Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

When leaders face tough situations — turnarounds, post-acquisition chaos, leadership breakdowns, toxic culture, execution failures — they don’t need advice or frameworks.
They need someone who can step in, take ownership, and deliver results.

That’s what I do.

I bring 20+ years of senior HR and organizational leadership experience across EMEA, with 10+ large-scale transformation assignments. I embed with executive teams, stabilize situations fast (3–6 months), and build sustainable leadership and organizational capability over 12–18 months.

I work at the intersection of leadership, decision-making, and organizational systems — where strong individuals often struggle to operate as a coherent whole under pressure.

⸻

Selected impact:

→ German manufacturing business in crisis
Leadership vacuum, toxic culture, massive talent exodus.
Turned €10M annual losses into breakeven within 12 months.

→ Three Italian plants operating as warring factions
No alignment, no shared priorities.
Built cross-plant leadership alignment; European product sales increased by ~25%.

→ Young leadership team blocked by entrenched resistance
Coached and supported them through a full transformation.
Order execution speed improved by 30%; complete business model turnaround within one year.

→ Severe labor availability crisis across Eastern Europe
Attrition reduced from 25% to 8%; seasonal staffing stabilized through leadership and HR mobilization.

→ Quality function collapse after global product recall
Rebuilt the function from scratch, replaced half of leadership.
All critical issues resolved within 12 months; quality records broken year after year since.

→ Commercial organization with toxic culture and recurring losses
Transformed into the fastest-growing commercial team in Europe within 18 months.

⸻

How I work

Beyond classic interim leadership, I increasingly use facilitated business simulations to make leadership and decision-making dynamics visible under pressure.
They help executive teams see — within hours — patterns that often remain hidden in meetings for years.

This is not training and not theory.
It’s a way to surface how decisions interact, where responsibility concentrates or disappears, and why strong teams sometimes underperform as a system.

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Where I typically engage

• Crisis stabilization
• Post-acquisition integration
• Leadership transitions
• Culture and execution transformation

Scope: EMEA.

⸻

Available for Interim CHRO / HR Director assignments and executive-level transformation work.
High travel is not an issue.


Mikhail Lvovskii

I've been pushed out of an organization before.

Not for underperforming.
But for being right, too loudly.

I called out the problems,uncomfortable truths about leadership and culture that everyone saw, but no one wanted to discuss out in the open.

Privately, every leader said, "You're right."
Publicly, they chose peace over progress.

A few months later, I was "reorganized out."

I was advised many times to learn how to "manage stakeholders".
The obvious lesson would be to stay quiet.

But that's not the lesson I learned.

Here's my real takeaway:
- Pick your battles, but never pretend the battle doesn't exist.
- Some organizations want to be fixed.
- Some just want to look like they're trying.

If you're the one who solves hard problems, learn to spot the difference early.
Your energy is too valuable to waste in places that only want the illusion of progress.

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Happy New 2006 Year to everyone!
Best wishes to you and your closed ones!

Certified Transformational Coach

Global Professional in Human Resources (GPHR)

Change Management. Level 4. Change Trainer.

Coaching for Performance. Train the Trainer

Continuous Improvement and Lean Management

EQ 360 degrees feed-back coach

Efficient methods of recruitment and headhunting

Electrolux Leader

Electrolux Next Level Leader

HR Academy

Job Evaluation: Mercer's methodology

People management skills

People management training. Train the trainer

Preparation to GPHR certification

Samsung Leadership program

StoreWars business simulation

Storytelling

Interim HR leadership and transformation execution for organizations facing crisis, transition, or underperformance.

Short- to mid-term Organizational interventions to the teams with dysfunctions, in order to build high the basis for high performance.

Selected projects:

Pharma (multinational, CEE) – Reset the top team, introduced ambitious visioning and planning cadence, strengthened collaboration → positioned business for accelerated market growth.

Global Electronics producer – Advised on HR operating model redesign, aligning service delivery with business strategy → increased ownership by line managers, freed HR from admin.

Industrial Plant (Germany/Poland border, 900 employees) – Installed accountability ladder and reset leadership culture → productivity lifted by 20% in 3 months.

