kevin@thecoynepartnership.com, shawn@thecoynepartnership.com  
             
 

Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne have each led distinguished careers in their respective
fields -- 
Kevin in consulting and the development of new theories and approaches to management, Shawn in marketing and organizational leadership, and Edward in line management/top management and international business . . .

     
   
     
       
         
               
                   
                   
                   
    Kevin P. Coyne     Shawn T. Coyne     Edward J. Coyne  
 
Work History & Education | Publications | Selected Speeches & Presentations
 
   
               
               
Kevin P. Coyne          
               
  WORK HISTORY          
                 
  Present   The Coyne Partnership, Inc.   Atlanta      
      Co-founder and Managing Director. Co-leader of boutique strategy consulting firm devoted to advancing the state of the art in corporate strategy and serving clients on highly-targeted, CEO- and Board-level strategy issues.    
                 
  Present Goizueta Business School of Emory University    
   
      Senior Teaching Professor. Part time position delivering a distinguished lecture series and teaching an elective course to MBAs on Advanced Strategy.    
                 
  2007 Harvard Business School   Boston
   
      Senior Lecturer. A senior, but part-time, member of the faculty of the Strategy unit, teaching one section of the required first-year MBA course in Strategy.    
                 
  2006-2008   Kevin Coyne Partners, Inc.   Atlanta      
      Managing Director. Founder of the predecessor firm to The Coyne Partnership, Inc.    
                 
  1978-2006 McKinsey & Company   Washington, New York, Atlanta
   
      Director (Senior Partner) in the world’s leading management consulting firm. Client work focused on corporate strategy, enterprise wide issues, and CEO counseling.    
     

1978 Hired as youngest Associate in the Firm that year
1983 Began two-year leave of absence to serve in Reagan Administration
1986 Elected Principal (Junior Partner). Sixth youngest partner at the time
1994 Elected Director (Senior Partner)
1994 Founded the Strategy Theory Initiative
1996 Appointed co-leader of the worldwide Strategy Practice
2004 Co-leader of a new practice area focused on CEO transitions

   
                 
  1983-1984 U.S. Department of the Treasury   Washington, D.C.
   
      Executive Assistant (Policy Advisor) to the Deputy Secretary . Sole policy advisor to the second ranking official in the department. Coordinated (for the Deputy Secretary) U.S. response to LDC debt crisis (including working personally with the Federal Reserve Chairman to guide the redirection of Brazil’s economic program to satisfy the IMF). Served (with Deputy Secretary) as intermediary between Britain and Argentina to remove financial sanctions set up during Falkland Islands War. Negotiated (with Deputy Secretary) the opening of the Japanese capital markets to foreigners.    
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EDUCATION

         
                 
  1976-1978 Harvard Business School   Boston
   
     

Master of Business Administration (with Distinction). According to Dean of Admissions, only person ever admitted directly from their junior year of college. Dean’s List every semester.

   
                 
  1973-1976 Rice University   Houston
   
      Bachelor of Arts (Managerial Studies/Architectural Studies). Degree awarded in 1978, by transferring credits from graduate school (see above). Received special permission to attend without graduating high school. Dean's List every semester.    
                 
  CEO FOCUSED WORK

Kevin P. Coyne has worked one-on-one with over twenty-five different CEOs on one or more of the following subjects: setting the management agenda, corporate strategy, decisions to merge or sell the company, developing a new management agenda, top management organization (including decisions to hire and fire top executives), and integrated change programs.

Examples of his work include:

   
     
  • A 7-year relationship as the only personal counselor to the CEO of one of the top twenty banks in the U.S. Worked or counseled on every major issue he faced, including strategy, organization, executive personnel and organization, succession planning, and the decision to sell the bank
  • Serving as the long time counselor to the owner/CEO of a private company undergoing a major transformation
  • Served as the counselor to both the Board Chairman and the CEO of a medium-sized financial institution as they struggled with each other over the decision to sell the company
  • Served as the “impartial intermediary” among four sets of equal owners of a $2 billion joint venture, as they decided to fire both the CEO and the Chairman, and whether to default on $1 billion of debt or have one party buy out the others
  • Currently developing the role and processes associated with the newly created COO position, following the $17 billion merger of two financial institutions
   
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  FUNCTIONAL EXPERIENCE  

In Kevin P. Coyne’s 27 years of consulting, he has worked on a wide variety of issues in a broad cross-section of industries including:

   
     
  • Corporate strategy: sale of company, businesses to acquire and divest, new sources of competitive advantage, portfolio strategy, M&A tactics, preparation of company for sale, franchising strategy and tactics
  • Financial strategy: capital structure, debt levels, company and stock price valuation, investor relations, budgeting and planning processes
  • Management agenda: developing an integrated agenda, setting management goals and objectives, program management
  • Governance: Board structure, Board Committee structure and processes, relationship with government and policy oversight agencies, risk management
  • Competitive Strategy: developing new value propositions and competitive advantages, influencing competitor behavior
  • Operations and Cost Reduction: redesigning service operations, service process cost reduction, front-line selling effectiveness, administrative cost reduction, purchasing
  • Marketing and sales: new product development, pricing, sales force effectiveness, go-to-market strategy, sales force organization and compensation, promotion and advertising
  • Information Systems: IT project prioritization processes, organization of applications development function, CRM development
  • Technology: assessments of the business potential of individual technologies, development of portfolio strategies, and organizing technology development and oversight functions
  • Executive and Human Resources: dismissing senior executives, preparing executive reviews, succession planning, designing executive development programs, compensation
  • Legal and Product Liability: litigation strategy, scientific strategy in support of litigation, preparation for debt default, depositions
  • International Business, including work in: U.K., Germany, France, Netherlands, Japan, Singapore, Hong Kong, Canada, Mexico, Australia, New Zealand, Argentina, Brazil, Puerto Rico, Trinidad , Ecuador, as well as assisting teams in over 30 countries
  • Venture Capital: raising capital, writing business plans, assessing target companies for investment, structuring deals, deal negotiations, replacing management teams, serving on the Board of Directors, adjusting strategy as the situation changed, and selling companies
   
