Kevin was a new CEO for a shipping and logistics company. He came to the organization to turn things around. The company had spent years in stagnation and working with inefficient processes and procedures. The culture was slow, laid back, and leaders did not hold one another accountable for results..

The Situation: Terrence was the CEO of a midsize high-tech company. His organization had recently acquired two smaller tech start-ups, and were looking to go through a restructuring and re-design of the entire enterprise. He wanted to get a complete understanding of the current state of his company, and then.

The Situation: Christine was the Chief Human Resources Officer for a specialty clothing retailer. Her CEO was interested in taking the senior leadership team through a learning and developmental experience that would provide each team member with a better understanding of their leadership capabilities. It was important to the CEO.

The Situation: Mark was the CEO of a mid-size manufacturing company. He had been in the role for seven years and was starting to think about succession and retirement. His Board of Directors were eager to identify the next leader for the organization, and begin the transition period. After a.

The Situation: Alfred was the leader of a large HR function for a Fortune 500 retail company. He had recently been promoted into the role and had a new team of fourteen direct reports. The HR leadership team had a history of interpersonal conflict and issues with trust. Leaders were.

The financial crisis of 2008 hit many U.S. companies hard. The economic landscape was hit the worse in the finance and insurance sector. Many companies collapsed and had to close their doors. Luckily, my client’s company was given an opportunity to rebound and rebuild. Although they were given the chance.