Strategic Control Sciences Inc

Reinventing Decisional Systems

About Us

Our journey began in 1984, when our founder teamed up to form a small, specialized company with cutting-edge expertise in advanced process control serving the manufacturing and process industries. After ten years, he became an international management consultant working with senior executives across many industries. A common theme, that stood out among all the others, was how to go about making the best decisions for their company’s future. All of them had the traditional business school teachings and had read all the popular authors on business management and strategy but they did not know how to actually implement their vision. This could be asked in several ways.

  1. I have 40 initiatives identified. Which ones should we do to meet our strategy and in what order? Why?
  2. I want to change from a commodity based business to a customer-centric business. What projects are most important and which ones can we cut?
  3. My budget is being cut 20% this year and yet I have to spend even more in certain areas. How do we decide the best way to do this?
  4. How much are we spending on strategic objective “n” and are we making progress or not?
  5. I have to be able answer some complex business questions. One advisor says X while another says Y. Can we make this more objective?
  6. We are a consortium of ten businesses. How do I identify joint strategic objectives and optimize an execution plan?
  7. A unexpected crisis arose and I don’t know which projects to focus on to bring it under control.
  8. How can we make strategy a part of each individual’s daily work choices?

Everyone attacked these problems as best as they could. Some attempted to follow their favorite author’s guidance. It focused their thinking but didn’t help their implementation. Some hired consultants, but a consultancy’s answer (obviously) was a large consulting contract or a large system purchase and installation. In many cases they fixed problems, but they fixed problems with low strategic value. Some applied organizational mechanics and reorganized along strategic goals thinking the teams would coalesce around singular goals. This only made it worse and forced the organizations to face even more unproductive turmoil. Many just threw people at it, which ironically only exacerbated the problems since each person comes fully equipped with their own opinions, biases, and perspectives on how to solve the problems. None of them gave up but they would flounder and make ad hoc adjustments until the year was over and next year’s problem gelled.

Implementing elements of what we now call “strategic control” across multiple client venues was, in the end, the stimulus which led to the creation, in 2014, of Strategic Control Sciences. Clients made the same mistakes over and over. They didn’t even realize that they all were all facing the same set of problems.

We decided to start a company with two objectives: first, to organize our knowledge and out experiences in a reusable, consumable way, and to freely share that knowledge with businesses seeking to answer long entrenched problems. And then second, to provide consulting services as needed, to help companies with the change. Today our team is engaged in a wide range of projects and only a portion are engaged with implementing strategies.  There are many sciences involved in this holistic approach to strategic execution and to stay current, we stay active in a broad range of services. From top to bottom of the corporate pyramid, businesses make strategic decisions that influence their very survival. Each one of the scientific fields discussed on this site contribute to decision making.

Once you’ve seen how this all ties together and understand the underlying patterns and the contributions that each of these scientific areas contribute to a holistic whole, it begins to make sense in a way few have come to understand. Once you understand the pieces you need to explore relevant tools that are available to you, and how one goes about applying them to addressing the issues correctly.

We are not a large company so we extend ourselves by teaming with the best and brightest. Some of them are specialists in just one of the scientific areas but when we put a team together, we are able to reach back to engage these specialists with a purpose. That is what Strategic Control© is all about. It harnesses all of these scientific areas into solving one of the biggest problems businesses face.  It’s not what your company’s vision or goals are. It’s not what markets you want to capture or what new products you want to make. It is first about how you execute that vision, and second, how you keep it there or control it. We have two simple objectives.

  1. Freely share knowledge of strategic control methods and approaches
  2. Provide consulting services to implement strategic control principles and related sciences

The first is to develop and freely share knowledge of strategic control methods and approaches. And second, if that is not enough and you still need help, we can provide consulting services to help you through the hurdles. In this way, we will help businesses improve the usefulness of their strategy and control their businesses in ways few have seen.

Please register so you have access to all the blogs, then feel free to browse through the site, add questions and comments to the blog posts, or contact us.  We look forward to sharing our experiences.


Beau Senyard

President and CEO of Strategic Control Sciences, Inc.

An experienced consultant and trusted advisor to executives at Federal agencies and Fortune 500 companies across many industries recognized for innovative solutions and thought leadership. He is passionate about helping businesses achieve real, measurable results.

His unique and broad-based approach to innovative solutions have helped businesses maximize their success while managing their investment opportunities. The tools, processes, and frameworks for strategy and investment management he has pioneered have helped many businesses dramatically improve their decisional processes and strategic execution rates.

