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.

⸻

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

€50,000 blown on a leadership offsite.

Three months later, same problems.

Great facilitator. Gorgeous venue. Everyone left happy.

Nothing changed.

The offsite treated symptoms, not systems.
For a week, everyone played nice. Then reality snapped back.

One person still hogged decisions.
Old conflicts, still swept under the rug.
Alignment, still fake.

Feeling good together doesn't fix teams.
Seeing, then fixing, how a team actually works does. 

Most team building is a vacation from dysfunction.
Real development? Brutal. It's a mirror, not a retreat.

undefined undefined

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

Team effectiveness - from strategy to execution · Creator of QurumQ team behavior simulation · ex-Electrolux, Linde, Samsung, IBM, Luxoft

She was one of our best.

On her last day, I asked why she was really leaving.

She said, "I've been leaving for two years. No one noticed."

That's the part no one wants to hear.

By the time someone resigns, the decision was made months ago.

You can track the trail if you bother to look.

First comes the silence in meetings. 
Then the suggestions that go nowhere.
After that, the missed promotion, or no feedback at all.

It's a slow fade.

Most companies don't see it, or pretend not to.

Then they schedule the exit interview, hoping for some honest insight.

But by then, it's just an autopsy.

The real work is upstream. If you want blunt truth, ask before people disengage. 

Stay interviews. Candid check-ins. Not the end, the middle.

Ask early. Ask often. Or get comfortable with good people silently slipping out the door.

You choose which kind of interview you prefer.

Forget teaching.

The fastest way to develop a team isn't to lecture, train, or hand them a new model.

It's to throw them into a real situation that reveals their default patterns, good and bad.

No slides. No expert diagnosis. Just a mirror.

Let them see the gap for themselves.

After 25 years of running all the types of workshops and interventions, I don't believe in top-down development.

People don't shift because someone tells them how.

They shift when they see what they're actually doing, together, in real time.

That discomfort? That clarity? It does the heavy lifting.

The hard part: engineering that moment without artifice or theater.

That's the edge I've been focused on. More on the method soon.

A common mistake in HR: assembling a team of strong individuals and expecting a strong team.

I’ve seen it dozens of times.

Five brilliant people who individually could solve any problem. Put them in a room together and they produce mediocre results. Not because they’re competing. But because nobody adjusts.

- Everyone leads. Nobody follows.
- Everyone analyses. Nobody decides.
- Everyone has an opinion. Nobody builds on someone else’s.

Meanwhile, across the hall: a team of average performers who produce extraordinary results. Because they’ve figured out something the all-star team hasn’t:

How to complement each other instead of duplicate each other.

Google’s Project Aristotle found the same thing: who is on the team matters less than how the team works together.

But here’s what most organizations still get wrong: they invest in individual development and hope team effectiveness follows.

It doesn’t.

Team effectiveness is a separate skill. It has to be built, observed, and practiced as a team - not as a collection of individuals attending the same workshop.

No alternative text description for this image

There are two types of team building.

One asks, "Do we like each other?"
That's escape rooms, cooking classes, drinks after work.
Easy to buy, easy to deliver.
Zero impact on Monday morning.

The other asks, "How do we function when it matters?"
Now you're talking resource constraints, time pressure, clashing priorities.
You put the team in the fire. Watch what surfaces.
It's messy. It's uncomfortable. Most companies run the other way.

After 25 years, I've seen the same pattern.
- Teams that choose comfort stay stuck.
- Teams that choose the mirror, the hard look at reality, break through every time.

You want transformation?
Skip the trust falls.
Choose the mirror.

The CHRO wanted a succession plan.

I only asked one question:
Who on your team would you actually bet on?

Silence.

Not because they didn't know.
Because saying it out loud means facing the reality.

Most succession planning is corporate theater.
- Map names to boxes.
- Run assessments.
- Draft development plans.
Nothing happens.

The real questions never make the agenda:
- Who's truly ready?
- Who never will be?
- Who's here just because it's easy to keep them?

HR builds frameworks.
Leadership dodges decisions.

If your succession plan hasn't changed in six months,
 it's not a plan.
It's paperwork.

When I was building QurumQ, everyone asked: “Why not just make an app?”

Here’s why:

When people stare at screens, they stare at screens.
When people hold cards, pass dice, and spread decisions across a table - they talk to each other.

