Collectively, the founders and
senior consultants at Global Operations Solutions have spent more
than 100 years optimizing manufacturing around the world -- analyzing
business to leverage key competitive abilities and, more to
the point, to absolutely ensure that client companies are stepping
smartly into the future and not onto a major corporate banana peel.
Bob Anastasi is a seasoned operations
and business development professional with a record of accomplishment
in establishing successful strategic direction for global high technology
Over more than 25 years, as Engineering Vice President, General
Manager, and acting Chief Operating Officer at leading semiconductor
capital equipment companies, he has focused on developing and implementing
cutting edge manufacturing principles, leveraging constantly changing
global enterprise strategies to improve quality, enhancing customer
relationship management, speeding and optimizing product development,
and streamlining manufacturing and global supply chain management.
Bob has also developed and implemented several highly successful
business expansion projects in Europe, Mexico, and Asia throughout
Bob was recently EVP/GM - Global Manufacturing at Brooks Automation,
a wafer handling tool builder for the semiconductor capital equipment
industry. There, he developed and implemented a global manufacturing
strategy that enabled Brooks to lower manufacturing costs and reduce
time-to-market while enhancing effective manufacturing capacity
closer to Brooks' developing customer base in North America and
China. In only two years, Bob led the company's successful transition
to offshore production while locating, analyzing, and qualifying
local supply chain partners in Mexico and China and simultaneously
consolidating operations in the U.S. Result: 35% operating cost
reduction; improved customer satisfaction; and improved market share
for Brooks products.
At Helix Technology Corporation, Bob held overall responsibility
for global operations. Under his leadership, Helix successfully
deployed best practices in Lean Demand Flow operations; Total Quality
Culture; creative Supply Chain Systems; and Concurrent Engineering
practices that drove the company's successful performance for over
20 years. Through his leadership, Helix became a recognized pioneer
in Lean Short Cycle Time semiconductor capital equipment manufacturing.
Bob also led over 25 major acquisition, integration, divestiture,
and consolidation/reengineering initiatives that in the aggregate
drove Helix' growth from $25M to $300M in annual sales.
Bob has served on the Board of Directors for UCI (Ulvac Cryogenics)
in Japan; the Production & Operations Management Society (POMS);
and American Management Association (OMA). He has recently served
as a director on the MIT Integrated Supply Chain Management Council
2020, geared to understanding future global supply chain trends.
He also participated in an executive study mission to learn Japanese
production techniques (the Toyota Production System), visiting several
leading companies throughout Japan.
Bob earned his undergraduate degree in Engineering from Roger Williams
University, Bristol, Rhode Island and has completed all course work
toward a Master’s degree in Operations Management from the
University of Rhode Island.
Mark Schennum is an experienced international executive with expertise
in operational improvement, growth, efficiency, and supply chain
optimization working closely with CEOs and boards of major global
companies to deliver strategic and transformational change. While
building strong peer-level executive relationships, he has been
leading consulting projects at Fortune 500 companies and delivering
major measurable benefits in growth and efficiency to clients in
most major sectors.
His wide-ranging experience covers strategy, operations improvement,
supply chain, new product development, post-merger integration,
and transformational outsourcing. He received his MBA from London
Business School. Prior to consulting, he was Managing Director of
a UK Aerospace and Defense company and main board director of the
parent plc. He has lived and worked in Europe and the USA, and has
achieved success across multiple cultures and global operations.
From 2005 to 2007, Mark was Vice President of The Highland Group,
working with that consulting company’s operations leadership
team. Prior to that, from 1988 to 2005, he was
Vice President, Capgemini (and predecessor companies – Capgemini
Ernst & Young, and Gemini Consulting) – a $7-billion,
60,000 employee, Consulting, Technology and Outsourcing company.
Based in Europe most of the time, Mark worked across five continents.
He was a member of Capgemini’s Global leadership team for
both Transformational Consulting and Operations and Supply Chain
From 1980 to 1987, he was Director of RFD Group plc and Managing
Director of GQ Defense Equipment Ltd., an Aerospace and Defense
company, making weapons simulators, parachutes, and equipment. He
turned around the business through new product innovation and a
move into computer-based simulators to train operators of air defense
missile systems, achieving rapid growth in turnover and profitability.
