Turning
Point Consulting
Lou Kertesz founded Turning Point
Consulting in 2000 after having spent 30+ years building
successful organizations in a wide variety of industries with
companies ranging from start-ups to established enterprises.
Lou has specific expertise in Predictive Hiring and Employee
Success Profiling.
His
clients value his extensive analysis
of performance metrics / balanced scorecards to identify top
performers and the behaviors & characteristics that they
have in common. Because
of the depth of his background & experience, this activity
alone often yields highly useful management information.
Lou will then use state-of-the-art assessment
technology to build success profiles of the top
performers and also identify the management interventions
most likely to enhance job performance for those needing
improvement.
Lou specializes in:
-
Selection, Retention and
Management of Top Performers
-
Assessment Technologies
that provide *actionable* management information
-
Best Practices: Analysis
/ Development of Performance Metrics
-
Linkage of performance metrics &
assessment data that yields measurable ROI data
Prior to founding Turning
Point Consulting, Lou's background includes the following
accomplishments:
Venture
Capital and Investment Banking
This experience exposed Lou
to hundreds of business models and many industries. He
brings extensive practical knowledge about how businesses
work and grow to his clients. He co-founded this venture capital fund in
Seattle, WA with
assets of $30+ million. As a General Partner in
this fund, Lou:
-
conducted legal, financial and operational
due diligence including market research
-
made private equity investments in 10
companies
-
was Chairman of BOD for auto aftermarket retail /
service store chain with 30+ locations
-
served on Boards of Directors for 3 portfolio
companies
-
was a frequent speaker at local VC functions
-
solicited private equity investors
-
raised $8+ million in private equity
investments for Seattle high-tech start-up companies outside
of the fund and additionally raised $4.3 million in convertible debt for
Seattle high-tech start-up companies
Intermec
Corporation ($250 MM
High Tech Electronics Company)
Lou was a key member of operating team that grew
Intermec from $57 million to $258 million in 8 years.
It was acquired by Litton Industries in 1991 in an all cash
purchase. At Intermec, Lou successfully managed the
challenges associated with 40+% annual growth rates.
He understands what it takes to create and manage such
growth. A few of his accomplishments involved:
-
Corporate employment grew from 238 to 2,000+ employees
worldwide with Lou in charge of Human Resources and
developed a corporate culture that valued resolving
employee complaints “in house.” In 8
years, there were no legal actions taken against the
company by employees
-
Created a work environment that was
regarded as one of the “10 Best Places to Work” in Puget Sound
-
Member of 3-person Executive Team that
converted Rep. / Distributor sales force to Company
owned sales channel. Effort produced 13 acquisitions in
8 months.
-
He was the point person for resolving all
“people problems” in acquired businesses
-
Organized and led a “Crisis Team”
formed to build sales & service organization in Midwest region
(7 states) from a “cold start” when acquisition
discussions cratered. Sales Organization, field
offices and service organization were staffed and
operational in 54 days. Revenue goals were achieved.
-
Designed and implemented a sales
compensation plan that was regarded as the “best in the
industry” (attracted and retained best sales
professionals and eliminated poor performers quickly
while achieving G&A objectives)
-
In charge of $33 million project to acquire
land (75 acre site) and build new 330,000+ sq.ft. Corp. HQ
and manufacturing facility. Project was completed on time
(one yr.) and on budget with a “build out” cost that was
approximately 19% less than comparable facilities at the
time (1991)
-
Recruited new COO (who was promoted to
CEO) plus 4 V-Ps and worked closely with CEO to rebuild
management team. Was used by CEO as facilitator to
resolve team issues with Executive Staff.
-
Regarded as a “gifted” interviewer able
to select outstanding people
-
Overall responsibilities included the
following departments and an operating budget over
$14MM:
