When you operate in over 140 countries and territories, how do you form a global strategy everyone will adopt and execute?

A high-potential VP reconsiders and re-charts his life and career.

Today, in many industries, the operating paradox for profits is ‘your competitors are your partners.’ Making this work, is not that simple. This is never more true than when a manufacturer and retailer both share and compete within the retailer’s distribution channel.

It is rare for us to build a company strategy around a martini. Yet our first meeting with the senior team of a rapidly expanding national retailer stirred us. (Olive the rest of the puns to you).

A new executive leader cleaves through the muddle of a bitter, global merger by providing cross-functional forums for unity, authenticity, and direction.

How do agreements become efficient and effective enough to impact performance in a global company? It starts with leadership.

Defining and Growing a New Spin-Off: As the head of a new spin-off, the CEO wanted to define and align strategy, culture, talent, organization and brand as a competitive advantage.

Framing crisis through metaphor saved jobs.

In today's world, even a brilliant, analytical mind might not meet the security challenges of the C-suite. Leaders need new neural skills and capacities.