Helping leaders make change stick.
Consultant, speaker and expert in transformation. Three decades of leading large corporations through transformation and growth, with a focus on leadership, culture and strategy.
That experience spans building a business from nothing and taking it to market leadership, restructuring a major institution while changing the mindset of its people, and developing strategy alongside the management teams who must carry it out. It also includes stabilizing a company in difficulty and founding technology ventures in financial technology.
The pattern across these assignments is consistent. Plans rarely fail on paper; they fail in execution, when leaders are not aligned, when the culture resists the change being asked of it, or when the chosen strategy cannot actually be carried out. Experience on both sides of the table, responsible for results and then facilitating from outside, shapes a practical view of what makes change last.
Today this experience is offered in two ways: consulting with management teams, and talks for executives, boards and teams.
The consultant acts as facilitator: moderating working sessions, challenging participants to do their best, and bringing research and strong opinions to the table. Management debates, accepts or rejects, and owns the final plan. People carry out what they have built themselves, so nothing is left on a shelf.
See the approach in detail →Most transformations stall not because the plan was wrong, but because of how it was led and carried out. This talk examines the recurring causes, from misaligned leaders and a culture that resists change to strategies that cannot be executed, and what leaders can do about each.
A strategy is only as strong as the culture that must carry it out. The talk shows how the values and beliefs people share can welcome change or resist it, why stated values so often differ from real behavior, and how to shift them.
Change begins with the leadership team. The talk looks at what kind of leader and team a transformation needs, how to align them before the strategy is launched, and the behaviors that tell everyone whether the change is real.