I’ve watched hundreds of teams in corporate settings.
The moment you put a laptop between people, the conversation changes. They start optimizing individually. They stop negotiating. Eye contact drops.

Physical objects do something digital can’t: they create a shared space.

When a team is debating whether to invest in education or real estate, and the cards are sitting on the table between them - the decision feels real. The disagreement feels real. The compromise feels real.

That’s not nostalgia for board games. That’s behavioral science.

The digital engine runs invisibly underneath: handling calculations, tracking scores, generating reports.

But what the team sees and touches? Cards. Dice. Each other.

Because the goal isn’t to play a game.
The goal is to see how you work together, and you can’t do that through a screen.

Years ago I was brought in to diagnose why a leadership team at a manufacturing company kept failing to execute strategy.

They had the right people. Strong individual performers. Clear goals.

I sat in on three meetings. That’s all it took.

Here’s what I saw:

The CEO spoke first every time. Not because he wanted to dominate — he genuinely thought he was “setting direction.”

But the moment he spoke, the room reorganized around his opinion. People who had different views either stayed quiet or reframed their ideas to align with what he’d already said.

The team wasn’t failing at execution. They were failing at decision quality — because every decision was really one person’s decision with everyone else’s fingerprints on it.

When I showed him the pattern, he was genuinely shocked. “But I always ask for input.”

He did. After stating his own view. Which changed everything.

The fix was simple: he stopped speaking first. Within two months, the quality of strategic decisions improved visibly.

The hardest leadership problems aren’t about what leaders do wrong.
They’re about what leaders can’t see about what they do.

HR keeps buying what's easy to explain.

Quiz night? That one sells itself. It's cheap. Everyone joins in. No heavy lifting.

But try selling a simulation that shows which leaders choke, stall, or step up in real decisions.

Suddenly, it's too hard to pitch. The CFO gives you a blank stare.

So HR grabs the thing with the simple story. Entertainment wins. Real change loses.

Then they wonder why nothing sticks. Why leaders keep repeating the same mistakes.

The real blocker in corporate learning isn't a lack of ideas. It's a fear of anything that can't be explained in a single line.

If your solution is neat and fun, it lives.
If it reveals hard truths, it dies in the meeting room.

Real transformation isn't simple. The pitch shouldn't be either.

Ostatnio zainspirowało mnie to, że istnieje taka inicjatywa jak @International HR Society.

To organizacja, która działa w bardzo ciekawy sposób — zamiast klasycznych wydarzeń czy jednorazowych spotkań, buduje społeczności wokół konkretnych obszarów HR. Dzięki temu osoby mierzące się z podobnymi wyzwaniami mogą się wzajemnie wspierać, konsultować bieżące tematy i realizować projekty, które często są możliwe tylko dzięki współpracy.

Co szczególnie zwróciło moją uwagę, to bardzo praktyczna forma dzielenia się wiedzą — Knowledge Shot’s. To krótkie, maksymalnie 20-minutowe wystąpienia praktyków i ekspertów HR.
👉 Bez długich wstępów
👉 Bez ogólników
👉 Konkretne case’y, narzędzia i rozwiązania z realnej pracy

Jeżeli chcecie wziąć udział w najbliższym webinarze, szczegóły spotkania znajdziecie w grafice, a link w komentarzu.

I watched 12 teams solve the same problem, with the same rules and the same time.

Not a single team did it the same way.

But some patterns stood out.

 Teams with one loud voice moved fast. They also got the worst results.

Teams that "wasted" time arguing every angle? They made fewer mistakes.

And when someone asked, "Wait, what are we optimizing for?", that team usually crushed the ones who just rolled up their sleeves and started working.

The kicker?
Teams that thought they nailed it weren't always the ones who actually did.

Especially under pressure, confidence and competence are two different signals.

If your team moves fast and sounds sure of themselves, you might want to check what they're actually delivering.

Networking w swiecie przedsiębiorców jest niezbędny.
Ale jak być jeżeli nie jesteś "stąd"?

Przeprowadziłem się do Wrocławia, no i do Polski, ponad 12 łat temu, po 37 łatach spędzonych w rodzinnym kraju i miejście.

Tak się stało ze długie łata skupiłem się na karjerze korporacyjnej tego pracodawcy który mi tutaj przywiózł. I nie myśliałem że poza ramami tego pracodawcy też jest życie. Nie budowałem sieci.

