had placed themselves in Transition 1 with some Transition 2 characteristics.

“As you can all see, most of us are in Transition 1 and Transition 2,” Stan summarized. “That’s quite normal. It is no help to know where you are if you can’t articulate the next level maturity characteristics that would help resolve your business problems such as poor customer service.” Greg felt exposed, as if Stan had just spoken directly to him.

“So this is where the Integrated Business Model and the Checklist come together to help you establish the path toward your destination,” Stan said. “Class A Business Excellence is recognized at the top of Transition 4. For those of you in Transitions 1 or 2, that’s a big jump, too big to make in one step. So the foundation step toward Class A, or even higher, is at the top of Transition 3. We call that the ‘Capable’ level, as in ‘Capable Planning and Control’.” Greg had heard that phrase before, and could now begin to see the gap between that level and the starting point for Cosmetics Products.

“Each Checklist chapter covers a key element of the model [Figure 6.5]. That is by design, as I mentioned earlier. We use documented maturity maps for each of these chapters when facilitating diagnostic assessments, much as we did in the workshop we just completed. I’ll talk more about each chapter in a few minutes.

“Before I do that, however, I suspect that you may be wondering what you might get out of starting this journey to Class A [Figure 6.6]. So, here are some benefits our clients describe from achieving their first milestone, Capable Planning and Control.” Stan discussed each of the bullet points on the slide, and then finished by saying, “Importantly, the real benefit reported by each of our clients is significant bottom-line benefits, the real reason for starting the work.”

Stan went back to the Checklist to describe, briefly, the contents of the book, its individual chapters, and highlighted examples of included best practices and behaviors.

“For most of you here, I’m describing a lengthy journey. Although to some it will seem impossible, it becomes possible when you break the journey into smaller, logical steps shaped by your competitive priorities. There are many routes to achieving Class A, and after working with our more advanced clients, we’ve defined the most common and logical routes as milestones. The journey is not restricted to the defined milestones. We recently tailored a milestone at Capable level for a CEO whose top priority was to instill the company values across the organization. To do this we collated relevant parts from seven of our defined milestones, but this sort of tailoring is rare. Each step is marked along the way by milestones. This approach breaks the journey into truly manageable steps. Each milestone, such as ‘Capable Planning and Control’ and ‘Capable Integrated Business Management,’ has a template describing what must be accomplished for successful milestone attainment. Each completed milestone establishes the foundation for a subsequent milestone. I’ll show you a graphical summary of all the currently defined milestones and common routes to Business Excellence.” Stan went on to describe the milestones and some of their characteristics [Figure 6.7].

Greg’s discussions with managers and executives from several other companies during the breaks suggested that Stan’s message was hitting home with nearly everyone.

After the break, Mary Medford took over from Stan. Asking whether there were any questions about the presentation so far, she was barraged with questions about the process, the effort to get started, time to get the processes redesigned and the time to deliver business benefits. She responded to each question in general terms, and then returned to the agenda.

“Now, let me turn to a common and very important question,” Mary continued. “How do you change your company’s culture and create the environment needed to improve business results continuously? Asked another way, how do you actually achieve and sustain what we call Class A Business Excellence?”

Mary responded to her own question. “Over the past 30 years, working with more than a thousand clients, we’ve developed a methodology to implement those best practices; it works time after time. It’s a structured approach that we call our ‘Proven Path.’

“This path to success begins with awareness. You could be made aware that there is a better way to run the business from a discussion with a colleague or with someone from another company who has been involved in a Class A initiative. You might learn about Class A from a book or an article about the subject or from attending a presentation or a course. The fact that you are listening to me today tells me that you’ve already begun your personal journey to success. Your interest has been aroused. Awareness can also come from very poor and even job-threatening business results that compel you to seek a new, more effective way of managing your business.” Again Greg had that very uncomfortable feeling that the presenter was speaking directly to him.

