Craig Leach, MBA

Welcome to where transforming companies and careers with precision-tailored executive placements and progressive leadership coaching meets personalized solutions that align with your unique culture and strategic goals. If you're here, you're likely seeking to attract and retain top-tier talent in a competitive market, align leadership teams with corporate strategy and culture, navigate leadership transitions without disrupting operations, and ensure new hires are the right fit for long-term success.

With over 30 years of experience in leading teams, I guide executives from uncertainty and misalignment to building high-performing teams that drive results. Is reducing time spent on recruiting or mis-recruiting on your radar? Do you aspire to increase productivity and performance? If these aspirations resonate, you've found your path.

I blend my diverse skills in negotiation, business planning, operations management, sales, market development, and leadersip with my passion for talent development, crafting strategic solutions that truly represent your organization's needs. This strategy allows you to transform your leadership capital and achieve sustainable success.

My 21st Century technology-influenced approach uses personalized executive search and coaching to create long-term impact that delivers reduced commercial downtime, improved employee retention rates, and reduced overall costs to hire. I empower hiring managers to make confident decisions, so 96% of our placements are still in place after 12 months.

What you can expect:
• Minimized client commercial downtime
• Improved new employee retention rates
• Reduced overall costs to hire

Your outcomes:
• 96% of placements still in place after 12 months
• 94% of placements still in place after 24 months

Embrace a journey that transforms your organization through strategic leadership development and succession planning. Ready to start?

I offer different ways to work with me to suit your budget and needs:
• Retained Search: Exclusive tailored executive search and coaching solutions, best suited for senior leadership positions (C-Suite, VPs, Directors)
• Contingency Search: Exclusive search for technical, sales, and marketing roles
• Executive Coaching: Tailored, one-on-one partnerships to empower leaders and high-potential professionals to maximize performance and achieve personal and organizational goals

Who it's for:
• C-suite executives
• Senior managers
• Emerging leaders
• Professionals transitioning to higher leadership roles

Begin your journey: https://calendly.com/6202205911/30min

President

Craig Leach

The most expensive thing a CEO can have is a recruiter who won't say no.

A Fortune 500 company offered me $75K to find their next CFO.

I walked away.

Not because of the money. Because of what I heard in the boardroom.

"We need someone who can clean house. Fire 30% of finance. No questions."

I asked what was driving the 30% number.

"We promised the board headcount reduction. Easier to hire fresh talent at lower salaries."

They weren't looking for a CFO. They were looking for an executioner.

Their last three CFOs? All lasted under 18 months. Turnover rate? 47%. One former CFO told me they made him fire people who'd been there 20 years—good people—then blamed him when culture imploded.

A "yes" recruiter would have taken that search. Cashed the check. Placed someone. And watched them burn out in a year.

Then done it again. And again.

I offer a 1-year placement guarantee. Risk definitely outweighed the reward.

𝗪𝗵𝗮𝘁 𝗬𝗲𝘀-𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗲𝗿𝘀 𝗖𝗼𝘀𝘁 𝗬𝗼𝘂:

• The $75K fee—three times over
• Six CFOs in three years
• Stock down 34%
• Glassdoor rating: 2.1 stars
• Every good candidate now knows to stay away

The recruiter fee was never the expense.

The expense was nobody saying: "This isn't a search problem. This is a leadership problem."

After 200+ placements, I've learned this:

The best thing I can do for a client isn't always finding them a candidate.

Sometimes it's telling them they're not ready for one.

They called me unprofessional when I walked away. Threatened to blacklist me.

That was three years ago.

I sleep fine.

Would your recruiter tell you no if you needed to hear it?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | 2x Top Voice

Most leaders misdiagnose their team problems.

They see the same symptoms—low energy, missed deadlines, tension in meetings—and reach for the same fix: motivation.

200+ placements taught me something different.

A stressed team and a checked-out team look almost identical. But they need completely opposite interventions.

