Truliance Consulting

At Truliance, I lead business development efforts across North America, focused on helping construction and manufacturing companies solve complex growth challenges. I work closely with company leaders to uncover opportunities where Truliance’s strategic expertise can drive measurable impact, from revenue growth and market expansion to leadership development and operational efficiency.

My focus includes:

- Building partnerships with forward-thinking industrial and manufacturing firms
- Developing go-to-market strategies and unlocking hidden revenue potential
- Connecting clients with the right experts from the Truliance team to accelerate results

With a background in sales leadership, commercial strategy, and M&A integration, I bring a strategic yet practical approach to growth, one rooted in experience, not theory.

Director of Business Development

Invoiv

Built a SaaS-based platform allowing SMBs to create, track, and automatically follow up on estimates and invoices, while tracking their incoming bills and expenses to help optimize their business cash flow.

Industry: SMB Invoicing, Payments, Saas, Banking

Founder

BNA Ventures

Supporting companies with revenue strategy, business development, and go-to-market execution. Engagements have included:

Zoom Drain (Scarborough, ME / Fort Myers, FL) | Director of Business Development

• Increased inbound call volume to the Fort Myers franchise by 300% in 90 days.
• Implemented CRM system to track leads, jobs, and customer interactions.
• Built outreach sequences targeting plumbers, HOAs, restaurants, and property management firms.

Monite (Berlin, Germany) | Contract Head of Sales

• Helped position the embedded finance startup for North American expansion.
• Built sales processes and messaging for CFO-suite buyers.
• Established early partner pipeline with accounting platforms and fintechs.
• Instituted a new pricing model, refined the sales stage process, and streamlined deal desk approval.
• Created a pipeline of 30+ banks, credit unions, fintechs, and vertical SaaS app providers worth over $1.65M in less than five months.

SBD Technologies (Maine, USA) | Contract CRO

• Built a robust prospect and partner pipeline of over 1,500 contacts from scratch through LinkedIn and membership community outreach, securing new customers, and signing strategic partnerships.
• Prospected angel investors, EPs, and VCs, as well as writing grant responses to assist with fundraising efforts.
• Crafted a comprehensive marketing strategy to amplify brand reach and impact in the EV fleet management landscape.
• Created and optimized sales process, ICP, and CRM implementation, driving revenue growth for SBD Technologies.

Director of Business Development/Head of Sales/CRO

Justt

Recruited by a former WEX colleague to overhaul the sales team, correct forecasting errors, quadruple the sales pipeline, and fix a high-cost commission plan to double sales for this Series B-fund fintech startup quickly.

Grew start-up team of 3 sales professionals to 15 global sales professionals by recruiting "A-players" from the fintech and payment industries.

Led from the front, involved in all aspects of new business development, solution sales, pipeline development, account acquisition, and client relationship building.

Increased CARR by 300%+, ARR by 600%+, and sales funnel of engaged prospects by 500% in the first year, while growing company revenue from $2.3M to $9M. 

Created onboarding platform from scratch with new playbooks and more accurate forecasting, expanding global team by 400%.

Industry: SaaS, Fintech, Payments

Global Vice President – Sales

STARC Systems Inc.

Selected by the board of directors and CEO (after introduction through retained executive search) to turn around a low-performing sales unit, provide more accurate forecasts to help with raw material costs and onboard new talent.

Hired top-of-funnel SDR team, added new sales territories, and separated sales and account management functions to lower “cost to acquire” and position the company for new revenue and profit growth.

Grew YOY sales by 33% in 2020 over 2019 and helped business earn new record for retained cash by year-end 2020 with new pipeline management process to enhance forecasting and pipeline accuracy.

Redesigned sales territories and rewrote job descriptions and comp plans for all sales roles; also created three new sales positions to penetrate existing customer base more with better prospect qualification.

Industry: Construction, Manufacturing, Healthcare

Senior Vice President – Sales 

Asked by company leadership to take on management and rebuilding of 12 person sales and account management teams in WEX corporate payments (AP/AR/Payables/Virtual Card) line of business.

Established new structure to enable forecastable revenue, standardized implementations, and stabilized customer revenue for the Corporate Payments unit.

Effort reduced our cost-to-acquire by 50% YoY, expanded our prospect pipeline by 65%, and increase sales results 87% YoY through better sales/marketing outreach cadences, improved targeted messaging, standardized approach to pipeline management, and restructuring of territories.

Was instrumental in instituting new global sales/forecasting process to improve overall customer experience, while streamlining new customer onboarding across the global team.

Senior Vice President – Sales | Customer Expansion (Corporate Payments)

Personally selected by WEX CEO to be the point person to guide the $1.6B acquisition of EFS (Electronic Funds Source) through FTC review and subsequent second request, testifying on behalf of WEX at the FTC offices in Washington, DC.

Built business plans and revenue models for the two possible scenarios: 1) acquisition is approved (integrations) or 2) acquisition is blocked (resulting in the need for the business to invest in the OTR product to get it on par with our competition).

Upon receiving FTC approval, led a four-person team, running seven strategic work streams through newly created Integration Management Office.

Exceeded $25M synergy and integration target by 18% in under 18 months vs. planned 36 months.

Created a comprehensive blueprint for future integration with standardized work stream project plans, financial reporting, and board update templates – still in use today.

Senior Vice President – Corporate Development (M&A)

Led sales teams of over 150 sales associates and managers for the $650M line of business in North America, encompassing multiple go-to-market channels, brands, and sectors.

Drove 15-18% YoY growth for a line of business that had seen stagnant 3-5% growth for the prior decade.

Succeeded in lowering “cost to acquire” metric by 35% through standardized pipeline management.

Introduced new predictive sales model that empowered managers to individually coach representatives based on their individual performance in prospecting activity, sales meetings booked, new accounts closed, and revenue target achievement. This reduced sales rep turnover by 48%.

Senior Vice President – Customer Acquisition (North America Fleet)

Led and grew a $300M line of business, comprised of 300 employees in field sales, inside sales, channel development, and partner relationships for the company’s “Over the Road” fuel card program. Increased customer acquisition by 38% YOY and size of average account revenue by 42% YOY; also revised go-to-market efforts to transition upmarket, reducing the cost to serve by 40%.

Senior Vice President, General Manager of Partner and OTR

Managed the mid- to large-market line of business, representing $65M in annual revenue with 60 staff involved in all aspects of sales, marketing, account management, customer service, budgeting, and go-to-market strategy. Successfully exceeded sales targets by 22% in year one in this role.

Vice President of Sales and Marketing (Fleetone)

EARLIER EXPERIENCE: 

Vice President of Sales (WEX Fleet)
Director of Sales (Eastern U.S.)
Division Sales Manager (Central Division)
National Account Manager
Senior District Sales Manager (New England)
District Sales Manager (New England)

Led Eastern Division (12 regional sales managers) to 157% of annual sales target.

