Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.

1. “Unleashing human potential to
achieve organizational success"™
Company Brochure
Mission Model Clients Case for Action
Practice Areas Consulting Team
www.davefleck.com
Note: Dave Fleck & Associates (DF&A) is a NJ Registered Alternate Name under
Northeastern Consulting, Inc., a corporation incorporated in the State of New Jersey.

2. Who we are…
and our Vision and Mission
Who we are
We are a team of organization, leadership and team development experts
based on the east coast of the United States and doing business globally in
support of our client operations. We support forward-looking companies in a
broad range of industries improve performance and results through the
authentic engagement of employees. We serve as a vehicle to assist
companies create healthy, committed and resilient organizations together
with more efficient and competitive business operations. We are dedicated
to providing our customers with highly personalized support when and where
they need it both face-to-face and through virtual technology.
Our Vision
A world where people and organizations thrive
Our Mission
To be a catalyst for leaders and organizations to achieve
sustainable high performance by unleashing human potential
2

3. DF&A What & How Model –
Creating a strong “How” enables success on
“What” is to be accomplished
The “HOW”
Culture, behaviors, values,
People, processes,
systems
structures, and business
strategy
THE “WHAT”
Base Business Tasks &
Special Project Business
Tasks

4. DF&A Waterline Model – Creating a
strong “How” enables success on “What” is
to be accomplished
WHAT we are doing…
Includes all the base business / project activities
that each function has on their plate
HOW we are doing it…
The human systems & work processes that enable the
“WHAT” to get done – process improvement, culture,
leadership, teamwork, communication, management
effectiveness, employee development, etc.

5. Our Keys for creating Successful,
Sustainable Organizations
 Design & implement a holistic approach to change
 Involve all levels of people in the change
process
 Ensure sponsors understand and fulfill their
roles as champions of the change
 Integrate the transfer of knowledge &
skills within each engagement
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6. We take a holistic approach …
based on the application of our model to
create sustainable high performance
NOTE: COPYRIGHT PENDING
ALL RIGHTS RESERVED
CREATED BY DAVE FLECK & ASSOCIATES
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7. Our Clients include …
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8. Case for Action …
Delivering on Strategic Change Promises
• A critical concern is that only 30% of major
Initiative Success Rates change initiatives achieve successful realization
Culture Change 19%
• A 2008 McKinsey survey of 3,199 executives
Business Expansion 20% indicated that 1/3 succeed in major
Software 26% transformational change.
Re-engineering 30%
• Symptoms include reduced performance;
M&A 33%
morale issues; catastrophic failures; superficial
TQM-Driven Change 37% installations, etc.
Restructuring 46%
• The crucial issue is how the change is
accomplished, not so much what the change is
Source: Smith, M. E., “Success rates for
different types of organizational change”
Performance Improvement, 41 (1), 2, 2002. • The most successful transformations have a
proactive approach that engages the people of
an organization.
*based on 2008 McKinsey Quarterly: Corporate transformation under pressure
8

9. The State of Affairs … statistics on
engagement today*
 Only 29% of employees are actively engaged in their jobs, while 54% are not-
engaged, and 17% are actively disengaged.
 72% of employees who quit leave because they feel they are not being recognized
for their contributions or sufficiently respected and coached by their leaders.
 50% of employees said “yes” when asked if they had thought of resigning in the
last six months. 79% of top performers do not feel appreciated.
 Only 13% of disengaged employees would recommend their company’s products
or services, compared with 78% of engaged employees.
 The cost of lost productivity in the US is estimated to be between $287 billion and
$370 billion.
*the above from David Ulrich & Wendy Ulrich based on their book The Why of Work (2010)
 In the Korn/Ferry Institute’s Confidence in Leadership Index, the North American
scores for credibility and trust in leadership are at all-time lows.
 Deloitte’s annual Ethics and Workplace Survey found that a third of Americans plan
to seek new jobs as the economy recovers. The top reasons: a lack of trust in their
employers and lack of transparent communication from leadership.
9

