Mr. Jonathan B. Gilbert, Founding Partner of The Oar Collective

Mr. Gilbert has over 40 years of experience as entrepreneur, executive coach, educator, facilitator, noted speaker, chief executive officer, construction manager, management consultant, project manager, and engineer. In 1975, he began his career as a project engineer and construction manager, designing, building, and operating environmental treatment facilities.
In 1982, Mr. Gilbert changed his career focus by joining FMI, a management consulting firm focused on the real estate development, construction, and engi- neering industries. In this capacity, he consulted with the leaders of construction organizations to improve their quality, efficiency, and profitability. From 1985 to 1989, Mr. Gilbert founded, owned and operated a consulting firm dedicated to improving the project management capabilities and practices for real estate de- velopers. As environmental awareness re-emerged in the late 1980s, the focus of the firm included assisting developers and environmental consulting firms to position themselves for the changes occurring in the environmental marketplace.
In 1989, Mr. Gilbert joined Scott, Madden and Associates to consult with regulat- ed utilities throughout the country. From 1992 to 1997, Mr. Gilbert was Principal of the Innova Group, where he developed and conducted management, organi- zation and leadership development, and change management programs to a wide variety of clients in the construction, energy, utility, insurance, information technology, and telecommunications industries. From 1997 to 2007, as founding principal of Jonathan Gilbert and Associates, he provided advice, counsel and coaching in the areas of executive leadership development, corporate culture, organization development and design, change management and project man- agement to select clients worldwide, primarily in the information technology, net- working, energy, construction, financial services and pharmaceutical industries. From 2007 to 2016, Mr. Gilbert was Executive Director of and Consultant to ESI International, a global training and performance improvement organization. In this capacity, he led the organization’s internal leadership development/culture change initiative, as well as facilitating leadership and program/project manage- ment training classes for ESI clients world-wide. Most recently, Mr. Gilbert has been Vice President of Product Development for StrategyExecution (now Korn Ferry), responsible for all aspects of the development and operations for the globally conducted Adaptive Strategic Execution Program, developed in close partnership with Duke Corporate Education.
Mr. Gilbert earned his Bachelor of Science in Civil Engineering from the Universi- ty of Maryland at College Park, concentrating in project/construction manage- ment and environmental engineering. He has been a Certified Project Manage- ment Professional, and is a certified Myers Briggs Type Indicator Practitioner.

Adaptive Strategic Execution Program (ASEP) Development and Training
for Strategy Execution (now Korn Ferry), partnered with Duke University’s Fuqua School of Business and Duke Corporate Education. Mr. Gilbert was the product owner and program manager, responsible for all aspects of the creation, devel- opment, co-writing, marketing, selling, operations, instruction and partner rela- tionship. During his four years of involvement, the ASEP grew to a multi-million dollar (US) product, with thousands of students in six continents. Course topics within the Program, focused on addressing the needs of organizations to produce leaders that can effectively deal with a volatile, uncertain, complex and ambigu- ous work environment, include:
• Making Sense of Complexity
• Aligning Work with Strategy
• Influencing Without Authority
• Driving and Influencing Change • Building Effective Teams
• Delivering Business Value
• Managing Critical Stakeholders • Design Thinking for Results
Each of the eight courses were developed for delivery in multiple modalities, from Instructor-Led Training (ILT), Virtual ILT, and asynchronous learning.

Project Management Consulting, Development and Training for the globe’s largest information technology manufacturer and services provider. During this long-term engagement of over ten years, Mr. Gilbert has developed and deliv- ered project management training materials for many training and development programs, (representing nearly 6,000 participants) whose topics include:

  • undamentals of project management
  • project planning, control and analysis
  • basic project leadership
  • advanced project leadership
  • strategy issues in project management
  • project financial management
  • project management applications via computerized simulations
  • project management applications in a manufacturing environment
  • basic risk management in projects
  • advanced risk management in projects
  • review topics for experienced project managers and executives

Additionally, the engagement has included assisting the project management cur- riculum owners in constantly developing new strategies and directions for project management training and development. As a capstone effort, the engagement has also included the education, training, counseling, development, mentoring and coaching of many of the top executives in the need for, and implementation of, project management at all levels of the organization.

