Scott Carlberg focuses senior management and
boards, driving their
organizations' public affairs and business development activities closer to their revenue
line. Carlberg has counseled senior corporate executives, analyzed
key stakeholders and produced targeted, consistent programming to
achieve corporate goals, enhance networks and build esteem with
thought-leaders through:
-
Senior Management Development and Confidence
-
Corporate Transformation and Project Management
-
Organization, Communication and Influencing Skills
-
Business and Industry Credibility
Senior Management
Development and Confidence
o
Led successful
“executive positioning” of management at two Fortune 100 firms to
build bridges with key stakeholders with strategic backgrounds or
influence; conducted one-on-one counsel with CEOs. Developed the
“management communications” function for Phillips Petroleum.
o
Routinely prepared
senior corporate management for key venues; handled corporate issues
and spoke on behalf of senior management in public and
business-to-business issues.
o
Managed a record
Duke Energy Foundation $52 million deposit and an annual $12 million
strategic outreach budget; tightened foundation governance; reversed
audit variances in the corporate foundation.
o
Sharpened the
stakeholder focus of a major oil company’s $9 million philanthropy
budget by aligning charitable giving to key corporate objectives,
reporting activities to the Social Policy Committee of the board,
chaired by Lawrence Eagleburger.
o
Negotiated
transformational $10 million business/education partnership chaired
by Duke Energy’s CEO – “The Charlotte Research Institute” at the UNC
at Charlotte. The Institute creates research opportunities,
spin-off companies and intellectual capital; furthers the
institution’s designation as a research university and spurs
economic development, which is critical to a utility.
o
Planned and
contracted company-wide oil company employee survey, communicate
results. Facilitated company teams to address issues raised by
employee survey.
o
Analyzed public
relations at a major U.S. university, restructuring of the
department for increased flexibility, rapid response and alignment
with the university goals.
o
Debriefed and
developed new strategies for a $10.8 million arts/cultural annual
campaign in Charlotte. Campaign showed largest increase in three
years with new approach and tactics in place.
Corporate
Transformation
o
Managing “Open For
Business,” a $900,000, three-year UNC System initiative to improve
university service to industry. Working with managements of
regional companies in this effort.
o
Created and
implemented outreach activities to reverse negative public issues at a proposed greenfield merchant power plant site.
o
Restructuring
regional film commission to manage development of a $250 million
(annual direct cash investment) industry.
o
Aligned corporate
community outreach to benefit Phillips Petroleum government
relations; implemented highly targeted constituency-building to aid
business units.
o
Led strategic
planning and visioning input for a 16 county economic development
region of North and South Carolina; developing and implementing
system to use of data use for economic development and cooperation
between the Carolinas on business expansion and attracting
international companies.
o
Managed the
“Carolinas Competitiveness Forum,” economic development summit for
Duke Power’s CEO, attracting 250 government officials and
executives. The goal: Drive consensus to revitalize Carolinas’
manufacturing base; create a “call to action” for opinion leaders.
o
Re-focused
Phillips Petroleum’s video programming, reducing expenses 15% and
doubling productivity in a corporate television operation that was
named one of the top ten in the nation.
o
Created and
implemented external relations plan for a major Phillips Petroleum
petrochemical complex in the Texas Panhandle; enhancing fence-line
relations, press relations and corporate reputation.
o
Directed Duke Energy’s
Sarbanes-Oxley project start-up to document and
remediate internal controls for financial reporting. In ten months,
logged 5,000+ controls, covering 90% of company revenues.
o
Following a $24
billion merger, created and implemented strategic “signature
programs” targeting key constituencies; re-structured corporate
citizenship across Duke Energy, “Most Admired” in its Fortune
segment, 1999-2003. Streamlined corporate citizenship systems:
·
Budgeting:
Implemented budgeting to enhance accountability and tracking of
grants. Paid off $7 million of multi-year grants early through
exacting cash management and budget efficiencies.
·
Program
evaluation: Enacted reporting mechanisms for grants; conducted
in-depth review of top five grants each year and report key
strategic and best practices of grantees.
·
University
outreach: Aligned Foundation giving with energy industry emphasis
to address intellectual capital issues where Duke Energy operates.
·
Scholarships:
Transformed a routine community relations scholarship program into
an important national constituency-builder for the executives of the
corporation.
o
Led corporate team
in groundbreaking industry/university program to address higher
education issues and corporate diversity recruiting. Taught in the
university classroom as part of the program.
Organization,
Communication and Influencing
o
Managed a research
task force to more fully anchor professional motorsports in the
Charlotte region. The task force reported findings to the North
Carolina Governor and General Assembly.
o
Managing editor of
the American Red Cross “Year One” Report about Hurricanes Katrina,
Wilma and Rita; managed relationships with top corporate leaders for
messaging. Distributed worldwide.
o
Merged bargaining
unit contracts during union negotiations. Reduced grievances by
two-thirds in represented chemical plant. Managed communications
during negotiations at major U.S. refinery.
o
Created and led
corporate Citizen Advisory Panels in two major corporate locations
that act as public opinion barometers and communication conduits for
management.
o
Produced more than
600 corporate TV programs. Accomplished in front and behind the
camera and microphone. Adept at media interface.
o
Drove creation of
a Charlotte capital campaign system for quality control and to track
more than $400 million of capital campaigns. Charlotte’s top
companies and management are still a part of the system.
o
Led
corporate/non-profit steering team for a new emergency response
system after the Oklahoma City federal building bombing; tap into an
opinion leader base, such as the Red Cross’ Elizabeth Dole to
promote the initiative.
Business and Industry
Credibility
o
Board governance
coach, Executive Service Corps, Charlotte. Certified through
BoardSource nationally.
o
Managed more than
$85 million in “corporate social investing”.
o
Past Chair, The
Conference Board’s national “Community and Public Issues Council”.
