Accelery, Inc.

Accelery is pioneering a new class of AI-powered management tools designed for today’s dynamic, mid-market organizations. We’re dedicated to helping companies discover and activate the hidden strengths, skills, and networks within their teams—enabling greater engagement, agility, and business performance.

Our technology supports forward-thinking organizations in building high-performing, people-centered cultures where talent and collaboration are fully realized. At Accelery, we believe AI should empower people, not replace them—redefining how teams connect, grow, and deliver results in a rapidly changing world.

If you’re interested in shaping the future of work and exploring new ways to unlock your organization’s true potential, let’s connect.

Founder and CEO

DLA ignite

Social media has changed the world. 

DLA Ignite is transforming businesses around the world through social media. 

Their vision and methodology for social strategy, virtual networking and relationship building, and business transformation perfectly complement our expertise in developing virtual growth experiences. 

We believe that the most excellent use of technology is enabling more authentic human-to-human connections.

It is a pleasure to offer DLA Ignite’s proven social enablement programs through best-in-class collaborative learning technology.

Strategic social selling improves the customer experience through authentic and meaningful conversations.

Helping B2B sales leaders create digital culture means that we’re building the social organization, closing the distance between clients, prospects, remote employees, and potential recruits. 

B2B sales leaders must lead sellers across the organization, and sellers must engage in conversations authentically. We’re building the platform that helps you to dominate in this new environment.

Before we dominate, we have to change. Change takes time. 

For traditional B2B sales teams, authentic conversations mean modern buyers help prospects make sense of conflicting information. 

Authentic conversations mean your customer success team listens to the customer after their purchase for increased customer satisfaction and potentially new revenue opportunities. 

Authentic conversations mean employees share your organization’s purpose beyond its produces and services to recruit and retain talent. 

Training your employees to engage on social media and increase their influence through authentic and meaningful conversations means you’re closing the distance between clients, prospects, remote employees, and potential recruits.

Strategic social selling means investing in your people for competitive advantage.

US Partner - Social Strategy, Virtual Relationship Building & Business Transformation

The Half Percent Project

When I was 8, I had a dog. His name was Brutus. One day, I came home from school to find that my mom sent him away to be with Jesus. After 25 years, my trauma ended when we adopted our dog, Sadie, from the shelter. One year later, Sadie was joined by Andy. After 15 years, they're both gone. But my love for them remains.  I'm helping the Half Percent Project, a non-profit to encourage wealthy philanthropists to donate a half percent of their giving to animals because we can do a lot better by them.

Board Member

ET Business Solutions

Joined the family business to help out Dad. We had different ideas. I did what I could to turn it around. Eventually, I increased revenue to seven figures. But, the business model wasn't sustainable. As I struggled with the realities of entrepreneurship, I discovered I needed to level up and find an opportunity where I could build a legacy. That's when a rare opportunity set me on the path to where I am today. That was the best thing that came out of this experience.

Chief Executive Officer

The Children's Place

Lasting growth comes from our greatest challenges. The Children's Place is where I faced some of my most significant struggles as a young executive. The company was in crisis during most of my tenure. During this period of uncertainty, my lack of leadership training revealed the constraints on my ability to go farther in my career. 

Self-awareness, humility, empathy, and growth mindset would have helped me to be a better, more productive teammate. The seeds of my personal and professional transformation were sown here. Today, I reap the rewards.

Participating in hundreds of Board meetings and decision-making at the highest levels, I observed how an inspiring founder could motivate enthusiasm and loyalty, as well as how a self-serving executive could wreak havoc, demoralizing many—a lifetime of lessons learned in a short time frame.

Trusted C- Level Advisor

Kelley Drye & Warren LLP

Kelley Drye is where I got my first real taste of business. 

Our client, a Rustbelt manufacturer in the steel industry supply chain with global operations, was in the process of transforming its operation to modernize and prepare for new applications. The CFO was negotiating a cutting-edge business process arrangement with one of Canada's largest technology providers. But, the negotiations were at an impasse. I was called in to "see what I could do."

