Joe's Background

Joe is the President and CEO of Medical Services Company, a $370 million national provider of medical products and services to the worker's compensation market. He joined MSC as Chief Operating Officer in 2004 after leading a Parthenon engagement with the company.

Joe joined Parthenon in 1997 as a Principal and was promoted to Partner in 2002. While at Parthenon, he focused on advising clients on revenue and profit improvement through sales force optimization and pricing.

Prior to joining Parthenon, he worked for four years as a management consultant for Accenture.

Joe received a B.A., summa cum laude, in Business Administration from Villanova University and an M.B.A. from the Tuck School of Business at Dartmouth.

Joe's Story

I joined the Parthenon Group as a Summer Principal out of the Tuck School of Business in 1996. At the time, Parthenon was celebrating its 5th anniversary and had developed a strong reputation not only as a firm maniacally focused on client results, but also as a fun place to work that attracted talented people who genuinely enjoyed being around each other and their clients. Now, a year after celebrating its 15th anniversary, it is commendable that Parthenon has maintained its unique "smart and nice" culture and its results-driven mission for its clients.

As a Principal with Parthenon for five years and a Partner for two more, I learned firsthand that both the destination and the journey are critical in fostering a high-performing team. Parthenon case teams always focus on measurable results, but these results are part of a process where collaboration, creative thinking, hard work, and - most importantly - fun, are intertwined. In my experience at Parthenon, there were numerous instances where the strategic and tactical challenges faced by my clients seemed insurmountable. Looking back on the successful outcomes my Parthenon teams were able to achieve in those situations, I have no doubt that the enthusiasm and energy fostered by the Parthenon culture was as important as the experience, tools, and intellect brought to bear on the issues we solved.

As the CEO of a high-growth company with a myriad of industry challenges and opportunities, this lesson about the culture of high-performing teams has been invaluable post-Parthenon. By fostering a performance-oriented culture and building a team of individuals who truly care about each other and the customer, I hope that the results my company generates for our shareholders and our customers will resemble the sustainable success achieved by Parthenon for over 15 years.