New blog address

My Investile Dysfunction blog is now located here.

Blog has moved (again)

My blog has moved yet again. Moving on up I like to think.

It can now be found at http://brilliont.com/blogs/id/. You'll see all my latest posts there.

Help is here for Investile Dysfunction

If your organization suffers from an inability to allocate resources to the best projects and investments, you maybe suffering from Investile Dysfunction. Most organizations do suffer from this so you needn't be ashamed.

Treatment is available and 100% safe.

To learn more, goto www.investiledysfunction.com

Corporate Portfolio Management Association site launches

For those interested in beginning or advancing their IT Portfolio Management or Corporate Portfolio Management efforts, you maybe interested in the Corporate Portfolio Management Association.

This blog has moved. Just click on this link.

I've decided to move this blog to another service provider so you can just click here to be taken to the new home of this blog.

My author site just launched

I've just launched my author site to support and augment my book. You can learn more by clicking here or by just going to http://www.anandsanwal.com.

Order a pre-release copy of the book - Optimizing Corporate Portfolio Management

The book is now available for pre-order on Amazon.com. Just click here to purchase it.

The problem of narrowly defining what you manage in your corporate portfolio. What is a discretionary investment?

Organizations generally spend a lot of time optimizing their capital investments/capital expenditures aka CapEx. And this is logical given that these initiatives generally involve significant investment of money, time and personnel resources. But, scrutinizing only CapEx fails to consider a huge discretionary investment pool that exists within most companies - operating expenses.

Most companies consider their operating expenses as business as usual, and they look to minimize them instead of managing them. And they often 'manage' them cavalierly with proclamations that operating expenses should only go up by x% this year or demanding they go down by y% over some period. And, unfortunately, this is a very poor way to manage these 'expenses'. Because in reality, a huge portion of what constitutes operating expenses would be better described as "operating investments". Investments because they generate returns, financial or strategic, for the firm and are vital to the long term success of the organization. Missteps in the allocation of operating expenses can put you at a competitive disadvantage and ultimately out of business. If where you invest your money is, by default, your strategy, then isn't not actively managing your operating expenses an indication of poor strategic planning? And from a shareholder perspective, if company managers are stewards of shareholder money, isn't it incumbent on them to actively manage ALL of their discretionary investment resources to maximize shareholder value?

Operating investments include areas like advertising & promotion, IT, salesforce, R&D, and even some operating initiatives. And these investments should be optimized as part of your CPM efforts. And most striking is the portion of operating expenses which are discretionary. Benchmarking several industries and organizations revealed that that 20-35% of operating expenses are discretionary meaning they can be turned on/off, reallocated, and ultimately managed. In fact, at American Express, the amount of discretionary operating investment dollars managed as part of our CPM efforts is squarely in this range and is several billion dollars on a per annum basis.

Of course, there is a portion of operating expenses that are not discretionary, i.e. those things that keep the lights on and keep you in business. For an internet company, it's ensuring that their website is up and available. For an automobile company, it's ensuring their manufacturing assembly line is producing cars. For us at American Express, it's making sure that when someone wants to use their card, the transactions works seamlessly for the consumer and the merchant. But, ultimately, not managing these operating expenses as investments does your firm, the people who run these investments and shareholders a disservice. From a behavior perspective, framing these expenses as investments serves to demonstrate to people that these are not simply areas to be re-engineered and minimized.

In fact, minimizing operating expenses can have very real and very deleterious impacts on share price performance. For discretionary branded consumer goods companies, cutting marketing expenses actually has been shown to lower total shareholder returns in subsequent periods.

Changing your organizational mindset about operating expenses will have major positive implications for your organization so I'd encourage you to begin this transformation asap. I welcome comments from those of you have managed to transform your organization's thinking towards operating expenses to a view that they are operating investments. What did you do in order to enable this behavioral change? For organizations struggling with this, what are the main roadblocks you are facing?

Looking at cost benefit analyses for design the Whirlpool way

Even as a major proponent of Corporate Portfolio Management, I am worried by the current ROI zeitgeist. While measurement of an investment's potential efficacy is important, forcing an ROI on every investment is not advisable as it will ultimately lead to an organization taking less risk because innovative investments are often difficult to provide any credible ROI to. It also leads to a more insidious impact of making investment owners come up with far-flung return estimates which are not justifiable or measurable in their efforts to justify their investments.