𝗦𝗶𝗴𝗻𝘀 𝗼𝗳 𝗮 𝗗𝘆𝘀𝗿𝗲𝗴𝘂𝗹𝗮𝘁𝗲𝗱 𝗧𝗲𝗮𝗺:

• Small issues trigger big reactions
• People seem on edge, scanning for threats
• Exhaustion that doesn't improve with time off
• They care deeply but can't perform

These people are in survival mode. Their nervous systems are overwhelmed.

𝗦𝗶𝗴𝗻𝘀 𝗼𝗳 𝗮 𝗗𝗶𝘀𝗲𝗻𝗴𝗮𝗴𝗲𝗱 𝗧𝗲𝗮𝗺:

• Flat reactions to good news or bad news
• Minimal effort—just enough to not get fired
• Silence that feels like surrender
• They've stopped caring altogether

These people have emotionally left. Something broke the connection.

Here's why this matters when I evaluate leadership environments:

You can't motivate a dysregulated team. Pep talks and incentives don't work when people are overwhelmed. They need safety first.

You can't regulate a disengaged team. Breathing exercises won't help people who've already checked out. They need honest conversations about what's broken.

Before I place any executive, I look for this:

Does leadership understand the difference between a team that's drowning and a team that's already gone?

The executives who fail often walk into dysregulated environments and push harder. Or they walk into disengaged cultures and try to inspire their way out.

Same symptoms. Wrong diagnosis. Predictable failure.

The executives who last? They read the room before they try to change it.

What's the first thing you look for when assessing a team's health?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | Top Voice 2024 - 2025

Why I Tell Candidates to Negotiate AGAINST Their Own Salary

Most recruiters coach executives to ask for more.

I ask them to argue for less.

Not as a trick. As a test.

200+ placements taught me this pattern:

The executives who can articulate why they might be overpriced are the ones worth every dollar.

Here's what I tell candidates in final rounds:

"Give me three reasons a company shouldn't pay you what you're asking."

The weak candidates freeze. Deflect. Get defensive.

The exceptional ones? They go deep.

"My industry experience is strong, but I've never led a team this size."
"I'm asking for equity I haven't earned yet."
"My last company's brand opened doors—I need to prove I can do it without that."

𝗪𝗵𝗮𝘁 𝗧𝗵𝗶𝘀 𝗥𝗲𝘃𝗲𝗮𝗹𝘀:

• Self-awareness that can't be faked
• Intellectual honesty under pressure
• The ability to see their own blind spots

The executives who can argue against themselves are the ones who won't oversell and underdeliver.

They know what they're worth. And they know what they still need to prove.

I've watched candidates talk themselves into higher offers by being honest about their gaps. Boards respect it. CEOs remember it.

The ones who can't find a single reason they might be overpriced?

They're usually the first to underperform.

Confidence is knowing your value.
Self-awareness is knowing your limits.

The best executives I've placed have both.

Is there a question you ask that reveals more than a resume ever could?

Your LinkedIn headline doesn't matter as much as you think.

Controversial? Maybe. But after 200+ placements, here's the truth:

I spend about 2 seconds on your headline. Then I scroll straight to your experience section.

I've seen candidates with perfectly optimized headlines—all the right keywords, clever formulas, impressive-sounding buzzwords.

Then I look at their actual work. Nothing there.

I've also seen candidates with headlines that just say "CFO" or "VP Operations." No formula. No flair.

But their experience section tells a story. Clear results. Specific impact. A thread I can follow.

Guess which one I call?

𝗪𝗵𝗮𝘁 𝗜 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗡𝗼𝘁𝗶𝗰𝗲:

• Does your experience section show progression or just job hopping?
• Can I understand what you actually did, or is it buried in jargon?
• Do your results have numbers, or just vague claims?

𝗪𝗵𝗮𝘁 𝗜 𝗦𝗰𝗿𝗼𝗹𝗹 𝗣𝗮𝘀𝘁:

• Headlines stuffed with buzzwords that mean nothing
• "Thought Leader | Visionary | Change Agent"
• Anything that sounds like marketing copy instead of a person

Here's the uncomfortable truth:

A great headline on an empty profile is like a beautiful cover on a blank book.

And a boring headline on a strong profile? I'll still pick up the phone.

Your headline is the wrapper. Your experience is the product.