“Most of the people who come to this seminar come as a result of business colleagues or friends recommending Effective Management. Why? Because they’ve experienced how we coach them to get control of their business and drive benefits to the bottom line. We don’t do the work for our clients; we transfer our knowledge and experience to them. I believe, from my personal experience as a client, that’s why our clients become our strongest advocates.

“Companies experiencing problems have three choices: ignore them, delay a decision to do something about them while hoping that things will improve on their own, or decide to do something about the problems. If they decide to do something about them, our Proven Path, which Stan mentioned earlier, provides a proven improvement methodology. Let me show you our Proven Path and walk you through some of its key elements [Figure 6.8].”

Mary identified the Leadership, Development, and Ownership stages and the elements of each stage very briefly. She then directed their attention back to the Leadership stage and said, “I want to focus on the first stage of the model—the stage labeled Leadership on the next slide [Figure 6.9].

“The fundamental change you need to make is essentially a change of corporate culture, which requires leadership, excitement, understanding, commitment, and direction from the very top of the company. This leadership responsibility can never be delegated. I’ll say it one more time. Culture change will occur only when it is led from the very top of the organization.

“The Proven Path Leadership work begins with a Diagnostic, an assessment much like you conducted with Stan this morning. It is a cost-effective business analysis at an overview level. This requires the executive team to revisit the company’s vision, strategy, and the value proposition—the reasons customers buy from your company again and again.

“The Diagnostic assessment begins with an introduction to the concepts and principles of Business Excellence, such as you are experiencing today. That introduction is followed by a facilitated analysis of the business using maturity maps. This morning we used a maturity map for the overall journey, but in the Diagnostic we use specific maturity maps for each of the key business processes. During this maturity analysis, we explain the meaning of each map and executives reach consensus on their current transition level for each. Through our facilitation and the inevitable animated discussions that occur among the executives, we begin to develop a sense of current organizational behaviors and norms at work in the company. The executives can then determine if those current behaviors and norms truly reflect the vision, mission, strategy, value proposition, and espoused values of the organization. More often than not, there are gaps. The executives participating in the Diagnostic begin to understand and appreciate the gaps from best practice within each of their key business processes. In the Diagnostic, we look for answers to these questions: Is there a meaningful vision? Are there strategies covering a suitable strategic horizon? Is there a process to drive the strategies into the business at all levels? Are the executives leading, or reacting? Do the company’s processes allow management to lead, or are the processes fragmented and reactive? Where there are processes, are there formal procedures and are they followed? Are people working together to eliminate failures, or does an adversarial climate prevail?

“Many of the concepts and business processes we examine are poorly understood within a company. Yet, to lead such a change program, management must understand them. Assuming the Diagnostic stimulates a positive response, and it usually does, then the next step is to provide executives the necessary education. That education enables them to understand the concepts and principles of business excellence in their company’s terms and structures so that they can provide educated leadership on a Class A journey. Simultaneously, key operating managers and influencers are provided a more detailed business excellence course focusing on the integration of middle management’s day-to-day activities required to meet senior management’s strategic objectives. Using the outcomes of the Diagnostic assessment and subsequent education, senior management can begin to grasp the possibilities and business benefits and to make an educated decision to proceed to the next step, specifically defining the ‘journey vision’ for the initiative.

“In a workshop that we facilitate, senior managers define their vision of the business as it will be changed by the work. They identify the pressing competitive business needs that the initial milestone must address. So far, so good?” Mary’s question was met with silence, meaning either everyone understood the fundamental, common sense steps to this point, or they were deep in thought wondering how to get the ball rolling when they returned to their companies.

“At this point, much of the detailed work required to launch a journey to Class A begins. Completion of the remaining elements of the Leadership stage of the Proven Path can and should be accelerated through facilitated workshops involving the senior and middle managers who attended earlier education events. A review of the findings and gaps from the Diagnostic is followed by facilitated discussions to align on the company vision and mission to achieve the journey vision; to agree on the value of the work in defining the value opportunity—meaning the potential cost, benefits, and opportunities of the journey; to agree on the competitive business priorities; to develop a business case; and to define at least the initial milestones that will address the strategic and business imperatives identified in the earlier steps.