Ultimately, what organizations must realize as they put together their cost benefit analyses (CBAs) is that benefits are not strictly financial. There are strategic and risk benefits that can be quantified but which may not fit neatly into an ROI construct. That said, merely saying you need to do an investment because it is "strategic" is not enough and actually a cop out. You should be able to articulate and measure this strategic or risk impact even if it doesn't translate into direct bottom line impact.

The February 2007 issue of FastCompany magazine contains an interesting article which looks at how Whirlpool has begun to measure the impact of good product design. Like brand advertising, loyalty/retention investments, many IT investments, etc, investments in product design can be difficult to ROI-ize. As the article states, Whirlpool and the design world in general "lack objective financial metrics to help them calculate whether increased investment in design will generate increased profits."

Chuck Jones, Whirlpool's design chief, realized the need to quantify the impact of better design when "the company's resource allocation team asked him to estimate the return on investment, but Jones couldn't produce the numbers to make such a forecast. As a result, he was forced to fall back on a rationale that was simultaneously elitist and lame: Trust me. I'm a designer."

Jones didn't give up and instead of trying to force ROIs on design investments, his team "created a standardized company wide process that puts design prototypes in front of customer focus groups and then takes detailed measurements of their preferences about aesthetics, craftmanship, technical performance, ergonomics and usability."

Jones believes that "this metrics based approach is also transforming Whirlpool's culture." The process has actually yielded its first product and the first product is showing profits up 30% over the previous model.

The done by Whirlpool highlights several different key items worth learning:

1. Benefits are not strictly financial. It is important that you think of benefits holistically and develop a way to measure the impact of investments even if those benefits are not financial.
2. It is important that the measurement of these metrics & benefits be constructed in a robust and rigorous way so that they can defend against attacks that will invariably come in most organizations from the introduction of a metric or process that is not widely known.
3. Development of a credible new metrics-based approach or any type of corporate portfolio management effort takes time. In the case of Whirlpool, Jones' team has worked on the development of their methodology for two years before the first product was launched.
4. Build a repeatable capability and competency. Whirlpool has built their consumer-generated measurements into a database so they can continue to leverage this data on an ongoing basis to make design decisions. Data underlies good decisions and ensuring this data is captured and available is very important.
5. Make sure the metrics you capture don't always point to a decision to undertake an investment. Your new process will be more credible if certain projects get killed along the way as well.

If your organization has developed innovative ways to demonstrate the value of and scrutinize investments which don't fit neatly into an ROI construct or which don't have measurable financial benefit, I'd love to learn more. Please drop me a note or leave a comment on this post.

Sarbanes-Oxley and IT portfolio management to help manage risk

There is an interesting contention made in a recent article in the Sarbanes-Oxley Compliance Journal. (Note: I read that sentence over and realized I used the word interesting in a sentence mentioning SOX compliance. That is a first. I apologize to any of you who are riveted by SOX compliance). The author, Jan Sondergaard (VP of Products, HP) correctly asserts that many IT organizations are viewed as "black holes" or "bottlenecks" but takes it one step further and say that this is reflective of the inability of many IT organizations to "automatically capture, view, and report on all of the work IT is doing." And as a result, this deficiency creates real corporate risk making "sustainable Sarbanes-Oxley compliance impossible."

The author further contends that the "best way to implement standards across an organization is to take a top-down project and portfolio management approach that allows you to define and enforce 'control points' throughout the processes" and to "take project and portfolio management solutions that offer real-time alerts and indicators."

So a couple of interesting points/questions this raises:

1. I'd love to hear from any organizations who are using their portfolio management discipline as a source of SOX compliance. In general, I don't think I've seen that as the purpose behind a corporate portfolio management effort, but if the CPM discipline can aid in SOX compliance, it's an obvious benefit. Please leave a comment and let me know if you are doing this, and perhaps we can get a dialogue going.
2. Of course, those of you with opinions on this topic of any kind should also leave your comments.
3. Regarding the article itself, I like and am intrigued by the idea as I do feel that the rigor that a CPM effort would instill around IT investments can definitely help mitigate risk and offer insights into the behavior/nature of IT spending.
4. That said, the article does come from the "portfolio tool as savior" school of thought with dashboards, workflows and real-time alerts all being highlighted as the means to get at "accurate, reliable information that IT professionals at all levels can more effectively respond to the demands of the business while creating a culture of accountability that can support current and future regulatory requirements." This I disagree with on multiple levels:

