Last year was my first visit to the land of Omaha and the Berkshire Hathaway Annual Meeting, and I took it all in, from the stadium teeming with people to the merchandise being hawked everywhere. It was a fascinating experience. So fascinating, in fact, I wrote a three-part treatise on it. And so much so that I had to go back again this year.

A PE-owned, multi-billion dollar global software security service provider sought to develop a strategic plan and go-forward strategy for the company’s most profitable division but needed additional resources to do so.

I attended the 20th Annual Milken Institute Global Conference. The “Davos of the West” brings together speakers from the worlds of politics, finance, entertainment, and technology to discuss issues facing the world. This year’s theme was “Building Meaningful Lives,” and many of the discussions took on this area, with panels on healthcare in the developing world, aligning endowment investments with non-profits’ philanthropic missions, and improving public education.

A global brand and international action sports manufacturer sought to integrate new sourcing organization and enterprise-wide process improvement initiatives in the manufacturer’s e-Commerce, Concept-to-Consumer and Supply Chain Logistics divisions.

What was different this year is that it came right on the heels of my attendance at the 20th Annual Milken Global Conference in Beverly Hills. The more I thought about both conferences, the more I wondered if the “Woodstock of Capitalism” nickname really held true. I began to wonder if maybe the Milken Global Conference was actually more like Woodstock and the Berkshire Hathaway Shareholders Meeting was something more akin to Mecca.

A $1B regional healthcare system wanted to assess and improve their enterprise architecture and IT strategy.

Fortune 500 food and beverage company needed an experienced interim resource to work directly with its VP of Strategy Development and eCommerce to develop insights and portfolio implications against key consumer targets.

Social media is a powerful tool that can make or break your business. As I’m sure you’re aware, United Airlines recently learned this lesson the hard way. What this incident illustrated was the speed with which a brand’s reputation can be impacted. In the age of smart phones and social media, companies can no longer ignore incidents or sweep them under the rug.

After addressing the majority of their niche market and experiencing a plateau, a real estate company wanted to explore growing their core business into adjacent markets. The company sought help with strategic planning for its new ventures.

In reconsidering its customer base, a Global 500 financial services company sought to understand the competitive landscape in wealth management for emerging market segments that had been previously underrepresented.