LEAD the difference exists to

enable, empower and unleash the opportunity for individuals and teams to lead the difference needed in the healthcare industry. At $3 trillion in costs, much of this is due to waste created by the industry, including costly medical errors. A key path to remedy a chunk of this waste is through intentional leadership. Leading different solutions through different paths and using less of the same methods.

LEAD the difference co-creates these new paths with individuals, leaders and executives based on how innovation, retention and engagement are defined as part of the organizational culture. Based on what links to business outcomes and based on what creates a difference for the community. With each new path and each new team, we assess, develop, test and track to ensure each leader has the information, skills and support need to LEAD the difference.

Healthcare Leadership Focus

Strategy & Innovation Potential.

We help you create capacity for your physicians as leaders. To align decision-making and systems to support emerging leaders. Defining where and how innovation happens amidst complexity and constraint, is the foundation for a sound executive strategy.

Select, Develop, then Engage.

We develop customized selection assessments and systems. We implement development frameworks that address limited time and resources and foster satisfaction and engagement. All are linked to business impact.

Intergenerational Dynamics.

We help organizations lead and influence across all four generations in the workplace, creating expectations that honor generational and individual expectations including meaning, value, purpose and contribution.


We assist organizations in developing a focus on well-being. We do this by building learning models and decision rules that promote community and caring, not just wellness. Well-being internal to an organization can be linked to well-being of a community.

One major challenge currently facing physician leaders is negotiating the differing behavior and values of nurses, doctors, and other health care personnel born of different generational age groups.” —Anthony Lim, MD, JD, and Ted Epperly, MD

Our Leaders

Steph Sharma

Partnership Development Director

Energized by the shared value possible in business, I am an influencer of how we lead change. A challenger to the executive imperative on strategy to include thinking and balance of the Cognitive with the Affective. A student about how business can achieve greater viability, when inclusive of socially responsible strategies. A Gen-X’er excited about how our current leaders integrate with our future leaders of Gen-Y. To consider the gaps, the shared understanding and the potential for completely rethinking how we do business as it pertains to structure, communication, co-creation, engagement, innovation and shared value outcomes. My centering and connection to the world around comes from teaching strategy at Pinchot University, international travel with husband and time training my two horses – they teach me trust, give me immediate feedback and build mindfulness through required presence. If you daydream while riding a horse, you might just fall off.


Kori Joneson

Operations Director

A Millennial committed to breaking generational stereotypes and showing the beauty and value of an intergenerational workplace. Dedicated to sharing, learning, and co-creating the shift to a more human-centered strategy and culture within healthcare and other industries around the world.


Our Advisors

Ryan Collins,
Strategic Advisor
Business Development Specialist

Madhu Singh
Chief Legal Advisor
Foundry Law Group

John O’dea
Strategic Advisor
Senior Client Executive – Insurance

Keith Marton
Certified Executive Coach

Raj Prabhu
CPA, Small Business Planning

Our Latest Book

Few companies focus on the unique drivers of what engages an individual, despite the abundance of research showing the positive connection between employee engagement and performance.

Our research focused on the most trusted profession: nursing. Historically, nurses remain the least engaged of all professions. We interviewed nurses across all four generations represented in the workforce today, determining what creates a sense of purpose for them, and then extrapolating how that can be true across all professions.

Treating engagement and culture as outcomes serves to shift the entire organizational strategy. It requires a commitment to the individual as well as trust. However, it may be one of the most important changes you make for your company today.

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