Joseph Logan Email & Phone Number

Denver, Co, Us

Scaling a company throws a new kind of problem at you: breakpoints.“Growth will break your company.” That’s Tony Fadell, founder of Nest and product lead for the iPod and iPhone, in his book Build. Growth is a nice problem to have, but it’s still a problem. That’s the problem I solve with my clients.When you’re first building your company and searching for product-market fit, there aren’t many breakpoints. Scaling is different. You begin hiring and promoting managers. Culture has to be more explicit. Meetings happen more and more frequently. All your inboxes are overflowing. And your role as a founder goes from star player to head coach.I’ve seen a lot of breakpoints in my work with founders and teams at scaling companies. They usually happen at around 30 people and again at around 80. They happen shortly after funding rounds and acquisitions. And they tend to be either an opportunity to reset and thrive or cling to the old ways and struggle. I love to see founders and teams thrive.My work as a coach for scaling companies crosses everything from software to aviation, from biotech to space tech. For companies moving beyond the initial build to scaling, I work with founders to create 10X-20X returns on their investment in our relationship. And the returns go up from there.

Seattle, Wa, Us

Executive coach to C-level leaders. Responsible for increasing ROI for clients integrating post-M&A, transitioning to a shared services model, or engaged in a turnaround.

Cambridge, Cambridgeshire, Gb

Responsible for strategy, budget, performance, and a staff of 60+ information services professionals in 9 European sales and marketing subsidiaries. Accountable for multi-million dollar portfolio of business-focused applications and information services. Sponsor for organizational transformation targeting US$700 million in savings over 3 years.• Defined new role accountable to VP of International Sales and Marketing and marketing company presidents in Europe (Finland, Norway, Denmark, Netherlands, Austria, Switzerland, Portugal, Turkey, and Greece).• Managed ten direct reports and 50+ indirect reports serving over 5,000 end customers; responsible for performance management, staff development, succession planning, and disciplinary processes.• Accountable for organizational design culminating in an outsourced infrastructure and global shared services model with regional authority. Primary platforms for the change were SAP, PeopleSoft, Siebel, and IBM technical services.• Managed staffing levels and succession planning though promotion, retention, and outplacement. Engaged support of marketing company presidents, CFOs, and HRDs with regional VPs.• Spearheaded leadership team governance of organization development, change management, balanced scorecard, talent management, and organizational effectiveness for a global staff of 500+ employees in 61 countries.• Sponsored and led global working groups for business intelligence, sales force effectiveness, and innovation.

Cambridge, Cambridgeshire, Gb

Change leader for merger of IT infrastructure hubs in United States, United Kingdom, and Sweden serving 65,000 customers. Managed multiple vendor contracts for international project support. Led executive team and line management to support $1.5+ billion outsourced shared services contract in support of the Chief Information Officer (CIO) change agenda.• Facilitated the merger of three unique hubs into unified organization with 400 employees in 3 countries. • Managed design and implementation of operating model and governance, key operating processes, portfolio planning, and development of global values and behaviors based in cultural awareness and shared purpose.• Led critical organization-wide projects including strategic planning, portfolio prioritization, capability assessments, and organizational redesign to accompany PeopleSoft (Human Resources) and Siebel (Sales) integration.• Collaborated with Global Information Services and business change programs, including strategy, design, development, process optimization and implementation management reaching 3000+ employees.• Manager and contracting officer for vendor consulting support, including requesting and evaluating proposals, selection, management, termination, and all associated budget and procurement activities.

Cambridge, Cambridgeshire, Gb

Led performance improvement initiatives and teams to create highly productive, customer-focused global organization. Program manager in turnaround of company-wide SAP implementation. Global owner for U.S.-based value management initiative targeting return on $1+ billion annual IT investment.• Delivered ahead of schedule as program manager for significant components of $120+ million SAP implementation for corporate finance and operations. Commended for successful turnaround.• Led CIO leadership team in development and implementation of BSC aligned to enterprise business strategy. Established global best practice in strategy and BSC across 5 company functions. • Sponsored design of CIO Performance Dashboard to report real-time trends in organizational performance against strategy. Guided senior leadership team in proactively engaging with time-sensitive dashboard data.• Led international teams from the United Kingdom and Sweden in organizational performance improvement initiatives achieving multi-million dollar cost savings, transparency, and ROI. • Led global development and implementation of common project management model (PMM) including risk management, value capture, and optimization of industry standards. Based on PMBOK and PMP training.

Washington, Dc, Us

Nominated to the School of Public Affairs to design and teach strategy and leadership courses in the Key Executive and OPM Leadership Master of Public Administration graduate programs. Students are primarily mid-career government executives who develop class projects in their work environments based on my own writing and models and those of others. • Designed and implemented courses based on a broad knowledge of strategy, leadership, organization development, project management, and technology as outlined in the chapter “Managing and Practicing OD in IT Projects” in the textbook e-Human Resources Management: Managing Knowledge People. • Assigned, monitored, and evaluated student progress on class projects executed in their organizations by their teams and colleagues. Provided coaching and external support for action learning projects and research papers. • Served on working group at the Center for Strategic and International Studies with White House representatives and Boeing / Federal Express executives. Selection based on previous projects at Federal Aviation Administration. • Invited to address NASA, Library of Congress, and Kaiser Permanente leadership based on students’ projects. • Published book chapters and articles alongside frequent conference presentations.

Boston, Ma, Us

Selected for role based on strong depth of knowledge in both the human and technical aspects of project teams. Teach project management courses in the areas of team dynamics, negotiation, conflict resolution, presentation skills, and project quality. Program culminates in sitting for the Project Management Professional (PMP) certification.• Instructed more than 50 local technical managers including government staff and project managers from such premiere companies as AT&T, Mills Corporation, Verizon, and other large private companies. • Initiated changes to course designs; implemented throughout and well received by both professors and students. • Recruited 2 new instructors to the program.

Ms, Organization Development

Abd, Organization Development

Bs, Technology Management