Leo Sadovy currently manages the Analytics Thought Leadership Program at SAS, enabling SAS’ thought leaders in being a catalyst for conversation and in sharing a vision and opinions that matter via excellence in storytelling that address our clients’ business issues. Previously at SAS Leo handled marketing for Analytic Business Solutions such as performance management, manufacturing and supply chain. Before joining SAS, he spent seven years as Vice-President of Finance for a North American division of Fujitsu, managing a team focused on commercial operations, alliance partnerships, and strategic planning. Prior to Fujitsu, Leo was with Digital Equipment Corporation for eight years in financial management and sales. He started his management career in laser optics fabrication for Spectra-Physics and later moved into a finance position at the General Dynamics F-16 fighter plant in Fort Worth, Texas. He has a Masters in Analytics, an MBA in Finance, a Bachelor’s in Marketing, and is a SAS Certified Data Scientist and Certified AI and Machine Learning Professional. He and his wife Ellen live in North Carolina with their engineering graduate children, and among his unique life experiences he can count a singing performance at Carnegie Hall.
“The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.” ~ Warren G. Bennis The promise of digital manufacturing is drawing closer to
The National Academy of Engineering identified fourteen "Grand Challenges for Engineering" that must be addressed in order to achieve a sustainable, economically robust, and politically stable future. (see the full list here) The challenges are a call-to-action for solutions to some of the most pressing issues in the 21st century:
“Please Mr CEO, sir, can you find just a few brief moments in your busy schedule for a group of us humble and undeserving employees to discuss our strategic initiative to totally transform the company?” No matter what the topic or function, the one consistent element of every successful significant
Are you missing the “A” in your FP&A (financial planning and analysis)? Maybe missing some of the “P” as well? Are you and your department getting a bit tired of the “FR” gig you seem to have landed? I just got back from chairing last week’s IE Group Financial Innovation
While you might not think that businesses outside the trendy, youth-focused fashion and music markets would have much to learn from the practice of “coolhunting”, there are some key product life cycle principles common to both. Coolhunting is market research aimed at discovering, in their infancy, new trends in youth markets, catching
Once I was chairing a conference where the speaker was explaining the business model for the licensing of the Peanuts cartoon characters - Charlie Brown, Snoopy and the gang - and how all that works when it comes to the balloons for the Macy’s Thanksgiving Day Parade (in case you are wondering,
You’ve likely played an organized sport at some time in your life - How many different ways were there to keep score? How many different ways were there to determine the winner? Just one – right? It was goals, or runs, or points, or something, but never goals and/or assists,
I’ve got a book recommendation for you – it came recommended to me and did not disappoint. “Thinking, Fast and Slow”, by Nobel Prize winning economist Daniel Kahneman. Kahneman is actually a psychologist (Professor emeritus at Princeton Univ), and his Nobel Prize winning work on decision theory will also remind
Do we ever really get pricing right? Sometimes we do, and some of those times are actually on purpose, but it takes a lot of upstream activities to go right in order for pricing to be optimal as well. Too often pricing is that last variable at our disposal when
Question: What is the maximum level of accuracy with which you can predict the toss of a fair coin? Answer: 50% It does not matter that you’ve set a mandatory minimum forecast accuracy level of 90%, or even 60%. There is no incentive, no bonus, no allocation of restricted stock
