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Brian Goodman shared thisAgreed Alex. Leadership and capital allocation are essential, and the strategy has to treat AI as a real priority backed by multi-year funding for workflow redesign, data quality, and governance. Not a handful of pilots. This is enterprise-wide change management.Brian Goodman shared this95% of enterprise AI pilots fail. Not because the technology is bad. Because no one asked the right questions. MIT studied 300+ enterprise AI deployments. Only 5% made it into production with measurable ROI. Here are 5 questions every executive should ask before approving an AI pilot: 1. What problem are we actually solving? Not "where can we use AI." But "what is broken that AI can fix?" 2. Who owns the outcome? Not the project. The outcome. Name a P&L-carrying sponsor before kickoff. 3. What does success look like in numbers? "Improve productivity" is not a target. "Cycle time cut by 30%" is. 4. Can the workflow actually change? Most pilots die at the handoff, not the task. Map the upstream and downstream before buying. 5. How will we govern it once it works? Data lineage. Risk tier. Human oversight. Skip this and you're building tomorrow's audit crisis. Most AI pilots get approved in slides and die in reality. The teams getting AI right aren't the ones with the biggest models. They're the ones who pressure-test the question before they build the answer. That's not a technology skill. That's a leadership skill. Which of these questions does your team skip most often? ⬇️ Let me know in the comments → Join AI-Empowered Leaders: My weekly newsletter with actionable AI insights from my work as AI advisor, trainer & coach. Sign up here 👇 https://lnkd.in/eUmy2Bdp ♻️ Repost to help your network approve better AI pilots
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Brian Goodman shared thisMcKinsey asks whether AI agents will bring an end to ERP as we know it. I disagree. ERP is not outdated infrastructure, it is a valuable asset. Over the past 30 years, it has captured process logic, structured data, and business rules that reflect how a company operates. This is exactly what AI needs, not something to bypass. If you try to replace sophisticated operating processes with multiple disparate AI systems, you end up without clear data definitions and audit trails, which fail in most regulated environments. AI pilots work in isolation, but a true enterprise-wide system, auditable by a customer or the SEC, is a different challenge. AI agents act as accelerators, but ERP is the foundation they rely on. If that foundation is weak, added speed only makes problems grow faster. The real question is not whether to invest in agents. It is whether your ERP is strong enough to serve as the source of truth they depend on. https://lnkd.in/gjisZ3uTThe end of ERP as we know it? Five ways AI is disrupting ERPThe end of ERP as we know it? Five ways AI is disrupting ERP
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Brian Goodman shared thisThe Human Escalation Point framing is sharp. Organizations that remove humans from the loop fail fastest, and the failures won’t look like model errors. They’ll appear as reasonable recommendations executed at scale after assumptions drift. Speed without an authorized interruption point isn’t efficiency.Brian Goodman shared thisMost organizations deploying AI today have automation layers. Very few have escalation layers. That gap is becoming more important than most leaders realize. Because every AI system eventually reaches a moment where: the output appears reasonable, the confidence score is high, the recommendation aligns with precedent, and someone still needs to decide: "Should this continue?" Not because the system failed. Because consequence still belongs to people. In many organizations, that responsibility remains surprisingly undefined. The workflow moves. The recommendation advances. Operational momentum builds. But escalation authority becomes ambiguous exactly when stakes become highest. I increasingly think this is one of the most underdeveloped areas in enterprise AI adoption: the ability to interrupt intelligently. The organizations that scale AI responsibly over the next decade may not be the ones with the fastest systems. They may be the ones that remain structurally capable of pause, review, and override when necessary. That moment matters more than it first appears. I call it the Human Escalation Point. Now look at your own system. Somewhere in your organization, an AI-assisted decision is crossing that line today moving from suggestion to action, without anyone clearly authorized to stop it. If you cannot immediately name who can interrupt that moment, you do not have an AI problem. You have an unassigned responsibility. #AI #Leadership #AIGovernance #DecisionMaking
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Brian Goodman shared thisIf you don't know who owns cross-functional visibility in your organization, you don't have it. You need a person who sees how the pieces fit together, where they conflict, and what breaks when AI shifts three functions at once. New article on the integrator role. Curious who plays it on your team?AI Accelerates Everything. Who’s Watching the Gaps?AI Accelerates Everything. Who’s Watching the Gaps?
