In the decades leading up to the onset of WW2 IBM had operations in many countries that would be involved in the war, on both the side of the Allies and the Axis. IBM had a lucrative subsidiary in Germany, which it was majority owner of, as well as operations in Poland, Switzerland and other countries in Europe. As with most other enemy-owned businesses in Axis countries, these subsidiaries were taken over by the Nazis and other Axis governments early on in the war. The headquarters in New York meanwhile worked to help the American war effort.
It is easy to endorse Gerstner’s recommendations with the benefit of hindsight, but even in his time they should have been an easy sell. His strategies forced the company and its executives to accept reality as a competitor in the market (rather than the only option), and his customer focus gave IBM the information it needed to survive. Even better, his focus on IBM as a worldwide company gave it uniformity in areas that had previously been highly fragmented and made communication and responsibility a part of the corporate culture. Assigning executives to individual clients helped to refocus management on customer service; its only downside is that executive time is valuable and such intense work on individual companies is probably not sustainable in the long run.
Mr. LoBiondo enjoys a national reputation as a restructuring expert and crisis manager. Prior to his position as a Senior Managing Director at Marotta Gund Budd & Dzera, LLC, which was acquired by Ankura Consulting in 2016, he held the position of Managing Director at Zolfo Cooper, LLC. His assignments have included advisory, interim management roles and international assignments, including work in Europe and Latin America. Working for both debtors and creditors, Mr. LoBiondo has led complex reorganizations and restructurings with experience across diverse industries such as telecommunications, electronics, manufacturing, retail, distribution, quick service restaurants and airlines.