Recipient of the elite “President’s Club” in 2006 and ranked as “National Account Manager of the Year” in 2005 for outstanding revenue performance, regional growth, and team leadership.

As NAM, achieved 100% retention for 42 “blue chip” accounts while expanding portfolio revenue by 142% in very challenging markets.

Accountable for 20% higher sales quotas as DSM than peer group and elevated to Coach and Mentor status to develop other managers and staff in the sales division.

Various

Enterprise

ACCOUNT EXECUTIVE
LOCAL CORPORATE ACCOUNT MANAGER (LCAM)
ASSISTANT MANAGER
MANAGEMENT TRAINEE

Recruited by top management as one of the first two LCAMs in company history to identify new market opportunities for “in town” corporate rentals for business travel vs. airport rentals, yielding three new downtown branches. Acquired expertise in branch management, major account deals, staff development, multisite operations, market entry, and overall new business growth.

I am a dynamic Executive Sales Leader who drives top and bottom-line growth through innovative strategies that optimize sales teams, processes, and systems while leading from the front.

Throughout my career, I’ve been sought out and recruited to roles based on my success as a committed leader and coach capable of fostering a culture of excellence, helping individuals reach their full potential while contributing to the organization’s growth and success.

I’m passionate about delivering results, building high-performing sales organizations that consistently exceed aggressive targets, and leveraging critical data and CRM tools to enhance sales effectiveness. 

I have extensive experience launching new solutions and expanding market share in the fintech and payment sectors. 

I’m respected for thriving in turning around underperforming accounts and sales teams to achieve sustainable success. 

Specialties include:

Sales | Business Development | Go-To-Market | Consultative Selling | Partner and Channel Development | Pipeline Development | Relationship Building | Go-To-Market Strategies | Data Analytics | Startup Operations | Strategic Alliances | Mentoring | Coaching | Sales Funnel Analytics | Continuous Process Improvement

Bill Cooper

Territory management isn’t just about drawing lines on a map. It’s about using time and resources wisely.

When reps chase opportunities scattered across too wide an area, travel costs go up, time with customers goes down, and deals take longer to close. A well-structured territory plan fixes that.

Good territory management keeps reps close to their prospects and customers. It clusters accounts in a way that builds relationships faster and reduces the waste that comes from chasing too many directions at once.

It also brings accountability. When a rep truly owns a territory, they know the players, the competitors, and the opportunities inside it. That ownership drives better results with less effort.

The outcome is simple. Lower costs. Stronger coverage. Better sales performance.

#TerritoryManagement #SalesLeadership #SalesStrategy #RevenueGrowth #CommercialExcellence

(2) Feed | LinkedIn

li_at

JSESSIONID

Talks about #sales, #fintech, #chargebacks, #insidesales, and #salesdevelopmentrepresentative

Vice President of Sales at Kooner Fleet Management Solutions | Global Sales Executive | C-Level Sales and Marketing Leader | Business Development | Partnership Development Expertise | Strategic Solutions Generator

The handoff from sales to account management is one of the most important moments in the customer journey. It sets the tone for everything that comes next.

If the transition is rushed or unclear, customers feel it. They start to question who owns what, who to go to for support, and whether the company is as aligned internally as it sounds externally. That uncertainty can undo a lot of the trust the sales process worked hard to build.

A strong transition is intentional. Sales frames the relationship, the goals, and the expectations. Account management steps in with clarity, introduces their plan, and shows the customer they are not starting over; they are building on momentum.

When both teams stay connected after the handoff, the customer sees continuity instead of a gap. They feel supported, understood, and confident in the partnership moving forward.

Great customer experiences are built in moments like this.

#CustomerSuccess #SalesLeadership #AccountManagement #CustomerExperience #RevenueOperations

Accountability is what turns a group of salespeople into a team.

It starts with clarity.

Everyone needs to know what’s expected, how success is measured, and where they stand. But accountability isn’t just about metrics. It’s about mindset.

The best sales cultures make accountability a shared value, not a top-down demand. Reps take ownership because they see their leaders doing the same. They know results matter, but so does how those results are achieved.

When people trust that goals are fair, feedback is consistent, and leadership has their back, accountability becomes empowering. It builds confidence, not fear.

In a culture like that, people push themselves and each other to perform at a higher level. Not because they have to, but because they want to.

#SalesLeadership #Accountability #TeamCulture #LeadershipDevelopment #SalesPerformance

Building a pipeline in a new market starts with accepting that you are starting at zero. No brand recognition, no warm introductions, no shortcuts. Just disciplined activity and a clear plan.

The first wins usually come from conversations, not campaigns. You learn who the real buyers are, what matters in that market, and which problems line up with the strengths of your offering. Those early insights shape everything that follows.

Momentum builds when you focus on quality over volume. A handful of well-qualified prospects teaches you more than a spreadsheet full of names that will never convert. As you refine your message and understand the market’s rhythm, each outreach becomes more targeted and each conversation becomes more productive.

Pipeline creation in new markets is not about brute force. It is about learning fast, adjusting quickly, and staying consistent long enough for the market to take you seriously. When you do that, the early trickle of opportunities turns into something you can scale.

#BusinessDevelopment #MarketExpansion #SalesLeadership #PipelineGeneration #RevenueGrowth

Scaling a sales organization requires more than hiring quickly. It requires hiring intentionally.

The pressure to grow can lead companies to prioritize headcount over fit, assuming more people will automatically mean more revenue. But when hiring outpaces training, the result is churn, inconsistency, and lost momentum.

Growth-ready organizations focus first on the profile of success. They know which traits drive performance in their market, their model, and their culture. They build structured onboarding programs that ramp new hires quickly without overwhelming them. And they train continuously, not just at the start.

The best companies view sales enablement as an investment, not a cost. They create environments where learning never stops, where coaching is part of the rhythm, and where performance is measured not just by numbers, but by progress.

When hiring and training work in sync, growth becomes sustainable. The team doesn’t just expand. It strengthens.

#SalesLeadership #TalentDevelopment #SalesEnablement #HiringStrategy #RevenueGrowth

Kooner Fleet Management Solutions is hiring a mobile diesel technician in Atlanta, GA!

#hiring #mechanic #dieseltechnician #fleetjob #nowhiring

Kooner Fleet Management Solutions

Retention is the clearest reflection of how well a commercial team delivers on its promises.

Every company tracks revenue and new business wins, but too few set real benchmarks for keeping customers. When you don’t measure retention, you can’t manage it.

Benchmarks bring clarity. They define what good looks like, reveal where customers may be at risk, and force teams to think beyond the initial sale. A strong retention goal isn’t just about preventing churn. It’s about deepening relationships, expanding within accounts, and earning the right to renew year after year.

