The role of packaging in food safety and security

The role of packaging in food safety and security is paramount. Perhaps no other factor plays the role of packaging when it comes to ensuring food safety and security. The role of packaging in food safety and security can be understood at its barest from the fact that packaging saves the product from rotting, contamination and a host of other undesirable changes.

Food being a highly decomposable item; it is prone to many effects resulting from pests, microorganisms and other contaminants. It is here that the role of packaging in food safety and security comes into play. Proper packaging not only protects food from the influence of any of these; it also helps the food to retain its moisture, shape, substance and other important characteristics. The most important attribute of the food that packaging in food safety and security plays is in helping to preserve the nutritive value of the food item.

The role of packaging in food safety and security and its importance to the world
Food is the most essential need for all animals, including man. In the developed world, there is such a surplus of food that much of its gets wasted. The role of packaging in food safety and security is in ensuring that this can be minimized to a great extent. If food is properly packaged, it is possible to extend its shelf life and have it consumed after a while, instead of altogether throwing it away.

On the other hand, the role of packaging in food safety and security is equally important in many other parts of the world, there is not enough food for millions of people. When food is packaged rightly, its use can be optimized. The developed world transports food in millions of tons to the developing world. The role of packaging in food safety and security is crucial in such operations, where the quality of the food can be retained.

The role of packaging in food safety and security in the globalized world
When food that is prepared in one part of the world gets consumed in another; the role of packaging in food safety and security acquires vital importance. This is what is happening in today’s globalized world. Food companies have their operations in almost any part of the globe that makes economic sense for them. This food is not necessarily fully consumed in the part of the world in which it is produced. Rather, it reaches out to different parts of the world. This globalized system works in the food industry just like the way it works in a garment or an automobile business.

Key points
Countries of the world follow many of these regulations and conventions in addition to the many of their own. The core concept behind these regulations is that food must be safe throughout the supply chain, from the proverbial “farm to fork”. Planners and thinkers around the world work in tandem to understand the food problems the world is facing and prioritize their tasks towards ensuring that a good part of the inequities get minimized, if not outright eliminated. In ensuring this, the role of packaging in food safety and security is primary.

 

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How to choose a supply chain management solution

Any business that opts for a supply chain management solution has to have clarity on how to choose a supply chain management solution. This is because the supply chain management solution is expected to carry out a number of very important functions. Choosing the wrong or inappropriate one can backfire on the business and derail and impede, rather than ease its work.

Businesses have to take a few important factors into consideration when they have to choose a supply chain management solution. For the supply chain management solution to perform its function of facilitating the supply chain for the business, it needs to perform its functions smoothly without causing hiccups to the business. This is where the decision-making ability of the business owner comes into picture.

So, what factors need to be taken into consideration when a business has to choose a supply chain management solution? Try considering these:

1. Choose by industryThis is obviously a no brainer, but it is an important first consideration nevertheless in choosing a supply chain management solution. Many supply chain management solution providers sell the idea that these are one-size-fits-all solutions that work across a number of industries since the core functions are essentially the same.

This may be true to an extent, but while a number of functionalities are common across a few industries; it is important to get down to the one that is built for your business. A supply chain management solution that works best for retail, for example, may not be as effective for an automobile store. Getting down to the details and dissecting the functionality that the supply chain management solution performs for your particular industry is an important first step in choosing a supply chain management solution.

2. Define your needThis is the next important consideration when choosing a supply chain management solution. A number of supply chain management solutions are available in the market. Choose the one that suits your need the best. In order to do this, the business has to define its need to the fullest extent. It could take a few factors such as this into consideration:

3. Understand the integration function of the supply chain management solutionIntegration is, well, the very soul of a supply chain management solution. The business should have clarity on what functions need to be integrated into the supply chain management solution. The reason for which the integration function is built into a supply chain management solution is to facilitate synchronization of the whole chain. This makes it one of the core factors that determined how to choose a supply chain management solution.

4. Insist on the visibility featureVisibility is a great means for the business to have control over its sales, inventory, logistics, and a host of other functions. The supply chain management solution has to offer visibility on all these functions.

5. Customer relationship management (CRM)A supply chain management solution is incomplete if it does not come equipped with a strong CRM feature. The CRM is the determinant in helping to establish a good relationship with the customer. The CRM feature should enable the business to completely understand the nature of the orders and their status, plus, more importantly, help in customer query responses and other important customer-related features.