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Brian Goodman shared thisThe accountability question is the one most programs duck. Legal, operational, and cultural ownership rarely sit with the same person, so when an agent fails, the response splinters across three functions, each assuming someone else is leading. Agentic AI moves faster than that handoff. The fix is structural: one named owner with authority across all three layers before agents go live, not after.Brian Goodman shared thisCompanies are deploying AI agents at scale. And most of them are discovering the governance gaps after something goes wrong. Here are the 4 questions every CEO should be able to answer before scaling: Question 1: Who reviews what the agent decides? Agentic AI doesn't just generate text. It takes actions: sends emails, updates records, routes decisions, triggers workflows. → For every action your agents take, there must be a named human who reviews the exceptions. → "The system handles it" is not an answer. It's a liability. Question 2: What happens when the agent is wrong? It will be wrong. The question is whether you have a recovery process. → How quickly can you detect an error? → How do you roll back or override? → Who is notified, and how fast? → Organizations that plan for failure recover from it. Organizations that don't plan for it freeze. Question 3: How do you measure whether it's actually working? Most AI governance conversations focus on risk. Fewer focus on value verification. → What metric proves this agent is delivering what it was deployed to deliver? → If you can't answer this after 90 days of operation, you're running on assumption. Question 4: Who is accountable, legally, operationally, and culturally? Accountability in agentic AI is often distributed to the point of invisibility. → Legal: who is responsible if the agent causes harm? → Operational: who owns the performance of the system? → Cultural: who inside the organization is the champion and the critic? These four questions won't prevent every problem. But they will prevent the kind of problems that end AI programs, and careers. If your leadership team can answer all four confidently, you're ahead of 80% of organizations scaling agents right now.
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Brian Goodman shared thisReread this piece over the weekend and one line landed differently than when I wrote it. "AI is not a tech initiative. It is a redesign event." Three months in, that framing has only gotten sharper. The companies treating AI as a productivity tool are seeing exactly what you would expect: efficiency gains in isolated functions, with the second and third-order effects showing up as forecast misses, customer churn, and capacity bottlenecks no single leader saw coming. The architect-CEO can frame the redesign. But the redesign does not run itself. Someone has to operate it across functions in real time, with authority to override local priorities when they conflict with the whole. That is the piece I am working on now. https://lnkd.in/gcR6gmnFThe Next Generation of CEOs Won't Just Lead. They'll be Architects.The Next Generation of CEOs Won't Just Lead. They'll be Architects.
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Brian Goodman shared thisCarolyn, the "AI-free" assessment point is the one most leadership teams will skip past, and they shouldn't. Knowledge and experience aren't a fallback when AI isn't available. They're what makes AI outputs worth trusting. A team that can't reason independently can't catch a confident wrong answer, and AI produces those regularly. The floor has to be human judgment. Everything above it is leverage.Brian Goodman shared thisEvery CXO has an AI strategy. Almost none know what skills their workforce is losing because of it. That gap will separate market leaders from everyone else in the next 18 months. Gartner predicts that by 2026, 50% of global organizations will require “AI-free” skills assessments. Let that land: the same companies spending millions on AI will soon need to test whether their people can still think without it. At the same time: AI-skilled workers now command a 56% wage premium (PwC). But the fastest-growing skills aren’t technical. They’re analytical thinking, resilience, creativity, and leadership (WEF). The signal is clear, and most leadership teams are missing it: AI fluency + human judgment is the new skill currency. Most organizations are investing in only half of it. Here’s the framework CXOs need: 1/ Stop separating AI skills from human skills → Most L&D budgets treat AI training and leadership development as different tracks. → The highest-value employees are the ones who can direct AI and challenge it. Reality: AI scales judgment. It doesn’t replace it. 2/ Measure what your workforce can do without AI → “AI-free” assessments are already emerging in finance, healthcare, and law. → If your teams can’t reason independently, your AI investment has a single point of failure. Reality: If humans stop thinking, AI stops working. 3/ Redefine performance around orchestration, not execution → 57% of executives now expect employees to manage and direct AI agents (KPMG). → The value has shifted from doing work to directing how it gets done. Reality: The best people will be the best thinkers. 4/ Fix the career architecture gap → Insufficient worker skills are the #1 barrier to AI adoption (Deloitte). → Yet only 33% of organizations are redesigning roles around AI. Reality: Training without redesign is expensive theater. 5/ Prioritize adaptability over credentials → Adaptability and continuous learning now outweigh technical skills as top hiring traits (KPMG). → Demand for formal degrees is declining fastest in AI-exposed roles (PwC). Reality: Technical skills expire. Adaptability compounds. 6/ Invest in the skills AI makes more valuable → Analytical thinking. Creativity. Resilience. Leadership. Curiosity. These aren’t “soft skills.” → They’re the operating system that determines whether AI delivers ROI. Reality: Spending on AI without investing in human judgment is a money at risk. 7/ Manage skills like a portfolio, not a checklist → Skills in AI-exposed roles are changing 66% faster than a year ago (PwC). → Static skill models are already obsolete. Reality: The winners will have the most adaptable people. The math: Enterprises are projecting ~$124M in AI spend over the next year (KPMG). But most are allocating a fraction of that to the human capabilities that determine whether it works. AI is the engine. Human skills are the steering. Investing in one without the other isn’t a strategy. It’s a risk.
