Total Solutions Group (TSG) is a strategic consulting and results-based training firm. Our vision is to transform the world to reach its greatest potential by transforming the organizations built to lead that path forward.TSG has generated $3.25 billion in ROI for clients across sectors, contributing to growth, profitability, innovation, and efficiency. This includes leading fifteen M&As and ten turnarounds from inception to implementation and launching seven new business units. Our impressive client list includes industry leaders such as Gaming Labs International, Bosch, Johnson Controls, Highmark Health, Mountain America Credit Union, Microsoft, Novartis, TE Connectivity, and Genentech.Under my leadership, TSG has achieved remarkable transformations for our clients. Some of these include:1. Growth: Led the cultural and strategic transformation of a global market leader, enabling it to become more decisive, agile, and future-ready. This resulted in the strengthening of its core business line and the integration of four new business verticals, leading to a 225% increase in revenue and a 17% increase in EBITDA.2. Capability: Assisted a $5 billion organization in doubling its size in just 18 months, well ahead of its 10-year plan. This was achieved through the transformation and integration of its culture, strategy, and business model, including a re-engineered approach to talent development that focused on building targeted capability against customer needs and market trends.3. Culture: Transformed a Fortune 100 global company’s NA Innovation Hub (14 business units and 7 corporate research departments) that yielded $125 million in new revenue, and a 28% increase in EBITDA within 18 months across the enterprise. This accelerated go-to-market strategies and innovation within each function while unlocking new product/service verticals that achieved rapid market penetration and customer impact.

Gaming Laboratories International, LLC delivers the highest quality land-based, lottery and iGaming testing and assessment services. With laboratories located across six continents, our mission is to be the trusted global compliance and quality expert relied upon by our clients, delivering world-class customer service and value that is unmatched. I am responsible for bridging the gap between GLI’s strategic direction, our global locations, and functions to maximize velocity and impact for our customers and employees. My areas of responsibility include:1. Strategic Direction: I work closely with our CEO to align the long-term vision for GLI with our current fiscal year goals and quarterly priorities across our teams.2. Service Delivery: Co-leading a multi-year transformation to elevate our global delivery operation, enabling our engineers and mathematicians to execute more seamlessly between our global offices and with our global commercial teams. Our goal is to become a more embedded partner, anticipating and meeting the known, emerging, and undiscovered needs of our clients.3. Employee Experience: Partnering with our HR department to ensure we provide a world-class employee experience, talent assessment, and learning & development approach that simultaneously elevates the capability and capacity of our company and employees.4. Succession Planning: Launching our succession planning approach to shape GLI’s future, identifying critical structures/roles, and aligning this with the path and potential of our employees and our expectations for future leaders.5. IT Function: Working with our IT function to streamline the balance between the stability, security, and operation of our systems with the strategic needs of our stakeholders and the rapid evolution of technological possibilities, ensuring a frictionless and adaptable experience.

By 2028, NYC Public Schools must hire 25,000 new teachers. This presents a significant opportunity. How we embrace this opportunity will have a long-lasting impact on the City, our workforce, and our public school students.The inaugural Teacher Workforce Think Tank brings together internal stakeholders, education policy, and human resources leaders. We will meet, discuss, and envision a new future for teacher recruitment and preparation in New York City.

Welcome to the L&D Transformation Podcast. Senior leaders within talent development share how are generating results by building the capability that balances immediate needs and long-term transformation of their organizations. It is 5 questions in 9 minutes to ensure we can take immediate action against our top priorities. We are in season 3 and have over 100 episodes with senior HR, L&D, and Talent leaders from Bosch, Bristol-Myers Squibb, AstraZeneca, Neiman Marcus, Disney, Johnson Controls, TE Connectivity, Goldman Sachs, KPMG, Allstate, and Verizon.

Working with the founder to guide the future of the company and how that aligns to the changing landscape of higher education both inside and outside of the classroom

Vision: Internally and externally Kutztown University will be the leading business school in driving a transformation in 4 core pillars 1. Student (Undergrad/Graduate) Elevating the learning experience and opportunities for students both inside and outside of the classroom. Two key areas were building an entrepreneurial experience for students within and outside of the COB and elevating our MBA program.2. Alumni: Creating a transformative environment that provides what they need to achieve their vision while being the model and example for our future students. 3. Business Community: Create the incubator and hub for solving the most difficult problems and seizing the most critical opportunities while building the capability our business community needs.4. Faculty/Curriculum (Undergraduate & Graduate): Ensure we are proving the best curriculum, delivered in the best way to build the potential and capability of our students.

