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Bob Gordon

Senior Executive Coach
Goodstone Group LLC
New York, NY
Email: bg*****@************up.com
Phone: 718.858.6508

Education and Professional Affiliations
  • Master Somatic Coach at the Strozzi Institute, MSC
  • Newfield Certified Ontological Coach, NCOC
  • Graduate, Organizational Systems Development Program at the Gestalt Institute of Cleveland
  • Completed Goodstone/Blaqwell Developing Lawyers as Leaders training
  • Certified in a range of contemporary assessment and typing tools including Hogan and Myers-Briggs Type Indicator
  • Trained at the National Psychological Association for Psychoanalysis Training Institute
  • S. in Counseling, Long Island University
  • Officers Candidate School, United States Marine Corps, Quantico VA
  • A., University of Miami
  • Board of Directors and member of the audit committee for a public company, Spiral Frog

Professional Experience

Bob has more than 35 years of business and coaching experience in diverse industries and functions with a strong record of producing results.  He has held a variety of positions of increasing responsibility in the areas of corporate sales, marketing, and operations management. For the last 25 years, he has provided high impact leadership coaching to senior executives and their teams.    

Bob’s coaching is focused on helping leaders to become more successful in their current roles, transition into new roles, and lead successfully during extraordinary cycles in rapidly changing environments.  Bob also works to accelerate the integration of newly-hired critical leaders.

Bob brings to his coaching work both substantial business experience and extensive training in psychology and organizational behavior.  The breadth and depth of his background enables him to quickly understand and support executives across a wide range of leadership challenges including:  rapidly meeting the expectations of stretch assignments; navigating new reporting structures and/or mergers; transitioning into key rainmaker roles; building and repairing critical relationships; enhancing leadership presence; developing subordinates; and creating sustainability among work/life demands.

Clients describe Bob’s key strengths as utter presence in the coaching conversation, non-judgmental regard, steadfast integrity, and a healthy irreverence.

Recent Coaching Assignments

  • CEO of public company in the financial services technology (fintech) sector further develop his relationships with the board and to develop potential successors
  • Leadership transition of a division president in a leading consumer packaged goods firm. Helped prepare her to develop international relationships for a global role.
  • Succession preparation and transition to CEO at a large regional bank. Supported the Chief Banking Officer during the selection process with the board and his transition formulating a new team.
  • Succession to CEO at a large medical institution with over 10,000 employees: Supported the CMO as she stepped up as the leader who could steward this institution through the changing landscape of healthcare; worked with the leader through the entire search and selection process interface with the Board and other critical stakeholders
  • Succession to CEO of an international public company in the Energy Services sector: Supported the CFO during the selection process and the transition as the energy sector was rapidly declining in profitability
  • Chief Investment Officer of a mid-sized private equity firm improve the effectiveness of his leadership skills with partners and associates by being more mindful of their receptivity and the importance of focusing his attention
  • Executive Vice Dean of a leading medical school at a prestigious University to successfully manage the transition of a new incoming dean who was mandated to bring change to the institution. Coaching included supporting the relationships between department chairs and the incoming dean, as well as manage the expectations of stakeholders and implement change.
  • CEO of a Fortune 500 company to look toward his legacy and explore the links between his tenure and the future of the organization
  • CEO of a mid-size investment bank to navigate the challenges of the firm’s merger
  • CEO in the educational services industry to manage the restructuring of the organization, resulting in the CEO’s ability to retain key talent and “walk the talk” of a clear message to her team, the organization, suppliers, and clients
  • CEO of a US-based international parts distributor to lead his team through an acquisition and plan for the inevitable competition from the distributor’s own suppliers in the Far East; effectively coached the CEO on team relationships, time management, and thought leadership, while facilitating team discussions
  • Partner in a large private equity firm communicate his strategic insights and tailor powerful communication style to the capacity of the listener to absorb his energy and his understanding of the business
  • President of a mid-size real estate acquisitions and management company to develop relationships with, and retain, his senior leaders
  • First time CEO of a mid-size consulting firm to build organizational support from direct reports, senior team members in remote offices, and the Board; subsequently supported the CEO during a merger with a much larger international organization
  • SVP of Sales to enhance her effectiveness and relationships with all key constituents (management, department, and peers); a key outcome was her ability to effectively delegate projects which increased organizational skill sets and speed to market
  • Senior Managing Director of a financial services firm to be more effective in managing his time by stepping back, slowing down, and focusing on effectively delegating and renegotiating commitments in a rapidly-shifting environment
  • Leader in a financial services firm to be a better listener and collaborator with his colleagues, rather than being argumentative
  • Senior scientist responsible for designing and managing complex projects to become more comfortable dealing with conflict and navigating organizational politics
  • Partner at a consulting firm to become more of a rainmaker by leveraging his network and revisiting his approach to connecting with potential clients

Career History

Independent Consultant (1995-Present)
Bob focuses on executive growth and organizational development through one-on-one coaching, group facilitation, and leadership development workshops. 

Salomon Brothers (1990-1995)
Manager
Bob was the senior member of a team charged with commercializing the largest technology project in financial services at the time.  He managed the firm’s market data, supported P&L efforts of Fixed Income and Equities businesses, and implemented numerous technology innovations in trading and sales.  He also developed coaching skills in helping to guide Salomon to collaborate with other Wall Street firms in addressing industry-wide market data issues.

British Telecom (Acquired FTT/Alphameric) (1986-1990)
Senior Project Manager
Bob managed multiple teams in different fields with fixed, long-term deadlines and associated risks.  He also led large-scale trading room installations at Chase Bank and Societe Generale.

Metaphor Computer Systems, Inc.  (1984-1986)
Senior Marketing Representative
Bob developed his sales, marketing, and project management skills at this Silicon Valley start-up. 

Four-Phase Systems, Inc. Account Executive (1978-1984)
Account Executive and Systems Engineer
Bob succeeded in a range of sales and marketing positions while pursuing his interest in emerging technologies.