Project Manager Management

WENDI PECK

CEO, Executive Leadership Group, Inc.

*****.****@***.***

POB 280409 Lakewood, Colorado 80228

SUMMARY & BACKGROUND

With over 15 years of corporate experience and now over 15 years of consulting experience,

Wendi provides consultation and advisory support to senior leaders on effective strategic

management, strategic communication, leadership, organizational alignment, and collaborative

problem solving. In addition, she designs and delivers seminars for executive leaders on those

topics, as well as writes extensively about them.

In 1996 Wendi left her corporate position to found a boutique management consultancy serving

senior leaders in both private and public sectors. That company experienced success and in 1999

acquired another consultancy. The company was then re-named Executive Leadership Group,

Inc. (ELG). It is small business and has been certified women-owned by the Women s Business

Enterprise National Council.

EXPERIENCE

Corporate Experience

Before her current position as CEO of Executive Leadership Group, Inc., Wendi worked for a

decade at US West, a Fortune 50 telecommunications company. While there, she directed the

organization responsible for designing and managing multi-million dollar Federal (primarily

DOD and DOE) projects.

Wendi also led a division-wide effort that aligned organizational structure and management

practices with division objectives and strategies. In addition, she sponsored and directed a

benchmarking study on best-in-class project management practices, including educational

development and proven techniques for sharing resources across organizational functions.

Consultation

Wendi has worked with senior leaders across a wide variety of industries, and across all the U.S.

military services, National Security Agency, and Coast Guard. The majority of military work has

been with the U.S. Navy. Most of her work is at the C-level or, in the military, at the senior

officer or civilian level, where she teaches, consults, and provides tailored advisory services.

Examples:

One military command had been given a mandate to find ways to save money. But

because of their broad geographic dispersal the leadership team was challenged to unify

their efforts and succeed. Working with the flag officer in charge, Wendi and her team

not only re-defined the overall organization, but were also instrumental in identifying

clear and meaningful outcomes, innovative techniques for achieving them, and then to set

a drumbeat of execution. Result: this organization and its processes became the model for

ten similar organizations based around the globe. In addition, they ended the year 18%

under budget, and were the only command among their peers to actually return money to

the U.S. Navy.

A large technology company was having problems getting their products to market soon

enough to be profitable, especially when partners (other companies) were involved in

the design process. Wendi and her team helped identify organizational as well as process

barriers to effectiveness, and then helped the vice-president in charge remove those

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barriers. Result: the company cut product development cycle time in half a value that

they estimated to be worth $100MM per product.

The regional office of a large property & casualty insurance company was about to be

closed due to insufficient productivity. Result: Working closely with the regional vice-

president, Wendi and her team helped increase productivity by 119% in six weeks.

Within a few months, the increase was over 200%. The problem had been misalignment

of internal organizational systems one that, once identified, was easily solved.

A large Federal organization was forced to use equipment that was no longer being

manufactured including replacement parts. This problem posed a risk to homeland

security. Newer generation equipment would not be funded and built for a couple of

years. Wendi helped this organization continue to execute on its mandate by carefully

identifying and aligning available capabilities with individual missions. Result: the

organization continued to execute their missions successfully, despite deteriorating

equipment, until the new equipment arrived.

Academic

Since 1996, Wendi has designed and taught a variety of Masters-level courses related to

leadership and strategic planning and execution. She is currently curriculum advisor and lecturer

in the Center for Executive Education at the Naval Postgraduate School in Monterey, California.

Previously, she taught for the Haas School of Business (University of California, Berkeley) and

the Daniels School of Business (University of Denver).

ACADEMIC BACKGROUND

University of Denver, Daniels College of Business 1998

Masters in Business Administration

George Washington University 1995

Masters Certificate in Project Management

Ricks College 1980

Associate in Arts and Sciences

CLIENT HISTORY

Wendi s clients have included National Security Agency, US Navy, US Marine Corps, US Coast

Guard, US Air Force, Office of the Secretary of Defense, US Naval Institute, Seagate, The St.

Paul Companies, Sequent Computers, ICG, Qwest Wireless, Novartis, Molson-Coors Brewing

Company, ING, Thomson MICROMEDEX.

PUBLICATIONS

Overview

Wendi writes both professional and popular articles on management. During February 2002

March 2004, she co-authored Managing for Results, a monthly column in the Denver Business

Journal. She currently co-authors a leadership blog at www.elg.net/blog, and has co-authored two

books coming out in Fall of 2012: Precise Leadership: 4 Principles to Target Results That Matter

and Concise Advice: 30 Perspectives on Managing for Results.

Particulars

Webb, N., Casey, W., Peck, W. & Quast, P. (2008) Are we driving strategic results or metric

mania? Evaluating performance in the public sector. International Public Management Review

V9(2) pp. 90-105

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Peck, W., Casey, W., Webb, N. & Quast, P. (2007) Are we driving strategic results or metric

mania? Working Papers, Defense Resources Management Institute, January.

http://www.nps.navy.mil/drmi/workingpapers.htm

Casey, W. & Peck, W. (2001) Choosing the right PMO setup. PM Network. February.

Peck, W & Casey, W. (2003) Six book chapters:

Why is it important to explicitly state the intended business result of an IT project? How

should this be done?

What role does a project s sponsor need to play in the technology implementation process?

What role does a project s steering board need to play in the technology implementation

process? (Casey, W. & Peck, W.)

What are the key managerial authorities a project manager needs succeed?

What are the keys to getting cross-functional work done?

What top ten actions can IT project managers take to increase the likelihood of

implementation success? (Peck, W. & Casey, Wm)

In: Business driven information technology: answers to 100 critical questions for every manager

by David Laube (ed.) and Ray Zammuto (ed.). Sponsored by The College of Business at the

University of Colorado, Denver. Stanford Business Books.

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