Advising leadership teams on how to close the gap between strategy and culture
Our Clients Include
Healthcare & Aging
Caroline Blakely, President and CEO, Rebuilding Together
With THRUUE’s support we reinvented and expanded our service delivery model, increasing our impact across the country and widening the approach to our work. We are now able to serve more people, increase our presence in communities and engage more volunteers around Rebuilding Together’s great mission.”
Katie Sloan, CEO of LeadingAge
THRUUE’s work with our organization was inspiring. They helped us think deeply and courageously. Their approach is provocative and demanding, leading us to think differently about ourselves and the contribution we can make. Our way is paved for an exciting future.”
Kathryn Roberts, Board Chair, LeadingAge and CEO, Ecumen
Working with the THRUUE team gave our Board members the time, space and process to think in ways that opened the future for us. We were able to dream in big and daring ways that will make a significant positive difference for all the people we serve.”
Charley Shimanski, Former President & CEO, Rebuilding Together
Our partnership with THRUUE has been an essential element of our effort to re-engineer our organization’s business model. Their ability to seamlessly weave culture and strategy together helped us immensely. With their valuable and easy-to-understand assessment, we’ve been able to develop a business model that suits our organization’s current and desired culture.”
Wylecia Wiggs Harris, CEO, League of Women Voters of the United States
Daniel Forrester and his team epitomize what is meant by the phrase trusted partners. Their work in helping us examine and navigate the intersection of culture and strategy was instrumental.”
Mitchell B. Reiss, President, Washington College
More than any other consultant I know, Daniel Forrester has a unique ability to help you gain a deeper understanding of the challenges facing your organization, present a range of options, and envision a new way forward for success. He helps you dream with your eyes open.”
Rob Sokol, Director of Strategic Programs, Washington National Cathedral
Daniel Forrester has a gift. I have worked with him while establishing the top priorities at the Library of Congress and more recently, he helped me create the Strategic Plan for the National Cathedral. He is able to quickly tame a crowd and get them aligned and moving in the same direction.”
Angela Celestin, EVP, Chief Human Resources Officer, OneMain Financial
The THRUUE team created excitement and energy around moving our culture from good to great! We started with measuring our post-merger culture and have moved into the development of a new mission vision and set of core values that will help take us to new heights on our journey as one.”
Rob Kaler, Chief Operating Officer & General Counsel at the U.S. Soccer Foundation
In the midst of both a scaling-up mode and a physical move to new headquarters - as well as the associated anxiety that typically accompanies such - we engaged THRUUE for cultural guidance. THRUUE coached our Team through an effective process to match our organization's core values with its bold vision.”
In 2016, LeadingAge (a national association supporting non profit aging services providers) named a new CEO: Katie Smith Sloan. LeadingAge is a successful organization and Katie Smith Sloan recognized the need to capitalize on massive opportunities in front of the organization. She also recognized that LeadingAge would need to address the needs and opportunities inherent in a society’s growing aging population.
How do you help the leadership and board of a historic American college reimagine the language and ideas of their mission? Under the leadership of a new President, nationally recognized Washington College wanted a collaborative process where “safe space” was given to re-examine the words and ideas behind the school and why it exists.
After acquiring another company in 2015, OneMain Financial became the largest brick-and-mortar consumer lender in America, with more than 1,600 branches and 10,000 team members. As the two entities came together, OneMain’s leaders recognized they needed to define the new company’s mission and vision to unite the two cultures. They also recognized that they would need to transform the behaviors across their complex branch-based network to achieve their strategy.
Sutherland Partnership and THRUUE have an ongoing engagement with a major wealth management firm to support the organization’s efforts to build a strong employee culture. Utilizing quantitative and qualitative analytics, we help the business connect its stated principles with the actions and behaviors of its employees and work directly with the firm’s management team and other senior executives to enhance their leadership capabilities.