When leaders make retention a visible metric, behavior changes. Account managers stay closer to clients. Sales teams qualify with more care. Service teams feel part of the revenue story.

Growth that comes from both winning new business and keeping existing customers is the most stable kind there is.

#CustomerRetention #SalesLeadership #RevenueOperations #ClientSuccess #CommercialStrategy

I recently had the chance to talk with Fleet Management Weekly about the work we are doing at Kooner Fleet Management Solutions and how we partner with fleets to keep their vehicles on the road and their operations moving forward.

We walk through why on-site and mobile maintenance matters, how fleets can reduce downtime with the right partner, and what it means to deliver maintenance the right way every time.

If you have a moment, check out the interview below.

https://lnkd.in/ggSPZmFN

#FleetManagementWeekly #fleetmanagement #onsitemobilemaintenance #fleetvehicles #fleetoperations #fleetmaintenance #transportationindustry

https://lnkd.in/ggSPZmFN
Bill Cooper at Kooner Fleet Management Solutions:
Kooner Fleet Management Solutions partners with fleets to provide a single source for on-site and mobile maintenance that’s done the right way to ensure vehicle uptime.
#FleetManagementWeekly #fleetmanagement #onsitemobilemaintenance #fleetvehicles
Janice Sutton

Open article: Finding the Right Partner for Onsite & Mobile Maintenance by fleetmanagementweekly.com

Finding the Right Partner for Onsite & Mobile Maintenance

A "can-do" culture is not about blind optimism. It is about creating an environment where people believe progress is always possible.

In revenue organizations, that mindset matters. Targets rise, markets shift, and challenges show up without warning. Teams that succeed are the ones that approach those challenges with confidence instead of hesitation.

Fostering this type of culture starts with leadership. People watch how you respond when things get tough. If you stay steady, look for solutions, and keep the team focused on what they can control, they will follow that example.

It also comes from celebrating effort and resilience, not just results. When people feel supported while they push through setbacks, they develop the belief that they can figure things out. That belief becomes contagious.

A can-do culture does not eliminate obstacles. It gives teams the power to overcome them.

#SalesLeadership #TeamCulture #RevenueOrganization #HighPerformance #LeadershipDevelopment

Predictability in business development doesn’t happen by accident. It’s built through consistency.

Every team wants steady pipeline growth, but most rely too heavily on individual effort. Someone has a great month, another hits a dry spell, and leadership is left guessing what next quarter will look like. That’s not a framework. That’s luck.

A predictable business development system starts with clear activity standards, solid messaging, and a follow-up rhythm everyone can stick to. It’s about defining the process so that great results don’t depend on one or two people crushing it.

When the team knows exactly how to fill the funnel, nurture prospects, and convert opportunities, the business becomes easier to forecast, easier to manage, and easier to scale.

Consistency may not be flashy, but it’s what turns potential into performance.

#BusinessDevelopment #SalesLeadership #PipelineManagement #SalesProcess #RevenueGrowth

Mixed fleets bring a unique set of challenges. Different makes, models, asset types, duty cycles, and usage patterns can create blind spots that make it harder for teams to stay ahead of maintenance needs. What we are seeing now is a turning point. On-board technology and telematics are finally giving fleet leaders the visibility they have needed for years.

This is where platforms like Kooner Fleet Management Solutions' FleetIQ are proving their value. Real time health tracking, route-aware scheduling, and predictive diagnostics give teams the information needed to prevent costly downtime and protect every asset in the fleet.

When managers can see what is happening across their trucks, vans, and pickups in one place, they can move from guessing to knowing.

The fleets that embrace this shift will have a competitive advantage for years to come. The ones that wait will continue to fight the same fires that smart data can now prevent.

Proud to be part of the team bringing intelligence to mixed fleet maintenance.

#FleetManagement #Telematics #MixedFleet #VehicleMaintenance #KoonerFMS #FleetTech #LogisticsSolutions #TelematicsTechnology #VehicleHealthTracking #FleetMaintenance #SmartFleet #PredictiveMaintenance #FleetOptimization #LogisticsTech

View company: Kooner Fleet Management Solutions

🚛 🚙 🛻 Managing a mixed fleet? Telematics and other on-board technologies are changing the game for fleet maintenance.

From real-time engine diagnostics to GPS-based service scheduling, smart tech (like FleetIQ™!) gives fleet managers the tools to reduce downtime, catch issues early, and extend asset life across heavy-duty trucks, cargo vans, and pickups.

🔧 Real-time vehicle health tracking
📍 Route-based maintenance scheduling
📊 Predictive diagnostics & fault code monitoring
🧠 Smarter decisions with driver behavior data

💡 Read how these tools can transform your maintenance strategy here: https://lnkd.in/gduURaSq
 
#FleetManagement #Telematics #MixedFleet #VehicleMaintenance #KoonerFMS #B2B #FleetTech #LogisticsSolutions #TelematicsTechnology #MixedFleetSolutions #VehicleHealthTracking #FleetMaintenance #LogisticsTech #SmartFleet #PredictiveMaintenance #FleetOptimization #B2BLogistics

Open article: How On-Board Technologies Are Transforming Mixed Fleet Maintenance by koonerfms.com

How On-Board Technologies Are Transforming Mixed Fleet Maintenance

When the industry starts paying attention, it usually means one thing. Real change is happening.

Seeing Kooner Fleet Management Solutions’s FleetIQ highlighted across so many respected publications is not a surprise to anyone who has watched fleets struggle with outdated maintenance models. The shift from reactive work to predictive intelligence has been talked about for years, but very few platforms have delivered a practical path forward.

What excites me most is not the coverage. It is the early results our customers are already seeing. Faster response times, fewer unnecessary work orders, and a measurable reduction in downtime are the outcomes every fleet leader wants, and they are happening because FleetIQ gives teams clarity, alignment, and real time decision support.

This is the type of innovation that actually moves the industry. Proud of our team and proud of the partners who are leaning in and proving what is possible.

The future of connected maintenance is here. The data is confirming it and the market is responding.

#FleetIQ #FleetManagement #FleetTech #MaintenanceIntelligence #FleetEfficiency #PredictiveMaintenance #ConnectedFleet #TransportationTech #SmartFleet #MaintenanceSolutions #LogisticsInnovation #KoonerFMS

The industry is buzzing and FleetIQ™ is leading the conversation. 🐝

From Fleet Maintenance magazine to Fleet Equipment Magazine, FleetOwner, CCJ — Commercial Carrier Journal, Work Truck, Supply & Demand Chain Executive, ForConstructionPros, Heavy Duty Trucking, Government Fleet and more, top publications across transportation and logistics are talking about how FleetIQ is redefining maintenance intelligence.

