Ethan Franklin – Managing Partner

Ethan Franklin
Managing Director, Core Practice

As you can see from all of the accolades below, Ethan Franklin is not only academically well educated, but he has the hands-on labor management experience with clients in a wide range of industries.  Ethan runs the delivery of all Core Practice services from the selection of workforce management software solutions to labor strategy in all of our verticals.  His teams are chosen based on field expertise, the ability to handle complex change management projects, and overall passion for labor management.


University of Illinois, Urbana-Champaign, Illinois

Master of Business Administration, 1990

Master of Science in General Engineering, 1990

Bachelor of Science in General Engineering, 1987

Loyola University Chicago School of Law, Chicago, Illinois

Juris Doctor, 1994


1997-Present   CORE PRACTICE

Previously Blue Pumpkin Software and Coleman Consulting, VP of Consulting Services


Co-founder of management consulting firm that designs and implements operations and labor strategies for companies requiring rapid and sustainable improvements. Responsible for directing multiple consulting engagements ensuring all clients achieve maximum cost savings while minimizing risks. Work with management, employees and labor unions to drive change throughout organization.  Develop and design work and pay policies.

  • Analyze, identify and implement operational improvements in a diverse array of industries including utilities, manufacturing (pharmaceutical, high tech, food and machining), contact centers, government, mining and distribution facilities, as well as other service organizations.
  • Increased total plant output 13% within 2 months, with no increase in labor or equipment cost, for a machining manufacturer.
  • Over $22 million in annual savings identified for the transmission and distribution organization of a power utility.
  • For a consumer goods manufacturer increased capacity 5% and developed improved maintenance methodology.

Partial List of Management Consulting Experience:


Abbott Labs

Bell Canada ExpressVu

BHP Mines

Kraft, Dover

Ameritech (SBC, AT&T)

Keystone Foods

Allied Signal (Honeywell)

Kraft, Littleton

International Coal Group

Pella Windows and Doors

Kraft, Jacksonville

Coors Brewing

Kraft, Garland

Kraft, New Ulm


Telus (Contact Center)

Commonwealth Edison (Exelon)

Toyota            (Contact Center)

WestJet Airlines (Contact Center)

Kraft Foods Canada

Goodman Fielder (Australia)

American Crystal Sugar

Marvin Windows

Bell Canada Customer Service

Academy Sports and Athletic

Sargento Foods

Reliant Energy

SIGECO (Southern Indiana Gas and Electric)


Bell Canada Mobility

Lucent Technologies

Oklahoma Gas and Electric

1996 – 1997                 PACIFIC BELL

Capital Programs Manager

Managed overall corporate capital plan, consisting of 23 reporting units, with an annual budget in excess of $1.6 billion.  Led business operating units to explore all possible alternatives while insuring a viable technology platform for the future. Developed unit cost model to enable marketing to target high margin products.

1995 – 1996                 KIRK’S SUEDE LIFE (International Specialty Chemical Manufacturer)

General Manager

Responsible for day-to-day operation of business, including extensive client contact.  Negotiated licensing and purchasing contracts with prospective users.  Aggressively pursued secondary market to increase sales and diversify customer base.

1989 – 1994                 AMERITECH (now SBC)

Rotational Management Development Program

Interoffice Planner – Integrated Implementation Planning

Designed and maintained interoffice telecommunications network for downtown Chicago offices. Monitored existing equipment and made economic recommendations to replace obsolete technology.  Extensive project management.  Led multi-departmental team to meet demands of a deregulated market, reduced service installation intervals by 60%.

Fundamental Planner – Network Architecture Planning

Chaired and led interdepartmental engineering teams to study priority areas.  Insured alignment of corporate technology strategies with marketing initiatives.  Developed economic analyses of technology alternatives.  Headed task force that studied selling, buying or trading geographic markets.

Manager – Pay Phone Channel Management 

Monitored, analyzed and focused regional effort supporting Illinois unit (overall market revenues in excess of $100 million).  Directed new product implementation team (annual market revenue $12 million), responsible for timely customer deployment.

Manager – Maintenance Center

Negotiated service restoration time with customers, from basic residential users to interexchange carriers.  Coordinated work effort between departments to ensure high customer satisfaction while minimizing service interruption.

Special Projects Manager – Network Exchange Planning

Benchmarked cost, customer service and performance parameters to increase efficiency.  Performed extensive economic studies with cost and technology drivers to determine feasibility of introducing new technologies into the telecommunications network.


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