About Dr. Mark
How Dr. Mark started in the consulting field.
My career in business consulting began in 1991 when I was selected for a specialized team tasked with studying the Malcolm Baldrige Performance Excellence criteria and adapting its civilian workplace principles to a military environment. This experience provided a strong foundation in structured evaluation, operational discipline, and performance-driven leadership.
Over time, my work in behavioral health further expanded this foundation, allowing me to integrate organizational performance strategies with a deep understanding of human behavior. This dual perspective has reinforced the critical role that behavioral dynamics play in effective leadership, workforce engagement, and customer relationships.
I have continued to refine this expertise through advanced academic achievement, including multiple degrees and a Doctorate in Business Administration, as well as through the publication of seven books focused on leadership, workforce behavior, and organizational effectiveness.
His passion for business consulting.
My passion for business consulting is rooted in a clear understanding that most organizational challenges are not driven by strategy alone—they are driven by behavior. Over the years, I have seen that companies rarely fail because they lack plans, policies, or procedures. They struggle because of how people think, respond, communicate, and act within those systems. Identifying and addressing those behavioral patterns is what drives meaningful and lasting change, and that is where my work is focused.
My background in behavioral health has enabled me to analyze human behavior beyond surface-level symptoms. I have been trained to look for underlying patterns, triggers, and responses that influence decision-making, performance, and relationships. This perspective allows me to assess organizations more deeply than traditional consulting approaches—pinpointing the root causes of issues such as poor leadership alignment, low employee engagement, resistance to change, and communication breakdowns.
Equally important is my personal experience growing up with dyslexia. That experience forced me to develop alternative ways to process information, identify patterns, and solve problems. Rather than relying on conventional methods, I learned to see what others often overlook—gaps, inconsistencies, and inefficiencies that are not always obvious in standard reports or metrics. It strengthened my ability to think critically, adapt quickly, and approach challenges from multiple angles.
Together, these experiences have shaped how I evaluate organizations today. I naturally focus on the areas that are frequently missed: behavioral inconsistencies, cultural misalignment, and the disconnect between leadership intent and workforce perception. These are often the most impactful issues, yet they are rarely addressed directly.
This is why I am passionate about business consulting. It is not just about improving operations—it is about helping organizations recognize and correct the underlying behavioral patterns that determine whether they succeed or struggle.