Stop optimizing the wrapper. Start building something worth unwrapping.

What's the first thing you actually look at when you review someone's profile?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | Top Voice 2024

Apple Just Created a Head of Executive Retention (And Every Fortune 500 Should Follow)

Most companies treat executive retention like an afterthought.

"We'll worry about keeping them once they're here."

Then their best leaders walk out the door to competitors. And suddenly everyone's scrambling.

Apple just did something different. They created a dedicated role focused entirely on keeping their top executives.

Not recruiting them. Keeping them.

After 200+ placements, I've watched this pattern destroy companies:

They spend $500K finding the perfect CFO.
They spend $0 figuring out how to keep her.
Then they spend $750K finding her replacement 18 months later.

The math never works.

𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗼𝘃𝗲 𝗠𝗮𝘁𝘁𝗲𝗿𝘀:

The war for executive talent isn't about hiring anymore. It's about holding.

Every Fortune 500 company has recruiters hunting your best people. LinkedIn messages. Competitor calls. PE firms dangling equity.

Your executives aren't wondering if they have options. They're wondering if you're worth staying for.

𝗪𝗵𝗮𝘁 𝗠𝗼𝘀𝘁 𝗖𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗚𝗲𝘁 𝗪𝗿𝗼𝗻𝗴:

• They assume compensation is enough
• They ignore the small frustrations that compound
• They wait until the resignation letter to ask what went wrong
• They treat retention as HR's problem instead of a strategic priority

𝗪𝗵𝗮𝘁 𝗔𝗽𝗽𝗹𝗲 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝘀:

The cost of losing a great executive isn't the replacement search.

It's watching them build your competitor's empire with your blueprints.

I've placed the same executive three times because their previous bosses didn't understand this. They all called me afterward asking for "another Mike."

They had Mike. They lost Mike. And they still didn't get it.

Creating a Head of Executive Retention sends a message: We're not just investing in finding you. We're investing in keeping you.

That's the difference between companies that build dynasties and companies that build revolving doors.

How is your company thinking about executive retention?

Stop chasing “talent” as if it’s a fixed trait.

Most companies believe talent is something you’re born with. Either you have it, or you don’t.

That’s a myth. Talent isn’t fixed. It’s potential waiting for the right environment.

I’ve seen “average” candidates become legends. I’ve watched “top talent” burn out fast.

The difference? Leadership.

Great leaders don’t just spot talent. They build conditions for it to thrive.

They challenge before people are ready. They see potential others overlook. They push past perceived limits.

The best hires I’ve made weren’t the most credentialed. They were the ones someone believed in.

Talent is everywhere. What’s rare is the environment that unlocks it.

Are you hiring what they’ve done? Or what they could become?

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Most hiring fails for one reason nobody wants to admit.

Companies hire for skills. They should hire for mindset.

200+ placements taught me this pattern:

The candidate with the perfect resume flames out in 8 months. The one with "potential" becomes a company legend.

Skills can be taught. Mindset can't.

I've watched CFOs with flawless credentials crumble under pressure. And I've seen "underqualified" operators build teams that transformed entire divisions.

The difference was never what they knew. It was how they thought.

𝗪𝗵𝗮𝘁 𝗜 𝘀𝗰𝗿𝗲𝗲𝗻 𝗳𝗼𝗿 𝗻𝗼𝘄:

• Do they take ownership when things break?
• Do they learn from feedback or defend against it?
• Do they lift others up or climb over them?

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝗰𝗮𝗿𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁:

• The "right" certifications
• The prestigious company names
• The polished interview answers

Here's the uncomfortable truth:

You can teach someone your systems. Your processes. Your industry.

You cannot teach someone to care. To persist. To adapt when the playbook stops working.

The executives who last 10 years don't have better skills than the ones who last 18 months.

They have better mindsets.

Your next hire's resume tells you where they've been.

Their mindset tells you where they'll take you.

Which one are you screening for?

6 Principles That Separate Great Hires from Expensive Mistakes

If you're questioning your role at year 4, you're not impatient. You're right on schedule.

