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Fast Company
01-08-2025
- Business
- Fast Company
How to lead hybrid teams of employees and independent consultants
BY Listen to this Article More info 0:00 / 6:54 After 25 years helping companies build teams, I've seen white-collar work evolve through tech booms, market crashes, and management fads. But today's shift is more foundational: hybrid teams—made up of both full-time employees and independent consultants—are becoming the new norm. That shift isn't just changing how we hire. It's redefining how we lead. This transformation isn't loud. There's no single event driving it. Instead, we're seeing the cumulative effects of digital communication, the rise of remote work, and AI accelerating the unbundling of traditional roles. Layer in economic uncertainty and a demand for agility, and you get a workplace where roles are modular, teams are fluid, and independent consultants are often at the center of mission-critical work. According to the Barton Partnership's 2024–25 Independent Consulting & Advisory in Review Report, a survey of over 8,500 independent consultants, more than half of independent consultants have been working this way for over five years. And they're not just filling gaps. Over 40% of projects covered in the report focus on strategic advisory or business transformation—core priorities, not side projects. Given the prevalence of hybrid teams, it's important managers understand how to lead them. The challenges of leading hybrid teams Hybrid teams promise flexibility and specialization. But they also create friction points. Independent consultants don't typically have access to the same tools or context as full-timers. They're rarely looped into company rituals or cultural onboarding. And because they often work across clients, they expect efficiency, not red tape. At the same time, full-time employees may not know how to integrate or collaborate effectively with project-based teammates. Who leads? Who owns decisions? What's the chain of command? If leaders don't proactively address these gaps, hybrid teams can underperform—even when every person on the team is highly capable. New rules of engagement To lead hybrid teams effectively, we need new playbooks. Below are four principles I've seen work across industries—from Fortune 500s to high-growth startups. 1. Treat consultants like partners Independent consultants may not appear on your org chart, but they're often just as vital to outcomes as your full-timers. Treat them like partners, not vendors. That means sharing strategic context, offering meaningful feedback, and giving them a seat at the (virtual) table when decisions affect their work. In one client engagement, a consultant brought in to redesign pricing models ended up shaping the entire customer segmentation strategy—because the executive team treated her as a partner, not as a temporary resource with limited ability to contribute. 2. Build clarity, not bureaucracy Independent consultants don't need training portals or team-building retreats. What they do need is clarity: What's the objective? Who makes decisions? How do we define success? For example, a global healthcare client I advised included consultants in key all-hands meetings during a transformation initiative. The move cost nothing but created buy-in, accelerated delivery, and avoided misalignment across internal and external contributors. A private equity-backed company I worked with created a one-page onboarding doc for every independent consultant engagement. It included scope, stakeholders, communication cadence, and KPIs. It wasn't fancy—but it saved hours of friction and got everyone aligned on day one. 3. Culture counts—for everyone Too often, leaders assume that culture building is just for full-time employees. But independent consultants contribute to outcomes and influence team dynamics, too. Even if they're only involved for a few months, they should understand the 'why' behind the work—what drives decisions, what behaviors are rewarded, and how the team operates. That doesn't mean inviting them to every offsite or virtual happy hour—especially when it might require unpaid time or travel. But it does mean being intentional about cultural signals. One global fintech client I worked with included independents in project kickoff rituals and team Slack channels where norms were discussed openly. Another offered every consultant a quick-start 'culture brief' with core values, communication styles, and meeting etiquette—nothing formal, just practical context to help them plug in. Small gestures like these help independent contributors feel included, aligned, and empowered to deliver—not just execute. When people understand the culture, they make better decisions faster, regardless of their employment status. For example, a global healthcare client I advised included consultants in key all-hands meetings during a transformation initiative. The move cost nothing but created buy-in, accelerated delivery, and avoided misalignment across internal and external contributors. 