MINDY GEWIRTZ, PhD

115 Broadway New York, NY 10006 ♦ Tel: 212 972-7400 ♦ www.wjmassoc.com

a Areas of Expertise:

Executive Coaching

Coaching Skills for Executives

Leadership Development for high-potentials

Facilitation

Team Development

Change Management

Transition Management

Professional Experience: Collaborative Networks International, President

GLS Consulting, Managing Director

Special Projects to President, Malden Mills

Industries, Inc. (global manufacturing)

Led EBC-Emerging Business Collaborative in

Boston

Executive Team member, Non-profit Agency both

in Albany and Boston

Adjunct Faculty, Boston University

Education: Post Doc, ODHRD, Organizational Development,

Human Resource Development, Boston Institute

of Psychotherapy

PhD., Organizational Sociology, Boston

University

MSW, SUNY Albany

BA, Psychology and Education, Brooklyn

College, Phi Beta Kappa

Professional Affiliations and Certifications: MBTI Certification

HOGAN Leadership Assessments Certification

Board Certified Diplomate Licensure

LICSW, Licensed Independent Clinical

Psychotherapist, NASW

Who’s Who American Women

Boston Facilitators Roundtable

Greater Boston OD Network

Sample Book Chapters:

“Network Weaving OD Strategies in 24/7

Cultures,” in Workplace Temporalities, Elsevier.

“Sustaining Top Leadership Teams,”

Collaborative Systems Field Book, Josey-Bass.

Teams Malden Mills Industries Theory,

Implementation, and Measurement of

Critical Success Factors,” Developing

High Performance Work Teams, ASTD.

Background:

Mindy Gewirtz, PhD has 25 years of demonstrated success in coaching

executives and leading teams in ways that drive business performance and

promote innovation. Her global experience includes guiding large-scale

systemic change and designing and facilitating leadership and team

development programs.

Mindy’s philosophy is that a discovery, assessment and intervention structure

to the coaching process accelerates and sustains behavioral change.

Executives discover how others view them, and develop self-awareness

through feedback from 360 interviews and psychometric tools. This feeds

into the assessment process, and informs their individual, strategic

development plan. During the exploration and intervention phase, executives

develop emotional intelligence, and practice productive ways to respond to

their individual and environmental “triggers.” Mindy has recently introduced

“buddy coaching” to her clients to sustain change after the close of the

coaching engagement.

Clients say that her warm, “strengths-based,” and results-focused coaching

style, provides a dynamic leadership “crucible,” for leaders to experiment

and practice new behaviors. They emerge with greater personal resilience and

improved interpersonal skills. Leaders strengthen their ability to think

strategically, influence across the silos, and harness the organization’s

collective intelligence to better anticipate, innovate and accelerate change.

Mindy has coached and provided leadership and organizational development

services to hundreds of leaders in corporate and non-profit clients such as

Citibank, EMC, MITRE, Teachers’ Retirement System of NYC, Evergreen

Solar, Malden Mills Industries, Goulston and Storrs, Robert Wood Johnson

Foundation and Riverdale Senior Services.

Client Results: Led with three partners and six associates, a multi-year organizational

transformation engagement, as a devastating fire, had demolished core

capabilities of a global manufacturing organization. Mindy et al, redesigned

the traditional hierarchical structure into a team-based organization, and

facilitated Operations, Executive and Divisional teams. Mindy worked with

the Union leaders, coached GMs, the HR Director, and Leadership Team

members. She assisted in the transition into a 24/7 manufacturing

organization. The result was not one union grievance throughout the

process. An independent ROI report concluded that process contributed

significantly to the $400,000 ROI.

Coached high-potential leaders in a governmental agency to increase inner-

confidence, executive presence, and improve their influence and team

leadership skills across the organization. Executive management reported

experiencing significant leadership-oriented behavioral changes. This built

confidence in their bench strength as part of their succession plan.

Co-led a six-day Coaching Skills workshop for Non-Profit Executives. The

MBTI and Hogan assessments and individual coaching complemented the

three-month process. In the spirit of learn one-teach one, each executive

coached a high-potential in their agency. The quantitative and qualitative

results reported by an independent evaluation group concluded that the

program was outstanding and life-changing, while increasing the

executives’ own leadership skills.