Who we are
HCI was started in early 2010. The first contract which came literally 2 days after I formed the company, was with Tercon Consulting as the lead consultant on a $45 billion dollar LNG project in Perth, Australia for a joint venture of Chevron, ExxonMobil, and Shell with Chevron as the majority partner. That contract lasted three and a half years during which I was directly involved in delivering over 135 team development activities. I returned to the US full time in July 2013 where I got involved as the VP of Business Development for Tercon Consulting while still acting as a Senior Consultant delivering team development with clients. In the last five years, including my time in Australia, I have been involved in delivering over 150 team and leadership development activities with Chevron, ExxonMobil, Shell, Lamprell, Clough, IPA, KBR, and Chicago Bridge & Iron. The team development activities have included Strategy Creation, Team Alignment, and Leadership Coaching. I have a sincere interest in offering my experience and services to companies more directly going forward and can do so cost effectively.
The 150 plus team development activities have involved Strategy Creation, Team Development, Strategic Partner Alignment, and Leadership coaching and development. Of these the largest share of my work has been with teams who are in transition or faced with significant performance challenges. I have worked with those teams to create alignment within their groups and between their teams and other teams often between contractors and owners or contractors and subcontractors. The feedback from most is that they should have done this a long time ago and all move forward with improved communications and decision making, which reduces conflict. I have regularly assisted leadership teams in cascading messages down thru teams in their organizations to help drive alignment through their organizations.
Each engagement begins with a conversation with the sponsor of the improvement initiative to establish the initial objectives, deliverables, participants, and timeframe. The next step is discovery where through interviews and survey tools, we gather data about the team and behaviors. This is summarized in a Terms of Reference document and fed back to the sponsor to clarify and finalize the objectives, deliverables, participants, agenda for the activity and timing (date(s)). We then design the development activity including tools that we will use, participation of the leadership, and logistics of the day including venue, meals, lodging if required, etc. On the timeframe designated, we implement the development activity with those that have been selected to participate. The outputs of the workshop including a summarized list of action steps (Who will do what by when), issues and actions for follow-up, and next steps for communication and team development are shared with the sponsor of the workshop and usually with the participants of the workshop. In the measure phase of the initiative, we like to repeat the discovery phase where thru interviews and survey tools, we determine how the team behavior has improved and assess what development might be most appropriate next.
Teams are rarely static so as the team membership and or leadership evolves, team alignment must be repeated to ensure that the process and context for decision making is shared by all of the new team members. In addition, when team membership changes, the style of communication often changes in subtle ways and must be realigned.