4. Respect the boundaries that make consulting appealing Most consultants choose independence for a reason: flexibility, autonomy, and variety. Micromanaging or overloading them with administrative burdens undermines what makes the model effective. Set expectations, provide access, and then let them deliver. One enterprise client I worked with gave consultants direct access to the systems and stakeholders they needed—no ticketing queues, no multi-step approval chains. By clearing a path and trusting their expertise, the company sped up delivery and avoided the kind of bottlenecks that often frustrate external contributors. That's what the best hybrid leaders do: they don't treat consultants like employees. They treat them like experts. The future of leadership is situational Hybrid teams aren't an experiment anymore—they're a structural change. That means leadership itself needs to evolve. Today's best leaders don't rely on static team structures or one-size-fits-all management styles. They flex. They tailor how they lead based on who's in the room (or on the Zoom call), what the mission is, and how the work gets done. Whether you're a startup founder, a team lead inside a multinational corporation, or a consultant navigating both worlds, one thing is clear: success in today's workplace requires more than staffing roles. It demands fluency across models—full-time, freelance, and everything in between. That shift might be quiet compared to other workplace trends. But it's not going away. The early-rate deadline for Fast Company's Most Innovative Companies Awards is Friday, September 5, at 11:59 p.m. PT. Apply today. ABOUT THE AUTHOR Mike Doud is Executive Vice President, North America, at The Barton Partnership, where he leads the London-based firm's strategic growth across the region. A human capital industry executive for more than two decades, he's spent his career building teams and aligning talent strategy with business results. More
Yahoo
14-07-2025
- Business
- Yahoo
RESTRUCTURING EXPERTS DAVID ELKIN AND MINESH PATEL JOIN PALADIN MANAGEMENT AS MANAGING DIRECTORS
Both executives bring decades of leadership in restructuring, turnaround, and strategic advisory HOUSTON, July 14, 2025 /PRNewswire/ -- Paladin Management, a middle-market advisory firm driving value creation through financial, strategic and operational consulting services, is pleased to announce the appointments of David Elkin and Minesh Patel as Managing Directors. Both Houston-based executives will enhance Paladin's national client portfolio with their expertise in restructurings, financial advisory, and operational turnarounds. "David and Minesh bring complementary experience and leadership to Paladin at a time when demand for sophisticated restructuring solutions is only accelerating," said Scott Avila, Founder of Paladin. "Their ability to lead in dynamic, high-stakes environments and deliver measurable value aligns closely with our mission to help clients navigate transition with clarity, discipline, and long-term vision." David brings over two decades of driving measurable value creation through finance, restructuring, executive leadership, and operational excellence. As a seasoned executive and advisor, he specializes in unlocking operational improvements, managing liquidity under pressure, and building capable and scalable financial infrastructure. He previously served as Managing Director at FTI Consulting and held chief financial officer, strategy, and finance roles at privately owned and private equity-sponsored energy and industrial companies in high-stakes environments requiring decisive leadership and innovative solutions. "Having led financial functions in volatile settings, I know how critical it is to stabilize quickly while keeping the broader strategy in view," said David Elkin. "I bring that operator's lens to every engagement, and Paladin's blend of execution and strategic thinking makes it a strong platform for growth." With nearly 20 years of experience navigating high-pressure situations, Minesh is a trusted advisor to management teams, Board of Directors, and other stakeholders. He delivers strategic solutions in complex situations to preserve and create stakeholder value. He excels in collaborating with management teams to develop strategic plans that drive results, manage liquidity in challenging situations and execute on strategic asset sales. Prior to joining Paladin, Minesh held senior leadership positions at FTI Consulting, Teneo, and RPA Advisors, building expertise across diverse restructuring settings. "Representing companies, creditors and lenders requires focus on liquidity, cash flow, and business planning—while also staying flexible as stakeholder needs evolve," said Minesh Patel. "I've always prioritized agility and solution-oriented thinking, which makes Paladin's fast-moving, hands-on model a natural fit." With a proven ability to stabilize operations and protect enterprise value, David and Minesh strengthen Paladin's capacity to support clients through critical transitions and long-term transformation. About Paladin Management Founded in 2019, Paladin Management provides a range of middle-market services across restructuring, transaction advisory, performance improvement, strategic communications and strategic advisory. The firm has offices in New York, Chicago, Dallas, Houston and Los Angeles. For more information on Paladin, visit Media Contact Tisha Kresler press@ View original content to download multimedia: SOURCE Paladin
Forbes
14-07-2025
- Business
- Forbes
Real Estate Investment In The Era Of Trade, Tariff Changes
