Debbie Bing, President and Principal, began at CFAR as a Project Consultant in 1998, became an Associate in 1999, and a Principal in 2006. Her assumption of the Presidency in 2016 represents the shift to CFAR’s Second Generation of Leaders. Debbie is also a member of CFAR’s Board of Directors and co-leads the firm’s Family Business and Owner-led practice group. As a second-generation owner of CFAR, she draws on personal experience in working through the dilemmas of strategy and succession.
Debbie views conflict as a useful starting point for a productive exchange about organizational priorities and performance. She has led negotiation teams in the Middle East and in Eastern Europe, and uses that expertise to help business leaders and executive teams in family businesses, entrepreneurial organizations, universities, associations and foundations to build collaborative approaches to their most pressing business challenges. She is especially skilled at helping clients make decisions and implement change in highly politicized, emotionally charged environments as they manage the multiple pressures of mission, performance, culture, competencies and competition. Her methodology brings all appropriate players into the process of generating options, making decisions, and committing to a plan so that they “own” the solution.
She is an experienced speaker and has presented to groups including the Family Firm Institute, the Council on Foundations, the International Society for the Psychoanalytic Study of Organizations (from which she won The Bridger Award in 2008 for her paper, “Crowding Out the Space: The Weakness of a Strong Leader”), the Northeastern University Center for Family Business, the Healthcare Business Women’s Association and numerous Boston area business groups. In October 2014, Debbie was honored as a Fellow of the FFI, from which she earned both the GEN and Advanced Certificates in Family Business Advising. In addition, she has been published in People & Strategy Magazine, and has had several articles in Family Business Magazine. She is member of the Board of Directors of E4TheFuture, a Fellow of the Family Firm Institute, a member of the international board of the Family Firm Institute, a member of the Professional Advisory Committee of the Boston Foundation, and an adjunct faculty member at D'Amore-McKim School of Business at Northeastern University.
Debbie holds a Bachelor of Arts in Political Science and Peace and Conflict Studies from Haverford College and a Master's of International Law and Diplomacy from the Fletcher School at Tufts University.
Kisha Davis, MD, MPH, a Family physician, is a passionate primary care provider with special interests in chronic disease management. Prior to joining CFAR she served as medical director and continues to see patients at Casey Health Institute, an integrative primary care center Maryland. She served as a White House Fellow at the US Department of Agriculture during the Obama administration. Prior to her Fellowship, she served as a family physician at a community health center serving an ethnically and socioeconomically diverse population.
A Maryland native with strong ties to Gaithersburg, Dr. Davis completed an undergraduate degree in Biological Anthropology from Duke University, and received her MD from the University of Connecticut, where she received the Lyman Stowe Award for humanitarianism in medicine. She completed her residency at the University of Maryland where she served as Chief Resident, and later earned an MPH from Johns Hopkins University. She also completed a fellowship in Integrative Medicine Leadership with Duke University. She has taught medical students from both Johns Hopkins University and the University of Maryland and has traveled on medical missions to Zimbabwe, Honduras, and New Orleans.
She is active in and a former board member of the America Academy of Family Physicians (AAFP). In addition, she is the Immediate-President of the Maryland Academy of Family Physicians.
Barry Dornfeld, Principal, co-leads CFAR's Life Sciences and Higher Education Groups. He has been a strategic advisor to organizations in both the nonprofit and for-profit sectors, and is an expert on organizational change, governance, and collaboration. He draws on his many years of consulting, teaching, and industry experience to help guide clients through complex business issues, develop a strategy for change, and to learn from their experience. Barry also teaches extensively, leading workshops on negotiation, board governance, strategy, influence and persuasion, and organizational change, and leading action-learning programs. He speaks to a wide range of groups in many industries with a focus on healthcare, life sciences, not-for-profits, and higher education, and has taught and spoken in many settings in the US and internationally, including extensive experience with Wharton’s Executive Education division. In addition to his academic positions, Barry has presented to a range of client audiences including the Association for Women in Science, the Harvard Stem Cell Institute, the Association of Strategic Alliance Professionals, and the Temple University School of Law.
