Throughout my career and as an entrepreneur, I have always assumed roles of increasing strategic importance and have had increasing levels of leadership responsibility. From my initial assignment in a management role and as a co-founder, I set my focus on our organization’s strategic intent, setting objectives and priorities and implementing plans consistent with the long-term interests of the organization in a global environment. Under my leadership tenure, Phoenix Associates underwent two successful acquisitions and with each change came the potential of severe disruption across our organization. By leading the company to adopt a long-term view and building a shared vision, we came through these transition periods with no loss of key personnel and a renewed sense of mission.
One source of power for a global organization lies in its diversity. At Phoenix Associates, I encouraged creative tension and differences of opinions to fully realize the value of diverse perspectives. Through this, I built a strong team of members who valued each other’s perspectives and who could work together to achieve the mission of the organization.
Dramatic global events over the past 10 years have tested my leadership resilience, most notably the post-September 11, 2001 terror crisis, the Lehman Shock and its global financial meltdown, and more importantly, the March 11, 2011 Earthquake/Tsunami and nuclear plant disaster. Through all of these crises, I have led my organization to remain optimistic and persistent, even when we faced dire circumstances and certain failure. We never lost our spirit and were able to recover quickly from these setbacks.
I regularly visit clients, listening to their needs, and crafting innovative solutions to address their problems. With each client challenge comes an opportunity to develop new approaches, and encourage new ideas and innovations. English for Specific Purposes (ESP) was an example of cutting edge programs that I initiated to target and fill unique client needs and stay ahead of our competitors. In addition, the “Control Tower Model” concept was introduced under my leadership to reduce the training administration workload of corporate HR and strategically helping to create strong partnership with our clients. Thus, the Control Tower Model deepened client relations and cemented their loyalty. These loyal clients turned to us for even higher-levels of professional development. This led me to develop my team of Special Program Consultants (SPC) to become Professional Development Consultants and Executive Coaches, again launching a new and innovative offerings.