Michael Foulds

Experienced CEO and management consultant with a track record of business establishment, transformation and growth in Australia and Southeast Asia.

CEO of Australia's oldest specialist negotiation consulting firm. Advised clients in the resources sector on procurement and sales negotiations worth hundreds of millions of dollars.

As COO of a financial services firm, turned around mission-critical business projects under significant Board scrutiny, while establishing a PMO and streamlined processes as foundation for future.

In 2004/5, conducted one of the earliest PhD research studies in the telecoms industry on predicting new service adoption based on how customers are influenced by their social networks.

Established and grew the Malaysian business of a US strategy consulting firm. Member of Southeast Asia leadership team and senior member of Asia-Pacific telecommunications practice.

Consulting assignments including strategy development, market entry, commercial due diligence, post-merger integration, feasibility assessment, acquisition screening, negotiation & project management for clients in Asia & Australia in industry sectors including telecoms, financial services, resources and education.

• The sale is the negotiation: reframing the sales process for better sales and stronger customer relationships

  • Trend Business Publishing
  • 2011
  Authors: Michael Foulds

  This chapter in 'Emerging Trends in Professional Selling' is aimed primarily a B2B sales audience. The article examines why most sales processes work against effective influencing and negotiation, and provides some simple guidelines for managing the strategic phases of influencing processes, as well as tips for focusing attention on the next influencing action.

• Consumer use and rejection of an interactive telecommunications service: a network perspective

  • Macquarie GSM
  • 2006
  Authors: Michael Foulds, Suzan Burton

  Interpersonal influence drives the spread of innovations and new ideas. However few diffusion studies have empirically studied how interpersonal influence spreads through social networks. This research uses a network perspective to examine factors associated with consumer usage and rejection of a new telecommunications service. We mapped the social networks of mobile phone users, measured the strength of relationships and used the behaviour of peers to help predict adoption, rejection or use of a new mobile service.

1. Business Development
2. Professional Services
3. Financial Services
4. Negotiation
5. Business Strategy
6. IT Transformation
7. Business Transformation
8. Integration
9. Operational Risk Management
10. SDLC
11. Interim Management
12. BPMS
13. Business Process Management
14. Strategy Execution
15. Strategic Negotiations
16. Strategic Transformation
17. Business Process Improvement
18. Strategy
19. Strategic Planning
20. Project Management
21. Management
22. Outsourcing
23. Contract Negotiation
24. Governance
25. Stakeholder Management
26. Program Management
27. IT Strategy
28. Risk Management
29. Change Management
30. Consulting
31. Start-ups
32. Training

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Groups and Associations:

• 
  AVCJ - Asia Pacific Private Equity and Venture Capital
• 
  Arthur D. Little Alumni Association
• 
  BPM Asia Pacific
• 
  Private Equity International - Asia
• 
  STRATEGY PROFESSIONALS NETWORK