Leadership Achievements
Travis Jones is the President & CEO of Jones Consulting. He has a remarkable leadership performance record transformed multiple organizations results. Leaders will benefit from learning behaviors and strategies that promote teamwork, collaboration, accountability which lead to better than market results.
Turnarounds
With nearly 30 years of executive experience, Mr. Jones has led numerous departments, business units, divisions, and organizations to dramatic results. While conditions and needs of each assignment varied, his first priority in each assignment was to rebuild the culture. Mr. Jones has honed techniques used to build winning cultures while turning around 7 different business. Many were close to failing only to make dramatic profitability gains after only 1 year. Mr. Jones takes pride in achieving dramatic results without reducing headcount. In fact, most of his turnarounds were achieved with the original staff.
Financial Impact
A global market leader hired Mr. Jones to lead their turnaround of their Energy Solutions division. Mr. Jones was the division's 6th leader in the past 5 years. This division experienced significant EBITDA losses on an annual basis. After 2 years under Mr. Jones' leadership, the division posted EBITDA gains equal to the losses he inherited. It was a 1400% EBITDA turnaround.
Engineering Impact
A division of a global company experienced changing market dynamics causing their value proposition to shift beyond the technical abilities of its Sales department. Under Mr. Jones' guidance, the Engineering department established 3rd party support relationships to increase Sales support. The result was a dramatic increase in technical opportunities won, which also contained higher margins. The robust technical 3rd party partnerships kept costs flat while allowing Engineering to keep pace with the dramatic increase in technical business wins. it was a 986% engineering operational improvement.
Sales Impact
A private equity backed, publicly traded company hired Mr. Jones to establish a National Accounts department. He recruited, trained, and deployed 4 outstanding individuals. This department won 60 new national accounts after only 18 months. It was an industry record at the time. It was an 1100% improvement.
Marketing Impact
An owner hired Mr. Jones to turn around his poorly performing manufacturing company so that he could sell it. Long lead times were killing their reputation and stunting sales growth. He segmented their portfolio by grouping designs they could produce quickly to introduce and market a comprehensive Quick Ship program. This demand-shaping exercise resulted in an over 200% sales increase, a decrease in overall inventory, and a more valuable company. The owner sold the company after 2 years for a significantly higher amount than its valuation prior to hiring Mr. Jones.
Operational Impact
A private company hired Mr. Jones to lead their turnaround effort. Using LEAN principals, he synchronized US operations to align with their Chinese factory. This resulted in a 375% on-time shipping improvement.
Leadership Beliefs
Leaders Must Build Winning Cultures
The culture of a businesses culture is critical. Leaders build the culture. Sustainable achievement is impossible in a poor culture. Excellence can only be achieved within a winning culture. We know how to build a winning culture and have done so in varied environments and circumstances.
Leaders Must Care
When employees believe their company cares about them, they are more willing to go the extra mile when needed. Leaders shape this sentiment by acknowledging significant events in the life of employees. Work is required, but commitment is voluntary.
Leaders Must Lead Cross-Functionally
Continuous improvement is essential. The impact of changes on each stakeholder may not always be readily apparent. Leaders must establish cross-functional teams to ensure changes are constructive for the entire organization prior to implementation.
Leaders Must Prioritize
Leaders must regularly prioritize and re-prioritize the importance and quantity of initiatives. Customers, initiatives, and processes are not created equally. Resources must be expended on the most deserving items. Less impactful issues should be delegated to the lowest level of the organization possible along with a threshold guidance. This empowers employees and develops future leaders.