cfar_team_consultant_smith_todd

Todd Smith

Principal

Tel: 215-320-3219

Cell: 612-300-4199

tsmith@cfar.com

Todd Smith, Principal, is a seasoned consultant who has worked with family and owner-led business for over two decades in the areas of governance, education, strategy, and communication improvement. With a large and diverse client list spanning numerous industries, Todd brings deep experience in strategy, process improvement, and organizational alignment to his client engagements.

Todd’s unique perspective has been honed over hundreds of engagements with large and mid-sized family enterprises. In addition to working as a family business consultant, Todd served as EVP of Strategy & Governance within a complex multi-generational family office. He understands the complexity of working with numerous advisors from various industries, having coordinated such groups through large company sales, real estate management changes, trust company restructuring, and a variety of related projects.

He is a skilled facilitator, able to adapt quickly to a variety of business and interpersonal challenges as they arise. He enjoys assisting families in successfully managing the competing demands of running a thriving business enterprise while maintaining family cohesion and ensuring longevity.

Prior to focusing on family businesses exclusively, Todd spent many years consulting with Fortune 100 companies in the areas of strategy and process. His desire to provide a more meaningful impact within his clients led him to take a role managing the consulting practices for Eide Bailly LLP for many years, during which time he served a diverse and successful group of family business clients.

Todd has a BA in Political Science and Government from Minnesota State University, Moorhead.

PUBLICATIONS

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Building the New Management Team – Chapter 10

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Accelerating Systemness Through Shared Vision and Culture

, , culture healthcare organizational-change-and-alignmenttomasik
087

Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions

, , , healthcare leadership-succession wharton-healthcare-quarterlyhugill tomasik
086

Briefing Note: Board-Staff Dynamics and Natural Entry Points for Connection

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085

The Important Role of Strategy in Leadership Transition

, , , , healthcare leadership-succession strategy-development-and-implementation wharton-healthcare-quarterlyhugill tomasik
084strategy-development-and-implementationcfar-team
083

Organizational Learning and the Leadership Skill of Time Travel

, , leadership-and-top-team-development organizational-change-and-alignment strategy-development-and-implementationgilmore
082

Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

, family-enterprises-and-owner-led-businesses leadership-successioncfar-team
081

Governance Refresh for the Future

, , governance healthcare wharton-healthcare-quarterlytomasik
080

Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

, , family-business-magazine family-enterprises-and-owner-led-businesses next-generationhusereau
079

Tapping the Potential of Healthcare’s Workforce Crisis

, , , healthcare wharton-healthcare-quarterlygallagher pradarelli tomasik
078

The Workforce Crisis is an Unignorable Moment for Healthcare

, , healthcare wharton-healthcare-quarterlygallagher pradarelli
077

The Value of Coaching in Academic Medicine

, , , , coaching healthcare leadership-and-top-team-development wharton-healthcare-quarterlydornfeld tomasik
076

Affirming Post-Acute Leadership

, , , , healthcare leadership-and-top-team-development wharton-healthcare-quarterlygallagher mahan tomasik
075

Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

, , , , associations consulting healthcare wharton-healthcare-quarterlydornfeld tomasik
074

Calibrating Culture for a Healthcare Merger

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073

Opportunities Within “Adaptive Recovery”

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072

What Leaders Can Learn From Feeling Like A Middle

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071

Strategic Alignment for New Initiatives

 

, healthcare wharton-healthcare-quarterlygallagher
070

Family Meetings Move Online

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069

What Doesn’t Show Up on the Bottom Line Counts

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068

The Gold Medal

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067

Riding the Tiger: Preventing Company Leaders From Failing

, boston-business-journal leadership-and-top-team-developmentlevin
066

Effective Business Leaders Know Change is a Constant

, boston-business-journal organizational-change-and-alignmentlevin
065

Business and Community: A Valued Partnership

, boston-business-journal non-profitlevin
064

Building Relationships Boosts Company Morale

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063

One Hundred Years and Still Rising

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062

“Creating Pull” for Patient Ownership of Care

, healthcaregallagher tomasik
061

Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

, , healthcare wharton-healthcare-quarterlygallagher tomasik
060

Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

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059

Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

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058

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

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057

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

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056

Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

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055

Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

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054

A Roadmap for “Superconducting” Healthcare Organizations – Part 1

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053

Part 3: From Patient to Partner – Making Room for the New Provider Role

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052

Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

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051

From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

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050

Build a Family Social Contract That Will Strengthen Succession

, , , family-business-magazine family-enterprises-and-owner-led-businesses leadership-successionbing smith
049

Matching Donor Interests with Problem-Centered Academic Programs

, higher-education-and-research strategy-development-and-implementationhirschhorn
048

Developing a Shared Language for Shared Work — Collboration in Interprofessional Teams

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047

The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare

, , , healthcare organizational-development wharton-healthcare-quarterlygallagher tomasik
046

Where is the “I” in Team? Why Collaboration Matters in Healthcare

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045

Creating Value Together—Collaboration Between Physicians and Administrators

, , , healthcare organizational-change-and-alignment wharton-healthcare-quarterlygallagher tomasik
044

Joint Ventures: A Fast-Track Strategy for Growth

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
043

Family Firm Institute — Interview with a Founder: Drozdow

family-enterprises-and-owner-led-businessesdrozdow
042

Learning from the Crisis

, healthcare wharton-healthcare-quarterlydornfeld
041

Action Learning—Improving Organizational Performance through Team Learning

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Briefing Note: Strategy Planning vs Strategy Making

strategy-development-and-implementationcfar-team
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Differences a Day Can Make

non-profitgallagher
038

Culture as a Strategic Asset in Healthcare

, , , culture healthcare wharton-healthcare-quarterlydornfeld tomasik
037

Propulsion: Turning Strategy Into Action Quickly – Superconducting Part 4

, , strategy-development-and-implementation wharton-healthcare-quarterlygallagher tomasik
036

