I provide executive coaching and mentoring to both individuals and teams seeking to improve their effectiveness as leaders and the impact of their organizations to deliver value to their business.
Certified in Personal Training (ISSA) and Exercise Nutrition (Precision Nutrition). Got these certifications to develop a wellness mobile app.
I have been practicing Emergency Medicine for nearly 10 years since completing my residency. As an ER physician I am required to provide medical care to all ages of patients across all areas of medicine. It is a must that I am constantly on the cutting edge of medicine and technology in order to take care of any situation that presents itself in my department. My knowledge and experience allows me to act as a consultant for all areas of medicine including pharmaceuticals, electronic medical records, technology, and patient/medical education.
As a leadership coach, I find it exciting to empower leaders and startup founders, help them discover the team strengths and achieve their business goals leading in healthy and positive environment. I'm also a professional mediator, focusing on alternative dispute resolutions, improving negotiation skills and driving a culture of collaboration.
I've had a number of senior leadership positions, from managing national teams of large organizations to running a privately held IT firm. My background includes business transformation initiatives, both internal and for the channel route to market.
I have held executive positions in multiple companies, in varying industries, and for multiple decades. I have sold over $200 million of products and services. I currently have a strong background in IoT for sales, marketing, product development and support worldwide. I have run a telecommunications and software companies, saving companies from bankruptcy and replacing that with positive cash flow and market gains.
Fractional Integrator, COO, Chief of Staff or Project Manager to assist with project and accountability management, integrating the team, train/coach staff and process documentation.
Just Prior to the merger of American Airlines and US Airways, I was charged to lead the Business Technology Services team for contractual negotiations, design and delivery of PSS Services with Sabre. Prior to down-select of Sabre, detailed negotiations also included Product & Contractual reviews with Amadeus & Google/ITA as well. PSS Services & Technology scan key areas of Airline Operations, Passenger Check-in, Reservations & Revenue Management. During the merger, I transitioned to lead the Technology Integration Management Office to prioritize integration activities, assess risks & issues, identify dependencies and lead day to day delivery with the IT Towers & Business leads to execute against the established Merger Goals and Strategy. Integrate First, Innovate Later was our key to success for rationalizing and harmonizing over 1400 IT applications for the successful IT integration. Partnered with McKinsey and IBM for the merger integration to establish best practices for success.
Education 1) Master of Business Administration (MBA) 2) Master of Public Administration (MPA) 3) Master of Science in Leadership (MS in Leadership) 4) Lean Six Sigma - Green Belt Experience 1) Workflow optimization for nurse and physician utilization management in the insurance industry 2) Streamline the research process to reduce time and money needed to get pharmaceuticals and medical devices to market 3) Led all DoD outpatient clinics on the Korean peninsula in terms of Healthcare Effectiveness Data and Information Set (HEDIS) data 4) Led all DoD outpatient clinics on the Korean peninsula in terms of patient satisfaction with an overall score of 97% via the Joint Outpatient Experience Survey 5) Improved Navy and Marine medical readiness from 56% to 95% 6) Maintained Army medical readiness at over 95% 7) 100% of employees were Lean Six Sigma (LSS) Yellow Belts; 10% LSS Green Belt Certified 8) As the primary author, successful received of $1 million+ grant approved by the US Congress for improved medical facilities 9) Successfully negotiated a Memorandum of Understanding between MEDDAC-Korea and Republic of Korea Air Force to provide better medical care for US and Korean service members
I have experience as an Advisory Board Member for a number of startups at various stages of development. Working closely with the CEO and C-Suite executives to strategize, innovate and develop the appropriate focus & next steps. Acting as an Advisor and Mentor for Leadership teams coaching them through important decisions. Proactively identifying and anticipate problems, challenges, and opportunities before they occur.
