1. FIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIE
People are at the heart of most organizational successes and failures.
As Ram Charan, Dominic Barton, and Dennis Carey so eloquently state,
“Businesses don’t create value; people do” (July 2015 Harvard Business
Review, “People Before Strategy: A New Role for the CHRO”). Yet, with
the exception of the 1950’s and the 1990’s when labor markets were
exceptionally tight, Human Resources has been viewed as a tactical
player – at best. In that same HBR article, the authors cite research
by McKinsey and the Conference Board indicating CEOs see human
capital as a top challenge while ranking HR as low as the 9th most
important function in a company.
The authors encourage CEOs to partner with HR and Finance to form
a triumvirate at the top of the organization collaborating to link financials
with the Human Capital to produce them. In this model, the CHRO plays
an integral role in setting organizational strategy and decision-making.
This is a quantum leap in significance and performance expectations.
Paradigm Shift
According to Peter Cappelli, “Why We Love to Hate HR…and What HR
Can Do About It” (HBR July 2015), HR should take the lead and set the
talent agenda. We see more strategic Human Resource organizations
emerging especially in Healthcare and not-for-profits. Historically,
senior leaders in corporations were hesitant to move into similar roles
in healthcare or NFPs because of the perception of an overload of
bureaucracy. The lack of visionary leadership left HR relegated to
“administrivia.” Their physical location was indicative of their perceived
value. One local hospital in Chicago housed HR in an asbestos-filled
old church. Today, the function operates out of the main building led by
the first human resource manager to become a Vice President in the
hospital’s history. More and more, the highest quality people are seeking
out leadership roles in human resources. They see the potential to be
impact players.
Less Theory, More Savvy
It all sounds good. CEOs are creating a leadership trinity with their
CFOs and CHROs. Organizations are recognizing the value of human
capital and looking to HR leaders to set and steer a strategic talent
agenda. But are HR leaders up to the challenge? Are they ready to go
from cost center to rain makers?
Many in human resources came up through
the ranks of HR with little or no long term exposure
to other areas of the business. Life in the inner
sanctum requires more than a theoretical
understanding of business and academic
expertise. To be an effective strategic partner to the
CEO and CFO, the CHRO has to grasp and deeply
connect with nuances of what it takes to drive
business performance and shareholder value. They
have to be able to align the organization’s people
accordingly.
Develop Talent
When the CEO creates a triumvirate with the CFO,
the CHRO must be ready for the role. The best way
to accomplish this is to have a strong development
and succession plan in the HR organization with
an eye toward the CHRO role. Human Resources
have long been the go-to group for structuring and
executing initiatives, overseeing processes, and
managing programs. The function has largely been
reactive. Decisions are made “on high” and HR
gets busy implementing. The paradigm shift from
reactive deployment to proactive strategic partner
necessitates a revamp of skillsets. The predictive,
diagnostic, and prescriptive capabilities expected
of the CHRO should be nurtured throughout the HR
ranks. Talent Development needs a new focus for
itself! The acquisition, retention, and development
of human resource talent must ensure the function
can reinvent and harness human capital to drive
business objectives.
To develop your human resource talent and
closely align HR to business drivers, contact a First
Transitions office near you or visit our website: www.
firsttransitions.com
QUALITY: Take time to do things right the first
time.
SERVICE: Render intelligent, timely and
considerate service to all.
CONCERN FOR PEOPLE: Treat clients,
program participants and employees
with honesty, trust, fairness and respect.
COMMUNICATIONS: Communicate with
our clients, program participants and
employees in ways which will assure mutual
understanding.
CONSISTENCY: Insure that our behavior
each and every day supports our values,
goals, and standards.
SIMPLICITY: Conduct our business in an
easily understood manner.
REALISM: Acknowledge that our success
will come through intelligence, hard work,
patience and experience.
RECOGNITION: That our clients and
participants trust us with the most highly
confidential information they have.
RESPONSIBILITY: Encourage individual
responsibility and decision making.
FLEXIBILITY: Recognize the necessity to be
open to change for the mutual benefit of
our clients, program participants and our
organization.
RESPECT FOR TRADITION: Understand what
created past successes.
INTEGRITY: Consistently practice the utmost
modesty and integrity in serving our clients,
our participants and ourselves.
COMMITMENT: Take the plunge - there is
truth in the theory that there is “strength
in numbers.”
