![8 Special Ops Team Members Ready to Fill Your Leadership Bench]()
Leadership
Great leaders are in short supply. According to a global study conducted by Harvard Business Review, only 15% of companies in North America and Asia believe that they have enough qualified successors for key positions.
If your leadership bench needs filling, a San Diego-based nonprofit called The Honor Foundation (THF) may be your answer. According to Founder Joe Musselman, THF was created in 2013 to bridge the transition for retiring Navy SEALs and other members of the Special Ops forces.
Today, nearly 350 men and women from all branches of the Special Ops community have graduated from THF campuses in San Diego, Virginia Beach and Camp Lejeune. This world-class, 120-hour MBA-style program immerses participants in a wide range of subjects including Purpose, Emotional Intelligence, Leveraging Strengths, Challenging Communications, Resume Building, and Corporate Culture.
On December 7, 2018, THF graduated its 17th class. Men and women who have served our country with honor now have the tools they need to confidently enter the workforce with pride and a sure footing. Here are eight members of the graduating class to give you a sample of this elite talent pool.
1. Justin Acerboni, Leader, Problem Solver, Relationship Builder
What he brings to the team: I have spent the last 11 years challenging myself every day to perform at the highest level possible. I developed the skill to truly lead people. I have the ability to lead cross-functional teams built on trust and developed through meaningful relationships. I am a change agent, adept at identifying problems and implementing processes to swiftly overcome any obstacle.
What he’s looking for: A company and culture that embraces the same community and values I have grown accustomed to; diverse teams that perform under pressure and always accomplishing the job.
Education: Masters of Business Administration, Finance, University of Redlands
2. Nicholas Bellenbaum, Experienced Leader, Program Manager, Training/Talent Development
What he brings to the team: I have a passion for building relationships, developing talent, inspiring and helping others. I am an effective communicator who demonstrates strength in delivering clear program and training objectives and goals to cross-functional teams. Years of experience managing multi-million dollar, complex programs in evolving fast-paced environments.
What he’s looking for: I am looking forward to utilizing my vast global experience in managing multi-cultural programs.
Education: University of Maryland University College, Bachelor of Science, Criminology
3. Tom DeJarnette, Executive Organizational Leader, Cross-Functional Integrator, Change Manager, Team Builder, Performance Optimizer
What he brings to the team: I’m a proven leader, manager, problem solver, and relationship builder with over 20 years working in high stress/no fail environments. I’ve produced superior results in building teams, establishing new programs, managing multi-stakeholder projects, and ensuring healthy and resilient working environments throughout.
What he’s looking for: My goal is to lead high-performance teams in ambiguous environments.
Education: Bachelor of Arts, Double Major, English/Economics, University of South Carolina-Columbia, UCMC Command of Staff, Masters of Military Science
4. Robert Hentzen, Senior Director, MSGL, SPHR, PgMP, PMP, ACP, Organizational & Talent Development, Risk Mitigation
What he brings to the team: Over 20 years’ experience leading and training cross-functional teams to achieve high-risk program/project objectives ranging in size from 2 to 1,300 employees and up to $150M. Active Clearance: TS/SCI Certified: SPHR, PgMP, PMP, ACP (Agile).
What he’s looking for: The ability to develop and enable selfless leaders that are driven to help others exceed their expectations.
Education: Master of Science, Business (Global Leadership), University of San Diego
5. Jerry Holmes, Executive Leadership, Team Building, Operations Management, Process Improvement
What he brings to the team: My proven global management and leadership experience will drive unsurpassed success at all levels within an organization as a result of effective team building and a focus on operational management.
What he’s looking for: My true passion is people and I am looking for a company that will challenge me as I develop future leaders, build high functioning teams, and create a culture that brings only the best to our front door.
Education: Executive Leadership Course, Senior Enlisted Academy, U.S. Naval War College
6. Steve Milgazo, Executive Experience, Strategic Thinker, Servant Leader
What he brings to the team: Driven by an intense desire to cut through inefficiencies and dysfunctional systems, I thrive in ambiguity, naturally parsing through clutter to develop vision and strategic outcomes for the development of optimal organizations.
What he’s looking for: I am mission driven, and my next mission is to help organizations build resiliency so they ride the wave of technology and not be buried under it. To do this we must optimize, strategize and adapt culture so organizations can adapt to rapid technological advancements, and create an environment for people to thrive as individuals. This is what preparing to win looks like.
Education: Master of Science, Information Systems & Operations, Naval Postgraduate School
7. Ryan Weitzel, Sr. Facilitator, Culture Driver, Organizational Developer, Team Builder, Student of Strategic and Servant Leadership
What he brings to the team: Polished leader, experienced at designing and facilitating courses for diverse, cross-functional teams in the United States and abroad.
What he’s looking for: Developing and working with high-functioning teams through servant leadership is my passion. I endeavor to utilize my leadership skills and unique experience to mentor leaders, positively impact organizational culture and deliver results by helping others thrive.
Education: Master of Science, Strategic Leadership, School of Business & Leadership, University of Charleston
8. Jason Witbeck, Team Builder, Mentor, Investor
What he brings to the team: Over ten years of leadership service with a proven track record of solving problems and building trust. Strong leader and effective communicator with demonstrated high performance in high stress environments.
What he’s looking for: Exploring a variety of fields and opportunities to contribute to a team that can take advantage of his skillset and experience. He has been interning in the fields of finance and commercial real estate, and is drawn to further explore a career in Private Equity.
Education: Masters Degree, Business Administration & Management, University of Southern California, Marshall School of Business
If your organization could benefit from purpose-driven, flexible problem solvers, there is no more elite group of talent than the graduates of The Honor Foundation. Contact The Honor Foundation here to learn more about employing, mentoring, coaching and sponsorship opportunities for this world-class program.
Question: How could your team benefit by adding a member with Special Operations experience?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
![8 Special Ops Team Members Ready to Fill Your Leadership Bench]()
Leadership, People
The best organizations today understand that culture is their strongest asset and can be the glue to retaining top talent. Whether you nurture it or not, you have a culture. It may be empowering or toxic. Either way, the results are showing up on your bottom line.
Here are the 12 companies we featured in CEE News this year that show how doing well and doing good are not mutually exclusive.
1. New Belgium Brewing, “Culture isn’t about what you say; it’s about what you do”
On December 29, 2012, employees at New Belgium Brewing started getting more than a paycheck. They got a 100% ownership stake in the company, and even more reason to be stewards in its success.
In an article for Outside Online, Simpson said, “New Belgium is the kind of place where you walk through the front door, high-five your co-workers all the way to your desk/lab/machine, and laugh out loud all throughout the day. At the same time, you’re working harder than you ever have at anything else, and it somehow means more. That’s a powerful alchemy.” [Read more]
2. Boxed, “Delivering joy across the country with every order”
In August 2013, an idea sprang to life in a 2-car garage that today is threatening to put Costco out of business. Chieh Huang founded Boxed (aka Costco for Millennials) when he realized that none of the big box warehouse titans offered home delivery of bulk-ordered items. Today, Boxed employs over 500 people in four state-of-the-art fulfillment centers from New Jersey to Las Vegas. Here are just a few ways that Boxed gives back to its employees:
- Unlimited, full-paid parental leave – Click here to check out why.
- Free college tuition – Learn more about why Boxed made education a priority here.
- Paid employee weddings [Read more]
3. Zillow Group, “Zillow Group is a team sport”
In case you have not been one of the website’s 188 million monthly visitors, Zillow is an online real estate database that allows users to search millions of for-sale and rental listings. What most people outside of the company don’t know about Zillow is that it has an impressive Glassdoor rating of 4.2 (out of 5), has made Glassdoor’s Best Places to Work list on four occasions, and CEO Spencer Rascoff has made the highest ranking CEO list three times. Much of Zillow’s success can be credited to the corporate culture that helps motivate the organization’s more than 3,000 employees. [Read more]
4. Bumble Bee, “Leading a healthy lifestyle and preserving our precious resources”
Bumble Bee Seafoods traces its origins back to 1899 and a handful of fishermen in Astoria, Oregon. Today, this privately-owned company employees 1,500 people across the world from its headquarters in San Diego to fish suppliers in Southeast Asia.
While its 119-year history is impressive, the company’s commitment to social and environmental sustainability is even more impressive. In 2009, the company founded the International Seafood Sustainability Foundation. The Foundation is comprised of 75% of the world’s shelf-stable seafood corporations, and scientists with the World Wildlife Fund. In 2016, Bumble Bee Seafoods joined the Seafood Task Force, an organization focused on providing supply chain oversight, addressing social issues such as human trafficking and slavery, and environmental issues like overfishing. [Read more]
5. First GREEN Bank, “A local bank with a global mission”
Like most banks, First Green Bank (nka Seacoast Bank) provides basic financial services: checking and savings accounts, CDs, and commercial, residential, and consumer lending. Why did it make our Business in Focus? Its commitment to environmental and social impact.