Here's what nobody tells executives:

In my experience, average Fortune 500 C-suite tenure often hovers around 5 years. CEO tenure? About 7-8 years.

200+ placements taught me this pattern:

The executives who stay too long aren't loyal. They're on autopilot.

The ones who start asking hard questions at year 3 or 4? They're the ones who end up in their best roles.

I placed a CFO two years ago who almost didn't take my call. She'd been in her role for five years. Good company. Solid performance. But something felt off.

She kept saying, "I should be grateful. It's a great job."

I asked her one question: "When's the last time you were excited about a Monday?"

Silence.

Six months later, she was leading finance at a company twice the size, building something from scratch. She told me recently it was the best decision she almost didn't make.

The signs were all there. She'd just convinced herself to ignore them.

𝗪𝗵𝗮𝘁 𝗜 𝗧𝗲𝗹𝗹 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗪𝗵𝗼 𝗔𝗿𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝗶𝗻𝗴:

• Give yourself permission to evaluate fit (not just performance)
• Revisit the impact you want to have in the next 5–10 years
• Start strengthening your network now, not when you need it

The real risk isn't exploring your next move too early. It's waiting until external forces push you out.

Executive careers are a series of strategic moves. The best leaders know when to make their next one.

When did you know it was time to write your next chapter?

If Your LinkedIn Says "Executive Recruiter" in 2026, You're Leaving Placements on the Table

A candidate asked me something last week that stuck:

"Why should I work with you instead of the 50 other recruiters in my inbox?"

Fair question. I had an answer. Most recruiters don't.

Here's what 200+ placements taught me about positioning:

The generic title is killing your pipeline.

"Executive Recruiter" tells candidates nothing. It tells clients even less. You're competing with thousands of people who have the exact same two words on their profile.

Meanwhile, the recruiters winning the best mandates?

They don't call themselves recruiters at all.

They're "FinTech CFO Specialist." "Private Equity Operating Partner Talent." "Healthcare C-Suite Search."

The shift isn't about being clever. It's about being findable.

When a PE firm needs a portfolio company CEO, they're not searching "executive recruiter." They're searching for someone who understands their world.

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻 𝗪𝗼𝗿𝗸:

• Industry-specific positioning attracts inbound
• Niche expertise commands higher fees
• Candidates trust specialists over generalists
• Clients stop comparing you to commodity recruiters

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻 𝗙𝗮𝗶𝗹:

• "Full-service" positioning that means nothing
• Trying to be everything to everyone
• Competing on speed instead of insight
• Hiding behind a corporate brand instead of building your own

The recruiters who'll thrive in 2026 won't be the ones with the biggest databases.

They'll be the ones clients and candidates think of first when a specific need arises.

Your title isn't just a label. It's your first pitch.

Make it count.

What does your LinkedIn headline actually say about your expertise? Recruiter or not?

Most companies call me when they're desperate.

CFO just quit. No succession plan. Board meeting in 30 days.

Then they ask: "How fast can you find someone?"

Wrong question.

The right question is: "Why didn't we prepare for this six months ago?"

Here's what reactive hiring actually costs:

• 6-9 months average search timeline under pressure
• $2M+ in lost productivity per vacant C-suite role
• Remaining executives burning out covering gaps
• Strategic initiatives stalled or abandoned
• Competitors poaching your best people during chaos

I've seen it destroy companies.

One client waited until their COO announced retirement. Two weeks notice.

No pipeline. No internal candidates ready. No transition plan.

They promoted someone unprepared. He lasted four months.

Total cost: $3.7M in severance, recruiting fees, and operational disruption.

Compare that to my clients who build partnerships before crisis hits:

We map their leadership bench quarterly.
Identify succession gaps before they're urgent.
Build relationships with potential candidates over time.
Coach internal talent for future roles.

When someone leaves? We're ready in weeks, not months.

One CEO told me: "Craig, having you embedded in our strategy saved us when our CFO got recruited away. We had her replacement starting within 45 days."

The companies crushing it aren't reacting to turnover.

They're anticipating it.

Because in executive search, preparation isn't expensive.

Desperation is.

When's the last time you stress-tested your succession plan?

