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’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.

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.

Loose lips sink ships. 

Your employer and your co-workers are not your family or your friends. 

Don't forget it.

My child was almost abducted one Halloween. 

My wife and 3 children and I were visiting Salem, MA, famous for the Salem Witch Trials, over a Halloween weekend. 

The kids were all young, I am guessing 6, 4, and 1.5 years old. We went during the day and there were lots of crowds and lines. 

As my wife was buying tickets to tour an attraction with our eldest, I had the youngest in the stroller and was keeping a close eye on my son. 

My son began to wander a few feet away and I was curious to see what he would do, ready to follow him wherever he went. 

A woman that appeared to be in her late 40s or early 50s looking a bit ragged starting speaking with him and grabbed his arm and began walking briskly away. 

I immediately jumped into action, grabbed my son’s hand away from her and demanded to know what she was doing with this child. 

She claimed to be looking for my son’s parents but that was not the case. I was watching her before she even approached my son. She was trying to move him away from the area as fast as possible. 

Never let your guard down. You never know when something terrible could happen. We watch these things on TV shows, movies and the news and never think it could happen to you.

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.

Toxic bosses suck. They can ruin you life and your mental health. 

Do you work for a toxic boss? If you do, you deserve better. You should plan on getting the heck out as soon as you can. 

Don’t stay stuck working in a toxic work environment. It can ruin your health both physically and mentally. Stress is a killer. Life is short. You deserve better. 

Here are a few telltale signs of a toxic boss.
❌ No boundaries, you must be available on nights, weekends, and vacation
❌ Make you feel guilty for taking vacation time or parental leave
❌ Take credit for your work and don’t think twice about it
❌ Micromanage you to death - control and trust issues
❌ Promoted to role with no experience and no clue how to manage people
❌ Will throw you under the bus to deflect blame and protect themselves
❌ Will dismiss your ideas and bring them up later as their own
❌ Will sabotage you, gaslight you, undermine you with leadership

Toxic bosses are the number one reason people leave their employer. If you work in a toxic environment, I say don’t just quit. If you do you are giving your employer what they want. 

Consider all your options and put together a plan to get out as soon as possible. Whether it is...

✅ taking a leave of absence
✅ getting a new job
✅ negotiating an exit
✅ quitting if left with no other choice

What is most important is you take action and not stay stuck in a bad situation that is harming you. Take action.

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.

When you are terminated you lose a lot more than just a job.

You lose a sense of belonging. Being part of something. Work is something that takes up a large majority of your life. It becomes a part of you. 

Until you go through a blindsiding termination you don’t understand the betrayal and impact it has on you personally, not just professionally. 

Don’t let it bring you down. In most instances, it is about them, not you. I have not doubt about this with how prevalent and similar these situations are that I hear about every day. 

Move on and find that next opportunity, or better yet, figure out how to diversify your revenue stream so you are not beholden to your employer.

Kevin Persad, MA, LMFT

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.

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.

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.

Don't fear attorneys.

Employers use them to bully, manipulate and intimidate employees into doing what they want. 

Many people hear there is an attorney involved and they cower or think they’ll have to get an attorney and don’t’ want to incur the expense. 

They feel like they are over their head or intimidated and as a result do whatever they say. 

It’s all a mental game of manipulation and coercion tactics to cause you stress and anxiety and force you to do something you don’t’ want to but make you believe that you must. 

Don’t be intimidated by an attorney. They are just bullies in different uniforms. An extension of your employer. Be strong, assertive, confident, and authoritative. 

If they send you threatening communications, I suggest ignoring it several times and if they are still pestering you, responding back even more aggressively than what you've received and oftentimes they'll just go away. 

If you are negotiating a severance, don’t cower. The attorney is obligated to uphold the morals, values and standard of the Bar of which they are a member. 

If they start gaslighting you with known lies or providing you "advice", I suggest you strongly remind them of their obligation your ability to ensure that they do. 

They'll realize that you're not afraid or someone who will be walked all over and steamrolled and will stand up tall and loudly.

You’ll be surprised at how quickly they change their stance.

Top performing AE terminated weeks prior to child's birth, increases severance from $12.5k to $75k or 600%. 

I consulted with a well-liked and highly respected salesperson named Tatum. He was offered only one month of severance after more than 3 years of employment. 

Tatum was the number one rep in the company for the first 3 years of employment. Killing it while working in one of the most challenging areas of sales, new logo enterprise clients. 

Tatum was the go-to-guy in the organization for new hires and mentoring. He was well thought of and well-liked throughout the organization. 

Despite this, Tatum was terminated a month prior to $80k in commissions being due. He was terminated 3 weeks prior to scheduled and approved company paid paternity leave. 

Sadly this is how too many organizations treat high performing, long-time loyal employees. 

Tatum had to withdraw his two children from pre-school and cut back expenses in several areas. Instead of celebrating the birth of his child and the holidays, Tatum and his family had extreme stress and anxiety. 

His employer stole those magical moments from him and his family. 

Tatum was offered $12.5k or 1 month severance. After several rounds of negotiations, we were able to increase the offer from 1 month to 6 months. 

Tatum was ecstatic to put this behind him and enjoy the time with his family and their new addition. 

The money was deposited in Tatum’s bank within 4 days, and he moved on. He is thrilled with the outcome and happy to put it all behind him. Not having to think about it again and focus on getting a new job. 

