About PR-ESG

As principal of PR-ESG for almost 9 years I’ve had the opportunity to help many companies overcome the challenges of entrenched and non-productive revenue and morale reducing processes.  I worked in the corporate environment for 25 years prior to forming this business so I recognize that inefficiencies are better hidden in large companies – you don’t see the bottom line impact as clearly in a large corporation as you do in a small business. However, inefficiencies in small businesses can drive them out of business fairly quickly.  Large corporations are better able to absorb the economic leaks caused by the inefficient processes – a trickle here, a trickle there, a gusher over in that group – but it takes its toll every day. Whether yours is a large organization or small, process inefficiencies take a toll on your bottom line, productivity, morale, turnover, customer service and eventually drag your business down one day at a time.

My passion for reforming inefficient business processes started early in my career when even the simplest task was bogged down by an inflexible corporate rule book.  In spite of this I won numerous Employee Recognition Awards for weeding out inefficiencies, resolving revenue gaps and streamlining processes – small battles but winnable with persistence.  This passion and persistence for finding innovative, creative solutions grounded in common sense and practical application eventually led me to manage a $13M sales incentive program for that global company, bringing in revenues over $400M annually and supporting a national sales team.

The impetus to create my own company formed as the result of participating in several traditional Business Process Management (BPM) initiatives. Meeting after meeting consumed months of our time where we were utterly candid about the strengths, weaknesses and challenges we faced.  We filled out seemingly endless work flow process templates and provided critical feedback for practical solutions.  In the end, and several hundred thousand dollars later, we all received an oversized binder containing graphs, charts, and copies of those work flow processes. Needless to say, no changes were ever implemented.

I made a decision after the last effort that I would one day own my own business that was focused on actually ‘fixing businesses’.  When the opportunity arose at the end of 2001, I didn’t hesitate.

Another side of me: Outside the private sector, my values and passion are driving me to work toward the creation of a ‘community within a school’: a full time community center inside a school that meets the needs of before and after school care, tutoring, mentoring, homework support, financial education, parenting classes, and parent mentoring, Such a community provides a venue that teaches and supports the value of every human life, engaging and empowering each child (and their parents) to succeed and recognize their unique worth and value to this great country we are so fortunate to call ours.