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  INDUSTRIES SERVED  
  • Financial Institutions: Banking (enterprise, retail, consumer, and wholesale), life insurance (enterprise, individual, group, and re-insurance), property casualty (primary and re-insurance), retirement, asset management, personal and institutional brokerage, mortgage (residential and commercial), financial planning, healthcare (payor and provider)
  • Consumer goods and services: Food service, consumer packaged goods, consumer durables, sporting events
  • Industrial goods and services: Oil and gas, transportation (rail, package), electric utilities, consulting industry, transaction processing, information technology, real estate
  • Telecommunications: RBOC, wireline, cellular, long-distance and broadband
  • Venture capital and private equity: Venture capital, real estate finance, private equity (due diligence)
  • Government: Federal government, state government, civic projects
   
                 
  HIGH PROFILE PRO BONO WORK  

Hurricane Katrina recovery efforts:

   
 
  • Bush-Clinton Katrina Fund. Co-led team that worked with the former-Presidents to develop legal organization, governance structure, grant strategy, and administrative processes
  • State of Louisiana. Co-led early efforts for the Governor that led to establishment of the Louisiana Redevelopment Authority
  • Federal Government. (confidential project)
   
      Atlanta and London Olympics:    
     
  • Atlanta Committee for the Olympic Games (i.e., the corporation responsible for planning and executing the 1996 Games in Atlanta), developed the governance and executive organization structures, and led ACOG through its first planning process
  • London Committee for the Olympic Games. Recently assisted the team developing the commercial sponsorship strategy for the 2012 Games.
   
      Atlanta Project: (a project of the Carter Presidential Center to address problems faced by Atlanta’s poorest populations)    
     
  • Led the team that worked directly with former President Carter to develop the organization structure and processes.
   
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  PUBLICATIONS            
           
  Books  

Brainsteering: A Better Approach To Breakthrough Ideas, by Kevin P. Coyne and Shawn T. Coyne, 2011 HarperBusiness, an imprint of HarperCollins Publishers

Strategic Dynamic Resources: Development, Diffusion, and Integration, edited by Michael A. Hitt, Patricia Gorman Clifford, Robert D. Nixon and Kevin P. Coyne, 1999 John Wiley & Sons, Ltd.

   
                 
  Articles  

Seven Steps to Better Brainstorming, by Kevin P. Coyne and Shawn T. Coyne, McKinsey Quarterly, Spring 2011

Getting the Best Out of Your Creative People, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, 09.17.10

Avoid a Self-Inflicted Second Recession, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, 07.16.10

When You’ve Got to Cut Costs—Now, by Kevin P. Coyne, Shawn T. Coyne and Edward J. Coyne, Harvard Business Review, May 2010

The Customer Satisfaction Survey Snag, by Kevin P. Coyne, BusinessWeek.com, 06.19.09

Predicting Your Competitor’s Reaction, by Kevin P. Coyne and John Horn, Harvard Business Review, April 2009

Predicting The Next Financial Meltdown, by Kevin P. Coyne, BusinessWeek.com, November 14, 2008

Up From The Rubble: Post-Recession Planning, by Kevin P. Coyne, BusinessWeek.com, October 3, 2008

MBA Recruiters Step Up When The Economy Steps Down, by Kevin P. Coyne and Jill R. Carty, BusinessWeek.com, September 2, 2008

CEOs: A Bear Market Pays Attention Too, by Kevin P. Coyne, BusinessWeek.com, July 29, 2008

Why CEOs Should Want More Strategic Boards , by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne, M World , Summer 2008

How Not To Survive Your New Boss, by Kevin P. Coyne and Edward J. Coyne, BusinessWeek.com, June 10, 2008

When The ‘Silver Tsunami' Fails To Hit, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, May 21, 2008

The Baby Boomer Retirement Fallacy And What It Means To You , by Kevin P. Coyne and Shawn T. Coyne , Harvard Business Online , May 16, 2008

Better Ideas To Beat A Bitter Economy, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, April 29, 2008

New CEO, Old Team , by Kevin P. Coyne, Edward J. Coyne and Shawn T. Coyne , Chief Executive, April/May 2008

Should Former Leaders Discuss A Successor's Performance?, by Kevin P. Coyne, Financial Times, April 23, 2008

A Green and Bumpy Road for CEOs, by Kevin P. Coyne, BusinessWeek.com, April 03, 2008

How to Plan an Effective Board Retreat , by Kevin P. Coyne, BusinessWeek.com, February 28, 2008

Recessions Call for More Creativity, Not Less, by Kevin P. Coyne and Shawn T. Coyne, Harvard Business Online, January 31, 2008

The Recession Related Discussion Your Board Should Be Holding, by Kevin P. Coyne, BusinessWeek.com, January 31, 2008

Building Morale When Times Are Bad, by Kevin P. Coyne, BusinessWeek.com, January 30, 2008

The Rising Tide Of Widespread Cheating , by Kevin P. Coyne, Harvard Business Online, December 26, 2007

The Call For A Cultural Change Among Wall Street's Titans , by Kevin P. Coyne, Financial Times, Judgment Call: December 19, 2007

Building Morale When Times Are Bad , by Kevin P. Coyne, Harvard Business Online, December 4, 2007

Breakthrough Thinking From Inside The Box , by Kevin P. Coyne, Patricia Gorman Clifford, and Renee Dye, Harvard Business Review, December 2007

Strategy A Tough Climb? Hire A Sherpa , by Kevin P. Coyne and Edward J. Coyne, Directorship, October/November 2007

An Unheard Word From Our Sponsors , Kevin P. Coyne, Forbes.com , Commentary: July 27, 2007

What's Left For The CEO Under An Executive Chairman, by Kevin P. Coyne, Financial Times , Judgement Call: July 18, 2007*

Surviving Your New CEO , by Kevin P. Coyne and Edward J. Coyne, Harvard Business Review , May 2007*

