Accelery, Inc.

Accelery is pioneering a new class of AI-powered management tools designed for today’s dynamic, mid-market organizations. We’re dedicated to helping companies discover and activate the hidden strengths, skills, and networks within their teams—enabling greater engagement, agility, and business performance.

Our technology supports forward-thinking organizations in building high-performing, people-centered cultures where talent and collaboration are fully realized. At Accelery, we believe AI should empower people, not replace them—redefining how teams connect, grow, and deliver results in a rapidly changing world.

If you’re interested in shaping the future of work and exploring new ways to unlock your organization’s true potential, let’s connect.

Founder and CEO

DLA ignite

Social media has changed the world. 

DLA Ignite is transforming businesses around the world through social media. 

Their vision and methodology for social strategy, virtual networking and relationship building, and business transformation perfectly complement our expertise in developing virtual growth experiences. 

We believe that the most excellent use of technology is enabling more authentic human-to-human connections.

It is a pleasure to offer DLA Ignite’s proven social enablement programs through best-in-class collaborative learning technology.

Strategic social selling improves the customer experience through authentic and meaningful conversations.

Helping B2B sales leaders create digital culture means that we’re building the social organization, closing the distance between clients, prospects, remote employees, and potential recruits. 

B2B sales leaders must lead sellers across the organization, and sellers must engage in conversations authentically. We’re building the platform that helps you to dominate in this new environment.

Before we dominate, we have to change. Change takes time. 

For traditional B2B sales teams, authentic conversations mean modern buyers help prospects make sense of conflicting information. 

Authentic conversations mean your customer success team listens to the customer after their purchase for increased customer satisfaction and potentially new revenue opportunities. 

Authentic conversations mean employees share your organization’s purpose beyond its produces and services to recruit and retain talent. 

Training your employees to engage on social media and increase their influence through authentic and meaningful conversations means you’re closing the distance between clients, prospects, remote employees, and potential recruits.

Strategic social selling means investing in your people for competitive advantage.

US Partner - Social Strategy, Virtual Relationship Building & Business Transformation

The Half Percent Project

When I was 8, I had a dog. His name was Brutus. One day, I came home from school to find that my mom sent him away to be with Jesus. After 25 years, my trauma ended when we adopted our dog, Sadie, from the shelter. One year later, Sadie was joined by Andy. After 15 years, they're both gone. But my love for them remains.  I'm helping the Half Percent Project, a non-profit to encourage wealthy philanthropists to donate a half percent of their giving to animals because we can do a lot better by them.

Board Member

ET Business Solutions

Joined the family business to help out Dad. We had different ideas. I did what I could to turn it around. Eventually, I increased revenue to seven figures. But, the business model wasn't sustainable. As I struggled with the realities of entrepreneurship, I discovered I needed to level up and find an opportunity where I could build a legacy. That's when a rare opportunity set me on the path to where I am today. That was the best thing that came out of this experience.

Chief Executive Officer

The Children's Place

Lasting growth comes from our greatest challenges. The Children's Place is where I faced some of my most significant struggles as a young executive. The company was in crisis during most of my tenure. During this period of uncertainty, my lack of leadership training revealed the constraints on my ability to go farther in my career. 

Self-awareness, humility, empathy, and growth mindset would have helped me to be a better, more productive teammate. The seeds of my personal and professional transformation were sown here. Today, I reap the rewards.

Participating in hundreds of Board meetings and decision-making at the highest levels, I observed how an inspiring founder could motivate enthusiasm and loyalty, as well as how a self-serving executive could wreak havoc, demoralizing many—a lifetime of lessons learned in a short time frame.

Trusted C- Level Advisor

Kelley Drye & Warren LLP

Kelley Drye is where I got my first real taste of business. 

Our client, a Rustbelt manufacturer in the steel industry supply chain with global operations, was in the process of transforming its operation to modernize and prepare for new applications. The CFO was negotiating a cutting-edge business process arrangement with one of Canada's largest technology providers. But, the negotiations were at an impasse. I was called in to "see what I could do."

It quickly became clear that we needed to overcome cultural differences and a language barrier to finish the deal. I was able to bridge the communication gap by interpreting what the French Canadians meant and not just listening to the words they used.

Both companies offered me jobs. The CFO also recommended a book for me to read called The Goal by Eliyahu M. Goldratt. The principles explained in that book stuck with me so much that I've internalized them and apply them to my worldview.

