Dan Goodman Employment Advisory

I am pleased to announce the launch of the Dan Goodman Employment Advisory (DGEA), a dedicated employee advocacy practice guiding individuals through the intricacies of the working world. Our goal is to empower employees to confront the often unjust, and, at times, illegal actions of employers. It’s time to resist becoming a passive victim and walking away with lasting scars. 

Take a stand - feel like a warrior, not a victim. Regardless of the outcome, you can put this challenging experience behind you and move forward. The important part is to fight back. You owe it to yourself, your family, and your mental health.  Avoid the burden of regret that can linger for years, if not decades, for enduring mistreatment.

Clients consistently attest that the invaluable lessons gained through our process surpass the material gains such as increased severance or recovered commission.  The transformational shift in perspective towards oneself, the employer, and the world is profound.  No longer blindly trusting, clients become proactive in anticipating and averting negative outcomes. 

For far too long, employers have exploited, stolen from, bullied, and intimated their workforce. With high powered attorneys crafting one-sided contracts and experienced HR professional actions acting in the employer’s best interests, employees are left defenseless.  DGEA is here to level the playing field, providing support needed for employees to stand up for themselves. 

No longer should individuals face these challenges alone, susceptible to manipulation and exploitation. I step into the role of advocate, standing alongside employees in their pursuit of justice and fairness in the workplace. Together, we dismantle the culture of silence, empowering individuals to assert their rights.

Founder and CEO

TruCommish

A unique DTC SaaS solution for salespeople to verify the accuracy of their compensation, provide means for remuneration and analytics to enable data driven decision making to maximize earnings.  The first of its kind, sales compensation verification service designed specifically for salespeople.

Acuity Link (acquired by Central Logic)

SaaS-based solution to enable health care institutions to improve patient discharge workflow.  
- Provided strategic direction, pivoting goto market strategy, value proposition & business model.  
- Executed high value partnerships and technology agreements.
- Identified new market opportunities, championed initiatives to drive incremental revenue streams.
- Hired, trained and managed sales team and lead generation activities and marketing initiatives.
- Created all corporate content including web site, pitch decks, collateral, press releases, email campaigns, sales training, analytics reporting and analysis.
- Developed operational business model used to raise funding and strategic planning initiatives.

Executive Vice President Business Development and Strategy

Compensation Consulting

Provided sales compensation verification services for top performing sales people in the value-added reseller markets.  Assisted clients in recouping tens of thousands of dollars in earned but unpaid commissions and bonuses.

Principal

Mazu Networks (acquired by Riverbed Technology)

Network infrastructure software company that helps organizations manage, secure, and optimize availability and performance of global applications.
- Conducted business development, strategic planning and marketing programs. 
- Assisted in developing corporate, sales and partnership strategies, including developing value 
  proposition, customer ROI model, solution selling and flexible packaging and pricing programs.  
- Completed industry assessment and market sizing of the network security and availability market.  
- Developed customer evaluation program including negotiating contracts and setting eval. criteria.  
- Negotiated framework for strategic alliance with Ericsson on network security for wireless networks.
- Developed customer/market feedback program to assist in prioritizing development projects.

Director of Business Development

Nortel Networks

Multinational telecommunications and data networking equipment manufacturer.
- Identified and managed partner alliances in support of Content Networking Portfolio Group 
- Negotiated and executed on OEM and technology development agreements with Volero
- Worked with senior management to develop portfolio strategy and to identify technology gaps.   
- Project team leader for industry assessment of content management solutions.  
- Worked with Corporate Development and Venture Capitalists in evaluating potential investments.

Senior Manager, Partner Alliances , Carrier and Service Provider Division

Product management liaison to service provider and distribution channel.  OEM Relationship Mgr.  
- Business Development prime for 3rd party security relationships fncluding firewall (Check Point), PKI (Entrust, Verisign, RSA), Compression (HiFN), VPN/IPSec (IRE), and NAT (Wind River).  
- Manage all aspects of 3rd party OEM relationships, including contract negotiations, technology licensing, marketing and support programs, pricing and packaging, and product development.  
- Worked with channel partners to drive business development programs and increase revenues.
- Worked with sales force to develop business cases in support of sales driven development. 
- Renegotiated licensing agreements resulting in annual savings of over $2.1 million.

