About

Sarah Bodner, Managing Director

Dr. Sarah Bodner well understands the pressure of guiding an organization through a rapidly changing environment. She is an influential systems thinker who operationalizes the critical link between employees, corporate image, and the business strategy. She utilizes a holistic approach to craft leadership and employee engagement systems, and drives brand reputation and transformation from the bottom up.

Sarah is a purpose driven leader who takes great joy in finding and developing talent, establishing high expectations, providing needed resources, and getting out of employees’ way so they can achieve greatness.

Skilled at both innovation and execution, she is able to connect with all levels from the C-Suite to frontline employees. Her consulting skills allow her to utilize her knowledge and insight while working hand-in-hand with members of the organization to create the best possible future.

She is passionate about making things better and works to positively impact processes, culture, communities, revenues, and the customer experience.

Credentials:
Ph.D. and M.S. in Industrial/Organizational Psychology. Dr. Bodner has publications in the areas of empowering leadership, team-based support systems, and collaborative work systems.

Roots:
A very proud Texan who spent a large chunk of her childhood in South America. After living in 3 nations, 3 states, and 11 cities, Sarah loves whatever place she finds herself in.

Areas of Expertise:

  • Change Management, Culture Building
  • Employee Communications & Engagement
  • Talent Planning & Development, Coaching & Facilitation
  • PR & Media, Crisis Avoidance & Management, Reputation Management
  • Community Leadership, Philanthropy, Economic Development, Relationship Building

Business Impacts:

  • Positioning of a siloed, hierarchical, static organization to be more adaptable in a radically changing business environment.
  • Transition of internal mindset to be customer focused and more competitive by refocusing the culture around engagement, collaboration, and accountability.
  • Integration of all external touch points to increase customer perceived value of product and tolerance of price increases.
  • Creation of new internal systems and external communication channels to reverse years of mistrust, repair damaged relationships, and re-establish a positive brand.
  • Re-engineering of talent management philosophy and framework to meet the needs of the large parent while retaining adaptability for subsidiaries.
  • Restructuring of process and decision flow to address quality control issues and stem extensive business losses to competitors.
  • Shifting of leadership and control paradigms to transform a newly divested organization into lean, agile, efficient stand alone company.
  • Aligning of marketing, philanthropy, community relations, and economic development to win new customers and grow revenues.