Barry's experience as an anthropologist and filmmaker trained him to listen and ask questions, so that he can work with executives in ways that are attuned to their needs, culture, and learning styles, and that help them reach their business goals. These skills help him connect to clients easily, work productively in a variety of settings, and effectively advise and teach executives. His recent work in the life sciences and higher education has focused on ways to help organizational leaders maximize value across strategic partnerships such as those with academic medical centers and medical professional societies. The objective of this work is to optimize the investments in these organizational relationships relative to basic research, clinical research and trials, scientific information exchange, marketing, and educational curricula and programming.
Barry is co-author of The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future, published by PublicAffairs Books in October 2014.
Barry holds a Bachelor’s of Arts in Anthropology and Economics from Tufts University and a Ph.D. in Communication from the Annenberg School of the University of Pennsylvania, and has been a faculty member at New York University and the University of the Arts in Philadelphia.
Nancy Drozdow, Founder and Principal, is a member of both the firm’s Board of Directors and Executive Committee. She leads CFAR’s Family and Owner-led Business practice and has been instrumental in the development of CFAR’s approach to strategy. Nancy is nationally known for her expertise as a thinking partner to leaders, successors, and successor candidates across the family enterprise. Nancy helps her clients creatively identify and test options, and then make hard choices working through the structures, processes, people, and metrics that can enable or stand in the way of productive action.
Nancy is a founder of the Family Firm Institute, a global resource created to provide interdisciplinary intelligence, education, and professional development to educators and professionals serving the family business and family wealth fields. She is an FFI Fellow and served on the organization’s original Board. She is past President of FFI’s Mid-Atlantic chapter. Nancy won the 2012 Richard Beckhard Practice Award from the Family Firm Institute, which annually honors a founding member and distinguished practitioner in the family enterprise field, recognizing outstanding contributions to the field of family business practice.
Nancy has lectured widely on topics such as risk, competition and growth, governance, succession, exit and continuity, and leadership and organization development. Her work and ideas have been published in the business press including Sloan Management Review, Business Week, CEO Magazine, Family Business Magazine, the Journal of Management Consulting, Family Business Review, the New York Times among other publications.
Nancy earned a Bachelor of Arts in History from Penn State University and holds an MBA in Strategy from the Wharton School of the University of Pennsylvania.
Carey Gallagher, Senior Manager, is a member of CFAR’s Healthcare Group and Change Implementation practice areas. Carey is skilled at analyzing organizational dilemmas in complex environments in ways that help people discover common interests, communicate more effectively, and work collaboratively on shared interests. She applies her previous experience in nonprofit development to help leaders more effectively use the positive powers of persuasion and influence to achieve transformative organizational goals. Carey is a strong advocate of the inherent practicality and positive approach that distinguishes CFAR’s change methodology, which helps clients engage and unite diverse stakeholders in small shifts that measurably improve performance and productivity, and foster innovation.
Carey has more than 10 years of experience serving businesses and healthcare, community, cultural, and educational organizations both within firms and organizations and as a consultant. She is an executive board member of the American College of Healthcare Executives Delaware Valley chapter (HLNDV) and serves as an Advisor to the Management Consulting program for the Fox School of Business at Temple University. She has recently published articles about interprofessional collaboration in healthcare in the Wharton Healthcare Quarterly and a report on increasing the effectiveness of small-scale interventions in the Wallace Foundation’s Knowledge Center.
Carey earned a Bachelor of Arts in English from Georgetown University, and holds a Master’s of Business Administration with a concentration in International Business from the Fox School at Temple University.
Jessica Geiben Lynn, Principal, is a member of CFAR’s Owner-led and Family Business group as well as a member of the firm's Academic Medicine group. She has extensive experience working with owner and family led businesses, hospitals and academic health centers, foundations and family foundations, and with boards of directors of both non-profit and owner/founder led organizations.
