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WHO I AM

Like Walter Mitty, I've had the pleasure of sampling a great deal of what life has to offer in American business.

I've worked in broadcast journalism, hospitality, economic development, commercial construction, nonprofits, government agencies, healthcare, higher education, hi-tech, and more.

The unifying theme or skill set is marketing-communications; in all cases, I helped better connect an organization to its markets.

Proven Skills

  • Strategic Thinker
  • Change Agent
  • Facilitator & Collaborator
  • Strong Verbal Communicator
  • Excellent writer
  • Organized, focused, fast
  • Community volunteer

A FEW RESULTS

  • Changed public image of industry-as-smokestacks, allowing a major city to increase economic development for the first time in decades.
  • Created a strategy to improve an agency's image, resulting in a 25% increase in revenue and 47% increase in services to target areas.
  • Managed budgets of $3.5M; turned a $1M business unit from red to black.
  • Created new business model to align functions with strategic direction.
  • Increased employee productivity and satisfaction with a simple reporting tool.
  • Changed public image of industry-as-smokestacks, allowing a major city to increase economic development for the first time in decades.
  • Created a strategy to improve an agency's image, resulting in a 25% increase in revenue and 47% increase in services to target areas.
  • Managed Budgets of $3.5M; turned a $1M business unit from red to black.
  • Created new business model to align functions with strategic direction.
  • Increased employee productivity and satisfaction with a simple reporting tool.
 
  • Facilitation
  • Strategic Planning
  • Change Agent
  • Crisis Management

Facilitation

If it’s business as usual, you don’t need a facilitator. But if the discussion is controversial, likely to cause conflict, or confusing as h-e-double-hockey-sticks…you need a facilitator.

A good facilitator can draw out the quiet thinkers, helping them articulate a fresh point of view. A good facilitator keeps the dominant talkers in check, ensuring one person’s opinion doesn’t sway the direction of the group—to the detriment of the organization. A good facilitator helps you speak the best of your thoughts, then summarizes and synthesizes, giving your team a roadmap for progress. Without adding his or her personal opinions.

I excel at quickly understanding both the purpose and dynamics of organizations. I’m good at reading body language in the room, at coaxing out the undercurrents or unspoken truths that might be hindering progress. And, I know how to bring them into the light without judgment or rancor, so that your team can deal with them honestly and frankly.

When we are finished, I’ll leave you with a “white paper,” a summary of what was said that includes my thoughts on strategies and directions that might best help you achieve your goals. I do not undertake any facilitation process without a clear understanding of what you want to be different when we are done. With a clear goal in mind, I will help you manage the minefields of personalities and histories to get to where you need to be.

If it’s business as usual, you don’t need a facilitator. But if the discussion is controversial, likely to cause conflict, or confusing as h-e-double-hockey-sticks…you need a facilitator.

A good facilitator can draw out the quiet thinkers, helping them articulate a fresh point of view. A good facilitator keeps the dominant talkers in check, ensuring one person’s opinion doesn’t sway the direction of the group—to the detriment of the organization. A good facilitator helps you speak the best of your thoughts, then summarizes and synthesizes, giving your team a roadmap for progress. Without adding his or her personal opinions.

I excel at quickly understanding both the purpose and dynamics of organizations. I’m good at reading body language in the room, at coaxing out the undercurrents or unspoken truths that might be hindering progress. And, I know how to bring them into the light without judgment or rancor, so that your team can deal with them honestly and frankly.

When we are finished, I’ll leave you with a “white paper,” a summary of what was said that includes my thoughts on strategies and directions that might best help you achieve your goals. I do not undertake any facilitation process without a clear understanding of what you want to be different when we are done. With a clear goal in mind, I will help you manage the minefields of personalities and histories to get to where you need to be.

Strategic Planning

I’ve created multi-year strategic plans with quarterly, measurable goals. In a post-recession era, that rarely works anymore.

Organizations need to be nimble, flexible, quick to respond to changing market demands. But that doesn't mean strategic planning—and strategic thinking—is tossed to the side.

More than ever, the ability to think on your feet, strategically, is a critical skill. I can do that for you. I’ll partner with your best team members to engage them in critical thinking conversations. I’ll design short exercises that break through assumptions and barriers to get to real solutions. I’ll parse the best from the outrageous and mundane. And I’ll hand you a roadmap that helps you get where you need to be, with the least amount of expended resources.

I’ve created multi-year strategic plans with quarterly, measurable goals. In a post-recession era, that rarely works anymore.

