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Cultural Due Diligence in Mergers, Acquisitions and Joint Ventures

M&A is one of the biggest types of organizational change causing stress and uncertainty to employees, so cultural due diligence is a necessity. An anxious or unfocused employee base loses productivity. Proactively managing communication, stress and the change process is critical when organizations undergo such transformation and are trying to achieve peak synergies. Managing and mitigating communication, stress and the change process needs to start as soon as possible – it’s never too early to consider the people, of whom the M&A will have the greatest impact.

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Cultural Transformation

In today’s world, when we recognize that any significant “change” must occur in business, that change requires that employees condition their attitudes, values, beliefs or priorities in such a way as to modify their behavior and as such, the company’s culture. It is insufficient to engineer an organizational change through the creation of new processes, structure or planning initiatives.

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Leadership Effectiveness

An organization’s ability to achieve long-term business success is driven principally by the effectiveness of its leaders. Challenges such as marketplace disruptions, implementing new business strategies, integrating mergers/acquisitions, or building high performing organizations require leaders who are savvy in emotional and social intelligence as well as in business. We help organizations develop inspirational leaders who win the hearts and minds of its people – a necessary part of organizational excellence and winning in the marketplace.

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Carl Webb

Carl Webb has 41 years’ experience in the offshore engineering industry. His direct experience on numerous ultra-deep water mega-projects spans the concept development, front-end engineering, detailed design and fabrication, installation, and commissioning phases. Specific project experience over the last 28 years includes this concept-through-commissioning role over several years each on four TLPs, one Spar, and three FPSO projects.

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Jeffery Blake Moore

Blake Moore worked for Shell for over 34 years in various capacities (predominately in Facilities and project execution) from California to Norway. He joined Shell’s Deepwater projects group in 1997 and worked several deepwater facilities ranging from Subsea to beach, Semi’s, TLP’s and more recently FPSOs.

Blake Moore worked for Shell for over 34 years in various capacities (predominately in Facilities and project execution) from California to Norway. He joined Shell’s Deepwater projects group in 1997 and worked several deepwater facilities ranging from Subsea to beach, Semi’s, TLP’s and more recently FPSOs.

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William Ron Ledbetter

Mr. Ledbetter has over 41 years of Oil and Gas Industry experience in the Subsea Engineering discipline. His extensive experience encompasses design engineering, manufacturing, engineering management, project management, and executive management. His technical expertise is in subsea systems and equipment for offshore field developments. He has a sound technical background developed over 10 years as a design engineer for subsea drilling, work over and production control systems. Ron’s experience includes fifteen years of engineering and manufacturing experience gained with major industry equipment suppliers including nine years of technical and production management.

Mr. Ledbetter has over 41 years of Oil and Gas Industry experience in the Subsea Engineering discipline. His extensive experience encompasses design engineering, manufacturing, engineering management, project management, and executive management. His technical expertise is in subsea systems and equipment for offshore field developments. He has a sound technical background developed over 10 years as a design engineer for subsea drilling, work over and production control systems. Ron’s experience includes fifteen years of engineering and manufacturing experience gained with major industry equipment suppliers including nine years of technical and production management.

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