Life is about overcoming the point of constraint. You can't grow past it no matter how skilled you are in other areas. Focus on removing the most immediate constraint to keep growing.

Midmarket Business Process Outsourcing and General Corporate - Industrial Manufacturing

Pryor Cashman

Delivered essential legal support to the firm’s senior associates and partners focused on advancing the interests of the firm’s corporate clients. Supported senior associates and partners negotiating M&A transactions ranging in size from $50M to $1B and banking transactions ranging in size from $5M to $300M. Prepared annual, quarterly and periodic securities filings including proxy statements, Section 16 filings and 8-K filings.

Midmarket General Corporate and Banking Focus - Legal Industry

Buchanan Ingersoll & Rooney PC

Midmarket General Corporate and Securities Focus - Legal Industry

Monopoly, Charades, and Rummikub -- dominating family game nights for 30 years and counting

After leaving a successful corporate law career, I’ve dedicated more than a decade to deeply understanding behavior change—and helping people transform their habits and performance quickly, at scale. Solving for behavior change is complex, especially within fast-moving organizations. That’s why my work has always focused on one principle: using artificial intelligence to assist and augment people, not replace them.

This commitment drove me to found Accelery, Inc., where we’re building the first AI-powered adaptive management platform for mid-market companies. Our flagship product, IRMA (Intelligently Re-Mapping Assets), uncovers and activates the hidden skills, networks, and motivations that drive real engagement and performance—insights traditional HR tools can’t deliver.

Through agile 90-day sprints, IRMA empowers teams to achieve measurable outcomes—connecting talent and business value with intelligence and empathy. Our approach puts people at the center, leveraging AI to reveal untapped human potential and accelerate meaningful change.

We invite forward-thinking HR and business leaders to join our exclusive early adopter pilot—where you and your teams:

- Access breakthrough AI 
- Directly shape the future of our platform
- Position your organization as an industry innovation leader

If, like me, you’re driven to build high-performing, human-centered organizations—and want to co-create the future of work—let’s connect. My journey, and ours, is just beginning.

Lenwood M. Ross

William Shorten Learning Solutions Ltd.

In 2019 I set up William Shorten Learning Solutions (WSLS) building on my broad range of experiences and skills in different roles, allied to my fascination of supporting and developing individuals, teams and organisation's.  My focus is in two main areas:

1. Design, Delivery and Facilitation of training and leadership development
This ranges from company-wide leadership development programmes to bespoke workshops.  A key aspect is working with the client to be clear about the expected outcomes required from the training and to ensure that new behaviours and attitudes will be adopted and become habitual afterwards.

Experience includes running and facilitating leadership programmes with global organisations, both Face-to-Face and in virtual mediums.  These programmes also include active learning projects to apply key concepts, as well as supervision of Co-Dev coaching teams in order to enhance these important competencies.  

2. Coaching
As an ICF (PCC) accredited coach I also work with individuals and organisation's to support development through coaching.  This is either included within training programmes or as a separate stand alone activity.

This will take several different forms 1-2-1 coaching, Team Coaching, Co-Development/Co-Active Learning groups, as well as feedback on pyschometric reports / 360's.  Whatever the form my approach is always one where I look to create a safe environment for the client(s) to express themselves and look for ways for them to find the appropriate solution to allow them to grow and develop in a way which will be most beneficial for themselves in the system in which they are operating.

As WSLS I have appreciated working across a number of different sectors including Manufacturing, Distribution, Digital Tech and Property Investment

Learning Consultant / Business, Team and Individual Coach

Barefoot Coaching Ltd

In 2019 I participated on the ICF Accredited Barefoot Business and Personal Coaching programme and loved it. The course provided a great balance between theory and practice, and the tutors were excellent in bringing the content to light. When the opportunity came to join this special organisation and to become part of the wonderful tutor group I jumped at the chance.

I really enjoy working with coaches who are going on the same programme I exprienced and to see how they learn and develop. Of course it also acts as a great refresher for me to teach the methods and tools that I use as a coach. 

Apart from the Business and Individual programme I also tutor on the Coaching Skills Foundation course and  act as a Mentor Coach.

Associate Tutor

Talogy

Joining Talogy as a consultant has given me the opportunity to to work with clients in those areas which are a passion for me, namely leadership development and individual and team coaching. It's been great to have been able to work with those in Financial Services, Manufacturing, Construction and the Creative Industries.

