As General Manager of NLI’s North American operation, the focus of my role is two-fold:
The end-to-end customer experience
Inter-team and/or systems related projects and processes to enable and streamline growth
I see the role of General Manager as one designed to evolve with the changing needs of the company and one designed to stay the same in terms of constantly and consistently making sure we all have the tools we need to do our jobs to the best of our abilities.
Prior to NLI, I worked alongside the CEO and Founder of an Israeli-headquartered software services start-up (read: fast-paced, dynamic environment) that grew from twenty-five people in one country into an international firm with six hundred employees in six countries (while remaining agile and customer-centric).
8 years operations management (full P&L for 20-250 employees)
8 years leading organizational development
10 years HR (from start-up with 25 to global presence with 600 employees)
IMPACT: 22% jump in employee engagement between 2016 and 2018 SCALE: 4,700 managers worldwide SPEED: 1 year *** As you’ve been reading in our ongoing blog series, Culture Change: The Master Class, NLI’s approach to culture change consists of two
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