My Leadership experience spans a career of 33+ years at American Airlines with 25 of those services in a Managing Director (or above) role. I possess experience as well reporting to and guiding C-Suite discussions with roles reporting to CIO, CHRO and CMO during the tenured career. I have led teams as large as 3000+ from airport leadership roles to Regional teams to Corporate roles. In my last role as Managing Director HR Shared Services we led our team to achieve a 91% employee engagement score on the Company led survey. My toolkit includes Best Practices from Coaches such as Tony Jeary (The Results Guy) and Paul Meyer (SMI). My employee experience platform is grounded on work informed by Prof. Donna Hicks of Harvard University and the Overland Resource Group with a strong foundation in Human Dignity and how to bring the key Levers of Employee Commitment to life across your enterprise. I can share how to "Elevate your Business Through your People" with 6 indispensible components for success. My leadership coaching and results execution strategies are heavily informed by both my 25+ years leading teams to results excellence and 12 years of personal & professional coaching by Tony Jeary.
Kurt Uhlir is a globally-recognized marketer, operator, and speaker. He’s built and run businesses from start-up to over $500M annual revenue, assembled teams across six continents, been part of the small team leading an IPO ($880M), and participated in dozens of acquisitions. As a dynamic and charismatic speaker on marketing and innovation, Kurt’s speaking experience includes speeches across the United States and Europe in addition to presenting at prominent industry events such as PPAI, GDC, the White House, and private company/team workshops. He advises leaders, from startup founders to private-equity backed CEOs to the President of the United States. Kurt is a popular and entertaining commentator and has appeared on national television shows and periodicals including the Wired, TechCrunch, Thrive Global, USA Today, Business 2 Community, WGN Radio, NBC, and ABC. Reach out to him for a guest on marketing, real estate, or growing American based businesses. Kurt serves as Chief Marketing Officer for Showcase IDX, which has helped real estate agents and brokers bring more than 3 million visitors to their websites in the past year. You’ll find him regularly sharing modern marketing strategies and tactical tips with agents - as well as pointing out the tools and trends to skip. Prior to working with Showcase IDX, Kurt was part of the small team that created the spatial data and navigation industry that grew NAVTEQ (now called HERE) from $85 million in revenue to $1.2 BILLION. He later joined Vitrue, one of two companies that created the social media management industry used by brands from Fortune 100 to tens of thousands of SMBs. Kurt then co-founded Sideqik, one of the first influencer marketing platforms. He is also the lead inventor of disruptive technologies in 5 industries, with 16 granted patents.
Your Current State tells a story. I have the ability to interpret the story behind your current state culture, leadership, employee & customer experiences. What are your gaps? What opportunities can you address? What impact will future changes have on operations? How will changes made differentiate your brand? I can help you see the truth of the way things are and let you know what to do about it.
Instead of continuing with the status quo, following copycat strategies of others or adopting long held traditional approaches that don’t fit today, I can help you define leadership, employee & customer strategies and deploy & align them to galvanize your company around your purpose and values and move you in a common direction and drive growth. Rather than building a company that is stuck in the past, you can create one that differentiates around creating experiences employees & customers want to have again and again.
If you need an Advisor, I have experience advising startups and businesses of various stages. From strategy, culture, team building & development to leadership development, employee & customer experience, crisis & change management, and COVID-19 navigation to organizational development and simplifying operations.
I my practice as a consultant, I coach and mentor start-ups as part of my involvement with Nassau Re|Imagine incubator. I have also offered pro-bono advice to technology companies looking to create relationships with life insurance and other financial services companies.