Business Development Manager, Router Product Management Group 

Provided strategy consultation to Executives and Router Product Management organization.  
- Developed forecasts, market segmentation, and projected market shares.  Presented analysis to Product Group’s strategic planning task force that was used to prioritize development programs. 
- Consulted with product managers in developing business cases for new product development.
- Prepared analysis of competitor’s strategic positions across organizational, financial, marketing, and technological dimensions. Presented recommendations to Executive Management.  
- Provided business, market and technical analysis in evaluating potential acquisitions .

Senior Strategic Planning Manager, Products Bussiness  Group

Progress

Business Development Manager - 	Identified potential acquisition and alliance candidates.  
- Member of team negotiating technology exchange and licensing agreements.  
- Created financing model used to evaluate the feasibility of potential acquisitions
- Worked with strategic relations managers to expand relationships with partners.
- Gathered competitive information and created segmented market share analysis.
- Developed operating model used to create PSC’s long-term strategic plan.

Business Development Manager

Developed systems to improve financial and operational reporting and analysis.  
- Managed team responsible for consolidation, analysis and presentation of operational data.
- Conducted product analysis used to prioritize porting schedules and product retirement policies.
- Researched and analyzed various market segments and drafted business plans.
- Developed systems to analyze and measure the impact of pricing changes on product revenue. 
- Gathered competitor pricing information and made recommendations to existing pricing policies.

Manager, Marketing Financial Analysis

Hale and Dorr LLP

Largest full service law firm in New England - Manager, Marketing Research and Analysis
- Conducted business development, strategic planning and marketing programs. 
- Led initiatives that resulted in more than $2.2 million in new business.  Consulted with attorneys to devise marketing strategies in developing presentations and in drafting proposals.
- Prepared and presented to management analysis on the firm’s client base and financial statements.
- Managed market research and analysis efforts including survey design, market share analysis and customer satisfaction studies.
- Created the New England IPO Report, a market analysis of the initial public offerings market.

Manager Marketing Research and Analysis

Chief Commission Officer 💰 I help salespeople find commission errors 🔥

Dan Goodman has been a fierce and passionate advocate for employees for nearly three decades. What started out as a hobby helping friends and family verify commission pay and identify and recover pay errors, soon became a mission that led to the founding of TruCommish. A commission audit service for salespeople. 

Recently, to help a wider audience of employees beyond salespeople and pay errors, Dan founded, Dan Goodman Employment Advisory. Dan's passion is to encourage and empower employees to stand up against wrongdoing. To not have years or decades of regret for being mistreated and doing nothing about it. 

For generations employers have relied on lack of information or misinformation provided to employees to coerce, mislead, and take advantage of them. Whether it is wrongly using PIPs to terminate employees, the farce of unlimited PTO, the false deadlines to respond to a severance, the façade of compensation plans being legal binding documents that the employer can change at any time without your agreement. The list goes on and Dan is here to shed light on these wrongful practices, educate employees on their rights and help to ensure the best possible outcome when these harmful situations arise. 

Dan assists employees across 8 practice areas: employment agreements, restrictive clause, severance offers, PIPs, stock/equity grants, compensation plans, commission/pay disputes, and general coaching, guidance, and advice. If you need help in any of these areas, book some time on Dan’s calendar for a paid call and he can help you sort through it all. 

Finally, Dan brings his passion for numbers and analysis along with his passion for uplifting the often-downtrodden salesperson at the moment they feel most isolated. Dan naturally has an analytically driven financial mind. He holds a BBA Cum Laude in Finance and an MBA Magna Cum Laude in Entrepreneurial studies from Babson College

Dan’s mission is to provide truth and transparency around the employer/employee relations. Shedding a light on many of the morally and often legally questionable practices by employers.

I am embarrassed to say this. Please don’t judge me. 

I am on my first real vacation in 7 years. My first time on an airplane in 7 years. I guess you can say I am a bit of a shut in or I started 2 business after 50 and fulfilled my lifelong dream by doing so.  

Prior to Covid, I was traveling for work for someone else all the time. Way too many Las Vegas buffets and packing on the pounds. It literally almost killed me. 