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Brian Goodman shared thisThis is exactly right Mart. In mid-market companies, the fastest path is rarely a new title, it’s clear authority, defined guardrails, and accountability built into the leaders already running the business.Brian Goodman shared thisSalary range quoted: $300,000. Plus equity. Plus benefits. That's what a mid-market CEO told me last month after she'd been advised to hire a Chief AI Officer. My response: before you post that job description, let me ask you one question. Who in your organization currently has the closest thing to AI governance authority — and what would it take to formalize that into a structure that actually works? She paused. Then named her CTO. That conversation saved her $270,000 in year one. The Chief AI Officer model was designed for a specific problem: coordinating AI governance across siloed divisions that don't communicate, managing hundreds of initiatives, navigating global regulatory complexity. For Fortune 500 organizations, that investment is justified. For a mid-market organization running 5-15 AI initiatives with a leadership team that already coordinates everything effectively — it's the right solution to someone else's problem. Your CTO and your Head of Data already talk. Your Chief Legal Officer already knows your compliance posture. Your COO already understands your operational constraints. The relationships a CAIO spends months building in an enterprise organization already exist in yours. What's missing isn't a coordinator. It's a clear decision rights structure that formalizes the authority those relationships already have. Three models work for mid-market organizations: → The Designated AI Governor — one existing executive, 15-20% of their time, with formal decision authority and a defined governance process. A $150M healthcare technology company ran two AI deployments in six months this way. → The AI Governance Council — four to six existing leaders, bi-weekly meetings, one deployment owner per initiative. Oversight without bureaucracy. → Fractional AI governance expertise — the judgment of a CAIO, calibrated to when you actually need it. $30K-$75K annually versus $250K-$400K for a full-time hire. All three require the same three things to work: clear decision rights, production readiness criteria defined before development starts, and a governance cadence that creates accountability. Those three elements are what a Chief AI Officer would build. You can build them without one — in 30 days, using the team you already have. While enterprise competitors are in month six of a CAIO search, you can have a functioning governance structure operational and your first AI initiative in development. You don't need a Chief AI Officer. You need a governance structure built for the organization you actually have. 🔗 The three models — and what each one requires to work — in today's insight. Link in comments. #AIGovernance #MidMarket #AIStrategy #Leadership #DigitalTransformation
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Brian Goodman shared thisThe insight here is that adoption metrics made the governance problem invisible. But the accountability gap is harder to fix than it looks. Most organizations have decision ownership within functions. Almost none have mapped where AI output crosses a functional boundary before it becomes a decision. That's where accountability goes unassigned, because no single function owns the handoff. The goal is to have someone own it across functions, not flag it back to the function it came from.Brian Goodman shared this94% adoption. Zero outcome audits. Your dashboard is measuring the wrong thing. Everyone is logged in. Everyone completed the training. Three departments showing green. Nobody is asking what decisions the AI is now touching. The tools are approved. The employees are compliant. The workflows are sanctioned. And no one is examining what the outputs become before they reach a patient or student. This is not shadow AI. I call it invisible adoption: sanctioned tools, compliant employees, approved workflows, outcomes no one is examining. Non-adoption is visible. It triggers intervention. Invisible adoption hides inside your success metrics. The tools are active. The usage is real. The governance is absent. The question is not "are people using AI?" It is: do we know what decisions AI is informing, and who is accountable for each one? If your governance architecture cannot answer that question at the workflow level, your adoption dashboard is not measuring readiness. It is measuring exposure. Pick one workflow. Ask who reviews the output before it becomes a decision. Start there. ♻️ Repost if a leader in your network is measuring adoption without measuring what the AI is actually doing. 👉 Follow Tiffany Masson, Psy.D. for more on where AI adoption quietly becomes risk.