 

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200+ followers. WOWWWWWW…

Hello Everyone,

Today we have the pleasure of celebrating the fact that we have reached the milestone of 200+ followers on WordPress. Since we started this blog, we have had such a great time connecting with everyone.  we never expected to actually to connect with other people in the blogging community.

we are so incredibly thankful for each and every one of you who follows and comments on my blog posts. Please know that!

we would continue our blogging in these areas FDA Regulation, Medical Devices, Drugs and Biologics, Healthcare Compliance, Biotechnology, Clinical Research, Laboratory Compliance, Quality Management ,HIPAA Compliance ,OSHA Compliance, Risk Management, Trade and Logistics Compliance ,Banking and Financial Services, Auditing/Accounting & Tax, Packaging and Labeling, SOX Compliance, Environmental Compliance, Microsoft Excel Spreadsheet, Geology and Mining, Human Resources Compliance, Food Safety Compliance and etc.

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Best Practices in Vendor Risk and Compliance Management

Best practices in vendor risk and compliance management need to be inculcated by vendors who deal with them because of the enormous risk their activities carry. Implementation of best practices in vendor risk and compliance management goes a long way in checking risks and with it, the adverse fallouts of a vendor management program.

First of all, why do organizations have a vendor partnership? It is because this kind of arrangement helps them to take care of their logistics and other aspects of their business in a much more streamlined and economical fashion, and this in turn helps them to concentrate and focus on their core business better. A strategic vendor partnership helps organizations manage their products and services better, and more economically. The root to this is inculcation of best practices in vendor risk and compliance management.

The importance of best practices in vendor risk and compliance management can be understood from the fact that when companies outsource their operations, or particular parts of them, or some of their activities, this does not include organizational responsibility. So, the onus of ensuring compliance with regulatory guidelines and making sure that the vendor has implemented best practices in vendor risk and compliance management lies squarely with the organization that outsources.

Burden is on the organization that hires vendorsThis places a heavy responsibility on them, since of late regulatory guidelines for best practices in vendor risk and compliance management have become all the more stringent. While outsourcing part of their activity or operations or logistics or even parts of product development to vendors; companies have to be very sure that they are in tune with best practices in vendor risk and compliance management.

The basis to implementing best practices in vendor risk and compliance management is to get a clear comprehension of vendor responsibilities. Many organizations make the mistake of assuming that best practices in vendor risk and compliance management need to be implemented only at the stage of selecting the vendor. This is disastrous thinking, because selection of the vendor is just the beginning of the outsourcing program. These organizations have to make sure that best practices in vendor risk and compliance management is a continuous program and activity, and hence utmost care has to go into managing them at all times.

Reasons for increased need for implementation of best practices in vendor risk and compliance managementThe need for adaption and implementation of best practices in vendor risk and compliance management has become all the more acute and necessary in view of the following factors:

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Quality Risk Management in the FDA-Regulated Industry

Quality risk management in the FDA-regulated industry is a vital area of regulation for the FDA. Risks to quality may arise from many sources. The FDA has entrusted itself with the responsibility of making sure that the quality of the products it regulates is maintained through a due process.

Quality risk management in the FDA-regulated industry is an extremely broad area that straddles Quality in almost all areas that the FDA regulates. The FDA has regulations for particular areas of Quality, such as pharmaceuticals, medical devices, drugs, life sciences and so on. Quality risk management in the FDA-regulated industry is aimed at utilizing core principles in many areas of health and public safety.

Benefits should outweigh the risksThe rationale for Quality risk management in the FDA-regulated industry is that the benefits a product brings for its users, namely patients, should be greater than the risk it brings in its wake. Risk, as we all know, is something like a side effect or a shadow, which accompanies the product just whenever and wherever it is used, and the products itself is unthinkable without the risk. Risk managers and regulators alike acknowledge the fact that risk is not only avoidable; it is not something that can be eliminated fully.

So, how feasible is Quality risk management in the FDA-regulated industry when it is a given that risk is inherent in any product or activity? As mentioned above; the FDA (or for that matter, any other regulatory agency) proceeds on the belief that risks can only be mitigated. This certitude is the cornerstone of formulation of policy concerning Quality risk management in the FDA-regulated industry. So, the FDA formulates best practices and regulatory requirements for containing risk.