When Do Talks With Private Equity Predators Cross The Line? by Kevin P. Coyne, Financial Times , April 25, 2007*

Strategic Planning Vs. Citi Planning , by Kevin P. Coyne, Forbes.com , Commentary: April 12, 2007

Called To Lead, by Kevin P. Coyne, Leadership Excellence , April 1, 2007

A Guide for the CEO Elect, by Kevin P. Coyne and Bobby S. Y. Rao, McKinsey Quarterly, Number 3, 2005, pp. 118-126

Can Banks Grow Beyond M&A?, by Kevin P. Coyne, Lenny T. Mendonca, and Gregory Wilson, McKinsey on Finance: Perspectives on Corporate Finance and Strategy, Number 12, Summer, 2004, pp. 10-15

Banking at Mid-Decade: The Ground Shifts, by Kevin P. Coyne, Lenny Mendonca, and Greg Wilson, McKinsey White Paper , April 2004

Can Banks Grow Beyond M&A?, by Kevin P. Coyne, Lenny T. Mendonca, and Gregory Wilson, McKinsey Quarterly , Number 1, 2004, pp. 72-81

Taking the Mystery Out of Investor Behavior, by Kevin P. Coyne and Jonathan W. Witter, Harvard Business Review, September 2002, pp.68-78

What Makes Your Stock Price Go Up and Down?, by Kevin P. Coyne and Jonathan W. Witter, McKinsey Quarterly, Number 2, 2002, pp. 28-39

What Makes Your Stock Price Go Up and Down? by Kevin P. Coyne and Jonathan W. Witter, McKinsey on Finance: Perspectives on Corporate Finance and Strategy, Number 4, Summer 2002, pp. 7-12

Sustainable Competitive Advantage, by Kevin P. Coyne, The McKinsey Quarterly Anthologies on Strategy, 2000, pp. 31-34

Bringing Discipline to Strategy, by Kevin P. Coyne and Somu Subramaniam, The McKinsey Quarterly Anthologies on Strategy, 2000, pp. 61-70

Connectivity and Control in the Year 2000 and Beyond, by Kevin P. Coyne, Jeffrey Spar and Stephanie Spong, Harvard Business Review, July-August 1998, pp. 154-158

The Competitive Dynamics of Network- Based Businesses, by Kevin P. Coyne and Renee Dye, Harvard Business Review, January-February 1998, pp. 99-109

What is Strategy -- Commentary on Article by Michael Porter, by Kevin P. Coyne and Somu Subramaniam, Harvard Business Review, January-February 1997, pg. 152

Is your Core Competence a Mirage?, by Kevin P. Coyne, Stephen J.D. Hall, and Patricia Gorman Clifford, McKinsey Quarterly, Number 1, 1997, pp. 40-54

Bringing Discipline to Strategy, by Kevin P. Coyne and Somu Subramaniam, McKinsey Quarterly, Number 4, 1996, pp. 15-25

Achieving a Sustainable Service Advantage, by Kevin P. Coyne, Journal of Business Strategy, January-February 1993, pp. 3-10

Real Wealth, by Kevin P. Coyne and Roger W. Ferguson, Jr., Creating Value: McKinsey Quarterly Reprint Series, 1992, pp. 17-28

Beyond Service Fads: Strategies for the Real World, by Kevin P. Coyne, The Best of MIT’s Sloan Management Review – A Collection of Reprints, 1992, pp. 55-62

Real Wealth, by Kevin P. Coyne and Roger Ferguson, McKinsey Quarterly, Number 4, 1991, pp. 69-80

Beyond Service Fads: Strategies for the Real World, by Kevin P. Coyne, The McKinsey Quarterly Reprint Series: Service and Strategy, 1990, pp. 32-47

Beyond Service Fads -- Meaningful Strategies for the Real World, by Kevin P. Coyne, Sloan Management Review, Summer 1989, pp. 69-76

Sustainable Competitive Advantage, by Kevin P. Coyne, Advanced Management Report, Volume 7, Number 5, 1987, pp. 4-5

Anatomy of Sustainable Competitive Advantage, by Kevin P. Coyne, McKinsey Quarterly, Spring 1986, pp. 50-65

Sustainable Competitive Advantage: What It Is, What It Isn’t, by Kevin P. Coyne, Business Horizons, Volume 29, Number 1, January-February 1986, pp. 54-61

   
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  SELECTED SPEECHES AND SEMINARS  

Brainsteering: A Better Approach To Breakthrough Ideas, ING Americas U.S. Quality Forum – 9.7.11

Brainsteering: A Better Approach To Breakthrough Ideas, Bunker Hill Capital Partners’ CEO Summit – 10.26.10

Brainsteering: A Better Approach To Breakthrough Ideas, Goizueta Business School, Emory University, – 9.14.10

Building Innovation Into Your Culture, FCC Services Annual Conference, – 6.10.08

Understanding and Predicting Competitor Behavior , McKinsey Global Strategy Conference, November 2007

Renewing Our Attention to Advantage and Microeconomics, Keynote Speech to the Atlanta Competitive Advantage Conference, July 2007

Contributions of Consulting Firms to Strategy Theory, Harvard Business School, 2005

Investor Based Finance, Los Angeles CEO Forum, 2003

Investor Based Finance: What Really Drives Medium Term Stock Price?, Harvard Business School, 2003; Ohio State University 2003

Creating Breakthrough Business Ideas, Fuqua School of Business, Duke University, 2001, 2002, 2003

Zero to a Billion in Four Years, Atlanta Entrepreneurs Conference, 2000 Real Wealth/Stakeholder Surplus and Sustainable Development, (at her invitation) to the Prime Minister and Cabinet of New Zealand, and The New Zealand Business Council, 2000

Chairman of 1998 Annual International Conference of the Strategic Management Society, November 1998

Towards a Comprehensive Approach to Strategy, Keynote address Annual International Conference of the Strategic Management Society, 1997

What's Next for Financial Services?, Atlanta Federal Reserve Bank Conference, 1994