Jessica believes that organizational differences—when carefully and skillfully managed—can be a productive starting point for the vital conversations that high performing organizations must have on a regular basis. She is particularly interested in the dynamics of top teams facing challenging strategic and operational decisions, and in the close interaction across the boundaries of ownership, leadership, management, friendship or family that make running an owner and/or family-led business particularly complex. Jessica has extensive experience in executive coaching and leadership development, working with individuals and teams to develop skills to maximize performance. Using innovative project and event design, as well as high-level project management skills, Jessica helps organizations build and manage collaborative approaches to their most pressing organizational and business challenges.
Jessica offers highly developed skills in helping leaders and teams collaborate more effectively to meet organizational mission and business objectives, and is a specialist in governance, strategy, and organizational development. Her work helps mission-driven organizations balance commitment to their goals with market realities. Jessica has a deep interest in organizational culture and in the design of effective collaborations within and between organizations.
Jessica serves on the board of The Circle Program, a leadership development and mentoring program for economically and socially disadvantaged girls in NH, and is a member of Granite State Roller Derby. She also serves as captain of her local woman’s softball team, and coaches her daughters’ basketball and softball teams.
Jessica holds a Bachelor of Arts in International Relations (with a minor in Russian language and literature) from Wheaton College, MA, and a Master of Law and Diplomacy from the Fletcher School of Law and Diplomacy at Tufts University. She is an adjunct faculty member at Northeastern University’s Center for Family Business in the D'Amore-McKim School of Business, is a former faculty member at ELAM (Executive Leadership in Academic Medicine) at Drexel University College of Medicine and is a former instructor at Cornell University’s Industrial and Labor Relations executive education program.
Thomas Gilmore, Principal and one of CFAR’s five founders, consults to significant changes in complex organizations, often in connection with leadership transitions. He has written extensively on issues of leadership, large group engagement processes, reorganizations, downsizing and team building.
Originally trained as an architect, Tom brings a different perspective to the process of analyzing organizational problems and drafting solutions. He is an expert at seeing the links between the whole and the elements of an organization—ranging from the business fundamentals evidenced in the hard data—to the psychodynamics among individuals on the executive team faced with tough, far-reaching decisions. His particular specialty is leadership transitions, and he has worked with corporations, universities, liberal arts colleges, foundations, associations and healthcare organizations to help them to seize leadership transitions as a major strategic opportunity to strengthen the organization.
Tom is a prolific writer. It is his natural impulse to extract lessons from the particulars of a client situation and express them in a form that can be shared with other CFAR consultants, clients and the greater world of business thinkers. He is the author of Making a Leadership Change, cited by Frances Hesselbein—former CEO of the Girl Scouts and Founding President of the Drucker Foundation—as “the best book I know on this subject…I use it today—the most helpful gift I know for a leader in transition.”
Tom is a Senior Fellow the Wharton School and in the Leonard Davis Institute of Health Economics, Population Health Associate at the Jefferson School of Population Health, and is a faculty member in the Consulting and Coaching for Change Program offered by Oxford and HEC. He is one of the founders and a member of ISPSO (International Society for the Psychoanalytic Study of Organizations), serving on its board for three years.
Tom earned an A.B. from Harvard University in Roman History and Literature and a Master of Architecture from the University of Pennsylvania.
Larry Hirschhorn, Principal and one of CFAR’s five founders, is a recognized expert on the psychodynamics of organizations, and has consulted to executive teams in a broad range of industries, helping them refine their group process so they can make better decisions. Trained as an economist, Larry's consulting approach is grounded in the realities of the client's business model, their interest in identifying avenues to profitable revenue, and the relationships between behavior, group dynamics and business success. He has developed many of the proprietary tools the firm uses to help clients develop strategy, implement change, and improve collaboration. He is a prolific writer, with four books and many articles in scholarly and consumer business publications to his credit. In 2008, he won the 2008 Eliot Jaques award from the Society of Consulting Psychology for his article, "The Fall of Howell Raines and the New York Times." He is a member, founding member and former president of the International Society for the Psychoanalytic Study of Organizations.