• Technology solutions are not a panacea to any type of problem - regulatory or not. You must understand what your objectives are, what process you are trying to enable, etc and then think of how technology might aid in this effort.
• Portfolio management solutions do not magically create accurate, reliable information nor do they force accountability. They create rules (good or bad) which people, if not properly educated and incentivized can circumvent and/or ignore.
• If building a portfolio management process, you should aim to build it as a capability -- not as a process to enable just support of regulatory requirements. CPM is a powerful discipline which has widespread organizational uses and so building it in a sufficiently robust way will enable it to offer insights into SOX compliance but will also give it significantly more ability to contribute to the organization on other pressing fronts including ensuring achieving financial, strategic and risk-oriented goals.

I am glad that Mr. Sondegaard raises this idea around CPM and SOX as it is quite interesting and has some merit. I think the means to achieve what he is talking about maybe enabled by a technology solution, but that is not the first priority.

Additional details about the book

The description of the book available on Amazon.com is below. I'm also happy to report that the book will contain five great case studies on organizations who are leveraging a CPM strategy & discipline. The case studies will be of the following organizations:

1. American Express
2. Cisco Systems
3. Hewlett Packard
4. State of Oregon: Department of Human Services
5. TransUnion

As you can see from the list, there is great diversity amongst the types of organizations chronicled. As you will see in the case studies that ultimately will be developed, each organization has undertaken CPM in different ways with all, however, realizing significant benefits.

Let me thank the following practitioners who helped make these case studies happen. Bill Bien of Cisco Systems, Michael Menke and Kevin Yorks of HP, Dennis Wells of the State of Oregon, and Piyush Sanghani of TransUnion. These are the people who are out 'in front' of the still burgeoning space of Corporate Portfolio Management - the pioneers. I'm indebted to each for their time, insights and openness. I learned a great deal and thoroughly enjoyed our interactions.

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The book's description as given on Amazon.com is given below.

Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy goes beyond the typical plain vanilla discussion of corporate portfolio management (CPM) and its many benefits to actually offer a set of pragmatic and proven steps to help executives, managers and current and prospective practitioners understand and ultimately bring this powerful strategic discipline to their organizations. Step by step, this book shows one how to build a CPM discipline within their organization based on their organization’s strengths/competencies and development areas. The book eschews simplistic one-size fits all approaches to detail a dynamic capability that can be deployed across organizations of various sizes, industries and readiness.

The book’s foreword is also written by a major proponent of CPM – Gary Crittenden, CFO and EVP of American Express.

Optimizing Corporate Portfolio Management details how the CPM discipline can be applied to an entire company or specific functional areas including information technology, marketing/A&P, capital expenditure, R&D/innovation, salesforce and virtually any area grappling with where to invest discretionary investment dollars. Finally, Optimizing Corporate Portfolio Management demonstrates actual utilizations of CPM within several prominent and diverse organizations through case studies which help readers see firsthand how CPM is enabled, utilized and the benefits it imparts.

The book draws on portfolio management expert Anand Sanwal’s years of research and work in this area at American Express where he led the deployment of CPM across the entire company. The practice known as Investment Optimization within American Express is patent-pending. He has been a featured speaker on this topic to many individual companies and at many seminars and conferences held by the CFO Executive Board, Beyond Budgeting Roundtable, Gartner, Enterprise Portfolio Management Council and others. The discipline he has helped spearhead has also garnered several external awards for its significant and tangible impacts to American Express. His knowledge is further enhanced through best practices research and discussions with other leading organizations engaging in CPM.

Within this essential corporate portfolio management resource, Sanwal methodically covers CPM offering the following:

1. A description of Corporate Portfolio Management and its importance
2. A framework for CPM success
3. The seven and a half deadly sins of CPM
4. A detailed four step process to bring CPM to any organization
5. Utilizations of CPM within various functional areas including IT, Innovation/R&D, Marketing/A&P, Capital Budgeting/Capital Expenditure, Salesforce
6. Case studies of leading organizations using CPM including American Express, Hewlett Packard, Cisco Systems, TransUnion, State of Oregon: Department of Human Services
7. Several additional resources and tools available with the book and at http://www.corporateportfoliomanagement.org

Followup on Gartner ITxpo 2006 Program & Portfolio Management panel

I had the opportunity yesterday to participate in a panel at the Gartner ITxpo on the topic of Corporate Portfolio Management. I was pleased (and surprised) to see the room was standing room only so obviously the area of corporate portfolio management is a hot one. The focus was, of course, on IT portfolio management given Gartner's deep expertise and relationships with IT professionals.

