Functional Practice Areas

Maverick is a boutique management consulting firm, and we limit our hands-on engagement activity to those practice areas where we are certain that we can create significant results for our clients that are recognizable in the short-term and sustainable over the long-term.

The firm’s Behavioral Integration Management™ (BIM) practice, which is integrated throughout our functional practice areas and is central to the firm’s unique engagement methodology, is headed by Dr. Martin D. Cohen. BIM has no industry exclusions, and includes these practice areas: Crisis Leadership, Conflict Resolution, Executive Coaching, Strategy and Leadership (Dr. Mike Weeks).

Who Engages Us?

Maverick is engaged by domestic and global public companies; the middle-market in the private and public sectors; government agencies; non-profits; and family owned businesses.

Do You Need Specific Information About Our Practice Areas?

If the consulting services you're looking for are not listed, or if you would like to know if we practice in your industry, please call Maverick's practice leader, William R. Stark at 866-688-7223 x 706 to discuss your specific needs and concerns. If Maverick isn't the right choice for your organization's requirements, we may be able to recommend another firm that can better assist you.

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  • M&A - The Maverick Way Open or Close

    M&A - The Maverick Way

    Get World Class M&A Results (And Save Your Money & Resources)


    If your company doesn't have an experienced M&A team or a dedicated corporate development group, that's okay: save your company's money and outsource your M&A to Maverick. The Firm's experts, former senior executives with extensive and proven M&A experience (domestic and global), can help you choose the right people in your company for M&A team deployments as needed.When you engage Maverick for your M&A work, its seasoned experts will not only provide operational guidance for your team leaders and associates, but also help them to develop a broader and deeper understanding of the M&A process. In doing so, the Firm will provide your key executives and team members with additional tools and skillsets that will enable them to contribute to your company's M&A process more effectively in the future; increasingly so with each successive deal we collaborate on with your company.

    Maverick's M&A practice experts will act not only as your acquisition process guides but also as your team's teachers and mentors.

  • DecisionEdge™ Open or Close


    MagicianLike the magician cutting his pretty assistant in half, things are not always what they appear to be. Just as our eyes can betray our sense of logic and what we know otherwise to be the truth, so it is with our minds.

    We may believe things are true even if they’re not, for a variety of reasons. And when it comes to falsehoods, we sometimes hold them as truths, even when we should know better.  

    When it comes to making important decisions, we might like to think that our executives and managers (and ourselves) make decisions based on the best available facts, including input from company experts, market intelligence, and a well thought-out risk-reward scenario; but much of the time, we’d be wrong.  The fact is that most decisions are not logical, they’re psychological!

    In every organization the psychological components that influence people’s decisions can, and do, lead to less than desirable outcomes. Even some successful decisions might have had better outcomes, if they had been based more on logic and facts, rather than being influenced by psychological factors.  In any case, it’s absolutely unacceptable in today’s highly competitive and hyper-connected world to simply make decisions faster: you have to make better decisions faster. And you have to do your best to distance those decisions from psychological influences.

    Psychologists have been conducting experiments for years to determine how we make decisions and why we arrive at those decisions. There is now a wealth of irrefutable knowledge on the subject that provides proof that all of us are all influenced, at least some of the time, in our decision-making process by a myriad of psychological factors.  What are these psychological influencers?  They include, but are not limited to: our personal experiences; our biases; by whether we like the person bringing the information to us; by “anchors” and a plethora of other elements (too many to mention here).  

    So, whether we like it or not, all of us are influenced at least some of the time by a myriad of psychological factors that can lead us to making bad decisions-or no decision at all.  Think back to a few of the major decisions you asked someone on your management team to make. Haven’t you ever wondered-maybe more than once, “What made Tom make that decision?”   You said to yourself, “I trust his judgment, he’s a smart guy and I like Tom, so I’m sure it was the best decision possible.”  But still, you wondered.  As time went by, you learned that the decision that Tom made turned out to be a bad one.  But there were plenty of “good” reasons as to why the decision ended up as a failure; none of them were Tom’s fault.  Generally, it’s “never anyone’s fault” when a complex decision turns out to be wrong, or creates less than desirable results.  But in fact, that’s not really the case at all. 

