Marsh McLennan’s Post

Allied Solutions LLC overcame the odds to execute a successful performance transformation. Before becoming CEO, Pete Higer, an Air Force veteran, led the effort. Hilger knew it wouldn’t be simple to transform, and it became far more complicated with the onset of the COVID-19 pandemic. Hear how they did it in this conversation with Oliver Wyman's Hector Nelson, who heads Performance Transformation in the Americas, and Pete Hilger, CEO at Allied Solutions. Watch the full interview here. https://owy.mn/3SY3JQh #Transformation #CEO #Growth

Allied Solutions LLC overcame the odds to execute a successful performance transformation. Before becoming CEO, Pete Hilger, an Air Force veteran, led the effort. Hilger knew it wouldn’t be simple to transform, and it became far more complicated with the onset of the COVID-19 pandemic. Hear how they did it in this conversation with Oliver Wyman's Hector Nelson, who heads Performance Transformation in the Americas, and Pete Hilger, CEO at Allied Solutions. Watch the full interview here. https://owy.mn/3tFulvM #Transformation #CEO #Growth

♟Why is it important that we keep up-to-date with the most recent executive moves? These moves are more than just a shuffle of titles. They represent pivotal moments of transformation and opportunity in the dynamic world of government contracting. By understanding and leveraging the impact of these changes, companies can better position themselves for long-term success and resilience in a competitive and ever-evolving sector. In the past few weeks, there has been a boost of seasoned leaders transitioning into new roles both inside and outside of their respective organizations. One such instance is Paul McCarter’s ascension as CEO of ALL.SPACE after serving multiple leadership roles across three decades. Read more about this pivotal executive move in the following article: https://lnkd.in/eUHHb-gc #ExecutiveMoves #GovConExec

🚀 Redefining Revenue Leadership: Leveraging Diverse Career Paths and Military Experience 🌟 In revenue leadership, the path to Chief Revenue Officer (CRO) has typically been linear within one industry. But in today's complex landscapes, it's time to embrace the transformative potential of individuals with diverse career backgrounds and military experience. 🛡️ A Wealth of Strategic Perspectives: Individuals with diverse careers bring a mosaic of experiences and perspectives. Their journey through varied industries fosters an understanding that transcends silos. Coupled with strategic acumen from military service, they envision revenue strategies that defy convention and drive innovation. 💼 Adaptability in Action: Military service hones adaptability in adversity. Veterans emerge with resilience, agility, and resourcefulness. Applied to revenue leadership, this enables them to navigate market shifts, seize opportunities, and guide sustainable growth amid uncertainty. 🔍 Analytical Rigour and Data-Driven Insights: In data-driven decision-making, military experience fosters analytical rigour and disciplined problem-solving. Combined with insights from diverse careers, they use data to inform revenue strategies with precision and foresight. 🌐 Building High-Performance Teams: Success in revenue leadership relies on strong teams. Military backgrounds foster cohesive, mission-driven teams grounded in trust and camaraderie. This leadership style drives teams to surpass revenue targets and achieve collective success. 🤝 Embracing the Power of Diversity: Embracing individuals with diverse backgrounds unlocks talent and innovation. The fusion of industry insights, military leadership, and cross-functional expertise propels revenue strategies to new heights, fostering growth in today's dynamic business landscape. As businesses aim for revenue excellence, let's embrace the untapped potential of diverse backgrounds and military experience. By challenging conventional wisdom, we can redefine leadership and drive sustained success. Join the conversation about diverse career paths and military experience in revenue leadership. Together, we can shape the future of revenue excellence! #ChiefRevenueOfficer #DiverseCareerPaths #MilitaryLeadership #RevenueExcellence #Innovation

CHROs are no longer exclusively in the people business. As solving workforce challenges becomes business-critical, these executives must become strategic partners to the CEO. https://hubs.ly/Q02pG4xD0 #SlaytonSearchPartners #CHRO #StrategicLeadership

First impressions are the cornerstone of your journey as a new CEO. How you use your time in the first 100 days of your tenure shapes the trajectory of the next three to five years for your organization. These key elements can help in those crucial first 100 days. Read the newest blog from Halford Consulting Inc. https://lnkd.in/gfe-KtPK #firstimpressions #ceo #journey

Megadeals are back as rising CEO confidence and stronger corporate profits drive an M&A rebound. Higher-for-longer interest rates are changing the competitive landscape, and visionary CEOs are positioning their companies for success. https://pwc.to/3SJpTWf

In the face of unprecedented change and disruption, CEOs need to leverage every source of support to drive their growth agenda. One important, genuine partner may be hiding in plain sight: the board of directors. In this new series, Celia Huber, David Honigmann, Nina Spielmann, and Eric Sherman discuss the importance and examine the best practices of CEO-board communication. https://mck.co/3JALXgL #growth #CEO #boardengagement

I've made a lot of really hard decisions in my life. Asking Eric Ritchie to run Sargent as its president is NOT one of them. It's a BIG decision, but it wasn't hard.   In 1991, in the aftermath of the sale of HE Sargent (the family business for 60+ years), I agonized on whether I should stay or go.  On Thanksgiving weekend that year, I decided to go.   A few months later, Sargent & Sargent started with a little puff. Kind of a "little train that could".   Another tough decision came in 2004-5, when Sargent & Sargent bought HE Sargent, and combined the two companies into what is now Sargent.   Another BIG (if not really that tough) decision came in 2013 when Sargent became employee-owned. Separating ownership succession from management succession was important to me, and the benefit that accrued to our employees since then has been tremendous.   Yet another big decision came in 2020 when the venerable Timothy Folster retired: we asked a two-year employee to take the VP Ops/COO role -- Eric Ritchie.   Eric was quick to earn credibility in his new role, as well as confidence from the crew, our board, our financial partners, and our customers.   I believe successful transitions at all levels should be managed like a relay race: make the transition while both people are running at full speed.   Because of the values Eric holds important; because of the leadership he's shown; because of the confidence he's EARNED, I've asked Eric to take the president role, and he was voted president-elect yesterday by our board of directors. At our May 9 Annual Meeting, Eric will be formally voted in as president.   One of the BIGGEST -- but also easiest -- decisions I've ever made.   What this means is Eric will be President and COO while I remain CEO. In practical terms, that means Eric will run the business on a day-to-day basis, and I will focus on strategy, vision, and leadership development.   Congratulations, Eric. And THANK YOU for being you. #investinginpeople #sargent #sargentesop #buildalifewithus