10. The Financial Impact ….
and Opportunity!
 Over a 10 year period (1998 to 2008) “best companies to work for” have a 6.8
% stock appreciation vs. 1.0% for the average firm.
- Presented by David Ulrich & Wendy Ulrich based on their book The Why of Work (2010)
 Organizations with high engagement are 78 percent more productive and 40
percent more profitable than those organizations with low levels of
engagement.
- Hewitt Quarterly
 Public companies ranking in the top quartile of employee engagement had EPS
growth at 2.6 times the rate of those that were below average in terms of
employee engagement
-Gallup 2008
 Best Buy indicates that for stores that improve employee engagement scores
by 1/10 of a point (on a five point scale) will see at $100,000 increase in sales
volume
- Gallup 2008
10

11. Our examples …
Results thru applying our keys to
Successful, Sustainable Organizations
 Created 2.5M year-over-year cost savings in a collaborative Kaizen
process involving software, manufacturing and service functions of a
major global company. In addition, significantly improved customer
satisfaction as a result of this quality/employee engagement process.
 Reduced turnover from 40 to 11% thru a multi-faceted employee
engagement process that involved all levels and people in a division in
follow-up to employee survey results.
 Significantly enhanced a Finance Executive’s Leadership Capabilities
through the application of an executive coaching process leading to
improved organizational performance and the executive’s promotion to
a position of greater authority and responsibility.
 Significantly improved organizational performance along with employee
survey results through a “cascaded-up” facilitated feedback / coaching /
work team development process. Culminated in a leadership team
meeting that addressed key organizational issues that had been
outstanding for years prior to the process. 11

12. The “lay of the land” … the current
state and starting point for building
engagement*
Key findings of the DF&A Org. Climate Survey & Interviews…
 There is more authority with less resources
 Remaining employees are assuming the work of positions that have
been eliminated
 There are more tasks to complete leading to longer work hours
 Employees are squeezed with many tasks and limited time for
thoroughness/quality which detracts from a feeling of a “job-well-done”
 Work is not considered enjoyable or “fun” anymore
 There is little time for training and development
 Fear of losing a job leads to not challenging “the system”
 There is less opportunity for career advancement within company
 People have less time for outside activities / time with family
*DF&A White Paper Survey & Interview Results, Oct. 2010
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13. Our Practice Areas … leading to
Sustainable High Performance
Sustainable High Performance is the core focus of Dave Fleck and
Associates. All of our practice areas work together synergistically toward the
goal of building capability for sustainable high performance and business
growth. This is illustrated in our model of
organizational change and transformation:
While each of our practice areas offers
separate, “stand-alone” services, our
experience is that in order to create high
performance that sustains itself, organizations
typically require coordinated change in
multiple practice areas such as in Leadership,
People Engagement, Strategy and Business
Architecture and Change Realization. Our
consulting practice is dedicated to helping
leaders at all levels negotiate and harmonize
these interdependencies, with one overarching
goal: sustainable performance excellence.
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14. Our approach …
Improves results while at the same time
transforms the organization
Targeted
Improvement Improved
Project Business
Results
AND
Enhanced
Targeted Capability
Skilled
to meet
Facilitation & Development the next
Behavioral (Knowledge, Skills, Business
Coaching Attitudes & Behaviors) Challenge
14

15. Our Practice Areas … leading to
Sustainable High Performance
We support the creation of break-through results through our “hands-on”
personal support and development of people, teams and organizations. We help
you achieve Sustainable High Performance by developing and
implementing holistic, integrated solutions through our following Practice Areas:
Leadership
& Dona Vages, Practice Leader
People Engagement
Strategy and Business
Architecture
& Karen Grove, Practice Leader
Change Realization
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16. Our Practice Areas …
Leadership
Leadership Development Deliverables: Individual and team resilience plans,
personal development plans, leadership transition/on-boarding process, Accelerated
Leadership Program
Executive Coaching Deliverables: The DF&A 3Cs Coaching Program™*,
organizational and personal assessments (EI, MBTI, FIRO-B, DISC), interview and
upward feedback data gathering / dialogue, coaching plans for on-going /
continuous growth and development, one-on-one coaching sessions for support,
debrief session to review key learnings.
*a defined coaching process consisting of the following four phases: Phase One:
Contracting, Assessment & Data Collection; Phase Two: Action Planning; Phase
Three: Defined Period of Coaching Sessions; Phase Four: Debriefing.
Succession Management Development and Facilitation Deliverables:
Proactive focus which defines required competencies (KSAB's - Knowledge, Skills,
Attitudes and Behaviors) in alignment with organizational vision, goals and
objectives, and the creation optimal performance development plans.
Competency Modeling Deliverables: Align competencies (KSAB's) with workforce
needs, identify competency gaps, create development plans, design framework for
coaching and mentoring and develop measurements to ensure results. 16