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Brian Goodman reacted on thisHow can leaders maintain organizational coherence as AI compresses the time between decision, action, and consequence? A thought-provoking question (and one of many insights) from this wonderful article by my friend, Brian Goodman. #thoughtleadershipAI Accelerates Everything. Who’s Watching the Gaps?AI Accelerates Everything. Who’s Watching the Gaps?
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Brian Goodman liked thisBrian Goodman liked this$1,500,000. That is what Big Consulting charges for the analytical layer of an enterprise AI strategy engagement. I rebuilt that layer as 360 prompts. ↓ I saw a consulting prompt book going around this week. Hundreds of framework-based prompts. Strategy trees. Prioritization matrices. Market maps. Operating model questions. The classic consulting toolkit turned into copy-paste prompts. And here is the part nobody wants to say out loud. That is exactly where the market is going. The frameworks are not rare anymore. The analysis is not proprietary anymore. The first-pass strategy deck is not worth six months of associate time anymore. So I built the version enterprise operators actually need. 360 prompts across the full Big Consulting AI strategy stack: → 40 prompts for AI readiness and data reality → 45 prompts for workflow mapping and handoff analysis → 50 prompts for use-case prioritization and value sizing → 35 prompts for build-vs-buy decisions → 40 prompts for target operating model design → 35 prompts for governance, risk, and escalation rules → 45 prompts for pilot scoping and deployment sequencing → 70 prompts for change management, adoption, and executive alignment This is the analytical layer. The part Big Consulting wraps in expensive language, junior interview loops, and beautiful decks. And yes, Claude can do a shocking amount of it now. But listen to this carefully. A prompt can build the issue tree. It cannot tell you which executive will block the operating model. A prompt can rank use cases. It cannot tell you which workflow has enough trust to survive contact with the floor. A prompt can write the transformation roadmap. It cannot carry the political cost of changing how a Fortune 500 business actually works. That is the line. The analysis layer is getting cheaper every week. The judgment layer is getting more valuable every week. I am giving away the full 360-prompt book. Not because prompts replace transformation. Because the faster you commoditize the analysis, the faster you can get to the only work that actually matters: Understand the work. Build the target operating model. Build the tool. Comment "PROMPTS" and I will DM you the full 360-prompt book. 1/ Like this post 2/ Make sure we are connected 3/ Comment "PROMPTS" below ♻️ Repost this to save your network $1,500,000 on their next strategy deck.
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Brian Goodman reacted on thisBrian Goodman reacted on thisAI is exposing how messy organisations really are. Because once you try to scale it, every weakness shows up fast. Lack of ownership, broken processes, poor data quality, slow decision making, unclear governance, lack of capability…the list can go on. The tech is usually the easy part. So I encourage organisations to consider their wider AI enablement stack. This is they way they connect technology, operations, people and governance into one system. There are layers to consider: 1/ Strategy & Value Solve real business problems, not innovation theatre. 2/ Operating Model & Ownership Someone has to own outcomes after the pilot. 3/ Data, Knowledge & Context AI is only as useful as the context you feed it. 4/ Platform, Models & Engineering The machinery behind generation, retrieval and action. 5/ Workflow & Decision Design AI changes how work flows, decisions happen and exceptions get handled. 6/ Outcomes & Adoption If nobody uses it, nothing changed. Then across them all... Governance, Risk & Evaluation Trust does not happen accidentally. Talent, Capability & Change People need space to learn, challenge and adapt. Too many organisations are trying to bolt AI onto systems that were never designed for this pace of change. That’s why pilots succeed, scale fails and companies struggle to show value from AI. AI maturity shows up in who can repeatedly turn AI into better decisions, faster execution and measurable outcomes. What is the biggest blocker you are seeing inside organisations right now? ♻️ Repost to help someone get their AI idea into action. 🔔 Follow Clare Kitching for insights on unlocking value with data & AI. 💎 Get more from me with my free newsletter here: https://lnkd.in/ghBtk6jR
