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Thomas Keane, PartnerTom Keane is a Principal at Norbridge, with more than 20 years of broadly based consulting experience. Mr. Keane's assignments use business modeling to evaluate strategic alternatives, and to uncover revenue enhancement and cost reduction opportunities for clients. Recent projects targeting select changes in pricing have led to margin improvements and maintenance of top line revenue objectives despite tough business conditions, for clients in both the transportation and pharmaceutical areas of Norbridge's business. He has led or been the lead analyst on projects in the US, UK, Germany, and Scandinavia. He has also managed the development of several web initiatives.

Samples of his project work include the following:

  • Analyzed several markets in support of PE investment decisions, including, among others, international container leasing, flatbed trucking, and trailer manufacturing. The container leasing project helped provide the foundation for a $1 Bil. transaction.
  • Developed model forecasting sales in the estrogen therapy market to support a new product go/no-go decision.
  • Modeled flows on the intermodal network of a Class I railroad, to support government filings.
  • Modeled logistics costs for a frozen food manufacturer engaged in negotiations with its largest customer about supply chain responsibility.
  • Redesigned the terminal network for one of the largest North American LTL carriers. Redesigned network resulted in lower operating costs, faster average transit times and fewer handlings, saving in excess of $30 mil.
  • Analyzed break bulk volumes and terminal utilization at a major Gulf port.
  • Modeled flows in the lower Mississippi for a major inland barge carrier seeking to rationalize fleet locations after a merger.
  • Created a market share model to support a private equity decision about investing in a logistics company.
  • Using advanced data visualization software, created new series of reports for channel management in a global pharmaceutical company.
  • Reviewed pricing options for a leading logistics services provider. Project led to new customer segmentation schemes, with pricing approaches tailored for each. A variety of specific changes were quickly implemented, which provided significant additional revenues to the client within weeks of project completion.
  • Co-led a team to improve pricing at a Fortune 500 company. Created a new set of tools and processes for using those tools in pricing analysis. The project involved putting together an 8-gigabyte database that, for the first time in the history of the company, integrated all marketing channel, sell-through and pricing information. A standardized process was then created to port subsets of that data to the desktops of the marketing managers responsible for each subset. Each manager was trained on the use of the new tools, and held accountable for identifying immediate pricing opportunities. The new approach resulted in a top line impact in the tens of millions of dollars, as well as significant cost savings and human resource advantages.
  • For a biotech firm, created a financial model to evaluate alternative product candidates. Model compared candidates under a set of scenarios with different assumptions for market share, product pricing, royalties required, and development timelines. Model assisted management in achieving consensus on capital allocations.
  • Assisted in strategic planning process at a major branded pharmaceuticals company by financially evaluating alternative strategies under various assumptions about future market conditions. Considered share impacts and pricing options within payor types, as well as product launch timing and success. Modeled innovative agreement with generic drug manufacturer, which helped build the case for implemented sourcing arrangement.
  • For a Class I railroad filing a merger application with the STB, coordinated the creation, editing, and content of the Safety Integration Plan. Such a plan had never before been required with a merger application, and only a one-month notice was given by the STB that a Safety Plan would need to be included as a separate document. The deadline was met, and the plan formed the basis for the FRA to track progress during the first several years of the merger.

Mr. Keane attended Cornell University, where he received a BS with Distinction (1982), a Master of Engineering in Operations Research and Industrial Engineering (1983), and an MBA (1984). Prior to joining the company in 1994, he worked with Mercer Management Consulting and Cleveland Consulting Associates. When not working, Tom can often be found training for Athens-to-Atlanta, an 87-mile inline skating event held each fall, or training for Masters' cycling races or the Mt. Washington Auto Road Bicycle Hill Climb.

He also serves as Norbridge's CIO, and assists in staff recruiting efforts.

View Tom Keane's LinkedIn profileView Tom Keane's profile
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