Case 1: Building competitiveness via taking care of the customer My first decade in GE was spent largely serving 1 client, Southern Nuclear, an electric utility in the Southeast United States. In 1997, Jack Welch rolled out the six-sigma program and I was one of the first Black Belts (a term used for process improvement experts). At that time, the average nuclear plant lost $1million / day in revenue when shut down for maintenance, not counting maintenance cost. The average duration of maintenance was 45-60 days. So, a focused effort was made to pull together as a USA team (we largely operated as independent districts at the time) and partner with customers for real cycle time improvement without risking safety or quality. As the black belt, I reached out to every project manager to solicit their participation, we reviewed the goals of our customer (cycle reduction) and the goals of the company (stay competitive). We compared scope, schedules and budgets and learned that the average duration varied from 35 to 55 days. Why? Initial feedback was that every plant was different and that drove the variance. But upon analysis and discussion, we found that every plant had common units (high pressure section, low pressure section, stop valves, control valves, etc.) and upon examining each least common denominator, we found some interesting success factors. Some teams were better trained as they had repeat maintenance crews each year, some teams had better tools that were faster and safer, some teams had fixtures that allowed for disassembly faster with less clean up. Over the next several years, teams competed in a healthy manner to employ these various methods and gradually, the average duration moved to and below the 30-day mark. This not only saved the customer money but also reduce radiation exposure to certain employees (these were nuclear plants). The progress made was not via advanced statics (although six-sigma does offer that capability). Basic tools were used comprised of communication, collaboration on common goals, process mapping and logical problem solving. The same approach can be used in financial, “back office”, technical and customer service areas. Case 2: Growing the business in a phased approach My second generation in GE was spent largely focused on downstream oil / gas integrating and operating a series of acquisitions. While the companies varied in focus from vibration monitoring, to controls solutions, to temperature / flow / pressure measurement, to non-destructive test, the challenge was similar. Very innovative companies with great technology had grown to a point and were limited by their business processes and inability to scale. Teams were very customer centric and technical astute but did not have a repeatable process to transfer knowledge that enabled quality and productivity no matter where the work was done nor by who. As the service leader, first steps were to assure safety of the team, building and delivering the proper training and tools. The next focus was on quality. As these teams were global, customers and the company deserved to have the same caliber of work performed anywhere around the world. A global technical training and mentoring program was put in place that not only build that technical foundation, but also built a reputation with the customers that enhanced the brand and enabled price. Third was a focus on business acumen. Many of the upcoming leaders were promoted for their time in service or technical skills, not business skills. Good folks, but they just didn’t know how to build a business plan, manage financial risk or assess the health of the business. But over time, with coaching and accountability, they built their operating or sales business skills to the point of achieving double digit growth year / year and a global business of +$500 million. Teams were from North America, Latin America, Europe, Africa, Middle East, Asia and China. Today, many of those leaders can be seen in executive leadership roles running businesses of their own. Case 3: Building the talent pipeline More recently in 2014, I took at assignment with upstream oil / gas in Aberdeen, Scotland where, as part of our charter, we supported offshore oil activities along the West Coast of Africa. Upstream oil / gas has relied on expats, largely from USA or Europe, to operate offshore platforms and support bases. But a key requirement from the customer and the host country of Ghana was the utilization of local talent. This meant that local persons, who had no experience in oil field services, had to be trained on safety, quality, technical and business culture. Often, localization requirements were met in concept but not reality, by hiring 2 janitors for every 1 expat oil worker, but this does not meet the spirit of the exercise. As we built plans for the shore base (speaking to local real estate personnel, engineering contractors and government officials), we also spoke to local high schools and trade schools about the talent available and how we build a program quickly. We partnered with a local school to put a curriculum together and using expat instructors, began the training and certification program while civil construction began (civil works were done by local personnel). Standards in safety, quality, work processes were different, and it took effective communication, collaboration and goal setting with local community leaders to reach a common approach that maintained high standards without causing any negative messaging. Gradually, local persons were hired and over time they transitioned from the minority of employees to the majority until all the persons including the shore base manager are local Ghanaian citizens. This is great for the country and local community, as it is building economic growth. It is great for the company, as local persons are more cost effective than expats on premiums. And it is great for the customer, as these persons have more longevity and continuity for consistent work overtime.
I am a value builder system certified advisor. The Value Builder System™ is a scientiﬁ c methodology proven to increase the value of your business. After analyzing over 40,000 businesses, the average Value Builder Score is 59 out of a possible 100. If we look at the acquisition oﬀ ers these businesses have received, the average oﬀ er is 3.5 times pre-tax proﬁ t. The Value Builder users who have improved their score to 90 or greater – by following the system – are receiving oﬀ ers of 7.1 times pretax proﬁ t on average.
If your company is under $70 million in revenue you may not need a full-time CCO (Chief Customer Officer) or CXO (Chief Customer Experience Officer). If you are looking for expertise in reviewing your employee & customer, culture, or growth strategies, and need help envisioning and defining strategies to simplify operations, align teams, unite leadership & galvanize the organization to move everyone in a common direction. I can help.
