Douglas Emerson currently serves as a member of FTI Consulting's Operations and Revenue Growth practice, offering strategic and operational solutions to distressed and non-distressed companies.
Mr. Emerson has experience in multiple industries (including retail, energy, transportation, consumer packaged goods ("CPG") and manufacturing), working directly with executive-level stakeholders across partner organizations to develop, communicate and implement meaningful operational change.
Prior to joining FTI Consulting, Mr. Emerson held multiple positions with Verizon Wireless, where he helped develop and enhance nationwide application programming interface ("API") system integrations for national retail partners and completed Verizon's rotational leadership development program.
Mr. Emerson holds a B.A. in Political Science and Philosophy from Ursinus College and an M.B.A. with a concentration in Business Analytics from the Terry School of Business at the University of Georgia.
- Led the sales and operations ("S&OP") transformation efforts for the North American division of a global appliance manufacturer, coordinating with global and division leadership across all major functions to optimize process and implement lasting change
- Led a project team for the operational standup of a $200 million division of a correctional healthcare company; played a key role in the development of strategy and execution in hiring approximately 1,000 staff members, standardizing operational procedures across 59 facilities and successfully implementing a proprietary Electronic Health Record system
- Developed and began implementation of go-to-market ("GTM") and Sales Force Effectiveness strategy for an approximately $220 million division, comprehensive strategy developed by defining sales channels, determining ideal product portfolio and structuring ideal sales organization to execute plan (including headcount optimization, rules of engagement / best practices, and KPIs); approximately $19 million to $22 million were identified in additional revenue opportunity and $1.8 million were identified in cost savings