Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

When leaders face tough situations — turnarounds, post-acquisition chaos, leadership breakdowns, toxic culture, execution failures — they don’t need advice or frameworks.
They need someone who can step in, take ownership, and deliver results.

That’s what I do.

I bring 20+ years of senior HR and organizational leadership experience across EMEA, with 10+ large-scale transformation assignments. I embed with executive teams, stabilize situations fast (3–6 months), and build sustainable leadership and organizational capability over 12–18 months.

I work at the intersection of leadership, decision-making, and organizational systems — where strong individuals often struggle to operate as a coherent whole under pressure.

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Selected impact:

→ German manufacturing business in crisis
Leadership vacuum, toxic culture, massive talent exodus.
Turned €10M annual losses into breakeven within 12 months.

→ Three Italian plants operating as warring factions
No alignment, no shared priorities.
Built cross-plant leadership alignment; European product sales increased by ~25%.

→ Young leadership team blocked by entrenched resistance
Coached and supported them through a full transformation.
Order execution speed improved by 30%; complete business model turnaround within one year.

→ Severe labor availability crisis across Eastern Europe
Attrition reduced from 25% to 8%; seasonal staffing stabilized through leadership and HR mobilization.

→ Quality function collapse after global product recall
Rebuilt the function from scratch, replaced half of leadership.
All critical issues resolved within 12 months; quality records broken year after year since.

→ Commercial organization with toxic culture and recurring losses
Transformed into the fastest-growing commercial team in Europe within 18 months.

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How I work

Beyond classic interim leadership, I increasingly use facilitated business simulations to make leadership and decision-making dynamics visible under pressure.
They help executive teams see — within hours — patterns that often remain hidden in meetings for years.

This is not training and not theory.
It’s a way to surface how decisions interact, where responsibility concentrates or disappears, and why strong teams sometimes underperform as a system.

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Where I typically engage

• Crisis stabilization
• Post-acquisition integration
• Leadership transitions
• Culture and execution transformation

Scope: EMEA.

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Available for Interim CHRO / HR Director assignments and executive-level transformation work.
High travel is not an issue.


Mikhail Lvovskii

I used to introduce myself as an HR Business Partner.

Then a plant manager told me: I don't need a partner. I need someone who tells me what I don't want to hear.

That stuck.

See, "partner" sounds strategic. It sounds like you're in the room, working together, nodding along.

But in the real world, when a business is in trouble,
agreement is the last thing that moves the needle.

Leaders don't need another person cosigning their decisions.
They need someone who points out what everyone else is quietly ignoring.
Someone who's willing to be unpopular.
Someone who calls out the elephant, every single time.

That's what makes you valuable.
Not sitting at the table.
Not your seat on the org chart.

The best HR people aren't just partners.
They're mirrors. The kind that shows the full, messy picture,no matter who's looking.

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Happy New 2006 Year to everyone!
Best wishes to you and your closed ones!

Certified Transformational Coach

Global Professional in Human Resources (GPHR)

Change Management. Level 4. Change Trainer.

Coaching for Performance. Train the Trainer

Continuous Improvement and Lean Management

EQ 360 degrees feed-back coach

Efficient methods of recruitment and headhunting

Electrolux Leader

Electrolux Next Level Leader

HR Academy

Job Evaluation: Mercer's methodology

People management skills

People management training. Train the trainer

Preparation to GPHR certification

Samsung Leadership program

StoreWars business simulation

Storytelling

Interim HR leadership and transformation execution for organizations facing crisis, transition, or underperformance.

Short- to mid-term Organizational interventions to the teams with dysfunctions, in order to build high the basis for high performance.

Selected projects:

Pharma (multinational, CEE) – Reset the top team, introduced ambitious visioning and planning cadence, strengthened collaboration → positioned business for accelerated market growth.

Global Electronics producer – Advised on HR operating model redesign, aligning service delivery with business strategy → increased ownership by line managers, freed HR from admin.

Industrial Plant (Germany/Poland border, 900 employees) – Installed accountability ladder and reset leadership culture → productivity lifted by 20% in 3 months.