Quality risk management as laid out by the FDAThe FDA formulates risk management strategies and best practices that help manufacturers understand the ways of risk mitigation and hazard control, so that the maximum possible safeguards are put in place to ensure risk mitigation. The FDA goads manufacturers to imbibe risk management into their core, suggesting that they make it a part of their culture.

The proper use of the principles of Quality risk management in the FDA-regulated industry is aimed at fostering compliance with regulatory requirements. Quality risk management in the FDA-regulated industry is tied to a few important principles such as Good Manufacturing Practices and Good Laboratory Practices, among many others.

The Q9 Quality risk management guidelineThe primary guidance set out by the FDA for compliance that ensures Quality risk management in the FDA-regulated industry is the Q9 quality risk management guideline. Among the fundamentals required in the quality risk management process of this guideline are:

• Assumption of responsibilities for implementing and ensuring Quality risk management in the FDA-regulated industry by people in an organization who are entrusted with the task of decision making regarding quality
• Initiation of a process for quality risk management

Risk assessment is a major exercise at which the following need to be taken into consideration:

Quality risk managementRisk assessment is also built on a triad of principles as part of Quality risk management in the FDA-regulated industry:

Further, the next steps in Quality risk management in the FDA-regulated industry are:

• Risk control, consisting of issues such as:
  • Ways by which to reduce it
  • Striking a balance between risks, benefits and resources
  • Identification of possible new risks in the process
• Reduction of risk
• Acceptance of risk
• Communicating of the risk in the proper manner and to the right person(s)
• Review of the risk.

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What are the potential areas of risk management?

 

The most critical aspect of risk management is the identification of potential areas of risk management. This helps the organization to stay focused on the areas in which it could possibly face risks, rather than taking an aimless view and shooting about in the dark.

In a very broad sense, the potential areas of risk management include all areas of a business, because simply no area of the business is exempt from a risk. Talk about finance, and it comes with a risk. What about manufacturing? And what about operations or marketing? How about human resources? In this very expansive sense, every area or activity of the business is among the potential areas of risk management.

Potential areas of risk management could lie simply anywhere

On top of these potential areas of risk management that each part of the business is prone to; there are also the other industry-related risks that inhere into any business. The risks of running, say, a firecracker business, are much higher than running a grocery store. So, potential areas of risk management should ideally include a very broad discussion on every aspect of risk management.

However, when one takes an overview of the potential areas of risk management instead of trying to break down the elements of each function in which there are potential areas of risk management; one can classify these among them:

Generic risks: As we have been discussing, any business, absolutely any business, comes with some degree of risk. And, each business comes with its own generic risk, such as falling short of funding at crunch times, core people leaving the organization at important times, logistics failures at critical times, and so on.

Product specific risks: As the title suggests, this kind of risk is specific to the product that the business deals with. Some products come with their unique risks, and hence, this kind of risk counts among the potential areas of risk management.

People-specific risks: These can happen in a business in which much depends on a few important people. The inefficiency or departure of such people could be among the potential areas of risk management for businesses or projects that are dependent on people.

Financial risks: Obviously among the top potential areas of risk management; financial risks come into play when the organization is not able to meet its bottom lines due to a variety of factors. Not getting funds on time, not getting payments from customers on time, not being able to service debts are some of the factors of financial risks.

Technology risks: Technology is a high area of risk, because it keeps changing at a breakneck speed. If organizations don’t keep up with the pace, technology risks could count among potential areas of risk management.

Market risks: Market risks are yet another of the potential areas of risk management because most businesses are run on the assumption or speculation that a market is going to grow at a certain rate or pace. If the estimate of this market goes wrong, it affects the business negatively.

Customer risks: The ultimate decider of the business is the customer. If a customer gets irate at a bad product or service and issues bad press, it could become one of the biggest of the potential areas of risk management.

Real estate risks: For some businesses, especially retail, the location of the business is a major factor. In many instances, the choice of location could often decide the fate of the business. Imagine setting up a high end retail store in the vicinity of a slum. Does that make sense? Yet, even if a business chooses the right location, it could sometimes be forced to relocate due to factors such as legal issues of the property, making this among the potential areas of risk management.

Finally, what needs to be said is that the list above is by no means a comprehensive one. The potential areas of risk management, as we have discussed at the beginning, are simply too many and too fluid and subjective. They could vary from market to market, product to product and business to business. A business that is perceptive about the market has to make the right assessment of the potential areas of risk management before it starts one. It should also be ready to face the potential areas of risk management if it is up against any factor that lies beyond its reach or forecast.