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Brian Goodman reacted on thisBrian Goodman reacted on thisBad leaders think they wear a crown. Good leaders wear a hat. Great leaders? They wear 10. Because your team doesn't need just one kind of support. They need the right kind. At the right time. That’s what great leaders understand. They don’t cling to one identity. They adapt and they serve. They know when to wear: 1/ The Mentor - Share wisdom without preaching - Guide, don’t control - Help them find their own answers 2/ The Coach - Spot potential before they do - Push when they hesitate - Invest in their growth 3/ The Defender - Shield them from politics - Fight the battles they shouldn’t have to - Protect without hovering 4/ The Translator - Speak their language, not yours - Bridge gaps between levels - Simplify the complex 5/ The Cheerleader - Spot the effort before the result - Recognize in public, correct in private - Make appreciation your daily habit 6/ The Therapist - Hold space for human moments - Listen before solving - Show it's okay not to be okay 7/ The Janitor - Clean up the mess without blame - Fix first, debrief later - Roll up sleeves when needed 8/ The Student - Learn from everyone - Admit when you don't know - Make curiosity contagious 9/ The Mirror - Reflect their best self back - Show potential, not limits - See who they're becoming 10/ The Compass - Point to true north in chaos - Stay steady when others panic - Remind them of the why Leadership isn't a rank or role. It's how you treat people. You don't need a promotion. You don't need permission. You don't even need a title. Just the courage to step up and serve. Because the best leaders aren't wearing a crown. They're switching hats. One at a time. Exactly when their team needs it most. P.S. What did I miss? Which hat would you add? ♻️ Repost to help a leader in your network. Want this and my 99 best cheat sheets? Get them free: BrillianceBrief.com
Experience & Education
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Solid State PLC
View Brian’s full experience
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Licenses & Certifications
Volunteer Experience
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Board Member
Hart Leadership Group
- Present 8 years
Education
Hart Leadership Group is the leader in family business education, with partnerships and collaboration with universities, chambers of commerce, and other organizations that support family businesses in the Southern California region.
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Board Member
Chamber Music | OC
- Present 9 years
Arts and Culture
Chamber Music | OC is one of the most dynamic classical music organizations in the country dedicated to advancing the art of chamber music through performance, education, and community outreach.
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Member of the Board of Advisors
TicketSmarter
- 3 years
TicketSmarter is a ticket resale marketplace that enables customers to experience the power and excitement of live events through our interactive desktop and mobile experiences. TicketSmarter partners with St. Jude Children's Research Hospital by contributing $1 from every transaction to helping treat and eliminate childhood cancer and other life-threatening diseases.
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Member of the Board of Advisors
Flikflix®
- 2 years
Science and Technology
Flikflix is a free app that reinvents how people discover movies and television across video on-demand providers such as Disney+, Netflix, Apple TV+, Hulu, HBO, Starz, Prime Video and others. Flikflix has a patented media recommendation system which helps consumers find content and navigate the endless number of choices provided by more than 200+ providers. For providers, Flikflix helps to gain and retain subscribers, eliminates cold-starts and reduces churn.
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Adjunct Faculty Instructor, The Entrepreneurship & Innovation Residential
Music Academy of the West
- 2 years
Arts and Culture
Teach students at the annual The Entrepreneurship & Innovation Residential about a practical perspective on business and legal issues related to artists and entrepreneurs in the performing arts industry, including business organizational structures, the protection of intellectual property interests, and drafting and negotiating contracts.
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Board of Counselors, The George L. Argyros School of Business and Economics
Chapman University
- 2 years
Education
The Board of Counselors is an advisory board for the dean of The George L. Argyros School of Business and Economics. This group is involved in developing the vision of service to corporate leaders in Orange County and throughout Southern California.
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Senior Advisor
TEDxLA
- 1 year
Economic Empowerment
The TEDxLA mission was to propagate Ideas Worth Spreading - to inform and inspire - and to make it California's leading platform for the propagation of great ideas, storytelling, creativity and actionable innovation. We hope to create and foster a sense of community amongst the people and organizations gathering around this event, to provide a cultural focus and impetus for conversation and debate, and to make a global impact.