Since 2009, Orlando-based First Green Bank has worked by the motto “to do the right thing” for the environment and the community. The company’s headquarters is in a LEED Platinum building with a living plant wall, koi pond, green roof, and a solar array. The condensation from the air-conditioning system is collected to flush toilets and provide irrigation. Nearby trails make running and biking on lunch breaks easy. The complimentary refreshment bar—stocked with local, fair trade, organic products—makes post-workout recovery even easier. [Read more]
6. sweetgreen, “Inspire healthier communities by connecting people to real food”
In 2007, three hungry Georgetown students were constantly on the search for food. But, for Nicolas Jammet, Jonathan Neman, and Nathaniel Ru, Taco Bell just wasn’t cutting it. They started talking about their post-graduation plans and decided to fix their own problem. And sweetgreen was born. Eleven years later, the founders of this hip and healthy farm-to-table salad chain are controlling one of America’s most successful startups. With over 70 locations and 3,500 employees, sweetgreen is putting the sexy in salad. The secret to their success? In a word – culture.
As the founders told Bloomberg in a 2015 interview, “We’re all the children of entrepreneurs, so the standard institutional options for where we might work really didn’t appeal to any of us. We didn’t want to create in an institutional environment. So, in many ways, the desire to build a business of our own, in our own sustainable way, plus the desire to find better food options in Georgetown, did it.” Some of the hallmarks of the sweetgreen culture are values, experience, and impact. [Read more]
7. Twinings, “Improving the quality of life in communities where we source our products”
Since opening its doors in 1717, Thomas Twinings’ Golden Lyon tea shop at 216 Strand has become a staple of London’s history. 300 years later, it’s the world’s oldest running dry tea and coffee shop. You may not find it surprising that Twinings has a storied history with British royalty, was fondly remembered by a young Jane Austen, or fortified Londoners’ spirits by continuously brewing and serving tea during the bombings of the city during World War II. You may be surprised to learn, however, that Twinings recently achieved Best Place to Work, U.K., recognition four years in a row. [Read more]
8. CORE Foods, “Empower people with fresh foods and honest resources”
What do the Disney movie Bambi and the BBC reality show Last Man Standing have in common? Corey Rennell, Founder of CORE Foods. The same week that Corey first watched Bambi at age 7, his father brought home a deer he’d shot on a hunting trip. By the time he was old enough to decide what food he would and would not eat, Rennell declared himself a vegan. While attending Harvard, Rennell was recruited as a contestant on Last Man Standing.
By 2015, Core Foods was declared the Bay Area’s 29th fastest-growing company. A successful $90,000 Kickstarter campaign helped Rennell and his team open Core Kitchen, the world’s first produce-only restaurant. Today, not only does Core Kitchen deliver fresh, healthy food to its customers, but much of its workforce is made up of formerly incarcerated men and women who needed someone to give them a second chance. [Read more]
9. Panasonic, “A better life, a better world”
What’s the first thing that comes to mind when you think of Panasonic? Speakers? Light bulbs? TV sets? These products and many more have been the hallmark of the Panasonic brand since its humble beginnings 100 years ago in Osaka, Japan. The Panasonic of today may not look like the one you grew up with. But, its founder, Konosuke Matsushita would take pride in the company’s continuous drive to design the future.
This year, the company made good on that commitment by winning the Milan Design Week award for technology with its installation called “Air Inventions”. The installation marks Panasonic’s transition from a consumer products behemoth to a solutions-based company focused on improving our environment. [Read more]
10. Buffer, “A team of real people, aligned in common values”
If your job includes posting updates on social media platforms like Twitter, Instagram and LinkedIn, you’re probably familiar with Buffer. Why? Buffer lets you automatically post across multiple social media platforms according to when you want your target audience to see those posts.
