Eric Shilakis 1

Eric Shilakis
Senior Executive Advisor
USA


People profiles

Eric Shilakis



Professional Background

  • Eric possess 30 years professional experience integrating and transforming industry leaders and laggards across 10 business sectors. He has llived in 7 Countries across 3 Continents and worked on over 75 projects in 28 countries throughout Asia, Europe and North America
  • Eric has worked for Booz Allen, Gemini Consulting, PA Consulting Group and  Insigniam. His clients ranged from Ministerial and Board of Directors to C-Suite and SVP and they were predominately Fortune/Financial Times 100 companies and State-Owned Enterprises
  • Eric possesses an undergraduate degree in Applied Mathematic with Engineering minor from the US Air Force Academy and an MBA from the University of Michigan 

M&A Skills & Expertise

  • P&L Leadership in Global Professional Services firm
  • Professional expertise in management consulting, international restructuring, cross border integration, business transformation, programme and project management 
  • Functional expertise in cross-functional integration, organisational alignment, process optimisation, change management, systems thinking with implementation emphasis
  • Experience in Process/Continuous Improvement (BPM, Lean (DMAIC), Shewhart/Deming (PDCA, Client proprietary); Change Management (Prosci, Kotter, Kubler Ross, Client proprietary) and Balanced Scorecard frameworks and tools 
  • Advised clients across all major business functions and processes with exception of R&D and Legal

Project Highlights

  • Developed Reform Roadmap for the bankrupt Gujarat Power Sector. Drafted Gujarat Electricity Law, established sector structure and asset ownership arrangements. Determined asset valuations, liability restructuring arrangements and external support requirements. Created human resource transfer schemes, policies, compensation, training & development and management selection.
  • Created Chemical Business Cash Cow. Scraped old business model by consolidating 3 brands into a single operating business, Eliminated over-lapping distributor networks, rationalized manufacturing sites product portfolios and streamlined supply chains, revamped the company’s organization based upon product and service organizations and divested unneeded assets
  • Performed corporate turnaround. Pushed operating units closer to customers and consolidated investment and support functions. Reengineered core operating processes with defined SOPs, redesigned organizational structures, governance models and staffing levels. Instituted continuous improvement programs

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