Jarred Kennedy - WikiLeaks
JARRED KENNEDY
23 20th Avenue, Venice, CA 90291
jkennedy@mba2004.hbs.edu
+1-415-823-8049
|education | |
|June 2004 |HARVARD BUSINESS SCHOOL bOSTON, ma |
| |Master of Business Administration. Member of High Tech New Media Club and Marketing Clubs. Co-Writer of 2004 HBS Student Musical “Terms of |
| |Endowment”. |
| | |
|June 2000 |Harvard college cambridge, ma |
| |Bachelor of Arts in History, magna cum laude. Recipient of DeWolfe Howe Scholarship recognizing “commitment to the cause of political liberty |
| |and the highest standard of scholarship.” Thesis research received Charles Warren Center for American History Fellowship. |
| | |
|experience | |
|2004-Present |Mckinsey & Company LONDON, UK |
| |Engagement Manager |
| |Managed project teams and led problem solving while serving clients in sectors including: Consumer Goods, Retail, and Media. Specialized in the|
| |development of customer-centric go-to-market strategies and business models. |
| |Office Products Go-to-Market Strategy: Managed project team that designed new go-to-market strategy for the $2B European division of Fortune |
| |200 retailer. Led analysis of market landscape to identify opportunities and designed and managed market research to test hypotheses. Worked |
| |closely with McKinsey associate to develop financial model to size opportunity under multiple scenarios and collaborated with the European |
| |Managing Director and his leadership team to agree approach and address implementation challenges. |
| |Performing Arts Digital Growth Strategy: Led McKinsey team in developing a digital strategy for a global performing arts brand. Identified |
| |attractive technology platforms, business models and partners. Worked with legal counsel to manage intellectual property constraints. |
| |Presentation of strategy to board of directors led to a strategic acquisition that positioned client as the leader of digital exploitation in |
| |its sector. |
| |Tour Operator Growth Strategy: Designed growth strategy for leading UK consumer tour operator. Assessed customer surveys and product usage |
| |patterns to identify missed-opportunities, and performed purchasing funnel analysis to understand where and why client was losing customers. |
| |Redesigned product development process to center on customer needs and developed approach for migrating customers to low-cost online channel. |
| |Worked with client’s marketing department to reflect new customer-centric approach in its online communications. Annual turnover increased 30% |
| |to $770M within 18 months of strategy implementation. |
| | |
|summer 2003 |intel corporation santa clara, ca |
| |Mobile Products Group – Strategic Marketing Intern |
| |Worked within group responsible for identifying and analyzing market demand and potential usage models for emerging mobile technologies. |
| |Technology Diffusion Analysis: Performed technology diffusion analysis of wireless wide area network technologies (WWAN) on the notebook |
| |platform. Worked with engineers and business development executives to identify both technology and market-based accelerators/barriers to |
| |adoption. Coordinated creation of consensus WWAN adoption forecast to inform the timing of Intel’s integration of WWAN functionality into |
| |future notebook platforms. |
| | |
|2000 - 2002 |Mckinsey & Company atlanta, ga |
| |Business Analyst |
| |Advised clients in a wide range of industries. Specialized in business building and the development of go-to-market strategies for products |
| |and services based on both existing and emerging technologies. Projects included: |
| |Interactive Television: Designed go-to-market strategy for leading Video-on-Demand infrastructure provider’s suite of products and services. |
| |Identified high potential customer segments and crafted targeted value propositions for each based on total economic impact of client’s product|
| |line on business. Designed financial model to forecast near-term cash flow and assess the impact of multiple pricing scenarios. Strategy |
| |resulted in deals with HBO, iNDEMAND and Showtime Networks. |
| |Packaging Technology: Worked with a Fortune 500 packaged goods manufacturer to assess potential for stand-alone businesses based on |
| |intellectual property of packaging technology group. Developed comprehensive valuation model to forecast growth and assess net present value |
| |of businesses under multiple market scenarios. Identified $60 million commercialization opportunity. |
| |Broadband Knowledge Development: Led analysis of opportunities in broadband enabled electronic entertainment as a member of McKinsey’s |
| |Broadband Special Initiative. |
| | |
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