Barry Jaruzelski
Senior Partner
Booz & Company
Excellence in Leadership
Barry Jaruzelski is a Senior Partner who leads Booz & Company's Global Engineered Products & Services Practice and is a member of the North American Management Team. He specializes in corporate and product strategy and the transformation of core innovation processes for high technology and industrial clients.
"I'm very proud of what the firm, and most particularly my practice, has managed to achieve in an uncertain economy. It was my first full year as global leader of our Engineered Products & Services (EPS) practice, so it was extremely satisfying that we achieved the highest growth of all practices globally and were also one of the most profitable," he says. "At a time when many parts of our industry struggled and many clients cut deeply into consulting spending, it meant a lot as a leader to be able to retain and serve the loyal clients I have been fortunate to cultivate over the past 26 years."
Jaruzelski's key areas of expertise are: R&D portfolio and product growth strategy; product development efficiency and effectiveness; and, acquisition due diligence of technology intensive firms.
Jaruzelski is a three-time recipient of Booz & Company's Professional Excellence Award, which is given in recognition of outstanding and innovative client service. He has also received the firm's Eagle Award for his outstanding contributions to Booz & Company.
He also authors the firm's award winning annual Global Innovation 1000 study, an idea he had eight years ago. "To see [the Global Innovation 1000 study] grow from an idea to one of the firm's marquee pieces of thought leadership is tremendously rewarding," Jaruzelski says. "Not only have we broken new ground and unearthed new insights on innovation models and the ideation process—but this has also become one of our most high-profile and heavily quoted pieces of intellectual capital."
Jaruzelski says his leadership style plays a part in his success. "I practically grew up in this partnership, so I learned a long time ago that it never works to try to dictate to your fellow owners," he says. "We simply can't manage things too centrally, because as a global partnership we are inherently distributed. Recognizing this in my leadership approach was important in achieving what we were able to achieve in EPS this past year."
He says he knows it sounds clich
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