“The selected milestones have templates defining the portions of the Checklist that will be in play. Knowing which milestones will be undertaken also helps determine the deployment structure that will be needed. I’ll get into that later, but the deployment structure typically includes the executive management champion, steering team, implementation leader, and milestone and business process design teams.

“With the journey vision, deployment structure, value opportunity, and business case all defined, senior management can now make an informed decision whether or not to launch the work that will complete the first milestone. Senior management can terminate this Leadership stage at any time, but a decision to go forward marks the ‘point of commitment’ on the Proven Path. Execution begins in earnest at that time.

“The initiative is formally launched; the teams just identified are formed and chartered, and they begin their education. They receive a much more detailed education in their specific business processes and milestones than has been provided up to this point. Following education, the teams assess, with our facilitation, the current processes for which they are responsible against the details of the Checklist. Assessment results determine the gaps to be closed and help the teams identify the resources needed to accomplish the milestones.

In the Redesign phase, process design teams begin to refine design scope and deliverables, benchmark industry leading business results, create action plans to close the gaps, and deploy measures. These measures are used by the teams to track progress and ensure their redesigned business processes meet Checklist requirements and deliver required results. As these new processes are deployed, business process teams develop Cascade Education to provide education and training on the concepts and details of the new processes to those affected by the changes. In the Implement phase, new processes are actually implemented and results of the implementation are tracked. Finally, business benefits are delivered in the phase that we call Realize.

“When the first milestone is nearing completion and the defined business problem is being successfully resolved, companies choosing to continue the journey begin working on their next predefined milestone and business improvement objective, again using the Proven Path. All the work we do with clients focuses on helping them resolve their business problems. After achieving several milestones, many companies decide to continue the journey with the ultimate goal of achieving Class A Business Excellence processes and results throughout the business. This journey to Class A develops the people, processes, and tools required to ensure continuing excellence within a company’s industry.”

At this point, Mary introduced the two clients who would talk about their experiences in the first stage of the Proven Path.

Charlie Deveneau, Marketing Director for a footwear company, explained that during his company’s Diagnostic, the executive team determined its highest competitive priority at that time was improving Product Management performance. In their fashion industry, they were just not fast enough to market, always ending up with excess stocks of products no longer fashionable or of interest to their customers.

Yet another moment of introspection as Greg once again thought the speaker was addressing him personally!

In Charlie’s case, Manufacturing was not the biggest problem; the culprit was Sales and Marketing’s poor Product Management processes. His executive team decided to target the Capable Product Management Milestone. Charlie described the implementation and benefits, which included faster time to market and increased market share. The completed process improvements made them faster, but still not fast enough to gain a competitive advantage. They discovered weaknesses in their planning and control processes, and began work on the Capable Planning and Control Milestone. Looking ahead, the executive team decided they would next undertake the Advanced Supply Chain Milestone.

Charlie fielded several questions and turned the presentation over to Sanjeev Patel, CFO of a specialty engineering company. As a result of their Diagnostic, Sanjeev’s executive team realized that its vision was of the ‘motherhood and apple pie’ variety, inspiring no one. Their idea of strategy was to have operating plans covering the next three months. A longer-term strategy was undefined, but assumed to be understood. Consequently, individual executives and managers were making personal decisions based on what they believed the strategies should be. They concluded that their competitive priority could be addressed with the Strategic Planning Milestone and its prerequisites. He used a few slides to share their process, developed with the help of Effective Management. The result was an exciting, energizing vision, compelling mission, and supporting strategies that, according to Sanjeev, transformed the executives into a true team and inspired the CEO to lead the business with a long-range view. They now were in discussion about their next milestones, most likely Capable Integrated Business Management and Capable Planning and Control.

At this point, David interrupted, “Aren’t you going to be stretched to the limit attempting two milestones at the same time?”