17. Our Practice Areas …
People Engagement
State of the Art Assessment and Coaching Processes Deliverables: EQ Profile, 360
Feedback, DF&A 3Cs Coaching Program (refer to the 3Cs Program Description).
High Performance Team Development Deliverables: Application of the Drexler Sibbet High
Performance Team Model and facilitate Action Research Survey Feedback Processes (Note:
This includes DF&A Organizational & Team Development and Improvement Process consisting
of upward feedback data gathering, dialogue and planning sessions designed to improve
leadership effectiveness, interpersonal communication and teamwork while improving results.
Leadership Transition Process Deliverables: Rapid team & leader rapport and performance
development process and managing in a virtual team environments.
Dynamic / Dialogue & Conflict Resolution - Interpersonal, Team, and Cross-Functional
/ Systemic Deliverables: Immediate resolution and long-term sustainability
Advanced Behavioral Skills Experiential Learning Deliverables: Rapid development of a
critical mass for high performance
Diversity for Results Deliverables: Assessment, planning and implementation of entity
specific strategies; leveraging inclusivity for greater impact; support for a global multicultural
environment
Customized interventions at the Individual, Team, and Systemic Level Deliverables:
Consulting / action research methodology tailored to client; high impact resolution of issues
identified 17

18. Our Practice Areas …
Strategy and Business Architecture
Clarifying Strategic Direction Deliverables: Alignment of Business model,
clarify Vision & Mission, strategy intent & executable goals and objectives
aligned with key strategic initiatives and supportive measurement process.
Process Improvement & Redesign Deliverables: Streamlined, efficient,
effective, flexible business processes
The Process-Based Organization Deliverables: Core business processes
defined & mapped; process owners established; key process metrics (scorecard)
defined; process teams established; continuous improvement ongoing
Organizational Design Deliverables: Enhanced or creative and innovative
Operating models; organizational/structural relationships mapped; improved
functionality
“Kaizen” Events Deliverables: Continuous improvement of processes in
manufacturing, engineering, supporting business processes, and management.
Process waste removed, leadership improved, teamwork & engagement
enhanced
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19. Our Practice Areas …
Change Realization
Developing Clear Intent of the Change Deliverables: Case for change, future
state (including culture statement), guiding principles, realization outcomes
Designing Change Components Deliverables: Organization design, process
design, role/responsibility definitions, performance metrics, organizational culture
requirements
Aligning the Organization Deliverables: Role/Stakeholder map, cascading
sponsorship plan/sessions, enrollment plans/sessions, advocacy plans, risk
mitigation plans, communication plans
Developing Change Leadership Capabilities Deliverables: Sponsor
assessment and development plans, sponsor coaching
Assessing and Developing Change Capability Deliverables: Change agent
network, Personal Resilience Profiles and plans
Implementation and Sustain Planning Deliverables: Implementation plan,
employee engagement plan, risk mitigation plan, risk communication
strategies/plans, change realization prognosis, measuring, monitoring, lessons
learned debriefs, milestone celebrations 19