    EYPEnHWg0AwASxJ9jtXpw  MVmBhS6vNfPeO8GHWQoo Within the context of the psychological influencers discussed above, we find in the corporate world two significant elements that people rely on that almost always will lead to poor decision making, and ultimately a bad outcome:  (1) Asking people that we trust for help-instead of going to the person(s) that has the expert knowledge, and (2) Political/career considerations, which often involve altering the facts to bring about the conclusions that we believe will further our careers or improve our relationships with our superiors. Clearly, these factors are not helpful to anyone needing to make complex decisions in your organization.  But is there a way to help your organization improve its decision making process and make it more logical than psychological?  Fortunately, there is a way to improve decision making-and future results in your organization.

    Maverick’s unique engagement methodology called Behavioral Integration Management, along with our software tools that assist us in identifying internal social networks and human information hubs within your organization, through the analysis of internal emails (subject lines only), as well as other investigatory methods-including in-depth interviews that augment and clarify the automated analyses, will help you and your team identify how critical decisions are currently being made within your organization.  Maverick can then provide you and your senior management team with tangible ways to improve the way decisions are made throughout your organization.  The result will be better, faster decisions that create long-term value for your organization. 

    To learn more about DecisionEdge and how it can help your company, please contact Bill Stark here.

  • Behavioral Integration Management Open or Close

    Behavioral Integration Management™

    Because Maverick assesses and addresses the needs of individuals, as well as the culture and intrinsicalities of an organization in the context of its client engagements, the chance that behavioral issues may inhibit or impede the success of our collaboratively crafted, innovative business strategies and action plans is greatly reduced.   We achieve this success through our unique engagement methodology called Behavioral Integration Management.

    MartyBldngMany of the larger, traditional management consulting firms have only recently come to recognize the benefits of integrating psychologists within their consulting teams to help address people and corporate culture issues that arise during restructuring and similarly disruptive changes to a company’s operations and management: changes that might adversely affect its human capital and the organization as a whole.

    But these are generally “bolt on” efforts to give the appearance of integrative approaches to management consulting. Maverick, on the other hand, was a pioneer in the integration of the management and behavioral sciences. Two decades ago, Maverick’s innovative engagement methodology was conceived, and the firm was built on two equal and interdependent underpinnings, the management and behavioral sciences. The firm is now in its third decade, providing companies in the family, private and public sectors a truly innovative and integrated approach to management consulting; one that our clients tell us helps them to achieve better- and more sustainable results.

    But these are generally “bolt on” efforts to give the appearance of integrative approaches to management consulting. Maverick, on the other hand, was a pioneer in the integration of the management and behavioral sciences. Two decades ago, Maverick’s innovative engagement methodology was conceived, and the firm was built on two equal and interdependent underpinnings, the management and behavioral sciences. The firm is now in its third decade, providing companies in the family, private and public sectors a truly innovative and integrated approach to management consulting; one that our clients tell us helps them to achieve better- and more sustainable results.

    To learn more about Behavioral Integration Management and how Maverick can help your company or organization become more successful, please contact Dr. Martin Cohen.

  • Creating a Lean Enterprise Open or Close

    Creating a Lean Enterprise,
    The Maverick Way

    One of the most important and misunderstood elements with regard to creating a lean organization is that it is not just another way to achieve significant cost reductions—although that will be one of the benefits. As we've seen, ordering across the board cost reductions without thinking through their ramifications often creates employees afraid for their jobs, reduces productivity, key people flee to avoid the possibility of being "downsized out," etc. Any financial improvements tend to be lower than anticipated and the costs that were cut tend to find their way back into the organization down the road. But perhaps the worst result may be that senior management is perceived as being mean and self-serving. And one more key point to remember is this: cost cutting alone rarely creates value for your customer. Constructing a lean enterprise is all about creating value for your customers, which in turn drives value throughout your organization. Nothing mean about that.

    Traditional cost cutting efforts are akin to surgical techniques in the early 20th century. Your company will never be competitive for the long term if all you do is cut costs, programs, and head counts when economic times get tough. You will lose key people, lower morale, reduce productivity and squelch creativity. You will likely reduce your overall competitiveness in the market place.

