The material on this site is intended to illustrate what I have done. and through it, what I can do. It gives no clue, however, as to how I go about doing it. For modern business, this business—the how—is at least as important as the what. The how is not what pedigrees and resumes and website algorithms excel at capturing; the how is not what most prospects want you to know much about. No, what matters are the degrees earned, the boxes ticked in triplicate, the names dropped, and of course contributions to the bottom line. These may be important, but my career as has taught me something equally important. Temperament matters. Teamwork matters. Attention matters. These materially influence the workplace environment, client satisfaction, the quality of the work—and the bottom line. My career has also taught me that not everyone believes this.

The How

I believe in doing excellent work for its own sake, and in doing what is necessary to get the job done well. A well-managed [company/project/person] does not employ a zero-sum philosophy; good management means doing everything you can to ensure the success of your colleagues and your subordinates with the confidence that your success will flow from their success, rather than despite it. I believe in helping without the expectation of reciprocity, and in asking for help when it is needed. I believe in giving generously of my time, talents, and expertise in service to doing good work. I believe in fair compensation for good work for all people of all kinds at all levels of an organization. I believe in well-designed processes when they are intended to serve, rather than to hinder, the desired outcome. Aside from overtly criminal behavior, the most destructive force in the workplace is probably gossip, followed closely thereafter by secrecy. Time off is important for well-being and productivity. Both are important, but family is more important than business, and good businesses know this.