20. Contact us at no cost or
obligation if…
 Changes in the competitive environment are forcing your organization
to seek more effective ways of doing business – to be faster, better,
more efficient
 Your organization is undergoing a major change in its environment –
mergers/ acquisitions, new facilities or technologies, new
product/service lines, reorganizations, etc.
 You want to create commitment and alignment – at all levels – in
support of your strategy
 You are struggling with sustainable growth, innovation and adaptation
 You want leaders to optimize personal impact and the people of an
organization to maximize results
 You’d like in defining a balance approach to performance metrics
 You want your strategies to be implemented, realized and sustained
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21. Our People…
knowledgeable, experienced & committed
Our Leadership, Associates, Alliances and Global Partners have years of
training and experience in business, organizational consulting and leadership development. All have
been granted advanced degrees, certifications and/or awards and several are currently teaching or
have taught at the undergraduate and/or graduate level. DF&A team members have a deep
understanding of the demands our clients face as most of us have been part of corporate management
and understand and appreciate the business challenges faced in today’s economy. We are committed to
sound consulting guidance, great service & a positive impact on our clients’ operational effectiveness.
Our Leadership … committed to professionally guide our support leading to our client’s success
Dave Fleck, MAABS, CEO and Principal Coach/Consultant, founded Northeastern Consulting, Inc. in
1998 and along with a team of leadership and organizational experts launched Dave Fleck & Associates in the
fall of 2009. Dave’s experience includes being a Senior Partner of Human Capital Development at VantagePoint
Consulting, Director of Organizational Effectiveness with Johnson & Johnson (Ortho-McNeil Pharmaceutical) and
Team Leader of the Organization Development (OD) practice in AT&T (Consumer Communication Services). His
career background also includes hands-on management experience with AT&T Bell Laboratories, Raytheon
Company as well as the United States Government. For many years Dave taught Leadership & Collaboration as
an Adjunct Professor in the graduate engineering program at the Polytechnic Institute of New York University
(NYU). He is an International Coaching Federation (ICF) Qualified Executive Coach Certified in Appreciative
Inquiry (AI) & Whole System IQ™ and is a graduate of the MIT Center for Organizational Learning Core
Competencies Course. Dave has a graduate degree in Leadership Coaching & Organizational Consulting from
the Leadership Institute of Seattle (LIOS), currently LIOS Graduate College of Saybrook University, and an
undergraduate degree in Sociology (Summa Cum Laude) from the State University of New York. In addition,
Dave is certified in Myers-Briggs Type Indicator (MBTI), Drexler-Sibbet High Performance Team Model, Diversity
Awareness & Facilitation and Wilson Learning Social Styles. 21

22. Our Leadership (continued)…
committed to professionally guide our
support leading to our client’s success
Dona-Maria Vages, MS, Vice President, Chief Operating Officer and Practice Leader, Leadership
and People Engagement, is an intercultural consultant specializing in assisting organizations successfully develop
and engage their human resources for optimum success. She applies a holistic and multi-cultural lens to
organizational issues and focuses on the effective management of organizational transitions, building inclusive work
environments, leading and managing virtual teams and developing the capabilities of individuals throughout the US
and Europe. Dona has extensive corporate and supervisory proficiency garnered at positions within AT&T, NCR and
Lucent Technologies. She holds a Masters of Science Degree in Human Resource Development from Suffolk
University and a Bachelor of Science Degree (cum laude) in Business Administration from Northeastern University
and extensive doctoral course work in Global Organization and Human Resource Development at The Union
Institute and University. She is certified in MBTI and Emotional Intelligence assessment instruments. Dona is also a
graduate of the Gestalt International Program on Organization and Systems Development and maintains adjunct
teaching relationships at colleges in Florida and Massachusetts. Dona has also been trained & certified as a
Practitioner in ODR’s, now Conner Partners’, change methodology.
Karen Grove, MBA, Ph.D., Vice President and Practice Leader, Strategy & Business Architecture and
Change Realization, has more than 20 years’ experience within management consulting, helping Fortune 500
companies address the challenges of enterprise-wide transformation initiatives such as market shifts,
mergers/acquisitions, business process reengineering, technological changes, shared services, and customer
relationship management. Challenges included creating cultural congruence, strengthening change leadership,
addressing stakeholder reluctance, maximizing organizational alignment, creating employee commitment, and
enhancing resilience while minimizing change fatigue. Industry expertise includes telecommunications, consumer
products, customer care, health care, power/utilities, retail banking, manufacturing, pharmaceuticals, military and
transportation. Karen holds a Ph.D. in organizational behavior and development from The Union Institute, a
master’s degree in business administration from Frostburg University, and a bachelor’s degree in French from
Shippensburg University in Shippensburg, PA. In addition, much of Karen’s expertise in change realization has been
gained through her long time association with ODR, now Conner Partners, where Karen continues to be a consulting
associate. 22

