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Chris Scherer

Chris Scherer

Chris is a transformation leader with over 25 years of experience driving significant value and mitigating risks across a broad range of industries and functions. With a track record of generating more than $450 million in savings, he has excelled in both challenging and thriving environments within small businesses, mid-market firms, and Fortune 500 companies. A dual-degree graduate of Thunderbird and ESADE, Chris started his career at Arthur Andersen and progressed through roles from Corporate Audit to Global Human Resources at various Fortune 500 firms. He played a pivotal role in growing AArete, a global management consultancy, where he led initiatives that significantly reduced non-labor costs and improved compliance processes. An advocate for sustainable community initiatives, Chris was a founding member of a nonprofit focused on creating bicycle-friendly communities in New Jersey.
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A single customer request marked Special Exception creates a chain of extra work across sales, operations, finance, and customer service.

The Customer Exception That Became Everyone's Problem

The Cost of Complexity – Part 3

A simple business request buried beneath layers of approval stamps, illustrating how excessive approvals slow decisions and increase organizational complexity.

The Approval Trap: When Controls Start Slowing the Business

The Cost of Complexity – Part 2

Growing business weighed down by layers of approvals, systems, meetings, and exceptions, illustrating how organizational complexity can increase operating costs.

The Cost of Complexity (Part 1): When Growth Makes Business Harder Than It Should Be

Your company is bigger than it was five years ago. But is it easier to run?

Leadership decision-making framework showing how clear roles, delegated authority, employee capability, accountability, and feedback reduce executive bottlenecks.

The Leadership Bottleneck (Part 7): Build a Business That Doesn't Need You in Every Decision

What would happen if you disappeared from the business for two weeks?

Executive calendar showing routine operational work crowding out strategy, leadership development, major decisions, and other high-value leadership responsibilities.

The Leadership Bottleneck (Part 6): What Should Only You Be Doing?

There's always more work.