And finally, never sacrifice these precepts
for the short term.
OUR SERVICES WHAT WE STAND FOR
Our day-to-day activities, our dealings
with each other and our relationships with
customers/clients must be governed by a
passionate and unwavering commitment to
a set of values, which are:
First Transitions, Inc. has been a
provider of career-transition
services since 1981. We have
completed consulting assignments
for more than 500 organizations
in 44 states. Our uniqueness has
been in the caring, nurturing
appoach we have taken in
assisting individuals in attaining life
goals, personal or professional.
4
w w w . f i r s t t r a n s i t i o n s . c o mFIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIESFIRST TRANSITIONSN E W S & I N S I G H T S
FIRST TRANSITIONSN E W S & I N S I G H T S
1211 W. 22nd Street • Suite 1006 • Oak Brook, IL 60523
(630) 571-3311 • Fax (630) 571-5714 • www.firsttransitions.com
Executives
Senior Managers
Directors
Managers/Supervisors
Exempt and Nonexempt
Group Workshops
Executive coaching
Career Assessment
Organizational career
development programs
Succession planning
Retention strategies
Leadership development
360o
performance appraisals
Selection process design
Onboarding program design
e-Coaching
Pre Retirement Education
Programs
FIRST TRANSITIONS News & Insights
Editor: Nicole DeFalco
Art Director: Tricia Keener Blaha
CAREER TRANSITION
PROGRAMS FOR:
WHERE TO FIND US:
1211 West 22nd St., Suite 1006
Oak Brook, IL 60523
630-571-3311
630-571-5714 (fax)
10 S. Riverside Plaza, Suite 875
Chicago, IL 60606
312-541-0294
33 Wood Ave. South, Suite 600
Iselin, NJ 08830
800-358-1112
2151 Michelson, Suite 232
Irvine, CA 92612
949-551-4377
Terraces Center
400 Perimenter Center Terrace, NE
Suite 900
Atlanta, GA 30346
770-891-7866
200 S. Executive Drive, Suite 101
Brookfield, WI 53005
800-358-1112
8888 Keystone Crossing
Suite 1300
Indianapolis, IN 46240
800-358-1112
Our Web site address:
www.firsttransitions.com
E-mail us at:
admin@firsttransitions.com
OUR LOCATIONS
THE NEW TRINITY
CHRO, CFO, & CEO – A Complete Team at the Top
Volume 16 - Issue 3
*F1T00315_FallNews_Vol16-3.indd 1 9/7/15 11:25:15 PM

2. Congratulations! You have a job offer! But, is it the right job?
Consultant Jim Collins describes success as putting the right people
in the right seats on the bus. The same applies when evaluating a job
offer. Here a few ways you can ensure you take the right seat on the
right bus.
Behavioral Interviews
Use scenarios to find out how people in the organization react to
situations. Can you behave this way? Is it what you would have done?
Learn how you would be expected to perform in comparison to the
person in the job before you.
Observe the Surroundings
Notice the décor. See where you would be seated. What does the
environment tell you about the culture? Consider noise level, amount
of interaction, sunlight, the people you will work with and where they
are located. Think about the impact time zone differences might have
on your work and work/life balance. Ask to “play” with the technology;
especially for a home office.
Quality of Life
If the pay is on par or exceeds your expectations, be sure you know
what is expected in return for that level of compensation. Learn how
late people work. Ask people what they enjoy doing when they are not
working. Find out if there are cut-off times for emails and texts. Road
DEAR FRIENDS AND COLLEAGUES:
In a conversation with my then soon-to-be (now currently) son-in-
law, I cracked what I thought was a harmless joke about a museum
dedicated to recreational vehicles. Proud of the chuckle it elicited
from him, I was about to relay the comment in a conversation with a
woman at a networking event. Thank goodness I held my tongue! It turns
out; she has a fondness for the vehicles related to family history and a
deep interest in visiting the museum. The near miss reminded me how
important it is to think before we speak; measuring the force of impact
our words will have on others before pulling the trigger.
Opinions are like onions. They spice things up but the smell can be
off-putting. Anyone who knows me knows I am a man of strong opinions.
I make no apologies for that. It is good to have strong informed opinions.
But, they should not stop us from caring about each other first and
foremost. Novelist and clergyman Laurence Sterne wrote “Respect for
ourselves guides our morals; respect for others guides our manners.”