Tools to optimize social media may not be in your job description, but if you’re a leader who values culture, Buffer is worth learning more about. In the eight years since its inception, Buffer has grown to more than 4.5 million users and over $16 million in annual revenue. In a recent Globoforce study about the effect of work relationships on culture and commitment, 93% of respondents said that it is important to have colleagues think highly of them. [Read more]
11. Rathbone Group, LLC, “Exceeding client expectations”
A law firm in Cleveland, Ohio, is probably not the first organization you think of when you imagine winners of awards for organizational culture. Yet, under the leadership of managing partner Joel Rathbone, the Rathbone Group has been recognized by The Cleveland Plain Dealer and organizers of the Smart Culture Awards for one of the city’s Top Workplaces awards. The secret to the firm’s culture success lies partially in its unique workweek structure, beginning with Management Monday. [Read more]
12. W.S. Badger, “Family-owned, family-run, and family-friendly”
Heading back to work after you’ve just bonded with your newborn can be agony. In 2006, a new mother at New Hampshire-based W.S. Badger was hoping to make the transition easier when she asked if she could bring her new baby back to work with her. That question launched an innovative family-friendly program at Badger where healthy body care products – from mustache wax to baby products – are packaged and sold online and at retailers including Whole Foods and Wegmans.
The family-owned company created a family friendly program that includes an intake interview with the expectant parent (both mothers and fathers). Managers work with expectant parents to explore new roles within the company, shorten their work weeks or work remotely, bring babies under six months to the office, and more. Recently, a plant expansion led to discussions about whether the program was too costly. After reassessing the make-room-for-baby policy, managers decided to double down on the program by hiring fulltime daycare providers to make the program run more efficiently. [Learn more]
Kudos to all 12 of these amazing companies who understand the value of culture as a competitive advantage!
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
![8 Special Ops Team Members Ready to Fill Your Leadership Bench]()
Leadership
The dizzying news cycles and political divisiveness of this year can be enough to leave the strongest among us searching for answers. Turning to a meaty book on leadership, culture, or how to maintain clarity in a world of toxicity can be an excellent way to recharge your leadership batteries. If you’re not sure which books to add to your holiday wish list this year, here are some fresh titles to consider.
1. The Culture Code: The Secrets of Highly Successful Groups by Daniel Coyle
What it’s about: Recommended by both organizational behavior expert Adam Grant and “The No A**hole Rule” author Robert Sutton, Coyle’s book examines how successful groups of people — from Navy SEAL Teams to the San Antonio Spurs — work together so well.
Why pick it up: For a fresh perspective to a topic that’s often overcomplicated: how humans can function in groups. Coyle explains why addressing our most basic psychological needs is key to a high-performing culture, and he does so with colorful examples from all walks of life.
2. Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. by Brené Brown
What it’s about: Researcher Brené Brown – a legend among TED Talk devotees – has devoted herself to covering the subject of brave leadership during a time of scarcity, fear, and uncertainty. Based on new research conducted with leaders, change makers, and culture shifters, she’s crafted a practical playbook based on research with 150 global C-suite executives.
Why pick it up: To learn how to unlearn, choose courage over comfort, and not allow fear to keep you from stepping up.
3. Bring Your Human to Work:10 Surefire Ways to Design a Workplace That Is Good for People, Great for Business, and Just Might Change the World by Erica Keswin
What it’s about: Given the rise of digital interface and debates about the merits of open space in workplaces, Keswin offers savvy and timely strategies to craft vital and intentional work practices that account for the complexity of our employees’ real lives.
Why pick it up: To return to the basic rules of humanity during a time when we’re living in the Wild West and no sheriff is coming to town.
4. Superminds: The Surprising Power of People and Computers Thinking Together by Thomas Malone
What it’s about: From the father of collective intelligence, a refreshingly realistic view of how computers will help us tackle the most complex problems as artificial intelligence becomes less artificial.
Why pick it up: To put worries about AI into perspective and get fresh insight into age-old human dynamics while illuminating the incredible possibilities powered by the use of ever-accelerating computer technology.
5. The Challenge Culture: Why the Most Successful Organizations Run on Pushback by Nigel Travis
What it’s about: The executive chairman and former CEO of Dunkin’ Donuts and Baskin Robbins reflects on the discipline he’s developed to offer a blueprint for creating a culture where employees engage in healthy debate to solve critical issues.
Why pick it up: For road-tested truths about how to give your team members the freedom to speak up and question the status quo, to talk in a civil way about difficult issues, and to be encouraged to debate strategies and tactics in the spirit of shared purpose.
6. Keeping At It: The Quest for Sound Money and Good Government by Paul Volcker
What it’s about: As Chairman of the Federal Reserve from 1979 to 1987, Paul Volcker served under six presidents. Told with wit and humor, Volcker shares enduring lessons about the critical importance of open, disciplined, and efficient leadership in government.