If you're questioning your role at year 4, you're not impatient. You're right on schedule.

Here's what nobody tells executives:

In my experience, average Fortune 500 C-suite tenure often hovers around 5 years. CEO tenure? About 7-8 years.

200+ placements taught me this pattern:

The executives who stay too long aren't loyal. They're on autopilot.

The ones who start asking hard questions at year 3 or 4? They're the ones who end up in their best roles.

I've watched executives ignore the internal signals for years. The role changed. The organization shifted. Their goals evolved. But they kept showing up to the same job.

By the time they finally moved, they'd lost momentum. Lost leverage. Lost options.

𝗪𝗵𝗮𝘁 𝗜 𝗧𝗲𝗹𝗹 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗪𝗵𝗼 𝗔𝗿𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝗶𝗻𝗴:

• Give yourself permission to evaluate fit (not just performance)
• Revisit the impact you want to have in the next 5–10 years
• Start strengthening your network now, not when you need it

The real risk isn't exploring your next move too early. It's waiting until external forces push you out.

Executive careers are a series of strategic moves. The best leaders know when to make their next one.

What's driving your questions – a problem, or a readiness for growth?

I just placed a VP of Technology who never finished college.

She beat out five Ivy League candidates.

Here's why the board chose her:

She taught herself AI, rebuilt her company's entire tech stack, and led a digital transformation that doubled revenue in 18 months.

The others had perfect resumes.

She had proven learning velocity.

This is the shift I'm seeing after 200+ placements:

Skills-based hiring is replacing credential worship.

Boards don't ask "Where did they go to school?" anymore.

They ask "How fast can they learn what we need next?"

The data backs this up:

Skills assessments reduce mis-hires by 88%.
They predict job success better than any CV.

What companies prioritize now:

• Learning agility over tenure
• Digital literacy over job titles
• AI proficiency over degrees
• Pivot speed over pedigree

Our 96% retention rate comes from one philosophy:

Hire for mindset and adaptability.
Train for skills.

The executives thriving today don't have the longest credentials.

They have the sharpest learning curves and measurable impact.

That VP of Technology?

Still crushing it two years later.

Outperforming every "safer" candidate on paper.

Are you still hiring resumes or hiring potential?

The best interview question I've ever asked isn't on any list.

After 200+ placements, I've sat through thousands of interviews. Watched hiring managers ask the same tired questions. Watched candidates deliver the same rehearsed answers.

Everyone's prepared for "Tell me about yourself." Everyone's got a weakness that's secretly a strength.

So I stopped asking what everyone else asks.

Now I ask this:

"Tell me about a time you were wrong about something important, and what it cost you."

Silence. Every time.

Because this question does something the others can't. It forces honesty.

𝗪𝗵𝗮𝘁 𝗜'𝗺 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗙𝗼𝗿:

• Do they own the mistake or blame circumstances?
• Can they quantify the impact or do they minimize it?
• Did they actually learn something or just survive it?

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻:

• Candidates who can't answer have never been accountable for anything meaningful
• Candidates who blame others will do the same in your company
• Candidates who get specific and own it? Those are your people

The resume tells you what someone did. The interview tells you who they are.

But only if you ask questions they can't prepare for.

Your best hires won't be the ones with the perfect answers. They'll be the ones who can sit in discomfort and tell you the truth anyway.

What's the one interview question that's revealed the most about a candidate for you?

Most executives ask the wrong question about their career.

"How long can I keep this job?"

That's survival thinking. Not strategy.

Here's what 200+ placements taught me:

The moment you step into a C-suite role, you're on a 3-7 year runway. That's not pessimism. That's the data. Average C-suite tenure hovers around 5 years. CEOs get about 7-8.

The best executives I've placed don't think about how long they can stay. They think about what this chapter will be known for.

𝗧𝗵𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗧𝗵𝗮𝘁 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗠𝗮𝘁𝘁𝗲𝗿:

• What do I want this chapter to be known for in 3-5 years?
• What needs to be true for me to stay energized here?
• At what point will it be time to design the next move?

High-performing executives treat their career like a portfolio. Regularly reviewed. Intentionally rebalanced. Aligned with where they can create the most value next.

