Since 1960, Brooks International has specialized in delivering the design, acceleration and execution of our clients’ strategic imperatives that instill a culture of continuous improvement and achieve the required financial objectives. Because each client is unique, Brooks International works diligently to understand the people, processes, measurements and organizational culture in place. Applying more than a half-century of management leadership with precise and thorough in-depth analysis and comprehensive implementation, we create custom-tailored transformations – with measurable and sustainable step-change results.


Our mission is to deliver significantly enhanced profits and predictable business performance to our CEO clients.

We do so by creating and delivering Execution Excellence, linking financial and operational models, while dramatically enhancing all execution methods, competencies and capabilities. We deliver substantial and sustainable organizational, operational and financial improvements … specializing in execution performance capability … working across all industries. Insight. Execution. Results.


To be the sustaining partner of choice in all client relationships

Core Values

  • Integrity above all
  • Client-centric
  • All commitments achieved sustainably
  • Business results required
  • Respected, engaged and fulfilled employees


Brooks International has always leaned upon our principles to guide us. As clients can attest, these principles resonate deeply and help us in steering transformation initiatives for our clients. As we continue to move forward in the 21st century, our principles keep us tethered to traditional business values.


Both must be clearly communicated and understood, company-wide.


Incentives and recognition are tied to performance and behavior.


Managers proactively address and foster performance success.


Sustainable, systematic improvement is the goal at every level.

Our principles provide a roadmap for all endeavors. They influence our search for meaningful insights, our approach to transformational processes and the results of our work.


Brooks International was founded in 1960, in New Jersey, by two General Electric executives with a wealth of business performance success. The early focus on direct business outcomes continues to differentiate us in the marketplace today. Before the end of the ’60s, the first international assignment led to a European office, and Brooks International was born.

During the 1980s, our European presence expanded to three offices and a new management group purchased Brooks International from the founder. In the 1990s, our company developed an integrated approach that balances process with organizational culture and behavioral change. Our current leadership bought the company back from the management group and led Brooks International into the new millennium.

Today, our Tactical Planning Methodology refines the Brooks International process including an in-depth assessment, complete implementation and execution of our executive clients’ strategic imperatives. Corresponding with our growth in a new world economy, Brooks International maintains five locations in the United States, Europe, Canada and Asia.

Delivering Sustainable Value

Since our inception in 1960, Brooks International has specialized in helping corporate executives at industry-leading organizations in diverse industries around the world design and implement their strategic imperatives and instill a culture of continuous performance improvement.

We partner with our clients and are committed to their missions of achieving their strategic imperatives and reaching their desired future state together. We deliver tangible, sustainable, measurable value, including improved earnings, customer/market satisfaction, increased market share and improved bottom-line financial returns. Brooks International professionals are problem-solvers. Our employees are committed to ensuring exceptional quality in every detail. Our services and methods specifically address people, processes and technology utilization issues faced by most organizations.

Execution is a vital part of every initiative and our day-to-day operations. Simply stated, we deliver Execution Excellence. Our clients enthusiastically recommend Brooks International for that reason.

At the end of the day, we make a promise and keep it.

Lui Damasceno
CEO, Brooks International

7 Core Attributes

Brooks International’s seven core attributes set us apart and make us unique in the marketplace:

  1. We are value-driven. We’re highly mission- and action-biased, linking business outcomes to operational tactics with the implementation of transformational step changes.
  2. We start with the answer (i.e., the executive’s strategic imperative) and certify true performance potential and specific areas that will produce improved performance; then generate a specific tactical plan of execution and deliver the required outcome.
  3. We focus on delivering real measurable value, such as profitability, earnings, revenue and cash, with reconciliation of our benefits directly to the financial statement. Our impact will accrue within weeks and months versus months and years.
  4. Our comprehensive E-C-M (Expectations – Capabilities – Motivators) methodology blends behavioral and tactical considerations, which accelerate and sustain our clients’ targeted results.
  5. We are privately held and client-centric.
  6. Our employees are hand-picked, Brooks-certified, professional leaders. They specialize in the implementation of organizational and operational upgrades and results delivery.
  7. We are supported by a blue-chip International Advisory Board that supports shaping our industry perspectives and client-solution architecture.

Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success and the cause of most of the disappointments that are mistakenly attributed to other causes. — Larry Bossidy, retired CEO and Author


To provide a level of insight and leadership appropriate for Fortune 500 chief executives, Brooks International employs our own team of outstanding leaders. Each member of our leadership team owns an extraordinary array of resources, experiences and educational prowess. Working in collaboration with one another, it’s hard to imagine a business challenge capable of exceeding Brooks International’s capacity.

Lui Damasceno
Chief Executive Officer
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Leadership Team

Kevin Belovsky
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M. David Dealy
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Alan Fleury
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Peter Harker
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Susan Schran Houghton
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Paul Kreis
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Julian Sperring-Toy
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Lui Damasceno
Chief Executive Officer

Lui Damasceno is the Chief Executive Officer of Brooks International. He has held that title since 1999. Mr. Damasceno began his career with the firm in 1984, and was both hired and mentored by Robert Lull, an ex-GE executive, who founded the firm in 1960. Mr. Damasceno started as an apprentice consultant, and over the span of his career, he has demonstrated uncommon and superior success at all key functions of the firm. Today’s primary areas of client oversight include engagement architecture and results delivery, business-wide analytics and new account development. In the 1990s, Brooks International was acquired and owned by Navigant Consulting, a $250 million publically traded consultancy, during which time Mr. Damasceno was immediately promoted to run Navigant’s Value Delivery Practice. In 1999, Mr. Damasceno led a successful effort to once again privatize the Brooks organization. In the running of today’s practice, he personally oversees each and every commitment made to the firm’s clients. Beyond his more than 30 years of management consulting and business leadership experience, Mr. Damasceno’s specific consulting areas of expertise include supply chain, inventory management and logistics, sales force effectiveness, green-field launch and overall asset utilization and profitability performance. He is highly skilled in both the analytical and implementation aspects of the consulting field. He possesses a long-standing track record of success with clients in both North America and Europe. Throughout his career, Mr. Damasceno has led engagements that have generated dramatic improvements across many industries, including: pharmaceutical, chemical, transportation, energy, heavy and light manufacturing, aerospace, financial services and insurance, healthcare and distribution, to name a few. Mr. Damasceno has designed and implemented numerous engagements that have required advanced change-management expertise coupled with deep tactical knowledge of the clients’ operations. Many of the more complex initiatives were characterized as post-merger/acquisition efforts and every case required significant enhancement in business performance. All engagements have included major behavioral shifts culminating in greatly enhanced client cultures, as well as dramatic improvements in bottom-line profit performance. Mr. Damasceno resides in beautiful South Florida with his wife and six children. He enjoys spending time with his family and his hobbies are boating, golfing and reading.

Kevin Belovsky
Director of Assessment Quality

Kevin Belovsky is a highly experienced managing analyst and the Director of Assessment Quality with Brooks International. Mr. Belovsky has worked with some of the largest organizations in the world in the transportation, food and beverage, banking, insurance, retailing, healthcare, telecommunications, energy and manufacturing industries over the past 27 years as a consultant and analyst. His experience includes large-scale program management, asset management and utilization optimization, green field and brown field analysis and development, analysis of strategic logistics, supply chain and vertical integration, sales/revenue enhancement, customer service and quality improvement, M&A integration, performance improvement and business process design. Prior to Brooks International, Mr. Belovsky had more than eight years of experience in the automotive industry. His managerial responsibilities included operations, marketing, finance and personnel. Representative examples of Mr. Belovsky’s experience and accomplishments:

  • Major International Brewery – Developed and implemented a streamlined and more efficient export operations process, including guidelines and escalation protocols to synchronize export logistics with port of entry legal and regulatory requirements to minimize import processing times;
  • Large Regional U.S. Food Wholesaler – Redesigned warehousing, stocking and distribution operations to reduce costs and significantly improve on-time delivery of shipments to customers;
  • Major Class I Railroad – Designed and implemented an asset utilization program, which optimized power planning, terminal operations and customer on-time performance through improved planning horizons and terminal execution procedures, decision-making and escalation processes;
  • Leading U.S. Telecommunications Company – Managed projects to improve service, quality and productivity; Implemented new front-line managerial processes and tools that positioned the organization for development of technician cross-selling and up-selling of added features. This resulted in improved key performance indicators including improved service response time, increased wire-line infrastructure maintenance and lowered cost per fault repair;
  • Large U.K. Electricity Servicing Organization – Oversaw the development and implementation of new front-line managerial tools and habits for field service operations, which maintained power for London and Eastern England. The program increased crew utilization and reduced outsourcing/contracting costs through the redeployment of excess internal capacity. Results included a 40 percent reduction in labor costs, while reducing customer complaints by 50 percent;
  • Large, Regional Healthcare System – Identified and quantified critical areas limiting patient care and increasing cost of care; Established teams of physicians, clinical and non-clinical staff to map existing patient care processes, policies and procedures; Implemented new clinical pathways and patient-care procedures to improve quality of care and reduce cost of care; Realigned staffing schedules and levels to meet patient-care requirements; Reduced Operating Room labor and material costs; Reduced professional nursing staff costs by 24 percent.