I worry about the state of affairs for both – our morals and our manners.
While the likes of Letitia Baldridge and Emily Post took manners to a
fussy extreme, the pendulum seems to be swinging toward an equally
dangerous lack of consideration for others.
The old saying goes, “If you don’t have something nice to say, don’t
say anything at all.” This sage advice gathers dust in the corner of a
world where people say what they please and write what they want with
gusto. It seems all you have to do is type the letters “JK” (Just Kidding)
or #justsayn next to your derogatory comment and that somehow
absolves you from any responsibility for the pain your words may have
caused others. Though you may have decided you don’t care what
people think of you so you’ll say what you want; you should always care
how you make others feel. Given the near limitless reach of our words on
the Internet, and the escalation of strife around us, it is time for all of us to
re-engage the editor between our brains and our mouths or fingers on
the keyboard. I am not talking about political correctness. I am speaking
of human kindness.
We must learn to measure our words; if not for our own
self-respect, then for the sake of others. If you lack the
head to mouth editor, then refocus your head on asking
more and telling less. Spend your mental effort thinking
of questions to ask to engage others in a meaningful
conversation. Renowned author and Professor Edgar
Schein describes “humble inquiry” as the art of drawing
someone out by asking questions to which you do not
already know the answer. Reignite your curiosity. Spend
more time taking an interest in others than expending
energy to appear interesting. Being edgy and derisive
is more exhausting than it is worth and wears on those
around you. Step out off center stage and shine the
spotlight on others. Listen. Be open to the possibility that
there is at least one thing out there you and the other
person can agree upon. Invest your time and words in
the search for common ground.
In a world gone mad, change starts when we treat
each other with consideration and respect.
Warmest Regards,
Russ Jones
Opinions Are Like Onions The Job-Sizing Guide
3 TIPS: MANAGING FIRST IMPRESSIONS
We never get a second chance to make a good first impression. Here are three easy tips for putting your best foot forward during a
career transition.
Mind the dress code. The rule of thumb is to dress as well as or even slightly better than the people with whom you are
meeting. For interviews, go to the company website and look at how the leadership is dressed. Base your wardrobe decision
off of that. As a rule of thumb, do not wear jeans when meeting a networking contact for coffee.
Facial hair for men is all the rage – or is it? Though your goatee might be neatly coiffed, it could be a turn-off to some. If
wearing a beard or mustache has not been a consistent part of your identity, consider going with the clean-shaven look. It
won’t guarantee a good first impression, but it rarely contributes to a bad one.
Don’t wear your heart on your sleeve. Though being in transition might be difficult or you are still reeling from the shock
of losing your job, keep your chin up! Position ideas and comments in a positive frame. Avoid complaining or insulting your
previous employer. Be charming and sincere; happy but not giddy, professional but not stoic. You want people to smile
when they think back on meeting you.
FOOD FOR THOUGHT
2 3
S T R A T E G I E S F O R O R G A N I Z A T I O N A L A N D I N D I V I D U A L S U C C E S S
FIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIESFIRST TRANSITIONSN E W S & I N S I G H T S
THREE TIPSTHREE TIPSTHREE TIPSTHREE TIPSTHREE TIPSTHR
1
3
2
“I thought I felt a paradigm shift, but it was just
my undershorts riding up”
Improve communications and interactions among
your employees and with stakeholders. Contact Russ or
the First Transitions office near you to schedule a ½ day
“Introduction to EQ” workshop for your organization
warriors, ask people to share stories of their travel experiences.
Ask people if they have opportunities to bring their passion to
work.
Play It Out in Your Mind
Take the time to imagine working there for years. Will that
musty smell that you think “Oh, it’s not so bad” end up driving
you crazy? Will the “cozy
family atmosphere” leave
you bored and itching for
more? Are you excited to be
part of a meritocracy or does
the competition make you
uncomfortable?
Don’t let your eagerness to
be done with a job search or
the lure of high compensation
be your only decision factors.
Be honest with yourself and
fair to the organization.
To provide your exiting employees tools and support for a
positive career transition, contact our office near you or visit
our website, www.firsttransitions.com
*F1T00315_FallNews_Vol16-3.indd 2 9/7/15 11:25:17 PM

3. Congratulations! You have a job offer! But, is it the right job?
Consultant Jim Collins describes success as putting the right people
in the right seats on the bus. The same applies when evaluating a job
offer. Here a few ways you can ensure you take the right seat on the
right bus.