Tak się wydarzyło że 5 łat temu stwierdziłem że chcę kontynuować swoją drogę samodzielnie, prowadzić własny biznes. 
Ale się okazało że network który miałem był słaby. Jakość sieci po moim ocenam bardzo niska. Większość wartościowych kontaktów to jedna firma - mój były pracodawca.

Probowałem rózne sposoby, ale włąsnie nic nie działa lepiej niż spotkanie tet-a-tet i dzielenie się wiedzą.

Dzięki Martyna Lempert, z której się poznaliśmy z połtora tygodni chyba, już po raz drugi biorę udział w spotkaniu kameralnym przedsiębiorców Wrocławia. I to własnie jest wartość ludzkich relacji - poradzić, skierować, pomóc. 
Dzięki Martyna jeszcze raz!

O wydarzeniu:
Serial networkers Meetup - Wrocław!✅ 

Data: 6 marca 2026
Miejsce: Ace of Space Renoma, Świdnicka 40, Wrocław.
Czas: 16:00-21:00

Bilety: https://lnkd.in/drptwwBB

CEO TeamBoost - przekładam cele firm na działania ludzi | Mentoring C-Level - Leadership | Programy rozwojowe | Procesy HR wspierające cele biznesowe firmy

A CFO once told me, "HR talks about people like they're a religion, not a business."

I was offended. For about ten seconds.

Then it clicked. He was right.

We say "talent is our greatest asset" but can't put a number on it.

We say "culture drives performance" but can't measure it.

We say "engagement matters" but never connect it to revenue.

Then we act shocked when we're left out of real decisions.

HR has a language problem. We preach. The business does math.

The answer isn't to ditch the human element. It's to translate it.

If you can't prove your work moves a number your CFO checks, you're not strategic. 
 You're just decoration.

Most leadership teams think their collaboration is strong.

Surveys will back that up.

But watch them try to split a shrinking budget in real time.

That's where the truth shows up.

I once ran a survey for a leadership team. 90 percent rated their collaboration as strong or very strong.

Then I watched them actually work together.

It took 30 minutes for two people to bulldoze every decision. One person checked out completely. The rest held their ground but never moved the conversation forward.

Nobody lied on the survey. They honestly thought they were a high-performing team.

But self-perception is not data.

If you want to know how your team works, stop asking. Start watching.

Observed behavior is the only data that counts.

Open article: People Culture TechFest 2026 by app.gridaly.com

Everyone thinks they know how their team works.

They don't.

I've spent 25 years inside boardrooms, factory floors, crisis war rooms. Seen the same thing play out, everywhere.

What people say in surveys, workshops, performance reviews , irrelevant.

When the clock's ticking and stakes are real, most teams have no idea how they behave.

So I built something that shows them.

It's called QurumQ.

Not a training. Not a game.

A two-hour simulation that drags team behavior into the open. Real decisions, real pressure. No scripts, no right answers, no place to hide.

10 simulated years in 2 hours.
Physical cards. Digital engine. Electronic dice.
Crises, dilemmas, career moves, deals, betrayals. All of it.

Leadership appears or vanishes.
Risk-takers and risk-dodgers reveal themselves.
You see who actually listens, and who's just waiting to talk.

It's a mirror. Brutal, clear, unfiltered.

Suitable for offsite setting, fully online version for remote teams, multi-days marathon with short daily intervention and deepest level reflection.

I'm running beta sessions now. Looking for 10-15 companies in Europe ready to find out how their team really works under pressure.
Nice discounts guaranteed!

If you own team dynamics, decision-making, or leadership development, Id love to show you exactly what this simulation looks like. 
Scheduling link in a first comment. Or just DM me to agree for a demo.

In almost every team I’ve observed, there’s someone who barely speaks.

They’re not disengaged. They’re processing.

While the loud voices debate, the quiet person is tracking something the others miss: the pattern. The assumption nobody questioned. The risk nobody named.

Here’s the problem:

Most teams reward volume, not value. The person who speaks most confidently gets the most influence - regardless of whether they’re right.

And the quiet person? They either stay quiet (and the team loses their insight) or they learn to be louder (and the team loses their depth).

The best leaders I’ve worked with don’t ask “does anyone have something to add?”