Associate Consultant

PeopleSmart SAS

I was drawn to work for PeopleSmart after meeting their energetic CEO Chris Pether.  What particularly attracted me to work with PS is their focus on Consulting, Coaching and Learning which I felt my own background and experience could complement.  

There is a fantastic team of associates who are great to work with on projects. The ethos is very much around collaboration and teamwork which ensures a creative and bespoke approach to design and delivery, meeting clients need's and delivering value added outcomes.

I have been fortunate to work with a range of clients across a broad range of sectors which includes Financial Services, Manufacturing, Waste Management, as well as NGO's.

Senior Consultant

SparkUs

As a coach I was fascinated to learn about the arrival of new digital platforms to support clients in the coaching process. The SparkUs platform offers a blended approach to coaching allowing self-led coaching exercises with 1-2-1 support from external coaches.

The benefits of this model became clear to me on meeting one of the co-founders, Ozlem Sarioglu, who brings a real passion and energy to the organisation. I am appreciating the opportunity to work as both a coach and trainer on various projects.

Professional Certified Coach

Care & Connect

I met Olivier Truong, the founder of Care & Connect, in 2015 while I was working at Saint-Gobain, where we collaborated on one of the Talent Leadership programmes and have remained in touch ever since. Olivier asked me to come and work with him in 2020 when he established his consultancy business, and it has been a real pleasure. My main focus of work is around team coaching, particularly around using the Belbin Team Roles tool when looking to understand team dynamics.

Business Coach

My collaboration with DLA started in early 2020 and was due to a fascination to learn more about the potential of Social in businesses and it's opportunity to change and transform organisations.  

As a salesman starting out in the early 2000's I remember that prospecting for clients was a painful business. It involved lot's of cold calling of potential links whose details were gained from directories, standing around on stands at trade shows or conferences, getting business cards and having a filo fax or card index in which to store them. The internet age was dawning and e-mail addresses were being added to business cards, below fax numbers.

Today we operate in a different environment thanks to technology, however processes and mindsets still need to catch up and recognise where new opportunities exist, in particular I'm referring to Social. In our private lives we have already made this shift, but in many cases we have been much slower to identify the full potential in our business lives.

Many business change leaders are quickly recognising that Social is fast becoming a tool for business transformation within organisations, a way for them to communicate with wider audiences, allowing them to leverage wider networks bringing benefit through sales, marketing  and even HR activities. Such progressive leaders understand the benefits of being internal and external influencers, how such behaviour impacts and empowers organisational growth and development.  

And yet for many of us this is a new area and one in which we do not feel entirely comfortable.

DLA Ignite recognises this, and has been established to support the development of a Social Media Strategy through the offer of training programmes and coaching which take clients through a 5 step process to help them to optimise their activities.  The approach does not focus solely on the Why and What, but very much the How, in order to make Social behaviour more natural and habitual.

Social Selling and Coaching - Senior Associate

Saint-Gobain

On returning to the UK I stepped into a role with two parts.  The first was continuity with responsibility for organising developing leadership development programmes in the UK & Ireland with a budget spend of c.£0.5M (management population 2,500).  The second allowed development into a broader HR role with day-to-day responsibility to support central functions, specifically Finance and IT shared services. 

In terms of the L&D I was required to support the development of Apprenticeship Levy programmes, an initiative which had been launched the year before. In addition I participated and supervised a holistic wellbeing course ‘Fit 2 Lead’, which was designed to raise awareness of the physical, emotional and mental aspects of wellbeing of senior management.  The course was extremely impactful, one of the most effective in which I have participated and allowed me to make a number of behavioural changes which have benefitted me in the long term.

The HR role allowed me to become involved in operational HR issues, such as performance management and talent development and also led to a project which reviewed the day-to-day management of the IT Department Management team (13 managers), with identification of potential development areas.

Head of HR Saint-Gobain UK&I and Director Learning & Development

The role which I moved into was as Deputy to the Corporate VP Learning and Development, which was a group wide role preparing and organizing programmes run centrally (for 30,000 management population including 5,000 High Potentials).   

My responsibilities included managing and co-ordinating activities with global entities in a complex organizational environment which required reviewing training requirements with key organizational stakeholders (functional VP’s).  This led to me developing and managing specific programmes for Sales, Marketing, Purchasing and Supply Chain with oversight of Finance, R&D and HR programmes.