Among his key accomplishments:
In Consumer Goods, for Unilever,
Golden Wonder and Reckitt & Benzinger, sold and managed projects
to return to growth, recapture market share, and rebuild profitability
in food products, detergents, and household products through product
innovation, brand management, key account management, and faster
and more efficient supply chains. Built pan-European supply chains,
optimized distribution networks, focused factories, and improved
Sold and led projects in Retail
for Tesco, Somerfield, Boots, Pringle of Scotland, and Kodak,
which led to growth and improved profitability through better
customer insight and segmentation, improved concept-to-market
time, and more efficient and effective store operations and supply
Worked with Automotive companies,
Volkswagen, Rolls-Royce Motor Cars, Cosworth, Ford, T&N, to
improve sales, marketing, and new product development processes,
accelerating new product introduction, shifting the operating
model from build-to-plan to build-to-order, compressing the build
cycle time, and cutting costs.
In Aerospace and Defense,
British Aerospace and Aerospatiale, sold and managed projects
aimed at reducing cost and improving on-time delivery of aircraft
and missile development and construction programs, including collaborative
programs with the involvement of multiple organizations as consortium
Led projects with major Life Sciences,
Chemicals and Oil Industry Companies, ICI, Courtaulds,
Akzo Nobel, Mobil, Aker Kvaerner, and Bayer, to improve efficiency
and effectiveness of operations and to build global processes
and streamline supply chains. Improved manufacturing efficiency,
quality, sales and operations planning, strategic sourcing, and
optimized distribution networks.
Working with Telecommunications companies
like British Telecom and O2 Mobile to transform to more competitive
models after privatization. Improved efficiency and effectiveness
of customer service and support, and devices supply chains.
Worked with Glacier Vandervell and Brooks Automation to refine
manufacturing strategy, plan global strategic sourcing and manufacturing,
optimize manufacturing footprint and focus factories, improve
delivery performance while reducing cost and inventories.
Post Merger Integration Accomplishments:
Sold and led project with Tate &
Lyle to integrate Amylum after acquisition. Successful
re-structuring and new alignment after this integration has allowed
Tate & Lyle shares to outperform the market for the first
time in many years.
Corus. Created by the merger
of British Steel and Hoogovens Steel of the Netherlands. Worked
on various post merger integration projects during extremely tough
market conditions in the steel industry to improve efficiencies
and customer service across the new business which contributed
to a return to profitability as the global market improved.
TXU. Led delivery of major
benefits through outsourcing – In July 2004 Capgemini signed
a $3.6-billion outsourcing deal with electric utility TXU. Capgemini
would take over TXU’s IT, HR, Accounting, Procurement, Billing
and Customer Care, improve the efficiency of these functions,
and deliver back to TXU improved service levels at lower cost,
while building more effective capabilities to drive further benefits
in TXU businesses. As the potential impact of this new business
model was considered, TXU’s share price began to climb.
Government of Scotland - Led
the sale, design, and delivery to the Scottish Executive of an
innovative, shared, e-procurement service for the public sector
in Scotland (‘Procurement Scotland’). Hosted and operated
by Capgemini, this is the most comprehensive government sourcing
and procurement service worldwide. Shared use by up to 100 public
sector bodies in local government, the National Health Service,
and central government, it delivers $100s of millions in benefits,
and is totally unique. Managing the expectations and agendas of
a large and diverse stakeholder community was key to success.
Syngenta – At the world’s
largest agricultural Life Sciences company, a major business transformation
program was underway to return the business to growth and profitability
after both had stalled in a difficult market. Mark worked on the
analysis of the potential of BPO outsourcing to help the Syngenta
transformation. This led to Capgemini winning a series of BPO
contracts with Syngenta, which contributed to the overall transformation
of a return to growth, a return to profit, and a major improvement
in share price at Syngenta.
British Steel – Capgemini’s
first $1-billion outsourcing deal was won against competition
through a transformational and consulting-focused approach. Mark
worked on the sale and on many aspects of the transformation delivery.
Mark was part of the leadership team that set up and successfully
ran a new unit in Capgemini targeting B2B marketplaces. Capgemini
became number 1 in B2B according to Forrester and number 1 in
‘e-business vision’ according to Gartner, surpassing
all targets. It became the main consultant to a number of consortium
exchanges, including Covisint, Elemica, Cordium, Converge, etc.
Mark represented the Group at a number of analyst and shareholder