Decisive and result focused professional offering 11+ years of experience in the field of IT / BPO / Media / BFS Communications, Brand Management and Marketing with experience of working with the CXOs of global organizations to build award winning brand value propositions, campaigns and lead generation / employee connect strategies. A creative thought leader, turn around manager and coach. Instrumental in creating unique brand differentiating strategies, breakthrough marketing, communications, media and PR initiatives. Developed deal making lead generation strategies for the organization and clients.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
We Go is a one of a kind app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
Decisive and result focused professional offering 11+ years of experience in the field of IT / BPO / Media / BFS Communications, Brand Management and Marketing with experience of working with the CXOs of global organizations to build award winning brand value propositions, campaigns and lead generation / employee connect strategies. A creative thought leader, turn around manager and coach. Instrumental in creating unique brand differentiating strategies, breakthrough marketing, communications, media and PR initiatives. Developed deal making lead generation strategies for the organization and clients.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
We Go is a one of a kind app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Retention and loyalty are very important to the Benchmark Assisted Living organization. Within senior housing, the industry itself is incredibly competitive, and will continue to be based on the demographics for the aging baby-boomers. An important part of Benchmark’s success is retaining the people who best embody the organization’s culture and values. With turnover in the senior housing market exceeding 89%, this element is challenging to achieve. More at predictiveresult.somc
Mowgli Foundation: Mentoring Entrepreneurs for LearningMowgli Foundation
The Mowgli Foundation team have put together a research briefing summarising some relevant research into mentoring for entrepreneurs. We hope you find it useful.
Learning To Lead The American Lawyer July 2008richardsongroup
Doug Richardson created a leadership development program for a major law firm. This article describes the program and its effectiveness for the firm\'s leadership.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Learning partnerships are powerful tools for development because they enable and support employee growth in multiple ways. This includes providing constructive feedback, emotional support, knowledge and skills sharing, access to career building
relationships, enhanced employee socialization, cultural adaptation, and increased motivation, to
name a few.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Retention and loyalty are very important to the Benchmark Assisted Living organization. Within senior housing, the industry itself is incredibly competitive, and will continue to be based on the demographics for the aging baby-boomers. An important part of Benchmark’s success is retaining the people who best embody the organization’s culture and values. With turnover in the senior housing market exceeding 89%, this element is challenging to achieve. More at predictiveresult.somc
Mowgli Foundation: Mentoring Entrepreneurs for LearningMowgli Foundation
The Mowgli Foundation team have put together a research briefing summarising some relevant research into mentoring for entrepreneurs. We hope you find it useful.
Learning To Lead The American Lawyer July 2008richardsongroup
Doug Richardson created a leadership development program for a major law firm. This article describes the program and its effectiveness for the firm\'s leadership.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Learning partnerships are powerful tools for development because they enable and support employee growth in multiple ways. This includes providing constructive feedback, emotional support, knowledge and skills sharing, access to career building
relationships, enhanced employee socialization, cultural adaptation, and increased motivation, to
name a few.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Activity 6 Presentation - International Human Resources (15 Poi.docxbobbywlane695641
Activity 6: Presentation - International Human Resources (15 Points)
Analyze International Human Resource Functions
Our nation’s economic development is intrinsically linked to our global neighbors. E-commerce, international trade and immigration have diversified both the workplace and who functions as strategic partners. Understanding other cultures and effectively implementing teamwork to accomplish mutual goals can be a challenge. For this activity, develop a PowerPoint presentation that analyzes the objectives of personnel administration and their impact in influencing international human resource management. Do the case studies in the assignment readings offer you a new perspective on this topic? Offer recommendations as to how human resource managers can train their employees to work with those from diverse cultures. Support your viewpoint with local data and include 3 to 4 scholarly references from the Northcentral Library.
Incorporate appropriate animations, transitions, and graphics as well as “speaker notes” for each slide. The speaker notes may be comprised of brief paragraphs or bulleted lists.
