Dana is an organizational psychologist and leadership coach known for improving the workplace through facilitating learning and associated organizational change. His global business and leadership experience includes 24 years of achievements managing professional service teams, conducting strategic marketing, and leading complex business strategies in the technology industry. Dana currently delivers Leadership coaching and consults to organizations focused on transformational change, drawing on first-hand experience addressing the kinds of strategic and tactical challenges his clients experience daily.
- Senior Program Manager, Tibco Software
- Business Development Executive, Progress Software
- Director, Strategic Marketing, Actional
- Director, Education Services, BroadVision
Education & Training
- Psy.D., Leadership Psychology, William James College
- M.A., Organizational Psychology, MA School of Professional Psychology (now WJC)
- B.A., Sociology, Bates College
- Stanford Certified Project Manager, Stanford University
- Organizational Development
- Women in Leadership
- Company Culture
- Mission Vision & Values
- New Managers at High Growth Startups
- Founders and C Level Executives
- Leaders in Multinational Companies
- Experienced Managers in Leadership Positions
- Engineers Building Their Management Experience
- Dana has been characterized as a teaching or counseling coach. He values sharing tools and frame works that clients can explore to determine what will best address their unique challenges.
- Dana blends his understanding of organizational culture and group dynamics into his coaching work. He believes understanding a client’s context is critical to providing them with his best work. By starting with a client’s “why” and then moving to “how”, Dana has witnessed how they can approach personal change positively and become better leaders.
- In his sessions, Dana uses a strength based adaptive process of establishing trust and clarifying assumptions. Through inquiry and listening, he collaborates to identify and determine agreement on challenges, a course of action, and a follow-up process. His method avoids bias inherent in any leadership model in favor of peer reviewed coaching, leadership and organizational research.