Sanjeev replied that one project would involve the executive team and senior managers, the other, middle managers. They were certain they could pull it off because the work was being led with passion from the CEO. No one argued about priorities or importance. He also explained that these two milestones are synergistic. They have many common elements, and some elements had already been implemented with the Strategic Planning Milestone. The milestones, he said, actually build onto and into each other. As one milestone is completed, there is less work to do in the next milestone because of those common requirements.

During every break, Greg and David spoke with people from other companies and learned that Cosmetics Products was not unique in the problems and challenges they faced. The president of another company said he had heard about this seminar from a colleague who was working with one of the other coaches from Stan’s company and was making great progress. That comment opened up a new possibility for Greg.

Greg approached Stan after the seminar ended. “I have to admit, Stan, I was very skeptical about what I could learn from this session. You’ve hooked me, however, and that’s not easy to do.”

Stan was pleased. “We find education sessions like this to be critical in setting the stage for a culture change. If Mary and I have caused you to think about your business in a different way, we’ll call this a successful day. But this seminar is only the tip of the iceberg, Greg. Education is never ending in a Class A journey. We have many public and tailored private classes that I recommend you look into. If you decide to move forward with this work, you should schedule your people into appropriate classes to give them a good foundation in all the business processes we discussed today.”

“Thanks for the information, Stan, but I’m not yet ready to commit at this point. Besides, it sounds pretty expensive to me. We do have a library in the company with books on some of the subjects you discussed; in fact, I think some of them might have been written by your colleagues. I’m sure if we read them, we can apply the techniques and make the progress we need. There is something, however, that would be very helpful to me.” Stan got pen and paper ready to make a note of Greg’s request.

“Do you happen to have any clients I might call or visit in the next few weeks? Intellectually, I can see how Class A could help a company improve its results, but I learn better when I see those concepts and principles being applied. I also have a concern that what might work in one company, might not work in another. I’ll have a much better sense of how to apply what you’re telling us if I can actually see it in action.”

“I appreciate your skepticism, Greg, and thanks for all your questions during the day. About your comments on the classes, however, I would still recommend that you take advantage of them. We have written a good many books that provide insight and improvement techniques, but classes and workshops provide an entirely different depth and interactive method of learning, and an opportunity to test ideas. I know you’re not ready to move forward yet, but don’t write off the possibility of utilizing formal, instructor-led classes to jump-start the effort if you decide to take the next step.

“Now, about speaking with some of our clients, I do have some who are willing to talk with others and are sometimes willing to host visits from other companies. I’ll need to check with them first, however, to see if they can meet your timing. It sounds like your sense of urgency is high. I like that! I protect my clients so they don’t get overwhelmed with requests, but I find visits by senior managers like you are almost always welcomed. I think you’ll find most Class A companies and those on the journey are proud of what they’ve accomplished and are eager to help others. I’ll let you know when I’ve contacted a couple of them. Then you can call them and create a mutual set of objectives to make it a beneficial visit for both companies.”

Stan called Greg later that week with the Class A contact information. “I spoke with two companies yesterday, Greg. They would be happy to host a visit for you and a couple of your key people. The first company is Capital Equipment, a billion-dollar manufacturer of machine tools and construction equipment. Bob Radcliff is the President and Chief Operating Officer. He called us shortly after he joined Capital and was the top management champion of their Class A journey.

“The other company is Tender Care Pet Products. It’s a smaller company, about $500M in sales, that makes pet food and pet care products. Shannon Stillwell is President and COO, and has been with Tender Care for most of her career. She first called us several years ago and is nearing the end of her Class A journey. Tender Care is in the consumer goods business, like you are, but in noncompeting product areas to the best of my knowledge. At Tender Care, you can see how a Class A consumer goods company handles challenges very similar to those you face with Cosmetics Products.

“Both Bob and Shannon are expecting your call and look forward to meeting you, Greg. Please give me a call after you’ve visited with them. I’ll be eager to hear what you learn and what you see as your next steps.”