Law Firm (Poland, 400 employees) – Partnered with new HR Director after failed engagement survey → leadership reset, trust rebuilt, attrition slowed within 6 months.

Founder and Principal Consultant

Helping companies overcome challenges in the area of people, leadership and culture.
Helping to run organizational transformation: design, implementation, change management.
Transforming HR organizations to be true business partners and move them towards business drivers.

Chief Transformational Officer

Built HR function from scratch for international logistics company: strategy through execution, all processes, leadership team across 15 countries.

Led three major turnaround initiatives:

German Entity Turnaround (2023-2024)
Situation: German manufacturing entity in crisis — leadership vacuum, toxic culture, talent exodus. Running consistent losses (-10M EUR annually) despite major technology investment.
Action: Led leadership and culture reset. Addressed talent crisis through targeted interventions. Aligned leadership team around performance recovery. Reviewed and streamlined key functional processes.
Result: From -10M EUR annual losses to breakeven within 1 year. Organization stabilized, leadership aligned, underperformers exited.

Italian Operations Integration (2023-2024)
Situation: Three Italian plants operating as warring factions — fighting internally and resisting collaboration with European operations.
Action: Drove cross-plant alignment initiatives. Broke down silos between Italian entities and broader European organization. Built collaborative leadership culture.
Result: Italian product sales in Europe increased ~25%. Unified operations, established productive collaboration. Refreshed Italian management at top 2 layers.

Lithuania Leadership Transition (2022-2024)
Situation: Young leadership team installed after leadership reset, struggling to drive change in entrenched old-guard organization.
Action: Coached and supported new leadership team through transformation. Helped build credibility and change capability. Addressed resistance, aligned organization around new direction.
Result: Orders execution speed improved 30%. Complete business model turnaround from imports to local production within 1 year. Annual growth 15%.

European operations sold to strategic buyer in 2024 following successful stabilization.

Chief Human Resources Officer

Progressive HR leadership across EMEA Industrial Operations, with four major turnaround/transformation cases:

Quality Function Crisis Recovery (2018-2019)
Situation: Global quality scandal — mass product recall (dishwashers) causing massive financial losses and reputational damage. Quality function neglected for years: incompetent team, weak culture, no credibility.
Action: Partnered with new Quality leader to rebuild from ground up. Replaced more than half of leadership team. Redefined function's mission. Recruited high-caliber talent. Coached leader through confidence gaps.
Result: All critical quality issues resolved within 12 months. Historical quality records broken every subsequent year. Function transformed from liability to competitive advantage.

East Europe Manufacturing Labor Crisis (2018-2019)
Situation: By season 2018: zero applications for seasonal workers, significant drop in permanent worker inflow. No one wanted to join Electrolux factories.
Action: Gathered EMEA Manufacturing leadership to develop comprehensive solution. Introduced migrant workers approach despite strong stakeholder resistance.
Result: Decreased workers' attrition from 25% to 8% within months. Employee engagement improved 22 percentage points in Eastern Europe. Season 2018 sdtafed fully. YoY productivity and OEE targets over-achieved for first time in Eastern Europe.

Supply Chain Centralization (2014-2016)
Situation: Major organizational restructuring — centralizing Supply Chain operations across EMEA. Experienced plant managers losing power. Strong resistance, lack of trust, leadership vacuum.
Action: Deployed as embedded change agent. Bridged gaps between central leadership and local plant management. Ensured functioning of new structure during transition.
Result: New centralized organization successfully established and operational. Achieved strategic targets for product delivery at improving cost. New SC organization gained trust and demonstrated advanced capabilities.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Commercial Organization Turnaround
Situation: Dysfunctional commercial organization with toxic culture, chronic underperformance, consistent losses. Managing Director terminated in week two of my arrival.
Action: Kept business running for 4 months while assessing team. Personally removed most toxic individuals. Rebuilt leadership culture around accountability. Supported onboarding of new MD and completed organizational reset.
Result: Transformed from loss-making unit to fastest-growing commercial team in Europe. Delivered significant sales growth and profit turnaround within 18 months. Built self-steering team capable of sustaining performance.