I share that story once a year on the anniversary of my near-death health experience. That is coming up on New Year’s Eve. 

Prior to Covid I could not stand air travel and all we’ve heard for years now is how much worse it has gotten. The older I get the less patience of have for delays and wasted time and idiots. 

Well, out of the blue, I said the heck with this and booked a last-minute trip with my daughter to the Florida Keys, where I have never been before.

The weather could not be better. For the first time and quite some time I am truly relaxing and lounging with not stress or pressure to do anything.

Although because it was last minute, I still have several urgent client calls to do each day. That works out great because from 12pm to 2pm, it is probably better to be out of the sun at that time.   

Can’t leave them hanging. The one's that have time sensitive issues get calls, the one's that can be pushed out are. My clients have been incredibly supportive and understanding.

I’m not sure what I’ve been doing for the last 7 years, but I am going to start traveling again regularly. I am blessed to have a job that I love and can do anywhere. Hopefully this is the beginning of many more trips. 

Where should I go next?

BTW, I have a Cape house and spend most of my summers there, which is like being on vacation every day. So, I'm not that much of a shut in am I ? 

Nothing better than long morning walks watching the sun rise.

Dan Goodman

🥊Employee Advocate 🔄 Counter to Human Resources 🦸 Severance Whisperer 🤫 Founder/CEO 🔥 Entrepreneur🏌‍♂️ 🏖. I consult on all employment related matters including Job Offers, PIPs, Comp Plans, Equity Grants and more.

I’ve noticed a disgusting trend...employers are placing employees on PIPs not to improve or retain but to target employees when they are most vulnerable or experiencing a life cycle event.

I have consulted with employees who were blindsided with an undeserved PIP just before….

❌ the birth of a child/ Going on parental leave
❌ getting married/going on honeymoon
❌ inquiring about FMLA
❌ taking extended PTO
❌ receiving their President’s Club plaque in the mail
❌ closing the biggest deal of the year on the team
❌ they are wrongly terminated for false claims of performance
❌ closing on a house purchase
❌ a cliff equity grant vests

Too many employers are wrongfully applying PIPs in an inhumane way when employees are most vulnerable, experiencing a life cycle event or expecting a financial windfall. 

There are many reasons for it, none of them good. 

Just despicable.

Leaders who PIP employees in perpetuity are cruel and lazy. 

Purposively creating fear and anxiety is no way to lead and no way to be treated.

Either terminate them or not, don't create a constant state of stress and uncertainty until they just leave on their own. 

These are pathetic losers, not leaders.

I said something to a client that I have rarely ever said before….

Accept the severance that was offered. Don’t hire me to help you negotiate a better deal. He was more than willing to sign up and frankly he was expecting to. 

We had a 15-minute consultation and I dug deep, looking for any angle that we could pursue to seek leverage. 

I was confident that there would be something because first, there usually is, and secondly, he got a very generous severance package for being the only person terminated as an employee at will and in no protected class. 

Usually in these situations the employer is generous not to be kind, but because they are highly motivated to get the release of claims from the employee. 

I pushed and prodded as sometimes employees don’t even realize some of the subtle and not so subtle things that are happening. Or they are just not someone who makes excuses and is not comfortable doing so even when they have been clearly wronged or set up. 

My client was not targeted, sabotaged, isolated or humiliated.  

He was not discriminated against,

He did not suffer in an abusive work environment. 

He worked there for 3 years and was promised a significant promotion that came with a 35% pay raise and was terminated out of the blue weeks before it was going to be implemented. 

A complete head scratcher. 

He was offered a 6-month severance package with health after 3 years of employment. 

We had a call, and he shared afterwards that he was concerned that I was going to sell him on my services. 

Instead, I sold him on taking the offer and not using my services. 

For many reasons.

He was not angry, he was not a fighter, he believed in forgiveness and would not carry regret. 

He got a generous offer, was an employee at will, and had very little leverage, which he would have been uncomfortable using. 

It was what was right and best for him, not me, which is how I run my business.

39-year-old female AE delivers baby pre-maturely resulting from stress caused by months of discrimination and targeting by her employer after announcing her pregnancy. 

I consulted with a loyal and successful salesperson named Olivia, who was placed on an undeserved PIP within 4 weeks of sharing the exciting news. 