Why? Because early adopters are already seeing:

✅ 40% faster response times
✅ 30% less vehicle downtime
✅ 25% fewer unnecessary work orders

FleetIQ is helping fleets shift from reactive to proactive with predictive maintenance, intelligent dispatching, and real-time communication, all in one platform.

As our COO Michael Quimby puts it: “FleetIQ helps fleets make smarter, faster decisions while keeping teams aligned.”

The future of connected maintenance is here and the industry has taken notice!

#FleetIQ #FleetManagement #FleetTech #PredictiveMaintenance #TransportationTech #SmartFleet #LogisticsInnovation #MaintenanceTech #TransportationIndustry #KoonerFMS #FleetTechnology #TransportationInnovation #SmartFleetSolutions #LogisticsTech #MaintenanceSolutions #ConnectedFleet #FleetEfficiency #MaintenanceIntelligence

Faster conversion rarely comes from working harder. It comes from removing the friction that slows deals down.

Refining a sales process starts with understanding where prospects hesitate. Long response times, unclear next steps, inconsistent messaging, or internal bottlenecks can all add days or weeks to a sales cycle. When teams take the time to study those moments, patterns appear quickly.

The real progress comes from tightening the handoffs, clarifying the milestones, and aligning the team on how each stage should look and feel. Small adjustments like standardizing discovery questions, simplifying proposals, or speeding up approvals can change the entire rhythm of the funnel.

When a process is clear, reps move with more confidence, prospects feel greater momentum, and conversion speeds up naturally. Structure is not the enemy of agility. It is what makes agility possible.

#SalesProcess #SalesLeadership #RevenueOperations #ConversionRateOptimization #CommercialExcellence

Pricing models shape how customers buy and how teams sell. When they’re unclear, everything slows down.

Reps hesitate to quote. Managers get pulled into endless approval loops. Customers lose confidence.

Revenue stalls not because of the market, but because of internal confusion.

Clear contract pricing changes that. It gives salespeople confidence in their proposals and customers confidence in the value they’re getting. It also creates consistency in margins and forecasting, which leadership depends on to make smart decisions.

The key is balance. Pricing needs enough flexibility to fit different deal sizes and situations, but enough structure to keep everyone aligned. When that balance is right, deals close faster, renewals come easier, and your revenue becomes more predictable.

Clarity isn’t just good for operations. It’s good for growth.

#SalesLeadership #PricingStrategy #RevenueOperations #ContractManagement #BusinessGrowth

Say it louder for the people in the back!

The pipeline is the responsibility of sales AND marketing.

When I first started as an sales rep at one company, Joseph Murtha told me his secret:

“Fulfill your quota with your efforts. Then what marketing delivers to you is bonus.”

He went on to win President’s Club and got to take his whole family to Ireland for a two week tour of ancestral towns.

Joe’s recipe will never do you wrong.

Thanks for the reminder, Meguire!

And thanks for the timeless advice, Joseph (aka: Joe)!

Marketing strategies that stick. Growth that scales.

“We need more leads from marketing.” 

“Cool. Say more.” 

“Pipeline isn’t where it needs to be.” 

“I saw that, too. How many outbound calls so far this month?” 

🦗🦗🦗

Every marketer at every startup. 👇

I get it. You only want to call warm leads. I’d love to only market to people who are ready to buy. But that’s not the job. And if we share a pipeline problem, chances are we’ve got 1/ a fuzzy brand message, 2/ an inadequate sales methodology, or 3/ misaligned goals (or likely, a combo of these three). 

The pointing fingers approach is a gag. I’m so bored of it. Sales and marketing is the same team.

Funnel velocity improves when teams stop treating every deal the same and start applying structure to how opportunities move forward.

Stage gate processes create that structure. They define what needs to be true before a deal advances, which prevents optimism from replacing qualification and keeps the pipeline honest. When each stage has clear criteria, reps spend more time on the right opportunities and less time chasing deals that were never real.

The impact is immediate. Leaders get better visibility. Forecasts become more accurate. Reps gain confidence because they know exactly what is required to progress an opportunity. And the overall pace of the funnel increases because there is less friction and fewer surprises.

A strong stage gate process is not bureaucracy. It is discipline. It creates a shared language for evaluating deals and a predictable rhythm for moving them forward. That predictability is what speeds everything up.

#SalesLeadership #RevenueOperations #FunnelManagement #SalesProcess #CommercialExcellence

This recognition matters because it is not just about technology, it is about execution.

Being named a 2025 Top Tech Startup by Food Logistics and Supply & Demand Chain Executive magazines validates the work happening every day across Kooner Fleet Management Solutions.

FleetIQ did not come to life in a vacuum. It was built by listening to fleets, understanding where downtime truly hurts operations, and then delivering tools that actually solve those problems in the field.

What I am most proud of is how this technology shows up in the real world.

Faster response times.
Fewer vehicles sitting idle.
Better decisions made with real data instead of gut feel. 

That is where innovation earns its keep.

Huge credit to our product partners, our technicians, and our field teams who take ideas and turn them into results for customers who rely on uptime to run their businesses.

Awards are great. What matters more is what we do next. The bar just went up, and that is exactly where we want it heading into 2026.

#FleetIQ #KoonerFMS #FleetManagement #LogisticsTech #SupplyChainInnovation #Leadership #Execution #Transportation

🏆 🚀 BIG news! Kooner Fleet Management Solutions, powered by the launch of FleetIQ™, has been named a 2025 Top Tech Startup by Food Logistics and Supply & Demand Chain Executive magazines! 

This award recognizes the technologies shaping the future of supply chain and logistics, and we’re proud to be leading the way! 📈

FleetIQ is transforming how fleets operate:

✔️ Faster response times
✔️ Less downtime
✔️ Smarter, data-driven decisions

Huge congratulations to our product partners and field teams who turn innovation into real-world impact every day.

Onward to an even bigger 2026. 💪

#TopTechStartup #FleetIQ #KoonerFMS #LogisticsTech #SupplyChainInnovation #FleetManagement #AI #Transportation #SmartLogistics #TechForTransport #SupplyChainLeaders #FleetSolutions #TransportTech #FoodLogistics

Ebrahim Khalil Kanoo B.S.C (c)

• Design and implement organizational and role structures to align with business strategy, enhancing operational efficiency.  
• Collaborate with senior leadership and cross-functional teams to drive organizational effectiveness and scalability.  
• Lead organizational design projects for market expansion, successfully establishing new business units both locally and internationally.
• Manage and track the HR Strategic Road Map to ensure timely execution of transformation initiatives.
• Ensure alignment with best practices in organizational development, HR transformation and people strategy.

Organization Design Specialist

iQualify UK

iQualify UK, a renowned UK registered organization honored with a Queen’s Award for Enterprise: International Trade, committeed to delivering affordable, high-quality business qualifications reaching students and professionals in Pakistan, Saudi Arabia, the Middle East, and beyond. Renowned for providing 'modern British education' globally, iQualify UK offers Diplomas in Business Management at Levels 4, 5, and 6, and postgraduate Level 7, providing advanced entry to MBA courses in Britain or abroad.

