Capital for Climate is a financial services startup. Its mission is to power the professional investment community to deploy the capital required to achieve a 1.5ºC future by providing investors with the infrastructure needed for success.Work directly with the two founders to design and deliver the company's products and services using lean startup, agile, and user center design principles. Interact directly with asset owners, fund managers, and NGOs.

The Network Leadership Group offers coaching and structured action-learning programs that improve agility and performance by preparing leaders to build energized, scalable and resilient work-based networks.We work with organizations to:* amplify and accelerate innovation by engaging staff and partners, the people who interact with customers and competitors every day* derisk major organizational change by having participants own it* enhance the value of knowledge management & collaboration by embedding them in people’s work

Bruce Strong is founder of CBridge Partners, a firm dedicated to helping clients realize their potential by heightening employee engagement, building leadership capabilities, promoting organizational learning, and enhancing innovative capacity. Recent clients include State Street, the World Bank, the Clean Air Task Force, the Ocean Conservancy, the Soros Foundation, General Compression, PricewaterhouseCoopers, ATMI Semiconductor, and the United Nations.Bruce’s publications include “Who Has Innovative Ideas? Employees. The trick is knowing how to tap into them. One answer: innovation communities,” Wall Street Journal (2010); “Putting Ideas to Work: Knowledge management can make a difference—but it needs to be more pragmatic,” Wall Street Journal (2008); and “Organizational Governance of Knowledge and Learning”, Knowledge and Process Management (2008). Bruce, in collaboration with his partners, has developed a method for promoting business model innovation that helps clients effectively harness employee imagination to organizational goals. He has coauthored a book on the subject, Strategic Conversations, with prominent business scholar J-C Spender published by Cambridge University Press in the spring of 2014.

The Data Economy Institute is a community dedicated to co-developing best practices for competing in a digital Age. As co-founder, along with Tom Davenport, I am responsible for helping to organize the community, speaking, and research.

Context was a technology-consulting firm that built and managed innovative e-business solutions. Since its founding, it generated over $250 million in revenues by serving Global 1000 companies in the pharmaceutical, finance, media, energy and technology industries. Context was sold to eFORCE in 2002.Chief People Officer 2001-2002Created the recruitment, orientation, training and evaluation programs and processes that assured that the 500 new employees hired during this period were completely aligned with Context’s mission and values.Managing Director, Bay Area Practice 1999-2000• Delivered turnaround of the Bay Area Practice by transforming its business model so that 90% of its engagements were Internet-based rather than client-server based, resulting in a 68% increase in profits. Key accomplishments included: changing sales incentives, redefining hiring criteria, retraining/mentoring of existing staff, and creating a culture of client centricity and partnering.VP Strategic Services 1995 –1998o Led the team that designed and rolled out Context’s branded application development methodology, which allowed Context to move away from doing almost 100% “body shop” work and towards exclusively high-value, and profitable projects. o Responsible for leading the design and implementation of Context’s knowledge management system -- the Intellectual Assets Network -- recognized in articles by both Fast Company and Fortune magazines.o Implemented marketing initiatives that generated revenues of over $30m.VP, Application ServicesLed the effort to extend Context’s brand from being primarily a data-base consulting company through the development of the Applications Services practice. In 1992, 80% of Context’s revenues resulted from its data base practice with the remaining 20% from applications. By the end of 1994, 70% of revenues derived from the applications practice during a period where Context’s growth was 100%/year.