Besides myself, there were 3 other panelists who I had the pleasure of meeting including: Michael Menke of HP, San Retna of Transformaction and Mark Stabler of AAA of Northern California, Utah and Nevada. Each of us were asked to speak about our own organizational efforts around CPM and then we had a lively session of Q&A facilitated by Matt Light of Gartner.

A couple of observations from the discussion:

• Many organizations are still defining their portfolio management efforts around IT.
• Organizations seem focused on governance first and process second. So I heard much alphabet soup around PMOs and various IT councils, but this seems counter-intuitive. If the process is well-defined, the governance can then be established around this. If you don't what you are trying to enable, governance structures are pointless. Additionally, much of the governance structure seemed bureaucratic.
• I received a couple of questions about how American Express' Investment Optimization effort is enabled, i.e. what technology/software are we using? Again, as previously mentioned in prior posts, technology should not be your first concern. Understand the process and change behavior. But it seems that there is still a huge focus on "what tool should I use?" Matt Light probably summed up the over-focus on tools with his statement - "A fool with a tool is still a fool."

All in all, it was a great session, however. It was nice to see so many people in attendance who are also passionate about Corporate Portfolio Management. I also had the opportunity to meet many trendsetting prospective and existing practitioners moving their organizations towards realizing the benefits of CPM.

For anyone in attendance at the panel, were there any other insights you gleaned from the session that are worth highlighting?

Speaking at the Gartner ITxpo/Symposium 2006

A note to others that I will be a speaker on a panel about Program & Portfolio Management at the Gartner ITxpo/Symposium 2006 being held in Orlando, Fl on October 10, 2006. The conference is targeted at the IT community, and I'm looking forward to hearing what other panelists and the audience have to say about Corporate Portfolio Management. If you will be in attendance at the panel discussion, please do come up and say hello. I'm looking forward to the event and meeting any of you there.

Taking Corporate Portfolio Management beyond IT

I remain amazed at how the entire portfolio management discipline has become largely focused on enabling corporate portfolio management for IT investments. Granted, most organizations do struggle with their IT expenses. Many (most) do not even fully understand that these IT expenses are in fact investments, but this fixation on IT is a bit stifling - as it minimizes the impact that CPM can have on an organization.

Corporate Portfolio Management should be used for any area where discretionary expenditures and hence investments are occurring including advertising & promotion, innovation/R&D, operations, sales, IT, capital expenditures, etc. This means looking past just your capital expenditures but also looking at operating expenses which, today, maybe considered business as usual, but which in fact, can be highly discretionary.

Conversations with numerous companies shows that 25-40% of a company's operating expenses are in fact discretionary (industry dependent). While the added scrutiny will likely not appeal to people who've become used to a certain size treasure chest to play with, this huge percentage does underscore the massive opportunity organizations have before them if they can optimize their portfolio. For owners of these expense pools, CPM lets you articulate where you are spending your money from the lens of an investment - not as a discretionary expense that should be cut if and when the environment requires.

At American Express, we've defined anything that is not required to keep the machine running as an investment and so are able to introduce tweaks to our portfolio within and across business segments as well as functional areas. Why limit oneself to optimizing within one narrow mini-portfolio of the organization? Starting with a mini-portfolio might be the right way to start and pilot the concept of Corporate Portfolio Management, but ultimately, CPM is about thinking and achieving BIG.

I'd love to hear from those who've successfully introduced Corporate Portfolio Management to other areas of their organization and the successes and challenges you've faced. Also, if someone can articulate why IT seems to be receiving all the attention around CPM, that would be very useful to understand. It seems to me that this has been driven by the ecosystem of consultants and software vendors that have emerged, but I'd love to hear other insights and thoughts in this regard.

Book to be released on Corporate Portfolio Management

I am happy to announce that I will be releasing a book entitled Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy. The book will be released in April/May 2007, and my intention is to create a guide executives and CPM practitioners can utilize to build a robust CPM discipline within their organization. Gary Crittenden, Chief Financial Officer and EVP, has graciously agreed to write the foreword to the book, and I anticipate having numerous case studies on organizations who've deployed CPM.

More details to come.

CFO Executive Board session to discuss American Express Investment Optimization

Today, I hosted and convened the first of three tele-conferences to talk about resource allocation and our Investment Optimization efforts at American Express in conjunction with The CFO Executive Board (CEB).

