Expertise
Managing Partner, Dr. Jeb Hurley is an organizational consultant, coach, and expert in cross-cultural team dynamics. He is passionate about improving people’s lives at work by helping executive leaders accelerate behavior change to solve their most formidable team and culture challenges. With over thirty years of experience in the tech industry, including multiple startup founder, CEO, and global VP/GM roles, Jeb has extensive leadership experience in developing teams and coaching leaders.
Jeb’s early career experiences have given him a deep understanding of the negative impact of poor leadership on well-being, productivity, performance, and the transformational power of capable leaders. Frustration with leadership and team development programs that produced little evidence of a positive impact on performance motivated him to dive deeply into team dynamics. He aimed to give new leaders the skills and tools to succeed in today’s multicultural, team-oriented workplaces.
Through his research, Jeb found a more holistic approach to improving team and organization effectiveness by blending behavioral science, organizational psychology, and software technology. He helps leaders and their teams become highly skilled at building trust, collaborating better, and solving complex people challenges to achieve breakthrough performance.
Read about Jeb’s impact on people and organizations in the case studies below.
With over 20 years of experience leading hybrid and remote product, technical service, and development teams, Elena is an expert in the entire product lifecycle. Her technical expertise ranges from JavaScript, Ruby on Rails, and React to security and various infrastructure and support elements. Elena’s extensive experience and skills are a valuable asset to any organization or team she works with.
Case Studies
The Problem: A 200-person engineering division spread across multiple countries and sites was suffering with mediocre engagement and performance ...
The Problem: An IT managed services and cyber security consultancy was experiencing rapid organic growth. In addition, they recently completed their first
The Problem: After years of rapid growth, a large division of a global IT company was struggling to maintain sales momentum. Silos
The Problem: An all-remote Dev Ops company was rapidly moving toward an IPO in the coming year. They had grown rapidly in
The Problem: The profit engine in the printing equipment business is consumables but for several years the channel sales teams across Asia
The Problem: A technology company was experiencing greater than 30% attrition of university graduates within the first 18 months of employment.
The Problem: The vision was to transform the book and magazine publishing and printing industry across Asia-Pacific from analog to digital production.
The Problem: Several large industrial customers of a global IT company were struggling with slowing growth, higher than planned costs, lower revenues, and disappointing ROI on new equipment.
The Problem: Digital imaging technologies were poised to rapidly transform the commercial imaging industry. The global market leader faced significant internal resistance
The Problem: A 20-year-old software company had a large customer base, slow growth, and an executive team that had become comfortable in