It quickly became clear that we needed to overcome cultural differences and a language barrier to finish the deal. I was able to bridge the communication gap by interpreting what the French Canadians meant and not just listening to the words they used.

Both companies offered me jobs. The CFO also recommended a book for me to read called The Goal by Eliyahu M. Goldratt. The principles explained in that book stuck with me so much that I've internalized them and apply them to my worldview.

Life is about overcoming the point of constraint. You can't grow past it no matter how skilled you are in other areas. Focus on removing the most immediate constraint to keep growing.

Midmarket Business Process Outsourcing and General Corporate - Industrial Manufacturing

Pryor Cashman

Delivered essential legal support to the firm’s senior associates and partners focused on advancing the interests of the firm’s corporate clients. Supported senior associates and partners negotiating M&A transactions ranging in size from $50M to $1B and banking transactions ranging in size from $5M to $300M. Prepared annual, quarterly and periodic securities filings including proxy statements, Section 16 filings and 8-K filings.

Midmarket General Corporate and Banking Focus - Legal Industry

Buchanan Ingersoll & Rooney PC

Midmarket General Corporate and Securities Focus - Legal Industry

Monopoly, Charades, and Rummikub -- dominating family game nights for 30 years and counting

After leaving a successful corporate law career, I’ve dedicated more than a decade to deeply understanding behavior change—and helping people transform their habits and performance quickly, at scale. Solving for behavior change is complex, especially within fast-moving organizations. That’s why my work has always focused on one principle: using artificial intelligence to assist and augment people, not replace them.

This commitment drove me to found Accelery, Inc., where we’re building the first AI-powered adaptive management platform for mid-market companies. Our flagship product, IRMA (Intelligently Re-Mapping Assets), uncovers and activates the hidden skills, networks, and motivations that drive real engagement and performance—insights traditional HR tools can’t deliver.

Through agile 90-day sprints, IRMA empowers teams to achieve measurable outcomes—connecting talent and business value with intelligence and empathy. Our approach puts people at the center, leveraging AI to reveal untapped human potential and accelerate meaningful change.

We invite forward-thinking HR and business leaders to join our exclusive early adopter pilot—where you and your teams:

- Access breakthrough AI 
- Directly shape the future of our platform
- Position your organization as an industry innovation leader

If, like me, you’re driven to build high-performing, human-centered organizations—and want to co-create the future of work—let’s connect. My journey, and ours, is just beginning.

Lenwood M. Ross

The Miles Group

Head of Talent

Armanino

Following Janover's acquisition, I joined Armanino as a member of the People Leadership Team. I played many roles during my tenure including:

- Enhancing the firm's approach to People Relations via streamlined processes and new tools.
- Developing a fresh approach to performance coaching.
- Contributing to the firm's first long-term incentive plan following its PE deal.
- Designing the firm's first competency matrix for partners.
- Leading the People Operations team including Compensation and Benefits.

Senior Director

Janover LLC

Janover LLC was acquired by Armanino on November 1, 2023.

As Chief People Officer at Janover, I designed and implemented the firm’s talent strategy and business growth via people. I focused on ensuring everyone had the experiences, learning, mentoring, and tools needed for continued high performance, client service, and career development. My responsibilities included all people related functions: talent attraction, talent development, talent engagement, talent recognition and reward, and talent operations.

Chief People Officer

CohnReznick LLP

As a member of the People and Culture Leadership team, I created and led CohnReznick’s Talent Management and Learning Center of Excellence. I focused on ensuring we provided an extraordinary people experience via learning, mentoring, and the tools needed for continued high performance, client service, and career development. My responsibilities included innovating how we approached talent management, employee experience, hybrid work, onboarding, performance management, career development, learning, leadership development, and employee relations.

National Director of Talent Management and Learning

Mazars in US

In 2016, I was asked to create Mazars USA's talent management function to strengthen the Firm's leadership pipeline and national growth. I reported to the CHRO and advised the CEO, COO and Senior Leadership on talent and learning strategy. 