Jeff Bartel is chairman and managing director of Hamptons Group, a private investment and strategic advisory firm headquartered in Miami. New tariffs are influencing global real estate investment strategies as investors reevaluate their capital deployment across different locations. The growing protectionist nature of trade policies and their reduced predictability now affect areas extending well beyond traditional manufacturing and shipping zones. Investors must understand that real estate asset demand patterns, geographic risk profiles and portfolio resilience models face significant challenges due to supply chain disruptions and changing cost dynamics. Asset performance now requires a capital strategy to include trade policy as a fundamental component, while geographic diversification and agility serve as essential tools to reduce exposure and seize emerging opportunities in the new business environment. How New Tariffs Could Reshape Global Investment Trends New tariffs on basic materials and manufactured products could significantly shape international investment patterns, leading multinational corporations to review their physical production locations. These protectionist policies, which protect domestic industries or impose geopolitical pressure, have disrupted traditional trade routes and cost structures, making previous locations less attractive. The changes in global supply chains have introduced additional uncertainty into real estate investments dependent on international supply routes, particularly in regions that depend heavily on trade. These regions include Southeast Asia's manufacturing centers, China's coastal provinces, Northern Mexico's industrial sections and key global ports such as Rotterdam, Singapore and Hong Kong, where real estate investments are scrutinized because of shifting trade patterns and geopolitical tensions, and modifications to global supply chains. Markets that have stable trade environments, strong domestic demand or access to tariff-exempt trade blocs will be more likely to attract capital as trade policy and geographic diversification have become essential elements of investment strategy. This shift is reflected in increased investor interest in the U.S. Southeast, Central and Eastern Europe and the UAE, whose markets offer either resilient domestic consumption, integration into stable trade blocs such as the EU or serve as secure logistical hubs less exposed to geopolitical friction. Our firm implemented strategic changes to its investment screening process to use geopolitical risk and trade policy dynamics as the main evaluation criteria. The new approach enables us to direct capital toward countries with dependable trade agreements and stable domestic markets. Our company has focused on flexibility by expanding our investment scope to areas that provide tariff benefits, stable policies and flexible logistics systems to protect our real estate assets while seizing market opportunities during uncertain times. Commercial Real Estate Sectors Most Affected By Trade Disruption The reevaluation of global manufacturers regarding their dependence on port-centric infrastructure leads to variable market demand in coastal regions, which were previously optimized for efficiency, yet now face tariff shifts and shipping delays, and geopolitical tensions. The strategic value of data centers, together with warehousing facilities, has increased in locations close to inland metropolitan areas. Businesses view these assets as crucial because they want to minimize supply chain risks through operational decentralization and strategic placement near consumer markets and workforce zones, and intermodal transportation facilities. The inland relocation demonstrates an extensive strategy for creating business resilience against coastal gateway disruptions, which include port congestion and climate-related risks. Thus, office and retail properties that depend on international business districts, luxury retail corridors and co-working spaces for transnational firms could see decreasing occupancy rates and modified tenant requirements. Navigating Investment Risk In A Post-Tariff Economy Investors need to revise their plans because established beliefs about continuous trade stability, together with predictable regulations, have proven unreliable. Risk models today incorporate geopolitical tensions together with supply chain disruptions and policy shifts that previously escaped analysis. The new investment environment leads investors to seek advisory services with scenario modeling to predict asset performance across various economic and trade scenarios. The rising uncertainty may prompt investors to direct their capital toward resilient domestic sectors, such as healthcare facilities and multifamily housing, and data infrastructure, while reducing their exposure to globally vulnerable assets such as export-oriented industrial sites and multinational office buildings. Our firm has created scenario forecasting tools that enable us to predict different outcomes based on changing public policy environments and government leadership. Our investment decisions focus on liquidity, resilience and adaptability through the combination of macroeconomic modeling with asset-specific stress testing whenever possible. Our collaboration with institutional