Client List

Johnson and Johnson
Whirlpool Corporation
Lowe’s Companies
Allstate Corporation
Nike, Inc.
Deere and Company
Federal Mogul Corporation
Amway Corporation
AbbVie, Inc.
Hospira, Inc.
Peralta Community Colleges
Signode Industrial Group
GP Strategies
Regional Transit Authority (RTA) Chicago
Rotary International
Information Resources, Inc.
steve salisbury clients

$20B pharmaceutical company – Worked with senior leadership to established a US affiliate organization to serve the largest customer base. Grew $12B portfolio to $18B over planning horizon. Increased engagement by more than a third, and cut attrition in half.

$50B retailer of home improvement products – Partnered with new CIO in a major reorganization of the IT department after a major, public debacle. Re-established credibility to leadership team and improved customer satisfaction 235%.

$6B automotive parts/components supplier to OEM and after-market customers – Headed worldwide integration of software solutions in each of its manufacturing plants (Italy, China, Mexico and U.S.) that reduced inventory costs 10% by providing increased visibility to entire supply chain.

$4B pharmaceuticals company manufacturing IV fluids and pumps serving hospitals and clinics – Lead consultant to CIO to organize, structure, and drive implementation of $200M suite of integrated software projects. The results included improved customer fill rates, reduced inventory costs, and reduced 10% of employee base in impacted areas.

$25B worldwide manufacturer of agricultural/construction/forestry/lawn care products – Organized/led highly confidential, strategic, and competitive $25M product support project that improved business processes in customer-facing business operations across all divisions of company.

$11B MLM that sells home and personal care to global market – Developed communications plan and a highly integrated organizational development framework focused on improving talent for the deployment of a new internal leadership development platform.

$1B manufacturer of personal care and beauty products – Led organizational change management in division-wide, major SAP upgrade that improved customer fill rates 35%. Drove the process to train all finance and procurement employees for go-live and all 125 suppliers in a 6-week phased-in period.

2-year community college serving 30,000 students with $103M operating budget – Drove organizational change management in implementation of new, integrated Oracle’s student administration (SA) system that saved college $5M in annual operating. Disarmed antagonistic faculty union organization and redesigned business/IT support organizations to handle new system; developed post go-live support strategies, contingency plans, success metrics and organizational readiness assessments. Chancellor heralded the Implementation as best ever for college. Ask for case study.

$21B major appliance manufacturer

  • Worked with senior leadership team to acquire and integrate a major competitor that created world’s largest major home appliance company with no disruption in service to largest customers. Achieved $900M in annualized operational savings, ad 10% reduction in combined inventory. Delivered 23,000 hours of training in 6 weeks for 3000 employees. CEO stated “One of the best go-lives.”
  • Repaired customer’s confidence and turned around failing e-commerce project. Demonstrated several million dollars savings over 3 years; one project alone saved $90M annually. Won Quality Achievement Award.
  • Demonstrated $20M in improved value in 6 months in turn-around of mismanaged $500K upgrade to mainframe computer.
  • Created CRM platform that provided for $100M in increased sales while achieving annual operational savings of $200K.
  • Outsourced legacy application for IT organization to focus on strategic application development; saved $10M in annual operating costs.

$34B insurance provider 

Built a brand strategy for the firm’s 1000 person technology support center incorporating user and partner feedback and transformed leadership behavior from historically inward-focused to become more externally focused. Collaborated with the leadership team to establish a change management strategy for a records management program that reduces storage cost by 20%.

Steve led us through a highly disciplined, full day program where we defined our culture and how to implement it. Unlike so many full-day meetings that wear you down, this meeting energized me. My leadership team and I walked away confident that we are on the right track and will implement a culture that improves our organizational health. This in turn improves our ability to achieve the BUILD mission more efficiently.
​​- Adam Alonzo, CEO, BUILD Chicago