John Bernard

Founder and Chairman


John is the author of BUSINESS AT THE SPEED OF NOW, published by Wiley in December of 2011. He’s a top-rated speaker for the Conference Board and National Attorney General Association, discussion leader on the Harvard Business Review blog, and his monthly newspaper column is syndicated to 41 Business Journals across the U.S.

For 30 years John has been building and reengineering organizations to enable them to aggressively grow the top and bottom line. As the principal architect of the NOW Management System℠, his passion focuses on leveraging best-practice management with social media INSIDE the organization to engage employees, sharpen focus and accelerate execution.

John’s deep and varied career ranges from serving as an executive team member at multi-billion dollar StanCorp Financial Group to being the founding CEO of a technology start-up, which he led through its sale. He also served in senior positions at Omark Industries, Floating Point Systems and ESI. John has led operations, manufacturing, customer service, product development, human resources, quality, information technology, strategic planning, engineering, shared services, marketing and communications.

He has consulted with senior executives at all levels in high technology, health care, insurance, banking, forest products, distribution, manufacturing, and a wide range of service companies, along with many large government agencies. John loves writing and spending time with his family; he has toddler boy/girl twins in addition to three grown and accomplished daughters.

John has a BA from the University of Portland in Mass Communications and Journalism.

John is the author of Business at the Speed of Now, a syndicated newspaper columnist, a well-respected blogger as well as a top-rated speaker. He serves as a coach and mentor to many CEOs and top-government officials, and is the principal architect of the NOW Management System.

John’s passion is for the human side of organizations, but his experience has proven employee engagement is not the result of values and beliefs. Employees engage when they work in a system of management that expects and causes them to take effective action.

“Fear is the enemy of efficiency,” says John. “Many leaders value the talents and passions of their people, but most systems of management are designed to prevent employees from taking action not to support and expect action.”