Having been benefit from a combination a great education, 20+ years as a CEO and 7 years as a professor here is an insight into my strategic thinking:

— Simpler strategy is better.

— Companies don’t need to be good on all attributes…just the ones that matter most to the customers. — Customer selection is important…not every customer is a good customer.

— You need to achieve “fit” between your strategy, your structure and your people

— Greatness requires Disciplined People, Disciplined Thoughts, and Disciplined Actions

Leadership makes a huge difference. Here are somew of my guiding thoughts:

- Practice Level 5 Leadership: Be self-effacing, listening, have personal humility but have tremendous professional will

- FIRST: Get the right people on the bus. Then figure out where to drive it.

- People are not your most important asset. The RIGHT people are.

- “You can accomplish anything in life provided you do not mind who gets the credit” Harry Truman

- Confront the brutal facts, yet never lose faith

- Trust is the foundation for leadership. People trust you when they are interacting with the real (authenticity), when they have faith in your judgement and competence (logic) and when they believe that you care about them (empathy).

- Look for other people’s awesomeness. Unleash people to achieve things they never dreamed were possible.

- Great leaders set high standards and have devotion for their people

My belief is that Culture matters, as Professor Frei of the Harvard Business School said “The only important thing leaders do is create and manage culture. If your ambition as a leader is maximum impact then learn to become a culture warrior.”

— Build a culture around the idea of freedom and responsibility within a framework then fill that culture with self-disciplined people. When you have disciplined people you have disciplined thought, you do not need bureaucracy.

As an accomplished professional who has dedicated my expertise to teaching and inspiring the next generation of business leaders at the UC Irvine School of Business. I serve as a guest lecturer and adjunct Professor. By focusing exclusively on Case studies, particularly those from Harvard Business School (HBS), my intention is to challenge students to analyze real-world business challenges, encouraging them to employ tools, analysis, sound judgment, and creativity to craft strategic plans.

The emphasis is on helping students understand how to navigate and make informed decisions in the face of complex issues that leaders commonly encounter in their professional journeys. My teaching approach is designed to stimulate critical thinking and strategic problem-solving, instilling in students the ability to generate viable options and choose the most effective course of action.

My teaching style and dedication to my students have not gone unnoticed. My classes consistently receive high rankings, a testament to my ability to engage and educate effectively.

Edward’s early career was distinguished by a keen focus on marketing, predominantly in the food and golf industries. In the food sector, he garnered substantial experience as a vital part of the management team responsible for marketing the Old El Paso brand. Amusingly, Edward often reminisces about the unique experience of being an Englishman marketing Mexican cuisine to the American market while based in Minneapolis.

Following his tenure in the food industry, Edward transitioned to the dynamic world of golf, dedicating nearly a decade to this domain. Initially, his role revolved around marketing the Maxfli golf brand. During this period, he played a pivotal role in successfully launching products such as the Maxfli Revolution and the Maxfli Noodle, significantly contributing to the brand’s growth and popularity.

Edward’s journey with Maxfli proved to be a success, culminating in the acquisition of the company by TaylorMade adidas-Golf, facilitated by private equity backers. In this new phase, Edward assumed the prestigious position of Senior Vice President and General Manager for North America and Global Marketing for TaylorMade adidas-Golf. This role encompassed not only turning around and leading a division with a revenue exceeding $300 million but also overseeing a substantial global marketing budget, surpassing $100 million. This underscored his well-established capabilities in strategic marketing and business management. During his tenure as SVP, the business experienced significant and impressive growth.

Following his role at TaylorMade, Edward leveraged his extensive marketing expertise to establish two new brands within technology companies—PowerMetal and Aculon. In this venture, he applied his strategic marketing acumen to drive the growth and success of these budding enterprises in the technology sector