SCANNER FREEMONT / Data Analyst
Freemont is responsible for the digital conversion of survey responses while adhering to strict quality standards set forth by its managers. Freemont began its career at TruScore in 1996 as a Data Analyst and quickly became pivotal to TruScore's success. As the years passed, Freemont has slowly matured into part-time Data Analyst while also holding many positions in the work environment including On The Floor, On The Empty Desk, and Hold The Door (AKA Hodor).
RON SACCHI / Master Coach
A former Operations Manager in the High Tech Industry, Ron Sacchi brings decades of leadership and management experience to the organizational development and the executive coaching arena. An energetic thought-leader with a track record of success in all areas of Human Capital development, he has consulted and coached managers in start-ups, joint-ventures, high tech, pharmaceuticals, and media. Because of his business acumen and creative approaches to behavioral change, he is respected in the HR community specifically for the ability to direct, motivate, influence and inspire leaders to improve performance.
Holding an MBA from Saint Mary’s College, Mr. Sacchi is also licensed in various management, leadership and psychological profiling tools.
CARLANN FERGUSSON / Master Coach
Carlann inspires leaders to reconnect to their individual purpose and lead with contagious energy. She ensures leaders gain deep self-awareness and eliminate self-sabotaging behaviors. Her guidance is based on coaching, training and selecting hundreds of executives across diverse companies as well as her own journey into the executive ranks.
Carlann is the author of the highly acclaimed book The Insightful Leader: Find Your Superpowers, Crush Limiting Beliefs and Abolish Self-Sabotaging Behaviors (Praeger, June 2018). She holds a master’s degree in Industrial-Organizational Psychology. Her thirty years of experience include leadership roles in Fortune 500s, the private sector, and the U.S. Government. Carlann has been a featured guest on ABC News Radio, Wharton Business Radio and has been cited in CBS MoneyWatch, International Business Times, Newsday and Workday.
DR CHUCH MELTZER / Master Coach
Dr. Chuck Meltzer is a Master Coach and President of the SynTECGroup, an organizational development consulting firm. As an executive coach, he draws on his training at a doctoral level in psychology, direct senior management experience and management consulting with a wide cross section of industries. He has developed an extensive series of strategies to assist leaders in creating organizational wide and personal change. Dr. Meltzer has a decade of direct senior management experience and 20 years’ experience functioning within his consulting and coaching practice. His coaching approach is solution focused and time framed. Based on determined goals, a personally customized approach to the process has enabled his clients to realize sustainable change in a manner that allows them to enhance their effectiveness and success as leaders within their organization.
Dr. Meltzer is certified and a master trainer in several coaching assessment tools that he employs within his practice.
ERIN HIRSCHLAND / Master Coach
Erin is an organization development expert with nearly two decades experience serving organizations of all sizes across industries on a broad range of issues. Working with leadership teams, she helps articulate an actionable vision and corresponding values, connecting these to organizational strategy, execution and results. Her tools of choice include senior team retreats, one-on-one executive coaching and proven survey and related instruments.
Erin’s additional expertise includes designing employee selection systems, developing performance management tools that increase performance across the organization over time and employee and customer experience metrics. An effective facilitator and coach, Erin works with leaders and their teams to build trust, commitment and results.
She holds a Bachelor of Arts degree in Psychology from the University of California, Santa Barbara and a Master of Arts degree in Industrial/Organizational Psychology from the University of Colorado.
SONYA D HAMILTON / Senior Assessment Consultant
Sonya is a Senior Assessment Consultant at TruScore with over 24 years of experience designing and delivering 360 feedback solutions and providing 360-based coaching, training and interpretation.
Sonya has extensive experience working with Managers and Leaders, guiding them through the feedback and development journey and providing insights and direction to help maximize their impact within the organization. Sonya’s areas of expertise include 360-based coaching, 360 data analysis and interpretation, Train-the-Trainer certifications, facilitation, survey & questionnaire design, and the design and delivery of assessment programs.
Sonya has a Bachelor’s degree in psychology and a Master’s of Science degree in Industrial & Organization Psychology from Springfield College with a specialty in Counseling and Psychological Services. She is a Master Trainer for TruScore and the Clark Wilson Task Cycle surveys receiving a Certificate of Achievement in “How to Train a Trainer”. In addition, Sonya is certified to administer a variety of other psychometric instruments including employee engagement and organizational instruments as well as the line of Hogan Personality Assessments.
KAYLEY MOTZ / Assessment Advisor
Kayley draws on her extensive customer service background to provide clients with prompt, quality support. In her role as Assessment Advisor, Kayley works to ensure clients’ needs are being met. She assists in project set up and management, as well as processing and quality checking feedback reports. Kayley also aids in the execution of the day-to-day responsibilities of the production team, such as coaching session scheduling and tech support.
