Experience behind the work
Complex work.
Practical responsibility.
Executive priorities, organizational listening and the people carrying change. Selected experience Dr. Crowe brings to the firm.
Selected experience from Dr. John Crowe’s prior roles.
01 / Strategy and execution
Making strategy an operating discipline.
22 goals · about 300 tactics · 12 accountable leaders
The setting
A large public school district needed to carry its strategic plan through departmental work and governing-board decisions. The pandemic then required priorities and timelines to be revisited.
Dr. Crowe’s contribution
Dr. Crowe led the quarterly implementation cycle and reworked goals and timelines with department heads when COVID-19 disrupted the plan. He helped the organization create two strategic plans and carry them out.
What the record establishes
The governing board adopted the revised plan. For the second plan, he shared oversight of seven cross-functional workstreams and translated their priorities into executive decision items.
Why it matters for your business
Relevant when a business has agreed priorities but needs clearer ownership, decisions and a dependable review rhythm.
Explore the related service02 / Workforce insights and measurement
Turning listening into a planning input.
Nearly 1,000 participants · five executive-evaluation cycles
The setting
Leaders needed structured feedback and a way to connect measurement with the organization’s next strategic plan and executive accountability.
Dr. Crowe’s contribution
Dr. Crowe led a listening program with nearly 1,000 participants, built and ran the board’s annual chief-executive evaluation for five cycles, and authored the measurement plan for the organization’s flagship goal.
What the record establishes
The listening program informed the next strategic plan. The governing board adopted the flagship-goal measurement plan in 2026.
Why it matters for your business
Relevant when an organization collects feedback but needs a defensible interpretation, clear decisions and a plan for acting on what it hears.
Explore the related service03 / Leadership, teams and adoption
Supporting the people carrying the change.
14 outpatient clinics · guidance for 14 workstream leads
The setting
Team development and organizational change require support that people can use in their day-to-day work.
Dr. Crowe’s contribution
Dr. Crowe delivered team training across 14 outpatient clinics. In his district role, he developed a change-management guide for 14 workstream leads and the executive team, and helped design succession tactics for the strategic plan.
What the record establishes
Training delivery in a clinical setting and change guidance in an enterprise setting show how support was adapted to the people carrying out the work.
Why it matters for your business
Relevant when managers need shared practices, teams need better coordination or a change needs practical adoption support.
Explore the related service