Regional HR Director (CIS counties + Baltics)

HR leadership for industrial gas operations including oversight of two M&A integration projects. Managed complex stakeholder environment, aligned cultures and systems across acquired entities while maintaining operational stability.
Assured stable business functioning along severe Financial crisis of 2008-2009, forcing mass redudancies and business restructuring. While making sure 2 entities acquired pre-crisis were integrating into the business wihtout performance loss.

HR Director

Regional HR leadership across CIS markets for consumer electronics business.
Establishing HR system from scratch along shaping new Global region in CIS.

CIS Region HR Manager

Post-merger integration of Business Consulting practice into IBM structure. Aligning processes, leadership practices and culture.

HR Manager. Business Consulting Services department (integration project)

Recruitment and development support for the pilot project for the emerging business model of dedicated software development centres.

Recruitment Manager

Interim HR Director/CHRO | Turnaround & Transformation Specialist | I stabilize broken organizations and rebuild dysfunctional teams

English

German

Polish

Russian

SHRM

Interim HR Director/CHRO | Turnaround & Transformation Specialist | Helping leaders succeed when context is tough

A factory was bleeding money.

Everyone expected layoffs.

I started with something different.

I asked the shift supervisors what they'd do if they ran the place.

The answers were sharper than anything the leadership team had cooked up.

No management speak. No theory.

They named the broken machines, the wasted steps, and the dumb rules that slowed down every shift.

They didn't need a consultant or a strategy deck.

They needed someone to ask, listen, and act.

The people closest to the work had been watching the real problems for years. Nobody had bothered to ask.

The turnaround kicked off the day leadership stopped pretending they had all the answers.

You want a transformation? 

Before you start buying frameworks and hiring experts, try something radical.

Ask the people staring at the mess every day how they'd fix it.

Then actually listen.

She was one of our best.

On her last day, I asked why she was really leaving.

She said, "I've been leaving for two years. No one noticed."

That's the part no one wants to hear.

By the time someone resigns, the decision was made months ago.

You can track the trail if you bother to look.

First comes the silence in meetings. 
Then the suggestions that go nowhere.
After that, the missed promotion, or no feedback at all.

It's a slow fade.

Most companies don't see it, or pretend not to.

Then they schedule the exit interview, hoping for some honest insight.

But by then, it's just an autopsy.

The real work is upstream. If you want blunt truth, ask before people disengage. 

Stay interviews. Candid check-ins. Not the end, the middle.

Ask early. Ask often. Or get comfortable with good people silently slipping out the door.

You choose which kind of interview you prefer.

Forget teaching.

The fastest way to develop a team isn't to lecture, train, or hand them a new model.

It's to throw them into a real situation that reveals their default patterns, good and bad.

No slides. No expert diagnosis. Just a mirror.

Let them see the gap for themselves.

After 25 years of running all the types of workshops and interventions, I don't believe in top-down development.

People don't shift because someone tells them how.

They shift when they see what they're actually doing, together, in real time.

That discomfort? That clarity? It does the heavy lifting.

The hard part: engineering that moment without artifice or theater.

That's the edge I've been focused on. More on the method soon.

Team building is HR's polite way of avoiding the real conversation.

A CEO once told me: "The team isn't working. Let's do an offsite."

We did the offsite. Escape room. Dinner. Drinks.

Monday morning, same dysfunction.

Because the problem wasn't that they didn't like each other.
The problem was how they made decisions together — and nobody wanted to name it.

Team building that entertains is easy.
Team building that reveals is uncomfortable.

Guess which one gets budget approval?

There are two types of team building.

One asks, "Do we like each other?"
That's escape rooms, cooking classes, drinks after work.
Easy to buy, easy to deliver.
Zero impact on Monday morning.

The other asks, "How do we function when it matters?"
Now you're talking resource constraints, time pressure, clashing priorities.
You put the team in the fire. Watch what surfaces.
It's messy. It's uncomfortable. Most companies run the other way.

After 25 years, I've seen the same pattern.
- Teams that choose comfort stay stuck.
- Teams that choose the mirror, the hard look at reality, break through every time.

You want transformation?
Skip the trust falls.
Choose the mirror.

The best assessment I ever saw wasn't an assessment.

I used to roll my eyes at gamified anything. Always felt like a gimmick.

