The CEO, COO, and CFO of an east coast HUD-regulated not for profit organization required additional leadership skills, and help to strengthen the 250-person organization.  The organization was faced with multiple initatives to drive longer term growth while simultaneously meeting short term profitability pressures.


 Symptoms of management weaknesses were an ill-defined corporate culture, some unchecked poor behaviors and management's inability to take decisive action in solving them, and poor alignment between workforce strategies and business strategies.

Denise Cooper assessed the CEO using a state of the art 'critical thinking' tool and supplied the Board with a full report and recommendation.  After individual coaching for the CEO, COO and CFO, as well as teaching 21 senior and mid-level managers, the team implemented new priorities, delegation strategies and specific management behaviors.


Denise also project managed the installation and upgrade of a Human Relations Information System to capture and track employee performance and operationalize the desired changes to alter the culture and positively impact the organization's performance.  Her relationship with the CEO continues to this day.