Project Leadership in Times of Transformation with Ted Clark, COO of HB Fuller – Virtual Leadership Lunch – May 2022

Speaker & Topic:

Ted Clark, COO of HB Fuller on “Project Leadership in Times of Transformation”

Meeting ​Agenda:

11:30 a.m. – Virtual Doors Open – Attendees Gather
11:40 a.m. – Announcements, Gathering, & Chats
11:45 a.m. – Featured Speaker
12:30 p.m. –  Q&A and Closing Remarks
12:45 p.m. – Meeting Adjourned

  (Central Time USA – Chicago time zone)​

Contact Us  to request an invite or current Members go to May Event.

This will be an interactive and lively conversation. Come prepared to engage by asking questions, and by adding your insight and comments!
The critical role of project leadership in Mergers and Acquisitions: This presentation provides an in-depth look at H.B. Fuller’s acquisition and subsequent integration of Royal Adhesives and Sealants in 2017. Attendees will see the progression from concept to fulfillment of promises made to shareholders together with the transformational energy brought the project leadership team inspired in the entire global organization.

Key topics to be covered on importance of project management leadership of the integration of this transformational acquisition include:

The boldness with which the acquisition was approached. H.B. Fuller’s executive team employed extremely fast decision-making in order to present an attractive offer ahead of other bidders. Then, during the due diligence phase, again moved very quickly to understand enough to go ahead with the transaction and close in less than 60 days.

The decisiveness with which the integration project management team identified the suite of synergy projects that would lead to the realization of cost synergies and commercial synergies. This was followed by the right level of project management process rigor, managed through a repeating rhythm of accountability conversations and accurate tracking of financial benefits. This led to an achievement of results a full year ahead of the original plan.

The ability of the project management team to think differently and pursue parallel actions to redefine the way the company pursues its target markets, realigning profit and loss centers, and ultimately executing a total organizational and cultural transformation. This was accompanied by major efforts by the project management team to build a common culture speaking a common language as well as a thorough look at how the company’s brands are perceived in the market and an eventual culling of brands to simplify the company’s presence in the markets it serves.

Professional Development Units (PDU) or Continuing Educational Credits (CE) will be defined as 1.0 Strategy.