Why pick it up: With America’s constitutional system and political traditions undergoing a stress test, Volcker’s memoir provides an inspiring call for restoring public service and trust in government.
7. Leadership in Turbulent Times by Doris Kearns Goodwin
What it’s about: Goodwin draws upon the four presidents she has studied most closely — Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, and Lyndon B. Johnson — to explore their development, growth, and exercise of leadership.
Why pick it up: This seminal work provides an accessible and essential roadmap for both emerging and established leaders in every field. In today’s polarized world, these stories of authentic leadership in times of apprehension and fracture take on a singular urgency.
History is filled with great leaders who were avid readers and writers (Winston Churchill won his Nobel prize in Literature, not Peace). Make time this holiday season to give yourself the gift of deep, broad reading to cultivate the information and insight you need to give your team the leader they deserve.
Question: What books have had the most impact on you as a leader?
Download our 7 Leadership Books for Your Holiday Wish List infographic and start shopping!
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
Uncategorized
Holidays. They really are the best of times and the worst of times.
The end-of-year holidays are certainly a happy time for most of us, but the stress of the season puts many of us on such an edge that we wish it would all just go away. A recent article published in The Harvard Mahoney Neuroscience Institute Letter confirms that the stress you may be feeling this time of year actually causes your brain to function differently.
According to Dr. Ellen Braaten, Director of the Learning and Intelligence Program at Massachusetts General Hospital, “Because the holiday season often requires us to keep track of and pay attention to a greater number of responsibilities than usual, the brain’s prefrontal cortex goes into overdrive. Over time, a high level of demand can decrease memory, halt production of new brain cells, and cause existing brain cells to die.”
This pile-on to an already overloaded calendar can make it difficult to focus on completing even the simplest of tasks. Stress overload can cause us to want to just give up trying to accomplish anything and mainline eggnog until New Year’s Day. Fortunately, there are three simple techniques you can use to rewire your brain when you’re feeling stressed – any time of the year.
1. Practice Gratitude. Don’t let scarce resources distract you from what you already have that brings you joy. Gratitude reduces a multitude of toxic emotions, ranging from envy and resentment to frustration and regret. Dr. Robert A. Emmons, a leading gratitude researcher at University of California, Davis, has found that gratitude reduces a multitude of toxic emotions, ranging from envy and resentment to frustration and regret. From just saying a heartfelt “thank you” to someone who makes your day easier, to downloading a gratitude app, mindfully practicing gratitude is a good first step to beating stress.
2. Be a Giver. We all know that giving helps others. Whether we volunteer, offer emotional support to those around us, or donate to charities. But studies show that giving is also good for the giver – boosting physical and mental health. When researchers from the National Institutes of Health looked at the functional MRIs of subjects who gave to various charities, they found that giving stimulates the mesolimbic pathway, which is the reward center in the brain — releasing endorphins and creating what is known as the “helper’s high.” You don’t have to drain your bank account to be a giver. Chances are, you already know someone who could benefit directly from your time, talent, or treasure. Just think about what giving did for Scrooge!
3. Extend Grace. When we experience stress, the slightest thing can set us off. Coffee spilled on the drive to work. Ugly sweater party email chains. People who run late for your meeting. If you allow these small things to pile up, they can trigger what Emotional Intelligence author Daniel Goleman refers to as an “amygdala hijack.” Don’t let your body run on a cocktail of adrenaline and cortisol. Instead, let go of the little things that annoy you – about yourself and others – and extend grace. Grace goes further than ignoring or forgiving. It’s an attitude that expresses our dignity and affirms the dignity of those around us. Grace allows us to rise above conflict, and helps to establish calm in the swirl of chaos.
This three-part strategy requires minimal time and effort. Gratitude, giving, and grace can be highly effective when used in combination. When practiced mindfully over time, you’ll have the ability to thwart stress overload any time of the year.
Question: What techniques have you practiced to beat stress overload?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
Picture this. The CEO needs to make a decision about a cost-saving measure, and has turned to your team for advice. In support of the initiative to go paperless, she wants to eliminate either pens or pencils from use by employees across the organization. The program will be considered a success if it is rolled out in 30 days from today, 100% of employees have converted from the legacy writing instrument, and employee morale does not drop.
As ridiculous as this initiative may sound, the scenario sounds all too familiar. Teams are often given limited time, little supporting data, and high expectations to make decisions that will have enterprise-wide impact.