Behavioral Interviews
Use scenarios to find out how people in the organization react to
situations. Can you behave this way? Is it what you would have done?
Learn how you would be expected to perform in comparison to the
person in the job before you.
Observe the Surroundings
Notice the décor. See where you would be seated. What does the
environment tell you about the culture? Consider noise level, amount
of interaction, sunlight, the people you will work with and where they
are located. Think about the impact time zone differences might have
on your work and work/life balance. Ask to “play” with the technology;
especially for a home office.
Quality of Life
If the pay is on par or exceeds your expectations, be sure you know
what is expected in return for that level of compensation. Learn how
late people work. Ask people what they enjoy doing when they are not
working. Find out if there are cut-off times for emails and texts. Road
DEAR FRIENDS AND COLLEAGUES:
In a conversation with my then soon-to-be (now currently) son-in-
law, I cracked what I thought was a harmless joke about a museum
dedicated to recreational vehicles. Proud of the chuckle it elicited
from him, I was about to relay the comment in a conversation with a
woman at a networking event. Thank goodness I held my tongue! It turns
out; she has a fondness for the vehicles related to family history and a
deep interest in visiting the museum. The near miss reminded me how
important it is to think before we speak; measuring the force of impact
our words will have on others before pulling the trigger.
Opinions are like onions. They spice things up but the smell can be
off-putting. Anyone who knows me knows I am a man of strong opinions.
I make no apologies for that. It is good to have strong informed opinions.
But, they should not stop us from caring about each other first and
foremost. Novelist and clergyman Laurence Sterne wrote “Respect for
ourselves guides our morals; respect for others guides our manners.”
I worry about the state of affairs for both – our morals and our manners.
While the likes of Letitia Baldridge and Emily Post took manners to a
fussy extreme, the pendulum seems to be swinging toward an equally
dangerous lack of consideration for others.
The old saying goes, “If you don’t have something nice to say, don’t
say anything at all.” This sage advice gathers dust in the corner of a
world where people say what they please and write what they want with
gusto. It seems all you have to do is type the letters “JK” (Just Kidding)
or #justsayn next to your derogatory comment and that somehow
absolves you from any responsibility for the pain your words may have
caused others. Though you may have decided you don’t care what
people think of you so you’ll say what you want; you should always care
how you make others feel. Given the near limitless reach of our words on
the Internet, and the escalation of strife around us, it is time for all of us to
re-engage the editor between our brains and our mouths or fingers on
the keyboard. I am not talking about political correctness. I am speaking
of human kindness.
We must learn to measure our words; if not for our own
self-respect, then for the sake of others. If you lack the
head to mouth editor, then refocus your head on asking
more and telling less. Spend your mental effort thinking
of questions to ask to engage others in a meaningful
conversation. Renowned author and Professor Edgar
Schein describes “humble inquiry” as the art of drawing
someone out by asking questions to which you do not
already know the answer. Reignite your curiosity. Spend
more time taking an interest in others than expending
energy to appear interesting. Being edgy and derisive
is more exhausting than it is worth and wears on those
around you. Step out off center stage and shine the
spotlight on others. Listen. Be open to the possibility that
there is at least one thing out there you and the other
person can agree upon. Invest your time and words in
the search for common ground.
In a world gone mad, change starts when we treat
each other with consideration and respect.
Warmest Regards,
Russ Jones
Opinions Are Like Onions The Job-Sizing Guide
3 TIPS: MANAGING FIRST IMPRESSIONS
We never get a second chance to make a good first impression. Here are three easy tips for putting your best foot forward during a
career transition.
Mind the dress code. The rule of thumb is to dress as well as or even slightly better than the people with whom you are
meeting. For interviews, go to the company website and look at how the leadership is dressed. Base your wardrobe decision
off of that. As a rule of thumb, do not wear jeans when meeting a networking contact for coffee.
Facial hair for men is all the rage – or is it? Though your goatee might be neatly coiffed, it could be a turn-off to some. If
wearing a beard or mustache has not been a consistent part of your identity, consider going with the clean-shaven look. It
won’t guarantee a good first impression, but it rarely contributes to a bad one.