Mr. Belovsky holds a B.S. from Marquette University, with degrees in Marketing and Management of Human Resources. He is also a graduate of the General Motors School of Management.

M. David Dealy
Managing Partner

Dave Dealy is a Managing Partner at Brooks International. Mr. Dealy joined Brooks in 2009 after a 31-year career in the rail industry, working at Santa Fe, Union Pacific and BNSF, as well as consulting for Ferromex, the Watco Companies and Canadian Pacific Railway. Mr. Dealy’s representative clients include: Arizona Power, Associated Electric, Belt Railway of Chicago, Conrail, CSX Railroad, DCP Midstream, DistributionNOW, EthosEnergy, Florida East Coast Railroad, GulfMark Offshore, Jack Cooper Transport, NS Railway, Patriot Coal, Union Pacific and US Xpress. At BNSF Railway, Mr. Dealy was responsible for the day-to-day operations of the company’s 34,000-mile network in 28 U.S. states and two Canadian provinces. He managed 21,000 of the company’s 41,000 total employees and was responsible for $5.2 billion in annual expenses out of the total expense budget of $8.8 billion, including 225,000 railcars and 5,200 locomotives, with a network that managed more than 1,500 trains moving at any given time. Over his eight years with the company, BNSF’s volume grew at a combined annual growth rate of 48%. At the time, BNSF represented 40% of the industry’s total growth. No other Class I carrier has ever taken on this magnitude of volume without sacrificing service to the customer and increased operating expense. During his tenure, BNSF had the highest train speed, the second lowest terminal dwell time and the highest locomotive and employee efficiency rates in the industry. Mr. Dealy was responsible for the design and implementation of several key initiatives including: a System for Management, a clearly delineated management system cascading roles and responsibilities to all layers of the management team as well as having an accountability overlay to prevent sub-optimization, which is normally prevalent in most accountability systems; Volume-Based Expense Management (VXM), a variable expense management system that keyed on value-added for each unit of volume handled by Location, Division and Region; Velocity and Volume (V-Square), a clearly defined planning process for network and terminal operations focused on handling more volume and improving velocity at the same time; and Work-Life Balance, a program to identify work load of BNSF’s 1,200 front-line managers, many of whom had 24/7 responsibilities. In this project, the normal work week was reduced from 75-plus hours to no more than 60 hours. In the Safety category, the number of injuries were cut in half while employment numbers increased by 10%. Mr. Dealy was selected as the industry spokesman to testify before Congress regarding train accidents caused by fatigue. Also during his tenure, the stock price of BNSF’s shares rose from $24 to $96. Representative examples of Mr. Dealy’s experience and accomplishments:

  • Union Pacific, North America’s Premier Railroad Franchise, Covering 23 States in the Western Two-Thirds of the United States – Began his career as a management trainee and was General Superintendent of the Southern Region when he left the company to join Santa Fe as Vice President Transportation;
  • Ferromex, Mexico’s Largest Rail Carrier – Consulted on market strategy and centralized operations, which yielded cost savings of over $25 million annually and revenue growth of over $450 million.
  • Canadian Pacific Railway, a Historic Canadian Class I Rail Carrier Founded in 1881 – Worked on a project pertaining to market penetration, allowing for a successful acquisition of an $800 million network extension;
  • Watco – Worked on a variety of projects for the company CEO, Rick Webb, regarding marketing and operations; One short engagement on pricing strategy yielded an increase in margin of 4% of revenue for their largest operation.

