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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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Part 6: You Don’t Need Another Offsite — You Need a Rhythm

The leadership team had already done two offsites this year.

Part 5: The Strategy Was Sound—But the Team Wasn’t Built for It

The strategy was clear. The execution plan was sharp. Leadership was aligned.

A flat-style digital illustration shows five business leaders gathered around a document labeled “Strategic Plan” on a table. Each person has a hand near the plan, but one leader in the center confidently steps forward, taking full ownership of the document. A soft golden glow highlights this leader, symbolizing clarified strategic ownership. The background is a muted navy blue, with warm lighting emphasizing focus and leadership clarity.

Part 4: They Had a Strategy—But No One Knew Who Owned It

In Part 3, we tackled task-level accountability—how leaders assign the “A” and the “R” so that follow-through actually...

Part 3: Who’s Responsible for Follow-Through? Rediscovering ‘A’ and ‘R’

This is Part 3 of our From Alignment to Action series:

Part 2: When Two Leaders Are Wired to Compete, Not Collaborate

The tension wasn’t obvious at first.

A flat-style digital illustration of five diverse business professionals gathered around a glowing team map on a large screen. The map is divided into four quadrants, each labeled and dotted with profile icons representing team members. The leaders appear engaged, thoughtful, and surprised, indicating they are discovering hidden misalignment. The setting is a calm, modern meeting space with blue-gray tones and soft golden lighting.

We Thought We Were Aligned — Until We Saw the Team Map

The CEO started the call by saying,

Part 3: Landing the Plane – But Only If Everyone’s Buckled In

This is Part 3 of our leadership communication series, using the airline metaphor to explore how leaders guide teams...

When hierarchy silences the truth

Clear to Communicate, Part 2: Cockpit Dynamics & the Boardroom

How fear, hierarchy, and role confusion derail communication when it matters most

Clear to Communicate, Part 1: The Human Cost of Miscommunication

Inspired by HBO’s The Rehearsal and real-life aviation disasters

From Insight to Implementation – Why the Right Plan Still Needs the Right Partner

This is the final article in our 8-part series on navigating economic volatility with strategic clarity, leadership...