Sustainable Advantages in Services, American Marketing Association, 1992

The Outlook for Georgia Banking, Georgia Association of Economics and Finance, 1992

The Future of Banking in the Southeast, Federal Reserve Bank of Atlanta, 1990

Branch Restructuring, American Bankers Association, Chief Financial Officers Forum, 1989

Managing Costs: Understanding Cost Dynamics, American Bankers Association, National Retail Banking Conference, 1986

* * * Over 150 speeches to off-site and executive meetings for individual clients

   
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  MEDIA COVERAGE  

ASTD.org, “Is It Time To End Brainstorming?” — November/December 2010

CNNMoney.com, “Three Rules for Brand New CEOs”– 06.12.09

WallStreetJournal.com, “Retaining Employees Before an Upturn Hits” – 05.08.09

Investors.com, “Modeling The Ideal Carmaker” – January 30, 2009

WallStreetJournal.com, “Five Ways To Survive The New Year” – December 23, 2008

Forbes.com, “Weathering The Storm” – October 16, 2008

Kansas City Star, “Walking Away With No Remorse” – August 25, 2008

Bottom Line Personal, “Did You Know That…Baby Boomers Won’t Retire In Huge Numbers?” – September 15, 2008

The Christian Science Monitor, “Sales Down, So Firms Boost Morale”– August 22, 2008

Investment News, “Retirement Gleam Dims”– July 28, 2008

US Banker, “A Baby Boomer Stampede May Prove Just A Trot” – July 2008

AmericanBanker.com, “A Baby Boomer Stampede May Prove Just a Trot” – June 2008

Businessweek.com, “Why DHL Teamed Up With UPS” – June 17, 2008

Fox Business News Money for Breakfast , “Baby Boomer Retirement Myth” – June 06, 2008

BusinessWeek.com, “The Wave of Retirees? Not So Big” – May 26, 2008

BusinessWeek, “The Wave of Retirees? Not So Big” – May 26, 2008

Ceosforcities.org, “Working Boomers Decide, Not So Fast” – May 24, 2008

NationalPost.com , “Retirement Sidesteps U. S. Boomers” – May 21, 2008

BusinessWeek, online version, video “Boomer Retirees: Fewer Than Expected” May 13, 2008

The Wall Street Journal, “Bear Stearns's Ripples Reach Corporate Sector” – March 18, 2008

The Wall Street Journal, “Speed Is Key Question As New CEO's Remake Team” – March 10, 2008

BusinessWeek.com, online version, video “How To Plan An Effective Board Retreat” – March 06, 2008

Best of Harvard Business Online – December 21, 2007 – two separate citings

Harvard Business Review , online version, video Breakthrough Thinking from Inside the Box” – December 2007

PRSA Newsletter, “Breakthrough Thinking from Inside the Box” – December 1, 2007

The Wall Street Journal, “The Informed Reader: How Brainstorming Can Frustrate Creativity” – November 29, 2007*

Diario Economico, “Quando o novo CEO toma posse na empresa” – November 29, 2007

FolioMag.com, “ Eddie Profile: Harvard Business Review” – October 30, 2007

New York Times , “Career Couch: Dealing With Low Morale After Others Are Laid Off” – July 29, 2007*

The Wall Street Journal , “Can Chief 'Yahoo' Rise To The Challenges As Yahoo's Chief?” – June 20, 2007*

MoneyWeb , “Can Chief 'Yahoo' Rise To The Challenges As Yahoo's Chief?” – June 20, 2007

CNBC, “On the Money” – June 18, 2007

Birmingham Business Journal , “The Birmingham–Harvard Connection” – June 15, 2007*

NPR Morning Edition , “New CEO May Mean New Job For The Ranks” – June 13, 2007

London Times , “Smart Moves To Deal With Change” – May 31, 2007*

Seattle Times , “Study Says New CEOs Like To Clean House” – May 27, 2007*

National Business Review , “Survive Your New CEO” – May 25, 2007

Reportonbusiness.com, “How To Survive Regime Change” – May 18, 2007

BusinessWeek Online , “Got A New CEO? How To Make The Cut” – May 17, 2007

SmartMoney.com, “New CEOs Judge Senior Execs Quickly” – May 17, 2007

The Wall Street Journal , “CEOs are Spending More Quality Time with Their Customers” – May 14, 2007*

The Boston Globe , “Executive Exodus” – May 13, 2007*

San Jose Mercury News , “How To Avoid The Ax When Your Company Gets A New Chief Exec” – May 6, 2007*

The Hartford Courant , “New CEO In Place? Show Patience” – May 6, 2007*

CBS News Online , “Impress The New CEO, Keep Your Job” – May 4, 2007

Ohio.com , “Bringing In a New CEO Means Change is Coming” – May 4, 2007

Post-Gazette.com , “Money Tip: Impress The New Boss, Keep Your Job” – April 29, 2007

National Post , “When A New Sheriff Comes To Town, He's Likely To Bring His Own Deputies” – April 28, 2007*

MarketWatch , “Impress The New CEO, Keep Your Job” – April 26, 2007

Quad-Cities Online , “Impress The New CEO, Keep Your Job” – April 26, 2007

Associated Press , “What To Do About Your Job When A New CEO Arrives” – April 24, 2007

The Wall Street Journal, “How To Keep Your Job, Or Decide To Leave, If The New CEO Arrives” – April 24, 2007*

   
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Shawn T. Coyne          
               
  WORK HISTORY          
                 
  2/2008-present The Coyne Partnership, Inc.   Atlanta
   
      Co-founder and Managing Director. Co-leader of boutique strategy consulting firm devoted to advancing the state of the art in corporate strategy and serving clients on highly-targeted, CEO- and Board-level strategy issues.    
                 