This despite having performed at a higher level than 22 other salespeople, none of whom were pregnant. 

Throughout her tenure, Olivia received nothing but praise and top performance reviews and was blindsided with the PIP. 

It was clear what the intent of the PIP was. So much so that even Olivia’s manager agreed that the terms of the PIP were unachievable. When she went to her skip manager, he suggested that she should resign. 

When she refused to resign, the actions against her escalated. She was treated differently than her peers, isolated from the team, excluded from activities, and had her accounts transitioned to other reps. 

Despite these actions, Olivia continued to show up every day and produce at a high level. When the PIP ended, they left her hanging wondering and stressing about what was next or when the axe would drop. 

Eventually the situation became unbearable, causing her to deliver her baby pre-maturely and she went on FMLA maternity leave for 12 weeks. 

While on leave, Olivia reached out to me and shared that she couldn’t go back to work for these scumbags and wanted help to negotiate an exit. 

She signed up with our service, and it was very easy to put together a scathing, reputationally damaging and shameful document. 

We let her employer know very clearly and beyond any doubt that we would escalate it as long and as far as necessary to get resolution, both within the company and beyond. 

By the time her maternity leave ended, we were able to get her employer to agree to terminate her with an 8-month severance package, a year of healthcare, and agreement not to contest unemployment. 

Despite her relatively low base salary, Olivia was able to achieve an ROI on her engagement with us of 7352%. 

Olivia was thrilled to not have to see these people ever again and now has the time to spend further bonding with her child and the choice to look for a job when she is ready.

What pisses you off more?

Accepting an invitation for a connection from someone and then being instantly pitch slapped in the DMs.

Or sending a connection request to somebody and then instantly getting an invitation to follow their newsletter. 

Or receiving a calendar link to book time on their calendar to discuss their business. 

Man, why are people so blatantly and transparently transactional. I don’t want to feel like a number to add to their newsletter subscribers. 

Nor do I want to be tricked into an online relationship only to be pitch slapped. 

It feels dirty and icky. 

Do better. 

I need to take a shower. 

As we say in Boston, it's not wicked pissah it just pisses people off.

Not rehireable? Who cares if your employer marks your employment status as not rehireable when they let you go. 

Mark them as unworthy future employers. Not worthy of future consideration as a place of employment. 

Put them in the rearview mirror and don’t look back. Would you ever consider going back to work for them anyway?

The ocean is a big place and there are a lot of fish in the sea, swim somewhere else and far away and don’t give it a second thought.

As far as references, most employers only confirm start date, end date, and last job title. Anything else their lawyers advise them against disclosing in fear of a former employee suing over defamation. 

Be concerned about what you can control and these silly internal classifications by employers or labeling employees as rehireable or not is not something you should worry about. 

Go get your next job and crush it and put this chapter behind you.

If your employer is looking to get rid of you, make them do it, don’t do it for them. 

If you do, you are only rewarding them for their targeted behavior you’ve likely been experiencing up to this point. 

Don’t give it to them. Don’t reward them for their behavior. 

Why do they want you to resign so badly that they will often trick you or pressure you into doing so?

Because when you resign it costs them nothing. There is no unemployment, no severance, and usually no claims of a wrongful termination. 

There is also no negative connotation of a termination. In fact, some employers will tell the remaining employees that you resigned even when they terminated you to not negatively impact culture or morale. 

When it comes to separating from your employer, unless you are resigning to go to another and hopefully much better job, you never want to initiate the separation. 

If you are in a bad place, you have options. Resigning should be your last one. Make a plan and exit on your terms, not theirs.

When you're calling calls you, you better listen. 

In my case, it was this community screaming for me to start this business. Thank you all for your encouragement and support. I can honestly say I never would have done it without LinkedIn or this amazing community. 

Everything that my business is about is how I have been wired since I was a child. Questioning everything. Finding an angle or motivation. Standing up for the little guy and calling out wrongdoing. Holding people accountable. 

It is incredible when you can make a living doing something you love and were meant to do. When you can, it’s not work but pure joy, at least most of the time. 😉 

Every day is a blessing when you can positively impact people’s lives. ❤️

OK this is crazy. LinkedIn is upside down. 