Length: 10-15 slides (with a separate reference slide)
Notes Length: 50-100 words for each slide
Be sure to include citations for quotations and paraphrases with references in APA format and style. Save the file as PPT with the correct course code information. Upload the completed assignment in the Activities area of the course.
Learning Outcomes: 6
Analyze the objectives of personnel administration and their impact in influencing international human
resource management.
Slides- Title
Overview
Quote
Define Cross Culture
Define Diversity
Define Cross Culture Awareness
Define diversity
Diversity Training
Benefits of Cross Culture Awareness
Activities (Questionnaire)
Group
Individual
Handouts
di·ver·si·ty
noun \də-ˈvər-sə-tē, dī-\
plural di·ver·si·ties
Definition of DIVERSITY
1
: the condition of having or being composed of differing elements : variety; especially : the inclusion of different types of people (as people of different races or cultures) in a group or organization <programs intended to promote diversity in schools>
2
: an instance of being composed of differing elements or qualities : an instance of being diverse <a diversity of opinion>
See diversity defined for English-language learners »
See diversity defined for kids »
How to Develop a Diversity Training Program
by Tara Duggan, Demand Media
Developing a diversity training program for your organization typically involves assessing your team’s needs, designing materials that reflect your training requirements, delivering workshops and reference materials and evaluating your efforts. Companies that implement diversity training programs to advocate workplace diversity tend to have higher employee retention rates, improved morale, reduced lawsuits and improved recruiting.
Spo.
Organisational transformation starts and ends with the people tasked with implementation. No change program works but that the people who are to implement it and live it WANT it!
DBA 7553, Human Resource Management 1 Course Learn.docxpoulterbarbara
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Analyze equal opportunity and the legal environment.
2.1 Explain the role that human resources has in upholding the legal responsibilities of an
organization.
2.2 Differentiate between the management of diversity and affirmative action.
3. Examine the elements of diversity in organizations.
3.1 Articulate the challenges that may occur when managing a diverse work group.
3.2 Research how the management of diversity can be improved.
Course/Unit
Learning Outcomes
Learning Activity
2.1 Unit IV Research Paper
2.2 Unit IV Research Paper
3.1
Unit Lesson
Unit Research Paper
3.2
Unit Lesson
Unit IV Research Paper
Reading Assignment
There is no reading assignment in this unit.
Unit Lesson
Today’s workplace is part of a global village. Overall, the labor force is more diverse each year. This diversity
includes the areas of ethnicity, race, religion, age, ability, gender, and sexual orientation. Therefore, well-
informed strategic human resource management must be ever aware of the changing nature of the world
around them in order to help lead their organization forward in embracing diversity. Having a sufficient mix of
diverse dimensions in any organization will serve to strengthen the foundation and overall health of that
group.
It can often be the case that human resource management must be aware of resistance to change and
stereotyping. Change with regard to anything can be difficult in the workplace. However, with regard to
diversity and the possibility of various new dimensions, it is important to remember that strategic human
resource management must plan ahead and focus on building this diverse dimension carefully. With regard to
stereotyping, this would be an assumption that what may hold for a group will automatically hold for an
individual of that group. Human resource management must look ahead to help avoid the pitfall of
stereotyping. Being aware and being communicative about new diversity dimensions in the workplace can lay
the groundwork for an effective embrace by employees.
As our society becomes more diverse, so must our organizations. In fact, many companies now understand
the power of diversity as a competitive advantage. Having a diverse set of employee perspectives can create
a stronger product or service. Embracing multi-cultural marketing can broadly expand a company’s sales.
When organizations embrace diversity in their workforce and in their operations (internally in the company
UNIT IV STUDY GUIDE
Equal Opportunity and the Legal Environment,
and Elements of Diversity in Organizations, Part II
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
and externally with customers and vendors), a powerful foundation can be built. Efficient strategic human
resource management can help develop and .