What is also familiar is that teams are working on several other initiatives with compressed due dates. When the topic of pens versus pencils comes up on the team meeting agenda, only one member of the team has a strong position. Let’s call him the Advocate. The Advocate has studied the issue, has prior experience with a successful rollout of a similar initiative, and has drafted a plan to share with the team.
When the issue is brought up at a meeting, the team members are scattered in focus, and don’t practice the listening skills that would take advantage of the Advocate’s expertise and passion. Instead, they fall into four types of listeners: Ignore, Volley, Judge, and Apply.
Ignore. The Ignorer must attend the meeting, but obviously has other issues pressing for his attention. He’s buried in his phone, but throws out occasional comments like “Uh huh” or “Wait. What are we talking about?” from time to time. His guiding statement is, “You’re not important to me right now.”
Volley. This person doesn’t really agree or disagree with the Advocate about this issue, but wants to be a part of the conversation to get his own remarks on record. He’s preparing his comeback while the Advocate is talking, and interrupts in mid-sentence. His guiding statement is, “You think that’s right/wrong, I can top that.”
Judge. She strongly disagrees with the Advocate about this issue. She’s constantly fact-checking, and making assumptions and conclusions before she hears out the Advocate. Her guiding statement is, “Here’s your problem.”
Apply. This person considers the Advocate a subject matter expert and is here to learn, but not ask clarifying questions or offer feedback. She pays close attention as she downloads information from the Advocate and her other teammates. Her guiding statement is, “What can I take away and keep myself safe?”
Scenarios like this play out all too often. The ability for teams to share information, and make decisions gets bogged down by the inability to listen. Instead, we accept unproductive listening behavior. We let Ignoring, Volleying, Judging, and Applying pass for listening. But to truly hear one another productively, we must practice listening with empathy, as follows:
Empathize. Team members don’t initially agree or disagree with the Advocate, but are present to the Advocate’s words and, more importantly, are open to being changed by what is said. They give their full attention to the Advocate’s words and body language. They stay curious, make an emotional connection, and forget their own agenda. Their guiding statement is, “What are you experiencing?”
Listening with empathy takes practice. It requires being fully present to the thoughts and feelings of others, setting aside our ego, and being open to information that may change our paradigm about an issue. As you go through your workday, take note of how many of the five levels of listening take place among your team members, and how your team would benefit by practicing listening with empathy.
Question: Which of the five levels of listening do you hear in your team meetings?
Download our 5 Levels of Listening free resource. Ask yourself which of these 5 levels of Listening are you participating in. If you find yourself regularly falling into the Ignoring, Volleying, Judging, or Applying levels of listening, take some time to remember the prescription for that level, so that you can become a more Empathetic listener.
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
What he brings to the team: I have spent the last 11 years challenging myself every day to perform at the highest level possible. I developed the skill to truly lead people. I have the ability to lead cross-functional teams built on trust and developed through meaningful relationships. I am a change agent, adept at identifying problems and implementing processes to swiftly overcome any obstacle. 
What he brings to the team: I have a passion for building relationships, developing talent, inspiring and helping others. I am an effective communicator who demonstrates strength in delivering clear program and training objectives and goals to cross-functional teams. Years of experience managing multi-million dollar, complex programs in evolving fast-paced environments.
What he brings to the team: I’m a proven leader, manager, problem solver, and relationship builder with over 20 years working in high stress/no fail environments. I’ve produced superior results in building teams, establishing new programs, managing multi-stakeholder projects, and ensuring healthy and resilient working environments throughout.
What he brings to the team: Over 20 years’ experience leading and training cross-functional teams to achieve high-risk program/project objectives ranging in size from 2 to 1,300 employees and up to $150M. Active Clearance: TS/SCI Certified: SPHR, PgMP, PMP, ACP (Agile).
What he brings to the team: My proven global management and leadership experience will drive unsurpassed success at all levels within an organization as a result of effective team building and a focus on operational management. 
What he brings to the team: Driven by an intense desire to cut through inefficiencies and dysfunctional systems, I thrive in ambiguity, naturally parsing through clutter to develop vision and strategic outcomes for the development of optimal organizations.
What he brings to the team: Polished leader, experienced at designing and facilitating courses for diverse, cross-functional teams in the United States and abroad.
What he brings to the team: Over ten years of leadership service with a proven track record of solving problems and building trust. Strong leader and effective communicator with demonstrated high performance in high stress environments.