Then I watched a senior leadership team dive into a business simulation.

No assigned roles. No scripts. No "correct" answers.

Within an hour, everything flipped:

- The quiet one? Turned into the team's strategist. 
- The confident one? Tanked the business with reckless bets. 
- The supposed collaborator? Bulldozed every conversation.

They stopped performing. They just played.

That's when the real dynamics showed up.

You want to know how someone leads? 
Stop calling it an assessment.

Let them forget they're being watched. 
And see who actually shows up.

HR keeps buying what's easy to explain.

Quiz night? That one sells itself. It's cheap. Everyone joins in. No heavy lifting.

But try selling a simulation that shows which leaders choke, stall, or step up in real decisions.

Suddenly, it's too hard to pitch. The CFO gives you a blank stare.

So HR grabs the thing with the simple story. Entertainment wins. Real change loses.

Then they wonder why nothing sticks. Why leaders keep repeating the same mistakes.

The real blocker in corporate learning isn't a lack of ideas. It's a fear of anything that can't be explained in a single line.

If your solution is neat and fun, it lives.
If it reveals hard truths, it dies in the meeting room.

Real transformation isn't simple. The pitch shouldn't be either.

I watched 12 teams solve the same problem, with the same rules and the same time.

Not a single team did it the same way.

But some patterns stood out.

 Teams with one loud voice moved fast. They also got the worst results.

Teams that "wasted" time arguing every angle? They made fewer mistakes.

And when someone asked, "Wait, what are we optimizing for?", that team usually crushed the ones who just rolled up their sleeves and started working.

The kicker?
Teams that thought they nailed it weren't always the ones who actually did.

Especially under pressure, confidence and competence are two different signals.

If your team moves fast and sounds sure of themselves, you might want to check what they're actually delivering.

Networking w swiecie przedsiębiorców jest niezbędny.
Ale jak być jeżeli nie jesteś "stąd"?

Przeprowadziłem się do Wrocławia, no i do Polski, ponad 12 łat temu, po 37 łatach spędzonych w rodzinnym kraju i miejście.

Tak się stało ze długie łata skupiłem się na karjerze korporacyjnej tego pracodawcy który mi tutaj przywiózł. I nie myśliałem że poza ramami tego pracodawcy też jest życie. Nie budowałem sieci.

Tak się wydarzyło że 5 łat temu stwierdziłem że chcę kontynuować swoją drogę samodzielnie, prowadzić własny biznes. 
Ale się okazało że network który miałem był słaby. Jakość sieci po moim ocenam bardzo niska. Większość wartościowych kontaktów to jedna firma - mój były pracodawca.

Probowałem rózne sposoby, ale włąsnie nic nie działa lepiej niż spotkanie tet-a-tet i dzielenie się wiedzą.

Dzięki Martyna Lempert, z której się poznaliśmy z połtora tygodni chyba, już po raz drugi biorę udział w spotkaniu kameralnym przedsiębiorców Wrocławia. I to własnie jest wartość ludzkich relacji - poradzić, skierować, pomóc. 
Dzięki Martyna jeszcze raz!

O wydarzeniu:
Serial networkers Meetup - Wrocław!✅ 

Data: 6 marca 2026
Miejsce: Ace of Space Renoma, Świdnicka 40, Wrocław.
Czas: 16:00-21:00

Bilety: https://lnkd.in/drptwwBB

CEO TeamBoost | Mentoring C-Level - Leadership | Programy rozwojowe | Procesy HR wspierające cele biznesowe firmy

Sent hundreds of managers to leadership training.

Every feedback form was glowing.
"Eye-opening." "Very useful." "Will apply immediately."

But come Monday, nothing changed.

Took me years to see the gap.

Training tells you what good leadership looks like.
It never shows what your leadership actually is.

There's a world of difference between:
- Knowing you should listen more
- And watching yourself interrupt three people in a row when things get tight.

The first is advice.
The second is a mirror.

Most companies spend a fortune on advice.
Almost none bother with mirrors.

That's why so many "trained" managers never improve.

Most leadership teams think their collaboration is strong.

Surveys will back that up.

