We have an extensive network of resources and consultancies. Click the names below to see our team bios.
Evan is a founding member of Metamorphosis Management Group; he’s also worked with Schaffer Consulting, Pro-Active Learning, and Pilot Consulting. His professional passion is working with people to bring new businesses and ideas to life.
Signature ventures have included developing and implementing a successful start-up medical equipment distribution company; helping to start up a new boat-building company on Boston Harbor (launching the first sailing vessel on Boston Harbor in 75 years); and supporting several small manufacturing businesses to bring new products and businesses to market. He’s helped:
Most recently, he’s helped a systems-integration company in the energy-management industry to chart a growth path; the financing arm of Toyota to develop, articulate and extend its employer brand to achieve competitive advantage in its labor markets; and a private-equity funded spin-off from GE to set in place an effective global organizational structure.
Evan’s experience has included senior executive roles within several Fortune 500 firms, most recently as head of Global Quality for Cabot Corporation with responsibility for product and process quality corporate-wide; he’s also worked in senior roles within financial services (for Fleet Financial Services, now part of Bank of America). Before moving into consulting, he worked with IBM, Dexter Corporation, and Shawmut Bank. He’s also played pivotal roles within several small-company start-ups. Evan started his career in information systems with GE, within the Information Systems Management Program, where he supported systems “customers” in getting more value from their systems investments.
As a management consultant, Evan has worked “client side” on several multi-year engagements with McKinsey & Company; for more than five years as a principal with Pro-Active Learning, Inc.; for 10 years as an affiliate of Robert H. Schaffer & Associates, and briefly with Price Waterhouse Coopers. He has a BS in Industrial Engineering and a BA in Liberal Arts from the Pennsylvania State University; and an MBA from Yale University’s School of Management.
His practice over the last few years has focused on helping organizations generate results quickly in:
With partners, he’s been a speaker at several conferences, and written on innovative approaches for generating better business results. He’s taught at the university and professional level at Tufts, the State University of New York, the Cornell School of Industrial and Labor Relations (see http://bit.ly/CornellILRImplementingChange), and – in 2009 – at the University of Pennsylvania’s Wharton School.
At Wharton, for the Executive Education Advanced Management Program, he designed and delivered a unique team development program to senior international executives which complemented a leadership model from the Authentic Leadership Institute (for more information on Wharton’s AMP, see http://bit.ly/WhartonAMP).
He’s a member of the Westchester (NY) Business Council, and the Institute of Management Consultants.
Jim began his career in the corporate communications field, producing corporate presentations, meetings, and videos for the automotive, financial services, and pharmaceutical industries. He graduated in 1982, from Penn State University’s College of Business; then began his career as an Account Executive with a regional corporate communications production company based in Princeton, NJ. There, he cut his teeth in executive-level sales, and immediately set about building relationships and contacts in the automotive, financial services, and pharmaceutical industries, many of which thrive to this day. Jim has a reputation for maintaining long-term relationships with clients that evolve over time with changing issues, markets, and technologies. Companies like BMW |and Wyeth-Ayerst, with whom Jim worked in his first year in business, have remained clients some 20 years later.
Jim used this experience to gain his first insights into organizational learning and performance improvement. Teaming with his employer and his clients, Jim produced critical meetings, training programs, videos and other media. A three-year stint with the nation’s largest retail automotive advertising agency in Albuquerque, NM rounded out his understanding of markets, messages, brands, people and the complex relationships between them.
Jim entered the training and development arena to stay in 1990, working for and helping to start several firms providing corporate training, systems support, and incentive/recognition provider. He served as Account and Project Manager, Instructional Designer, and did Program Development, Delivery and Facilitation. He has developed or managed instructional programs in nearly every medium imaginable including seminars/workshops, self-study programs, interactive multimedia, CBT, online learning, and special events (e.g., sales meetings, launch events, training/recognition events).
His prime goal is to work with organizations to provide knowledge, skills, structure and performance capability to the right people, at the right time, in the right way.