He is certified as an Expert Systems Engineering Professional (ESEP) by INCOSE and as a Certified Enterprise Architect (CEA) by The FEAC Institute (A Zachman International Company).

Strategic Fellows

Chris Peters

President & CEO of The Lucrum Group

Have considerable experience in the interaction of complex manufacturing supply chains, including driving adoption of supply chain tools throughout the extended enterprise. Developed manufacturing supply chain hubs in more than 20 industries worldwide. Currently work with both commercial and government clients, such as the Department of Defense.

Generated substantial returns for clients, ranging from Fortune 500 manufacturers to start-ups. One start-up exceeded all adoption and revenue projections in the first six months and earned a $183 million return on a $20 million investment. Work has been documented in several books and in publications ranging from “The Wall Street Journal” to “BusinessWeek” and “IndustryWeek.”

Created the concept and drove much of the work for “Connecting American Manufacturing,” a project sponsored by the Office of the Secretary of Defense and the President’s Office of Science and Technology Policy.

Specialties: Manufacturing supply chains, Manufacturing marketplaces, Strategy, Adoption Consulting, Global experience, Securing investment capital.

Saul Fisher

Business Devlopment/Sales

Experienced and results oriented executive for global technology companies. A provider of innovative solutions through the use of planning, strategic partnering and disciplined execution.
Established record of success in business development, consulting, program management, sales, vendor negotiation and cross-functional interface between business and technical groups

Specialties: Business development, consulting, program management, sales, supply chain management, outsourcing

Dave Wetzig

Manager at PwC

Senior Strategy and Management Consultant serving the Intelligence Community, the Department of Defense and commercial defense firms.

Government Executive Staff Officer
Government Strategic Planner and Long Range Budget Planner
Government Large Scale Computer System Development / System Programmer

Specialties include:

  • Strategic Planning
  • Performance Management
  • Executive Coaching
  • Business Process Reengineering
  • Change Management
  • Strategic Communications
  • Business Analytics
  • Planning, Programming, Budgeting, and Execution (PPBE)
  • Off-site Design and Facilitation
  • Executive Decision-Making

Mike Gallagher


Shashi Hanjan

Partner at CSC Consulting

Successfully directed numerous multi-million dollar engagements with corporate and public sector clients – in the USA and internationally. Expertise in business and technology transformation, business process reengineering, strategic planning and architecture – delivering state of the art practical, actionable and timely solutions. Thorough knowledge of leading edge technology, software systems, solution architecture, state-of-the-art methodologies and vendor offerings. Experience includes complete life cycle from vision and strategy, right through to solution implementation for healthcare, telecommunications, entertainment, retail, government, financial services, insurance and manufacturing enterprises, as well as e-commerce and startup dot-com companies, among others. Extensive international experience including in-depth offshore management experience in a complex environment. Comfortable operating at all levels within client organizations with a proven track record of designing and delivering ‘world class’ solutions for complex business and technology challenges in a wide range of industries and specializes.

Core Competencies
• Systems Planning
• Business Development
• Solutions Delivery
• Risk Management
• Relationship Management
• Budget Oversight & Estimating
• Large-scale Project Management
• Process Design & Improvement
• Agile Development
• Team Leadership
• Business & IT Strategy
• P&L Management
• Visualization

Al Williams

I’ve straddled the hardware and software line all of my career. So I’m as comfortable writing a PHP application as I am designing a Verilog CPU (both of which I’ve done).

In addition to “hardcore” engineering, I’ve spent a lot of my career as a communicator. I’ve spent a lot of time writing books, magazine articles and columns, proposals, and speaking in one way or another. For many years I taught classes around the country for companies ranging from AT&T to Intel. I wouldn’t mind retiring to teach again.

My “day job” at Boeing was a good blend of software and hardware work, with my team involved in everything from radiation testing PIC microcontrollers to developing real time VxWorks software and sophisticated FPGA hardware for video processing. We also did a lot of military networking where cybersecurity was paramount. I was also an associate technical fellow for Boeing and founded our FPGA community of practice.

I took a turn back in the pipeline business helping the company and an industry group find innovative ways to secure both business and SCADA networks (ICS networks).

I’m an able technical leader able to balance technical concerns with business realities. I’ve led and built teams of engineers and other technical specialists that I’m very proud of.

Technical Specialties: Verilog
Assembly Language
Instructional design