PARTNERING ON PERFORMANCE

While Dan has worked across multiple industries to connect leadership acceleration to scaling performance, the majority of his clients engagements start with a focus on executive alignment to operate as one team and bridge into the development of middle management to rally around new expectations.

Having worked as a consumer and producer of consulting, coaching, and development experiences, Dan has a deep understanding and appreciation for how the client experience is everything. Below is a list of engagements. For testimonials, please visit Dan’s Recommendations on his LinkedIn page.

Hospitality

Worked for two years on the integration of three leadership cultures tied to acquisitions to drive new and common set of leadership expectations and an increased commitment to culture and operating as one. This engagement included executive coaching tied to leadership transitions as well as HR development opportunities to embed expectations in core practices.

SaaS

Served as a fractional partner to an executive team of a scaling software business that included a 3-year effort to distribute leadership and boost cross-functional collaboration via 1x1 and team executive coaching, facilitation of off-site strategy sessions, and middle manager development. The HR team was also SAL certified to embed SAL in core HR practices.

Manufacturing

A multi-year engagement focused on prioritized movement in talent, culture, and accountability to drive more ownership and care for an escalation culture. Executive coaching for eight leaders and facilitation of semi-annual strategy sessions enabled targeted exercises to prioritize business truths and team coaching effort that connected directly to productivity.

Other industries include:

  • Healthcare: Several engagements in for-profit healthcare include a team of ~25 leaders from all areas of a for-profit hospital to prepare for a CEO transition and center all on balancing care for the patients, employee experiences, and profitable growth. A separate client was an executive team of a regional provider targeting how leadership grew their sales culture.

  • Nonprofit: Numbers engagements with regional nonprofit organizations and higher education including: (1) individual and team executive coaching for the C-Suite reporting to the CEO, (2) extension of those leadership practices to middle managers for scaled performance, and (3) innovation projects tied to fast-tracking performance of prioritized initiatives.

  • Founders: Multiple engagements with founder-led organizations and/or founder-like leadership teams where the complexity of tenure and ownership deeply impacts the culture. Examples of this include including helping individuals and teams navigate how decisions are made, what risks are viable, and where authority/control reside within the cycles of a growing business.