Katy Paul-Chowdhury works with MMG, and is the founder and President of The Change Agency. As a consultant, she is passionate about helping leaders generate unprecedented levels of impact and success in their organizations. Specifically, she works with senior executives through to mid-level change agents, to achieve measurable results and build capacity for major performance improvement and large-scale strategic transformation.
Using a range of proven tools and processes (including Schaffer’s Rapid Results and GE’s Workout models), she collaborates with clients to plan and orchestrate a significant organizational change, and adapt to the evolving realities of each unique situation. For Katy, the best part of the work is helping change agents build skills and confidence, and achieve greater success and acclaim in their organizations. This focus on people’s growth and success is at the heart of every consulting, coaching and training engagement.
Much of her experience was gained over ten plus years as a management consultant, and later partner, at Schaffer Consulting (Stamford, CT). There, she worked with organizations in the healthcare, financial services, manufacturing, and mining industries, on a range of strategy, performance improvement, and leadership development projects. She has extensive experience in helping companies integrate their acquisitions, and loves working with clients to navigate the scale and complexity of these dramatic organizational events.
In addition to providing independent consulting, coaching and training services, The Change Agency partners on an affiliate basis with Schaffer Consulting (Stamford, CT), Pilot Consulting (Crested Butte, CO), and Acquisition Solutions (Stamford, CT).
Katy is also an Assistant Professor at the Ivey Business School, teaching consulting- and research-related courses in the MBA and MSc programs. As a teacher, she is committed to preparing students for the complex realities of consulting work, managing uncertainty, imagining and creating the future, working effectively in teams, and developing new knowledge.
As a person, she is a student of wellbeing and happiness, the evolution of human consciousness, the flourishing of our highest potential, creativity, and sustainability. The values and energy inherent in these interests infuse and inform her approach to change.
Katy holds a BComm from Queen’s University (Kingston, ON), and a PhD from the Ivey Business School at Western University (London, ON).
John W. Pancoast works with MMG, and is founder/ Managing Principal of Acquisition Solutions, a firm focusing on post-acquisition integration excellence with corporate and private equity platform buyers of middle market companies. He has spent the last 20 years specializing in C, most of this work with Schaffer Consulting. He has guided post merger integration projects at numerous large and mid-sized companies and he has extensive experience working with Finance, Human Resources, Procurement, and IT leaders to reduce the cost and increase the strategic contribution of corporate functions, often streamlining these functions after years of growth by acquisition.
John began his consulting career with Hayes/ Hill, a marketing and strategy advisory firm that became part of Towers Perrin in 1986. During this period, he worked with numerous overseas corporations to assess US markets to identify potential market entry or acquisition strategies. Some of the organizations he served included Daikin Corporation, Frederich Deckel, and UCIMU, the Italian Machine Tool Manufacturers Association.
Beginning in 1990, John was a consultant and later partner with Gunn Partners, a firm that served leaders of corporate functions, such as Finance, IT, Procurement and Human Resources, with industry benchmarking, process reengineering and functional strategy development throughout the 1990s and beyond. Some of the organizations he served in this capacity include American Express, CNA Financial, Citicorp, Gillette, Thomas Lipton, Mobil, Praxair, Simon & Schuster, The Thomson Corporation, U. S. Cellular, Unilever and Union Camp.
In 2006, after spending several years as an affiliate of the firm, he joined Schaffer Consulting as a Partner. During his time there, John worked with senior corporate executives on a variety of projects focused on transformational change and post acquisition integration. Clients during this period included Bard Medical Division, Bausch+Lomb, The Gannett Company, Grupo Industrial Saltillo, Grupo Progreso, ING Wealth Management, The Mentor Network, Merck, Metronet, Mohawk Fine Paper, Tele Atlas and TomTom He again became an independent affiliate of Schaffer Consulting in 2014.
John earned his M.B.A. degree at Harvard University and holds an A.B. with distinction in economics from Dartmouth College.
