Steve Easterday: has over two decades of strategy, technology and organization change experience helping organizations address some of their most challenging business problems. He has worked as a management consultant and trusted adviser to public and private sector clients throughout North America.
In addition he has held industry operating positions, including as a senior executive with P&L responsibility. Steve is a proven developer of people and teams, a skilled manager of large scale change efforts, and a specialist in designing and implementing transformational programs that drive organizational effectiveness, revenue growth, and enterprise value.
Steve currently serves as the Chief Operating Officer for Thruue, Inc. a strategy consulting firm that transforms organizations by helping them connect great strategy within a high performing culture. Prior to his current role, Steve held a variety of positions including:
In the role of Market Segment Leader for Payment Processing Company he developed a go-to-market strategy and business development plan for a payment processing company expanding into government services market, conducted market analysis, identified organizational needs and built a shared vision among executive leadership team. Subsequent efforts established a formalized government business development function including recruiting experienced professional staff, establishing target agencies, building key account plans and pipelines, and developing relationships with current and former government executives. Generated a 40% EBITDA CAGR.
As Government Market Segment Leader served as an executive with a global technology-based business services company, responsible for developing and leading the growth strategy of an $80M customer segment. In addition to overall P&L responsibility for this segment (Federal and State government clients), Steve’s focus included identification of acquisition targets, conducting strategic analyses, transition planning, and merger integration of newly acquired entities. In addition, Steve implemented strategies resulting in increased organic revenue growth and reduced operating and capital cost structures, leading to domestic operating margins of 21%.
For a Health Care Delivery System consolidated, restructured, and merged two academic medical centers. Led the review and analysis of clinical programs and identified opportunities to reduce overall costs through clinical program consolidation. Steve was responsible for oversight of eight project teams and assisted in the development and implementation of a $100M organizational change agenda composed of 25 project initiatives. In addition, he served as a subject matter expert for productivity and program analysis.
U.S. Department of Treasury – Steve led a 30-person consulting team through a three phase effort (Baseline, Blueprint, Implementation) that redesigned a core business process supported by 15,000 full-time equivalent staff members responsible for ensuring compliance with federal income tax laws for an estimated 40 million taxpayers annually. In addition to workload redesign, this highly visible and politically sensitive project required a significant focus on communication planning and stakeholder involvement. Results of this effort significantly improved the client’s ability to identify and prioritize critical workload, enhanced staff productivity and effectiveness, and reduced customer cycle time.
Major Health Care Consulting Firm – Steve led strategic initiative for a major consulting firm, charged with identifying, planning, and managing a portfolio of market expansion and business improvement initiatives. Steve conducted leadership interviews, facilitated executive meetings, conducted staff focus groups, and led a team of consultants charged with managing multiple initiatives focused on increasing the organizations capacity for profitable growth by enhancing recruitment, staff training, intellectual capital development, utilization planning and practice management functions.
Veterans Benefit Administration – Steve provided program management oversight and direction for a Lean Six Sigma Claims Processing Improvement Project. The purpose of the project was to test, validate, and refine claims processing improvement recommendations and measure the impact of process changes on claim processing cycle times. Changes implemented during this project included establishing cross-functional work teams, physically relocating staff and redesigning work spaces, establishing an Intake Processing Center, and implementing new performance measures and process score cards. As a result of this project, the Regional Office significantly improved claims processing cycle time – Average Days to Complete a claim was reduced by 40.7 days, and Average Days Pending was reduced 15.6 days.
Graduate study in Management and Organization Development, George Mason University; Executive Certificate in Business Strategy, Round Table Group; Business Administration and Industrial Psychology (Academic Honors), Rollins College.
Active Member of the Institute of Management Consulting and Project Management Institute. Certified CTT Consultant (Barrett Values Center).