    At Maverick, we have always understood and practiced our own version of Lean Thinking, the concepts articulated in the excellent books authored by James P. Womack and Daniel T. Jones. We start by determining what your customers perceive as value: then, by working our way backwards up the value stream we work with your managers and associates to assist them in eliminating all waste. In this manner, everything that takes place in your organization, from inception to delivery of your products or services creates value for your customers. This is easier said than done, because there are always significant political and structural impediments to reducing or eliminating waste.

    Here are just a few of the benefits of a creating a lean enterprise, the Maverick Way:

    • Increase profits
    • Increase margins
    • Lower production costs
    • Lower service costs
    • Lower sales costs
    • Lower administrative costs
    • Improve customer satisfaction
    • Improve sales cycle to cash
    • Build and maintain stronger customer partnerships
    • Higher customer loyalty
    • Customer retention increased
    • Reduced inventory

    To create a truly lean enterprise, you must go beyond your own walls. Many of your company's products and services are themselves dependent upon the goods and services provided to you by other vendors. And if all parties involved in the value stream do not integrate their efforts and share each others' concerns, you will never achieve a truly lean enterprise.

    Maverick has integrated the management and behavioral sciences; that means we assess and address the people issues concurrent with our collaborative efforts to create a lean enterprise. Of course, you don't start with the whole organization at one time! We will work with you to determine the most inefficient and wasteful areas of your organization—you probably know where those areas are right now—and we'll create a lean division, or lean group, or even just take one product or service, and help you transform it into a lean value stream for your customer—and that customer can be internal or external. The near-term success of this one action to demonstrate the benefits of creating a lean enterprise will be extremely helpful in motivating others to come on-board as the expansion of lean thinking within your organization takes hold. To discuss how your organization can benefit by becoming lean, please contact Bill Stark here.

  • SalesEdge™ Open or Close

    An advanced sales trainging & sales management program that enables operational excellence while concurrently assessing & addressing the people issues.

    Read More
  • Conflict Resolution Open or Close

    Conflict Resolution

    conflict resolutionConflicts arise regularly and at all levels of the organization. Sometimes the parties involved quickly and successfully resolve these conflicts on their own. Other times, one or both parties may "forgive but don't forget." Sometimes an underlying dispute or bad feelings between certain executives and/or managers may go on for months or even years; which may lead to subtle, yet highly disruptive and destructive behaviors, including the creation of silos and/or one or more executives constantly but subtely undermining others' efforts and initiatives.

    We assist in resolving conflicts at the following levels:

    • Board of Directors
    • Executive Management
    • Senior Management
    • Key employees
    • Teams

    Maverick is uniquely qualified to assist in assessing and resolving conflicts. Our unique engagement model, Behavioral Integration Management™ which integrates both the management and behavioral sciences, provides us with the ability to understand the operating and financial issues that are often an underlying part of the emotional conflict between the conflicted parties. Dr. Martin D. Cohen a licensed, clinical psychologist with over three decades in corporate, private, government and clinical practice areas heads the People Issues Directorate (BIM) for Maverick.

    Often, conflicts are a result of an organization's structure that inadvertently positions individuals, groups or even entire divisions at cross purposes with one another. Another common reason for conflict is due to culture clashes between people that have been with the company for quite a while, and with a newer employee that came from an organization with a different set of values, or a corporate culture that was markedly different from their current one. In our experience, conflicts are often left unresolved or the protagonists are left to "agree to disagree" with one another. Although it may not be apparent, significant damage is done to the morale of the people loyal to each of the combatants and often to the company as a whole.

  • Crisis Management Open or Close

    Crisis Management

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  • Cultural & Political Assesment Open or Close

    When you're running at 80 mph it's easy to lose sight of the importance of regularly taking the temperature of your corporate culture and assessing and addressing your company's people issues. Maverick pioneered the integration of management and behavioral sciences. We can not only make your operations hum, we can make your people want to hum, too.

    Read More
  • Ethics Training Open or Close

    Ethics Training

    Whether you're a public or privately held company, a non-profit or a government agency, ethics training should be an integral and ongoing effort in your organization.

    In public companies, Sarbanes-Oxley compliance training is not a substitute for ethics training.

    Ethics Training Maverick LLC Every organization should ensure that its executives, managers and employees understand what the definition of ethical behavior is within their environment. Complete breakdowns in ethical behavior or even one-time ethical lapses within your management and employee ranks can cost you lots of dough. And worse, can tarnish or even ruin your organization's hard earned reputation with customers, vendors and the public.