They ask the quiet person directly: “You’ve been listening carefully. What are we missing?”

That one question changes everything.

Not because quiet people are always right. But because a team that only hears its loudest members is making decisions with half the available intelligence.

Dla moich polsko-języcznych kolegów z HR.
Jeżeli sprawy przyszlośći HR dla Was są bliskimi, jeżeli chcielibyście dzielić wiedzą praktyczną o róznych aspektach HR - same praktyka, samy "sok" wartości HRu dla biznesu, zachęcam do obserwacji International HR Society.

A jako przykład dzielię się jednym z kolejnych wydarzeń, które moim zdaniem podrusza najbardziej aktualny temat fazy przełomowej dla HRu, jak stoimy przed transformacją ludzko-AIowej, hybridowych organizacji i tak dalej.

Transformacja cyfrowa HR nie zaczyna się od narzędzia. Zaczyna się od kompetencji, partnerstwa HR + IT i decyzji, że HR przestaje być wyłącznie administracją.

Już 26 marca o godz. 11:00 zapraszamy na Knowledge Shot (20 min), a w nim praktyczny case:

„Nowe technologie, nowe kompetencje – HR w cyfrowej rzeczywistości na przykładzie Inter Cars S.A.” przedstawi Krzysztof Zawistowski. 
W środku:
- wyzwanie skalowania HR w dynamicznie rosnącej organizacji,
- przejście od roli administracyjnej do roli partnera biznesu,
- budowanie partnerstwa HR + IT w transformacji cyfrowej,
- zmiana kompetencji i „tożsamości” zespołu HR - co działa, a co blokuje zmianę.

Na koniec: konkretne lekcje, które pomagają przeprowadzać podobne zmiany szybciej i lepiej (bez typowych pułapek).

Zapraszamy wszystkich przedstawicieli działów HR. Link do formularza zgłoszeniowego znajduje się w komentarzu.

Obserwuj International HR Society jeśli chcesz być na bieżąco z kolejnymi odcinkami i dołącz do bezpłatnych społeczności na LinkedIn.

The worst team conflict is silent.

I've seen leadership teams who brag about "alignment." No debates. Quick decisions. Lots of nodding.

Looks smooth. Until you see the mess underneath.

Three strategies pulling in opposite directions. Secret alliances. One person overloaded while the rest jockey for status.

The show of harmony was just that, a show.

Healthy teams fight in the room, then walk out aligned. 
Dysfunctional teams nod in the room and undercut each other later.

If your meetings never get heated, don't kid yourself. That's not alignment.
 
That's avoidance.

Retrospectives are everywhere.

But most are a waste of time.

People obsess over what went wrong, what could be improved, what the team should do next time.

Nobody asks the only question that matters: How did we actually make that decision in the first place?

Everyone remembers missing the deadline.
So they say, plan better next time.

But nobody rewinds to the meeting where someone flagged the risk, got ignored, and the group charged ahead.

The real mistake? The way the room made decisions. Not the plan itself.

By the time you get to the retrospective, everyone's already changed the story in their head.

You can't fix a process you never saw.

Stop asking what went wrong.

Start asking: what happened in the room when it mattered, and why did nobody stop a bad call in real time?

That's where the real answers are.

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

I got a taste of my own medicine this weekend.

I sent a message to Philip and thought it was good.....

Until he replied and said his name was Nicholas.

Not to mention, he told me to 'get your sh*t together man'.

Point taken.

We're all human and make mistakes.  If you made one and you're beating yourself up (like I am for such a simple mistake)...

Give yourself grace.  

More often than not, we're WAY harder on ourselves than we are on others... and you deserve the same grace and forgiveness you readily offer to others.

Coaching Your Workplace Problem Child | Executive Coach for C-Suite & Senior Leadership | Individual Behavior Change & Team Alignment | Helping Leaders Get Their Shit Together

taplio

The Battle

Mikhail Lvovskii

Darren Kanthal, PCC, CPCC, DiSC

Followers

Posts

Engagements

Likes

Performance ScoreMikhail Lvovskii's LinkedIn Performance

Performance ScoreDarren Kanthal, PCC, CPCC, DiSC's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

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

Performance ScoreDarren Kanthal, PCC, CPCC, DiSC's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreMikhail Lvovskii's LinkedIn Performance