Law Firm (Poland, 400 employees) – Partnered with new HR Director after failed engagement survey → leadership reset, trust rebuilt, attrition slowed within 6 months.

Founder and Principal Consultant

Helping companies overcome challenges in the area of people, leadership and culture.
Helping to run organizational transformation: design, implementation, change management.
Transforming HR organizations to be true business partners and move them towards business drivers.

Chief Transformational Officer

Built HR function from scratch for international logistics company: strategy through execution, all processes, leadership team across 15 countries.

Led three major turnaround initiatives:

German Entity Turnaround (2023-2024)
Situation: German manufacturing entity in crisis — leadership vacuum, toxic culture, talent exodus. Running consistent losses (-10M EUR annually) despite major technology investment.
Action: Led leadership and culture reset. Addressed talent crisis through targeted interventions. Aligned leadership team around performance recovery. Reviewed and streamlined key functional processes.
Result: From -10M EUR annual losses to breakeven within 1 year. Organization stabilized, leadership aligned, underperformers exited.

Italian Operations Integration (2023-2024)
Situation: Three Italian plants operating as warring factions — fighting internally and resisting collaboration with European operations.
Action: Drove cross-plant alignment initiatives. Broke down silos between Italian entities and broader European organization. Built collaborative leadership culture.
Result: Italian product sales in Europe increased ~25%. Unified operations, established productive collaboration. Refreshed Italian management at top 2 layers.

Lithuania Leadership Transition (2022-2024)
Situation: Young leadership team installed after leadership reset, struggling to drive change in entrenched old-guard organization.
Action: Coached and supported new leadership team through transformation. Helped build credibility and change capability. Addressed resistance, aligned organization around new direction.
Result: Orders execution speed improved 30%. Complete business model turnaround from imports to local production within 1 year. Annual growth 15%.

European operations sold to strategic buyer in 2024 following successful stabilization.

Chief Human Resources Officer

Progressive HR leadership across EMEA Industrial Operations, with four major turnaround/transformation cases:

Quality Function Crisis Recovery (2018-2019)
Situation: Global quality scandal — mass product recall (dishwashers) causing massive financial losses and reputational damage. Quality function neglected for years: incompetent team, weak culture, no credibility.
Action: Partnered with new Quality leader to rebuild from ground up. Replaced more than half of leadership team. Redefined function's mission. Recruited high-caliber talent. Coached leader through confidence gaps.
Result: All critical quality issues resolved within 12 months. Historical quality records broken every subsequent year. Function transformed from liability to competitive advantage.

East Europe Manufacturing Labor Crisis (2018-2019)
Situation: By season 2018: zero applications for seasonal workers, significant drop in permanent worker inflow. No one wanted to join Electrolux factories.
Action: Gathered EMEA Manufacturing leadership to develop comprehensive solution. Introduced migrant workers approach despite strong stakeholder resistance.
Result: Decreased workers' attrition from 25% to 8% within months. Employee engagement improved 22 percentage points in Eastern Europe. Season 2018 sdtafed fully. YoY productivity and OEE targets over-achieved for first time in Eastern Europe.

Supply Chain Centralization (2014-2016)
Situation: Major organizational restructuring — centralizing Supply Chain operations across EMEA. Experienced plant managers losing power. Strong resistance, lack of trust, leadership vacuum.
Action: Deployed as embedded change agent. Bridged gaps between central leadership and local plant management. Ensured functioning of new structure during transition.
Result: New centralized organization successfully established and operational. Achieved strategic targets for product delivery at improving cost. New SC organization gained trust and demonstrated advanced capabilities.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Commercial Organization Turnaround
Situation: Dysfunctional commercial organization with toxic culture, chronic underperformance, consistent losses. Managing Director terminated in week two of my arrival.
Action: Kept business running for 4 months while assessing team. Personally removed most toxic individuals. Rebuilt leadership culture around accountability. Supported onboarding of new MD and completed organizational reset.
Result: Transformed from loss-making unit to fastest-growing commercial team in Europe. Delivered significant sales growth and profit turnaround within 18 months. Built self-steering team capable of sustaining performance.