But watch them try to split a shrinking budget in real time.

That's where the truth shows up.

I once ran a survey for a leadership team. 90 percent rated their collaboration as strong or very strong.

Then I watched them actually work together.

It took 30 minutes for two people to bulldoze every decision. One person checked out completely. The rest held their ground but never moved the conversation forward.

Nobody lied on the survey. They honestly thought they were a high-performing team.

But self-perception is not data.

If you want to know how your team works, stop asking. Start watching.

Observed behavior is the only data that counts.

The CHRO wanted a succession plan.

I only asked one question:
Who on your team would you actually bet on?

Silence.

Not because they didn't know.
Because saying it out loud means facing the reality.

Most succession planning is corporate theater.
- Map names to boxes.
- Run assessments.
- Draft development plans.
Nothing happens.

The real questions never make the agenda:
- Who's truly ready?
- Who never will be?
- Who's here just because it's easy to keep them?

HR builds frameworks.
Leadership dodges decisions.

If your succession plan hasn't changed in six months,
 it's not a plan.
It's paperwork.

We ran an engagement survey. The results came back brutal. 
The CEO's first response: "Can we adjust the questions for next year?"

That right there is the difference.

Organizations that want to improve ask, "What do we do with this?"

Organizations that want to look good ask, "How do we explain this?"

It's not the survey that's broken. It's the instinct to flinch at bad news.

If you're not ready to act on the truth, don't ask for it.

A leadership team spent three months debating a senior hire.

In the end, they picked the safest candidate, someone exactly like them.

Here's what most leaders won't admit, even to themselves.

Hiring decisions expose what you actually value, not what you claim to value.

Every time someone gets labeled a "culture fit," take a closer look. Sometimes it's alignment. More often, it's just comfort.

You can paste values on the wall and talk about innovation, but the real test is in the room when a decision needs to be made.

Your hires are your culture.

Look at your last five. What did you really optimize for?

Be honest. That's the only way things change.

The worst team conflict is silent.

I've seen leadership teams who brag about "alignment." No debates. Quick decisions. Lots of nodding.

Looks smooth. Until you see the mess underneath.

Three strategies pulling in opposite directions. Secret alliances. One person overloaded while the rest jockey for status.

The show of harmony was just that, a show.

Healthy teams fight in the room, then walk out aligned. 
Dysfunctional teams nod in the room and undercut each other later.

If your meetings never get heated, don't kid yourself. That's not alignment.
 
That's avoidance.

Every meeting was polite. Every decision was unanimous.

And the company was slowly dying.

Here's the hard truth. If your leadership team never argues, you don't have trust. You have silence.

Real teams fight. They call out bad ideas before they turn into layoffs. They push each other, because they care more about the business than about looking agreeable.

When you see nothing but smiles and nods, it doesn't mean you've built a great team. It means the real issues are hiding in the hallway, whispered behind closed doors, or ignored until it's too late.

It's not complicated. People avoid conflict when they don't believe it's safe. That's how bad decisions get made, quarter after quarter, until there's nothing left to save.

If your leadership meetings feel comfortable, something important isn't being discussed.

I've sat in on dozens of teams tackling the same problem.

The outcome is set in the first three minutes.

Not by strategy. Not by intelligence. By something simpler.

Who asks a question before proposing a solution?

Teams that start with "What are we actually dealing with?" beat teams that start with "Here's what we should do." Every time.

The uncomfortable part? The teams that rush to solutions feel better. They look decisive. They act confident.

They just end up being wrong, more often than not.

Speed of decision is not quality of decision.

But put any team under pressure, and almost all of them confuse the two.

Darren Kanthal, PCC, CPCC, DiSC

The Kanthal Group

𝐄𝐯𝐨𝐥𝐯𝐢𝐧𝐠 𝐓𝐡𝐞 𝐒𝐭𝐚𝐭𝐞 𝐎𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩
 
We empower C-suite executives and their teams to master critical challenges, overcome organizational conflict, inspire action, and steer transformative change. Anchored in robust research from Harvard, Stanford, and MIT, our proven coaching process forges executive teams into aligned, agile, and resilient units, equipped to navigate and lead through change and uncertainty.
 
