I am passionate about growth – for people and in business – and have experienced first-hand that trusted relationships powerfully accelerate the achievement of both personal and corporate goals. For three years, I led a multi-level internal learning program through which we educated over 750 consultants in Being a Trusted Advisor. As a result, we saw marked improvement in client satisfaction, account expansion and employee satisfaction.
As a consultant for more than 20 years, I have sold, managed and delivered complex business solutions in the US federal government, manufacturing, telecommunications and IT, and financial services sectors. I also held director roles in business development, marketing and client development at a Fortune 200 IT company – where I (not always fun) experience as the person being “sold to.” My focus now is to help people in sales and consultative roles achieve their goals through improved client focus.
Based in metropolitan Washington, DC, I hold bachelor’s degrees in Business Administration and French and a Master’s of Business Administration. I also have certifications in executive leadership and digital marketing. In addition to leading programs for Trusted Advisor Associates, I consult independently on sales enablement and account growth.
I design and facilitate Being a Trusted Advisor programs.
My Trust Temperament™
My Trust Story
My first role as a project lead was a complex organization redesign within a government agency. During our current-state analysis, we classified a series of job roles as supportive roles, when they were, in fact, core mission functions. The mistake affected only a few of the roles we were analyzing, and we immediately corrected the problem when the client pointed it out. Two weeks later, when the head of the affected department called me in for an early morning meeting, the data errors weren’t even on my mind.
I arrived for the meeting prepared for a typical status update. Without preamble, the client (a retired Army colonel) looked me in the eye and asked, “So, are you stupid, or just arrogant?” Several thoughts flashed through my mind: “This guy is a jerk!” “He doesn’t understand what we do.” “He’s just trying to protect his turf.”
I managed to keep my self-orientation in check and, rather than reacting defensively, asked him to tell me more. Then I listened. And I empathized. And every time I felt the urge to defend myself or my team, I listened more. It was one of the longest, hardest hours of my consulting career.
I learned a lot about his business that I never would have understood from just looking at the data, including how committed he was to his people and their success. And setting aside my personal defensiveness and listening, especially when he was angry and (in my opinion) unreasonable, opened the door for him to hear what we were recommending and why.
The result? A better solution with the support of a key business leader. And a long-term relationship that generated years of additional work.