The presentation entitled "American Express' Optimal Resource Allocation Process" was very well-attended and spurred some useful discussion. There were several questions from participants about the organizational change required to enable CPM. The realization that CPM is about impacting organizational behavior is a fairly astute observation as many often worry solely about the process elements or worst yet, many think that CPM is an effort which just requires a software tool in order to be enabled.

For those interested in seeing the presentation, please email me, and I'd be happy to send it to you. Also, let me say thanks to Roisin Ryan and Eisha Tierney Armstrong of CEB for their outstanding efforts and support in putting this presentation together.

Changing Organizational Behavior at American Express - The First CPM Summit

We just concluded our first ever two-day Investment Optimization summit at American Express which my team in Corporate Planning & Analysis put together. And I'm happy to report it was a resounding success. As I've previously discussed, enabling CPM within any organization is as much about process as it is about organizational behavior.

And the summit was an attempt at impacting organizational behavior. Some of the highlights of the summit are as follows:

• Although the CPM effort at American Express is largely managed by the finance organization, we required that our business unit finance partners invite those from the business to the summit as it is the business people who are initiating and managing these investments. And so it is important to ensure that the initiative owners understand why we engage in CPM. As a result, attendees at the summit were 65% finance and 35% business.
• In an effort to not have the 2 days solely comprised of one speaker after another, there was a CPM simulation done over both days where the participants were given a fictitious company and different roles and had to determine how to allocate finite resources amongst competing investments. This drove home why CPM was important to the attendees and was cited as one of the highlights of the summit.
• Of course, there were several speakers including myself, a video address from the company's CFO, Gary Crittenden, and opening remarks by the SVP of Corporate Planning & Analysis. Additionally, individual business unit CPM practitioners shared their best practices on a variety of topics.
• Beyond the internal speakers, there were several external speakers including Professor Clark Gilbert of Harvard and the author of From Resource Allocation to Strategy who discussed the inherent link between a company's portfolio and strategy. We also had Professor Sunil Gupta of Columbia Business School who discussed valuing marketing investments and finally Steve Berez, a partner at Bain, who covered IT Portfolio Management.
• There was also an awards ceremony where we recognized those who have made CPM at American Express so successful.

Beyond the content and simulation, the company's investment in the summit was perhaps the greatest indication of the organization's serious interest in CPM's success. The other intangible benefit from the summit was the networking it enabled amongst the many CPM practitioners within the company.

If anyone is interested in learning more about American Express' CPM summit, please do drop me a line as I'd be happy to tell you more. Additionally, if others have found interesting and effective ways to impact organizational behavior when enabling a CPM discipline, please leave your thoughts and ideas with others reading this.

What drives a successful Corporate Portfolio Management strategy?

In order to establish a Corporate Portfolio Management discipline within your organization, you need to focus on two main dimensions -- organizational behavior and process. Below is a useful framework as you think about where your organization is today and where you want to take it.

While myriad consultants and software vendors will offer the illusion that some simplistic scorecard, report or software solution will help optimize your discretionary investment portfolio, they are, simply put, selling you a dream. Scorecards, reports and software solutions can help enable Corporate Portfolio Management if the appropriate process is put into place and organizational behavior is appropriately aligned with CPM. If a scorecard, report or software solution could optimize your portfolio, why would they need you? Silver bullets for CPM don't exist. CPM requires you to get your hands dirty with the promise of significant business benefits. But if you're looking for sanitized and simplistic gimmicks which look good in PowerPoint but don't take into account organizational realities, CPM is not for you.

The framework given above has organizations which are unevolved on both process and behavioral fronts falling into the unconsciously incompetent category, e.g., they don't know what they'd don't know. This is not a bad thing, and I suspect if you are reading this blog, you at least know some thing about CPM, therefore, putting you in the conscious incompetence bucket at a minimum. As you evolve on these two levers, your organization can approach unconscious competence which implies CPM is part of the fiber or DNA of your organization. However, this unconscious competence is unattainable. You can always tweak and improve your CPM capabilities while becoming unconsciously competent being your aspiration.

So what do I mean when I talk about these two dimensions? Let me provide you with a high-level overview of each.