  6/2005-1/2008 ZYMAN GROUP, LLC   Atlanta
   
     

Senior Managing Principal & Chief Administrative Officer. Responsible for hiring, developing, deploying, and evaluating the performance of nearly 100 consultants, supporting new business development, and overseeing administrative systems and processes for international marketing consulting firm founded by Sergio Zyman, legendary former CMO of Coca-Cola who was named by Time magazine as one of the three greatest marketers of the 20th century. Promoted to SMP & CAO from Vice President, Brand Strategy Practice in 2/07 after successfully performing similar responsibilities for firm's single largest practice. Key accomplishments:

Designed and implemented new recruiting approach to increase caliber of consultants hired into firm while significantly reducing recruiting costs

Streamlined on-boarding of new employees to improve their preparedness for initial consulting assignments while reducing length of non-billable orientation period

Revised deployment approach to reduce trapped consulting capacity, increasing consultants' utilization rates and billable hours - and firm's profit margins - without increasing consultants' total hours worked

Installed new performance evaluation and compensation approach that strengthened consultants' overall performance, improved objectivity of recognition and reward systems, and significantly improved employee retention

Developed curriculum and key materials for firm's first comprehensive consulting skills development program

   
                 
  1/2000-5/2005 CONNEXXIA, LLC   Atlanta
   
     

Co-Founder, Co-President & Chief Executive Officer. Launched start-up company that helped colleges, corporations and other institutions use the Internet to create and manage personalized two-way communications programs with their geographically dispersed constituents, in order to strengthen sense of community among those constituents and thereby improve key business metrics. Principal offering was AdmissionsGenie® service, which combined multi-staged set of interactive websites, message boards, searchable databases of student profiles, online chats, and highly-tailored email campaigns to personalize recruiting process for each prospective student. In addition, tracking system attached to all client websites enabled colleges to monitor results of their admissions activities in real-time and adjust those activities accordingly throughout the year to optimize results. Newer offerings included AlumniGenie® service, developed for college alumni offices, and CommunicationsGenieSM service, developed for corporations.

   
     

Clients served: Primarily large and small public and private colleges and universities across U.S., including Duke University, Georgia Institute of Technology, University of North Carolina Charlotte, Ball State University, Old Dominion University, Greensboro College, Bridgewater College, Marietta College, LaGrange College, and 20 others. "

Client results: Clients consistently experienced increases in applications (up to 30% in a single year), yield rate (up to 24%), class size (up to 40%), student quality (up to 32 SAT points), student diversity (both ethnic and geographic), student satisfaction (up to 92% excellent/very good ratings), and admissions office productivity (including saving hundreds of hours of admissions office labor per year and tens- to hundreds-of-thousands of expense dollars per year). "

Business results: Built company from scratch to achieve revenues of $1 million per year by 2002. Achieved peak market capitalization of $18 million in early 2003 before historically-unprecedented budget cutbacks among college admissions offices during 2002/03-2004/05 academic years prompted sale of company to Minnesota-based conglomerate.

   
                 
  3/1998-12/1999 MILLER/ZELL, INC.   Atlanta
   
     

Corporate Vice President, Strategic Development . As one of six officers of this privately-held, integrated store development agency, developed and executed a broad range of corporate, marketing, sales, organization, and operations strategies that helped increase company's revenues by 58% (to $87 million) in less than two years while producing an equally significant increase in profits. Key accomplishments:

Corporate strategy: Led CEO, COO, and other members of senior management to crystallize new corporate value propositions to clients and employees. Re-designed company's approach to strategic planning and annual budgeting and led implementation with business units.

Marketing and sales: Led translation of new corporate value proposition into complete arsenal of sales materials and trained all account executives in their use. Participated directly in new business development efforts at Wal-Mart, H&R Block, Exxon, Mobil, BMW, Ford, Blockbuster, and other leading retailers.

Organization: Personally trained all 240 employees of company in new corporate value proposition and its implications for their clients and their business units. " Operations: Initiated turnaround of worst-performing business unit (from losing $1 million per month to breakeven) over 9-month period by redefining business unit's strategy, re-designing and upgrading organization, developing new business, and cutting costs.

   
           
  5/1991-3/1998 McKinsey & Company   Atlanta
   
           
      8/1995-3/1998    
     

Associate Principal. Co-led development and maintenance of Firm's overall relationships with two major clients. Directed up to four client/McKinsey engagement teams simultaneously to help clients resolve critical issues in marketing and sales strategy and organizational capability-building. Also served as a leader in firm's North American recruiting efforts and as an author of five articles on marketing and sales strategy and organizational capability-building. Key client projects:

For leading telecommunications service provider: Led 6-month project to help three divisions (serving residential, small business, and large business customers) create new internal organizational structures and management procedures required to implement strategic market planning and resource allocation.

Led 5-month project to help residential and small business divisions develop first 5-year strategic market plans under new corporate approach.

Led 10-month project to help small and large business divisions improve productivity and quality of customer service in call centers receiving and analyzing repair requests.

Led 5-month program to help new president of large business division and his top 12 executives develop and implement new management agenda, including business unit vision, performance goals, business strategies, key initiatives, and organization design.

Combination of these projects and others listed below (under earlier job titles) helped company improve total return to shareholders from last place to first place among its peers in telecommunications industry.

For international electronics manufacturer: Co-led 6-month project to help U.S. consumer electronics organization design and launch shared sales organization to sell products of four divisions to U.S. retailers and distributors. Simultaneously led external assessment of company's marketplace position for three key product categories.

Led 3-month project to help new president of U.S. electronic components division develop and implement new management agenda, including understanding true economics of his 12 business units, identifying key requirements to reduce overhead, and developing potential turnaround options for lowest-performing business unit.

Led 7-month project to help U.S. electronic components division design and launch new approach for going to market, leveraging collective product scope and customer relationships of 12 business units to dramatically increase revenue growth.

   
           
      7/1993-7/1995    
     

Engagement Manager. Led day-to-day operations of client/McKinsey engagement teams to help clients resolve critical issues in marketing strategy, organizational capability-building, and corporate portfolio strategy. First in class promoted to Senior Engagement Manager. Key client projects:

For leading telecommunications service provider: Led 5-month project to help design and staff four newly-created customer divisions following corporate reorganization.

Led 3-month project to help new leader of residential customer division and her top two executives develop and implement new management agenda, including business unit vision, performance goals, and business strategies.

