interimCEOinterimCFO (www.interimCEO.com), the worldwide network of interim, contract, and project executives announced their newest Platinum member, Mona Pearl. Mona is an expert at international strategic development and global entrepreneurship. She has founded and operated three successful businesses and has worked with companies such as Deutsche Telekom, Michelin, Marriott, Fermilab, Philip Morris, United Airlines, and Virgin Atlantic. View Mona's interview here.

Interview Posted at www.interimCEO.com:

What types of industries have you worked in?

I've worked in industries ranging from manufacturing, technology, and homeland security all the way to hospitality and airline. What I bring to the table is an ability to think across industries and borders. Successful thinking within one industry can be transferred and transformed to create success in other industries.

Is there a common thread running through your assignments?

In most companies, they hire me because they want someone to think outside the box and not be afraid to tell them things as they are.

Tell us about thinking outside the box.

I was able to apply a concept from the airline industry— the red carpet and concierge services—to private banking. While it sounds like a no-brainer, a few years ago no one thought to do this, even though both industries are service oriented.

How do you introduce a new idea to a hesitant group?

Usually through painting a picture and telling a story I am able to introduce a new idea and get people to go along with it. I am trying to make something close to their hearts. Not focusing on what we are going to do, but what the company will get out of it—the results. Who doesn't want to grow their customer base and market share, make more money, and be more profitable?

That's all there is to it?

I usually bring more than one idea so people can say "yea" or "nay." It's like multiple choice. I've yet to see someone say "none of the above." It's amazing how people think in such structured terms. I try to make waves in the company. It's why I may not be a perfect match for everybody.

How so?

If companies don't mind making waves in order to succeed and grow and achieve dramatic results, they may be ready for me. It's a matter of style and my style in many cases is pretty direct and unconventional. If companies want to do more of the same, I'm really not the right person.

Talk more about making waves.

There was a hospitality company in Europe that needed someone to help them expand into the US. Things hadn't worked out with the previous management team and the company's reputation was suffering. We had to really define what it was they wanted to do and where they wanted to succeed. It wasn't about money; it was about building a reputation in the US. I managed to do that in six months.

That's a quick turnaround.

It was a tight ship. They started calling me the "task force." I believe in being nice to people, but at the end of the day I am running a project or company and things need to be done. Soft skills are great in some instances, but it is about getting things done and not about being sweet all of the time. Everyone knew what was expected of them because you can't succeed if each person on your team has a different idea of where you're going or what you're doing. We were able to make the company more money by positioning them for success and creating a common goal.

You have lived on three continents and speak six languages. How did that global experience help you bring a product to a new market?

I take the guesswork out of doing business internationally. It is not the deals that are complicated; it is not knowing the culture and customs of people you are dealing with that can throw you dead in the water.

That is a great perspective to bring to a company.

If a company wants to expand overseas, it's figuring out what the natural extension is. I can work in places where maybe other people have failed because they didn't have the vision or panoramic lens.

You are also an entrepreneur. Tell me about the first business that you founded.

It was a signage manufacturing company. The product was revolutionary because it was all electronic and programmable. The idea was to take this product to market, which I did. I got the money and managed it from manufacturing to distribution to marketing. I also managed the supply chain including ordering parts from overseas suppliers and quality control.

So you got a taste of all areas of the business?

It was challenging because I didn't have experience at the time; I just saw an opportunity and wanted to do it. I had to think outside the box and use creativity to finance it all, especially because it was too small for VCs. Because of this experience, many times when I talk to CEOs now it's on more than a theoretical level. I've been in their shoes. I can relate to how sometimes you're really not going to know what or how to prioritize. Even when you succeed there are problems. Many CEOs and companies look at growth as optimal, but how do you manage it?

Did you grow that particular company?

Within a year-and-a-half the company grew to nearly $3 million. I sold my part because I'm better at facing challenges and building--not so much maintaining. There are more people in this world that are soldiers who follow orders. There are fewer who will take a risk. That's where I find my strength. You aim for the stars and try to accomplish something that's not so conventional.

You learn from ownership in a very different way than parachuting in.

I've learned that a career is a journey. With each assignment and challenge I always try to do something that's beyond my level of comfort. I think in many cases people are too conservative and they're afraid to venture out of their comfort zone. Whether I worked with a larger company, a larger budget, a different industry, or a different market, each one added something to my skill set.

What was the second company that you founded?

It was a trading company that dealt with imports and exports and manufacturers in different countries, including the Middle East, Asia, and the US. I had two partners at the time. One of them was the sourcing person and the other was the process person. I really managed it.

What lessons have you learned from managing others and starting your own companies?

Compassion and caring about the company. It's not about me, it's not my ego, it's not my success. It's putting the company first. You also have to be realistic. Try to benchmark and see what's really going to be a success. And let people know what you're doing and what the company is all about. You can't expect people to agree on everything, but at least they can understand where you're coming from and know that someone cares enough to tell them and listen to their opinion. Management needs to stop managing through plasma TVs and get out there with the group. Especially going international, how can a board of directors make decisions about the strategy of a company when they have not even been to some of these countries?

What should companies be focusing on?

B2B: Back to basics. They should be able to focus on who they are, what they do best, and then take that to the next level. Companies look at the competition in China. So what? The fact is that so many companies went to China and so many failed. Why not try to reinvent? I see such a rush of companies doing things just because others are doing it. Some of the buzz words and other fads are not for every company. I think companies should really evaluate what may be the best growth strategy for them.

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About Mona Pearl (www.beyondastrategy.com)

Mona Pearl's experience in international strategic development and global entrepreneurship has been vital in helping companies design and execute their global strategies. Ms. Pearl is known for her out of the box thinking and developing creative solutions to tough challenges which produce bottom line results.

Ms. Pearl founded and operated 3 successful businesses. From operations to organization to top line growth strategies, Ms. Pearl initiated and executed cost effective and creative opportunities for companies to make money. She helped companies increase global market share, enhance leadership and engage the stakeholders along the value chain. These activities led to companies growing their business across-borders, leveraging their global competitiveness and addressing diversity and cross-cultural issues in international markets.

Projects across industries and across borders include: Deutsche Telekom, GM, Rover, Jaguar, Marriott, Hyatt Corp., IMF, Fermilab, The Export Institute, SES GmbH, A.B. Dick, Navistar, Accenture, Michelin, State of IL - DCEO, Philip Morris, Bacardi, United Airlines, American Airlines, Virgin Atlantic, Delta, Continental, and many more.

Ms. Pearl lived in three continents, and is proficient in six languages. She was quoted by Microsoft, Crain's Chicago, Entrepreneur.com, and interviewed by other media on global issues and strategies. She is a frequent speaker at global related conferences, has co-authored two published books, is an adjunct Professor at DePaul University teaching International Business, writes a column on global competitiveness in Management Today, Manufacturing Today, as well as publishes in other business related magazines.