Pointers for Leaders in the Pandemic

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035

Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy

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034

Lessons from the Field: Promising Interprofessional Collaboration Practices

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The Artful Work of Governance

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032

The Challenges of Strategy and Leadership in Higher Education

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031

The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments

, , healthcare strategy-development-and-implementation wharton-healthcare-quarterlytomasik
030

The Importance of Linking Leadership Succession, Strategy, and Governance

, , , governance leadership-succession non-profit strategy-development-and-implementationgilmore
029

The Power of Negotiating in a Family-Owned Business

, family-business-magazine family-enterprises-and-owner-led-businessesbing
028

The Power of “Small Leadership”

leadership-and-top-team-developmentgilmore
027

Leading in a Virtual Reality

, , , leadership-and-top-team-development wharton-healthcare-quarterlygallagher helzner tomasik
026

Managing in the New Team Environment – Introduction

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025

Making a Leadership Change – Part 1 Overview

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024

Creating Systemness: Eight Practices to Make Integration Work

, , , healthcare organizational-change-and-alignment wharton-healthcare-quarterlyoppenheim tomasik
023

Creating a Culture of Value – Part 1

, , , culture healthcare wharton-healthcare-quarterlygallagher tomasik
022

Coaching 2.0

, , , coaching healthcare wharton-healthcare-quarterlylevin tomasik
021

Mindfulness and Executive Education

higher-education-and-researchgilmore
020

Ideas in Philanthropic Field Building

, non-profitgilmore hirschhorn
019

Developing Healthcare Leadership in Turbulent Times

, , , healthcare leadership-and-top-team-development wharton-healthcare-quarterlydornfeld tomasik
018

Developing Leaders in Turbulent Times

leadership-and-top-team-developmentgilmore
017

 Making the Bet on Population Health Pay Off: Realizing “Systemness”

, , , , healthcare organizational-change-and-alignment wharton-healthcare-quarterlygallagher oppenheim tomasik
016

Creating Sustainable Change Through Backcasting

organizational-change-and-alignmenthirschhorn
015

 Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2

, , , , culture healthcare wharton-healthcare-quarterlygallagher oppenheim tomasik
014

Children’s Reactions to Stress

levin
013

Tools for Effective Transitions Using  Large Group Processes

, organizational-change-and-alignmentbing gilmore
012

The Softer Side of Governance

governancedrozdow
011

What is Continuity?

family-enterprises-and-owner-led-businessesdrozdow
010

Imagined Conversation

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
009

 The Emergence of Family Enterprise as a Global, Multidisciplinary Field

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
008

 Avoiding “Governance Creep:” Time to Reconsider Your Governance Structure?

governancedornfeld
006

 The CORE Collection

, , , , corebing dornfeld drozdow smith tomasik
005

 How to Face Philanthropy’s Hardest Question

, , family-business-magazine family-enterprises-and-owner-led-businesses non-profitbing
004

 The Moment You Can’t Ignore: Introduction

, culturedornfeld oconnor
003

 How to Manage Behind the Scenes Power Players

, family-business-magazine family-enterprises-and-owner-led-businessesbing
002

 The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose

leadership-and-top-team-developmentbing
001

 Beyond Structure: Planning for A Future – and a Family – That You Can’t Predict

family-enterprises-and-owner-led-businessesbing

Consultants

cfar_team_consultant_bing_debbie

Debbie Bing

cfar_team_consultant_gallager_carey

Carey H. Gallagher

cfar_team_consultant_husereau_katelyn

Christopher Hugill

cfar_team_consultant_levin_richard

Richard Levin

cfar_team_consultant_pierre_daphnie_

Eliza Orleans

cfar_team_consultant_white_caleb_e

Alex Steenstrup

cfar_team_consultant_white_caleb_e

Tom Bonner

cfar_team_consultant_gilmore_thomas_v1

Thomas Gilmore

cfar_team_consultant_husereau_katelyn

Katelyn Husereau

cfar_team_consultant_miller-paul_sara
Sara E. Miller
cfar_team_consultant_pierre_daphnie_

Daphnie Pierre

cfar_team_consultant_tomasik_jennifer

Jennifer Tomasik

cfar_team_consultant_white_caleb_e

Connor Champigny

cfar_team_consultant_helzner_megan

Megan Helzner

cfar_team_consultant_white_caleb_e

Jessica Hutchison

cfar_team_consultant_miller-paul_sara
Victoria Nessen
Jason Pradarelli

Jason Pradarelli

cfar_team_consultant_white_caleb_e

Paul Walters

cfar_team_consultant_dornfeld_barry

Barry Dornfeld

cfar_team_consultant_hirschhorn_larry

Larry Hirschhorn

cfar_team_consultant_white_caleb_e

Erin Konkle

cfar_team_consultant_oconnor_malachi

Malachi O'Connor

cfar_team_consultant_white_caleb_e
Iman Qazi
cfar_team_consultant_white_caleb_e

Caleb E. White

cfar_team_consultant_drozdow_nancy

Nancy Drozdow

cfar_team_consultant_hirschhorn_larry

Lauren Howard

cfar_team_consultant_portnof_daniel

Tina Le

cfar_team_consultant_oppenheim_lynn

Lynn Oppenheim

cfar_team_consultant_smith_todd

Todd Smith