Larry earned a Bachelor of Arts in Economics from Brandeis University and a Ph.D. in Economics from the Massachusetts Institute of Technology. He is an adjunct faculty member in the School of Human and Organization Development at Fielding Graduate University, an affiliated faculty member in the school of Organization Dynamics at the University of Pennsylvania, and a former adjunct professor at the Wharton School. He is the author of The Workplace Within: The Psychodynamics of Organizational Life (1988), Reworking Authority (1997), Managing in the New Team Environment (2002) and Beyond Mechanization: Work and Technology in a Post-Industrial Age (1984).
Christopher Hugill, Senior Manager, is a member of the firm’s Life Sciences practice group. Chris brings an entrepreneurial mindset grounded in sophisticated market understanding as well as diverse cross-industry knowledge to his work at CFAR. Drawing on his experience in higher education, original equipment manufacturing, healthcare IT, and live theater production management, Chris is skilled at creating customized strategic solutions that leverage opportunity in the midst of shifting landscapes. He combines his interest in high quality outcomes with rigorous analytical acumen, financial modeling skills, and market assessment expertise. He is especially interested in working with clients to achieve expectation-defying growth and to foster greater collaboration between team members across a client organization in the service of strategic goals.
Before joining CFAR, Chris was a solutions manager and business analyst for Anthurium Solutions, a healthcare technology solutions company. In this role, he constructed and updated financial analyses and developed pricing and market strategies for Anthurium’s healthcare platform products. Previously, he was a supplier development specialist for Oshkosh Corporation and a Strategic Project Fellow at Babson College, where he was project manager for an overhaul of the performance management system for the College’s employees.
Chris is involved in a number of life science organizations and has planned events for the MIT Enterprise Forum.
He earned a Bachelor of Arts in English from Reed and a Master of Business Administration from Babson College with a concentration in Global Management. He also completed the Business Bridge program at the Tuck School of Business at Dartmouth College.
Katelyn Husereau, Manager, brings a breadth of experience to her work at CFAR. With roots in event management, operations, and marketing, she is skilled in stakeholder engagement, strategy development and execution, and design of educational programming. She focuses on the intersection of the hard and soft challenges facing her clients, attending to how relationships and analytics combine to create successful or not so successful outcomes.
Katelyn was most recently the Assistant Director of the Center for Family Business at Northeastern University. In this role she had responsibility for Center operations, as well as the Center’s program design strategy, where she focused on expanding the educational experience of family business members, increasing participation in Center programs. She also assisted in the facilitation of the Family Business Peer Group that is offered to members of the Center, where family members discuss their pressing issues with peers in a safe and confidential setting. In addition to her work with the Center for Family Business, she supported other centers within the college with budgets, developing funding strategies, and strategic planning. She has presented to several family business classes at Northeastern University and at the 2015 Global Family Firm Institute Conference.
Katelyn holds a Bachelor of Arts in Mass Communication and Marketing from Franklin Pierce University, as well as Certificates in Meeting and Event Management and Advanced Management Studies, and a Master of Business Administration all from Northeastern University.
Linda May, Principal, is a member of CFAR’s Healthcare group, and has focused on the development of CFAR’s change implementation methods and tools. She has helped a broad range of healthcare, foundation and corporate clients design and work through messy, complex change initiatives.
Linda is particularly adept in settings where people feel overwhelmed or stuck. Her logjam breaking optimism is one of her strongest project management skills—as is her ability to tap into the natural rhythms and drivers of the client setting. Trained both as a journalist and an anthropologist, Linda sees patterns and themes where on the surface others might see only isolated events.
Linda is an experienced presenter and has spoken with clients before audiences including the University HealthSystem Consortium, the American Hospital Association, and the Institute for Healthcare Improvement.
Linda holds a Bachelor of Arts/Plan II Honors Program from the University of Texas, and a Ph.D. in Anthropology from the University of Pennsylvania.
Malachi O’Connor, Vice President and Principal, has worked for more than 20 years with senior executives in a broad range of for-profit and non-profit organizations. He works with leaders to implement systemic changes that strengthen cultural values while measurably improving performance and productivity. He has worked in many industries, including health care and life sciences, insurance and financial services, foundations, and higher education. He is co-leader of the firm’s Life Sciences practice area, and has contributed significantly to the development of CFAR’s change methodology.