2000 – 2003. Held vice chair, programming and membership positions
before the chairmanship. 1995 – 2000. Significantly increased
national reach of the group, industry diversity and membership
numbers.
o
Co-creator/instructor, Boston College Center for Corporate
Citizenship, “strategic planning” professional course; more than
five years, taught more than 125 corporate managers across various
industries the fundamentals of community and stakeholder management.
o
Speaker and
workshop leader for more than 25 years in courses ranging from
stakeholder relations, corporate communications and video
production.
Selected Personal
Civic Activities:
- Executive Service Corps, Charlotte.
Volunteer for nonprofit board governance and orientation.
- Lifetime Learning Institute, Central Piedmont
Community College, Charlotte:
Vice Chair, Advisory Board
(2005-2007)
- Business Marketing
Association of the Carolinas.
Communication Chair. (2006-2007); Advisor to the
board (2007).
- Charlotte Arts and Science Council
(http://www.artsandscience.org/)
- City Campaign Cabinet Leader: Reached 113% of fund-raising goal; set strategy
for future growth in key giving segment.
- Co-chair of the project team that created an “emerging
leaders” program for the arts in Charlotte. Program
premiered in 2005 and graduated its first class in May,
2006.
- Boy Scout volunteer
- Scout Council Executive
Board member (1978-2001).
- Scout Council VP for “Exploring” (young
men and women age 14-21). Membership reached 25% of
the available youth
(national
average: under 5%) (1998-2000).
- Designed youth outreach that
tripled registration in key venues (1995-1998).
- Media representative,
national Jamboree, outside Washington, D.C. (1997).
- Troop leader
(1975-1998). Lead “high adventure” ventures
in New Mexico, Arizona, Colorado, Wyoming. Worked with
more than 400 young men in their Scouting careers.
- Graduate of Leadership
Oklahoma (1995-96); Leadership North Carolina (1998-99).
Board member for Leadership North Carolina (2000-2006).
(http://www.leadershipnc.org/)
(http://www.leadershipoklahoma.com/)
A "Before & After" look
at some of Scott's work
The Issue:
- A plastic production plant is being sited in a community
where a major manufacturer has no previous presence
The Solution:
- A “community entry plan” identifies
issues that can derail the siting process.
- The plan identifies
community opinion leaders and places management at key
community venues.
The Effect:
- The company enters a community
as a positive corporate citizen.
- New management is immediately
a trusted and involved civic partner.
- The siting is done with
community buy-in and the facility is in operation today.
The Issue:
- A strategy is needed
for the funds a company spends for scholarships and internships
The Solution:
- An education plan focuses on
high-potential minority students, interns them in the company
and provides professionals as leadership
role-models.
The Effect:
- Funds are targeted
and well invested.
- The company strengthens its minority outreach.
- The program celebrates its 12th year in operation
in 2007.
The Issue:
- A company wants to improve
the economic development of its hub city and create a “signature” corporate
outreach
The Solution:
- A major philanthropic investment bolsters
the intellectual capital of the region and supports the local
university.
- A high-profile, creative use of philanthropic funds
reflects on the company behind the contribution.
The Effect:
- More than $10 million
of research monies are committed from new funders.
- Four new companies
spin-off from the university institute.
- The region is a player in
new high-tech fields. The university is cited alongside MIT and
Stanford.
- The university takes a key step toward “research
university” status,
critical for local economic development.
The Issue:
- A panel of judges for a corporate scholarship
program does only one thing -- award scholarships.
The Solution:
- The panel’s corporate purpose is re-defined: Choose scholarship
recipients; be vehicle to reinforce important company
relationships.
The Effect:
- This strategic group of stakeholders provides high-level
relationship-building between company management and
key stakeholders.
The Issue:
- The philanthropic outreach of a company has no
focus.
The Solution:
- Corporate objectives provide the backbone
for the company’s “signature” outreach.
- Contributions
are analyzed by line-item.
- A streamlined contributions system
emphasizes business unit and facility-level outreach, planning
line items annually
to maximize communications about gifts.
The Effect:
- The public has a clear impression of
the company’s philanthropic
citizenship.
- The contributions budget directly
relates to business unit issues.
- Communications about contributions
are planned and executed to touch the right stakeholders.
The Issue:
- An executive will be interviewed for a feasibility
study by a fund-raising consultant for a local nonprofit
The Solution:
- An issue analysis provides the executive
with anticipated Q&A
and the latest trends in corporate philanthropy.
The Effect:
- The executive is prepared; directs the
interview to fit the goals of the company.
- The executive sets the
tone about the company as a potential funder to the cause.
The Issue:
- A company needs to improve the outreach
tools available to it safety and health professionals at facilities.
The Solution:
- Public Affairs and the Health, Safety
and Environment Department coordinate efforts for a “Safety
and Health Grant” program
in operations communities.
The Effect:
- Local safety and health professionals
make on-the-spot decisions about funding small local projects
that improve public health
and safety.
- The company is seen, appropriately,
as empowering its local employees to help the communities where
it operates.
- Communities become safer, healthier
places to live.
Education
- M.A., The University of Oklahoma. Human
Relations.
- M.A., B.A., Western Illinois University.
Broadcast Communications.
- Corporate Community Relations Certificate,
Boston College
Professional Development
Pragmatic Experience that has Pioneered New Approaches in Business
Communications
- Among the first corporate television producer/directors in the
country; taught video production to my peers and managed a focused
and efficient
television facility
- Created the management communications function
at a major petroleum company that built an open and constructive
image of corporate leadership
- Forged new relationships with higher
education to meet corporate, academic and civic needs
- Redefined stakeholder
relation processes in two major corporations
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