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Finance Committee of the Board of Directors
Discovery Cube, Southern California
- 8 years
Education
Discovery Science Center is a nonprofit organization dedicated to educating young minds, assisting teachers and increasing public understanding of science, math and technology through interactive exhibits and programs.
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Board Member
Human Options, Inc.
- 3 years
Human Options is a non-profit in Orange County California that helps battered women, their families, and community end the cycle of domestic violence.
Publications
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How to Launch a Product Like a Rock Star
StrategyDriven
See publicationHere’s a quick one-question quiz: What is the most important requirement for a successful product launch?
Projects
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Quoted in OC Business Journal - CFOs’ Post-Recession Challenge: How to Spend
Recruitment and consulting firm Experis—part of Milwaukee-based ManpowerGroup—is benefiting from the trend, according to Brian Goodman, who oversees the firm’s Western U.S. operations from its Huntington Beach office.
“In 2013, many of our CFO clients are putting their cash to work by revving up both project-based and full-time employees,” Goodman said. “Our business is up as a direct result of this increase in human capital expenditures. The increase in human-capital spending is…Recruitment and consulting firm Experis—part of Milwaukee-based ManpowerGroup—is benefiting from the trend, according to Brian Goodman, who oversees the firm’s Western U.S. operations from its Huntington Beach office.
“In 2013, many of our CFO clients are putting their cash to work by revving up both project-based and full-time employees,” Goodman said. “Our business is up as a direct result of this increase in human capital expenditures. The increase in human-capital spending is occurring in tandem with our clients’ growing investments in innovation, technology and expansion efforts.”Other creators -
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Quoted in BusinessNewsDaily about what Oscar Nominee I'd Like to Hire
See projectJessica Chastain — Actress in a Leading Role ("Zero Dark Thirty") — "With a commanding presence and top-notch education, she has shown exceptional vision and talent, collaborative style and unending energy that our global clients are seeking. With the impressive "Time 100 Most Influential People" status behind her, there's nothing she couldn't accomplish. I would hire her in a minute!" — Brian Goodman, managing director at Experis, a division of ManpowerGroup
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Radio Interview on Real People of Orange County
Featured guest on radio broadcast of Real People of Orange County on station KUCI.
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Speaker at the 6th Annual USC Corporate Governance Summit
See projectThe 6th Annual USC Corporate Governance Summit brings together thought leaders from industry and academia throughout California and the United States. The Summit will present insight and commentary from corporate governance practitioners, experts from the USC Marshall School of Business, USC Gould School of Law and the USC Leventhal School of Accounting.
The USC Corporate Governance Summit aims to create value, provide solutions, and cultivate successful leadership among our nation's top…The 6th Annual USC Corporate Governance Summit brings together thought leaders from industry and academia throughout California and the United States. The Summit will present insight and commentary from corporate governance practitioners, experts from the USC Marshall School of Business, USC Gould School of Law and the USC Leventhal School of Accounting.
The USC Corporate Governance Summit aims to create value, provide solutions, and cultivate successful leadership among our nation's top public and private companies. The Summit enables participants to develop board room best practices to effectively balance profitability with prudence and in turn become the stewards of sustainable business. The Summit is designed to give directors, officers, executives and other professionals the information they need to meet the challenges of governance today. -
Quoted in OC Business Journal - Management Companies Continue to Shed Employees
See project“We continue to be bombarded with conflicting economic data,” said Brian Goodman, senior practice leader for the legal and regulatory practice of No. 1 Resources Connection Inc. in Costa Mesa. “It causes people to pause and rethink their strategies.”
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Quoted in OC Business Journal - Management Consultants: Clients Starting to Spend on Tech
See project“Most of the business leaders we are working with appear to be focusing on growth opportunities, rather than dealing with the myriad issues that were related to the financial meltdown,” said Brian Goodman, senior practice leader for the legal and regulatory practice at Resources Connection Inc. in Costa Mesa. “While they are much more optimistic today than they were a year ago, they continue to be cautious and take more time to move forward with projects and initiatives.”
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Speaker at the Spectrum Pharmaceuticals Annual Presentation Series
See projectPresented "Realities Regarding a Future in the Law," at the Spectrum Pharmaceuticals Annual Presentation Series.
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Quoted in OC Business Journal - Nonprofit Human Options Enlisting More Men to Fight Domestic Abuse
Boosting revenue is a top priority for Brian Goodman, who joined the board this month. “I definitely want to be hands-on,” he said. Goodman, a lawyer with Irvine-based professional services company Resources Connection Inc., volunteered for Human Options for a few years before being nominated to the board.