As an accredited member of the Chartered Management Institute (CMI), iQualify UK is able to assess students for Chartered Manager Member and Fellow Status.  This can add professional status alongside a qualification.  It means having additional letters after your name to confer professional recognition, something employers around the world value.

Country Director - UAE

Human Transformation Crew LLC Dubai

A dynamic firm committed to personal and professional growth. We empower individuals and organizations through transformative strategies, fostering positive change and achieving lasting success.

DisruptHR LLC

Once in a while an event series is born that shakes things up, it makes you think differently, it leaves you inspired. That event is DisruptHR.
Disrupt is an information exchange designed to Energize, Inform and Empower people in the HR Field. 
If you’re an HR professional, a CEO, a technologist, an entrepreneur, a community leader – and you’ve got something to say about talent, culture or technology – Disrupt is the place.

Chief Disruptor - DisruptHR (Islamabad & Dubai)

National Logistics Corporation (NLC)

• Spearheaded HR transformation initiatives, advising C-Level executives on strategic HR practices; facilitated the integration of HR into key decision-making, consequential a 50% improvement in organizational alignment; while elevated HR's role by 45%.
• Revamped the entire organizational structure and 5 key strategic business units across Pakistan. This led to an increase in profits from US$11m to US$38m (up by 226%) and per head productivity increase to 149%.
• Pioneered and authored first ever organizational level KPIs translated to departmental level. This led to targeted approvals and an increase in revenue from US$110m to US$383m.
• Established and grew the organizational development department, driving strategic alignment, talent development, and HR automation. Prepared and executed leadership training, triggering a 30% higher leadership effectiveness and 15% improvement in employee engagement.
• Devised a collaborative approach with HR business partners and strategic business heads to design and execute talent management strategies, resulting in a 45% yearly growth in the recruitment of exceptional talent, elevating overall organizational performance and profitability.
• Led a comprehensive succession planning program, leading to 26% more opportunities for merit based promotions and accelerated career advancement for eligible successors.
• Initiated and formulated a competency map, revolutionizing resourcing and career development for management and support functions; with a 25% increase in employee engagement and facilitated seamless succession planning for critical roles.
• Increased employer visibility through aggressive branding activities resulting in attracted and secured better quality top talent. This enabled the organization in securing US$2.6bn contracts from both private and top government organizations.

Head of Organizational Development

Human Transformation Crew (Pvt) Ltd

• Ran over 400+ soft skills training worldwide with an average satisfaction rating of 95% which further led to many re engagements. 
• Coached 70+ senior leaders on performance issues with 100% success rate which further led to client referrals for more coaching assignments. 
• Led a team of 4 recruiters and recruited a total of 116 positions (38 senior level) with 98% success rate, which further lead to frequent re engagements and referrals.
•Executed diverse consulting projects encompassing climate surveys, HR policy manuals, capacity assessments, organizational structures, and talent management strategies; achieved 100% client satisfaction.

Founder / Principal Consultant

Pakistan Microfinance Investment Company

• Heading the Human Resources and Administration Function as a strategic business partner.
Responsible for all Strategic and Tactical elements of HR, IT, Administration & Procurement while being actively involved at the Board level in the capacity of Member / Secretary - Board HR Committee and Member - Management Committee.
• Built an automated HR department from scratch which included developing departments, overall structure, HR policies a comprehensive HR strategy and compensation structures.  
• Established two offices in Islamabad and Karachi which turned over asset capital of Rs.11.2b.  
• Defined an effective HR strategy aligning business plan with employment design. This led to excellence and consistent growth of 45% across all organizational operations.

Vice President / Head Of Human Resources & Administration

Interactive Group Of Companies

• Heading the Human Resource function in the capacity of HR Business Partner and responsible for all operational, tactical and strategic elements of HR for local and international offices.
• Responsible for aligning people to strategy, creating the right culture and developing future organizational capabilities that are critical for success
• Managed the entire talent management lifecycle from securing top industry talent to leading onboarding, orientation, performance optimization, training and compensation. This led to project acquisitions and increase in revenue of US$2.2m.
• Drove the creation of employee-centric processes in Pakistan and UAE offices, encompassing internal candidate slating, leadership development, succession planning, employee engagement, and executive assessments. Notably enhanced talent retention by an impressive 54%.
• Applied strategic advisory support to C Level board. This led to improved C-level decision-making on HR operations by 55% featuring employee favourable solutions.

Human Resources Manager / HOD

AWT Pakistan (The Askari Group)

Responsibilities include Preparation and updating of HR Policies and Procedures for Head Office and Business Units of AWT, HR Audits of AWT Business Units, Organizational Revamping Exercises, Organizational Development Activities at Group and Business Unit Level, Training and Development Activities at Group and Business Units level, Recruitment Management and Orientation activities of Upper Management Positions, lead the Performance Management System activities.

Group Human Resources Manager

Responsibilities include Preparation and updating of HR Policies and Procedures for Head Office and Business Units of AWT, HR Audits of AWT Business Units, Organizational Development Activities at Group and Business Unit Level, Training and Development Activities at Group and Business Units level.

Assistant Manager Group OD

Grant Thornton Consulting (Pvt.) Limited

During the tenure in Access consulting, was able to polish myself as an HR generalist.
- HRM Systems Development
- Organizational Development
- Training Needs Analysis
- HR Audits
- Recruitment and Selection

Associate Human Resources Consultant

𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝘄𝗵𝗮𝘁 𝗜 𝗱𝗼 - 𝗶𝘁’𝘀 𝘄𝗵𝗮𝘁 𝗜 𝘀𝘁𝗮𝗻𝗱 𝗳𝗼𝗿.

Growing up in a military family instilled adaptability, resilience, and the power of collective purpose. These lessons fuel my mission: helping organizations and leaders navigate complexity, embrace change, and build cultures where people and performance thrive.

With 20+ years of global experience and distinguished fellowships (CIPD, CMI, AHRI and more), I specialize in:
  - Organizational Design & Development – architecting structures and systems for scale.
  - Cultural Transformation – aligning values, behaviors, and strategy for lasting impact.
  - Leadership & Talent Pipelines – cultivating future-ready leaders.
  - HR Innovation & Agility – embedding adaptability into the DNA of organizations.

As a Global Coach with CIPD and CMI, I empower professionals to unlock potential and lead with purpose. I also design coaching and training programs that equip teams to thrive in dynamic, uncertain environments.

Beyond my corporate work, I co-host Pata Kazi Dubai, connecting professionals across Africa, Asia, and the GCC to evolving job markets, career strategies, and skills of the future. I actively contribute to global communities including HackingHR, DisruptHR, and Transform, sparking conversations on reimagining HR for the challenges ahead.