CRYSTAL HUGHES / Assessment Advisor
Crystal leverages her extensive background in Industrial-Organizational (I-O) psychology as she manages the day-to-day operational and tactical aspects of multiple and large scale projects for TruScore.
Crystal assists clients with setting up and managing feedback projects, and serves as the point of contact throughout the entire process. She quality checks feedback reports, and provides tech support when needed.
ELLIE SOLOMON / Assessment Advisor
Ellie manages project implementation for the entire 360 assessment feedback process and ensures that each client’s unique needs are met on time and in an efficient manner. Ellie consults with clients who use TruScore’s off-the-shelf Task Cycle® instruments as well as providing hosting solutions for clients using their own survey content, including custom processes and reports. She helps clients navigate through the TruScore® survey hosting software, having literally written the handbook that several clients are using.
She coordinates and implements all translation efforts, including soliciting bids, managing timelines, providing files to the translation companies, implementing translations for the web pages, and testing.
ULLA WESTERMANN / Software Engineer
Ulla uses her years of experience as a software engineer to maintain and add new features to TruScore's applications. She also helps with customizing feedback reports based on client needs.
HANK CURTIS / Business Development Manager
Hank manages and assists in the analyzing, planning, research, and development of TruScore’s objectives and strategic plans in order to achieve business opportunities, growth, and financial profitability.
Hank drives the expansion of TruScore’s direct sales, establishes relationships with TruScore’s clients, identifies clients, and keeps up-to-date on industry trends and client developments.
TAYLOR BRANTON / Bookkeeper
Taylor is responsible for managing payroll and employee fringe benefits programs, in addition to organizing company gatherings and outings. Taylor oversees day to day accounting needs as it relates to client invoicing, accounts payable, and general compliance requirements. She also has a hand in month, quarter, and year end reports and works closely with the CEO and CTO to furnish details necessary to make accurate business projections and decisions.
KURT BLAZEK / Design Director
Kurt uses a unique blend of strategic thinking with dynamic executions to create TruScore’s visual and interactive design. He is responsible for creating, evolving, and sustaining the company’s brand to internal and external stakeholders through multiple mediums. He oversees all of TruScore’s digital strategies, along with the implementation of social media tools and techniques.
Kurt leverages TruScore’s marketing and messaging information to identify, evaluate, and apply methods to maximize the effectiveness of the search campaigns across all of the major search engines. He tracks and measures the ROI of search engine rankings, direct print, and marketing websites.
JOSH SHEETS / Chief Operations Officer
Josh is responsible for all day-to-day aspects of managing the operations and various functional areas including business development, sales and marketing, client delivery, vendor relations, human resources, and IT.
Josh helps to ensure outstanding customer service, and the administration of long-term and day-to-day business processes that complement the delivery of high quality, innovative customer-focused survey tools, assessments and hosted survey offerings.
TOM KUHNE / Managing Partner and CTO
Tom joined TruScore in 1995 and has served in a number of roles, including Data Analyst, IS Manager, and VP & CIO. In his current role as Managing Partner and CTO, Tom is the driving force behind TruScore's technology vision for the present and the future. He manages all aspects of TruScore’s information systems, ensuring all systems meet the highest functionality and security standards.
Tom enjoys working hand in hand with clients and partners to make sure TruScore® delivers the technology and advancement that has become expected of it as a leader in the online assessment marketplace.
DEREK MURPHY / Chief Executive Officer
Derek joined TruScore in 1996 and has served in a number of roles, including Data Analyst, Operations Manager, and President & COO. In his current role as CEO, he is responsible for planning and implementing the strategic direction of the company. In addition, Derek is involved in product development and overseeing the day-to-day business operations for TruScore.
TruScore founder Dr. Daniel Booth, a pioneer in the field of assessment of leadership and management skills, served as a mentor to Derek for more than a decade. During this time, Derek became certified on TruScore’s full line of management and leadership assessments. He currently uses these skills to lead content debriefings with customers and partners on a regular basis.
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written by Morag Barrett – Founder and CEO of SkyeTeam
None of us achieve success alone, the world of work is probably the biggest team sport any of us will ever take part in, and yet, at times, it can feel like our coworkers are on the opposing team rather than playing on the same side and for the same company. Relationships matter.