Margaretta Noonan founded noonanWorks after lengthy management experience with global Fortune 500 companies in the retail and professional services industries. She has a proven ability to identify issues in complex organizations and implement effective solutions.
Prior to becoming an entrepreneur, Ms. Noonan was the Executive Vice President and Chief Administrative Officer for Hudson Global, Inc, a worldwide recruitment and staffing company. Before joining Hudson, Ms. Noonan was the Senior Vice President of Global Human Resources at Monster Worldwide, Inc., the parent company of Monster.com. Her career in the retail sector included senior level roles at Lord & Taylor, Kohl’s, Best Products and Thalhimers (Carter Hawley Hales Stores).
During her corporate career, Ms. Noonan participated in the leadership of a high growth organization (Kohl’s), an acquirer of more than 100 firms (Monster), a Chapter 11 bankruptcy (Best Products), a company closure (Carter Hawley Hale), and a successful public-company spin off (Hudson).
Ms. Noonan’s television appearances include CNNfn, Extra!, the Oxygen network and interviews with print media such as The Wall Street Journal, Fortune, Business Week, Working Woman Magazine. She has spoken at the Leadership Summit of the Legal Marketing Association, the International Quality & Productivity Center, Columbia University Graduate School, and the Global Summit of Women, among others.
Her professional and civic affiliations have included Harvard University’s John F. Kennedy School’s Women’s Leadership Board, the Board of Directors for the Volunteer Consulting Group (Chair of the Governance Committee), the Global Summit of Women (member of the International Planning Committee) and Enterprising Women Magazine (advisory board)
A runner, cook and devoted “puppy mom” to Lulu, Ms. Noonan meditates regularly, scuba dives when she can and loves to read the great literary classics.
Donald Mick is a management consultant with more than thirty years experience helping executives and teams meet challenging business goals. His experience spans the life cycle of business transitions from strategy definition through implementation. Don has also held a variety of management positions in financial services and technology firms, including six years in the Labor Relations function at Aetna, introducing innovative programs. He also served as the EEO officer for this 40,000-employee organization.
The scope of Don’s work includes mergers, recovery after failed mergers, defining and implementing new spin off companies, global process alignment and major restructuring to improve customer service and relationships. His mission is to help organizations overcome the difficulties of a significant change – to achieve measurable breakthrough results consistent with a long-term strategy and collaborative team-based practices. Don focuses on helping executives and high performance teams achieve the clarity and commitment required to meet stretch goals. Skills that clients say they value are: effective listening, value-add synthesis, communication, flexibility, and personal values like persistence and collaboration along with an ability to help map out the practical actions that are required to achieve success.
Some examples of his work include:
Don has authored numerous articles on business redesign, including the self-study course entitled “Using Technology To Achieve Change”, published by the American Management Association. His client list includes Aetna, Agilent, AT&T, ATMOS Energy, Bausch & Lomb, Blue Cross of California, Charles Schwab, Compaq, Friends General Conference, Hewlett Packard, McGraw Hill, News Corp, PG&E, Rogers Communications, South Carolina Electric and Gas and Viacom, among others.
Don has a BA from Rowan University and a Master of Divinity from the Rochester Center of Theological (Crozer).
Dr. Edward Marshall works with MMG, and is President/ Founder of The Marshall Group; he serves as a strategic consultant, trusted adviser, and change facilitator for senior leadership of Fortune 500 as well as medium-sized businesses. He is best known as a pioneer in the field of collaborative leadership and culture change, and has led hundreds of leaders and teams through results-based collaborative change.
Dr. Marshall is an expert in assessing business, team, and organizational needs, and in facilitating initiatives that result in high trust leadership cultures, bottom line results, and sustainable growth. Edward is an adaptive change agent with numerous success stories in leading organizations through culture change, reorganizations, IT software systems, business process redesigns, and mergers – resulting in increased productivity and optimized performance. He specializes in working with virtual and matrixed organizations, helping them build trust for high performance.
