Connecting Talent to Value.

In this era of exponential change, we need a new approach to talent.

Perform

increase your asset's performance

Boost performance with the right talent in key roles.

Reduce

lower talent risk across your organization

Increase returns and reduce talent risk in Private Equity.

Elevate

raise the chro role for your organization

Change the work of HR to meet today’s challenges.

Inspire

let sandy inspire your organization

Sandy connects with audiences and inspires results.

Connecting Talent to Value

If you’re a CEO, chances are somewhat slim that you know exactly which roles in your organization are absolutely critical to realizing your company’s value agenda, who you have in them, and how well they are doing. Often CEOs believe their job is to set direction and strategy, to orchestrate execution and manage performance. Talent is largely the domain of human resources and the CHRO; value is predominantly the domain of finance and the CFO. Or are they? Rarely do we three C-suite leaders—the CEO, CFO and CHRO—come together to flag the specific roles in our company  that drive value. And even if we do, it is even more rare that we monitor the incumbents in those specific roles for their contributions to value, their level of engagement, and their capacity. Yet their contributions are what we are relying on to secure our performance today and make future growth possible.

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Leading in an era of disruption and exponential change.

Disruption is everywhere, and growth has gone exponential. To ride this wave of turbulence, new ways of working are essential.  How do CEOs and business leaders achieve results when the world outside is changing at an exponential rate? To begin, we must break away from the traditional hierarchical structures and old approaches to talent management that currently define our organizations. CEO's and business leaders must take an active role in connecting their talent and organizations to value.

An inflection point for Human Resources.

Significant change is underway in HR due to the new demands of this exponential era. In the past, the HR function dealt with servicing the people in an organization and partnering with business leaders. When change was linear this approach worked well, when done well. In order to keep pace, avoid disruption and outperform competitors, HR must take a leadership role in driving change and capturing value. 

Learn more in this interview with McKinsey&Company.