Organizations need to be nimble, flexible, quick to respond to changing market demands. But that doesn't mean strategic planning—and strategic thinking—is tossed to the side.

More than ever, the ability to think on your feet, strategically, is a critical skill. I can do that for you. I’ll partner with your best team members to engage them in critical thinking conversations. I’ll design short exercises that break through assumptions and barriers to get to real solutions. I’ll parse the best from the outrageous and mundane. And I’ll hand you a roadmap that helps you get where you need to be, with the least amount of expended resources.

Change Agent

Crises can often be avoided. In fact, some crises occur because leaders have seen the signs of inevitable change—but ignored them. That’s where a good change agent comes in.

Statistics suggest that fewer than 28 percent of the population is comfortable with change. In fact, this group is likely to pursue change when the status quo remains stable for a long time. Here’s the good news for you: I’m in that 28 percent. I eagerly embrace change. I can help you and your organization make change work for you, instead of against you. I have years of experience coaching managers on how to lead during times of change—and still get the necessary work done. I can train your employees, giving them the skill sets needed to master new tasks or new ways of doing old tasks.

As a change agent, I can help you map a strategy for using the change to maximize performance and productivity. And then, when things settle down, I go away.

Crises can often be avoided. In fact, some crises occur because leaders have seen the signs of inevitable change—but ignored them. That’s where a good change agent comes in.

Statistics suggest that fewer than 28 percent of the population is comfortable with change. In fact, this group is likely to pursue change when the status quo remains stable for a long time. Here’s the good news for you: I’m in that 28 percent. I eagerly embrace change. I can help you and your organization make change work for you, instead of against you. I have years of experience coaching managers on how to lead during times of change—and still get the necessary work done. I can train your employees, giving them the skill sets needed to master new tasks or new ways of doing old tasks.

As a change agent, I can help you map a strategy for using the change to maximize performance and productivity. And then, when things settle down, I go away.

Crisis Management

When the building burns down, when your product has been tampered with, when your chief financial officer flees to Brazil with your reserves—it’s not the disaster that will kill your business. It’s what you do afterwards. When the fire is out, what’ s your next move? How do you regain public, client, vendor, and employee confidence?

A good crisis manager will advise you on the steps you’ll need to take to not only recover but thrive.

I was a pioneer in the crisis management industry—quoted, even, in news articles about major corporate crises, such as the Chrysler Corporation hiring of Lee Iacocca in the 1980s. I began my journey into this fledgling industry as PR Director for the Westin Hotel in Boston, which had three fires within the first six months of opening. From there, I helped create the corporation’s first-ever “crisis response manual.” In the late 1980s, I crafted the internal and external communication strategies for Group Health Cooperative in Puget Sound, which successfully carried them into, through, and recovery of a system-wide nurses strike.

I have helped clients from the Girl Scouts of the USA (alleged to have pins and needles in their cookies; they did not) and Motley Crue. (When Nikki Sixx was just out of rehab, he was rumored to have cancelled a London show due to drug use; it was food poisoning.) I have coached, wheedled, shoved, and shouldered clients through their darkest hours—always, always getting them back on solid ground, able to successfully handle the new realities of their businesses.

When the building burns down, when your product has been tampered with, when your chief financial officer flees to Brazil with your reserves—it’s not the disaster that will kill your business. It’s what you do afterwards. When the fire is out, what’ s your next move? How do you regain public, client, vendor, and employee confidence?

A good crisis manager will advise you on the steps you’ll need to take to not only recover but thrive.

I was a pioneer in the crisis management industry—quoted, even, in news articles about major corporate crises, such as the Chrysler Corporation hiring of Lee Iacocca in the 1980s. I began my journey into this fledgling industry as PR Director for the Westin Hotel in Boston, which has three fires within the first six months of opening. From there, I helped create the corporation’s first-ever “crisis response manual.” In the late 1980s, I crafted the internal and external communication strategies for Group Health Cooperative in Puget Sound, which successfully carried them into, through, and recovery of a system-wide nurses strike.

I have helped clients from the Girl Scouts of the USA (alleged to have pins and needles in their cookies; they did not) and Motley Crue (when Nikki Sixx was just out of rehab, he was rumored to have cancelled a London show due to drug use; it was food poisoning) I have coached, wheedled, shoved, and shouldered clients through their darkest hours—always, always getting them back on solid ground, able to successfully handle the new realities of their businesses.