About Us

Experience that speaks for itself

ELB Consulting is led by Gene Bernier, a former executive with Kimberly-Clark Corporation. Gene along with Tom Rohrer and Brian Post make up the core ELB Consulting team. The team has vast experience leading major transformational initiatives that require well executed project plans, change management strategies and effective coordination across multiple disciplines.

Gene Bernier

Gene spent more than thirty-five years with Kimberly-Clark before transitioning to his current consulting practice in 2016. He has extensive experience in finance, IT, operations and strategy. Throughout his career he led numerous strategic initiatives including organizational transformations, major ERP implementations, acquisitions & divestitures and business unit spin-offs. He has a proven track record of driving improvement in organizational performance by deploying best practices, identifying and implementing process improvement and effectively managing change. He will not only identify needed strategic shifts, he will help you develop a roadmap to deliver established targets and he will support the actual execution of the plan. Gene graduated from Bentley University with a B.S. in Accounting and received an MBA from Thomas College.

Tom Rohrer

Tom has thirty-six years of experience with Kimberly-Clark. The initial twenty-two years were spent in the Business with a focus on Operations Planning, Logistics and Supply Chain. During this time, he held positions at plant locations and staff headquarters, both domestically and internationally. In the later years, Tom became an expert at not only planning but leading the implementation of major projects, acquisitions and divestitures. In 2005, he expanded his career path to include Information Technology where his previous experience was leveraged to ensure that Business Opportunities become the driving factor in adoption of technology change. Combined, the Business and Information Technology experience gives Tom a unique perspective to ensure that Key Deliverables are balanced and that plans and execution are delivered with minimal disruption to the Business.

Jeff King

Jeff has expertise in Marketing, Sales, Market Research, Product Development and Business Strategy (both domestically and internationally). He acquired this skillset over thirty-six years working for several companies, including: Kimberly-Clark, Vollrath, Fox World Travel, Converters Inc., West Business Solutions and King's Music LLC. This varied background involved working across multiple industries and business segments including: Consumer Products, Health Care, Financial Services, Telecommunications, Inside Sales and Music.

Brian Post

35+ years of progressive development with Kimberly-Clark as a change agent. His emphasis was on assisting business leaders with strategic development and tactical deployment of large scale transformation efforts utilizing effective change management models. Brian is an analytical thinker who effectively engages and involves key stakeholders in the change process to ensure that teams embrace the “new normal”. Brian has experience in manufacturing settings, corporate training and IT functional levels. He graduated from Silver Lake College with a BS in Business Management.


ELB Experience
  • Led the design and implementation of Kimberly-Clark’s North American SAP systems suit. This impacted more than 20,000 employees and virtually every back-office system for K-C’s North American operations. This involved all aspects of design, implementation, change management, cutover and ongoing support. The team consisted of 500+ business and IT personnel across a number of functional and operational workstreams. The program was completed on schedule, within budget with minimal disruption to daily business operations. In addition to adoption of integrated systems, the program delivered standardized business processes to drive efficiency and enable realization of cost savings from elimination of redundant activities.

    Subsequently, led the design and implementation of an SAP Order-to-Cash capability that dramatically improved order processing, order fulfillment and cash management capabilities. This program involved more than 250 employees and third party developers. This was the first large scale project execution that involved Kimberly-Clark's outsource partners.

  • Led the spin-off of Kimberly-Clark’s Health Care business. This required a fast-paced establishment of a stand-alone corporate entity that involved transitioning systems, processes and people to the newly formed Halyard Health Company. Gene was also responsible for developing and managing the Transition Service Agreement that enabled Halyard to successfully assume responsibility for functional activities over an eleven month timeframe.

  • Led the integration of Scott Paper Company’s finance team into the Kimberly-Clark (K-C) finance organization following the merger of the two companies. This entailed adoption of K-C policies, systems and organizational norms within nine months. Gene later assumed organizational leadership over the combined finance organizations.

  • Gene was a member of the leadership team that redesigned K-C’s IT organization. Major elements of change included:
    - Development of an organizational model that shifted 30% of the IT responsibilities to off-shore, third party providers
    - Design and implementation a new engagement model
    - Creation of a Program Management Office
    - Establishment of functional centers of excellence

  • Co-led a major organizational redesign that transformed a 100-year-old manufacturing facility from a traditional multi-union, rules-based structure to a high-performing, flexible team design. The result was dramatic improvement productivity and cost, improved organization engagement and a step-change improvement in safety performance.

  • Led the creation and implementation of a Rapid Acquisition Integration model. This model provided tools, methodology and a framework that enabled rapid integration of acquired companies into Kimberly-Clark. The result was a streamlined, standard, repeatable process that shortened the onboarding and execution timeline for acquisitions and divestitures. Gene then led several integrations that successfully utilized this model.

  • ELB Consulting established a Project Management framework for an acquisition involving a Fortune 200 CPG company. This entailed creating:
    - Milestone plans
    - Risk management processes
    - Governance processes
    - Management Review processes
    - Tracking tools

    In addition, ELB Consulting conducted the weekly senior leadership update meetings and facilitated various team meetings. At the conclusion of the engagement, ELB Consulting handed the project over to a client resource who was able to assume ongoing management responsibilities.

  • Gene has supported several non-profits in the areas of strategy development, capital campaigns, business case development, securing financing and streamlining business processes.

Ready to get started?

If you’re interested in learning more about what we have to offer and how we can help your company achieve improved business performance, visit our contact page to get in touch.