In addition I managed and facilitated two of the Corporate University Leadership Development programmes working closely with international business schools (Ashridge–Hult, EM Lyon, ESCP Paris). This involved the supervision of over 80 applied learning projects in Change Management, which included coaching project sponsors and teams globally. 

Overall this amounted to approx. 150 programmes, 1,200 participants p.a., run annually with a budget for c€800K and average participant satisfaction scores of 17/20.

This was role which allowed me to draw together significant elements of my former jobs and to align this with my interest in developing people.  Furthermore I relocated to Paris with my family which was a fantastic experience for us all.  Professionally to work in a diverse team at the head office of an organisation and to try to develop new language skills was extremely rewarding.

This role helped to fuel a real passion for L&D where I could see real benefits to both individuals and the organisation and this became something that I was keen to continue to pursue in the future.  Whilst it was sad to leave Paris I was content to have found a clear direction for the next part of my professional career.

Director Specialist Training, Compagnie Saint-Gobain (CSG)

Having had responsibility for one product category my scope was increased after a couple of years to include a further two strategic global purchasing categories with a total annual spend of c.€350M.  

Direct managerial responsibilityt reduced to a team of three, however there was an increase in liaison with local purchasing teams in over 20 countries globally.  During this time the central team delivered average savings over the period of €1M p.a.  

I enjoyed my new responsibilities as it allowed me to move away from the main product which I had been involved in and gave me greater exposure within the global purchasing community. However in 2012 I particpated on a course which targetted how to improve leadership within the Gypsum activity which reingnited my interest in how to develop people.  In turn this led to me exploring opportunities within HR and after 9 months a role opened up with Learning and Development.

Deputy Purchasing Director, Gypsum Activity

I was very excited about the move to Saint-Gobain as I felt that due to them being my customer I already knew the organisation quite well and that the role would allow me to utlise my paper making knowledge and commerical skills acquired within DS Smith and to build on these further in a different environemnt.  

My role was to manage the global procurement and sourcing of Plasterboard Liner paper to over 40 plants worldwide, with an annual spend of c. €200M. This involved managing directly supply contracts in Europe, whilst in addition identifying and developing suppliers in North America, Asia and Africa.  I was supported in this by a team of 6 who focused on commerical, quality, supply security.

Over the period delivered the team was able to realise average savings of c. €2.5M p.a through price reduction, product rationalisation and supply synergies.  The role was a great introduction into a new organisation and culture and the international breadth allowed me to gain experience with working with teams from different cultures.

Head of Paper Supply, Gypsum Activity

DS Smith

The sales role that I moved into was for a relatively new product Plasterboard Liner used in the manufacture of Gypsum wallboard. The initial plan was to grow the product from a relatively modest 8K tonnes p.a. to 100K tonnes over five years, through growing the product offering and enlarging the customer base.  

As a new entrant to an established market this was a challenge but a great opportunity to grow my sales and marketing competence as well as to link this with my technical and operational expertise,  my responsibility for product development, required close co-operation with the Operations, R&D and Supply Chain functions.  

Sales grew slowly over the first 3-4 years up to a level of 30K tonnes through the development of new customers and markets, but the obejctive of 100K tonnes seemed a long way off.  At this time I also took on responsibilities for managing other paper grades which gave me experienece across a diverse range of customers.

However persistence with the Plasterboard Liner, along with an improving product and service paid off when a major contract was signed after five years..  By the end of my period in the role sales had grown by 400% and I was managing sales to customers in the UK and Europe with an annual turnover of c.£40M. 

Having reached my carrer objective in sales I eventually started to feel that Iwanted a new challenge, after seraching opportunities whith DS Smith I was approached by my key account for a role with them, the chance to work in a global organisation with many different businesses appealed to me and so I decided to move.

Sales Manager

At the outset my role was to provided with technical to the seven paper mills of DS Smith and in particular to oversee process and product improvement projects.  In addition I also supported  the Technical Customer Services Manager with performance and quailty projects with corrugated customers.  This allowed me to build on the process knowledge I had reviously acquired as well as to gain an understanding of how the paper products were used with customers.

Being part of an central improvement team did have its challenges as some of the manufacturing faciliities did not appreciate outsiders coming in to boss them around (in their eyes), so this meant that I was required to show diplomacy and at the same time ensure that the project was carried out as required. 