Regional HR Director (CIS counties + Baltics)

HR leadership for industrial gas operations including oversight of two M&A integration projects. Managed complex stakeholder environment, aligned cultures and systems across acquired entities while maintaining operational stability.
Assured stable business functioning along severe Financial crisis of 2008-2009, forcing mass redudancies and business restructuring. While making sure 2 entities acquired pre-crisis were integrating into the business wihtout performance loss.

HR Director

Regional HR leadership across CIS markets for consumer electronics business.
Establishing HR system from scratch along shaping new Global region in CIS.

CIS Region HR Manager

Post-merger integration of Business Consulting practice into IBM structure. Aligning processes, leadership practices and culture.

HR Manager. Business Consulting Services department (integration project)

Recruitment and development support for the pilot project for the emerging business model of dedicated software development centres.

Recruitment Manager

Interim HR Director/CHRO | Turnaround & Transformation Specialist | I stabilize broken organizations and rebuild dysfunctional teams

English

German

Polish

Russian

SHRM

Interim HR Director/CHRO | Turnaround & Transformation Specialist | Helping leaders succeed when context is tough

A CEO once said, "I need you to fix my HR team."

I spent a week inside.

After watching how things really ran, I went back to him and said:

"Your HR team isn't broken. Your leadership team is. HR is just the mirror."

He didn't love that answer.

But here's what I saw:

- Leaders sidestepped HR, then blamed them for being out of the loop.

- Leaders made hiring decisions, then blamed HR when those hires didn't work.

- Leaders avoided hard conversations, then blamed HR for "cultural issues."

HR was doing exactly what leadership allowed.

If you want better HR, look in the mirror first.

Fix your leadership, and HR will follow.

My first turnaround almost broke me.

I was just over 30, full of ambition, convinced that if I just worked harder, I could fix anything.

The job was huge. Transform a fast-growing country into an independent region. Build everything from scratch. Change old habits, set up new processes.

Here's what I ran into:

- There was no real team, just job titles
- Managers agreed in meetings, then did whatever they wanted
- The culture valued hierarchy over common sense

So I did what most do. I worked long hours. Built impressive plans. Laid out all the change on paper.

Nothing moved.

The breakthrough didn't come from another plan. It came when I stopped talking and started listening.

Not the "HR listening" where you nod along and take notes.

Real listening. The kind where you're silent long enough to hear what people are afraid to say out loud.

That's when things started to shift.

Turnarounds don't start with strategy. They start with trust.

Trust starts with listening.

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Most team diagnostics are a waste of time.

Personality assessments. 360 feedback. Engagement surveys.

I've deployed all of them. Different countries. Different sectors. Results were always the same.

People answer based on who they wish they were. Not who they are.

The only accurate diagnostic I've ever run didn't involve paperwork.

It was a simulation. I watched a leadership team fight over a fake budget.

Ninety minutes of pressure told me everything: 
Who dominates. Who shuts down. Who gambles. Who freezes.

No test or survey ever comes close.

If you want to know how your team really works, stop handing out forms.

Put them in a real situation. Watch what happens.

Stop measuring what's easy. Start measuring what matters.

The hardest job I ever had wasn't the turnaround.

It was what came after.

Manufacturing business, deep in trouble. It needed a reset, and we gave it one. Turned things around. Brought the company back to life.

Then the parent company dropped the next task: "Now keep it running."

I lasted 8 months. Not because I failed, but because I was bored out of my mind.

Building is one thing. Maintaining is another.

Some people are wired for steady-state. For stable operations. For the rhythms of routine.

That's not me.

You have to know what you're built for. Not just to prove you can hang on, but to focus where you make the most impact.

I'm built for the mess. Not the maintenance.

Three CEOs in a row told me the same thing:

We need to restructure.

Two of them didn't need restructuring at all.

Cutting up an org chart is a crowd pleaser. It looks bold. It feels like action.

But here's what really happens. Restructuring becomes a substitute for the hard choices no one wants to face. The leader who needs to go, but no one will say it out loud. The strategy that isn't working, but still soaks up time and money.

Instead, everyone gets busy redrawing boxes.

It's expensive theater. The same people keep doing the same things, just with new job titles and reporting lines. The real issues stay untouched.

So before you start moving boxes around, ask yourself:

What decision am I avoiding by launching a restructure?

Figure that out first. You might not need a new org chart at all.

