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WHAT THEY SAY ABOUT US
One PNC described the truly “one company” approach that delivered over $400 million in cost savings and revenue growth on top of record profits the year before. We invested tens of millions in customer facing personnel and technology while saving hundreds of millions. Most exciting was the cultural change as employees enthusiastically showed us how much talent we had that we had not been fully using.
Project Titan became our gold standard for projects, delivering $100 million which we used to fund our global rebranding and marketing program.
Project Delta is fundamentally improving the way we go to market and making this the kind of company that I always felt it could and should be. This has been a transformational initiative yielding over $450 million. The most important thing coming out of Delta is that we now have a process to tap into the expertise resident in this company.
I have been blown away by the progress we have made with Project Delta. This is the best project by far I have seen at Heinz. We are working much better not just within the business unit but between units. This is a world-class initiative for us and for our shareholders. I went from being skeptical of the Harvest Earnings approach to becoming a huge supporter.
Project Delta gave us $485 million and a budget that is very disciplined with very specific tracking. In the past our budgets always had targets we missed. Businesses were able to beat their targets and funded larger bonus pools than for the previous several years.
Webster Bank is much stronger because of One Webster. Our teams found smart ways to both save $50 million and improve our customer service at the same time.
I know exactly how we’re going to meet our financial plan. I know every action that is going to get us there. That’s the first time in my career that I can say that.
The teams made it easy for us. In One Webster, they had already done the work to build consensus around most ideas so it was easy to approve them. The Harvest team used their deep experience, sense of humor, and dedication to our company to make sure that our employees got the credit and recognition for doing great work.
With Integrating EExcellence, we were amazed to find $50 million in new earnings. It was the most exhilarating effort I have been through as a CEO. We used it to integrate six large acquisitions faster and better than I’d ever seen before.
MyC3 did so much more for us than just add tens of millions to the bottom line – it showcased and energized so many employees who are closest to the work and created a very productive adrenaline rush to find and fix problems urgently rather than let them fester.
For the first time in my career as head of procurement, my group and the businesses are working in concert. Before this project, I was on track to save $16 million, but now we will deliver $100 million!
Through Project One Team, our business leaders took to heart our mantra that our people are our biggest asset. We used a world-class process to accomplish in months what might have normally taken years if they got done as well.
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