1. DRAFT
Speaking Personally...
QAfter you walk away, how are your clients better off?
A. When it’s time to depart, I leave my clients with a strategic operations
approach that holistically addresses their business issues from both a practical and
pragmatic perspective. I’ve found it is critical to both identify the talent that needs
to be accountable and determine what standard tools they will need to deliver
solutions. Driven by technology, many of today’s organizational issues can be attributed
to a proliferation of tools, many of which are redundant and at times at odds with
the company’s core processes and procedures. I focus on enabling my clients to be
organized operationally so they will be able to track performance consistently and
seamlessly between cross-cultures, geographies, capabilities and skills.
QWhat is the secret to executing strategic plans during post-merger
integration?
A. In my experience, post-merger environments are times of chaos, fear, uncertainty,
distraction and diminished innovation. Despite good intentions, I’ve often seen the broad
solution selected to solve all issues focuses on cost-cutting. Unfortunately, this tactic ignores
the necessary cultural integration until it’s too late in the implementation process. I involve
people in the upfront process, assessment, structural design and process flow to facilitate
the company-wide commitment across all disciplines... to ensure the customized solution is
appropriate. This requires a lot of listening, thinking and knowledge.
QHow do you overcome complexity when resources and capabilities
span multiple organizations / cultures?
A. I use a simple, powerful three-step approach. First, I seek to understand what is a
resource and what is a capability. Resources are investments; tangible, intangible or human
assets that the organization owns through a variety of contractual agreements. Capabilities
are the skills and processes used to deploy resources. Second, I outline core processes and
focus on identifying commonalities across the team and/or enterprise. Finally, I use these
commonalities to connect the dots to align diverse multi-organizational strengths around
the company’s products, services and clients. The result is a purposeful action plan that
allows us to make adjustments in response to client/consumer demands. My goal is to keep
it simple, so the organization can integrate the new framework as a guideline to success.
Boston, MA • 847-707-0225 • jheggen@heggengroup.com • linkedin.com/in/jayneheggen • @Jayneheggen
Jayne R. Heggen...
DRIVING PROFITS AND INCREASED MARKET SHARE THROUGH
HOLISTIC THINKING AND STRATEGIC EXECUTION
Insightful Business Executive and Trusted Advisor
to Leadership Teams successful in assessing and
devising strategies for responding to complex business
challenges across a broad range of industries. Facilitates
post-merger integration and enterprise transformation
to propel dynamic gains in revenue, profit and
competitive position. Sees beyond status quo to zero-in
on strategies and processes that optimize performance.
Balances creative guidance with analytical thinking to
uncover untapped opportunities. Thrives in tough
business environments, blending a competitive spirit
with passion for collaboration and building structure.
Strengthens client relationships and achieves
performance objectives by developing team talent.
Creating Business Value
DYNAMIC RESULTS
Definedportfolio delivery structure and turned
around operations support teams at eBay,
generating +25% incremental key client account
revenue by improving client satisfaction NPS scores
by +4.0 points.
Createdintegrated merchandising/ marketing
framework conforming to new business
requirements and strategic brand direction for
Harry and David – reduced back-end development
revisions by 20% and improved delivery operations
profitability by 5%.
Deliveredprocess recommendations that
increased productivity 10%, reduced internal
revisions 20%, and improved production cycle
timelines for Publicis Modem.
Reducedunassigned billing hours by 10%,
improving project margins by 5% at GSI.
DEPTH AND BREADTH OF EXPERIENCE
Years
Systems
Thinking
Client-Centric
Solutions
Delivery
Operations
Relationship
Turnarounds
Merger
Implementation
Process
Transformation
New Business
Onboarding
Enterprise
Turnaround
15
10
5
0
Agencies: FCB Global, Hal Riney Publicis, Digitas, UV Americas, Publicis Modem,
RTCRM, The Martin Agency, Swirl, Wunderman, Y&R, PowerPact, H&L Partners, Publicis
Group-NY, WPP Group, Object 9, KBM Group, True Action, Brand-Force, Durable
Connect, Design Kitchen, RealBranding
Marketers: Ebay Enterprise Marketing Services, United MileagePlus, Fluid, United
Health Care Service Bureau, GSI, Chevron, Microsoft Store, GenPact, Wetjello, Hawkes
Technologies, Harry & David, Fluid, ITF Global Partners, The Vanderbilt Group. Komposer
Mobile, Skybell, O’Keefe Brands
Agency Clients: Clorox, PayPal, Abbott, American Express, Capital One, Chevrolet, HP,
Nationwide, Sony HAV, Dell, Peet’s Coffee, Darden Restaurants, Cadillac, World Access,
LG, General Mills, Lipton, Unilever, Sanofi Pasteur, Humira, Citi, RJR, Susquehana Banc
Shares, AMF, Swedish Match
Esteemed Client List
Dashboard
Management
Risk
Management
Client
Satisfaction
Variance
Analysis
Employee
Satisfaction
Brand
Architecture
Systems
Integration
Operations
Analytics
P&L / SOX
Leadership
Strategy Design /
Implementation
Multi-
Dimensional
Capabilities