My comments on other people’s posts regularly get more impressions than the impressions I get on my posts. 

Not one or two comments against one or two posts. The majority of them at this point. My comments on other people’s posts get between 10k and 260k impressions.

On average about 20k to 30k but often will keep going and grow to more than 100k. 10k to 20k used to be the minimum number of impressions my posts would get. 

My notifications are filled with reactions and impressions count of my comments on others posts. Not so much on the comments that people leave on my posts. 

Leaving 10 good comments on 10 different posts is now like posting 10 times yourself in a single day. Just wild. 

I’m likely generating close to a 100k impressions on my comments on others posts each day. 

Massive, massive shift change. 

I will be dedicating more time to commenting for sure. 

FYI. For this strategy to work, you must write well thought out, meaningful comments that add to the post and spur thought. 

Not check box one or two words comments that add no value. That just turns people off and wastes our time reading them.

Don’t update your LinkedIn profile with a new job if you are trying to negotiate a severance. 

Especially if you are in your 50s.

Especially if you're going to a competitor. 

Wait until you've finalized and signed your severance.

Your old employer will be less likely to increase the severance offer if they know you’ve already regained employment. 

You will lose a lot of leverage in the negotiations if you do.

Recently crossed $12 million in increased severance offers we’ve helped clients achieve. 

This in just 30 months since I started our formal severance response service. 

Mind blown. 

This is likely a small fraction of what people achieved who used the information I share in my posts and had success on their own. 

I receive DMs regularly from people sharing just that and thanking me for it. 

Mind even more blown.

Does anyone still think you can’t negotiate your severance? Every severance should be negotiated. 

You’ve got nothing to lose by trying and likely leaving money on the table if you don’t.

Pick your battles. There is a place and a time.

You’ve got nothing to gain and only to lose by sharing your political views on this platform.

You are likely going to alienate half of your audience. 

You are likely going to piss off people you work with.

Whether you like it or not, LinkedIn is a business platform, although it seems to be rapidly moving away from it.

Your employer feels that you represent their brand when you post or engage in LinkedIn, whether you agree with it or not. 

I am all about free speech and not being pressured by your employer about what you post on LinkedIn or being forced to post on behalf of your employer. That BTW should never happen unless they pay you to do it. 


When it comes to politics, I suggest you keep your opinions to yourself or at least not on LinkedIn. Especially in this day and age. 

This country is so divided right now, perhaps more than ever. The people you work with or for may or may not have the same political views as you do. 

These might be the same people you like and respect but have strong opposing views to yours that have no place in the workplace. 

I’m all about sharing your views and having a strong opinion, that is what I do every day on this platform. Just know that if you do and work for someone else, your livelihood could be in jeopardy. 

Of course, this post is written based on several recent consultations I’ve had with employees who were strong performers and felt so secure in their role as a result, that they continued to comment and like on political posts, despite being warned multiple times not to, and were eventually terminated as a result. 

Pick your battles.

There are very few instances where I will not support an employee when they are terminated. 

If you get terminated after telling a co-worker that you must go to therapy twice a week to avoid coming in and shooting up the place, I can’t help you.

You need much more help than I could ever provide.

Either that or you have bad judgement and needed to learn a lesson. 
Some things you can’t say in jest, like fire in a movie theatre. 

Either way full refund. I can’t work with you if I agree with the employer. Best of luck.

I get exposed to pretty much every situation you could imagine.

Don't forget who you are. 

It's easy to when you've been reminded for so long who you're not. 

Don't let your employer gaslight you into feeling like a shell of your former self. 

You're the same awesome person they hired in the first place.

It's turkey time and sadly, too many employers are acting like turkeys. 

Placing employees on PIPs before Thanksgiving with plans to terminate them before Christmas to clear the deck for the New Year. It’s a festive time of year. 

I hope none of your holidays have been or will be impacted by these pathetic and cowardly actions. 

Enjoy the time with your family and don't spend a moment thinking about your employer.

61 year old AE increases severance by 10x after being wrongfully terminated and included in RIF and offered minimal severance after being targeted by new VP.

This is one of my favorite cases because my client was one of my favorite longtime LinkedIn followers and supporters.