Co-led 3-month project to help all four divisions define pivotal job functions that would drive their future success and create job descriptions and performance evaluation tools.

Led 4-month project to help all four divisions develop short term marketing strategies and tactics to defend business against entry of competitors following deregulation.

For super-regional bank: Led 8-month project to help bank president and his top 9 executives develop marketing strategies and organizational capabilities that doubled growth rate of bank by focusing more attention on key customer segments and key lines of business.

For major pulp and paper company: Co-led 4-month project to analyze strategic fit of large division within corporate portfolio and, subsequently, to develop divestiture strategy that allowed client to sell division for price that was $400 million (+40%) higher than ingoing Wall St. estimates.

   
           
      5/1991-6/1993    
     

Associate. Conducted analysis and developed recommendations to help clients resolve critical issues in marketing and sales strategy, organizational capability-building and operations. First in class promoted to Engagement Manager. Key client projects:

For leading telecommunications service provider: Led creation of new market segmentation for developing and selling additional $225 million per year in value-added services to residential customers. Helped develop new organizational concept leading to corporate reorganization from collection of functional units into integrated, customer segment-focused divisions.

For international sporting event: Co-developed marketing and sales strategies used by event organizers to secure over $500 million in corporate sponsorships.

For major metropolitan newspaper: Led creation of new market segmentation of newspaper readers and analyzed operations issues associated with potential reconfigurations of daily newspaper editions.

   
                 
           
  8/1983-4/1991 The Procter & Gamble Company   Cincinnati, Ohio
   
     
6/1986-4/1991
   
     

Brand Manager. Negotiated and delivered volume, market share and profit commitments for two major brands. Leading cross-functional teams of P&G and advertising agency players, managed development and implementation of product, packaging, advertising, media, and consumer and trade promotion plans. Key accomplishments:

For Safeguard Soap ($70 million brand): Developed and implemented revised pricing and promotion plans that built share 12% in one year, making Safeguard fastest-growing major brand in bar soap market. Simultaneously developed new overall positioning that company projected would double volume and quadruple profits in subsequent four years via new advertising campaign, new packaging, and national introduction of two high-margin line extensions.

For Ivory Dishwashing Liquid ($120 million brand): Launched first product upgrade in 20 years, including new formula, new advertising campaign, new packaging, and award-winning introductory promotion event. Built share 5% in following year, largest Ivory growth in 9 years. Subsequently developed new overall positioning that increased purchase intent 33% in concept testing. Implemented new positioning via new advertising campaign and comprehensive promotion strategy that built share 5% in following year.

   
      8/1984-5/1986    
     

Assistant Brand Manager. Working in cross-functional teams, managed development and implementation of new product upgrades/line extensions, advertising, and media. Led all business analysis. First in class promoted to Brand Manager. Key accomplishments:

For Tide Laundry Detergent ($700 million brand): Led national expansion of most significant Tide Powder product upgrade in 17 years. Wrote annual Business Review, identifying key business drivers and indicated actions. Trained as copywriter at Saatchi & Saatchi Advertising.

For Era Laundry Detergent ($70 million brand): Created public relations campaign and supplemental advertising campaign to leverage Era's superior value versus key competitor. Developed advertising, packaging and promotion plans for successful line extension test.

   
      8/1983-7/1984    
     

Brand Assistant. Working in cross-functional team, developed and implemented consumer and trade promotion plans. First in class promoted to Assistant Brand Manager. Key accomplishments:

For Ivory Dishwashing Liquid ($120 million brand): Developed and implemented Ivory Liquid 25th Anniversary event and first-ever "America's Favorite Brands" $1,000,000 Sweepstakes.

Trained as field sales representative in P&G Sales.

   
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EDUCATION

         
                 
  9/1981-6/1983 J.L. Kellogg Graduate School of Management, Northwestern University   Evanston, Illinois
   
     

Master of Business Administration. Double major in Marketing and Finance. Dean's List; President, Graduate Management Association; Creative Director, Special K Revue; Admissions Office Recruiter

   
                 
  8/1977-5/1981 College of Arts and Sciences, Vanderbilt University   Nashville, Tennesse
   
      Bachelor of Arts (with Honors). Double major in Economics and Business Administration. Omicron Delta Epsilon (economics); Phi Eta Sigma and Alpha Lambda Delta (overall academics); Omicron Delta Kappa (leadership); President, Council on Student Athletic Activities; Vice-President and two-term Secretary, ΣΝ Fraternity; Chairperson, All-Campus Choral Festival.    
     
  PUBLICATIONS            
           
  Books  

Brainsteering: A Better Approach To Breakthrough Ideas, by Kevin P. Coyne and Shawn T. Coyne, 2011 HarperBusiness, an imprint of HarperCollins Publishers

   
           
  Articles  

Seven Steps to Better Brainstorming, by Kevin P. Coyne and Shawn T. Coyne, McKinsey Quarterly, Spring 2011

Getting the Best Out of Your Creative People, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, 09.17.10

Avoid a Self-Inflicted Second Recession, by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, 07.16.10

When You’ve Got to Cut Costs— Now, by Kevin P. Coyne, Shawn T. Coyne and Edward J. Coyne, Harvard Business Review, May 2010

Why CEOs Should Want More Strategic Boards , by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne, M World , Summer 2008

When The ‘Silver Tsunami' Fails To Hit , by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, May 21, 2008

The Baby Boomer Retirement Fallacy And What It Means To You , by Kevin P. Coyne and Shawn T. Coyne , Harvard Business Online , May 16, 2008

Better Ideas To Beat A Bitter Economy , by Kevin P. Coyne and Shawn T. Coyne, BusinessWeek.com, April 29, 2008

Recession 2008: Get Creative And Get On The Stick , by Shawn T. Coyne, Executive Journal, April 22, 2008

New CEO, Old Team , by Kevin P. Coyne, Edward J. Coyne and Shawn T. Coyne, Chief Executive, April/May 2008

