Boards have deep expertise in audit, financial oversight, and strategy. What's often missing is an advisor who can thoroughly assess the organization's largest asset and risk: its people.

I’ve spent decades learning how leadership works: who gets chosen, why some succeed while others fail, and what organizations really need from their people to perform well.

As Vice Chairman of Korn Ferry, I was a founding member of the firm's CEO Succession Practice, an industry-leading model that changed how companies approach CEO transitions. I also launched Korn Ferry's Execution Accelerator initiative, helping leaders execute strategy by optimizing talent.



I was a board member at The Chef’s Warehouse (NASDAQ: CHEF), where I led the Compensation Committee as the company grew from about $300 million to $4 billion in revenue. I have also served on advisory boards for nearly a dozen growth companies over the last 20 years.

The Secretary of the Army appointed me to the Army Science Board, where I advised on talent strategy for the U.S. Army. In the nonprofit sector, I’ve been the founding chairman of Father Flanagan’s Boys & Girls Town of New York, past chairman of the Saint Pio Foundation, and president of the West Point Society of New York.

This range — public company boards, growth-stage advisory boards, government advisory service, and nonprofit governance — is why I bring something most board candidates don't: a working, cross-sector view of what makes leadership and talent decisions succeed, because I’ve been in the room for all of it.

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