    Any one of the root cause of ethical lapses, can cause a break in ethical behavior. Several of them coming together may cause the "perfect storm," which enables basically good people to make really bad ethical decisions; more than once on an individual basis-or to collaborate with others to reach objectives in a manner inconsistent with ethically acceptable behavior. Ethical lapses are a slippery slope, and most ethical gaps are never seen or heard about by senior management.  Often, ethical issues are covered up or glossed over by managers or executives to "save" a star player from being fired.

    "There is a difference between breaking the law and behaving unethically - and that simply following the law shouldn't be the basis of business conduct."

    Charles Munger,
    Vice Chairman
    Berkshire Hathaway

    Managers and executives must be trained in order to distinguish between "honest ethical lapses," as opposed to a decision to intentionally breach the organizations' ethics. In the latter case, a zero tolerance policy must be in place and visible. In the former, coaching, review and additional training can often put things back on track and forestall similar lapses in the future.

    Our PhD, licensed clinical psychologists will work with your organization's senior management to design an ethics training program that suits the unique requirements of your organization. For any program to be successful, it must be ongoing, and have built-in feedback loops, evaluation and improvement, and of course, the visible support of senior management. Maverick will design your organization's training program with all of those things in mind.

  • Executive Coaching Open or Close

    Executive & Management Coaching

    If you're thinking of engaging a coach, or have already decided you need one, take a few moments to consider the following questions:

      1. Who is my prospective coach, and what did she/he do before becoming one?
      2. What education, skills and experience does he/she bring to the table?
      3. How has he/she explained the methodology to be employed to help you reach your objectives?
      4. What's his or her real value to you? To your organization?
      5. As you know, there are many considerations to contemplate before opening your life and career details to an outsider. What kind of professional would you feel most comfortable working with when it comes to sharing your confidential personal and corporate information?

      What Makes Maverick Different?

      "What makes Maverick different is their focus on better implementation through understanding the people issues."
      Bob Vanourek,
      Former CEO at Sensormatic Electronics Corp.
      Co-author of Award Winning book, Triple Crown Leadership

      At Maverick, we believe that to be an effective coach you have to have more than just an affinity for being a good cheerleader and perhaps being trained or certified as a "professional coach." It's our opinion that to be a truly effective coach, you must first be qualified to accurately evaluate the client's behavioral profile and leadership skill-set. You also have to have a deep appreciation for the dynamics of business relationships, and be able (and willing) to help your client manage his/her expectations regarding the help you can provide.

      From our perspective, the best people to do that are licensed, PhD clinical psychologists, like Dr. Martin D. Cohen, the director of Maverick's behavioral practice. Dr. Cohen has over three decades in corporate, non-profit, government and private practice. He is frequently engaged by government agencies to assist in conflict resolution and, in addition, Marty is the Clinical Director for the Tampa Bay Region Critical Incident Team. In that capacity, he directs on-site trauma counseling for first responders during the course of major events like hurricanes, accidents and terrorist acts.

      Marty and his staff have a great advantage over virtually all other coaches: they can draw on the business consulting group at Maverick to help them understand the complex business issues that can, and often do, influence the relationship issues that confront just about all leaders in every type of organization. This integrated approach to helping our clients solve their problems is unique to Maverick, and we call it Behavioral Integration Management or "BIM." And, if it's your sense that what's really needed in your organization is less executive coaching, and more conflict resolution between operating groups, or between two or more senior managers or executives, Dr. Cohen can assist you in those areas as well.

      You may be a great business strategist, operating executive or financial guru; or, maybe you inherited or even earned the reigns at a family owned business. But unless you can build trusting and lasting relationships with people (and inspire and motivate them) you'll never be a great leader, or for that matter, even an effective one. For more information, please contact Dr. Cohen here.

    1. Family Owned Businesses Open or Close

      Family Owned Businesses

      Our engagement model makes us uniquely qualified to assist family owned businesses of any size with just about any problem or challenge.

      family business picFamily owned businesses are presented with all of the typical business challenges—in addition to all of the issues and problems that occur within the family context. Although having a family business with sons and/or daughters and relatives in management positions can offer many advantages, when things go wrong, they tend to spiral out of control emotionally, and often times do not lend themselves to easy solutions. Even the most mundane matters related to the business can and do tear families apart or create a "we against them" mentality.