Recessions Call For More Creativity, Not Less , by Kevin P. Coyne and Shawn T. Coyne, Harvard Business Online, January 31, 2008

   
                 
       
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  SELECTED SPEECHES AND SEMINARS  

University Professional & Continuing Education Association Annual Marketing Conference, “Brainsteering: A Better Approach To Breakthrough Ideas” – 11.17.11

ING Americas U.S. Quality Forum, “Brainsteering: A Better Approach To Breakthrough Ideas” – 9.7.11

McKenna, Long & Aldridge, LLP, “Brainsteering: A Better Approach To Breakthrough Ideas” – 8.25.11

Accenture Management Consulting North American Strategy Practice Seminar, “Brainsteering: A Better Approach To Breakthrough Ideas” – 6.24.11

Community Foundation of Sarasota County, “Brainsteering: A Better Approach To Breakthrough Ideas” – 11.12.10

Community Foundation of Sarasota County, “When You’ve Got To Cut Costs – Now” – 11.12.10

Bunker Hill Capital Partners’ CEO Summit, “Brainsteering: A Better Approach To Breakthrough Ideas” – 10.26.10

Goizueta Business School, Emory University, “Brainsteering: A Better Approach To Breakthrough Ideas” – 9.14.10

Harding University Presidents’ Conference, “An Introduction to Brainsteering” – 11.9.09

Harding University Presidents’ Conference, “When You Have To Find The Savings In Administrative Costs” –  11.9.09

Samford University Presidents’ Summit on Operating Expense Reductions, “An Introduction to Brainsteering” – 10.9.09

FCC Services Annual Conference, “Building Innovation Into Your Culture” – 6.10.08

Noel-Levitz Enrollment Management Symposium, "Understanding the Millennial Generation " – 6.23.04

Southern Association For College Admissions Counseling, "Attracting Today's and Tomorrow's Prospective Students to Your Institution " – 4.19.04

Presidents' Forum, Council of Independent Colleges, "Who Are Today's . . . and Tomorrow's . . . Prospective Students?" – 1.4.03

   
     
  MEDIA COVERAGE  

ASTD.org, “Is It Time To End Brainstorming?” — November/December 2010

WallStreetJournal.com, “Five Ways To Survive The New Year” – December 23, 2008

Georgia Generations,  “Seniors In The Workforce” – Fall 2008

Kansas City Star, “Walking Away With No Remorse” – August 25, 2008

Bottom Line Personal, “Did You Know That…Baby Boomers Won’t Retire In Huge Numbers?”– September 15, 2008

Investment News, “Retirement Gleam Dims” – July 28, 2008

US Banker, “A Baby Boomer Stampede May Prove Just A Trot” – July 2008

AmericanBanker.com, “A Baby Boomer Stampede May Prove Just A Trot” – June 2008

Fox Business News - Money for Breakfast , “Baby Boomer Retirement Myth” – June 6, 2008

BusinessWeek, “That Wave Of Retirees? Not So Big” – May 26, 2008

BusinessWeek.com, “That Wave Of Retirees? Not So Big” – May 26, 2008

CEOsForCities.org, “Working Boomers Decide, Not So Fast” – May 24, 2008

NationalPost.com , “Retirement Sidesteps U. S. Boomers” – May 21, 2008

BusinessWeek.com, video, Boomer Retirees: Fewer Than Expected” – May 13, 2008

   
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Edward J. Coyne, Sr., Ph.D.          
               
  WORK HISTORY          
                 
  2006-present   The Coyne Partnership, Inc.   Atlanta      
      Chief Financial Officer. Principal in boutique strategy consulting firm devoted to advancing the state of the art in corporate strategy and serving clients on highly-targeted, CEO- and Board-level strategy issues. Served in similar capacity for predecessor firm, Kevin Coyne Partners. Inc.      
                 
     

GENERAL LINE MANAGEMENT EXPERIENCE

         
  2001-2005 Connexxia LLC   Atlanta
   
     

Chief Financial Officer. A high-tech start-up company providing service to college admissions offices. Company sold in 2005.

   
                 
  1966-1990 Kaiser Aluminum & Chemical Corporation   Australia , Jamaica
   
             
    1986-1990  

Vice-President & General Manager, Rod Bar & Wire Division. One of Kaiser's six core businesses. Developed business strategy to achieve superior investment return and dominate selected markets. Built two special purpose, focused facilities while restructuring original facility to concentrate on its strengths.

   
             
 

 

1974-1986   President, Kaiser Bauxite Company. Kaiser Bauxite is Kaiser's sole source of owned bauxite. Successfully guided this largest bauxite mining operation in Western Hemisphere through a prolonged period of national turmoil -- economic, political, social. Led company into unique cost partnership with Government of Jamaica. Managed both Kaiser holding company and Partnership company. Developed an all-national management team. Final year, also managed Alpart, a partnership with Reynolds Metals Company. Alpart is the island's largest alumina company.    
           
    1980-1986   General Manager & Executive Committeeman, Kaiser Jamaica Bauxite Co    
                 
    1966-1974   General Manager & Director, Comalco Products Pty., Ltd. (Joint venture with CRA, Australia's second largest public company at the time). Developed and installed business strategy that transformed company from loss to profit position. Doubled capacity. Tripled sales. Initiated joint-ventures (domestic and international). Built new plants. Developed an all-national management team. Company became the largest aluminum semifabricator in Australia during this period.    
     
