Advisory One-Pagers · Six Services
US Letter · Print + PDF
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
01
Service · Supplier Diversity Strategy

Programs that produce, not perform.

Program assessment, inclusion strategy, qualified supplier discovery, and the accountability architecture that connects intention to execution.

The Engagement

Most supplier-diversity programs stall for one of three reasons: the requirements are unclear to the field, the qualified suppliers are invisible to the buyer, or the accountability metrics measure activity rather than performance.

Harvey brings six decades of translating enterprise need into supplier participation — anchored by a public record in aviation and facilities where the numbers moved because the design moved first.

The engagement produces a program your board can defend and your suppliers can actually enter.

Deliverables

01
Program Assessment
Current-state audit against enterprise procurement, spend, and stakeholder maturity.
02
Inclusion Strategy
Category-level plan with buyer, supplier, and executive accountability defined.
03
Qualified Field Development
Curated identification of certified, capable suppliers for named scopes.
04
Stakeholder Alignment
Executive, procurement, DE&I, and legal aligned on measurable outcomes.
The Method

Four Pillars · One Institution Moving Together

I
Start With Requirement
Business need before symbolic list.
II
Build a Qualified Field
Certification × capability × capacity.
III
Translate Access to Readiness
Supplier prepared to compete and deliver.
IV
Measure Performance
Participation and outcome, not activity.
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
02
Service · Strategic Business Development

Where relationships become revenue.

Market positioning, relationship mapping, opportunity qualification, and pursuit planning grounded in executive introductions the room actually takes.

The Engagement

Business development at the enterprise level is a translation problem: capable firms with unclear positioning, and buyers with unmet requirements they haven't articulated in the market.

Harvey works across the seam — clarifying positioning, mapping the actual decision graph, and placing warm introductions at the executive level.

Deliverables

01
Market Positioning
Language and category the enterprise buyer actually recognizes.
02
Relationship Map
Named decision-makers, influencers, and gatekeepers.
03
Opportunity Qualification
Which pursuits deserve investment, which do not.
04
Executive Introductions
Warm entries to the rooms most closed to cold outreach.
The Method

Four Steps · Pursuit Discipline

I
Clarify Position
Value language the buyer already uses.
II
Map the Field
Buyers, allies, competitors, calendars.
III
Qualify the Pursuit
Yes, not-now, no — decided in writing.
IV
Place the Introduction
Warm, timed, and welcomed.
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
03
Service · Contract Readiness

Prepared to compete. Prepared to perform.

Capability review, partner alignment, RFP navigation, risk identification, and the boardroom-tested prep for corporate and public-sector procurement.

The Engagement

The difference between winning a contract and being ready to deliver one is a body of quiet work — insurance, bonding, partner arrangements, subcontract discipline, and the operational scaffolding a serious procurement team examines.

Harvey walks the firm through it, closes the gaps, and prepares the pursuit with the same rigor the buyer will apply.

Deliverables

01
Capability Review
Bonding, insurance, operational, and financial readiness.
02
Partner Alignment
Prime-sub relationships and joint-venture logic.
03
RFP Navigation
Response strategy tuned to the actual evaluation criteria.
04
Risk Register
Named risks, named mitigations, named owners.
The Method

Four Gates · Discipline Before Bid

I
Capability Gate
Can the firm actually perform?
II
Partnership Gate
Right primes, right subs, right terms.
III
Response Gate
Bid that matches the evaluation rubric.
IV
Delivery Gate
Ready to perform on day one.
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
04
Service · Executive Advisory

The counsel beside the chair.

Confidential guidance for leaders navigating growth, institutional partnerships, complex stakeholders, and legacy transitions.

The Engagement

Senior leaders often need a room outside the room — a thinking partner who has already walked the airport, the supplier forum, the board audit, and the succession conversation.

Engagements are quarterly, confidential, and calibrated to the calendar of the leader — not the consultancy.

Deliverables

01
Confidential Counsel
Monthly private sessions on live decisions.
02
Stakeholder Navigation
Board, community, and enterprise-partner strategy.
03
Legacy Planning
Transition beyond title — succession, board seats, philanthropy.
04
Introductions On Request
The network as a confidential asset.
The Method

Four Rhythms · A Working Cadence

I
Anchor Session
Where the leader actually is.
II
Monthly Counsel
Live decisions, real time.
III
Quarterly Review
Direction, not just movement.
IV
On-Call Access
Between sessions, when it matters.
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
05
Service · Inclusive Procurement

Inclusion as an operating strategy.

Practical frameworks that connect diverse suppliers to real scopes of work while supporting quality, accountability, and delivery.

The Engagement

Inclusive procurement fails when it becomes ceremonial — a list of certified vendors and a symbolic percentage. It succeeds when procurement, DE&I, and operations agree on scopes, standards, and consequences before the first solicitation.

Harvey builds the machinery: category strategy, buyer capability, supplier development, and the reporting boards actually trust.

Deliverables

01
Category Strategy
Scope-by-scope inclusion plan.
02
Buyer Capability
Procurement trained to source and manage diverse partners.
03
Supplier Development
Mentorship, capacity building, and honest feedback.
04
Board Reporting
Metrics that measure performance, not activity.
The Method

Four Discipline Points

I
Design
Scope inclusive by construction.
II
Source
Field made visible and capable.
III
Deliver
Contract performance, not press release.
IV
Report
Consequences and continuous improvement.
Harvey L. PhelpsExecutive Advisory
Advisory One-Sheet · Series I
06
Service · Speaking & Facilitation

Keynotes and moderated conversations.

Board briefings, supplier forums, leadership sessions, and cultural conversations grounded in lived executive experience.

The Engagement

Harvey's talks are not lectures. They are working sessions — rooted in six decades of boardroom experience and framed to leave the room with a decision to make on Monday.

Formats scale from a 20-minute board briefing to a full-day facilitation for procurement, leadership, or municipal audiences.

Deliverables

01
Keynote
45–60 min with Q&A · corporate, civic, or philanthropic audiences.
02
Board Briefing
20 min · calibrated to the board's specific decision.
03
Half-Day Facilitation
Working session with a framework and follow-through.
04
Fireside · Panel
Moderated conversations on inclusion, procurement, or leadership.
The Method

Four Preparation Steps

I
Discovery Call
The room, the outcome, the ask.
II
Customization
The talk built to the audience.
III
Delivery
A working session, not a lecture.
IV
Follow-Through
Framework in hand · sponsor debrief.
MMXXVI · Volume I · Article 09
Prepared by RJ Business Solutions