I've watched executives cling to roles that stopped fitting years ago. They weren't loyal. They were comfortable. And comfort has a cost.

The executives who build remarkable careers don't wait for a crisis to reassess. They build reflection into the rhythm of how they lead.

If your current role no longer matches the leader you've become, that's not a problem.

It's your signal.

How often do you step back and evaluate whether your role still fits?

96% of my placements are still there after 12 months.

94% after 24 months.

Here's what most recruiters won't tell you:

Skills don't predict success. Culture fit does.

I've seen brilliant executives flame out in 6 months.
Not because they couldn't do the job.
Because nobody assessed if they should.

The placements that fail? Same pattern every time:

Recruiter focuses on resume.
Company focuses on credentials.
Everyone ignores the culture gap.

Then acts shocked when the executive quits or gets pushed out.

Here's what actually drives 96% retention:

Before placement:
• Deep culture assessment (not just "values" on a website)
• Leadership style alignment with board expectations
• Strategic vision compatibility with company trajectory

During transition (first 90 days):
• Executive coaching through political landmines
• Stakeholder mapping and relationship building
• Quick wins identified and executed

Most placements fail in the first 90 days.
Not because executives can't perform.
Because they're navigating blind.

The difference between 96% retention and industry average?

I don't just match skills to job descriptions.

I match leadership DNA to organizational reality.

Are you in the right culture for your leadership style?

I've placed 200+ executives.

96% are still there after 12 months.

Here's what separates the ones who thrive from the ones who don't:

It's not credentials.
It's not pedigree.
It's not even experience.

The last five years in executive search taught me retention comes down to three things:

1. Strategic Alignment

The executive's vision must match where the company is actually going.

Not where they say they're going in the job description. Where they're really going.

I've seen brilliant CFOs fail because they were hired to transform, but the board wanted stability. And vice versa.

Misalignment kills placements faster than anything else.

2. Cultural Fit

Skills get you hired. Culture keeps you employed.

An executive can have every qualification on paper and still be gone in six months if they don't fit how the company operates.

I don't mean they need to be best friends with everyone. I mean their leadership style needs to work within the existing culture or have the mandate to change it.

3. Leadership Agility

The ability to adapt when things don't go as planned.

Because they never do.

The executives who last are the ones who can pivot, read the room, and adjust their approach without losing sight of the goal.

They don't need perfect conditions. They create them.

Here's what I've learned:

You can't fake these three things in an interview.

But you can assess for them if you know what to look for.

That's why our placements stick. We don't just match resumes to job descriptions.

We match people to reality.

What do you think matters most for executive retention?

Michael J Lopez Consulting

Author. Speaker. Consultant. Occasional Maverick.

Prophet

Partner

KPMG

In joining the Transformation Delivery practice at KPMG, I combined my experience in large-scale organizational transformation with my experience in human transformation. With this experience, I was asked to lead KPMG’s internal Front Office Transformation program – a Salesforce-led transformation of KPMG’s go-to-marketing consulting model. This experience elevated my perspective on the challenges with ‘change-and-scale’ and the importance of grass roots, coaching-led strategies to shift individual behavior. From creating pilot-communities of early adopters to creating and activating a broad coaching network, this experience solidified my belief that people change through repetition-based experiences with support from hands-on practitioners that help them maintain motivation and focused learning.

Managing Director

Building from my innovation and strategy experience at Smiths, I joined EY to help identify the next generation of human capital consulting services for the newly formed People Advisory Services. As a leader in the New Services Team, my role was to help PAS leadership identify the new services and opportunities that emerged from the shifting marketplace and our capabilities. 
This role also opened the opportunity to become a thought leader. As the architect of PAS’ Future Work Now service offering, I led a team of ten people to build a cutting-edge consulting program designed to help companies transform as new digital technologies and disruptions were being introduced. In 18-months the team went from concept to a full consulting program that needed over $10m in sales and created the go-to-market foundation for the practice.  
It was also during this time that I began to think more critically about the traditional tactics of change management. Having led several large client transformations, such ERP implementation and culture transformation, I found that many of the tried-and-true change methods were not creating the intended effects. It was also during this time that I began my research into the neuroscience of human behavior to understand how to think differently about creating successful change within organizations. 
The foundation of my team coaching and development capabilities were built at EY as well. I worked with executive teams across industries to create high-performing teams via hands on coaching and development.