The fastest turnaround I ever led? It took just 90 days.

Not because I had a smarter plan. 
Not because I was a genius.

It was fast because the hard part was already done. The previous leader had diagnosed everything that was broken. He spelled out exactly what needed to change.

But he couldn't pull the trigger.

When I showed up, his summary was right there: 
A file on his desk called, "What we need to do but won't."

He knew. His team knew. They all knew. 

My job wasn't insight. It was permission.

Organizations don't always need a new strategy. 
Sometimes, they just need someone who's ready to do the obvious work.

Execution, not ideas, is often what's missing.

A factory supervisor once cornered me with a simple question.

"Why do you HR people always start with the org chart?"

I didn't have a good answer.

He looked me dead in the eye.

"I've worked here 18 years. I've seen 6 org charts. Same problems every time. Different boxes."

He was right.

Org charts are HR's favorite way to look busy. We shuffle boxes. We invent new department names. We promise "synergies."

But we avoid the hard conversation.

The only question that matters:
Do you have the right people in these seats? Yes or no.

If yes, the org chart barely matters.
If no, no chart in the world will save you.

Stop fussing with the boxes. Start fixing the team.

A plant director once asked me to "fix" his underperformers.

I asked one question: When did you last give them honest feedback?

Silence.

Here's the real problem.

Most "performance issues" aren't about skills or attitude. They're about leaders dodging hard conversations. They avoid feedback for years, then expect HR to clean up the mess. 

Nobody's surprised when the whole system starts to creak.

The employee isn't suddenly useless. They've just never been told the truth.

If you haven't had the conversation yourself, don't call it a performance issue.

Call it what it is: avoidance.

Unpopular opinion: Most HR best practices make crisis worse, not better.

Here's why.

Annual performance reviews? They move at the speed of molasses. In a turnaround, you need real feedback in days, not in a year.
Competency frameworks? Too slow. I'm looking for people who can deliver right now, not check boxes.
Engagement surveys? Forget it. People want action, not another survey.

Every time I enter a company in trouble, my first question is simple,
Which HR processes are you running because someone told you to, not because they work?

We cut half of them on day one.

Suddenly, leaders have energy again. Teams focus on what matters.

What actually gets results in a crisis?
- Right people in the right roles
- Clear expectations
- Fast decisions

Everything else is just window dressing.

If you're stuck in chaos, try removing instead of adding.

HR professionals love to say people are our greatest asset.

Then budget season hits.

Suddenly, people become our biggest cost.

I once sat in a meeting where we spent two hours analyzing travel expenses line by line. 

Then, in ten minutes, the team decided to cut the entire L&D budget.

Someone said, We'll bring it back next year.

We didn't.

Here's the truth. The best leaders I've worked with never repeated empty slogans about people.

Instead, they said, Show me your org chart and your budget. I'll tell you what you actually value.

What you fund is what matters.

If you want leaders who build high-performing teams, start by checking where the money goes.

Because a budget is a strategy with numbers attached.

And people see the difference.

We ran an engagement survey. The results came back brutal. 
The CEO's first response: "Can we adjust the questions for next year?"

That right there is the difference.

Organizations that want to improve ask, "What do we do with this?"

Organizations that want to look good ask, "How do we explain this?"

It's not the survey that's broken. It's the instinct to flinch at bad news.

If you're not ready to act on the truth, don't ask for it.

Ever had to reset a team almost from scratch?

I once walked into a unit with 8 managers. Within months, 6 were gone.

Not because they were bad people. Just wrong for what the business needed next.

But here's the moment everyone underestimates... 
The real test wasn't letting people go.

It was looking the 2 who stayed in the eye and saying, 
"I need you to trust me. This will get better."

They had just watched most of their peers leave. 
They had every reason to update their resumes.

But they stayed.

Two years later, the same team broke every performance record.

People think turnarounds are about who you cut. 
They're really about finding who you can build around, and believing in them when it's uncomfortable.

That's how you turn chaos into momentum.

Ona totally not a serious note. 
What do you play with on the weekend?
I’m playing with AI :)
From a relatively innocent photo with sax, this funny silly video which everyone makes now :)
I bet if the traction will be high or not.