      In some cases, the children are not quite ready to run the business when the patriarch or matriarch is ready to retire. And, there is always the challenge of whom to leave in charge when there are multiple siblings, cousins and other relatives at the top of the hierarchy. And, career paths that are blocked to non-family members can make it very difficult to attract and retain up-and-coming or established talent to the organization.

      Our engagement model makes us uniquely qualified to assist family owned businesses of any size with just about any problem or challenge. Our director of People Issues and Behavioral Integration Management, Dr. Martin D. Cohen, is a licensed, PhD clinical psychologist with over three decades of practice in the corporate, government, non-profit, and private sectors. He'll lead the effort to guide your family during times of management transition, sibling rivalries, conflict between family members and non family managers and executives, and a variety of other scenarios unique to the family owned business.

      Below are just some of the areas that we can help with:

      • Conflict resolution
      • Acquisitions
      • Preparing your company for sale
      • Market Strategy
      • Product Strategy
      • Sales education
      • Temporary executive management
      • Organizational development and structure
      • Executive coaching
      • Behavioral assessment and coaching
      • Succession planning and implementation
      • Pre-hire evaluation of key employees and senior managers
    2. Field Service Open or Close

      Field Service

      If your company has from 50 to 2,000 (or more) field service techs, let Maverick help you deliver the highest quality customer service possible, while significantly  driving down costs; and at the same time improving customer loyalty and increasing customer retention rates.  We usually save our clients 8% -15% (or more) in annual service costs-on a sustainable basis.

      Field Service PicThe Maverick Way is not about indiscriminate cost cutting—any consulting firm or executive with an axe can do that. Instead, we'll analyze your customers' needs and your current capabilities and resources, and work with you and your people to develop the most effective and cost efficient service delivery solution. In that process we will help your people eliminate all wasted efforts. We have found that to completely understand where costs can be eliminated or reduced, you have to follow the path back to where the costs originated in the first place. For instance, bringing on too many product lines may in time, burden the service department with more training costs, more repair costs, and more travel costs. Sales or product management may have decided to offer the new products to generate more revenue or be more competitive in their offerings to potential and existing customers, but did they ever look at the long-term costs associated with their agenda? Probably not.

      Field service practice includes:

      • Cost analysis and reductions without compromising customer satisfaction.
      • Improve customer loyalty and retention.
      • Technology analysis, adoption, and deployment.
      • Sales consultation skills for service techs.
      • Creating and sustaining competitive advantages.
      • Tech training and education
      • Simple to use tools to ensure that you are receiving the correct metrics in order to measure and constantly improve your field service team's effectiveness.
      • Create and implement significant service discriminators that will turn satisfied customers into loyal customers.
      • Service tech compensation and retention strategies.
    3. High Performance Teams Open or Close

      Building High Performance Teams

      Maverick can profile and evaluate current executives and team leaders to help improve their understandings of how to work more productively and effectively with their subordinates and team members.

      blue angelsStunningly, over 90% of all the teams we have ever been introduced to were created by an executive simply putting two or more people together. Any way you look at it, that's not a team: it's a group of people, often with disjointed agendas and from different internal "micro-cultures."

      Just putting people together to work on the same project doesn't make it a team-at least not a high performance one. Maverick can professionally profile and evaluate current team members to help improve their understandings of how to work more productively & effectively with their team members. And, we can help you build more effective, high performance teams using our unique engagement methodology.

      Not infrequently, some team members are put in place to be the eyes and ears for their silo based managers, or for political reasons, or to help the person get his "badge" for a future promotion. And, still other team members are selected despite their lack of operating or other relevant experience. Have you ever wondered how Mr. or Ms. X became the team leader, and why? Sometimes the answer is not so obvious. We can assist you in profiling, evaluating and selecting the best candidates for team leadership positions.

      At Maverick, we make extensive use of behavioral profiles as a self-assessment tool, but unlike many other firms, that’s just the first step toward evaluating a team member's or executive’s behavioral style.  Once the client completes an on-line profile, the results are first analyzed by one of the firm's PhD or PsiD clinical psychologists; then the raw data and analysis are reviewed with the subject in a one-on- one private meeting. Subsequent to that analysis, review and one-on-ones with all the subjects, we convene the entire group or team so that each member can learn about the others' behavioral styles, and they are provided a variety of hands-on exercises that demonstrate how they can use their new knowledge about themselves, and their fellow team members to facilitate better outcomes.