 

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Understanding the importance and benefits of auditing Quality Management Systems

Auditing Quality Management Systems is a core requirement for ensuring that Quality Management Systems – defined as “…a set of policies, processes and procedures required for planning and execution” in the core business area of an organization, meaning those that impact the ability of the organization to meet customer requirements – are updated and kept in compliance with regulatory requirements. The ISO 9001 set of standards is a step towards helping organizations achieve this end.

The ISO 9001 series, aimed at facilitating and ensuring that organizations of various kinds audit their Quality Management Systems in tune with regulatory requirements set out in this standard; was first implemented in the 1980’s. Today, across the globe, over a million organizations have been certified for complying with its requirements. The ISO 9001 is a tool for auditing Quality Management Systems across all kinds of organizations: big, small or medium to one stop providers to multinational organizations that operate in various geographies.

Why is auditing of Quality Management important?

ISO standards have been arrived at after years of practice, observation and trial and error endeavors. These standards have evolved over continuous implementation of many best practices that are suited to particular organizations based on the size of their operations and the nature of their business.

An organization that has been in the practice of auditing Quality Management Systems is said to be implementing a better way of dealing with risk management. It is also considered an organization that enjoys enhanced stakeholder and customer confidence, as well as an improved, efficient and effective management and operational systems.

More than anything else, auditing Quality Management Systems are the surest means to ensuring that products and services from an organization meet certain prescribed processes and standards. An auditing Quality Management System officially certifies that the organization task a risk-based, process oriented, streamlined approach to ensure the safety, reliability and consistency of its products and services. A company that puts auditing Quality Management Systems in place is said to be more conscious of meeting customer expectations and makes continuous efforts and improvements into its products and services and complies with the law.

Certification is proof that the organization is auditing its Quality Management Systems

Certification is like the proof of the pudding in Quality Management Systems audits. A company may claim to be implementing quality standards, but how does the world come to know about it? It is only through auditing Quality Management Systems certification that this happens. For a company to earn auditing Quality Management Systems certification; it has to be audited by the ISO. Upon careful scrutiny of its practices, the ISO awards the organization the 9001 Quality Management Certification.

What are the benefits of auditing Quality Management Systems certification?Certification from the world’s leading Quality Management Systems auditing certifying body gives such an audited and certified company a host of credentials and benefits. These are some of them:

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Safety Management and OSHA Compliance

Why is Occupational Safety and Health Administration (OSHA) compliance necessary? For a simple reason: OSHA compliance is the surest legal way of ensuring safety at the workplace. Safety management and OSHA compliance go hand in hand and are deeply connected to and intertwined with each other. Safety management is at the core of OSHA and is the very purpose for which OSHA regulations were legislated. This is why safety management and OSHA compliance are so strongly related to each other.

Construction Goggles

OSHA has regulations for ensuring the safety of workplaces in almost any industry that one can think of. Compliance with these regulations is necessary for not only ensuring the safety of workers at the workplace; it is also necessary to avoid paying hefty fines that noncompliance results in. knowledge of safety management and OSHA compliance and the way they work is crucial for any company for these core reasons:

• Violation of any relevant OSHA regulation leads to high penalties in the form of fines. Such an organization can also expect to face suspension of their activities

 

• A safety management program as part of OSHA compliance ensures that the organization cuts down on its costs significantly

 

• More than anything else, an organization that violates the provisions and requirements of OSHA can become responsible for employee injuries and even death at the workplace. Such an organization faces additional costs. Its production capabilities suffer, leading to delayed output.

 

A full understanding of safety management and OSHA compliance

It is to familiarize organizations with all that is necessary for ensuring safety management through OSHA compliance that GlobalCompliancePanel, a leading provider of professional trainings for all the areas of regulatory compliance, will be organizing a two-day seminar. This seminar’s speaker is Keith Warwick, who is President, Patty & Keith Inc. Keith, a licensed professional engineer in California, who has been licensed in Tennessee, Indiana, Illinois and New York; is the author of California’s Highway 99: Modesto to Bakersfield.

To gain learning from Keith on the way in which safety management and OSHA compliance are related to each other, please register for this seminar by visiting Safety Management and OSHA Compliance This seminar has been pre-approved by RAPS as eligible for up to 12 credits towards a participant’s RAC recertification upon full completion.