Let’s connect to drive meaningful and sustainable impact together.

Hassan Tirmizi

It happened during an OD&D review session last month.

A senior HR manager looked at me, paused for a moment, and said quietly:
“𝘞𝘦 𝘢𝘳𝘦 𝘥𝘰𝘪𝘯𝘨 𝘴𝘰 𝘮𝘶𝘤𝘩, 𝘣𝘶𝘵 𝘐 𝘢𝘮 𝘯𝘰𝘵 𝘴𝘶𝘳𝘦 𝘢𝘯𝘺𝘵𝘩𝘪𝘯𝘨 𝘪𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘤𝘩𝘢𝘯𝘨𝘪𝘯𝘨.”

That sentence stayed with me.

 ✔️ Because across the globe, I keep seeing the same pattern.
 ✔️ HR teams are working hard.
 ✔️ They are delivering activities.
 ✔️ They are running processes.
 ✔️ They are keeping the system moving.

But many of the rituals we faithfully protect are not creating value anymore.

And here is the uncomfortable truth:
 ✔️ Activity is not impact.
 ✔️ Structure is not progress.
 ✔️ Ritual is not transformation.

So I asked myself a simple question while designing this carousel:
𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗛𝗥 𝗿𝗶𝘁𝘂𝗮𝗹𝘀 𝘁𝗵𝗮𝘁 𝗹𝗼𝗼𝗸 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗲𝗱 𝗼𝗻 𝗽𝗮𝗽𝗲𝗿 𝗯𝘂𝘁 𝗮𝗰𝗵𝗶𝗲𝘃𝗲 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝗶𝗻 𝗿𝗲𝗮𝗹 𝗹𝗶𝗳𝗲?

𝗜𝗻𝘀𝗶𝗱𝗲 𝘁𝗵𝗲 𝗰𝗮𝗿𝗼𝘂𝘀𝗲𝗹 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝗳𝗶𝗻𝗱:
• 10 rituals that slow performance and culture
• Why these practices survive even when they no longer work
• Global insights from Asia, Europe, USA, GCC and Africa
• Research on what truly drives impact
• A brain teaser on every slide
• A bonus slide on what modern HR teams do differently

𝗧𝗵𝗲 𝘁𝗿𝘂𝘁𝗵 𝗶𝘀 𝘀𝗶𝗺𝗽𝗹𝗲.
𝗧𝗵𝗲 𝗛𝗥 𝗿𝗶𝘁𝘂𝗮𝗹𝘀 𝘆𝗼𝘂 𝗿𝗲𝘁𝗶𝗿𝗲 𝘀𝗵𝗮𝗽𝗲 𝘁𝗵𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘆𝗼𝘂 𝗰𝗿𝗲𝗮𝘁𝗲.
𝗧𝗵𝗲 𝗛𝗥 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝘆𝗼𝘂 𝗿𝗲𝗱𝗲𝘀𝗶𝗴𝗻 𝘀𝗵𝗮𝗽𝗲 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝘆𝗼𝘂 𝗯𝘂𝗶𝗹𝗱.

Let me know which ritual you think should disappear first.

Dave Ulrich | Nico DECOCK | Zhanna Zhuravleva, | Dr. SYED MASROOR HUSSAIN SHAH | Horace O. Porrás | Dr Reg Butterfield | Mohamed Atef, | Francesca Gino | Francesca Dellacroce | Amy Edmondson | Jennifer Hayes, | Perry Timms | Nicolas BEHBAHANI | Dr. Oleg Konovalov | Ali Uren | Dr. Qazi Tauseef| Liz Fosslien | Aaron Dignan | Kim Scott | Ashley Goodall | Ninah Muthamia | Bruce Daisley | Rob Cross | Steve Cadigan | Ron Thomas | Mike Vacanti | Prasad Oommen Kurian | Stela Lupushor | 💜Heather R Younger, | Lars Schmidt | Lisa Gill | Pamela Fuller | Paul Leonardi | Gary King

#HRTransformation #PeopleAndCulture #HumanCapital #OD #FutureOfWork #HRStrategy #OrganizationalDesign #WorkplaceCulture #HassanTirmizi #HTCrew

OD&D Maverick | Global HR Thought Leader | People & Culture Architect | Chartered Fellow CIPD | Chartered Manager Fellow (CMgr FCMI)

10OldHRRituals301125Tirmizi

Every organisation says it wants to be high performing.

Very few are willing to stop the practices that quietly slow people down.

While working across regions, one pattern has become impossible to ignore.

The companies that grow fastest and retain the best people are not adding more rules, more processes, or more layers.

They are removing the practices that belong to another era.

𝘚𝘰 𝘐 𝘤𝘳𝘦𝘢𝘵𝘦𝘥 𝘢 𝘯𝘦𝘸 𝘤𝘢𝘳𝘰𝘶𝘴𝘦𝘭.

𝗜𝗻𝘀𝗶𝗱𝗲 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝗳𝗶𝗻𝗱:
• 10 outdated people practices high performing companies have already eliminated
• Research from McKinsey, Gartner, Deloitte and LinkedIn
• The surprising habits that quietly kill performance
• Brain teasers that challenge your assumptions
• What modern HR and People teams are doing instead
• A global reflection from Asia, Europe, USA, GCC and Africa
• A transformation insight that brings it all together

If you loved my last carousel on “𝟭𝟱 𝗛𝗥 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 𝗧𝗵𝗮𝘁 𝗡𝗲𝗲𝗱 𝘁𝗼 𝗥𝗲𝘁𝗶𝗿𝗲 𝗶𝗻 𝟮𝟬𝟮𝟲”
you will feel this one even more.

𝘛𝘩𝘦 𝘧𝘶𝘵𝘶𝘳𝘦 𝘣𝘦𝘭𝘰𝘯𝘨𝘴 𝘵𝘰 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘴 𝘵𝘩𝘢𝘵 𝘳𝘦𝘮𝘰𝘷𝘦 𝘧𝘳𝘪𝘤𝘵𝘪𝘰𝘯.
𝘛𝘩𝘦 𝘱𝘢𝘴𝘵 𝘣𝘦𝘭𝘰𝘯𝘨𝘴 𝘵𝘰 𝘵𝘩𝘰𝘴𝘦 𝘸𝘩𝘰 𝘱𝘳𝘰𝘵𝘦𝘤𝘵 𝘪𝘵. - Hassan Tirmizi