Trained as an ethnographer, Mal helps organizations meet the challenges of changing behavior in the service of new strategic imperatives. This makes him particularly attuned to how people think—to why and how differences matter, and to the impact those differences have on achieving desired results. He works with clients to harness the often-tacit beliefs and assumptions of employees, managers and leaders, working with—rather than against resistance—to generate improved performance. His work has included strategy and system-wide strategic change, board and executive development, team building, mergers and acquisitions, restructuring, performance management and the business case for cultural diversity.
Mal is an experienced speaker and meeting facilitator. He has spoken to both large and small executive audiences in corporations, trade associations, executive education programs, and industry and other business groups. Some of these include The Conference Board, the American College of Healthcare Executives, ELAM, The Healthcare Business Women’s Association, The National Center for State Courts, Yankee Alliance, the American Pediatrics Association, as well as the leadership teams of numerous CFAR clients.
Mal holds a Bachelor of Arts in English Literature from Fairfield University, and a Ph.D. in Folklore and Folklife from the University of Pennsylvania. He is a member of the International Society for the Psychoanalytic Study of Organizations, ACHE Massachusetts, the American Folklore Society, and NEHI, and is a faculty member in the Program in Organizational Consultation at the William Alanson White Institute.
Lynn Oppenheim, Principal, is one of CFAR’s five founders and is a member of the firm's Board of Directors. She has more than 25 years of experience in consulting across a range of issues and clients. She is known for the breadth of her experience, her pragmatism, and her respect for deeply held client values. While she has worked in many industries, her recent work has focused on academic medicine, whose leaders face numerous challenges including support for their most talented contributors despite declining funding, providing the highest quality of education, and balancing integrated care in tertiary and quaternary care environments. She has experience with the broad spectrum of issues these complex organizations often face relating to strategy, quality improvement, change implementation, and collaboration. A scientist by training, Lynn is dedicated to helping organizations build capacity and speed innovation while meeting business demands and fulfilling mission. Her particular skills include strategy with top teams, in which she helps leaders assess options and set direction; initiative design, in which she guides clients on how to pull people and resources together to effectively support change efforts; and executive coaching, in which she works one-on-one with leaders facing critical decisions.
Lynn has spoken before a wide range of client audiences including the American Association of Medical Colleges, the Healthcare Business Women’s Association, ELAM, and the Healthcare Leadership Network of the Delaware Valley (ACHE chapter).
Lynn holds a Bachelor of Science from Cornell University’s School of Industrial and Labor Relations, an M.B.A. from the Wharton School of the University of Pennsylvania and a Ph.D. in Psychology from the University of Wisconsin.
Ashleigh Reeves, Manager, has over 10 years of experience in strategy, project management, and high-priority cross-organizational efforts. Ashleigh has directed a host of multi-unit change initiatives that evaluate and streamline organizational systems and structures, while simultaneously acting as a representative on large, system wide efforts aimed at process improvement and policy change. She works with her clients and team members to “act their way to new thinking,” building the infrastructure for new ways of working and producing faster, more effective results, as well the skills and organizational supports to remain adaptable in the face of future demands.
A skilled facilitator, she has led large group events and conferences, where diverse stakeholders brought their perspectives to the goal of enhanced client and team member experiences. She has also created communication and implementation plans, led execution and training, and developed metrics to evaluate the performance of new business projects.
Ashleigh holds a Bachelor of Arts in Psychology from Wake Forest University and a Master of Arts in Organizational Psychology from William James College (formerly Massachusetts School of Professional Psychology).
Tim Schanne, Manager, brings a broad range of experience in the development and execution of strategy to his work at CFAR, including strategic alliance management, strategy execution and project management. His focus in his work on strategic alliances has been on the working relationships between individuals on leadership teams in partnerships, enabling successful realization of strategic objectives such as licensing agreements, deal evaluations and acquisitions. He brings a strong ability to assess a client’s business challenges, as well as insight into the behavioral and cultural changes needed for the organization to succeed.
