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Accolades

“Amanda brought a fresh
creative perspective to our
overall communications approach, leveraging multiple channels and media to effectively manage our company’s commercial and
community image.”
– Thomas Kedrowski, senior vice president of operations and supply chain,
PolyOne Corporation
“Amanda is smart, pragmatic,
quick to solve problems and offer solutions, and poses tough questions
in order to clarify and drive
greater performance.”
– Jen Roach, vice president of Europe, Middle East and Africa Communications, SAP

Selected Awards

  • Distinguished Sales and Marketing Executive Award
  • American Graphic Design Award for annual report (x2)
  • SAP Global Communications
    Champagne of the Month for manager program
  • YWCA of Greater Cleveland Woman of Professional Excellence
  • Gold Hermes Creative Award for speechwriting (x2)
  • Gold AVA Award for corporate image video
  • Silver Magnum Opus Award for executive video
  • International ARC Award for annual report design
  • American Chamber of Commerce Executives
    Award of Excellence for website design
  • International Association of Business Communicators (IABC)
    Cleveland Vision Award for executive video
  • International Quality and Productivity Centre Process Excellence Award
    for best lean six sigma start-up program

“Amanda is a great partner
who is adept at managing
communications at all levels of her organization. She ensured PolyOne’s messages were integrated for domestic
and international employees, customers, shareholders and business media. We worked together on thought leadership initiatives and executive communications and Amanda was always decisive, organized and direct in achieving PolyOne’s communications and business goals.”
– Brian Pieritsch, vice president, Ketchum
“Effectively managing the public
affairs and media relations for one
of the largest chambers of commerce in the United States is a daunting task that takes not only professional acumen but patience, wit and business savvy. Amanda has proven time and time again to have what it takes.”
– Steven Luca, associate vice president, Cleveland Development Advisors
“I have always been
impressed with Amanda’s ability
to lead smart communications strategy and effectively execute high impact programs across media platforms. She intuitively gets to the essence quickly, seamlessly connects the messaging to the medium and leads the team
to get things done.”
– Clyde Miles, partner, The Adcom Group


 

Case Studies

Navigating a business transformation through a recession

Challenge

A global manufacturer was in the early stages of a radical business transformation when the recession struck. The stock price plunged by more than 80%, plant closures and force reductions were required, and some analysts were predicting the company would go into bankruptcy.

Approach

With a sound business strategy already in place, communications to customers, employees, analysts, investors, government officials and local communities were amplified. Targeted messaging and consistent outreach served to calm concerns and make stakeholders part of the solution. The methods were featured WHERE as a corporate leadership best practice.

Results

Investors and customers were reassured of business continuity, employees rallied behind the recovery, and the company’s esteem as a good neighbor and citizen increased. As a result, the corporate transformation remained on track, the company leapfrogged the competition, and the stock price rebounded by more than 1000 percent. The results were presented in a business magazine.

Changing the culture of a skeptical workforce

Challenge

The employees of this global chemical company had survived buy-outs, lay-offs and mergers. Over the years, they had been subjected to every cost-saving fad known to business, many of which were quickly abandoned; all of which failed. When management decided to implement lean six sigma, its toughest critics were the very people who were essential to the initiative’s success: the employees.

Approach

Senior management led the way by demonstrating commitment by their actions and consistent messaging. Throughout, the goals and progress were transparent, which afforded opportunities to share incremental successes and celebrate the big wins. The profiles of those involved in executing projects were raised, and credit was shared.

Results

Without a doubt, the implementation of lean six sigma methodology changed the company’s culture. By every performance indicator – number of employees trained, working capital, cash flow, inventory turns, and gross margins – the company achieved its targets. Citing communications as a key to the success, the implementation was awarded the prestigious Process Excellence Award for “Best Start-up Program” by the International Quality and Productivity Centre and was featured in a leading professional journal.

Turning managers into strategic messengers

Challenge

Executives and managers of an international IT software company were overwhelmed with the responsibility of communicating strategic messages to the marketplace and employees. Everyone was experiencing information overload, and critical information was not being heard through the noise.

Approach

The senior executives were armed with tailored messaging platforms to help them convey key points to customers, their management team, the media and other audiences.

Mid-level managers were educated about their important role in communicating and translating corporate strategy. New tools helped managers prioritize and personalize the corporate strategy for employees in every role.

Results

Executives and managers noted improvements in standardization and operational efficiency within their teams based on the coherent and action-oriented approach to communicating strategy. The method has become a best practice and is being leveraged in each of the company’s regions. It was also featured in a public relations journal [Melcrum LINK].

Empowering an army of public affairs advocates

Challenge

A company with two dozen plants, labs and sales offices across the U.S. had gone quiet on government affairs. With limited funds to employ lobbyists, a floundering political action committee (PAC), and pending legislation that was threatening the company’s ability to do business, it was time to create a strategy to reintroduce the company to government officials.

Approach

The contract lobbyists were evaluated, and necessary changes were made to the team. A legislative agenda was created to support the business strategy, and the PAC was re-launched. Executives, plant managers and employees were educated on the issues and provided opportunities to get involved.

Results

The number of PAC contributors and amount of PAC contributions increased by 40 percent and 50 percent, respectively. Increased interaction with lawmakers led to an amplified voice on key issues and the opportunity to influence and shape legislation.