You are not hiring a firm. You are hiring these people.
An agency is worth exactly what its agents' relationships are worth. So this page names who would represent you, what they have run, and why the introductions they offer are ones they can actually make.
The roster
Five people
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Eric Greenberg
Founder
Eric has worked with more than a hundred universities, helping them build academic programs and recruit the executives who teach and advise them. That is this agency’s problem approached from the other side of the table. He knows what a program needs before it asks for it, and he knows who it calls.
He has taught more than twenty executive education courses himself, and thousands of executives worldwide have sat in his in-person workshops. He has advised hundreds of corporations.
He has held senior roles in both industry and academia, which is a rarer combination than it sounds and is most of why the introductions work. He has served as a full-time visiting professor and has founded research centers. Before executive education he built and sold a global marketing company with more than five thousand employees across thirty-five offices.
He has written seven books. Among them, Strategic AI, for non-technical leaders trying to understand how the technology changes an actual decision, Strategic AI for HR Professionals, and Strategic Digital Marketing, used internationally as a university textbook. He holds degrees in economics and philosophy from the University of Pennsylvania, and a JD and an LLM in taxation from New York University School of Law.
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Ira Greenberg
Partner
Ira directs the Center of Creative Computation at Southern Methodist University, where he has spent more than twenty years teaching at the point where programming meets design. He founded Gogentic, which builds AI agents for industry.
He has trained thousands of students and working professionals, and he speaks and publishes regularly. If you want to know how a university decides who stands in front of its executive audiences, he has been on the deciding side of that conversation for two decades.
His own background runs from fine art through computer science, which is why he is good at making a technical subject legible to a room that is not technical.
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Stephene Klein
Associate Partner
Stephene works with university partners and with executives, matching one to the other. Her particular ground is the advisory board: she has run more than five hundred board meetings a year, working with over ten thousand CxOs and senior executives.
That is an unusual amount of time spent watching what makes a senior operator credible in front of their peers, and what does not. She knows within a conversation whether a room will take someone seriously.
She holds three master’s degrees, an MBA, an MPH and an MPHA, from Everglades University, where she graduated summa cum laude and delivered the graduate commencement address to an audience of more than a thousand. She teaches. She has spent twenty years in business development and fifteen in senior leadership roles, and her work has been recognized with the Global Vision Award for Brand Strategy.
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Joanne Healy
Associate Partner
Joanne sits between the universities and the executives, which is the whole job here. She has spent years running university relations for executive education programs, building the relationships that decide which practitioner gets asked to teach, and she has run the classes in person once they were built.
Before that she managed the Briefing Center at the U.S. Chamber of Commerce, a job that consists almost entirely of putting the right senior person in front of the right audience.
She holds a degree in marketing and business administration from Susquehanna University.
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Becky Paulsen
Associate Partner
Becky works with universities nationally to establish what a program actually needs before it gets built, and then with the executives who might fill it. She has served as an executive education program director at Missouri State University.
She came into this from corporate training and development at Northwestern Mutual and at Lodging Hospitality Management, so she has seen the same problem from inside a large company and from inside a university. She knows which of the two is about to say no, and why.
She holds the CLU designation from The American College of Financial Services, and has completed coursework toward a master’s in psychology at the University of Central Missouri.
Ten years on the other side of the table.
More than a hundred universities worked with. A university research center. Five hundred advisory board meetings a year. Thousands of executives taught in person. The university relations desk that decides which practitioner gets asked. A briefing center at the U.S. Chamber of Commerce.
That is the reason this agency can do what it says. We are not guessing at who runs these rooms. We have been the ones running them, and we have made the call about who to put in front of a hundred executives on a Tuesday morning.
None of that is a promise about your outcome. It is an account of whose phone calls get returned.
Five people, and you know which one is yours.
You work with the person who represents you, not an account manager who passes your file along. The person who takes your first call is the person who makes the introductions.
Five is a deliberate number. It limits how many clients we can carry, which is the trade we have chosen. A larger junior team could take three times the roster and would hold none of the relationships that make the work possible.
The first call is with one of them.
Not a screener, not a salesperson. The person who would represent you.
Apply for representation