     
 

DIRECTORSHIPS HELD

   
   
           
 

Aluminum Industry

 

1974-1986 Kaiser Bauxite Company (Jamaica, W.I.), President

1972-73 Wunalco Extrusions Pty., Ltd. (Australia), Vice-Chairman

1971-73 Fisher Metal Windows Pty., Ltd. (New Zealand)

1969-74 Comalco Extrusions (New Zealand) Pty., Ltd. (New Zealand), Vice-Chairman

1967-1974 Comalco Aluminium (Bell Bay) Pty., Ltd. (Australia)

1966-1974 Comalco Products Pty., Ltd. (Australia)

   
                 
 

Foreign Government Companies

1981-1986 Agricultural Marketing Corporation (Jamaica), Vice-Chairman

1980-1986 Kaiser Jamaica Bauxite Company (Jamaica), Executive Committeeman

1974-1981 Discovery Bay Water Company (Jamaica), Chairman

   
                 
 

Education

 

1982-1990 Institute of International Education (U.S.), Advisory Board. Southeastern Region, and Midwestern Region

1966-1974 Aboukir Educational and Industrial Institute (Jamaica), Vice-Chairman

     
                 
 

Miscellaneous

 

1993-1996 Board of Advisors: World Trade Council of Ft. Lauderdale, Florida

     
         
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ACADEMIC EXPERIENCE

         
                 
      Samford University (Birmingham, Alabama)          
  2001-present   Faculty Advisor – Academic Internship Program          
  1999-2001   Visiting Professor of Management          
  1999   Adjunct Professor          
     

 

         
      Nova Southeastern University, Graduate School of Business & Entrepreneurship (Ft. Lauderdale, Florida)      
 

1999-2001

 

Adjunct Professor

         
                 
      American College Dublin ( Ireland)          
  1997-1998   Academic Dean & Professor of International Business      
                 
      Nova Southeastern University, Graduate School of Business & Entrepreneurship (Ft. Lauderdale, Florida)      
  1996-1997  

Visiting Professor of International Management

         
  1991-1992   Executive-in-Residence          
  1994-1995   Director, International Operations          
  1993-1996   Director, Master of International Business Administration Program      
                 
  1997-2001   Paper Reviewer, Human Resources Development International Journal; Routledge      
                 
  1996-2000   Visiting Fellow in International Business, Economics and International Strategy Group, Management Centre, University of Bradford (U.K.)      
               
  1995-2001  

Advisory Board Member, Centre for International Business Studies, University of Leeds ( U.K.)

     
         
     
  EDUCATION  

 

   
                 
  1994   Ph. D., University of Bradford ( U.K.)          
                 
  1992   Master of International Business Administration, Nova Southeastern University (Ft. Lauderdale, Florida)      
                 
  1952   Bachelor of Science, Louisiana State University (Baton Rouge, Louisiana)      
                 
 

HONORS RECEIVED

       
           
  1980  

Commander, Order of Distinction (Hon). Jamaican National Honours:
"Outstanding and important services to the Bauxite Industry and to Community Development"

   
           
  1983   Doctor of Humane Letters, honoris causa, Nova University    
           
      Listed: Who's Who in the World 2001, 2002, 2003, 2004, 2005    
           
      Who’s Who in America 2003, 2004, 2005, 2006    
     
   
  1997   Sports Hall of Fame, Jackson-Madison County, Tennessee      
         
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  PUBLICATIONS            
           
  Books  

Human Resources: Caregiving, Career Progression, and Gender, by B. Coyne, Edward J. Coyne, and M. Lee, London: Routledge, 2004

Targeting the Foreign Direct Investor, by Edward J. Coyne, Norwell, MA: Kluwer Academic Publishers, 1995

Segmenting the Market: An “Old” Approach that Holds “New” Promise for the FDI-Attraction Process in Developing Countries, by Edward J. Coyne, in International Business Organization, Subsidiary Management, Entry Strategies, and Emerging Markets, edited by Fred Burton, Malcolm Chapman, and Adam Cross. Great Britain: Macmillan Press Ltd., 1999, pp.278-93

   
                 
  Articles  

When You’ve Got to Cut Costs—Now, by Kevin P. Coyne, Shawn T. Coyne and Edward J. Coyne, Harvard Business Review, May 2010

New CEO, Old Team, by Kevin P. Coyne, Edward J. Coyne and Shawn T. Coyne, Chief Executive, April/May 2008

Strategy a Tough Climb? Hire a Sherpa, by Kevin P. Coyne and Edward J. Coyne, Directorship, October/November 2007

Surviving Your New CEO, by Kevin P. Coyne and Edward J. Coyne, Harvard Business Review, May 2007

Getting, Keeping, and Caring for Unpaid Volunteers at Professional Golfing Events, by B. S. Coyne and Edward J. Coyne, Journal of Human Resources Development International, Accepted for publication, June 2000

Segmenting the Market -- An ‘Old’ Approach Holds ‘New’ Promise for the FDI-Attraction Process of Developing Countries , by Edward J. Coyne, Conference Proceedings, Vol. 2, 24th Annual Conference, Academy of International Business, Leeds, U.K., April 5, 1997, pp.737-757

An Analytical Model for FDI Attraction into Developing Countries, by Edward J. Coyne, Journal of Applied Management and Entrepreneurship, August 1996, 3 (1)

A Market Solution for Immigration-Shy Developed Countries, by Edward J. Coyne, The Daily Gleaner, Kingston, Jamaica, April 25, 1996

Attracting Foreign Direct Investment into Three Caribbean Countries, (Abstract), by Edward J. Coyne,Journal of International Business Studies, Second Quarter 1995, 26 (2)

Proposed Analytical Model for FDI Attraction Into Developing Countries, by Edward J. Coyne, Essays In International Business, No. 1, The International Business Center, College of Professional Studies, University of the District of Columbia, Washington, D.C., June 1995

   
                 
   
  SELECTED SPEECHES AND PRESENTATIONS  

Segmenting the Market -- An “Old” Approach Holds “New” Promise for the FDI-Attraction Process of Developing Countries, U.K. Academy of International Business, Annual Conference, Leeds, England, April 5, 1997

Doors to Opportunity: Immigration and Trade, The American Chamber of Commerce of Jamaica, 10th Anniversary Celebration, Kingston, Jamaica, June 15, 1996

FDI Attraction into Developing Countries, Senior Policy Advisors, Foreign Investment Advisory Service -- World Bank & IFC, Washington, D.C., November 1, 1994

NAFTA: Sound Bites Versus Sound Logic, Port Everglades Trade & Transportation Conference, Ft. Lauderdale, Florida, November 4, 1993

   
         
     
         
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* Ran in both the print and online editions