Behaviors of the Most Effective Corporate Communications TeamsEdelman
Edelman’s Corporate practice has identified what experience and research tell us about these truly mission-critical functions. We see three qualities that these “best of” teams foster for their enterprises: Audience-centricity, Behavioral Stewardship and Insight-based Evolution. This presentation demonstrates specific actions to take to exhibit these.
We welcome dialogue and engagement. Do you agree? What do you see differently?
Applied Innovative Management Strategies® is a human capital consulting firm specializing in the areas of global leadership development, virtual team effectiveness and cross cultural communications. AIM works with leaders and teams on transformational initiatives that develop leadership, produce teamwork and create excellence. At AIM Strategies® we constantly strive to be at the forefront of new trends by continuously researching and developing concepts and practices within the field of Human/Organizational Development.
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...HR Network marcus evans
Presentation delivered by Laura Queen, Former Vice President and Chief Human Resources Officer, G&W Laboratories, Inc. at the marcus evans Employee Benefits & Compensation Summit 2016 in Braselton, GA
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
9. Employee Resource Group DevelopmentI hope this summary creates an opportunity for us to meet and partner to promote your own or your organization’s continued success. All My Best,
10. Job History 3 Capabilities Presentation The majority of my career has been as a consultant to Fortune 100 companies and executives, major non-profits, start-ups and public agencies. Upon graduating from the University of Texas in 1985, however, I was an administrator in a small liberal arts college and lecturer. It was in 1994 that I began my consulting practice, MGH CONSULTING based in Oakland, California. In 2009 I sold my practice to Global Lead and became a Managing Director. When the company merged with Novations, my position was a duplicate of another senior leader and I was laid off in July 2010 I have resumed my consulting activity and am lending my skills and expertise to several firms across the country. 1994 -2009 Founder MGH CONSULTING, LLC Managing Director Western Region 2009 -2010 Assistant Dean for Special Programs Saint Mary’s College of Moraga California 1986 - 1994
11. Examples of Coaching Assignments Executive Development Improving Collaboration, Communication and Team Leadership Preparing for Media Interactions , Senate Testimony and Speeches Leading a Diverse Team Leading During a Series of Mergers and Acquisition Preparing for Succession of Family Business Team Building Team Fundamentals™- A four hour session to look at Creating a Common Vision, Living Shared Values, Developing SMART Goals, and Best Practices to Promote Success. Facilitated Retreat Sessions for Senior Executive Teams-Designed off-site meetings designed to look at past achievements, lessons learned, and envisioning a new future. Capabilities Presentation 4
12. Capabilities Presentation 5 Vision Performance results may require new goals and KRA’s MEASURE PERFORMANCE Develop SMART Goals to support Targeted Priorities Identify Targeted Priorities Identify (New) Organizational Values Align staff with Key Results Areas (KRAs) that support SMART Goals Review/Develop Organizational Mission and Vision Internal Scan (SWOT, Focus Groups, and Surveys) Environmental Scan (Needs Assessment, Trend Analysis, Stakeholder Interviews) Example of Strategic Planning This is a model for revising a strategic plan or building a brand new one that I have used with major non profits, public agencies and small businesses. I have used this in two distinct scenarios—[1] assisting new executives who need to create strategy for their team upon being hired, or [2] when an organization must respond to new realities in their sector or budget changes require a new way to manage their activities. Strategy = Opportunity/Capacity
13. On Boarding Program Design I have also designed a highly customized and scalable program called Talent Ascent™ on-boarding of new leaders, transitioning leaders for new roles or developing high potentials for new assignments. In just 4 sessions, an executive can cut through the challenge of building key relationships, engaging in key dialogue and setting an action plan that positions his or her team for outstanding success. Capabilities Presentation 6 As part of my responsibilities at Global Novations, I facilitated the on-boarding program for all new Latino employees in two divisions of Proctor & Gamble. These programs begin with a 3 day off-site followed up by two 1 day sessions at key campuses. If interested in Talent Ascent™ please contact me for a one page flier available with more details. These take place within the first 90 days of hire