Smiths Interconnect

After 13 years at Booz Allen, I ventured in-house to serve as the Director of Strategy and Innovation for Smiths Interconnect, a global, hi-tech, Diversified Industrial Products company. Before hybrid work was a thing, this role introduced me to the realities of the global, hybrid work model. As an individual contributor in this role, I had to develop the relationship-building and influence skills to collaborate across time zones and continents to execute a global product strategy. 
From a business strategy and operations perspective, this role began my experience with understanding how to close the gap between strategy and human performance. Working with the C-Suite leadership team, we developed a market-back product strategy that introduced new concepts for top end growth. This included identifying new products needed to capture needs-based market segments via rigorous customer evaluation. This required that we introduce new skills, capabilities, and behaviors, such as innovation, to execute that new strategy.

Director, Innovation & Strategy

Booz Allen Hamilton

If the foundation of my view on the power of teams came from my time at DIA, the foundation of my belief in the importance of organizational culture came from my time at Booz Allen. During my first foray into consulting, I learned the importance of strong corporate values and how well-designed collective incentives can shape behavior. I applaud Booz Allen’s approach to designing incentives that encourage leaders to work together and make choices in the service of collective results. 
During this time, I sharpened my personal leadership style and advanced my ability to grow future leaders. While at Booz Allen I learned another skill that I continue to practice today – the day you are promoted begin identifying your replacement. The growth of any organization is only possible if the current leaders in the organization develop the future leaders of the organization. I continue to be grateful to the leaders at Booz Allen that set this foundation for me and for the experience of honing my personal leadership style and effectiveness. 
My progress from Senior Consultant to Senior Associate came from my growth in serving as part of a broader Los Angeles Office leadership team and leading a capability team from 12 to over 40 team members. Learning to design a business capability required building the foundational business operating model and working collaboratively across my peers to deliver high impact consulting. Building a consulting team from the ground up formed my early view about how to close the gap between our business strategy and the ability of our teams to deliver it.

Senior Associate

Department of Defense

In my first professional job as an intelligence officer with the Defense Intelligence Agency, I learned the skill of leading with curiosity, the importance of deep, thoughtful analysis, and, most importantly, the power of high-performing teams. Regarding the skill of curiosity, I recall some of the best advice I’ve ever received (and still use to this day) – “always ask the next question.” In asking the next question we perpetually seek to learn and understand, not just about the topic we are addressing, but also about ourselves. 
As a military organization seeking to keep American servicemen and women safe, the analysis we performed as intelligence officers was essential. Communicating clearly and thoughtfully allowed decision-makers to make the best possible decision. High impact information and insight is critical whether you’re in the military or in business. 
There are few organizations more purpose-driven than the United States Military. In addition to my experience in athletics, the foundation of my views around team performance come from this experience. Great teams are composed of purpose-driven team members with complementary skills. Great teams are built, grown, and empowered by equally strong leaders who understand their role is not to “manage” the team, but to unleash their collective capabilities.

Analyst

Have you tried traditional change management techniques only to find that performance never improves? Are you experiencing the common symptoms of stalled change or transformation?  Do you still have a gap between your desired strategy and the results realized? 

Perhaps it's time to re-think your approach. And where you go for answers.

After years of watching traditional change management fall short firsthand, I embarked on a journey to understand why and how people truly change. The result are six proven principles that work with the neuroscience of human behavior to create real, lasting change.

As a student of “the human industry” I use my experience in, and passion for, the science and practice of behavior change to design innovative change strategies. With a diverse leadership style forged from a blend of business, civil service, military, and athletic experience, my purpose is to help individuals, teams, and organizations go farther, faster. This is accomplished by identifying the cultural, structural, operational, and behavioral shifts needed to increase performance. Then shortening the time it takes to implement them.

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