TI Verbatim Consulting Names Director of Organizational Optimization

June 14, 2024 – TI Verbatim Consulting, a culture assessment and DEI-oriented consulting firm, has appointed Jeffrey Hanrahan as the director of organizational optimization, where he will lead the department in its mission to “help people work better together” by creating organizational culture, process, and business improvements through assessments, evaluations, and expert consulting services emphasizing inclusion. Under his leadership, the department aims to help clients achieve their cultural and business objectives by providing diagnostic, data-driven, and strategic solutions and recommendations.

“On behalf of our entire team, I am delighted to welcome Dr. Jeffrey Hanrahan as our new director of organizational optimization,” said Justin Clark, chief operating officer. “Dr. Hanrahan brings with him a prominent record of research excellence and significant academic achievements that will undoubtedly elevate our organizational offerings. We look forward to his innovative contributions and leadership in fostering a more dynamic and productive workplace for our team as well as for our clients.”

We are thrilled to welcome Dr. Jeffrey Hanrahan to our team as the director of organizational optimization,” said Yael Freimann, chief strategy officer. “His extensive experience and proven track record in developing innovative methodologies, tools and solutions to organizational challenges make Dr. Hanrahan uniquely positioned to help us enhance our service offerings and help our clients achieve their strategic goals. We are confident that his leadership will play a crucial role in our ongoing efforts to optimize and innovate our organization and deliver even greater value to our clients.”

Dr. Hanrahan is a distinguished researcher and expert in industrial/organizational psychology, with extensive experience in analyzing workgroup dynamics and enhancing organizational effectiveness. His career spans roles as a research psychologist with the U.S. Army Research Institute, a senior data analyst at Walmart Inc., and an organizational consultant through his own firm. TIVC explains that Dr. Hanrahan has demonstrated a profound ability to lead high-performing teams, develop innovative methodologies for assessing performance, and implement data-driven strategies to improve organizational resilience and effectiveness. He holds a Ph.D. from the University of Connecticut, where his research focused on the emergence of team resilience. His work has been recognized in various publications and presentations at major conferences, highlighting his contributions to the fields of psychology and organizational studies.

Related: 6 Steps for Creating an Inclusive Workplace Culture

“Joining TIVC has been an overwhelmingly positive experience,” said Dr. Hanrahan. “The people here are not only incredibly competent, but also show a genuine passion for their work. This attitude has contributed to creating an exceptionally welcoming, supportive, and helpful work environment. I’m excited to have joined a firm where such enthusiasm is the norm. I’m looking forward to contributing to the excellent work already underway here at TIVC as well as utilizing my skillset to continue helping people work better together.”

Integrating Cultural Humility

Building a positive workplace culture has become one of the top priorities for organizations around the world. Since the pandemic, many employers have focused on building workplace environments in which their employees can feel safe, engaged, inspired, and productive. According to human capital experts and talent industry leaders, it is positive workplace culture that now separates the most successful companies from the average ones. It increases employee retention, builds engagement among workers, and increases productivity and the bottom line.


Psychological Safety: A Foundation for an Inclusive Workplace
Many business leaders are referring to the past year as “The Great DEI Resignation” as hordes of chief diversity officers and DEI leaders are quitting their roles or being pushed out – a result of insufficient buy in from colleagues and other leaders, or budget constraints. As a result, it is important to reassess the approach companies are taking to DEI and, more importantly, consider how they plan to build DEI efforts with a foundation of psychological safety.

At its core, psychological safety refers to an environment where individuals feel safe to express their opinions and ideas without fear of negative consequences such as ridicule or punishment, and instead create an environment that encourages open communication, risk-taking, growth and learning from mistakes and setbacks. When employees feel psychologically safe at work, they are more likely to contribute their unique perspectives and experiences. This sense of safety fosters creativity, innovation, and ultimately leads to better decision-making processes. “When talking about diversity, something that often gets missed is being inclusive of it,” said Saul Gomez, director of IDEA at TI Verbatim Consulting. 


With all the positive outcomes that good culture brings, organizations are looking to find effective ways to not only understand their own unique cultures, but to foster a sense of inclusion and belonging to fully unlock the value of the talent within their organizations. But when it comes to discussions on building a strong culture through consulting and executive coaching, often missing from the equation is a focus on the training that coaches receive to provide a curriculum that prepares clients for success while also navigating cultural differences during coaching itself.

To that end, TI Verbatim Consulting combined the wisdom of coaching experts and the expertise of in-house training to meticulously craft a bespoke Coaching with Cultural Humility program. The goal is to give organizations and individuals practical tools to operationalize DEI and create a program that coaches can then carry out with their own clients. A recent article Hunt Scanlon Media did with Sarah Prince explains how this opening led to the creation of a ‘Coaching with Cultural Humility’ program. To read the full article click here!

Related: Shaping a Culture of Inclusion

Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Executive Editor; Lily Fauver, Senior Editor – Hunt Scanlon Media

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