Kent Barnett

My name is Kent Paul Barnett, and I help organizations and individuals “Become Better than the Sum of Their Parts.

My areas of specialization are outlined below, and the best way to reach me is by email at


Business & Technology Alignment

Business and Technology Alignment occurs when information technology decisions follow the business need. Many companies struggle to develop requirements for both areas. Success for business and technology need to be on the same course. Unless the enterprise is a purely technical organization, the business must drive requirements for development, production, or service to be successful. Alignment is a Critical Success Factor, which ensures a successful alliance between the business and technology. The continual process of minimizing change requests, communicating between the executive, operational, and tactical areas assures progress.

Business & Product Development

Business & Product Development are intertwined. The creation of a product impacts companies, and product creation may start a new business or group. Working with organizations, one central question should be" "Why are we doing this?"


The inception of a new product needs a high-level detail plan. There needs to be a direct correlation with the concept of the business. Taking the time to understand the financial risk versus reward is another Key Success Factor. A detailed analysis of should be agreed upon at all levels, especially the Executive and Board Levels. Executives need to understand the entire picture of the company. Why? Simple. An idea to create many products is complex and complicated. Most businesses try to keep up with the latest project techniques communication to improve more efficient timelines.

Change & Transformation

Change Management and Transformation is another Critical Success Factor for organizations. Another acronym for change management and transformation is turnarounds. The latter denotes that something in the company is seriously wrong. In our experience, change and transformation are always occurring on a product, project, and sometimes the business.


There is an active component of Business and Technology Alignment that adds to change and transformation. There is no easy solution. Time is needed to understand what needs to be done. Successful change management includes a definite, measurable business case for what is 'on the table.'  Can it be measured? Is there an understanding of the assumptions, risks, dependencies, costs, ROI, and how it could impact the organization culture?

Strategic Corporate Positioning

Strategic Corporate Positioning is strategic planning with a twist. Companies, no matter if these are Fortune 50 firms or smaller businesses, need to review and understand the competition, the impact of what is intended to actual results and learning to make successful predictive moves with prescriptive positioning in the marketplace. 


A product or service needs to be understood primarily by people who are doing the work. There is a consistent theme to what I do. Before jumping into something because of a real intention or perceived income because of an idea, can be disastrous. Taking time to layout the players in the market, the variable revenue of the product or service by other organization or asking the question, "Why are we doing this?" Should not be an easy or "slam dunk" answer. Going for the "Low Hanging Fruit," if one does not do the analysis, may already be picked.

Executive Leadership & Mentorship

Outwardly leaders need to be strong, decisive, and most of all respected by their people.  The length of time someone is a leader does play a factor. Time gives advantages of insight, wisdom, and survival.


An executive can trust their staff, but the boss can't rely on his or her team to always make critical decisions. I have have been in the trenches. We have worked with a lot of talented top-tier individuals. Critical decisions need to made by the Executive team or the Owner, alone.

The real work begins at this point. The journey will be challengingdemandingproductive, challenging, and fun. The result is seeing someone change into a powerful executive ready to make firm decisions and understand that they have someone in their corner.

Strategic Project Management

Another of my core strength's is Strategic Project Management. The idea is to provide strategic technical project resources to help organizations plan, implement, and mentor teams to success. Over the past decade, project management has developed into a multi-million dollar business. Every business KPB Strategies works with there are Project Management Professional certifications thumbtacked on walls of cubicles. Everyone wants to be a project manager. Major projects or product implementations need the expertise to help the team understand what works and what doesn't.

Strategic Project Management starts at the top and ends at the top. Executives need a Project Playbook to outline a company's strategic plan to implement project management that is simple, easily defined, and reduces the amount of paperwork that continues to bog down projects. No matter the stage of a project or program, executives should be the driving force for success.