Darren Kanthal, PCC, CPCC, DiSC

The Kanthal Group

𝐄𝐯𝐨𝐥𝐯𝐢𝐧𝐠 𝐓𝐡𝐞 𝐒𝐭𝐚𝐭𝐞 𝐎𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩
 
We empower C-suite executives and their teams to master critical challenges, overcome organizational conflict, inspire action, and steer transformative change. Anchored in robust research from Harvard, Stanford, and MIT, our proven coaching process forges executive teams into aligned, agile, and resilient units, equipped to navigate and lead through change and uncertainty.
 
𝐖𝐞 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐯𝐞 𝐜𝐡𝐚𝐧𝐠𝐞 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐛𝐫𝐢𝐝𝐥𝐞𝐝 𝐜𝐚𝐧𝐝𝐨𝐫 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐜𝐨𝐮𝐫𝐚𝐠𝐞 𝐭𝐨 𝐜𝐨𝐧𝐟𝐫𝐨𝐧𝐭 𝐡𝐚𝐫𝐝 𝐭𝐫𝐮𝐭𝐡𝐬 𝐡𝐞𝐚𝐝-𝐨𝐧. 
 
We're not here to sugarcoat or sidestep the real issues holding leaders and their organizations back. Instead, we shine a bright, unflinching light on the blind spots, negative self-talk, and counterproductive behaviors that keep them stuck.
 
𝐀𝐥𝐥 𝐜𝐚𝐧𝐝𝐨𝐫.  𝐍𝐨 𝐁𝐒.

► Interested to know more?
▬▬▬▬▬▬▬▬▬▬▬▬
Call: ✆ 720-295-5417 (Mobile) 
Email: ✉ darren@thekanthalgroup.com
Visit: ☛ www.TheKanthalGroup.com

CEO | Executive Coach

The Job Seeker 6

Chief Executive Officer

ICC: Innovate. Coach. Consult.

ICC provides human-based, innovative solutions that improve outcomes for leaders and employees in the workplace. Learn more at www.InnovateICC.com

★ EXECUTIVE COACHING
★ DEVELOPMENT FOR EMERGING LEADERS
★ COMPASSIONATE OUTPLACEMENT SERVICES

Senior Executive Coach & Consultant

HR Colorado

HR Colorado is an inclusive network that 𝘴𝘦𝘳𝘷𝘦𝘴, 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘴, 𝘢𝘯𝘥 𝘱𝘳𝘰𝘮𝘰𝘵𝘦𝘴 our local HR community.
We are the only local comprehensive network dedicated solely to Human Resources professionals in Colorado!

If you haven't already, please join our email distribution list for the latest HR jobs and events in Colorado and follow us on LinkedIn!  www.HRcolorado.com

Vice President, Operations & Business Development

Black Creek Group

Black Creek Capital is a real estate company that develops, acquires, operates, finances and sells commercial and residential real estate in the United States and Mexico.  

• Led and managed the team responsible for executing recruitment strategies, programs, sourcing and recruitment plans
• Reengineered, implemented, and automated various processes and tools including but not limited to a new ATS, job distribution platform, refined interview schedule/process, and background checks achieving a 20% reduction in time to fill, greater data integrity, and minimized manual entry
• Launched an employment brand and social media strategy that included a new careers website, employee referral program, and community, campus, and diversity integration that resulted in a 40% reduction in Agency hires and greater than $300k in annual savings 
• Responsible for the Talent Acquisition budget 
• Planned, evaluated, and implemented sourcing methods used to identify quality candidates by securing key advertising partnerships and industry specific channels; allocating and maximizing advertising budget based on source effectiveness
• Provided on-going coaching and development to hiring managers on techniques that effectively sold and marketed Black Creek as the employer-of-choice in the industry; designed and delivered interviewing and selection training programs to hiring managers
• Developed and utilized performance metrics such as start/acceptance rates, time to fill, cost per hire, source effectiveness and attrition to drive individual departmental accountability, performance and improvement
• Partnered with vendors to implement tools that combined performance and recruitment data to assist with understanding where our best hires come from; guided decisions surrounding recruitment strategy
• Ensured compliance with all federal, state, and local laws, including ADA, Affirmative Action, EEO and work eligibility documentation requirements