Key seminar takeaways

The main benefit this seminar will impart is that it will offer to participants the ways by which to develop a safety program that will help them save costs associated with delays in schedules and the human cost of injury or death. In the course of narrating this major benefit, Keith will also show explain the following:

• Safety management guidelines and techniques for the engineering, construction, and scientific professions
• The costs of preparing the necessary safety documentation
• Using multiple techniques for each safety task
• Costs of professional services from consultants
• The costs of accidents in an occupational environment
• The costs associated with operating industrial and construction projects safely in accordance 29 CFR 1910 and 29 CFR 1926
• The way in which environmental releases and safety violations can impact an organization’s profitability
• How accidents affect production schedules and result in civil or in some cases criminal action: Multiple safety violations can cost organizations hundreds of thousands of dollars.
• Upper management’s commitment to an environmental and safety compliance program.

Keith will show participants how to develop a safety inspection protocol that will help reduce the risks of environmental incidents and accidents. All these will be peppered with a brief exercise on each of the two days.

This detailed presentation of all the aspects of safety management and OSHA compliance will be of great value to professionals related to safety and its upkeep, such as Owners, Managers, Safety Managers, Environmental Compliance Managers, Engineers, Architects and Landscape Architects.

Keith will cover the following areas at this seminar:

• Chemical safety
• Developing a safety management program
• Safety aspects of environmental compliance
• Confined space safety
• Introduction to OSHA
• Office safety
• Hazardous communications
• Safety Data Sheets
• DOT hazardous material classes and divisions.

Seminar Calendar of Upcoming Courses – June to July – 2017

GlobalCompliancePanel’s seminars are a wonderful opportunity for professionals in the regulatory compliance areas to understand the latest happenings and updates in the regulatory compliance areas and to implement them, something they need to climb in their professions. GlobalCompliancePanel brings together a few of the best recognized names in the field of regulatory compliance on its panel of experts. The result: Learning that is effective, valuable and helpful.

GlobalCompliancePanel’s experts help you unravel all the knowledge you need in all the areas of regulatory compliance. At these seminars which are held all over the globe, you get to interact with them in person, so that any doubt or clarification you have is sorted out by none other than the honcho. They help professionals like you implement the regulations and stay updated, so that regulatory compliance causes no stress for you.

GlobalCompliancePanel’s experts offer their insightful analysis into the issues that are of consequence to regulatory professionals in their daily work. Their thoughts help you implement the best practices of the industry into your work. They also offer updates on the latest regulatory requirements arising out of a host of the laws and issues related to regulatory compliance, including, but not limited to medical devices, food and beverages, pharmaceuticals, life sciences, biotechnology and pharmaceutical water systems.

Take a look at our upcoming webinars from GlobalCompliancePanel, which will put you on the road to learning about any area that is of importance to your profession. You can plan your learning from GlobalCompliancePanel by looking at our seminars in the next few weeks at locations of convenience to you. You can choose from a whole range of topics. See which among these trainings suit you: Design of Experiments (DOE) for Process Development and Validation, Writing and implementing effective SOP’s, new FSMA rules, risk management and device regulations, data integrity, combination products, and what have you!

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Leadership Management Academy 201-202: Rising Through the Management Ranks 2017

 

Overview:

Why Should You Attend?

By attending, you will take advantage of a great opportunity to advance as a manager to the next level!

Too often, we focus on getting things done and results and miss working on our self-development. Let’s face it: this is how we get paid yet this is also how we keep falling behind when it comes to our careers. It’s time to get ahead! Don’t miss an opportunity to advance as a manager again!

We’ll take you through peer discussions addressing leading and managing, integrating finance and quality, managing your time effectively, managing performance and managing up.

Join us as we help you report back to your manager that “I’m ready to take the next step in advancing my management career!”

 

Why should you attend :

By attending, you will understand how to even more effectively:

• Lead and manage
• Integrate finance and quality in your organization
• Manage your time, including prioritizing
• Manage performance
• Understand behavioral styles, so you can manage more effectively
• Handle performance conversations, especially difficult conversations
• Coach with purpose and focus
• Manage to Action Plans, both by your team members and yourself
• Build teams
• Integrate performance improvement and quality improvement
• Manage your manager, manage up

Are you concerned about getting ahead, taking the next step in your management career, yet you never seem to have the time?

