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Meet Shaun Wilson
Experienced Consultant & Advisor
"I specialize in correcting business performance and solving complex multi-cultural and cross-functional problems after others have failed."
Shaun Wilson LLC is a professional consulting firm specializing in providing expert guidance and solutions to individuals and businesses. Shaun is dedicated to delivering high-quality consulting services tailored to meet the unique needs of his clients.
See Shaun's work experience on LinkedIn
Customer Testimonials
Craig Carroll, Ametek
VP of Products and Marketing
"Shaun is an extremely talented businessman and brought his considerable array of skills to bear on a critical project during our time together."
Ed Etschman, QEI
GM and VP of Operations
"Shaun has been instrumental in the transformation of our small business."
Brian Michael, Generac
S​VP of Operations, Quality and Supply Chain
“ Shaun is an effective and courageous leader with multi-cultural and multi-national experience.”
More on Shaun Wilson
Shaun is an execution driven leader with a strategic and systems perspective. He has multi-national and multi-functional management capability and experience, and has a demonstrated track record of business turnaround and strategic change.
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His objective-based management systems result in high performance teams and exceptional individual growth.​
​Shaun drives growth, increased market share, and profitability through customer-centered and value-based methodologies.
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He has an innovative, collaborative, and analytical approach to product development and strategic planning.
Business Turnaround
Business Turnaround Methodology
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My approach to Business Turnaround starts with an assessment of the root cause of lack of success. Then turns to identify actions and strategy to correct the drivers.
Identified actions are tracked using a system or weekly, monthly and quarterly metrics and accountability for each action. Business level objectives are set and tracked with actions. I typically begin by quantifying the benefits of each action and rolling them together into a business model that predicts future performance.
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I follow a process of change management described in my section on change management.
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These are some examples (not a complete list) of tools I employ during the turnaround process:
Market Analytics – Where do we want to play strategically? What is our share in each market? Is our share growing or shrinking? Which markets are profitable and growing? What unique technology do we possess and for which markets?
Customer Rationalization – which customers are profitable? 80/20 analytics on profitability and effort to serve? Invest in good customers and divorce bad customers.
Product Rationalization – which products have cost that fits market pricing? Which products have quality issues? Which products have unique performance characteristics? Are we exercising appropriate value propositions for our products? Invest in good products and kill bad ones.
Risk assessment – risks to the business are identified, quantified and ranked. Higher ranked items are dealt with first.
Quality Management System – does the QMS appropriately describe business practices? Is the QMS followed? Is the business ISO certified?
Operational Efficiency Improvement
I use a process of improving and optimizing the internal operations of a business to enhance efficiency, reduce costs, and increase productivity.
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Establish clear objectives for improvement
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Define measures to use for improvement
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Form a team to work improvement
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Map the process – establish a solid baseline
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Streamline elements of the process using lean principles
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Document the process, assign clear roles and responsibilities
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Use the new process
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Set objectives and process for continuous improvement
Management Systems
A functioning management system is critical to the operation of any business or process.
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The first element of a functioning management system is to define critical, time constrained, and quantitative performance objectives for the business. These objectives must then be deployed throughout the organization to be sure that every person in the company understands their role and responsibilities associated with achieving the performance objectives. These objectives are reviewed monthly and quarterly at the business level.
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The second element of a functioning management system includes tracking and accountability for projects designed to improve business performance. The projects are then reviewed monthly and quarterly to assure accountability and execution.
Product Management and Leadership
I mentor and train Product Managers.
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Product management is a function responsible for identifying and summarizing market and customer requirements in the form of a Market Requirements Document (MRD), working with Engineering to develop products to satisfy these requirements, getting these products to market, and managing the products through their lifecycle to obsolescence.
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Product Managers will often own the product or product line strategy and its fit into a greater business strategy.
Product managers must be able to:
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Understand customers, markets and technology
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Define products that meet customer and market requirements while meeting business or product group requirements for growth and profitability
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Help sales to take the product to market
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Lead and motivate cross functional teams
Change Management
I use Kotter’s eight steps to manage change
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Step 1: Create a Sense of Urgency
Step 2: Form a Guiding Coalition
Step 3: Build a Strategic Vision
Step 4: Communicate the Vision
Step 5: Remove Barriers to Change
Step 6: Generate Short-Term Wins
Step 7: Sustain Change as a Continuous Process
Step 8: Incorporate Change into Organizational Culture
Business Planning and Modeling
All relevant aspects of the business are modeled and appropriately forecast. Examples are sales price (ASP), COGS, COS, Cost of R and D, and OH.
Alternate approaches and strategy can be modeled and compared to select the best approach to the future of a business.