Most recently Tim was director of strategic alliances for SMART Technologies Corporation in Canada, known for its development of the Smart Board interactive whiteboard. At SMART, Tim supported the company’s diversification into the corporate world by helping to build a strategic alliance with Microsoft and by generating M&A deal flow. The alliance with Microsoft’s Skype division opened a door for both parties into the corporate meetings market. Tim’s work in M&A deal generation was targeted at accelerating SMART’s presence in the global construction industry. Previously he held a number of positions at The Advisory Board Company, where he helped grow the organization’s client pool, improve product innovation, source strategic alliances, and support client efforts to succeed in strategy execution. Tim’s experience includes work for pharmaceutical, engineering, software and financial firms.
Tim holds a Bachelor of Arts in Germanic Language and Literature from the University of Kansas, and an MBA in Finance and Accounting from Columbia Graduate School of Business. He holds a Project Management Certificate from the Project Management Institute and CA-AM Certificate from the Association of Strategic Alliance Professionals. He is a Lean Six Sigma Black Belt, President of the Alumni Association of Big Brothers Big Sisters Philadelphia, and a member of Undine Rowing Club in Philadelphia.
Jennifer Tomasik, Vice President and Principal, heads CFAR’s Healthcare Practice and is a member of the firm’s Executive Committee. She is skilled at creating and directing processes that solve complex organizational challenges and ensure sustainable strategy execution. Her approach blends qualitative methods and quantitative analytics, with an emphasis on communication and collaboration, enabling people to discuss their most pressing issues in a safe and productive environment. She is a recognized expert at large group event design and facilitation.
Jennifer has worked in the health care sector for two decades, and is deeply knowledgeable about public health, health policy, clinical quality measurement, strategic planning, governance, organizational and cultural change and interprofessional collaboration. She believes that the challenges facing the industry today require the input and commitment of all of its diverse players, many of whom do not understand each others' interests and, as a result, have trouble collaborating and communicating effectively. She is proficient at bringing these stakeholders together in ways that bridge the organizational and professional boundaries that often impede productive dialogue and strategic change.
Jennifer is an experienced speaker and author, and has presented to numerous client audiences including the American College of Healthcare Executives, the Association of American Medical Colleges, the American Hospital Association, and the American Organization of Nurse Executives, among others. Her published work has appeared in the Wharton Healthcare Quarterly, Healthcare Executive, the American Journal of Medicine and several books focused on population health and healthcare management. Her most recent publication, Lessons from the Field: Promising Interprofessional Collaboration Practices, was produced as the result of a Robert Wood Johnson Foundation project that she led to identify effective interprofessional collaboration practices that improve patient-centered care.
Jennifer is a Fellow of the American College of Healthcare Executives. In 2011, she won the Regent Award for Early Careerist from the American College of Healthcare Executives Rhode Island, where she currently serves as the President of the Board. She is also the President of the Board of Trustees of the French American School of Rhode Island. Jennifer earned a Bachelor of Arts in American Studies from Tufts University and holds a Master of Science in Health Policy and Management from the Harvard T.H. Chan School of Public Health.
Caleb White, Senior Consultant, specializes in the complex strategic and operational issues facing today’s organizations. He draws on his experience as a high impact leader in both privately-held and large public companies, at different stages of development and across multiple industries. This includes leading his sixth-generation family business, Ensign-Bickford Industries, Inc. Caleb brings both personal and professional insight to leadership and governance dilemmas facing clients.
As a member of CFAR’s Owner-Led business practice, Caleb’s work is driven by an ability to create strategic value: identifying investment/acquisition opportunities, strong P&L acumen, and dedication to building a culture of operational excellence. From his experience in his family’s business, he is also particularly attuned to high stakes shareholder issues and complex multi-generational family business dynamics.
Prior to joining CFAR, Caleb was President and CEO of Ensign-Bickford, a privately held portfolio of diversified manufacturing companies, where he furthered expansion and spearheaded nearly ten acquisitions helping transform the portfolio into new areas. He is now a member of its Board of Directors. Caleb also serves as a Director of Axiam Inc. and Brokers International, and has been a member of numerous not-for-profit boards throughout his career, including St. Mark’s School of Southboro, MA and the Eugene O’Neill Theater Center, which was founded by his father.