Representative accomplishments include but are not limited to designing and executing a talent management strategy for over 100 partners and 800 professionals in 10 U.S. locations; restructuring, leading and coaching a team of 5 people; developing and managing a talent and learning budget; designing and implementing a talent identification process; redesigning performance management program to reflect new business model; partnering with external consultants to design and facilitate management and leadership programs; redesigning and facilitating onboarding and overseeing technical training. 

Mazars USA is an independent member firm of Mazars providing audit, accounting, tax and consulting services.

Director, Talent Management

I moved to Mazars USA in 2013 to lead the Long Island HR function. Here, I created a talent culture focused on business and personal career growth as the prime purpose of the HR function (prior culture had been focused solely on administration and transactional activity). In this role, I reported to the CHRO and Office Managing Partner.

I designed and executed a HR strategy in support of over 20 partners and 160 employees in areas including but not limited to: talent acquisition, onboarding, performance management, learning, compensation, employee relations, employee engagement, succession planning and exit. 

I was known for "raising the bar" in recruitment by partnering with hiring managers to understand their needs, source, interview and negotiate offers. I was also successful in designing and executing a recruitment strategy via an intern program and converting interns to full-time employees; campus; LinkedIn Recruiter; employee referral program and partnering with executive search firms. 

Mazars USA is an independent member firm of Mazars providing audit, accounting, tax and consulting services.

Director, Human Resources (HRBP) - Long Island Practice

Mazars

I joined Mazars in 2007 to create the Global Talent Manager role supporting the Firm's rapid international growth. At that time, Mazars was present in 42 countries with 8,000 professionals. It had expanded its operations to 72 countries with almost 14,000 professionals by the time I moved to New York in 2013.

In this role, I provided direction to country Managing Partners and HR leaders across the globe on attracting, engaging and retaining talented professionals as we scaled. I also led the creation and implementation of HR tools to build HR capability in talent acquisition, onboarding, performance management, engagement and culture. As this role evolved, I designed and executed Mazars' first global talent review and two flagship global development programs for high performers and newly admitted partners. 

I reported to the Global CHRO and frequently interacted with Senior Leaders including the Global Executive Board, Global Governance Committee and the global President. 

Mazars is an internationally integrated partnership, specializing in audit, accounting, advisory and tax services.

Global Talent Manager

UK Ministry of Defence

Rapid promotion every two years from HR Associate and HR Officer to HR Manager culminating in leading and developing a team of 7 HR professionals supporting over 500 people in 10 business units. 

Provided HR guidance to business unit leaders and professionals on all aspects of the employee lifecycle including but not limited to talent acquisition (administration, finance, HR, IT, project management and commercial), performance management and employee relations (absence, discipline, grievance) and termination. 

The MoD serves to protect the security, independence and interests of the UK at home and abroad. Its aim is to ensure the UK's Armed Forces have the training, equipment and support necessary for their work.

Human Resources Manager

Head of Talent | Leadership Development | People Experience | People Strategy and Transformation | Coach

I am passionate about fostering work environments that positively impact the lives of people, clients, and communities. I empower people to do their best work by ensuring they have the experiences, learning, coaching, mentoring, and tools needed for continued high performance, client service, and career development resulting in increased employee engagement, retention, and customer experience. 

At the heart of my approach is a commitment to building genuine relationships, driving better conversations between leaders and their teams, and creating healthy workplaces where people can thrive and succeed together. 

With significant experience in national and global professional services organizations, I have worked across HR, talent management, leadership development, people experience, and learning. Throughout my career, I have built roles and functions from the ground up or re-imagined them for future success. I have a proven track record of aligning business and people strategies resulting in enhanced employee engagement, leadership readiness, and organizational scalability.  

I love collaborating with people who are passionate about making work better for everyone, challenging the status quo, learning together, having fun, and paying it forward.

Outside of work, I love discovering new places, theater, and supporting the New York Rangers, Knicks, and Mets.

Areas of Expertise: People Strategy | Organizational Development | Talent Management | Leadership Development | Talent Development | Performance Management | Succession Planning | Talent Metrics | Competency Modeling | Employee Engagement | Employee Retention | Employee Experience | Learning and Development

All views and comments expressed are my own.

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The Battle

Lenwood M. Ross

Chris Roberts

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