I change how leaders think, decide, and act after I leave the room.
For more than forty years, I have advised leaders at Fortune 100 and 500 companies, family businesses and family enterprises through the pivotal decisions that define success for any organization: strategy, succession, mergers and acquisitions, leadership, and culture, among others.
Experience has taught me that the most expensive decisions rarely look expensive when you make them.
That’s why my programs don’t simply motivate audiences for an hour. I give leaders practical ways to think more clearly, make better decisions, and help others make better decisions when the stakes are highest. Here’s how:
- Experience
My programs draw on more than four decades of advising CEOs, boards, and leaders on decision-making, resilience, and performance under pressure. - I bring research to life.
As a life-long learner and researcher, I draw on my original research with the Vietnam POWs and current findings to ground my programs in conventional wisdom and up-to-date practical applications. - I make serious ideas memorable.
High-stakes decisions, organizational transformation, and burnout prevention matter too much to bury beneath jargon and PowerPoint slides. Stories, humor, research, and practical examples ensure audiences remember—and apply—what they learn. - I connect the presentation to the decisions leaders face now.
Sometimes a highly intelligent person confidently defends an assumption that expired three reorganizations ago. Under pressure, even knowledgeable leaders mistake experience for evidence, inferences for facts, and the ability to sound convincing for the competence to be right.”
The real danger isn’t what they don’t know. It’s what they’re absolutely certain they know—and don’t.
I offer attendees far more than motivational slogans and a complimentary tote bag. I give them practical tools they can use immediately.
That’s what I bring to the stage: evidence, experience, expertise, humor, and skills they can use when Monday morning arrives.
A successful presentation shouldn’t end with the applause. It should change what people notice, what they question, and what they do next.
