Our Blog

We are fortunate to have an advisory board, comprised of multi-sector industry leaders from a variety of disciplines, to guide our strategy and growth.  We have created the “Meet the Advisory Board” series as a way to introduce you to these talented leaders and learn about their perspectives on leadership and cross-sector collaboration.

In this inaugural interview meet Advisory Board Chair Bob Sachs, PhD.  Bob has a passion for leadership development and offers timely advice for today's leaders. 

Interview with TLD Group Advisory Board Chair- Bob Sachs

Pre-COVID, many of us viewed our primary care, specialist or hospital-based physicians as trusted and skilled professionals in their crisp white coats with the embroidered logos of their practices or larger, parent health system.

As a firm, we strongly support the notion that diverse leadership is critical for organizational success. A discrepancy between the prevalence of women in the pipeline and absence of equal representation in advanced leadership roles, highlights the need for organizations to correct the strategic, structural, and cultural components which impact diversity, inclusion, and equity.

As a firm, we strongly support the notion that diverse leadership is critical for organizational success. A discrepancy between the prevalence of women in the pipeline and absence of equal representation in advanced leadership roles, highlights the need for organizations to correct the strategic, structural, and cultural components which impact diversity, inclusion, and equity.

As a firm, we strongly support the notion that diverse leadership is critical for organizational success. A discrepancy between the prevalence of women in the pipeline and absence of equal representation in advanced leadership roles, highlights the need for organizations to correct the strategic, structural, and cultural components which impact diversity, inclusion, and equity.

As a firm, we strongly support the notion that diverse leadership is critical for organizational success. A discrepancy between the prevalence of women in the pipeline and absence of equal representation in advanced leadership roles, highlights the need for organizations to correct the strategic, structural, and cultural components which impact diversity, inclusion, and equity.

Before the World Health Organization (WHO) declared COVID-19 a pandemic, pharmaceutical companies like Pfizer, Moderna, Johnson & Johnson and Gilead were often tagged as “big pharma” putting profit before purpose.

Now, one year later, pharmaceutical companies are being praised for their positive impact resulting from the speed at which they were capable of producing FDA-approved treatments and vaccines for COVID-19.

Through its ingenuity, strategic leadership and nimble pipeline management practices, the pharmaceutical industry is meeting a deep and drastic human need: to keep ourselves and our loved ones healthy and alive.

When our executive coaching client Jane* was appointed vice president and COO of a large community hospital of an academic health system, her new appointment represented an exciting milestone in her career trajectory.

Last November, three professional healthcare associations co-wrote and published an open letter to the American public. In the letter, the AHA, the ANA and AMA pleaded with us to follow recommended COVID-19 infection control protocols. Back then, eight months into our pandemic, the associations expressed what many of us across the health ecosystem felt and feel: “We are all weary,” they wrote.

The end of Haven Healthcare

When the formation of Haven Healthcare was announced in 2018, Jamie Dimon, Chairman and CEO of JP Morgan, one of the sponsoring organizations (Amazon and Berkshire Hathaway were the other two) said, "The three of our companies have extraordinary resources, and our goal is to create solutions that benefit our U.S. employees, their families and, potentially, all Americans."