Consulting engagements are commitments to the long-term success of the client organization. Providing effective solutions and confidentiality are key concerns in developing a consulting relationship.

Sherman has done consulting primarily though the IvyFaculty network, but he has also developed relationships for university-based “assistance to industry programs” and extension services. Here is a sampling of Sherman clientele and the kinds of work that he has done.

Private Sector Examples

  • Investments and financial management, e.g., a mutual funds company seeking help in applying behavioral finance principles to fund management and also in publicizing this approach as a component of its unique selling proposition.
  • High-tech, e.g., an electronics firm, which wanted to improve its overall leadership practices and gain leverage with its foreign headquartered parent company to develop products for independently.
  • Manufacturing, e.g., a steel-producing plant in a developing country needed help with a variety of daunting problems including low employee morale, reduced productivity, personnel turnover, work slow-downs, sabotage and institutionalized theft. Sherman was a member of a university-based team that tackled these problems with considerable success.
  • Pharmaceutical and medical device companies, e.g., a surgical instruments and products firm that had a problem with use of storage space in laboratories and other facilities and needed a customized method of making rational, prioritized decisions on how to allocate this resource.
  • Public relations firms, e.g., a company needed to produce an authoritative “position paper” on how people can be induced to save more of their incomes, and was helped by Sherman who organized and lead a team of Ivy Faculty economists and psychologists to meet the challenge. 
  • Military products and services firms, e.g.,a company that created in vivo and computer-simulated military practice scenarios for the U.S. military and had to make complex and laborious proposal on competitive bids and then negotiate certain details was losing value internally by not providing positive reinforcement to its own personnel after proposals were completed, and further losing value internally and externally by not handling closures of its negotiation phase of operations optimally.
  • Energy companies, e.g., a regional electricity provider was experiencing difficulties and loss of customer satisfaction due to outages and repair delays, and needed to develop a robust set of policies and procedures to correct these problems.

Public Sector Examples

  • U.S. federal law enforcement agencies, e.g., rewarding or reinforcing employees for performance in a way that actually improves subsequent performance is more difficult in the public sector than in private business. An information management component of a major law enforcement agency received assistance in creating a customized solution to improve quality and productivity via non-monetary reward system that favored collaboration rather than competition internally.
  • U.S. Department of Defense, and Military Services, e.g., a concerted effort involving both executive programs and consulting engagements to train senior military leaders, both uniformed and civilian SES, in how to increase productivity through diversity efforts. This set of issues looms large in the U.S. military. At the time of the intervention, women and minorities already made up over 40% of total personnel. General officers and SES executives collaborated in generating ideas to favor leveraging diversity and breaking “glass ceilings”. 
  • State and large city governments, e.g. design of a self-administered program on leadership development for the police department of a major city.


Sherman has developed a long-term coaching relationship with the head of a regional council of nations dealing with sensitive international issues. He also offers free consulting with executives of a major charity that provides services for elderly citizens.

Interactive discussion with representatives of countries belonging to the United Nations International Development Organization (UNIDO)

International List of Selected Client Organizations

American Bar Association
Association of Legal Administrators
Bizagi Digital Transformation
Boston Children’s Hospital
Carnegie Bosch
Institute Customs Law Enforcement
Defense Equal Opportunity Management Institute
Dominion Executive Club
DEA, Drug Enforcement Administration
Energy Council of the Northeast
FBI, Federal Bureau of Investigation
Ferrominera Iron Mining*
Government of Iceland, Office of the Prime Minister
Government of Lombardy, Italy
Grupo Nexo Franquicia
Institute for Education Leadership, Ontario
Investment Management Consultants Association
J.C. Penney Company, Inc.
Johnson & JohnsonMaryland
Department of Housing and Development 
Meals On Wheels
NASA, National Aeronautics and Space Administration
National Association of Bar Executives
Nuclear Energy Institute

Ohio University, Voinovich Center
Ontario Principals Council
Oppenheimer Capital
Petrochemicals of Venezuela, Pequiven*
Prudential Investments
Roche Laboratories
Sharp, USA
SIDOR Steel, Siderúrgica de Orinoco C.A.*
Technology Partners International
Titan Recruitment
Toronto Stock Exchange
Treasury Board of Canada
UNIDO, United Nations Industrial Development Organization,
UNICEF, United Nations International Children's Emergency Fund
United Bank for Africa
University of Tennessee, Chattanooga
US Department of Defense
US Army, General Officers Management Organization
Venalum, Aluminum Mining and Products*
Wall Coverings Association
YPO, Latin America
YPO, Australia
* Early work, during Venezuela’s period of democratic stability

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