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CLIENT:Founder and CEO of a brand strategy company |
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THE NEED:The organization was growing rapidly (from 4 employees to 60 in less than a year). The CEO wanted to ensure that the rapid growth did not adversely affect the culture he wanted to create and sustain. |
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RESULT:He was able to identify the key cultural aspects and behaviors that supported the desired culture. His senior executive team is aligned and committed to this direction. All HR systems were realigned to reinforce the behaviors. The company was able to meet its aggressive revenue targets without sacrificing its industry leading margins. |
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CLIENT:CEO of a large academic hospital systemFounder and CEO of a brand strategy company |
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THE NEED:CEO had identified a potential acquisition target. The Board of Directors had been unsuccessful in prior attempts to start a dialogue with potential partners. David worked with the Board and CEO to develop a compelling business case to start discussions. He facilitated the resulting negotiations between the CEOs and the Boards. |
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RESULT:The two entities agreed to merge and were successfully integrated with no impact to service. The process provided for a rapid alignment of the newly integrated leadership team. |
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CLIENT:SVP of a global financial services organization |
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THE NEED:The SVP was promoted to take over a division that was underperforming. David coached him to develop a vision and strategy for the division while creating alignment of the senior leaders of the division. |
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RESULT:The division met or exceeded all its objectives in the SVPs first full year. |
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CLIENT:President of a division of a large technology company |
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THE NEED:The division had been losing money for a number of years when a new president was hired. The leadership team was not aligned and did not agree with the current strategy. David supported the alignment of the leadership team on a new strategy and supported the change management process to implement the new strategy. |
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RESULT:In the second year of the new strategy the division turned a profit and has been profitable since. |
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CLIENT:CEO of a national health charity |
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THE NEED:The CEO needed support in the amalgamation of an independent but critically linked research entity into the national organization. David coached her in the development of change management process required to support integration. He facilitated the integration and alignment of the new leadership team. |
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RESULT:The research entity was integrated without losing the respect of the research community and no decrease in support from the donor community. |
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CLIENT:SVP of a global financial services company |
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THE NEED:The SVP was being moved to take over a major responsibility for the company in their Asian operation. David coached him to develop the skills required to assimilate into the Asia operation while maintaining connection and support with the headquarters organization. |
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RESULT:The SVP continues to successfully lead in the Asian operation. |
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CLIENT:COO of a large healthcare research organization |
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THE NEED:The organization promoted a seasoned physician researcher to become the COO of the organization recognizing that she had very little leadership experience. David coached her developing the necessary skills to lead the organization. |
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RESULT:The COO was successful in making the transition and was later named Deputy CEO in recognition of her value to the organization. |
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CLIENT:CEO of a large professional services firm |
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THE NEED:Gaining alignment and leadership partners to a new strategy. David developed and delivered a leadership program for the top 180 partners to acquire new skills required to achieve the strategy. David coached key practice leads on implementation of the new strategy. |
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RESULT:The firm met its new strategic targets and ultimately grew faster that its key competitors. |