• Organizational behavior - Trying to enable CPM without an understanding of the behavioral changes required is foolhardy if not impossible. Because at its core, CPM is a change-management effort. And it ultimately may make some people uncomfortable because it will ask some previously unasked hard questions that aim to get at better decisions for the overall organization, and it also may instill a sense of competition for resources. In order to move organizational behavior in a way that embraces Corporate Portfolio Management, it is important to understand 3 aspects related to behavior. (1) Incentives - Are people incentivized ($$, promotions, span of control, etc) to give up resources for the 'greater good'? Since the answer is probably no today, is this going to change? (2) Cross-organizational collaboration - Is collaboration across functional or business segments encouraged and occurring? This means collaboration not just in terms of resources but in terms of knowledge sharing. And lastly, there is (3) Decision-making style - Does your organization rely on intuitive, gut instinct to make decisions or use data and analytics to make decisions?


• Process - This is related to how well-defined your processes are around and as related to CPM. If you have a well laid out process, it may make sense, in fact, to enable this with a software solution. But don't be fooled into believing that a software will form the epicenter of a process. At American Express, we relied on a basic, excel based tool for several years. Only after we understood the shortfalls of our existing process and understood what a more advanced software needed did we go out and opt for something more elaborate. From a process standpoint, there are 4 main aspects to consider. (1) Standardization - Is the definition of what is an investment clear within the organization and sufficiently comprehensive? Are cost/benefit analyses (CBAs) across the organization standardized when measuring financial, risk, and strategic returns? (2) Robustness - Are driver-based models used to perform CBAs, and are risks and strategic benefits and concerns sufficiently well-defined and comprehensive? (3) Appropriate centralization - If there are driver-based models, are certain global assumptions such as discount rate or tax rates that are centralized across the organization in a way that promotes consistency in investment modeling? Additionally, is there an impartial group that can serve as the nerve center for the company’s CPM efforts who will be charged with constantly discussing the organization’s portfolio and asking provocative questions of initiative owners? Note: Be careful not to overcentralize as it will demotivate the subject matter experts within your organization. (4) Tracking - Are actual results captured and used to compare past investment performance and improve going forward investments? Is this "closing of the loop" enabled?

If you can make significant progress on these two elements, you're on your way to realizing the immense potential of Corporate Portfolio Management. Be careful not to focus only on one dimension as they are tied to each other. You cannot be highly evolved from a process standpoint and be nowhere on behavior. Behavior generally will lag process as shown below.

I'd welcome your thoughts on what other dimensions you feel might be important in making a Corporate Portfolio Management strategy a reality within an organization. Also, what have you done within your organization to make CPM a success - what tools and tricks can you share with others who are also embarking on this path. And if you've been tripped up on your road to CPM, what missteps might have occurred which you might help others avoid?

Corporate Portfolio Management blog begins...

Corporate Portfolio Management (CPM) - An increasingly important discipline. I hope to share some of my experiences, insights, ideas and questions about CPM through this blog, and more importantly, hope to encourage discussion amongst current and prospective practitioners of the CPM discipline. Of course, the many valuable (and sometimes not so valuable) insights of other practitioners and thought leaders will also be highlighted.

For those unfamiliar with the term CPM, let's start with a bit of a definition. CPM encapsulates several other more commonly known terms such as enterprise portfolio management or project portfolio management (PPM). By encapsulate, I mean that enterprise portfolio management and PPM are most-often associated with information technology (IT) while CPM is more expansive. CPM includes IT investments but also is a strategy & discipline that can be utilized to optimize decisions related any area where an organization is making discretionary investment including: marketing/advertising & promotion, salesforce, IT, R&D/innovation, capital expenditures, operations, etc. CPM looks at these discretionary projects but as investments which generate benefits - financial, strategic, risk, etc.

In terms of my background and expertise with CPM, I am currently a Vice President at American Express managing the organization's corporate portfolio management effort (known internally as Investment Optimization). Additionally, I head up American Express CFO's internal strategy and business analysis group. I've lead the development of the company's CPM effort which is patent-pending alongside numerous talented colleagues over the last several years.

Beyond efforts at American Express, I've had the opportunity to speak with numerous thought leaders within other organizations and think tanks about CPM who've really helped to evolve my thinking about CPM and the field overall. I hope some of them will contribute to this blog going forward and/or that I'll get the opportunity to share some of their insights with you over time.

I welcome your feedback, questions and ideas about this blog, and my hope is that will serve as a useful forum to spur dialogue, new ideas and greater interest in and realization of the power of CPM. Happy optimizing. Whether you agree or disagree with my viewpoints, I welcome and look forward to your feedback.