23. Our Associates… all with advanced
education along with years of “hands-
on” experience
N. Dini Checko, holds an M.A. degree from Columbia University in Organizational Psychology and is a
certified Coach/Consultant in Whole System IQ from The Leading Clinic. Dini successfully completed a
management development program in the financial services industry and consulted to Fortune 100 companies.
Rich Cohen, in addition to a law degree, Rich holds a Masters Degree in Organization Development from The
American University/NTL Institute and is currently an Adjunct Professor in the Graduate Psychology Department
at The City University of New York - Brooklyn College Division Clinic.
Michelle Frazier, holds a Masters Degree in Human Resource Management from Rutgers University and
completed post-graduate work in Principles & Practices in Organizational Development in the Organizational
Psychology Program at Teacher's College, Columbia University.
Nadia Kachalenko, earned an MBA in International Business from Fairleigh Dickinson University in addition
to her BS degree in Accounting. She has over 10 years experience in the corporate headquarters of Johnson &
Johnson and Pfizer Inc. Nadia has expertise in cost accounting, overall financial operations, strategic initiative
financials and process and system improvement.
Marsha Montgomery, received her MBA from the Darden Graduate School of Business (University of
Virginia). Marsha has successfully led projects in R & D, Facilities and Engineering, Manufacturing and Quality,
Sales and Marketing as well as Finance and Accounting.
Jackie Tobin, has an MBA in Management Information Systems. She has 20 year’s experience working in
the corporate headquarters of one of the world’s largest global banking institutions. Jackie is a technology
manager with expertise in complex business processes and providing innovative process & technology solutions.
Lynn Varagona, MBA, Ph.D., is a licensed psychologist with an executive MBA. Lynn combines her strong
background in behavioral science with a solid understanding of business issues people face. She has held a
several leadership and organizational development positions and has “hands-on” experience with
executing change to include leveraging assessments and diagnostics to create sustainability. 23