When mistakes happen, goals are missed, and when careers derail, it’s not usually about a lack of competence or expertise. It’s usually because of mismanaged relationships. The quality and health of our professional relationships has a direct impact on the output of our work, our morale and motivation, and in some cases our reputation.
written by Morag Barrett – Founder and CEO of SkyeTeam
None of us achieve success alone, the world of work is probably the biggest team sport any of us will ever take part in, and yet, at times, it can feel like our coworkers are on the opposing team rather than playing on the same side and for the same company. Relationships matter.
When mistakes happen, goals are missed, and when careers derail, it’s not usually about a lack of competence or expertise. It’s usually because of mismanaged relationships. The quality and health of our professional relationships has a direct impact on the output of our work, our morale and motivation, and in some cases our reputation.
This is especially apparent in times of transition; when you are moving from one role to another, promoted to a new leadership level, or joining a new organization. While effective leaders and managers are at the heart of every successful organization, many companies still operate a ‘sink or swim’ approach to development and don’t provide support during critical transitions. This becomes even more apparent as we move through our careers. With experience and seniority comes the (false) assumption that “you’ve been doing this long enough, you’ll work it out”. I’m sure you will, but at what cost?
When it comes to success in a new role the statistics are not pretty. Research and articles consistently report that the ramp up time for leaders moving into a new role averages six months. Think about your last promotion, how did you prepare yourself for your new responsibilities? What support did your company provide?
It is apparent that every leader will make mistakes along the way. With a little care and attention, and investment in your development, you can help transition into your new role more quickly, preventing not just a potential financial loss, but also damage to your reputation.
I spent fifteen successful years in the commercial finance industry, where the focus was entirely on business strategy, the bottom-line. Numbers ruled the day. The mantra was “It’s not personal, it’s just business.” However, what I quickly observed was that the successful companies, teams and leaders, those that not only achieved but exceed expectations, were the ones that focused not on the numbers alone, but also on their people strategy, on cultivating winning relationships.
Cultivating winning teams, employees who are engaged and pulling in one direction is not just a nice thing to have. It’s a business imperative. It’s a personal imperative. We’ve all worked with people that we dislike or find irritating and frustrating to be with. The person whose ego is so large the office has to install double doors to get their head through, the colleague who just can’t stop talking; about anything but work, or someone who seems to carry the weight of the world on their shoulders and seeks to share their complaints with any and all.
On the other hand, I am sure you have experienced professional relationships that embodied the partnership approach. A colleague who went out of their way to help you to succeed, who collaborated and shared information to ensure individual and business goals were achieved.
A winning workplace relationship doesn’t just “happen” by chance – and neither does an ineffective one. Successful leaders nurture their relationships.
Do you need to nurture your professional relationships?
Take a minute to write down the three critical goals you must achieve in the next few months. Next to each goal, write down the names of your coworkers who can directly impact and help your success, or potentially undermine it.
If you realize that you are part of a relationship that isn’t as a productive as you need, don’t panic. You can turn this around. Whatever the reason for why you find yourself where you are, you owe it to yourself to make the first move to effect change.
Here are four steps that will help you to cultivate winning relationships across your organization:
Develop – Make sure to focus on developing relationships across the organization, the horizontal relationships with your peers, and not just the vertical relationships up and down through the company. Seek out opportunities to get to know the people around you as people, not just at the transactional level of “can you do this for me…?” You may be surprised at just how connected you may be when you take the time to ask a few questions and listen to their response.
Adjust – As you transition to new leadership levels the advice and input you need from others will likely change. Moving to a new role or leadership level is the opportunity to re-evaluate your network. Take the time to identify where you may need to supplement your network with advisors who can provide a different perspective. You may need to recalibrate other relationships. For example, if you are now managing people who were your peers, don’t assume that everyone perceives the need for change in the same way as you do. Make the implicit explicit.
Work – Ask for help and input from your colleagues, you may just receive a suggestion you hadn’t considered! By asking questions your coworkers become vested in your success. Understand what you can do to help ensure your success, and share what you need and expect from others to support the goals of you and your team.
Share – In my book, I talk about the concepts of Generosity and Abundance, one of the four elements of an Ally. The most successful people are the ones who share their network and expertise; they give more than they take. Make introductions, share your wisdom and build a reputation for being the go-to person.
Finally, stay in the game, and if necessary, change your game. There is so much at stake – for you and your team. To be a successful leader, remember, that business is personal and relationships do matter.
Morag Barrett – Founder and CEO of SkyeTeam
Morag Barrett is the best-selling author of the book, Cultivate: The Power of Winning Relationships. She is also the founder and CEO of SkyeTeam, an international HR consulting and leadership development company. Morag’s experience ranges from senior executive coaching to developing teams across Europe, America and Asia. SkyeTeam works with clients in a range of industries including: Healthcare, Telecoms, Mining, Manufacturing, Engineering, and Technology.