𝐖𝐞 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐯𝐞 𝐜𝐡𝐚𝐧𝐠𝐞 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐛𝐫𝐢𝐝𝐥𝐞𝐝 𝐜𝐚𝐧𝐝𝐨𝐫 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐜𝐨𝐮𝐫𝐚𝐠𝐞 𝐭𝐨 𝐜𝐨𝐧𝐟𝐫𝐨𝐧𝐭 𝐡𝐚𝐫𝐝 𝐭𝐫𝐮𝐭𝐡𝐬 𝐡𝐞𝐚𝐝-𝐨𝐧. 
 
We're not here to sugarcoat or sidestep the real issues holding leaders and their organizations back. Instead, we shine a bright, unflinching light on the blind spots, negative self-talk, and counterproductive behaviors that keep them stuck.
 
𝐀𝐥𝐥 𝐜𝐚𝐧𝐝𝐨𝐫.  𝐍𝐨 𝐁𝐒.

► Interested to know more?
▬▬▬▬▬▬▬▬▬▬▬▬
Call: ✆ 720-295-5417 (Mobile) 
Email: ✉ darren@thekanthalgroup.com
Visit: ☛ www.TheKanthalGroup.com

CEO | Executive Coach

The Job Seeker 6

Chief Executive Officer

ICC: Innovate. Coach. Consult.

ICC provides human-based, innovative solutions that improve outcomes for leaders and employees in the workplace. Learn more at www.InnovateICC.com

★ EXECUTIVE COACHING
★ DEVELOPMENT FOR EMERGING LEADERS
★ COMPASSIONATE OUTPLACEMENT SERVICES

Senior Executive Coach & Consultant

HR Colorado

HR Colorado is an inclusive network that 𝘴𝘦𝘳𝘷𝘦𝘴, 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘴, 𝘢𝘯𝘥 𝘱𝘳𝘰𝘮𝘰𝘵𝘦𝘴 our local HR community.
We are the only local comprehensive network dedicated solely to Human Resources professionals in Colorado!

If you haven't already, please join our email distribution list for the latest HR jobs and events in Colorado and follow us on LinkedIn!  www.HRcolorado.com

Vice President, Operations & Business Development

Black Creek Group

Black Creek Capital is a real estate company that develops, acquires, operates, finances and sells commercial and residential real estate in the United States and Mexico.  

• Led and managed the team responsible for executing recruitment strategies, programs, sourcing and recruitment plans
• Reengineered, implemented, and automated various processes and tools including but not limited to a new ATS, job distribution platform, refined interview schedule/process, and background checks achieving a 20% reduction in time to fill, greater data integrity, and minimized manual entry
• Launched an employment brand and social media strategy that included a new careers website, employee referral program, and community, campus, and diversity integration that resulted in a 40% reduction in Agency hires and greater than $300k in annual savings 
• Responsible for the Talent Acquisition budget 
• Planned, evaluated, and implemented sourcing methods used to identify quality candidates by securing key advertising partnerships and industry specific channels; allocating and maximizing advertising budget based on source effectiveness
• Provided on-going coaching and development to hiring managers on techniques that effectively sold and marketed Black Creek as the employer-of-choice in the industry; designed and delivered interviewing and selection training programs to hiring managers
• Developed and utilized performance metrics such as start/acceptance rates, time to fill, cost per hire, source effectiveness and attrition to drive individual departmental accountability, performance and improvement
• Partnered with vendors to implement tools that combined performance and recruitment data to assist with understanding where our best hires come from; guided decisions surrounding recruitment strategy
• Ensured compliance with all federal, state, and local laws, including ADA, Affirmative Action, EEO and work eligibility documentation requirements

Assistant Vice President, Talent Acquisition and Development

Director, Talent Acquisition

Charles Schwab

Responsible for managing strategic recruitment and human resources projects and programs designed to more effectively source, select and retain top talent

•	Provided leadership of cross-functional teams, managed processes and saw projects through to completion
•	Ensured the overall success of programs including Employee Referrals, College Recruiting, Internship Programs, Social Media, Internal Mobility, and Military Recruiting.  Re-engineered existing procedures to streamline processes and ensure a better experience for the end user
•	Managed relationships, influenced and persuaded at all levels of the organization as well as with external partners
•	Conducted needs analyses and gathered requirements to make recommendations of future projects and initiatives

Talent Acquisition / Recruitment Program Manager - College, Veteran/Military, Employee Referrals

American Residential Communities

Regional HR Manager and leader of strategic initiatives operating in a five state region with approx 250 employees.