24. Our Alliances … experts who extend
our capabilities in support of our clients
Applied Logical Methods (APLOMET) (Special expertise in measuring process & organizational
performance, internal quality audits and process management). APLOMET’s mission is to help
organizations increase performance through consulting and education in quality management technologies.
Founder and Principal, Duke Okes, is a Fellow of the American Society for Quality and is certified by ASQ as
a certified manager of quality/organizational excellence, quality engineer, and quality auditor.
Crosby and Associates (Special expertise in the developing deep interpersonal communication
skills) East Coast President Gil Crosby, MSW, began his Organizational Development career in 1984,
following enthusiastically in his father's (Robert Crosby) footsteps. Gil has held Organizational Development
and Change Management positions with Peach Bottom Atomic Power Station and EDS. Gil wrote “Fight, Flight,
Freeze: Taming Your Reptilian Brain and Other practical Approaches to Self-Improvement” as well as
numerous articles.
The Leading Clinic (Special expertise in appreciative inquiry and large group intervention).
Founders Sherene Zolno and Rick Skillman, began this non-profit organization whose mission is “Helping
create a new future for nonprofit organizations and their leaders” has led to breakthroughs to new levels of
service excellence and capability, enabling nonprofits to make a profound difference in the quality of life in
their communities.
Lighthouse Consulting, LLC (Special expertise in mediation, diversity and leadership). Founder and
Principal, Andrew Cohn, is a graduate of Loyola Law School in Los Angeles, and is a member of the State
Bar of California. He also holds a Master’s degree in Applied Psychology from the University of Santa Monica,
and has been trained as a workplace mediator by the Los Angeles County Bar Association. In addition,
Andrew is Fellow with the Oxford Leadership Academy.
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25. Our Global Partners … expanding
our presence around the globe
JÜRGEN FERCHLAND (Global Partner in Europe / Germany). JÜRGEN has been an external consultant
for over 20 years in Human Resources and Organization Development for private and public organizations. He
has expertise in coaching, leadership and management development, team building, employee involvement
efforts and change management, with a focus on the human element of change. Working languages are
German & English.
EVA RÖTTGERS (Global Partner in Europe / Germany). Eva has 25 years of experience as ‘Change
Agent’ (Manager, Supervisor, Therapist, Coach and Organizational Development Consultant). She has been
working since 1985 in leadership development and communication skills training. Eva Röttgers is a coach for
executives, consultants and HR professionals since 1990. Beyond her work in training and individual coaching
she is a consultant in large, long term change projects. Working languages are German & English.
GUY TUNNICLIFF (Global Partner in Europe / England). Guy has a wealth of experience working with a
many different leaders, teams and organizations on people and business issues in the UK and internationally.
Guy has worked as a senior executive in global food, drinks & IT companies; in large health & government
bodies; universities & colleges and international management consultancies for over 25 years. His expertise
includes: assessing people & culture; coaching leaders; whole system change consultancy; developing high
performance teams; facilitating inspiring training workshops and working on inter-cultural and international
integration. Guy holds an M.A. (Organisational Psychology) from Lancaster University U.K., Certificates in
Management Education & Group Work. He is a graduate of Gestalt Institute of Cleveland USA International OSD
consultancy programme, accredited Cultural Transformation Tools trainer & consultant, European Foundation
for Quality Management assessor, and certified in many change processes & psychometric assessment tools.
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26. Our Global Partners (continued) …
expanding our presence around the globe
SUAT EMRE (Global Partner in Middle East / Turkey). Suat has 15+ years experience as a Senior
Consultant/Coach. Her services include Executive Coaching, Leadership Development and Organizational
Development Consultancy for planning and supporting change efforts of Family Businesses through Global
Corporations. Suat specializes in enhancing and developing corporate culture leading to the foundational values
needed in today's global markets. Suat has a BA in Marketing from Bogaziçi Üniversitesi and a Certificate from
the Gestalt International Study Center (GISC) in Advanced Practice Organizational Development Consulting.
ESTHER HALEVI (Global Partner in Middle East / Israel). Esther has extensive experience providing
consulting and training services to senior and mid-management in the public and private sectors in the Middle
East. Her multicultural background and personal business experience establishing and running a seven figure
company is an added value for her clients. She is bilingual and works in both English and Hebrew. Esther holds
a Masters degree in Organizational Behavior from Washington University, St, Louis, a certified Mediator and
graduate of the Gestalt International Program on Organization and Systems Development.
KEVIN J. NIEMI (Global Partner in Mexico, Central & South America / Venezuela). Kevin has over 20
years of private industry and management consulting experience. He has specialized in the full life-cycle of
Organizational Development and Change Realization activities. Kevin began his career in Fortune 500
companies (U.S. and international) in career track positions in manufacturing, finance, accounting, systems
development, marketing, sales. His consulting work began in 1992 and generally focused on the design and
delivery of OD and CR services to a wide number of clients and industries implementing ERP, e-CRM (Customer
Relationship Marketing) systems, other integrated packages, data warehouses, web-based applications,
organizational effectiveness, and other major change efforts. Kevin has worked with firms in Asia, North and
South America, and Europe undergoing business process redesigns, systems implementations, cultural changes,
acquisitions, mergers, and organizational restructurings. He holds an M.B.A. in Finance from the University of
Georgia, USA, and is Certified at Levels II and III, (Instructor and Consultant), in the Managing Organizational
Change™ methodology by ODR, Inc. (now Conner Partners), Atlanta, Georgia. USA
To be added by June 30, 2012 - our Global Partners in Asia / Singapore 26

27. Our Contact Information
We look forward to hearing from you and discussing areas of potential
support… at no obligation. Please contact us at… thrive@davefleck.com
Mid-Atlantic Corporate Office:
991 U.S. Highway 22 West, Suite 200
Bridgewater, NJ 08807
Tel: 908-864-8045 | Fax: 908-864-8099
www.davefleck.com
New England Southeast
Regional Office: Regional Office:
Tel: 508-775-0604 Tel: 843-877-2627
DF&A / NCI Company Brochure – updated March 29, 2012 27