For the last year in the role I was also given the responsibility of providing environmental support to the mills, which included overseeing the implementation of IPPC legislation and EMS 14001 standards.  Akthough this was an area where I had little expertise I was ably supported by my team and manager, which allowed us to meet the defined targets.

As the role changed I was keen to move on and eventually an opportunity presented itself for me to move into the commerical field which had been my long-held ambition.

Technical Services Manager

Having spent a couple of years working my way around the paper mill I now got my first introduction to management, which was a fantastic experience.  At the age of 25 I was responsible for the day-to-day management of packaging grades paper machine operating 24/7, managing a staff of 41.

I quickly learnt that I didn't have the requisite experience of the process to be able to step in and take  control of parts of the process but that I would need to rely on the operators.  This created a steep learning curve of my managerial and leadership skills and one that quickly taught me of the importance of 'why and 'how' of communicating with others.  This approach came to be appreciated by the oprerators (so I was told afterwards) who felt more empowered in their daily activities.

Although it was a relatively short experience it had a long term impact on how I interacted with others  and it was a hard choice to move on when I was approached to take a role in the central Technical Services team.  In the end I decided to move as the ne role was now going to have me an opportunity to move towards the commerical field, where I felt my long term future was.

Production Manager

My first two year with DS Smith Paper was spent as a Graduate Trainee where I picked up a variety of experiences.  For the first year and a half I worked on a four shift system in the different jobs along the paper making process, learning the role which each part played.  In addition, I also completed a Diploma in Paper Technology which allowed me to ally the technical aspects of paper manufacture with my practical experiences.  

I then spent six months working as part of a technical team on a project in another mill (Kemsley) where I took on the leadership of a small project team overseeing sampling and testing of the process.  This allowed me to experience a different paper making process in the largest and most advanced of DS Smiths manufacturing sites.

I then latterly returned to Wansbrough where I spent time learning about the support functions of the mill such as Quality, Converting, Engineering and the Power plant and was also selected to be part of a newly appointed Continuous Improvement Committee which was established at the mill.  

This 'apprenticeship' gave me a great overview of the operations of the plant, a great sense of the mindset of the operators (who I was later to manage) as well as an acute sense of the importance of the customer - whether internal or external.  The camaraderie I experienced also reinforced my sense of team work, which has always been a passion and key driver for me.

Graduate Trainee

Grape Ideas

This was a gap year job where I gained experience in working in retail in a customer focused role.  My main responsibilities were related to delivering wine to restaurants, bars, pubs and university colleges in Oxford and the local area.  In addition I worked in a wine warehouse serving customers and trying to help them select the wines which they were after.  It was a great first work experience and fuelled my passion and love of wine which continues to this day.

Delivery Driver & Shop Assistant

My passion for coaching and helping others to develop and reach their next level started when I failed to get into the first team for rowing at school and instead was given the role of coaching the third boat.  The third boat wasn't filled with the best oarsman in the club but they still managed to improve and raise their performance, through their own  hard work and application along with some encouragement and input from me. By the end of the year some of the crew had been promoted into better boats and they won one of the races in which they competed.

That early opportunity to work with and develop others has stayed with me through all of the different roles I have worked in.  I have seen the importance of giving time and creating safe spaces in order to support people, empower them to improve, and to strengthen their skills.

This experience has also highlighted the power of effective teams and whether it is on the water in a boat, or in an organisational setting the power and feeling when everyone is pulling in the same direction is incredible (and rewarding).  Whilst it doesn't happen all the time once you have experienced it you want more and I continually search to try maintain and build on any gains I make.

Balance is also extremely important in rowing and of course in life in general, over the past year I have  gained experience in delivering holistic wellness programmes which focus on physical, mental and emotional wellbeing and have seen the benefits in my personal life by adopting positive behaviours in these areas.  These align well with the interests that I pursue out of work which may no longer include rowing (on the water at least) but does include cycling, running and walking - I enjoy physical activities.  

Apart from sports my other interests  include wine and reading.  Five years of living in France gave me a great opportunity to experience the former and also the latter, as it linked to my interests in business, culture, sport and history - I am always looking at ways to connect these to utilise these in business settings.

taplio

The Battle

Lenwood M. Ross

William Shorten (PCC)

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