Edward is also a cross-functional leader and facilitator who interfaces comfortably with diverse stakeholder groups to foster consensus-based alignment and shared vision. He’s an award-winning innovator and thought leader who has worked with over 150 senior leadership teams at top national and global companies to produce measurable results that align with strategic goals.
Finally, he is a Duke University Certified Business Coach and American Management Association best-selling author.
Greg Collins is a management consultant, leadership coach and strategic advisor who helps clients develop growth strategies and build teams capable of implementing those strategies to achieve sustainable revenue and profit growth. His work focuses on developing and implementing strategies that deliver the results his clients have agreed are critical to their businesses.
In his strategy development work, Greg utilizes a fact-based problem solving approach that relies on the classic strategy tools used by firms like McKinsey and Bain. In his strategy implementation work, Greg places significant emphasis on enhancing the effectiveness of his clients as individual contributors, as managers, and as leaders. He uses a variety of Organization Development (OD), Adult Learning, and Coaching perspectives, tools and frameworks; and he pays close attention to the language people use as a lens on the way the organization and its people avoid, accept or confront difficult issues.
To facilitate true strategic change and improve a client’s effectiveness at delivering sustainable growth, Greg generally works with an organization’s leaders and leadership team concurrently as he views aligning the members of the client’s executive team as a critical step in clarifying and then implementing any strategy. In doing that work, one of his roles is to help his clients develop a compelling “case for change”, a case that is sufficiently compelling to challenge both the conventional wisdom held by his clients and the status quo of their culture. Another role is teaching the members of the client team to hold themselves and others in the organization more accountable.
Every client is unique. And while Greg has found a number of frameworks and models to be helpful in a variety of client settings, he listens to the problems and issues presented by each client, observes the interpersonal and group dynamics of the team, and then selects material specific to each client situation. The people with whom Greg has worked speak highly of his collaborative, high energy style and the way he gets people to engage with one another in developing and then implementing their strategy.
Greg’s diverse experiences enable him to appreciate the context within which his clients operate and to engage in substantive discussion about real day to day operating or managerial issues and assist clients in delivering quarterly and annual results while simultaneously keeping an eye on longer term issues such as succession planning and leadership development that impact the on-going processes of strategy refinement and implementation, With this dual focus on the short term bottom-line and bigger picture long-term strategy, Greg enables his clients to generate competitive strategies and to set them into motion with challenging goals and follow-through processes that maximize the probability of a successful implementation
Greg holds the belief that most consulting and coaching provides little lasting value to the client organization because most consultants and coaches don’t sufficiently appreciate the context within which the team or the business operates. One outcome Greg seeks to deliver in all of his client systems is an appreciation on the part of his clients that leadership is an active and dynamic process that has the power to enhance or harm their organization’s ability to both develop and implement any strategy.
What differentiates Greg from most “strategy consultants” is his operating background and his focus on helping his clients deliver tangible results, his facility with both classic strategy and OD tools, and his ability and willingness to take a contrarian point of view as a means of getting difficult issues out in the open. An important component of many growth strategies is acquisitions; and Greg has extensive experience in acquisition support and has developed a robust model and set of tools to assist his clients effectively integrate acquisitions. He is also well versed in most aspects and phases of developing and running a business; his clients appreciate his operating background and his ability to “walk in their shoes.”
His clients are both publicly and privately owned, and range from small start-ups to Fortune 50 companies. A partial list of clients includes: Pfizer, Intermagnetics General Corporation, Motorola, Cadbury Schweppes, Sumitomo Heavy Industries, Energizer Holdings and Seven Cycles.
Greg holds a Master’s degree in Public and Private Management from the Yale School of Management and a Bachelor’s degree in Economics from Cornell. He has also done coursework in Change Leadership and Adult Learning with the faculty from Harvard’s Graduate School of Education.
We admire people and organizations that readily embrace worthy challenges and seek to make a difference.
Our goals are continuously focused upon building long-lasting, mutually valuable relationships with those who want to thrive, redefine their business, create new relationships, reach new customers and change the world.
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