Tatum now has the flexibility to take time needed to be with his family. The time he was supposed to get with his paid paternity leave that he was entitled to.

Sadly, many employees would have taken the initial offer of $12.5k and walked away angry. You owe it to yourself, your family, and your mental health to not have years if not decades of regret for not standing up to the wrongdoing. 

If you don’t, it could stay with you for a long time. 

If you do, even if you don’t have a successful outcome, by standing up to it, calling it out, you can move on in a healthy way.

VP of Technology terminated less than a year after his company was acquired, despite playing a key role in the company getting acquired in the first place.

I consulted with an impressive leader named Kevin, who after having all his institutional knowledge and wisdom extracted from his brain, was sidelined, demeaned and humiliated by his new leadership. 

Kevin stuck around for almost a year based on promises and assurances provided directly by his new CEO. Eventually the CEO brought in two of former friends and colleagues to take over Kevin’s responsibilities. 

When the CEO was done with Kevin, rather than offering him a fair severance package for the value he brought and commitments and sacrifices he made, Kevin was managed out of the business in hopes he would just find another job and resign. 

Kevin was stripped of his team and responsibilities and given demeaning entry level tasks to do. He was treated him like an outcast, disrespected and publicly humiliated in hope he would just resign. 

When he didn’t resign, he was singled out as the only person terminated as part of a restructuring. He was told they were “going in a different direction”. That his team was not jelling despite having all his responsibilities taken away. 

Once the company had gotten all they needed from Keith, he was terminated and offered 6 weeks of severance and 2 months of healthcare after 3 years of employment. Keith was referred to me by several people in his network. 

We worked to put together a scathing and shameful document and escalated to the Board of Directors. After prolonged negotiation, Keith was able to increase his severance from 6 weeks to 6 months of severance and healthcare. 

He increased the value of his severance from less than $32k to more than $130k, an increase of 308% from his initial offer. Keith achieved a ROI of 7783% on his initial investment with us. 

Keith could not be more pleased with the result or support he received and is able to put this unfortunate situation behind him and look back on his time there proud of what he accomplished.

My favorite cases of all time? 

When clients come to me after having little or no success with an attorney and being told they have no case or there is nothing further to go after. 

Recently I finished an engagement with a client named Nick where exactly this happened. Just so incredibly gratifying and validating. 

Nick is a 55-year-old AE who was terminated after more than 4 years of employment with 4 weeks of severance. 

Nick worked with an attorney for several months and spent $6k to write a letter and negotiate a 2-week increase, slightly more than the retainer to get it. 

Nick’s attorney told him that it is all that he could get out of the case and strongly suggested that he take the offer as he is an employee at will, despite being in his 50s and terminated with no justification. 

Nick reached out to us and wanted to sign up but was concerned that by already working with an attorney would jeopardize our success. 

I told him there are no guarantees but that based on his circumstances he certainly deserved more than the attorney got him and that we take a very different approach. 

Nick ended his engagement with the attorney and worked with us over a 4-month period to eventually increase his severance by more than 400% from the initial offer after the attorney was only able to increase it by 50%. 

I have always positioned my business as a step before an attorney to avoid having to use one. In this case, we were a step after the attorney to avoid bad advice and a horrible outcome. 

Nick could not be more grateful. I could not be more gratified. 

It just amazes me what employees must go through to be treated fairly. Whether it is the employer gaslighting you and screwing you over or that attorney only looking out for their own best interests, the employee has a lot to navigate.

HR threatens to lie to the Unemployment Office regarding cause for termination unless employee signs severance agreement giving up claims to a pipeline worth $300k in commission. 

I only wish this was in writing or he thought about recording the call or transcribing it live. Either way, I'd make the C-Suite aware of the tactics their middle managers use to threaten and coerce employees when they terminate them. 

It is hard to believe the employer is threatening to lie to a government agency to coerce the employee into signing a legal binding agreement that states they were not coerced into signing it. Hmmm. 

Sounds like the employer really wants him to sign that release of all claims. You would be shocked how often this, and even worse underhanded tactics take place every day.

45-year-old CMO isolated and outcast by new CEO, eventually wrongfully terminated with no valid justification and paltry severance. 

I consulted with an impressive marketing leader named Cheryl. She worked for her employer for more than 4 years and had great success throughout her tenure. 

Leading several highly successful high-profile initiatives that added great value to the organization. Cheryl was acknowledged and rewarded for her successes. 

Everything changed when a new CEO was brought in. Almost immediately, he targeted her and treated her differently than the other Executive leaders. 

The CEO avoided her at all costs, refusing to meet with her and having less than a handful of conversations with her in 8 months that she reported directly to him. 

He did everything in his power to make her feel unwanted and unwelcome in hopes that she would get frustrated and she would leave on her own. 

When she didn’t, she was wrongfully terminated with claims of budget issues and ineffective marketing programs, then replaced her with someone else at a higher salary. 

Cheryl was terminated and offered only 8 weeks of severance and two months of healthcare valued at $35k. An insulting and upsetting offer given her role, tenure and accomplishment. 

After just a few weeks of negotiations she was able to increase her severance to $112.6k or 222% more than the original offer. She achieved a ROI of 6110% on her initial investment with us. 

Cheryl achieved what she had hoped for going into the negotiations and was pleased with a quick and successful resolution. 

She received her payout within 45 days from the time she signed up with us, one of the quicker and smoothest negotiations we’ve had. 

It was a pleasure working with her and helping her regain her mojo.

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