Mr. Dealy holds a B.A. from Central Methodist University and completed the PMD at Harvard Graduate School of Business. He has written and published three books, Defining the Really Great Boss, Change or Die – Transforming your Organization from Within and Managing by Accountability. He has served as a national board member of the Alzheimer’s Association, the Boy Scouts of America and the Dallas Symphony.

Alan Fleury
Managing Partner

Alan Fleury is a Managing Partner at Brooks International. Mr. Fleury is a former chief executive officer with over 25 years of experience in leadership and achieving dynamic business growth for global corporations in multiple industries. He has worked with many C-level executives and has driven multi-million-dollar ROI for corporations by redefining, quantifying and modernizing the corporate approach at all levels. Mr. Fleury founded a global management, consulting and business advisory firm to develop and execute high-impact initiatives to redefine, optimize and modernize operations, leadership and culture for corporations in multiple business sectors. Over a 10-year period, this management group attained $600 million in savings for clients worldwide and raised more than $3 billion for business acquisitions. Mr. Fleury brought that expertise with him to Brooks International and he continues to deliver sustained economic value to our clients. Representative examples of Mr. Fleury’s experience and accomplishments:

  • Leading Global Oil/Gas Service Provider – Used cross-pollination of personnel into other departments, defined new processes, made company-wide IT changes and implemented refresher courses necessary to improve client’s company; Implementation resulted in a dramatic reduction in employee turnover, a clearer career ladder for succession planning and consistent management and assessment of performance;
  • Capital Projects Division of Major International Corporation – Observed and controlled more than $600 million in annual capital project spend and implemented an accountability-driven PERT/CPM project management system, used human intervention to make improvements to performance and commissioned a cross-functional process improvement team; Resulted in 25% reduction in facilities backlog, 18.9% reduction in contractor costs for same results and more than $100 million in annual benefits from the reduced capital spend;
  • Global Integrated Company with $60 billion in Market Capital –Standardized methodologies across the company by creating a SWOT Team; Created an overarching business model; Implemented multi-year tactical roll out of transformational change initiatives and aligned business units to corporate goals;
  • Leading Global Corporation Generating $3 Billion in Annual Revenue – Consolidated corporate offices; Revised office systems, goals and organizational structure; Revised HSE, HR and Finance processes; Implemented new Management Operating System; Restructured staff and new maintenance systems; Increased productivity from 55% to 78%; Improved rig availability through new maintenance program; Optimized spend via contractor management program; ROI of 3.4:1 within 12 months.

Mr. Fleury holds a Master’s of Business Administration from LSSU Michigan, and a Bachelor of Arts in Economics from Huron University at Western.

Peter Harker
Managing Partner

Peter Harker is a Managing Partner and an experienced, international corporate executive whose achievements span multiple industries and continents, as he has represented clients across Europe, the Middle East, China, North and South America, South Africa as well as Australia. He is a strategically minded partner with a strong operational background who has managed complex transformational programs, identifying key drivers and aligning these to the corporate mission. His experience covers industries such as Aerospace, Power Generation, Automotive, Chemical Process Plants, Banking & Insurance, Construction, Retail and Manufacturing. Having been part owner and Managing Director of a multi-generational U.K.-based precision engineering company, Mr. Harker has first-hand experience in dealing with the complexities of meeting high customer demands and timelines, while meeting shareholder expectations. During his time as Managing Director, Mr. Harker built strategic partnerships with companies such as General Electric, Airbus and Cooper Cameron Corporation, which enabled the organization to adapt and meet tight schedules for new design launches, meet market demands and increase customer satisfaction. Described as a natural leader with strong coaching experience, Mr. Harker is capable of motivating and establishing a common sense of purpose across organizational boundaries in the pursuit of strategic goals and objectives that result in sustainable improved financial performance. Representative examples of Mr. Harker’s experience and accomplishments:

  • Engineering Business/Manufacturer of Large Industrial Components in U.K., China and the U.S. –Worked in partnership with GE as their largest gas turbine casings supplier representing 60% of their annual order book to improve supply chain performance in parallel to increasing financial returns for the business through cost reduction initiatives supported by Six-Sigma tools and capabilities; Negotiated and led technology transfer program with Harbin Turbine Company, a Chinese state company, with GE’s direct sponsorship resulting in increased product margins and accelerated go-to-market strategies;
  • Mining Engagement in South Africa, Mozambique and Zambia – Led large transformational programs across multiple mines including organizational design and development, regionalization of shared services, SAP enablement programs, supply chain optimization and throughput improvement resulting in profitability gains worth several hundreds of millions;
  • Large Civil Engineering Projects in Middle East and South America – Increased productivity and asset utilization for large infrastructure projects including the construction of the largest dam in South America, the World Cup in Brazil, the Metro expansion program in Rio de Janeiro and large infrastructure projects across the Middle East by focusing on lean construction principles, installing predictable planning and scheduling tools, achieving critical construction milestones, meeting forecasted project margins and generating improved cash flow resulting from increased program attainment and the release of  critical stage payment;
  • Well-Established Banking Group in South Africa, Portugal and the U.K. – Led post-merger integration of strategic assets with improved organizational alignment, centralization of shared services through operational synergies as well as compliance of the risk functions and their ability to rapidly adapt and adopt to new banking regulations related to risk capital and BASEL III requirements;
  • R&D Programs across the Aerospace and Disruptive Technologies – Improved development programs resulting in accelerated go-to-market strategies, reduced investment requirements and increased predictability of design/feature releases achieving significant returns on investment by applying R&D prioritization matrices and agile principles.

Mr. Harker has a Bachelor’s degree in Business Administration from European University in Lisbon, Portugal, and a diploma from Durham University in Durham, U.K. He is a certified Lean Six Sigma Black Belt and is fluent in English, Portuguese and Spanish.

Susan Schran Houghton
Director of Organizational Development

Susan Schran Houghton is the Director of Organizational Development at Brooks International. Ms. Houghton has more than 30 years of international experience in organizational development, training and adult education. She has worked on and contributed to the implementation of organizational change and productivity improvement programs across a wide variety of industrial, commercial and service enterprises, including: manufacturing, automotive, aerospace, food processing, food service, agricultural production, chemical production, refining, forest products, mining, logistics, supermarkets, healthcare, hospitality, banking, financial services and insurance. She brings with her a proven track record in operational analysis, organizational and individual assessment, course/program development, training and coaching to ensure the application of learned concepts to the realities of the work environment. She is a skilled adult educator with a broad background in multiple modes of course delivery and assessment from online to traditional. Ms. Houghton also is recognized as an effective communicator, manager and key contributor to the implementation of organizational change that consistently leads to business success through transformational change and human resource development. Representative examples of Ms. Houghton’s experience and accomplishments:

  • Developed relationships with key stakeholders to ensure sponsorship of and participation in programs that aligned the mission with strategy, structure and culture to address operational and organizational requirements effectively;
  • Conducted interpersonal communications from the executive suite to the front line;
  • Assessed and analyzed organizational and individual needs to determine group and individual development requirements that supported the project mission and objectives;
  • Designed, delivered and implemented behavioral training programs that ensured acquisition and application of specific skills and competencies, resulting in measurable organizational improvements and ensuring achievement of mission goals;
  • Directed training and educational programs from concept to implementation, while delivering measureable, sustainable improvement and accountability;
  • Overcame objections and secured commitment and action needed to implement sustainable change;
  • Created and implemented work-group level solutions to address productivity, quality and customer service issues;
  • Guided staff in applying concepts to workplace realities, resulting in improved on-the-job performance;

Ms. Houghton has an M.B.A. in Management & Organizations from the Fox School of Business at Temple University.

Paul Kreis
Organizational Development Executive

Paul Kreis is an Organizational Development Executive at Brooks International. Paul is an executive leader with demonstrated history of achieving large scale consensus and transformational change outcomes, working in challenging, ambiguous and high-risk/reward environments. Mr. Kreis has built innovative, cross-functional teams, developed successful transformation outcomes for large organizations with multiple communities and improved public outreach. Mr. Kreis has experience leading organizations to improve performance, successfully leading and implementing change to gain efficiencies and achieve desired outputs, and advising, coaching, mentoring and relationship-building executives, senior leaders, peer leaders, staff and subordinate leaders. He has over 10 years of experience developing relationships with stakeholders to gain necessary consensus to implement sustainable change in strategic environments. He has worked in public and private sectors including military/defense industries, production and healthcare.