Dover Federal Credit Union (DFCU) is a not-for-profit financial cooperative that exists to help members in our community get there, wherever that may be. Credit unions are not-for-profit financial institutions that are owned and operated by their members. With a focus on serving the underserved, our structure allows us to focus on people rather than profits. Today we serve over 40,000 members, encompassing the military, Delaware families, and over 450 Workplace Partners.From October 2015 to January 2018, I led a full turnaround of DFCU, resulting in significant and sustainable gains in membership, products/service per household, loan volume, and targeted impact to our communities and businesses.My core areas of responsibility revolved around the following.Culture1. Built and implemented a member and employee-centric identity focused on community, culture, inclusion, financial literacy, and legendary service that was hardwired into our strategy and expectations in how we operated.2. Developed a communication and alignment strategy to maintain transparency and accountability between the executive team, board, and staff, focusing on cultural, financial, and member-centric objectives.Strategy1. Revamped our 5-year growth strategy, aligning it with a 30-to-90-day operational plan and organizational-wide scorecards to eliminate barriers and enhance focus and execution.2. Transformed our branches to strategically enhance member experience through value creation, not just service, while expanding our footprint to work with a great diversity of SEGS (select employer groups). Capability1. Elevated our employee and member experience by understanding the core drivers for each and creating an experience that balanced the right use of technology and in-person touch.2. Strengthened the middle management team to own our P&L, growth, member experience, and employee experience, ensuring a clear value chain versus individually run departments.

Brought in by the board to lead the turnaround of the credit union culturally, strategically, and financially. This included stabilizing both our back office and member facing operations while leading immediate shifts in our executive team, board governance, strategic drivers, and path towards a new CEO and executive team.

Creation: Worked with their Center for the Development of Leadership Skills to build their core leadership skills program and infrastructure. The focus of this program is to fully engage and empower students to build the confidence, real-time skills and plan they most need outside of the classroom to optimize the first step in their career path. Facilitation: Lead various programs as part of the Leadership Development Department's strategic plan to fully engaged students at the undergraduate level from freshman to senior. The flagship program was the leadership skills program. These classes were of size from 3 to 10 students, twice per semesterImpact: This contributed to Rider University being named one of the top 25 leadership development programs in the country by Leadership Excellence Magazine for outstanding leadership development by a University.

Collegiate EmPowerment is a nationally recognized educational firm exclusively dedicated to serving highly motivated college students and dedicated professionals within the community of Higher Education with the most interactive, inspiring and informative seminars, products and services.1. Built and designed their Campus Impact service line which partnered with university executives, student affairs professionals and students to lead transformation either for the university, departments or student leader groups on campus. 2. Co-lead the expansion efforts of the team that now has locations in Los Angeles, Boston, Philadelphia, and New Jersey that as a result has allowed them to powerfully serve over half the colleges/universities in the United States3. Designed the sales strategy and culture to capitalize on the universities buying cycles both on purpose and trends while building multi-tiered revenue streams in expanded offerings, books, audio programs, and apparel that complimented the strategic direction for the organization

Lead large-scale strategic change, leadership development, and driving global growth/expansion for Fortune 500 and mid-sized organizations in industries such as consumer goods, pharmaceuticals, media, telecommunications, and banking.Created a multi-year partnership with Comcast to transform their customer service and leadership culture. Effectively implemented these solutions with senior management which resulted in an increase in team efficiency, productivity and performance that directly lead to a 22% increase in SUBS (cable subscriptions), reduction of 35% in cancelations while increasing their overall customer satisfaction scores by 42% .Secured an exclusive relationship with Microsoft’s NY/NJ team. They customized a multi-tiered solution that was targeted around their ever growing non billable hours’ usage and missed new revenue opportunities. The result was 95% reduction in non-billable hours and an increase of $4.5 million in new business within their current customers.