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Quoted in BusinessNewsDaily about The 10 Job Skills Employers Want
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See projectPositive Attitude -- Having anything but a positive attitude is non-negotiable for Brian Goodman, managing director of Experis. "Attitude drives success, and people want to be around positive people. It is contagious, and others will notice," Goodman said. "Naysayers are a drag on business."
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Quoted in OCBJ article - Firms Manage to Grow Along With Their Clients - Management Consultants Gain From Others’ Spending
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“During the first half of 2013, there was a clear improvement in business, and our clients are putting their cash to work by revving up initiatives with both project-based and full-time employees,” Brian Goodman, the managing director overseeing the Western region for Experis, said by email. “Our business is growing as a direct result of this increase in human capital expenditures. We are seeing opportunities across the board—from regulatory compliance, internal audit and tax to IT systems and…
“During the first half of 2013, there was a clear improvement in business, and our clients are putting their cash to work by revving up initiatives with both project-based and full-time employees,” Brian Goodman, the managing director overseeing the Western region for Experis, said by email. “Our business is growing as a direct result of this increase in human capital expenditures. We are seeing opportunities across the board—from regulatory compliance, internal audit and tax to IT systems and finance transformation initiatives. The increase in professional services spending is occurring in tandem with our clients’ growing investments in innovation, technology and expansion efforts.”
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Honors & Awards
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2017 Faculty Award for Academic Achievement
Chapman University
The Faculty Award for Academic Achievement recognizes one student in the Executive MBA program for outstanding academic achievement.
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2016 Orange County Best Technology Work Culture Award
Timmy Awards by Tech in Motion
Timmy Awards recognize companies and individuals in 11 regions across the U.S. that strive to create the best places for technology professionals to work.
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2013 Power Award
ManpowerGroup
The ManpowerGroup Power Award is presented annually to select business units around the world who have achieved outstanding performance and provided superior service. This award has been an integral part of the company’s culture and history for more than 55 years and reflects excellence in executing the company's vision and strategies and exemplifying the company's values worldwide. In addition the award recognizes the employees' contribution in providing operational performance and growth for…
The ManpowerGroup Power Award is presented annually to select business units around the world who have achieved outstanding performance and provided superior service. This award has been an integral part of the company’s culture and history for more than 55 years and reflects excellence in executing the company's vision and strategies and exemplifying the company's values worldwide. In addition the award recognizes the employees' contribution in providing operational performance and growth for the fiscal year, collaboration, and community involvement. Each winner receives a commissioned sculpture by world-renowned artist Rick Nicholson.
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Ambassador of Peace Award (Men's Task Force)
The Violence Prevention Coalition of Orange County
Human Options’ Men’s Task Force encourages men to fight domestic violence in the community through education and fundraising. Every year, the group assembles more than 100 men who contribute funds and include their names in full-page ads that appear annually in OC METRO and OC Family.
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On Purpose Honoree
On Purpose
Honored as one of Orange County's business leaders who champion great causes and giving back to the local community. Full story at http://onpurposeproject.org/nominees.html.
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40 under 40 Honoree
OC Metro Magazine
Full article at: http://www.ocmetro.com/t-CoverStory_40Under40_21BrianGoodman0510.aspx
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Patriot Award
Department of Defense and ESGR
The National Committee for Employer Support of the Guard conducts an awards program designed to recognize employers who support a strong National Guard and Reserve force. Those who are awarded the Patriot Award, exude the following qualities:
★ Demonstrates support for service in the National Guard and Reserve
★ Publicly acknowledges the contributions of Reserve component employees to our Nation’s defense
★ Supports Guard & Reserve employees beyond USERRA requirements
★ Supports…The National Committee for Employer Support of the Guard conducts an awards program designed to recognize employers who support a strong National Guard and Reserve force. Those who are awarded the Patriot Award, exude the following qualities:
★ Demonstrates support for service in the National Guard and Reserve
★ Publicly acknowledges the contributions of Reserve component employees to our Nation’s defense
★ Supports Guard & Reserve employees beyond USERRA requirements
★ Supports Guard & Reserve employee families during mobilizations
Languages
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English
Native or bilingual proficiency
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Spanish
Elementary proficiency
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