I consulted with the most youthful 61 year old named Martha, who was wrongfully thrown into the RIF pile after being targeted by her new leader for months.

Martha has always been a very successful salesperson in her long and illustrious career. She was hoping that this employer would be her last and seemed that way after the first year.

Everything could not have been better. She was a top performer, as she has always been, and was recognized by her employer for doing so.

She enjoyed her team, liked what she was selling, and was loved by her clients. Life was good.

As seems to almost always be the case, a good thing can turn bad one in a blink of an eye when a new leader comes in.

In Martha’s case, that was a new VP of Sales who she reported to. It became very clear very early on that he did not want a woman in her 60s on his team and began a campaign to manager her out of the business in hopes she would resign.

When she didn’t, he carelessly and callously included her in a reduction in force yet within days replaced her position with two younger workers. This was not a reduction in force but an expansion and an unfair targeting of an older worker in a protected class.

Martha reached out right away with the opening line that I get so often from top performers, “I never thought I would be in need of your services, but here I am”.

We had a call and Martha signed up right away. It was just such a joy to work with her and get to know her and support her during this challenging time.

We put together a scathing document, connecting all the dots and using the employer’s actions against them to build a compelling case.

In addition to sharing the horrific treatment Martha endured, we let her employer know her termination could mean the end of Martha’s career as 61-year-old women, who planned to work at least another 5-7 years. If Martha could not regain employment, the damage she might go after could get into the 7 figures.

Over a two-month period, we were able to help Martha increase her severance offer from 2 weeks’ worth $6,154 to 5 months’ worth almost $67k, an increase of 983% from the initial offer. 

Martha could not have been more thrilled with the outcome and put this situation behind her and not look back. She was also psyched to achieve a ROI of 5804% on her initial investment with us.

It was such a pleasure working with Martha as I felt an attachment to her through her engagement with my posts. Not surprisingly, she was even more amazing and cooler on Zooms and phone calls. 

One of these days or years I hope to make it out to the West Coast as I have a standing invitation for a visit. I can’t wait to take her up on it.

40 years old and over the hill? Huh?

Employees that are over 40 years old are part of a protected class based on age. They can not just be discarded under claims of employment at will. Their termination must be justified. 

Most people are not aware that 40 is considered "older". I was not until several years ago. I always found it strange that these protections were in place for someone as young as 40. 

To me, when you are in your 40s you are at peak performance. It is where your energy and youthfulness are in perfect balance with wisdom, knowledge, and maturity. 

These are the folks I want to have on my team. They are peak performers. Why they need protections against wrongful terminations seems strange. I thought it made no sense on the surface, but sadly it is needed. 

When you are in your 40s you are making a lot more money than in your 30s. Employers are always looking to reduce costs, even getting rid of strong performers to do it. 

If they can get away with paying a younger, less expensive employee less money, many employers will jump at it. Leaving the older worker unfairly terminated and struggling to find work. 

I guess 40 is the new 50 or 60 now. Just seems so strange and so wrong, but unfortunately necessary.  

Have you ever felt targeted by your employer because of your age?

Employers who would rather throw money at attorneys to bully, manipulate and intimidate employees rather than using that money towards a reasonable severance to allow the employee to move on in a positive way truly suck. 

And when we see employers do that, we let them know it. Shame on them for choosing combativeness over empathy. The money's getting spent, it's their choice where they want to put it.

Humanity and empathy go along way. 

Reputation matters.

I had a call with an employee that was concerned that leaving a job after 2 years would look negative on his resume and he would come off as a job hopper. 

I shared that I could not disagree more. I told him that 2 years in this job market was like 4 - 5 years 20 years ago. That with the number of layoffs, targeted terminations to reduce costs, and top performing people being let go, not to worry. 

He should be more concerned with why he is leaving and where he is going than the perception of a short stay after more than 2 years at his employer. Especially when two of his prior jobs were for more than five years. 

Don’t leave a good place for what you thought would be a great place that turns out to be a bad place. 

Ensure where you are going is all that it is cracked up to be and get whatever assurances you can or think twice before making a move. Be careful and purposeful with your career decisions. 

And don’t worry about short stays. If you can reasonably explain it, you should be OK, especially in this volatile job market.

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