Dave Ulrich | Nico DECOCK | Amy Edmondson | Perry Timms | Adam Grant | Herminia Ibarra | Liz Wiseman | Rita McGrath | Anders Indset | Jacob Morgan | Gianpiero Petriglieri | Frances Frei | Francesca Dellacroce | Brené Brown | Gary Hamel | Jennifer Garvey Berger | Dr. SYED MASROOR HUSSAIN SHAH | Dr Reg Butterfield | Horace O. Porrás | Dr Tomas Chamorro-Premuzic | Heather E. McGowan | Josh Bersin | Frederic Laloux | Margaret Heffernan | Whitney Johnson | Linda Hill | Hubert Joly | Esther Perel | Tasha Eurich | Daniel Goleman | John Boudreau | Lynda Gratton | Marcus Buckingham | Dr. Oleg Konovalov | Dr. Nigel Paine | Zhanna Zhuravleva,| Mohamed Atef | Nicolas BEHBAHANI

#HassanTirmizi #HTCrew #HRTransformation #PeopleAndCulture #OrganizationalDesign #Leadership #FutureOfWork #AdaptiveOrganizations #CultureChange #ODandD #HRStrategy #EmployeeExperience #HighPerformance | Human Transformation Crew LLC Dubai

10practices241125Tirmizi

Grateful to share that I’ve officially completed the 𝗚𝗹𝗼𝗯𝗮𝗹 𝗖𝗵𝗶𝗲𝗳 𝗣𝗲𝗼𝗽𝗹𝗲 𝗢𝗳𝗳𝗶𝗰𝗲𝗿 Certificate Program with Hacking HR.

Over the past few months, this journey challenged my assumptions, deepened my strategic lens, and pushed me to think beyond traditional HR. We tackled everything from:
 ✔️ Future-proofing through crisis
 ✔️ Workforce analytics & total rewards
 ✔️ Digital transformation & culture
 ✔️ Global inclusion & cohesive leadership

𝗧𝗼 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘄𝗵𝗼 𝘄𝗮𝘀 𝗽𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗶𝘀 𝗚𝗖𝗣𝗢 𝗷𝗼𝘂𝗿𝗻𝗲𝘆
Thank you for the insights, the debates, the late nights, and the laughs.

𝗧𝗼 𝗺𝘆 𝗳𝗲𝗹𝗹𝗼𝘄 𝗰𝗵𝗮𝗻𝗴𝗲𝗺𝗮𝗸𝗲𝗿𝘀: every group session challenged me to think bigger and lead sharper.

𝗧𝗼 𝘁𝗵𝗲 𝗳𝗮𝗰𝘂𝗹𝘁𝘆 𝗮𝗻𝗱 𝗰𝗼𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗼𝗿𝘀: your energy and direction gave this program life.

𝘞𝘦 𝘤𝘢𝘮𝘦 𝘪𝘯 𝘸𝘪𝘵𝘩 𝘵𝘪𝘵𝘭𝘦𝘴. 𝘞𝘦 𝘭𝘦𝘢𝘷𝘦 𝘸𝘪𝘵𝘩 𝘱𝘶𝘳𝘱𝘰𝘴𝘦.
𝗚𝗿𝗮𝘁𝗲𝗳𝘂𝗹 𝘁𝗼 𝗵𝗮𝘃𝗲 𝘀𝗵𝗮𝗿𝗲𝗱 𝘁𝗵𝗶𝘀 𝘀𝗽𝗮𝗰𝗲 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂 𝗮𝗹𝗹. 𝗟𝗲𝘁’𝘀 𝗰𝗮𝗿𝗿𝘆 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝗳𝗼𝗿𝘄𝗮𝗿𝗱.

𝗪𝗵𝗮𝘁 𝘀𝘁𝗮𝘆𝗲𝗱 𝘄𝗶𝘁𝗵 𝗺𝗲 𝗺𝗼𝘀𝘁?
𝘛𝘩𝘢𝘵 𝘪𝘯𝘧𝘭𝘶𝘦𝘯𝘤𝘦 𝘢𝘵 𝘵𝘩𝘦 𝘵𝘰𝘱 𝘪𝘴𝘯’𝘵 𝘢𝘣𝘰𝘶𝘵 𝘭𝘰𝘶𝘥𝘦𝘳 𝘷𝘰𝘪𝘤𝘦𝘴. 𝘐𝘵’𝘴 𝘢𝘣𝘰𝘶𝘵 𝘴𝘩𝘢𝘳𝘱𝘦𝘳 𝘪𝘯𝘴𝘪𝘨𝘩𝘵, 𝘤𝘶𝘭𝘵𝘶𝘳𝘢𝘭 𝘪𝘯𝘵𝘦𝘭𝘭𝘪𝘨𝘦𝘯𝘤𝘦, 𝘢𝘯𝘥 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘵𝘩𝘢𝘵 𝘰𝘶𝘵𝘭𝘢𝘴𝘵 𝘺𝘰𝘶.

To those designing the future of work, your seat at the table isn’t given. You earn it by asking better questions, not just giving answers.

Debbie Plager | Olga Martens-Stuurman | Mandi Susman, CCP | Rekha G. | Mariano A. | Angela Cheng-Cimini 鄭婷婷 | Anna Mamalaki, | Kara Vega, | Minola Jac | Miquel Muñoz Giménez | Sudhir Singh, | Dalit Krainer | Jessa Jalandoni | Danielle LaPage | Brizia Ceja Ibarra | Vanessa Anello | Emma McKee | Angela Heyroth | ✨Mine (Kocadag) Dedekoca | Vanessa Rousset | Megan Bickle | Dr. Angela D. | Sarah Jasper | Mehvish CHRL, CMP | Alenda Durr | James Boden, FCIPD | Tracy Brower, PhD | Emma McKee

#GCPO #FutureOfWork #StrategicHR #ExecutiveLeadership #HRTransformation #GlobalHR #HackingHR #PeopleAndCulture #HassanTirmizi #HTCrew

I have seen one sentence quietly break more teams, slow more projects, and kill more good ideas than any policy or system ever could.

“𝗧𝗵𝗶𝘀 𝗶𝘀 𝗷𝘂𝘀𝘁 𝗵𝗼𝘄 𝘄𝗲 𝗱𝗼 𝘁𝗵𝗶𝗻𝗴𝘀 𝗵𝗲𝗿𝗲.”

Every time I hear it in consulting, coaching, or transformation work, it signals the same thing.
𝘈 𝘵𝘦𝘢𝘮 𝘵𝘩𝘢𝘵 𝘩𝘢𝘴 𝘴𝘵𝘰𝘱𝘱𝘦𝘥 𝘲𝘶𝘦𝘴𝘵𝘪𝘰𝘯𝘪𝘯𝘨.
𝘈 𝘴𝘺𝘴𝘵𝘦𝘮 𝘵𝘩𝘢𝘵 𝘩𝘢𝘴 𝘴𝘵𝘰𝘱𝘱𝘦𝘥 𝘦𝘷𝘰𝘭𝘷𝘪𝘯𝘨.
𝘈 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘵𝘩𝘢𝘵 𝘪𝘴 𝘳𝘦𝘱𝘦𝘢𝘵𝘪𝘯𝘨 𝘵𝘩𝘦 𝘧𝘢𝘮𝘪𝘭𝘪𝘢𝘳 𝘪𝘯𝘴𝘵𝘦𝘢𝘥 𝘰𝘧 𝘥𝘦𝘴𝘪𝘨𝘯𝘪𝘯𝘨 𝘵𝘩𝘦 𝘧𝘶𝘵𝘶𝘳𝘦.

