Metropolitan Baptist Church
Non-Profit
Project Management
Business Charter, Consulting, Process Engineering
Program Management
Chrysler’s Dealer Technical Operations Division, part of the Service and Diagnostic Department, plays a critical role in supporting dealerships with technical expertise, diagnostics, and service processes. With responsibilities that directly impact dealer performance nationwide, the division needed a structured approach to improve efficiency, strengthen collaboration, and ensure operations could scale effectively.
The division’s senior manager already invested heavily in an IBM consulting engagement, only to receive a report with limited practical value. Complex challenges remained unresolved: 34 stakeholders across departments needed alignment, process ownership was unclear, and inefficiencies continued to impact dealer services. Budget and timeline constraints added further pressure, making disciplined planning and effective facilitation essential. Without a reset, the division risked continued inefficiencies, frustrated stakeholders, and wasted resources.
We led a strategic planning and organizational change initiative to align stakeholders, clarify processes, and drive sustainable improvements. Key activities included:
Conducting interviews with stakeholders to uncover gaps, bottlenecks, and opportunities.
Facilitating cross-departmental workshops to encourage open dialogue and alignment.
Leading chartering exercises that clarified accountability across roles and teams.
Driving business process redesign to streamline workflows and improve efficiency.
Providing ongoing leadership and facilitation to ensure momentum and execution discipline.
This structured approach provided a balance of strategic insight and hands-on collaboration, ensuring both clarity and buy-in across all participants.
The initiative delivered measurable improvements that directly strengthened Chrysler’s operations:
Enhanced stakeholder collaboration and communication across 34 participants and their respective teams.
Clearer ownership of roles and responsibilities within the Service and Diagnostic Department.
Streamlined processes that enabled more efficient dealer support nationwide.
Recognition of project success through an award presented by Chrysler leadership.
Importantly, all of these results were achieved within strict budget and timeline constraints, maximizing value without sacrificing quality.
This project demonstrated the power of structured organizational change management in a complex corporate environment. By combining disciplined facilitation, process redesign, and strategic planning, Chrysler’s Dealer Technical Operations Division achieved stronger alignment, operational clarity, and greater efficiency. The recognition of success through a corporate award underscored the value of effective leadership and execution in driving meaningful results.