​Before founding C3 Transformation, Bob spent over two decades in senior leadership development and internal consulting roles. He led corporate leadership development at a Fortune 100 company and spent more than a decade at Johns Hopkins University advising senior leaders, faculty, and administrators from inside the institution. That experience shaped how he works.

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Bob understands the pressures leaders face when authority is shared, priorities compete, and decisions carry political and relational consequences. He knows what it means to advise from the inside, not comment from the outside.

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How I Work

My role is not to fix people or deliver generic leadership training. I work as a trusted thinking partner for leaders navigating complexity, conflict, and high-stakes situations where judgment matters.

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Clients often bring me in when something important is not working, but addressing it publicly feels risky. The work focuses on helping leaders see what is actually happening, determine what deserves attention, and take thoughtful action that protects trust rather than eroding it.

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This work is conversational, reflective, and action-oriented. Discretion is essential, and confidentiality is treated as a professional obligation, not a courtesy.

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What Clients Experience

Clients describe my approach as calm, grounded, and practical.  I focus less on performance theater and more on helping leaders exercise judgment: when to act, when to wait, what to address directly, and what to hold.

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The work is conversational, reflective, and action-oriented.  We pay close attention to relationships, power dynamics, and context—because in complex systems, how something is done often matters as much as what is done.

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Discretion is essential. I take confidentiality seriously and work in a way that protects both the leader and the institution.

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​A Note on Fit

​​This work is best suited for leaders and organizations who value thoughtful partnership, discretion, and depth. It is not designed as a corrective intervention, a performance improvement tool, or a quick fix. Engagements are structured, contained, and designed to support both the leader and the organization.