Don’t wear your heart on your sleeve. Though being in transition might be difficult or you are still reeling from the shock
of losing your job, keep your chin up! Position ideas and comments in a positive frame. Avoid complaining or insulting your
previous employer. Be charming and sincere; happy but not giddy, professional but not stoic. You want people to smile
when they think back on meeting you.
FOOD FOR THOUGHT
2 3
S T R A T E G I E S F O R O R G A N I Z A T I O N A L A N D I N D I V I D U A L S U C C E S S
FIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIESFIRST TRANSITIONSN E W S & I N S I G H T S
THREE TIPSTHREE TIPSTHREE TIPSTHREE TIPSTHREE TIPSTHR
1
3
2
“I thought I felt a paradigm shift, but it was just
my undershorts riding up”
Improve communications and interactions among
your employees and with stakeholders. Contact Russ or
the First Transitions office near you to schedule a ½ day
“Introduction to EQ” workshop for your organization
warriors, ask people to share stories of their travel experiences.
Ask people if they have opportunities to bring their passion to
work.
Play It Out in Your Mind
Take the time to imagine working there for years. Will that
musty smell that you think “Oh, it’s not so bad” end up driving
you crazy? Will the “cozy
family atmosphere” leave
you bored and itching for
more? Are you excited to be
part of a meritocracy or does
the competition make you
uncomfortable?
Don’t let your eagerness to
be done with a job search or
the lure of high compensation
be your only decision factors.
Be honest with yourself and
fair to the organization.
To provide your exiting employees tools and support for a
positive career transition, contact our office near you or visit
our website, www.firsttransitions.com
*F1T00315_FallNews_Vol16-3.indd 2 9/7/15 11:25:17 PM

4. FIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIE
People are at the heart of most organizational successes and failures.
As Ram Charan, Dominic Barton, and Dennis Carey so eloquently state,
“Businesses don’t create value; people do” (July 2015 Harvard Business
Review, “People Before Strategy: A New Role for the CHRO”). Yet, with
the exception of the 1950’s and the 1990’s when labor markets were
exceptionally tight, Human Resources has been viewed as a tactical
player – at best. In that same HBR article, the authors cite research
by McKinsey and the Conference Board indicating CEOs see human
capital as a top challenge while ranking HR as low as the 9th most
important function in a company.
The authors encourage CEOs to partner with HR and Finance to form
a triumvirate at the top of the organization collaborating to link financials
with the Human Capital to produce them. In this model, the CHRO plays
an integral role in setting organizational strategy and decision-making.
This is a quantum leap in significance and performance expectations.
Paradigm Shift
According to Peter Cappelli, “Why We Love to Hate HR…and What HR
Can Do About It” (HBR July 2015), HR should take the lead and set the
talent agenda. We see more strategic Human Resource organizations
emerging especially in Healthcare and not-for-profits. Historically,
senior leaders in corporations were hesitant to move into similar roles
in healthcare or NFPs because of the perception of an overload of
bureaucracy. The lack of visionary leadership left HR relegated to
“administrivia.” Their physical location was indicative of their perceived
value. One local hospital in Chicago housed HR in an asbestos-filled
old church. Today, the function operates out of the main building led by
the first human resource manager to become a Vice President in the
hospital’s history. More and more, the highest quality people are seeking
out leadership roles in human resources. They see the potential to be
impact players.
Less Theory, More Savvy
It all sounds good. CEOs are creating a leadership trinity with their
CFOs and CHROs. Organizations are recognizing the value of human
capital and looking to HR leaders to set and steer a strategic talent
agenda. But are HR leaders up to the challenge? Are they ready to go
from cost center to rain makers?
Many in human resources came up through
the ranks of HR with little or no long term exposure
to other areas of the business. Life in the inner
sanctum requires more than a theoretical
understanding of business and academic
expertise. To be an effective strategic partner to the
CEO and CFO, the CHRO has to grasp and deeply
connect with nuances of what it takes to drive
business performance and shareholder value. They
have to be able to align the organization’s people
accordingly.