partners now focuses on finding domestic sectors and digital infrastructure assets that will perform better in both normal and disrupted worldwide situations. Domestic Real Estate Gains From Global Realignment Trade disruptions in supply chains drive reshoring activities, which lead to increased demand for domestic real estate properties in areas that large investors previously avoided. The production shift in the United States toward domestic territories has made the Midwest and South regions more appealing due to their affordable land costs and labor availability, and business-friendly environments. Manufacturers, together with developers, choose these locations because they want to establish operations that will serve consumers and distribution facilities. In recent years, inland logistics hubs that connect well to transportation systems have become preferred investment sites as companies seek to break their dependence on coastal ports. The industrial real estate investment market has showed increased interest in secondary markets, which include Columbus, Ohio; Kansas City; Chattanooga, Tennessee; and Greenville, North Carolina, because these areas present new strategic investment possibilities. Strategic Takeaways For Business Leaders The effects of changing trade policies, along with newly implemented tariffs, have become impossible to overlook because they transform worldwide investment patterns. Investors must reassess their fundamental understanding of location-based investments and asset reliability because capital is now moving to domestic sectors, which demonstrate resilience, and secondary markets have evolved into industrial centers. The ability to anticipate policy developments through proactive action will separate investors who plan from those who wait until it is too late. Business leaders need to reexamine their long-term capital deployment methods by prioritizing supply chain exposure to risk alongside geopolitical threats. The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation. Forbes Finance Council is an invitation-only organization for executives in successful accounting, financial planning and wealth management firms. Do I qualify?
Zawya
10-07-2025
- Business
- Zawya
Kearney deepens commitment to the Middle East with appointment of Adel Alfalasi as Partner and Managing Director
Abu Dhabi, United Arab Emirates - Global management consulting firm Kearney has announced the appointment of Adel Alfalasi as Partner and Managing Director. In his role, Adel will spearhead Kearney's engagement with its clients across the Middle East, driving transformative initiatives and strategic advisory efforts. This appointment underscores Kearney's commitment to supporting clients in navigating complex transformation agendas at scale. With 25 years of experience, Adel brings a distinguished track record as a government and private sector leader, on topics of national strategy, economic development, and institutional reform. He has developed growth strategies for the region's largest SWFs and led large-scale transformations for organizations. Adel's career spans senior leadership roles at leading consultancies and the UAE Prime Minister's Office, where he led several high-impact national initiatives. Over the years, he has contributed to major economic and governance reforms across the region, from subsidy restructuring to digital government enablement and innovative employment models. Adel is widely recognized for blending deep regional insight with a results-driven approach. In his new role, Adel will focus on key priorities that are top of mind for the leaders in the region: leveraging AI to enhance service delivery, driving large-scale national and institutional transformations, and helping clients navigate an increasingly complex and fast-evolving world, technologically, geo-economically, and organizationally. A central focus of his mandate will be addressing the growing impact of technology on nations, businesses, and organizations, enabling clients to transform in order to stay ahead of accelerating technological advancement. 'Joining Kearney is a natural next step in my commitment to enabling governments in this region to unlock its boldest ambitions through purposeful transformation,' said Adel. 'What excites me most is the opportunity to address the region's most pressing challenges while driving impact that lasts. I'm inspired by Kearney's strong regional legacy and proven results, and I look forward to working alongside the team to accelerate meaningful change across the Middle East.' Commenting on the appointment, Mauricio Zuazua, Region Chair Kearney Middle East and Africa, said: 'Adel brings with him a unique mix of integrity, insight, and excellence in the strategic consulting arena for the Middle East. He has an exceptional ability to translate national visions into tangible outcomes and is trusted by both government leaders and C-suite executives to deliver impact first. His appointment strengthens our mission to empower businesses and institutions to lead boldly, anticipate future challenges, and create a legacy across the region.' Kearney is consistently ranked among the region's top consultancies for government strategy and transformation, with a strong track record supporting national visions, public sector innovation, and digital modernization. The firm is also recognized as one of the region's top employers. About Kearney Since 1926, Kearney has been a leading management consulting firm and trusted partner to three-quarters of the Fortune Global 500 and governments around the world. With a presence across more than 40 countries, our people make us who we are. We work impact first, tackling your toughest challenges with original thinking and a commitment to making change happen together. By your side, we deliver—value, results, impact. Impact First promo video:
Yahoo
14-06-2025
- Business
- Yahoo
Windsor Drake Positions Founder-Led Businesses for Premium Exits Amid Shifting Market Dynamics
NEW YORK, NY / / June 14, 2025 / Windsor Drake, a boutique investment bank specializing in founder-led middle-market businesses, reports continued demand for strategic sell-side advisory as business owners navigate a rapidly evolving M&A environment. The firm's recent transactions have achieved an average 35% premium over baseline valuation expectations, driven by deep strategic positioning and precision buyer alignment. "Sophisticated buyers today aren't just paying for earnings," said Thomas Barrington, Managing Director at Windsor Drake. "They're paying for defensibility, platform value, and alignment with their long-term strategy. Our job is to translate that value in language buyers move on." Value Realization Through Strategic Positioning Windsor Drake's recent engagements highlight the firm's emphasis on narrative construction and buyer psychology: A specialized software firm secured a 14x revenue multiple after repositioning its product as essential infrastructure within an emerging market. A healthcare provider received a 40% premium following a targeted outreach campaign that uncovered a buyer with $30 million in identified annual synergies. A regional manufacturer was transformed into a platform asset, triggering competitive tension and multiple offers above industry norms. These outcomes were the result of 12-18 months of advance preparation, during which Windsor Drake worked closely with management to enhance internal alignment, define the business's strategic edge, and shape the market narrative before buyer conversations began. "Too many founders wait for the perfect market," Barrington noted. "What they should be doing is preparing to enter the market in peak condition." Structural Tailwinds Continue to Support Seller Advantage Several macro factors continue to support favorable conditions for founder exits: Over $1 trillion in private equity dry powder globally Strategic acquirers seeking inorganic growth amid margin pressure Demographic shifts, as baby boomers accelerate ownership transitions Sector-specific regulatory changes, prompting consolidation in healthcare, financial services, and technology-enabled industries Against this backdrop, Windsor Drake's average EBITDA multiples have outperformed comparable benchmarks by 2-3 turns, with favorable deal terms across earnouts, working capital adjustments, and indemnification structures. "There's a material gap in outcomes between opportunistic sales and professionally run processes," said Barrington. "Our process is not just faster. It's engineered to extract the full strategic value of the business - in ways traditional firms or one-dimensional advisors consistently miss." Selective Mandates, Senior Execution Windsor Drake maintains a high-barrier model, accepting fewer than 20% of potential mandates and managing a controlled pipeline of 8-10 active engagements at any given time. This is a high-touch, precision-driven process - we're not for everyone, and that's by design. This ensures senior-level execution and sustained focus on maximizing both valuation and terms. Notable internal metrics include: 100% of closed transactions at or above target valuation Average time to close: 4.5 months (vs. industry average of 6-8 months) 90% of deals with favorable earnout and working capital structures Zero failed transactions due to diligence or buyer-side financing The firm's current portfolio includes mandates across healthcare services, specialty manufacturing, software, and business services. Expansion and Outlook To meet rising demand, Windsor Drake will expand its sector-specific teams in healthcare and technology in 2025. The firm is also establishing a West Coast office to better serve clients in growth verticals concentrated in California and the Pacific Northwest. "The next 12-24 months represent a high-conviction window for founders," Barrington concluded. "Valuations remain strong, buyers have capital, and strategic clarity is at a premium. Well-prepared sellers are winning." About Windsor Drake Windsor Drake is a boutique M&A advisory firm serving founder-led businesses with enterprise values between $10 million and $150 million. Known for strategic positioning, institutional buyer access, and high-trust execution, the firm has built a track record of delivering premium outcomes in complex middle-market transactions. With offices in New York, Toronto, and London, Windsor Drake serves founder-led companies across North America and Europe. Media Contact:Sarah MitchellDirector of CommunicationsWindsor Drakesmitchell@ SOURCE: Windsor Drake View the original press release on ACCESS Newswire Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