Assistant Vice President, Talent Acquisition and Development

Director, Talent Acquisition

Charles Schwab

Responsible for managing strategic recruitment and human resources projects and programs designed to more effectively source, select and retain top talent

•	Provided leadership of cross-functional teams, managed processes and saw projects through to completion
•	Ensured the overall success of programs including Employee Referrals, College Recruiting, Internship Programs, Social Media, Internal Mobility, and Military Recruiting.  Re-engineered existing procedures to streamline processes and ensure a better experience for the end user
•	Managed relationships, influenced and persuaded at all levels of the organization as well as with external partners
•	Conducted needs analyses and gathered requirements to make recommendations of future projects and initiatives

Talent Acquisition / Recruitment Program Manager - College, Veteran/Military, Employee Referrals

American Residential Communities

Regional HR Manager and leader of strategic initiatives operating in a five state region with approx 250 employees.

•	Coach and guide managers at all levels of the organization regarding leadership development, performance management, disciplinary action, staffing and recruitment and succession planning strategies
•	Implemented a progressive disciplinary action process and achieved fairness in dealing with employee relations issues by effectively collaborating with and advising Sr. Management
•	Conduct investigations; interview witnesses, determine validity of the accusations, propose appropriate action and draft witness and summary statements
•	Co-authored skill guides and conducted road shows to roll-out and train Field Managers
•	Create and provide Sr. Management dashboards to evaluate the success of HR programs and drive future initiatives
•	Present employee retention and turnover reduction strategies at annual meetings
•	Deliver company responses to EEOC, ADA, HIPAA, DOL, and unemployment hearings 
•	Proposed 9-block performance management model to identify top performers and prepare them to be successors for key roles within the company as well as identifying underperformers that should be exited from the business

HR Business Partner

Nelnet

Responsible for implementing a full-cycle recruiting strategy and diversity initiative for Nelnet and its subsidiaries.

•	Developed a comprehensive recruitment strategy to source and recruit qualified IT and Operations candidates to be placed within Nelnet and its family of companies: CUnet, Petersons, Sparkroom, Nelnet Business Solutions, and FACTS
•	Utilized job boards (traditional and niche), social networking, recruiting agencies, corporate website, referrals, and colleges/universities to identify a diverse pool of qualified candidates 
•	Ensured that company, state, and federal policies/laws are followed in recruitment and placement procedures
•	Provided a detailed analysis of the Predictive Index assessment comparing a candidates behavioral tendencies to those of the position
•	Partnered with Sr.  Leadership and HR Managers to identify future needs of the business and build a pool of viable, passive candidates
•	Experienced within the Interactive Advertising, Online Marketing and E-commerce industries
•	Worked with candidates and attorneys to finalize and apply for H1-B Visas

Sr. Recruiter

ITT Systems

ITT Corporation is a high-technology engineering and manufacturing company operating on all seven continents in three vital markets: water and fluids management, global defense and security, and motion and flow control. With a heritage of innovation, ITT partners with its customers to deliver extraordinary solutions that create more livable environments, provide protection and safety and connect our world. Headquartered in White Plains, N.Y., the company generated 2008 sales of $11.7 billion.

Responsible for placing government contractors in the Middle East to support military operations abroad.  Skill-set included Systems/Network Administrators and Engineers, Help Desk Technicians, Mechanics, Supply Clerks and Technicians

Contract Recruiter

First Data Corporation

First Data provides payment-processing services to the world’s largest financial services providers, to the merchant around the corner, and to businesses and governments of all sizes in between. We ensure that money moves accurately and securely anytime, anywhere.  Through our global reach, we provide value-added solutions to deliver real client successes through a strong belief in and a solid commitment to our vision and our mission.

Responsible for fully staffing a newly formed Project Management Office (PMO) to include Directors, Sr. Project Managers, Project Managers, PM Analyst, PM Coordinators

Sr. Contract Recruiter

𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 & 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐟𝐨𝐫 𝐈𝐧𝐝𝐢𝐯𝐢𝐝𝐮𝐚𝐥𝐬 𝐚𝐧𝐝 𝐓𝐞𝐚𝐦𝐬 | 𝐖𝐡𝐞𝐫𝐞 𝐄𝐱𝐭𝐫𝐚𝐨𝐫𝐝𝐢𝐧𝐚𝐫𝐲 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬 𝐭𝐡𝐞 𝐑𝐮𝐥𝐞, 𝐍𝐨𝐭 𝐭𝐡𝐞 𝐄𝐱𝐜𝐞𝐩𝐭𝐢𝐨𝐧.

