Vice-chairman, Korn/Ferry Intl.
Company Info: Korn/Ferry Intl.
Web site: www.kornferry.com
Address: 1 Sansome St., 32nd Floor, San Francisco, Calif. 94104
Advice: Adopt an open and honest approach to problems and opportunities. Be confident in your knowledge and abilities, but don't be afraid to admit what you don't know. Be a great communicator, internally and externally. Adopt a collaborative approach to solving business problems and taking advantage of strategic opportunities, and surround yourself with the best people you can attract. Make the development and retention of those people one of your highest priorities.
Qualities sought in emerging leaders: Integrity, humility, candor, track record, values, ability to develop and sustain high-performing teams.
Sector specialization: Consumer goods and services, health-care services, financial services, industrial products and services
Job function specialization: Board members, CEOs, CFOs
Geographical Focus: N/A
Companies I often recruit for: Confidential
Favorite historical figure: Ronald Reagan. He had character, tenacity, conviction, and a sense of humor that enabled him to defuse a crisis and bring balance, pragmatism, and common sense to even the tensest situation.
Education: Brown Univ., BA, 1966
Languages: English, Spanish
Employment history: Korn/Ferry International, Vice-Chairman, 2004 to present; Spencer Stuart: Worldwide CEO, 1996-2000; Co-COO, 1994-96; Managing Director—North America, 1987-94); Managing Director—Northern California, 1985-87; Russell Reynolds Associates, Managing Director—Northern California, 1979-85; Alexander & Baldwin, Group Vice-President, 1977-78); Falstaff Brewing: President and COO, 1976-77; Division President, 1970-76; Brand Manager, 1968-70; Assistant Brand Manager, 1966-68
Other interests: (former) Automobile racing
Professional/Membership Affiliations: Board, Jobs for America's Graduates; Board, Strategic Partnerships; Board, California Workforce Investment Board
Experience in executive search consulting: 29 years
High Profile Placement: Pacific Telesis CEO (David Dorman), 1994
Other paths I might have pursued: Corporate CEO
The global business trend that will most influence corporate performance in the future: Talent management (on a global scale). Increasingly, talent is becoming one of the most important assets for corporate CEOs (recruiting, development, and retention). Boards and investors are becoming increasingly interested in the talent bench and how companies are managing it. Developing, motivating, and retaining top talent will become one of a CEO's biggest challenges as the demand for talent increases and the supply becomes more scarce, due in great part to demographic trends, the deteriorating educational outcomes in the U.S., and the undeveloped supply of labor in China and India.