FutureSense, Inc.

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Prior to her affiliation with FutureSense, Inc. Leslie spent five years as Director of Member Services for The Bar Association of San Francisco. In this executive management position she oversaw five departments and was responsible for: business development and marketing, membership, publications and advertising, member benefits, strategic partnerships, educational and special events and programs. Leslie had a keen ability to drive both mission and revenue. Leslie is an attorney with over 20 years of experience in intellectual property, commercial and employment counseling and litigation.

With over 25 years of experience in multiple industries and in companies at varying lifecycle stages (from early stage entrepreneurial to mature Fortune 100) Judy's consistent focus is assisting business leaders to effectively manage their organization's talent as a key lever for strengthening business performance amidst a changing economic landscape.

Perhaps, we should start with our most trusted alliances—our advisory relationships. It seems all too common these days to discover that the foundation of mutual trust between advisor and advisee has eroded beyond recognition—that there is instead an unholy alliance between advisor and advisee that is based on avarice and arrogance. Clients used to expect unbiased, third party counsel, and consultants used to provide it. Clients depended on consultants to provide impartial expertise, and consultants depended on clients to provide work opportunities.

When issues arise, we provide coaching and mentoring to a supervisor or manager that needs some one-on-one development. Sometimes working with a neutral, trust partner is all it takes to get a manager re-focused. Intervention, coaching and mentoring sessions provide the manager individual time to work with a coach on issues determined by his/her supervisor or by an organizational need. The sessions provide learning opportunities for the manager and “how to” recommendations to bring back to the workplace.

To begin to understand corporate culture, business leaders must discover the underlying shared values alive in their workplace. Much of what defines a company’s workplace culture lives deep within the collective memory, current experience, and future aspirations of its members. Without this valuable knowledge, business leaders will have a difficult time preserving and improving their corporate cultures. Imagine, for example, that you are an investor in a middle-market company with about a thousand employees and a 20-year history of success in a typical competitive environment.

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