Recruited by Modern Business Technology, they provided a written offer to have me establish a ""consulting practice"" one year after starting.
Due to the lack of opportunity MBT provided I used my personal network to place myself at Kemper Insurance, one of MBT's target clients that they had yet to obtain a presence.
MBT was very happy with this. However they failed to place anyone else at Kemper.
At the end of the Kemper engagement I was informed the company eliminated consulting practices. Despite my written agreement, they suggested I take on a lower level role as Project Manager.
A potential client was identified and I contacted them, with MBT's permission, to establish myself as a competent resource.
At the first client meeting, led by Chris Dalton, MBT sent a large team, including myself, with the intent to obtain a project to execute.
The client senior manager was not in attendance and his assistant agreed to bring me aboard but stated he did not have the authority to bring in an entire team.
Prior to the meeting I tried to communicate with Chris Dalton to understand my role in the meeting, but he failed to clarify this, so I asked the salesperson, who assured me my goal was to create a ""warrm and fuzzy"" feeling with the client.
I clearly accomlished this as the client asked to bring me aboard. However at the internal debreifing meeting, I was shocked to find that Chris Dalton was angry with me what he claimed was a poor performance.
Chris Dalton left his previous company when he refused to take anger management training. Clearly his role was to sell a project. and as the only information I had was to sell myself, I succeeded. His ego was such that he could not take blame for his own failure, and he reported this to management, who lectured me on the amount of resources a new client required.
Chris Dalton decided to take on the PM role himself and management let me go.
Despite legal standing to sue MBT for breach of contract, I felt a short term monetary gain was less favorable than risking my reputation in the long term, so I never considered taking legal action.
I returned to my previous employer, who was very happy to have me, and offered me the opportunity to create a consulting practice (a cost center with P&L responsibilities).
Modern Business Technology Reviews
Recruited by Modern Business Technology, they provided a written offer to have me establish a ""consulting practice"" one year after starting.
Due to the lack of opportunity MBT provided I used my personal network to place myself at Kemper Insurance, one of MBT's target clients that they had yet to obtain a presence.
MBT was very happy with this. However they failed to place anyone else at Kemper.
At the end of the Kemper engagement I was informed the company eliminated consulting practices. Despite my written agreement, they suggested I take on a lower level role as Project Manager.
A potential client was identified and I contacted them, with MBT's permission, to establish myself as a competent resource.
At the first client meeting, led by Chris Dalton, MBT sent a large team, including myself, with the intent to obtain a project to execute.
The client senior manager was not in attendance and his assistant agreed to bring me aboard but stated he did not have the authority to bring in an entire team.
Prior to the meeting I tried to communicate with Chris Dalton to understand my role in the meeting, but he failed to clarify this, so I asked the salesperson, who assured me my goal was to create a ""warrm and fuzzy"" feeling with the client.
I clearly accomlished this as the client asked to bring me aboard. However at the internal debreifing meeting, I was shocked to find that Chris Dalton was angry with me what he claimed was a poor performance.
Chris Dalton left his previous company when he refused to take anger management training. Clearly his role was to sell a project. and as the only information I had was to sell myself, I succeeded. His ego was such that he could not take blame for his own failure, and he reported this to management, who lectured me on the amount of resources a new client required.
Chris Dalton decided to take on the PM role himself and management let me go.
Despite legal standing to sue MBT for breach of contract, I felt a short term monetary gain was less favorable than risking my reputation in the long term, so I never considered taking legal action.
I returned to my previous employer, who was very happy to have me, and offered me the opportunity to create a consulting practice (a cost center with P&L responsibilities).