Organization Development, Design and Change Management for a large en- gineering and construction conglomerate headquartered in the United Kingdom. Over several months, Mr. Gilbert assessed the company’s performance, key managers, and business processes. While conducting several executive devel- opment workshops, the future direction of the organization was discerned, and specific organizational requirements were developed in the areas of:

  • leadership practices
  • management imperatives
  • project management tools and techniques organization design

Once agreed to by all executives, a five-day learning and development simulation was designed, developed and conducted on a monthly basis over several years. Company performance was surveyed through this period to determine the impact of the developmental experiences.
Major Southeast Utility
For the Fossil Generation Maintenance organization, established, directed and implemented a recurring organization development program. The capstone of the program was an off-site five-day training, development and change manage- ment intervention that focused participants on leadership, organizational and management imperatives to increase customer focus, reduce outage durations, and respond to stakeholder and marketplace changes in a competitive manner.
Major Southern Utility
For the entire organization under the auspices and guidance of the Human Re- sources- Leadership and Organization Development Group, developed, directed and implemented a multi-year leadership, organization development, and change management initiative. The significant component of the initiative was an intense five-day training and development intervention for key management that allowed participants to develop leadership and management practices appropriate for a rapidly changing, customer-focused re-regulated marketplace.
Major Midwestern Utility
For the entire Fossil and Nuclear Generating organization, under the sponsorship and direction of the Executive Vice President- Generating, developed, directed and implemented The Winds of Change, a multi-year engagement directed at improving the leadership and management capabilities, competencies, change management practices and results of the organization. This multiple step inter- vention included a five-day off-site development program, as well as comprehen- sive follow-up missions with participants to determine development and change management effectiveness. A third component was a management effectiveness survey broadcast to the entire organization that indicated levels of implementa- tion of desired leadership, management and change management practices learned during previous steps of development. The survey was ultimately used as a significant tool during manager performance evaluations.
Major Southeast Utility
For significant parts of the organization, developed and institutionalized a coach- ing/developmental approach to improving individual and organizational perfor- mance and the management of change. The effort included activities in leader- ship and management development, and organization design, structuring and change, from the senior executive level to the individual contributor level. Qualifications, Jonathan B. Gilbert
This five year effort enabled the organization to realize the benefits of multiple change initiatives that ultimately increased revenue for the organization and sub- stantially decreased capital and operating and maintenance costs.

Major Training and Performance Improvement Consulting Firm
For all worldwide employees of a global publicly traded (London FTSE 100) train- ing and performance improvement consulting firm, a culture transformation that has included:

  • A leadership awareness and immersion workshop series
  • A SharePoint site-based leadership community of practice
  • A new organizational change process
  • An informal learning process to augment the workshop learning
  • A glossary of terms for the language of the new culture
  • An innovation process built upon the framework of design thinking
  • An organizational restructuring based on self- organizing principles utiliz- ing positive deviance and Open Space technology

This on-going five year effort has enabled higher organizational performance dur- ing a global economic downturn by building a deeper capacity for employee ownership and accountability, crucial communication, trust, coaching for devel- opment and performance, collaboration, and organizational change manage- ment.

Program Management/Complex Project Consulting and Training
For a major aerospace organization, institutionalization of program management development and training for current program managers and for high-potential project managers and engineers. The effort, ongoing since March of 2014, is building the capacity within the organization to have a robust, scalable and con- sistent approach to managing all programs within the organization, on both the commercial and military sides of the business.

Asea Brown Bovari
Babcock Wilcox Energy Baltimore Gas & Electric Bank of America
Bell Atlantic
Bell Labs/Bellcore
Bell Helicopter, a subsidiary of Textron
Blythe Construction Company
Boeing Commercial AG
Capital One
CCMangum Construction
Duke Energy North America
Entergy Corporation
Educational Services Institute International
Florida Power Corporation
Glaxo Smith Kline Pharma
Halcrow Ltd. Engineering/Construction Management
Hewlett Packard
International Business Machines
IPS Learning
Johnson & Johnson/Janssen Pharma
Kansas City Power & Light Company
Lucent Technologies
McDevitt & Street Company
Michigan Consolidated Gas Company
Novartis Pharma
Port Authority of New York and New Jersey
Progress Energy (Carolina Power & Light Company), now Duke Energy Prudential Insurance Company
Quintiles Transnational
Sigal Development Corporation
Southern Companies
Turner Construction Company
United States Air Force, Army, Coast Guard, Marine Corps, Navy
United States Federal Government (all Cabinet- represented departments) Wachovia/Wells Fargo
Washington Suburban Sanitary Commission
WestChase Development Group