Develop Talent
When the CEO creates a triumvirate with the CFO,
the CHRO must be ready for the role. The best way
to accomplish this is to have a strong development
and succession plan in the HR organization with
an eye toward the CHRO role. Human Resources
have long been the go-to group for structuring and
executing initiatives, overseeing processes, and
managing programs. The function has largely been
reactive. Decisions are made “on high” and HR
gets busy implementing. The paradigm shift from
reactive deployment to proactive strategic partner
necessitates a revamp of skillsets. The predictive,
diagnostic, and prescriptive capabilities expected
of the CHRO should be nurtured throughout the HR
ranks. Talent Development needs a new focus for
itself! The acquisition, retention, and development
of human resource talent must ensure the function
can reinvent and harness human capital to drive
business objectives.
To develop your human resource talent and
closely align HR to business drivers, contact a First
Transitions office near you or visit our website: www.
firsttransitions.com
QUALITY: Take time to do things right the first
time.
SERVICE: Render intelligent, timely and
considerate service to all.
CONCERN FOR PEOPLE: Treat clients,
program participants and employees
with honesty, trust, fairness and respect.
COMMUNICATIONS: Communicate with
our clients, program participants and
employees in ways which will assure mutual
understanding.
CONSISTENCY: Insure that our behavior
each and every day supports our values,
goals, and standards.
SIMPLICITY: Conduct our business in an
easily understood manner.
REALISM: Acknowledge that our success
will come through intelligence, hard work,
patience and experience.
RECOGNITION: That our clients and
participants trust us with the most highly
confidential information they have.
RESPONSIBILITY: Encourage individual
responsibility and decision making.
FLEXIBILITY: Recognize the necessity to be
open to change for the mutual benefit of
our clients, program participants and our
organization.
RESPECT FOR TRADITION: Understand what
created past successes.
INTEGRITY: Consistently practice the utmost
modesty and integrity in serving our clients,
our participants and ourselves.
COMMITMENT: Take the plunge - there is
truth in the theory that there is “strength
in numbers.”
And finally, never sacrifice these precepts
for the short term.
OUR SERVICES WHAT WE STAND FOR
Our day-to-day activities, our dealings
with each other and our relationships with
customers/clients must be governed by a
passionate and unwavering commitment to
a set of values, which are:
First Transitions, Inc. has been a
provider of career-transition
services since 1981. We have
completed consulting assignments
for more than 500 organizations
in 44 states. Our uniqueness has
been in the caring, nurturing
appoach we have taken in
assisting individuals in attaining life
goals, personal or professional.
4
w w w . f i r s t t r a n s i t i o n s . c o mFIRST1TRANSITIONSFIRST1STRATEGIESFIRST1TRANSITIONSFIRST1STRATEGIESFIRST TRANSITIONSN E W S & I N S I G H T S
FIRST TRANSITIONSN E W S & I N S I G H T S
1211 W. 22nd Street • Suite 1006 • Oak Brook, IL 60523
(630) 571-3311 • Fax (630) 571-5714 • www.firsttransitions.com
Executives
Senior Managers
Directors
Managers/Supervisors
Exempt and Nonexempt
Group Workshops
Executive coaching
Career Assessment
Organizational career
development programs
Succession planning
Retention strategies
Leadership development
360o
performance appraisals
Selection process design
Onboarding program design
e-Coaching
Pre Retirement Education
Programs
FIRST TRANSITIONS News & Insights
Editor: Nicole DeFalco
Art Director: Tricia Keener Blaha
CAREER TRANSITION
PROGRAMS FOR:
WHERE TO FIND US:
1211 West 22nd St., Suite 1006
Oak Brook, IL 60523
630-571-3311
630-571-5714 (fax)
10 S. Riverside Plaza, Suite 875
Chicago, IL 60606
312-541-0294
33 Wood Ave. South, Suite 600
Iselin, NJ 08830
800-358-1112
2151 Michelson, Suite 232
Irvine, CA 92612
949-551-4377
Terraces Center
400 Perimenter Center Terrace, NE
Suite 900
Atlanta, GA 30346
770-891-7866
200 S. Executive Drive, Suite 101
Brookfield, WI 53005
800-358-1112
8888 Keystone Crossing
Suite 1300
Indianapolis, IN 46240
800-358-1112
Our Web site address:
www.firsttransitions.com
E-mail us at:
admin@firsttransitions.com
OUR LOCATIONS
THE NEW TRINITY
CHRO, CFO, & CEO – A Complete Team at the Top
Volume 16 - Issue 3
*F1T00315_FallNews_Vol16-3.indd 1 9/7/15 11:25:15 PM