𝐖𝐞 𝐩𝐚𝐫𝐭𝐧𝐞𝐫 𝐰𝐢𝐭𝐡 𝐂-𝐬𝐮𝐢𝐭𝐞 𝐚𝐧𝐝 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐞𝐚𝐦𝐬 𝐭𝐨 𝐭𝐚𝐜𝐤𝐥𝐞 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥 𝐨𝐛𝐬𝐭𝐚𝐜𝐥𝐞𝐬 𝐬𝐮𝐜𝐡 𝐚𝐬:
• Team misalignment
• Inefficient decision-making
• Communication challenges
• Conflict resolution

𝐎𝐮𝐫 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐌𝐚𝐬𝐭𝐞𝐫𝐲 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 𝐚𝐫𝐞 𝐩𝐫𝐞𝐜𝐢𝐬𝐞𝐥𝐲 𝐜𝐫𝐚𝐟𝐭𝐞𝐝 𝐭𝐨 𝐚𝐥𝐢𝐠𝐧 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫 𝐜𝐨𝐫𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐚𝐧𝐝 𝐞𝐯𝐨𝐥𝐯𝐞 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫 𝐠𝐨𝐚𝐥𝐬. 𝐘𝐨𝐮 𝐰𝐢𝐥𝐥:
• Master the internal doubts that hold you back from leading at your best
• Build cohesive, high-trust teams that drive results
• Create a ripple effect of excellence throughout your organization

Our strategic leadership coaching creates a ripple effect, where every change at the top creates positive transformation throughout your entire organization.

We’re not “hit-and-run” consultants—we’re your long-term partners, committed to sustainable executive leadership.

We speak truth to power, delivering insights without sugar-coating, because we know real growth begins with real talk.

𝐀𝐥𝐥 𝐜𝐚𝐧𝐝𝐨𝐫. 𝐍𝐨 𝐁𝐒.

☎️Call: ✆ 720-295-5417 (Mobile)
📩Email: ✉ darren@thekanthalgroup.com
🌎Visit: ☛ www.TheKanthalGroup.com

Founder | Certified Executive Coach | Leadership Coach | Career Coach | Job Coaching

The Kanthal Group (Candid Career Coaching)—Who We Are
▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬
 
At The Kanthal Group, we have candid career conversations with our clients. We don’t avoid difficult topics. We address them head on – candidly – with tact, discretion and empathy. We have deep conversations and challenge our clients to think deeper about who they are, who they want to be, and how to create the career-life balance they want. The Kanthal Group coaches senior, mid-level, and emerging leaders throughout their careers.
 
 
Our Offering:
▬▬▬▬▬▬
► Leadership Coaching
► Career Coaching
► Positive Intelligence | Mental Fitness
► Professional Development | Workshops and Facilitation
► Speaking engagements
 
Our Vision:
▬▬▬▬▬
A trusted partner to help you navigate your career—whether you’re an experienced leader looking to be more effective in your role, or you’ve been passed over for a promotion and aren’t sure why. Perhaps you’re an emerging leader looking to soar out of the gate, or you’re in between jobs and lost about what to do. Now you don’t have to do it alone.
 
Why Us:
▬▬▬▬
The Kanthal Group does Career Coaching differently. We know what it takes to be an effective leader and coach you at all stages of your career, not just when you’re in between jobs.

► Interested to know more?
▬▬▬▬▬▬▬▬▬▬▬▬
Call: ✆ 720-295-5417 (Mobile) 
Email: ✉ darren@thekanthalgroup.com
Visit: ☛ www.CandidCareerCoaching.com

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Mikhail Lvovskii

Darren Kanthal, PCC, CPCC, DiSC

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The Battle

Mikhail Lvovskii

Darren Kanthal, PCC, CPCC, DiSC

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Mikhail Lvovskii's LinkedIn Performance

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