Would you like to get a better handle on those difficult “performance conversations” you have to have?

Would it make a difference if you could coach more effectively with purpose and focus?

Would you like to improve your management skills to the point where everyone on your team is taking action to achieve results every day?

If you answered “yes” to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through these important topics, key questions and answers we all need to be able to address effectively to improve our team members’ and team’s performance, all of which helps us manage even more affectively and rise up the corporate ladder!

Areas Covered in the Session:

Leading and Managing

• Coping with new roles as leaders
• The differences between leading and managing
• Leading effectively – best practices
• Managing effectively – best practices

Integrating Finance and Quality in Our Organization

• Quality Management
  • How are we managing quality in our organization?
  • Best practices
  • Improving quality and quality management
• Quality and Cost – Drive down labor and supply costs while improving the quality of products and service provided
• Management Integration – Find the right structure, align incentives, and engage managers in business and process improvements.
• Revenue Cycle – Implement the cultural, process, technology, and talent strategies that will get better results with limited resources.
• Budgeting — Planning, Implementing and Evaluating

Managing Time Effectively / Prioritizing

• How we can be more efficient and effective
• Determining priorities and focusing on the important (time management/delegation)
• LEM goals
• Managing increasingly multiple priorities and working relationships

Managing Performance

• Understanding Behavior, Managing Performance Within a Behavioral Context
  • Behavioral styles – how can we quantify behavior interactions with customers and with co-workers
  • Evaluating behavior
    • Understanding behavioral tendencies (DiSC – Dominant, Influencing, Steady and Cautious) and addressing when reviewing performance
• Performance Conversations, Difficult Conversations
• How to have those conversations with employees (crucial performance conversations)
• Coaching and mentoring – especially with those who are under-performing
  • Why might people not be performing well – understanding and addressing
  • Integrating coaching with performance conversations.
• Action Planning
• Follow-up to those conversations
  • Monitoring the Action Plan
  • Modeling the behavior we expect
  • Monitoring and reviewing of Action Plans
• Performance Reviews
  • Working with HR for conducting performance reviews objectively
  • Managing and implementing Professional Development Plans (PDPs)
  • The importance of documenting performance
  • Letting someone go legally and professionally while protecting yourself at the same time
• Integrating Performance Improvement and Quality Improvement
  • Taking this to the next level – follow-through – continuing that improvement
• Team-Building
  • Keeping the environment positive while effectively managing performance
  • Supporting employee morale and job satisfaction – tips and techniques we can use
  • Building/sustaining a cohesive team – accountability
• Managing Up
  • Managing your manager
  • Dealing with senior management
  • Managing new and evolving working relationships – how do you push back without pushing back
  • Persuasion influencing, (up) and negotiating up

 

Who will benefit:

• CEO
• Senior Vice President
• Vice President
• Executive Director
• Managing Director
• Regional Vice President
• Area Supervisor
• Manager

 

 

 

Agenda:

Lecture 1: Leading and Managing

Lecture 2: Integrating Finance and Quality – Part 1

Lecture 3: Integrating Finance and Quality – Part 2

Lecture 4: Managing Time Effectively – Part 1

 

Day 2 Schedule

Lecture 1: Managing Time Effectively – Part 2

Lecture 2: Managing Performance – Part 1

Lecture 3: Managing Performance – Part 2

Lecture 4: Managing Your Manager, Managing Up

 

 

Speaker:

Chris DeVany,

Founder and President, Pinnacle Performance Improvement Worldwide,

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle’s clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, “90 Days to a High-Performance Team“, published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.

He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues. He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster’s International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.

Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation. He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.

Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.

 

 

Location: Raleigh, NC Date: April 27th & 28th, 2017 and Time: 8:30 AM to 5:30 PM

 

 

Venue: Courtyard Raleigh-Durham Airport

Address:  Courtyard Raleigh-Durham Airport   2001 Hospitality Ct, Morrisville, NC 27560, United States

 

Price:

 

Register now and save $200. (Early Bird)

 

Price: $1,195.00 (Seminar Fee for One Delegate)

 

Until March 15, Early Bird Price: $1,195.00 From March 16 to April 25, Regular Price: $1,395.00

 

Register for 5 attendees   Price: $3,585.00 $5,975.00 You Save: $2,390.00 (40%)*

 

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