Caleb received his MBA from Northwestern University/Kellogg Graduate School of Management, and his BA in East Asian Studies from Yale University.
A former client of CFAR, Dr. Victoria Rich, PhD, RN, FAAN, is now Senior Consulting Healthcare Executive to CFAR. She is recognized for her leadership in healthcare, business and nursing education, most notably for her pioneering work in patient safety and cultural diversity. She has developed numerous leadership and patient safety initiatives for healthcare systems both nationally and internationally.
A fellow in the American Academy of Nursing, Dr. Rich is former Chief Nurse Executive and Associate Executive Director at the University of Pennsylvania Medical Center. She was co-leader and innovator with Chief Medical Officer, Patrick J. Brennan, MD, in the development of the Penn Medicine Blueprint for Quality and Patient Safety. One component is an interdisciplinary model of care in which a physician, nurse leader and quality project manager provide unit leadership. Dr. Rich is an associate professor of Nursing Administration in the University of Pennsylvania School of Nursing.
Dr. Rich chairs the Steering Committee of the Pennsylvania Action Coalition, led by the Pennsylvania State Nurses Association to advance the Future of Nursing campaign launched by the Institute of Medicine and Robert Wood Johnson Foundation. Dr. Rich is the 2013 recipient of the American Organization of Nurse Executives (AONE) Prism Diversity award and was featured on the cover of the national magazine Nurse Leader June 2013 issue. She is director for a variety of endowed projects, and has received the National Leadership Award for Hospital Pharmacy Clinical Effectiveness from the Voluntary Hospital Association, and distinguished alumni awards from the University Of Pittsburgh School Of Nursing and the Indiana University of Pennsylvania. She is a Virginia Henderson Fellow for International Sigma Theta Tau. Dr. Rich is an active board member for a variety of healthcare organizations, and director of a number of endowed projects.
Dr. Rich has consulted worldwide on patient safety and nursing leadership practice. She has been a visiting scholar for schools of Nursing in the US and in Japan, China, Qatar, England, Switzerland and Botswana. She serves as a consultant for the American Nurses Credentialing Center, helping healthcare facilities earn Magnet designation.
Dr. Rich earned her BS in Biology and BSN from Indiana University of Pennsylvania. She received an MSN and PhD in Nursing Administration from the University of Pittsburgh.
Alida Zweidler-McKay, Senior Affiliate, has been a consultant and coach since 1996, helping clients tackle business challenges, building skills, and improving relationships. She helps clients deepen their understanding of the current situation, find creative solutions and implement them effectively. One-on-one coaching focuses on individual leader development, while team and organizational projects typically focus on clarity of roles, alignment of goals and flow of information within and across teams to improve decision-making and productivity.
Alida served as Senior Manager at CFAR from 1999 through 2004, with specific focus on working with senior executive and middle management clients to align day-to-day practices with business strategies.
Alida’s specialties include team consultation and coaching to improve alignment, decision-making and performance; as well as one-on-one coaching for on-the-job leadership skill-building. Alida’s clients include Fortune 500 and mid-sized companies, including family-owned businesses, in a diverse number of sectors, including petrochemical, engineering and construction, aerospace, consumer products, financial services, pharmaceutical and medical supply, foundation, academic medicine, medical practices, universities, not-for-profits, direct services, and government agencies.
Alida earned a Bachelor of Arts in Sociology from Swarthmore College and holds a Master’s of Business Administration in Finance and Organizational Change from the Wharton School of the University of Pennsylvania.
organizations to go to the next
level—not to fix a known problem,
but to redefine. They give you a
new lexicon, new language and
new ways of thinking."
Part of this curiosity springs from the diversity of our consultants’ academic training and interests, which ranges from economics to psychology, public health, anthropology, systems engineering, business strategy and communications. Building on an academic heritage that values inquiry and integrity, we ask tough questions using structured, carefully crafted tools, and work hard with our clients to uncover realistic and accurate answers. We test our methods and ideas in real world applications, and invest in continuous research and methodological improvement. We believe deeply in learning, and are committed to equipping our clients with the skills and insights to sustain change and increase organizational adaptability once our work is complete.