•	Coach and guide managers at all levels of the organization regarding leadership development, performance management, disciplinary action, staffing and recruitment and succession planning strategies
•	Implemented a progressive disciplinary action process and achieved fairness in dealing with employee relations issues by effectively collaborating with and advising Sr. Management
•	Conduct investigations; interview witnesses, determine validity of the accusations, propose appropriate action and draft witness and summary statements
•	Co-authored skill guides and conducted road shows to roll-out and train Field Managers
•	Create and provide Sr. Management dashboards to evaluate the success of HR programs and drive future initiatives
•	Present employee retention and turnover reduction strategies at annual meetings
•	Deliver company responses to EEOC, ADA, HIPAA, DOL, and unemployment hearings 
•	Proposed 9-block performance management model to identify top performers and prepare them to be successors for key roles within the company as well as identifying underperformers that should be exited from the business

HR Business Partner

Nelnet

Responsible for implementing a full-cycle recruiting strategy and diversity initiative for Nelnet and its subsidiaries.

•	Developed a comprehensive recruitment strategy to source and recruit qualified IT and Operations candidates to be placed within Nelnet and its family of companies: CUnet, Petersons, Sparkroom, Nelnet Business Solutions, and FACTS
•	Utilized job boards (traditional and niche), social networking, recruiting agencies, corporate website, referrals, and colleges/universities to identify a diverse pool of qualified candidates 
•	Ensured that company, state, and federal policies/laws are followed in recruitment and placement procedures
•	Provided a detailed analysis of the Predictive Index assessment comparing a candidates behavioral tendencies to those of the position
•	Partnered with Sr.  Leadership and HR Managers to identify future needs of the business and build a pool of viable, passive candidates
•	Experienced within the Interactive Advertising, Online Marketing and E-commerce industries
•	Worked with candidates and attorneys to finalize and apply for H1-B Visas

Sr. Recruiter

ITT Systems

ITT Corporation is a high-technology engineering and manufacturing company operating on all seven continents in three vital markets: water and fluids management, global defense and security, and motion and flow control. With a heritage of innovation, ITT partners with its customers to deliver extraordinary solutions that create more livable environments, provide protection and safety and connect our world. Headquartered in White Plains, N.Y., the company generated 2008 sales of $11.7 billion.

Responsible for placing government contractors in the Middle East to support military operations abroad.  Skill-set included Systems/Network Administrators and Engineers, Help Desk Technicians, Mechanics, Supply Clerks and Technicians

Contract Recruiter

First Data Corporation

First Data provides payment-processing services to the world’s largest financial services providers, to the merchant around the corner, and to businesses and governments of all sizes in between. We ensure that money moves accurately and securely anytime, anywhere.  Through our global reach, we provide value-added solutions to deliver real client successes through a strong belief in and a solid commitment to our vision and our mission.

Responsible for fully staffing a newly formed Project Management Office (PMO) to include Directors, Sr. Project Managers, Project Managers, PM Analyst, PM Coordinators

Sr. Contract Recruiter

𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 & 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐟𝐨𝐫 𝐈𝐧𝐝𝐢𝐯𝐢𝐝𝐮𝐚𝐥𝐬 𝐚𝐧𝐝 𝐓𝐞𝐚𝐦𝐬 | 𝐖𝐡𝐞𝐫𝐞 𝐄𝐱𝐭𝐫𝐚𝐨𝐫𝐝𝐢𝐧𝐚𝐫𝐲 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬 𝐭𝐡𝐞 𝐑𝐮𝐥𝐞, 𝐍𝐨𝐭 𝐭𝐡𝐞 𝐄𝐱𝐜𝐞𝐩𝐭𝐢𝐨𝐧.

