Jon Spiesman

One Percent Better Leader

Just like other skills, leadership is something that improves through willingness and consistent practice.  No one becomes a true leader overnight, but working at it consistently and targeting small improvements over time leads to great results!  Are you willing to put the effort in to get 1% better today?  OPBL is dedicated to helping leaders achieve their goals 1% at a time.

Founder and CEO

Tala Peak Leadership, LLC

"Culture eats strategy for breakfast" - Peter Drucker.  I help leaders intentionally build the culture of their organizations and exceed their goals.  Tala Peak Leadership works with leaders to analyze their situation and create a specific plan to shift the culture of the organization and create measurable results.

Managing Owner

Center for Executive Coaching

Certified Executive Coach 

Bayer

Business lead for Integration of Bayer and Monsanto entities, business processes, and ERP systems.  Set up enterprise project governance and project management systems for $200M integration effort.  Identified and recruited talented leadership team.  Drove collaborative teamwork across teams of Monsanto and Bayer experts, senior executive stakeholders, and complex business teams.  Maintained highly engaged teams throughout grueling and intense 2 year project schedule through visible and authentic leadership, fun and engaging team activities, and regular newsletters and town hall style communications.  Project stakeholder management and communications was considered best-in-class internally and was implemented on other enterprise critical projects.  Creatively addressed the challenges that COVID placed on a global project team to achieve an on-time implementation with fully remote teams.

VP, Business Lead US/CA Integration Project

Continuation of Monsanto role through transition to Bayer ownership.  Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing ~$200M of Logistics spend.  Leader of cross functional team, each leader with diverse and independent functions and sometimes diverging interests.  This role required a CEO mindset to elevate vision of team success and foster collaborative teamwork.  Consistently maintained highest levels of engagement scores within function/division/region by prioritizing communication, clear goals, employee trust, and celebrating wins.  Success required effective team building, stakeholder management, authentic leadership presence, and high personal accountability and credibility.
Notable Accomplishments in Team Performance and Innovation Leadership:
•	Defined and implemented new business model pilot for outcome-based pricing and direct to farm delivery
•	Implemented Monsanto’s first Digital Transformation of customer experience encompassing B2B strategy, customer portal strategy, digital finance tools, and market funding tools.
•	Implemented TMS system for transportation optimization and shipment visibility – project won global recognition from JDA for customer value creation, completed on-time, and achieved savings goals.
•	Implemented perfect order metric to drive improved customer experience and streamline processes
•	First implementation of Robotic Process Automation – automating ~10,000 process steps in first year.
•	Implemented hub support model across select support functions to enable standardization and efficiency gains of 20% in cost and resourcing

Director, North America Customer Care

Monsanto Company

Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing $200M of Logistics spend.  Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing ~$200M of Logistics spend.  Leader of cross functional team, each leader with diverse and independent functions and sometimes diverging interests.  This role required a CEO mindset to elevate vision of team success and foster collaborative teamwork.  Consistently maintained highest levels of engagement scores within function/division/region by prioritizing communication, clear goals, employee trust, and celebrating wins.  Success required effective team building, stakeholder management, authentic leadership presence, and high personal accountability and credibility.
Notable Accomplishments in Team Performance and Innovation Leadership:
•	Defined and implemented new business model pilot for outcome-based pricing and direct to farm delivery
•	Implemented Monsanto’s first Digital Transformation of customer experience encompassing B2B strategy, customer portal strategy, digital finance tools, and market funding tools.
•	Implemented TMS system for transportation optimization and shipment visibility – project won global recognition from JDA for customer value creation, completed on-time, and achieved savings goals.
•	Implemented perfect order metric to drive improved customer experience and streamline processes
•	First implementation of Robotic Process Automation – automating ~10,000 process steps in first year.
•	Implemented hub support model across select support functions to enable standardization and efficiency gains of 20% in cost and resourcing

Promoted to Lead cross functional team including Customer support and account management, logistics, demand and distribution planning, and business process support for $6.5B revenue business.  Success in this role required strong partnering and negotiation with sales and marketing functions and functional global leadership.
Notable Accomplishment Areas in Operational Excellence and Innovation Leadership:
•	Led first Monsanto implementation of SFDC – over 1M cases, 36% increased NPS, 49% reduction in resolution time, and 32% improvement in customer effort score.
•	Implemented Monsanto first mobile track and trace and delivery feedback process, enabling real-time feedback on 19,000 deliveries with a satisfaction rating of 99%.
•	Implemented new OTC system to enable movement of $800M brand to agency model.
•	Established dashboards, metrics, and governance processes to drive consistent operational excellence across business lines.  The improved target setting and harmonization between functions delivered $10M in logistics savings, improved OTD, and a 90% variance reduction against quarterly targets.

Director, US Supply Chain

Notable Accomplishments
•	Influenced key decisions makers to change the strategic plan for the 5 year soy crop LRP through creation of a model to help bring visibility to hidden costs and risk associated with the ramping up of new product volumes.
•	Created and implemented novel contingency plans to replace 20% of total supply plan impacted by historic 2012 drought conditions.

Director, North America Soybean Seed Mfg

Notable Accomplishments:
•	Led first Monsanto implementation of new SC model integrating Procurement, Planning, Logistics, and Customer operations into one organization.  
•	Post-centralization of Customer Service function led a full re-evaluation of the function and the OTC processes which led to several impactful initiatives including:  Implementation of a new distribution model in Italy reducing product returns by 50% with an increase in sales, implementation of a front/back office split in Customer Service enabling 50% improvement in efficiency and labor arbitrage of $2.5M USD to East Europe.
•	Designed and implemented a new Procurement model for EMEA, increasing staff H/C from 1 to 45 but reaching breakeven savings 7 months into first year and 2X committed financial contribution over 3 years ($70M USD).
•	Led definition and implementation of first measure of NPS and OTD in EMEA and drove a 10% improvement against baseline in the first year.
•	Oversight of hosted site shutdown and demolition in Antwerp, Belgium including negotiated settlement with asset owners, labor unions, and works councils.

