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What our clients have achieved

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  • The Physician Board of Directors of a leading managed-care company moved from micro analyzing relatively insignificant company data to becoming a guiding force for strategically positioning the organization in its state and national market. Working more effectively with the CEO and executive leadership, they re-focused their agendas on policy, strategic reviews, and market alliances. 
  • The physician CEO of a internationally renowned health center and research organization repaired a strained relationship with the Board of Directors and the Executive Team, setting the stage for a collaborative process resulting in the development of more robust capabilities for meeting an ambitious growth strategy.
  • The Medical Director of a successful hospital-based clinical service transformed his interactions with Administration and Medical Leadership from contentious to collaborative, enabling him to avoid losing his position and to become a valued member of hospital leadership.
  • The Executive Team of an internationally recognized technology company pulled together the best minds in the company for two days, tore apart the fundamentals of the system, and put on the table a platform for the re-design of the business to meet changing market demands. 
  • A top performing fund-accounting and custody company realigned high-potential leaders with the company’s strategy, embraced newly articulated leadership expectations, and challenged Directors to step up to the plate to fill critical leadership gaps created by rapid growth. The leaders advanced key business initiatives in a series of two-day leadership forums over three years. The president highlighted the most vital result produced,  “enterprise-wide collaboration.” 
  • The Senior Vice President/Board Secretary of an $8b national enterprise had gotten out of sync with the emerging culture. He took on the challenge of re-thinking his role and his impact on the company, repaired critical relationships, and completely turned around his performance and image. Once he reestablished confidence and trust, he explored new options and made a bold career move, tripling his salary and net worth over the next three years. 
  • The Executive Team of a high growth, for-profit, national healthcare company, launched the company’s first strategic planning process, acquired and integrated 14 companies, and grew from $50 million to $500 million in revenues over six years. 
  • A new plant manager came to Port Arthur Texas to turnaround the poorest performing refinery of an international oil company. He gathering his senior team with leaders of the four plant unions in an intensive week-long forum to establish a new foundation for growth. They faced the music of plant performance, challenged the state of adversarial leadership/union relationships, and emerged with a unified commitment to reviving the business. Within five years the plant won the world-wide award, “#1 Producer.”
  • The Executive Team of a $2b nationally renowned insurance and health delivery corporation re-established the company’s waning market position by setting a new strategic direction, formalizing their strategic investment process and deciding to merger with their most formidable competitor. Over six months of work, the Executive Team established a new level of functioning with focus, productive dialogue, and accountability.
  • The physician/owner Board of Directors and CEO of a managed care company broke through a collaborative stalemate, a start-stop process of commitment to expansion, and micro-management, achieving new levels of effectiveness that have produced exponential growth and diversification, trust, and the agility to seize emerging opportunities for strategic partnerships.
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