Executive Summary

"Take many group selfies" - Relationships are the driving force for enterprises to operate at peak potential. With various needs across different departments, it is important to bring in a leader that can establish strong rapports, taking many "group selfies" to fulfill the organization's needs.

Surveying "Need Landscapes"

Understanding executive needs across departments is crucial to navigating the functional, operational, and financial complexities of the organization. By fostering strong relationships with your peers, helping them succeed quickly and putting in key processes to have an ear to the ground, you'll firmly solidify your team's value now and into the future.

Mapping stakeholder relationships between departments, nurturing introductory need-driver sessions, forming initial departmental request queues, leading industry-best practice education sessions, and demonstrating collective goal understanding are a sampling of several ways that Jeff has focused relationship building as a key operational cornerstone.

Building Trust

Building on key relationships without a plan to grow them will end up in dissappointment. Keeping your leader peers at the forefront, in the communication loop with frequent operational updates and fulfilling their needs consistently are valuable to keep you in the know with the latest happenings as well securing extended, strategic partnerships.

Initiating business partner introductions, driving the resolution of historic challenges, including peer department leaders in key strategic meetings, proactively leading recurring key health check-ins, and establishing reputations of strong team delivery are attributes Jeff achieved in building long-term relationships across many organizations and industries.

Strategic Withdrawals

Delivering promises to leadership is similar to owning a bank account. While the goal is to deposit and earn interest on the goodwill achieved, sometimes plans do not follow through as expected. It takes courage and demonstrates true leadership to own up to mistakes, setting a path in motion to fixing the root cause and solving operational challenges.

Formulating clear leadership communications, determining root cause and resolving serious issues, escalating when necessary, introducing new approaches and process improvements for mission-critical systems and capturing lessons learned are a few of the strategic withdrawal tactics Jeff has used to demonstrate transparency and candor to leader peers.

About Jeff

Senior technology executive with over 15 years experience in Agile PMO development, team leadership, product-oriented process improvement, cross-function partnership as well as revenue-focused digital solution planning and execution. Jeff has worked with several industries and organization sizes to augment strategies, execute on many digital platforms while building energized, collaborative teams. Download Resume / CV

Surveying "Need Landscapes"

Creating strategic inventory

Building Trust

Fostering larger partnerships

Strategic Withdrawals

Navigating challenges using cooperation