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Rodolfo Salas
Strategic Business Coach
Principal RSR International
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Since founding RSR International, Inc. in 1992, Mr. Salas has guided over 300 organizations in the United States, Europe, Asia and Latin America to think critically about their business, prioritize and execute plans to drive revenue and profit growth. Nearly 100 of these assignments have been with Fortune 1000 companies; 56 with distributors and VARs; 48 with Private Equity owned companies; and the rest with privately held companies, educational institutions and nonprofit organizations.
In 2003 he published his book, Prioritize ‘til it Hurts.
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He takes special pride not only in the sustained revenue and profit growth of his clients, but also the cultural improvements that most of them report. A recent survey of CEOs randomly selected reported much or very much improvement well after the RSR planning process.
79% continue to prioritize and remain focused on what’s most important
74% maintain their level of commitment to implement their plan
74% demonstrate greater ownership for their individual responsibilities
74% have improved their level of collaboration and teamwork
Career Summary
Mr. Salas is a graduate of Yale University and a former executive with IBM and Rockwell Automation (Allen-Bradley). He brings over forty years of general management, sales, marketing, and strategic thinking experience.
General Management
Mr. Salas retired from IBM in 1987 to join Rockwell Automation (Allen-Bradley) where he was Senior Group Vice President managing its $500MM worldwide PLC, Computer and Communications operations until 1992. As part of the company’s “Repositioning Strategy”, he realigned his Group to improve customer responsiveness and internal productivity, and created an open systems environment that paved the way for multiple value- added partnerships with the major computer companies, numerous systems integrators and software providers.
Strategic Thinking and Planning
In 1981 Mr. Salas was challenged to revise IBM’s worldwide strategy for Computer Aided Design (CAD/CAM). His strategy led to the creation of an independent business unit and a five-fold revenue increase in four years. In 1984, as director of industrial systems, he led the effort that produced IBM’s Computer Integrated Manufacturing (CIM) strategy. He received the IBM President’s Award for his work.
Sales and Marketing
In 1969 he was named President of IBM’s “100% Club” (top salesman) for winning back IBM’s largest competitive account and converting it into one of IBM’s premier showcase accounts. He successfully managed IBM’s largest insurance industry accounts in Hartford, Connecticut as Account Executive from 1973 to 1976. In 1976 he was named national sales manager, and in two years succeeded in turning around the business situation in IBM Colombia (South America). He was director of marketing for the U.S. manufacturing sector when he retired from IBM in 1987.
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