14. Examples of Stakeholder Relations When MCI WorldCom filed for bankruptcy in 2004, the Senior Executive for Policy initiated efforts to regain the public trust. MGH CONSULTING supported him in one effort designed to create the National Minority Consumer Advisory Council. Its role was to identify how the company could address the digital divide in minority communities, rural regions, and for persons with disabilities. My role was to identify potential members for the Council, support the selection process, develop an orientation program and then manage their general and subcommittee meetings over the course of 2 years. In 2005 St. Luke’s Hospital became part of Sutter Health-a network of 19 nonprofit hospitals throughout Northern California. In 2006 the hospital was slated for closure as a consequence of seismic retrofitting costs. The St. Luke’s Hospital Foundation asked that a community engagement process take place to look at helping local residents find alternatives and voice their views. MGH CONSULTING was engaged in a community outreach effort that ultimately lead to the hospital being saved from closure and repositioned as a campus of the larger facility across town. Capabilities Presentation 7
15. Working with Employee Resource Groups The use of Employee Resource Groups (ERGs) has become a key strategy for employee engagement among major employers. In order to leverage their benefit throughout the enterprise, two domains of issues must be addressed: Infrastructure Activities A sponsor needs to be appointed with clearly scoped resources to sustain the ERG The leadership of the ERG must be comprised of a diverse set of employees—gender, rank, and/or department An ERG must have a clearly defined charter that at a minimum opens the group to all employees, gives the business rationale for their existence and creates clear parameters for their activities. Activities need to enhance the participants’ professional skills—leadership, networking, project management, and effective collaboration are key. All ERGS must plan activities together which promote a culture of inclusion throughout the organization. Business initiatives must be linked to ERG activities—quality, customer responsiveness, and entrepreneurship are examples. Capabilities Presentation 8
16. Examples of Customized Training Latino 101—The Latino population of the US is growing exponentially. By 2050, Latinos will comprise 50% of working adults in the US. More people speak Spanish in the US than the total population of Canada. The influence of Latino culture is evident in retail, consumer goods, and new media. Latino 101 is a 4 hour workshop introducing managers to the culture, unique demographics, and a brief overview of 26 nations of Spanish speakers. It can be followed up with a 2 - 4 hour strategy session to address key issues that face an enterprise serving the Latino consumer. Choice Points for Health—The passage of health care reform poses a unique challenge for improving and sustaining the health of employees. Choice Points for Health is a series of workshops that provide employees and managers a way to address the social determinants of health—creating a sense of employee empowerment, making good behavior choices, and building career resilience. Managers and participants learn fundamentals of employee engagement and the unique links to wellness. Capabilities Presentation 9 The Trade Mark for these courses is shared with Global Novations, Inc.
17. About My Writing I am currently writing content for the Williams Identity Network (www.williamsidnetwork.com) and reviewing content from contributors in order to provide consistency in all features. Latina Style Magazine—I have written several features on entrepreneurial women for Latina Style KQED 88.5 FM Radio—Between 1990 and 1995 I was a commentator for the local public radio station’s Perspective Series. Each month I wrote a 2 minute commentary on a wide range of issues facing Latinos, women, and small business. The executives I have coached often ask me to assist them with reviewing and editing their speeches and/or presentations. Capabilities Presentation 10
18. Contracting I have not established a new firm and have decided instead to work with several firms throughout the country. Depending on your industry sector and geographic location, I will be happy to create a project with you leveraging my relationship with: Explora International, LLC Global Ascent Consulting, Inc Inclusion-INC KLR CONSULTING, LLC Leap Solutions, LLC Markus Works, Inc Solution Strategies, Inc SM CONSULTING Capabilities Presentation 11