Prior to joining Brooks International, Mr. Kreis has worked at the Pentagon, integrating multiple cross-functional teams for all Army equipping readiness efforts. He improved staff coordination processes to assess potential Foreign Military Sales, specifically Excess Defense Articles and Grant Transfers. He trained and led a multi-functional organization of 900 Operations Officers and Technical Managers across the Southeastern United States, Puerto Rico, and the U.S. Virgin Islands to train customers (Army National Guard and Army Reserve forces), and assess their individual and organizational readiness. Mr. Kreis served as the Senior Advisor to the Afghan Minister of Defense. He has worked with senior US, NATO and Afghan political leaders, as well as managed relationships with 250+ advisors from 41 nation, to build the necessary consensus to develop the strategy and policies to accomplish the common desired outcome – long-term sustainability of the Ministry of Defense.

Representative examples of Mr. Kreis’ experience and accomplishments:

  • Adjustment of $490 million in programming and procurement; Created improved visibility and the greatest sustained improvement in equipping accomplished in over a decade; Accomplished this by establishing common purpose and improving communication successfully by creating and integrating cross-functional teams from multiple operations, logistics, procurement, and budget teams; Led the group to monitor future structure investment in equipment to ensure investments matched intended growth; Coordinated all activities to monitor expenditure and workload within a special $1.9 billion budget required to return significantly damaged equipment to useful conditions;
  • Trained and reorganized a 1,300 employee organization during downsizing of 3 large operating facilities over a 6 month period; The organization continued to improve operations throughout the very complex process, reinvesting $21 million into the security, operations and modernization of an oil refinery; The successful results were through establishment of clear expectations, as well as clearly defined roles and responsibilities, that were linked to redefined outcomes;
  • Improved 810 employee organization from underperforming to recognition as #1 with an 80% reduction in workplace safety issues; Accomplished this through aligning leaders with his vision and goals, enforcing standard practices, linking performance reviews to recognition, and improving communication.

Mr. Kreis has a Bachelor of Science from the United States Military Academy in West Point, New York and a Master of Arts with a focus in National Security and Strategic Studies from the United States Naval War College in Newport, Rhode Island. He resides in Northern Virginia with his wife and son. He enjoys writing, outdoor activities and rugby.

Julian Sperring-Toy
Managing Partner

Julian Sperring-Toy is a Managing Partner at Brooks International. He joined Brooks International after serving as the Managing Director of a UK based technology firm. Mr. Sperring-Toy has over 25 years’ experience serving some of the world’s major multinational corporations in Executive Leadership roles across Europe, the Middle East, Asia and North America. Working across many industries and functions, such as Logistics & Distribution, Manufacturing, Oil & Gas, Financial Technology, Professional Services and Transportation, he has extensive experience in strategy development and execution, international market entry, corporate development, mergers & acquisitions, business transformation, and technology disruption.

Representative examples of Mr. Sperring-Toy’s experience and accomplishments:

  • Consistently delivered over 20% y-o-y growth in top line revenue, resulting in over 60% growth in EBITDA; Held full P&L responsibility and accountability; Managed all business functions and teams including design, operations, pre and post project management and support, sales and account management, marketing, finance and human resources;
  • Introduced sales and pipeline management methodology focused on developing new business from new logo accounts resulting in 17% increase in revenue and 26% increase in Gross Profit; P&L responsible executive with headcount responsibility of up to 100 associates; Engaged in ‘root and branch’ operational re-design, resulting in 20% cost reduction; Developed and implemented standalone 5-year Strategic Activity Plan for EMEA;
  • Implemented performance management process that delivered 17% year-over-year recurring revenue growth, 70% increase in pipeline opportunities and a 35% increase in measurable sales activity; Led, coordinated, developed and managed Global Sales with resources in North & South America, Europe, Middle East and Africa; Senior member of the Global Management team, involved in all strategic, operational, marketing, development and financial decision making;
  • Grew top line revenue by 110% in 3 years, while realizing operational leverage to significantly increase operating income; Held full P&L responsibility and led and managed a multi-national team across 7 locations; Delivered sequential quarter-on-quarter growth for 8 consecutive years.

Mr. Sperring-Toy holds an Honors degree from the Coventry University Business School and a Diploma in Marketing Management from the Chartered Institute of Marketing.


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