So I created a new carousel inspired by the dangerous habits many leaders still protect without realising the cost.

Inside the carousel you will find:
• Why legacy thinking is more dangerous than legacy systems
• How organisations trap themselves inside rituals that no longer matter
• The hidden cost of rewarding compliance instead of curiosity
• The cultural patterns that silently slow transformation
• A brain teaser on every slide to challenge your assumptions
• A bonus slide with practical ways to break the pattern
• A closing insight on courage, culture, and forward momentum

If you work in HR, OD, transformation, or leadership, this one will hit home.

The moment you stop defending the familiar, you start designing the future.

𝗖𝗮𝗿𝗼𝘂𝘀𝗲𝗹 𝗶𝘀 𝗹𝗶𝘃𝗲.

Dave Ulrich | Nico DECOCK | Amy Edmondson | Perry Timms | Adam Grant | Herminia Ibarra | Liz Wiseman | Rita McGrath | Anders Indset | Jacob Morgan | Gianpiero Petriglieri | Frances Frei | Francesca Dellacroce | Brené Brown | Gary Hamel | Jennifer Garvey Berger | Dr. SYED MASROOR HUSSAIN SHAH | Dr Reg Butterfield | Horace O. Porrás | Dr Tomas Chamorro-Premuzic | Heather E. McGowan | Josh Bersin | Frederic Laloux | Margaret Heffernan | Whitney Johnson | Linda Hill | Hubert Joly | Tasha Eurich | Daniel Goleman | John Boudreau | Lynda Gratton | Marcus Buckingham | Dr. Oleg Konovalov | Dr. Nigel Paine | Zhanna Zhuravleva, | Mohamed Atef Elmelegey, | Nicolas BEHBAHANI

#HTCrew #HassanTirmizi #HRTransformation #Leadership #PeopleAndCulture #OrganizationalDesign #FutureOfWork #CultureTransformation #WorkplaceCulture #OD | Human Transformation Crew LLC Dubai | UAE Africa Networking Group

HowWeDoThings181125Tirmizi

It started during a leadership coaching session with a regional manager who looked tired, frustrated, and honest for the first time that day.
He said quietly,
“𝘐 𝘥𝘰 𝘯𝘰𝘵 𝘵𝘩𝘪𝘯𝘬 𝘮𝘺 𝘵𝘦𝘢𝘮 𝘧𝘦𝘢𝘳𝘴 𝘵𝘩𝘦 𝘸𝘰𝘳𝘬𝘭𝘰𝘢𝘥. 𝘛𝘩𝘦𝘺 𝘧𝘦𝘢𝘳 𝘵𝘩𝘦 𝘸𝘢𝘺 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘣𝘦𝘪𝘯𝘨 𝘭𝘦𝘥.”

That sentence stayed with me.

Because across the world I keep seeing the same shift.

High performing teams are not rejecting leadership.

They are rejecting outdated leadership habits that drain energy, reduce clarity, and destroy trust.

And here is the real truth.
𝗠𝗼𝗱𝗲𝗿𝗻 𝘁𝗲𝗮𝗺𝘀, 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝗚𝗲𝗻 𝗭 𝗮𝗻𝗱 𝘆𝗼𝘂𝗻𝗴𝗲𝗿 𝗠𝗶𝗹𝗹𝗲𝗻𝗻𝗶𝗮𝗹𝘀, 𝗮𝗿𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗮 𝗻𝗲𝘄 𝗺𝗶𝗻𝗱𝘀𝗲𝘁. 
They move fast, think differently, and see leadership through a completely new lens. 
The habits that once worked are now blockers to trust, creativity, learning and real performance.

𝗔 𝘀𝗶𝗺𝗽𝗹𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗴𝘂𝗶𝗱𝗲𝗱 𝘁𝗵𝗶𝘀 𝗰𝗮𝗿𝗼𝘂𝘀𝗲𝗹:
𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘩𝘢𝘣𝘪𝘵𝘴 𝘵𝘰𝘥𝘢𝘺’𝘴 𝘵𝘦𝘢𝘮𝘴 𝘩𝘢𝘷𝘦 𝘲𝘶𝘪𝘦𝘵𝘭𝘺 𝘰𝘶𝘵𝘨𝘳𝘰𝘸𝘯, 𝘣𝘶𝘵 𝘮𝘰𝘴𝘵 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘴 𝘴𝘵𝘪𝘭𝘭 𝘩𝘰𝘭𝘥 𝘰𝘯 𝘵𝘰?

Inside the carousel you will find:
 • Ten outdated leadership habits that weaken culture
 • What modern teams expect instead
 • Insights on Gen Z and early Millennials
 • Research on motivation and trust
 • A brain teaser on every slide
 • A bonus slide on how leaders can reset for 2026 and beyond

Leadership is not about authority anymore.
It is about awareness, adaptability and the ability to create space where people can think, contribute and grow.

The leaders who evolve will keep their talent.
The ones who do not will lose them.

Let me know which habit you think should disappear first.

Dave Ulrich | Nico DECOCK | Zhanna Zhuravleva, | Dr. SYED MASROOR HUSSAIN SHAH | Horace O. Porrás | Dr Reg Butterfield | Mohamed Atef Elmelegey, | Francesca Gino | Amy Edmondson | Jennifer Hayes, | Perry Timms | Nicolas BEHBAHANI | Dr. Oleg Konovalov | Ali Uren | Dr. Qazi Tauseef .| Liz Fosslien | Aaron Dignan | Kim Scott | Ashley Goodall | Bruce Daisley | Rob Cross | Steve Cadigan | Ron Thomas | Mike Vacanti | Prasad Oommen Kurian | Stela Lupushor | 💜Heather R Younger, | Lars Schmidt | Lisa Gill | Pamela Fuller | Paul Leonardi | Gary King

#Leadership #PeopleAndCulture #FutureOfWork #HRTransformation #ModernLeadership #WorkplaceCulture #HassanTirmizi #HTCrew 
Human Transformation Crew LLC Dubai | UAE Africa Networking Group

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The Battle

Bill Cooper

Hassan Tirmizi

Followers

Posts

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Performance ScoreBill Cooper's LinkedIn Performance

Performance ScoreHassan Tirmizi's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Bill Cooper

Hassan Tirmizi

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Bill Cooper's LinkedIn Performance

Performance ScoreHassan Tirmizi's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreBill Cooper's LinkedIn Performance