Effective communication means that the message sent is the same message that was received. All too often we assume the message sent was received as intended, when in actuality it is not. With communication errors being the number 1 stressor in the American workplace, it is essential leaders communicate effectively and efficiently. Training focuses on how to ensure communication is clear and that behavior changes as a result of receiving communication.
Leland Liebe helps high potential and high performing executives bring out the very best in their personnel, teams and organizations. A proven Army Colonel, distinguished combat leader, successful corporate and non-profit expert, Leland inspires leaders and teams to become the best version of themselves in the most demanding, complex, austere, and challenging environments. Colonel Liebe, a former ranger qualified infantry and intelligence officer, completed a decorated military career, where he personally led small and large organizations (30~1000K people) to include participation in high-risk classified intelligence collection activities in a variety of active war zones. Leland has three advanced degree's including the academically rigorous US Army's School of Advanced Military Studies (SAMS), where graduates are charged to deal with the disparate and complex challenges encountered in contemporary military, government, and civilian operations. Leland has served as a senior advisor to executive level military leaders in conventional and special operations units where he was relied upon to provide confidential and expert advice on diverse topics such as strategic direction, culture modification, and fiscal and operational determinations in some cases in excess of 1B dollars. Leland's exceptional vision, leadership, and organization skills were essential to the historic establishment of a single geographic combatant command responsible for the African continent and surrounding waters. His groundbreaking work on Africa Command mission sets, geographical boundaries, and phased standup formed the strategic foundation for US Africa Command. As a coach, speaker, and mentor, Leland challenges coaches, teams, and organizations to win sustainably by becoming the best versions of themselves. He has served as the keynote speaker for the annual Mayor's Gala of Broward County, multiple Lauderdale-By-The Sea Veteran's Day celebrations, and numerous presentations to various business executives, police chiefs, and non-profit leaders throughout Florida and beyond.
Successful founder. Advisor to several Venture Capital funds and Accelerators in Silicon Valley, Europe and Australia. Expert-in-Residence (Product and Business Model) at San Francisco AI Fund. Advisory board of Santa Clara University Business School (Silicon Valley). UC Berkeley Industry Fellow (Applied AI) at Center for Entrepreneurship and Technology.
When coaching individuals and teams, I draw upon the International Coaching Federation (ICF)-approved training at Georgetown University and the stakeholder-centered techniques of Marshall Goldsmith to complete the following six steps: (1) Expectations & Agreement; (2) Feedback; (3) Analysis & Goal-Setting; (4) Action-Planning; (5) Follow-up; and (6) Assess Results.
I support clients through all aspects of professional and leadership development as well as small business coaching. I have over 30 years of practical hands on experience as a business and technology executive within large corporate environment as well as consulting firms.
Sonya has extensive proven capability as a Senior Leadership Advisor. She has consulted across small-medium-enterprises, higher education, government, pharma and corporate with both a unit and whole of organization focus. Sonya has successfully developed tier leadership frameworks, being responsible for end-end scope, design, delivery, evaluation and reporting of leadership programs. She has co-designed 70 leadership modules, organizational capability surveys, policy guidelines, stakeholder engagement strategies and onboarding strategies for leaders. She has a broad depth of impactful experience in leadership development including core responsibility as project and program manager. Sonya has held several Board and Advisory Committee roles, developed project governance frameworks and led philanthropic and collaborative partnership initiatives for a community foundation/fund. She is grounded by the Guiding Principles of her consultancy Strategic Effective Development Solutions. https://www.sedsolutions.com.au/guiding-principles
Motivated, mentored and led talented professionals, live the culture and led by example, directed, developed and empowered cross functional team(s), using interactive and motivational leadership style that spurs people to deliver to their potential and beyond; building trust & loyalty throughout my professional career. Have been conducting Management Development Programmes for both clinical & managerial personnel. Most of my juniors who worked with me are holding C Level positions & distributed across the country & overseas. Have been guest faculty in management schools & member of Academic Advisory Committee of Hospital Management courses.