      Dr. Martin D. Cohen, Director of Behavioral Integration Management™ at Maverick employs a variety of behavioral profiles, depending upon the psychological tendencies or behaviors that are being evaluated. One such tool to provide behavioral insight-and that is similar to the Tracom assessment- is called the DISC profile. It categorizes a person's behavioral styles within various spokes in a circle. The main identifiers are driver, implementer, supporter and conductor. The complete results present in a much more detailed manner than many other similar self-assessments, and are exceptionally easy to review with the client. The data gleaned from tens of thousands of subjects has proven to be extremely accurate—and a very useful tool, when coupled with the necessary professional analysis and feedback for creating true, high performance teams.

      And it's not just personality styles or behavioral profiles that matter: it's understanding what type of work motivates each team member, and does the type of project fit each individual's behavioral characteristics? Beyond that, it's also a matter of skill sets among the team members: you don't want everyone to have the same backgrounds and skills for the project. High performance team members need to have hard and soft skills that complement the other team members, and that will also drive as much value to the project as possible.

      So, how can we help? Maverick can profile and evaluate current executives and team leaders to help improve their understandings of how to work more productively and effectively with their subordinates and team members. And, if there are incompatibility problems that can't be resolved, we'll give you that feedback, too. Are you ready to form new teams? That's the best time to engage the Maverick to help you build high performance teams from scratch; witness for yourself the transformation of high performance individuals when they are matched to the right team members and to the type of project that will make the best use out of the team's complete set of skills. You'll soon start to see what's possible when there are minimal intra-organizational and interpersonal conflicts: coupled with highly motivated employees, improved creativity and problem solving and more effective communication skills. Your new high performance teams will produce more significant and sustainable accomplishments then you ever thought possible.

    4. Leadership + Strategy + Coaching = Outstanding Performance Open or Close


      Leadership + Strategy + Coaching = OUTSTANDING PERFORMANCE

      mavleadershiproadsignOutperform Your Competitors: The Maverick Way! The Maverick view of cutting-edge organizational performance operates at the intersection of strategy and leadership. Most consulting firms see strategic development as one practice area and leadership development as another (often called coaching). At Maverick, we recognize that even the best strategy will have no effect if an organization's executives can't create and sustain buy-in from key stakeholders.

      With that in mind, Maverick combines strategic analysis, innovative leadership techniques, and Behavioral Integration Management™ (BIM) to insure not only the maximum impact to your company's bottom line on a sustainable basis-but also a quantifiable course change for your organization.

      Maverick's practice directors and senior consultants collaborate with you, your colleagues, staff, and associates to develop a strategic vision that will position your organization to succeed in today's dynamic business environment. This includes the use of Maverick's proprietary tool set to assess and address your firm's culture; determine its strengths and weaknesses compared to your competitors; and determine its unique resources and competencies. The Firm's consultants have experience with strategic development efforts for Fortune 500 firms, mid and small-cap companies and smaller, emerging firms.

      As you know, strategic development efforts often result in nothing more than nicely bound reports that sit on shelves and are soon forgotten. Maverick is different: the completion of the strategic analysis is just the beginning. The Firm will work with your senior management team to develop leadership strategies that overcome inertia and resistance to change in all types of organizational environments. Maverick will help you develop and execute customized implementation plans, ensuring that your strategic vision is translated into coordinated action from the ground up. And we provide the tools to create an environment of continuous improvement to your ongoing strategic planning and execution.

      Maverick believes that its unique engagement model which integrates innovative strategic thought, leadership theory, and behavioral science, improves organizational performance and will position your firm to outperform its competitors. We do this through an understanding of how strategic vision and strong leadership combine to create innovative products and services for your customers. These insights fuel the development of successful implementation plans that focus on improved leadership to marshal the resources of your firm toward achievement of your strategic goals.

    5. SecondOpinion Open or Close
      By engaging Maverick for a SecondOpinion, your firm will be provided with an independent, objective analysis and perspective; without the fear of political backlash or personal agendas. Read More