Experience & Core Values
AREZZINI CONSULTING BACKGROUND
Peter Arezzini has served as a President/Chief Operating Officer for over 15 years. He has taken divisions of Fortune 500 companies through years of double-digit growth by driving both organic as well as acquisition strategies that were simple yet powerful. He has experience in high technology, agriculture, construction, consumer products, manufacturing, distribution, non-profits and professional services. He has successfully grown, consolidated and positioned companies for IPO and ultimate sale to other companies.
Peter believes that many companies often do not spend enough of their intellectual capital in defining and developing business strategies that can provide strong competitive positions and opportunities for growth. In most cases the answers to these questions lie within the organization but they lack the process or structure to develop, formulate and document them into actionable plans.
One of the primary objectives that Peter has with his clients is to help establish a view of the enterprise that is current and accurate while looking to the future to determine a new and desired position. Generating the strategy and tactics from this level of thinking in a methodical manner results in execution plans in Sales, Marketing, Operations and Product Development that are in alignment with the overall business strategies and strategic objectives.
Mission Satement
“My mission is to help companies envision their future, identify unique strategies that improve their market position, and execute on those strategies through focused business plans and actions.”
Professional / Corporate Experience
President, Arezzini Consulting Inc. 2002-Present
Board of Directors, Keri Systems Inc. 2003-Present
Board of Directors, Mitchell Lewis & Staver 2011-Present
Prior Experience
Chief Operating Officer, GE Interlogix Security 2000-2002
Responsible for $275 million division of this organization.
President, Sentrol Inc. (acquired by Interlogix) 1996-2000
Responsible for $130 million group within this organization.
Various Executive Leadership roles in Sales, Marketing, Engineering and Ops, Ingersoll Rand 1980-1996
Education
B.S. Economics, University of Hartford
M.B.A. (Honors) Marketing, Golden Gate University
CORE VALUES
Core Values are a foundational element of any organization and a one-person consulting practice is no different. It is essential to communicate and live by a set of principles that guide behavior and actions. Here are mine:
Trust
Without it, my practice cannot operate. Trust must be earned through actions and behaviors that actually make one trustworthy. Over time, trust can expand to even deeper levels of understanding and commitment.
Candor
The ability and willingness to be frank and candid with each other –especially during difficult times, requires confidence in what one knows as well as a desire to truly help an individual or an organization. Candor often happens at the expense of “diplomacy” but is often necessary in helping a client make the right decision.
Empathy
Seeing things from the other’s point of view and understanding what it is like to be “in their shoes” makes an advisor more effective and useful. My past set of experiences have provided me a healthy dose of reality and the understanding of what it is like to be in a leadership role.
Competence and Quality of Work
There is no substitute for having the requisite skill and understanding of a given subject. Having a command of an area allows flexibility in the process so that the path to the end result can be allowed to take a more natural course. Quality of the work product, in the case of a business plan, means the plan is clear and concise and free of unnecessary “window-dressing”. A high quality plan can actually be understood and used as guidance by the entire organization.
Commitment and Follow-through
We hear the phrase “do what you say you will do” often. Many times we are all disappointed with commitments made and broken. Accountability is a key word in my world. The weight of it should always be present if one truly desires to be counted on to accomplish a task accepted.
Work Ethic/Preparedness
Business Planning is no different than most other professions. It requires good, old-fashioned “elbow grease” during the development phase and a willingness to persevere through the difficult moments. Being prepared and willing to navigate through the difficult time ensures that the work product will eventually emerge and be of a high standard.
Professionalism
In my mind, being a professional means assuming a perspective that is unwilling to compromise on standards of performance or behavior. It does not mean stuffy or arrogant and can, in fact, be somewhat casual. It does, however, mean that the individual can consistently be relied on to perform and behave in a manner that is suited to the situation.
CLIENT LIST
A clear strategy helps optimize and focus on key business processes that actually support your strategy.