EMEA Supply Chain Director

Manufacturing Business Unit Leader

Monsanto

Production Planning

Area Leader

Site Manager

Freeing Execs to work ON their business instead of IN their business.

You finally have time set for that romantic dinner date with your spouse.  Her favorite location, the smell of butter, garlic, and wine wafting from the kitchen as you imagine a plate of Veal Parmigiano.  The maitre’d seats you and you open the menu as you feel a familiar buzz from your jacket pocket….
Your phone ringing.  It's work…again.

You missed another of your son’s soccer games.  His dejected gaze at his shoes when you explain, it carves at your soul.  That look from your wife….all too familiar.  

You can see that your strategy is outdated, opportunities laying lonely on the table like those magazines articles you keep meaning to read.  

You just need time…you need to get ahead of a few things.  You need freedom to work on your business, not stuck feeling trapped in your business.

You sacrificed much to build your business.  You deserve success….you also deserve to live your life and enjoy what you have built, not be a slave to it.  You can regain your treasured personal time, you can pursue those business opportunities and catalyze the next level of growth.

If you recognize yourself here….there is hope.  You grew your business career one block at a time…the way out of this situation is the same….to grow out of it. 

I use proven coaching frameworks to target measurable improvement areas for your leadership.  True organizational change starts through courageous change with senior leaders like you.  I’m so confident in this process that I offer a results guarantee.  You will see measurable improvement or you don't pay.  What do you have to lose?

Want a leadership master-class? The Johari window is a pretty good candidate.

Leadership is relationship…when relationships and trust are strong, you have a good chance as a leader.

The Johari window is a framework to expand trust and achieve potential.

The “arena” is where you can openly lead….leveraging your strengths and those of others to achieve results.

In the arena - you build trust through competence and leading with humility.

You also build trust through vulnerability - sharing some of the hidden things in the ‘facade’.

What are the things that you lose sleep over? What are you working on to be a better leader?

Vulnerability requires a lot of courage but it brings humanity into the leadership equation.

When you have gained enough trust, you may start to learn about “blindspots”.

In my last post, we talked about blindspots….negative or positive, they represent opportunity.

A workplace with trusted relationships allows for exploration into the “unknown”.

When you are consistently expanding the arena by shrinking the other three quadrants….I would wager your results will be strong.

It may seem oversimplified to think about this with a 2x2 matrix.

But if you really think about it….does leadership need to be more complicated than this?

What is missing for you?

Have you seen or used the Johari window before?

💡Leadership Tips that make you think
🔔 Follow me or connect if you are cheeky

Best sketchnote by Tanmay Vora ✍️ — make sure to give him a follow!

#EncouragingLeaders #JohariWindow #Leadership #Trust #GreatPlaceToWork #LeadershipDevelopment

Performance & Service Manager Core ERP Bayer

Project Manager with demonstrated international experience. Multilingual German and Spanish. High level in English.

Product Manager Digital Transformation - IT Pharma

Testing: Overall Accountable for SIT and UAT:
o	Test Concept Approach (incl. Communication structure, roles & responsibilities).
o	Business Cases creation for SIT and UAT together with IT and Business.
o	Communication with key stakeholders in IT and Business. 
o	Coordination of Execution and Tracking due to timeline & deliverables.
o	Establishing a very effective network. 
Hypercare Overall Accountable: 
o	Hypercare Concept Approach (incl. Communication structure, roles & responsibilities).
o	Coordination of Tracking and Execution of incoming Incidents

O2C Overall Lead Testing and Hypercare US/CA Integration

Different positions as IT Consultant within Bayer, Spain

It Consultant

Endress+Hauser Group

Business Application Consultant

Career transition

Project Manager / SAP Consultant

HARTMANN GROUP

-	Migration SAP SD in Lisbon, Portugal.
-	Analysis, development and implementation of a commercial efficiency project for the 
        pharmaceutical, medical visit and hospital sales force. 
-	Migration SAP SD en Rock Hill, United States.
-	Participation in the migration SAP SD of Johannesburg, South Africa. 
-	Coordination and execution of the Project segregation of the companies Paul Hartmann S.A. 
        and Laboratorios Hartmann S.A. in 2002, including the modules SD, MM, PP, FI and CO and  
        its Go Life .
-	Implementation of a programme for Hartmann Spain for Frequently Asked Questions 
        regarding SAP (SD, MM, FI-CO.
-	Development of implementation Project annual SD improvements. 
-	Lead and execute the customer master reorganization for the Hartmann Group, eliminating 
        annual comparison statistic errors. 
-	Contact person with headquarter regarding all SAP MM, FI-CO and PP requests. 
-	Implementation and coordination of a Project Management Tool in Hartmann Spain 
        (PRINCE 2).
-	Execution of e-learning documents SAP SD.
-	Execution of authorization requests SAP SD and MM for all Hartmann Group subsidiaries.

Solid Project Manager SAP with national and international experience (Germany, United States, Portugal, France). Multilingual in German and Spanish. High level in English. Proven track in sanitary and industrial areas. High analytical performance, coordination and organization.

taplio

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Jon Spiesman

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The Battle

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