𝐖𝐞 𝐩𝐚𝐫𝐭𝐧𝐞𝐫 𝐰𝐢𝐭𝐡 𝐂-𝐬𝐮𝐢𝐭𝐞 𝐚𝐧𝐝 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐞𝐚𝐦𝐬 𝐭𝐨 𝐭𝐚𝐜𝐤𝐥𝐞 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥 𝐨𝐛𝐬𝐭𝐚𝐜𝐥𝐞𝐬 𝐬𝐮𝐜𝐡 𝐚𝐬:
• Team misalignment
• Inefficient decision-making
• Communication challenges
• Conflict resolution

𝐎𝐮𝐫 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐌𝐚𝐬𝐭𝐞𝐫𝐲 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 𝐚𝐫𝐞 𝐩𝐫𝐞𝐜𝐢𝐬𝐞𝐥𝐲 𝐜𝐫𝐚𝐟𝐭𝐞𝐝 𝐭𝐨 𝐚𝐥𝐢𝐠𝐧 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫 𝐜𝐨𝐫𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐚𝐧𝐝 𝐞𝐯𝐨𝐥𝐯𝐞 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫 𝐠𝐨𝐚𝐥𝐬. 𝐘𝐨𝐮 𝐰𝐢𝐥𝐥:
• Master the internal doubts that hold you back from leading at your best
• Build cohesive, high-trust teams that drive results
• Create a ripple effect of excellence throughout your organization

Our strategic leadership coaching creates a ripple effect, where every change at the top creates positive transformation throughout your entire organization.

We’re not “hit-and-run” consultants—we’re your long-term partners, committed to sustainable executive leadership.

We speak truth to power, delivering insights without sugar-coating, because we know real growth begins with real talk.

𝐀𝐥𝐥 𝐜𝐚𝐧𝐝𝐨𝐫. 𝐍𝐨 𝐁𝐒.

☎️Call: ✆ 720-295-5417 (Mobile)
📩Email: ✉ darren@thekanthalgroup.com
🌎Visit: ☛ www.TheKanthalGroup.com

Founder | Certified Executive Coach | Leadership Coach | Career Coach | Job Coaching

The Kanthal Group (Candid Career Coaching)—Who We Are
▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬
 
At The Kanthal Group, we have candid career conversations with our clients. We don’t avoid difficult topics. We address them head on – candidly – with tact, discretion and empathy. We have deep conversations and challenge our clients to think deeper about who they are, who they want to be, and how to create the career-life balance they want. The Kanthal Group coaches senior, mid-level, and emerging leaders throughout their careers.
 
 
Our Offering:
▬▬▬▬▬▬
► Leadership Coaching
► Career Coaching
► Positive Intelligence | Mental Fitness
► Professional Development | Workshops and Facilitation
► Speaking engagements
 
Our Vision:
▬▬▬▬▬
A trusted partner to help you navigate your career—whether you’re an experienced leader looking to be more effective in your role, or you’ve been passed over for a promotion and aren’t sure why. Perhaps you’re an emerging leader looking to soar out of the gate, or you’re in between jobs and lost about what to do. Now you don’t have to do it alone.
 
Why Us:
▬▬▬▬
The Kanthal Group does Career Coaching differently. We know what it takes to be an effective leader and coach you at all stages of your career, not just when you’re in between jobs.

► Interested to know more?
▬▬▬▬▬▬▬▬▬▬▬▬
Call: ✆ 720-295-5417 (Mobile) 
Email: ✉ darren@thekanthalgroup.com
Visit: ☛ www.CandidCareerCoaching.com

I got a taste of my own medicine this weekend.

I sent a message to Philip and thought it was good.....

Until he replied and said his name was Nicholas.

Not to mention, he told me to 'get your sh*t together man'.

Point taken.

We're all human and make mistakes.  If you made one and you're beating yourself up (like I am for such a simple mistake)...

Give yourself grace.  

More often than not, we're WAY harder on ourselves than we are on others... and you deserve the same grace and forgiveness you readily offer to others.

Coaching Your Workplace Problem Child | Executive Coach for C-Suite & Senior Leadership | Individual Behavior Change & Team Alignment | Helping Leaders Get Their Shit Together

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