At Kotter International, Shaun Spearmon works with clients seeking to acquire change leadership competencies required to support large-scale change initiatives within their organizations. He has extensive experience leading teams in strategic planning, process improvement, and business development in both the public and private sectors.
Prior to joining Kotter International, Shaun worked in the University of Washington’s Office of Strategy Management where he was responsible for leading cross-functional teams of university leaders in shaping the strategy and polices that supported significant changes to the university’s procurement and contracting processes. While at the UW, he also worked with the UW Business and Economic Development Center, providing pro bono business consulting to local, emerging entrepreneurs and establishing executive education programs to support their growth.
Prior to serving in the public sector, Shaun worked as wealth management advisor in the Merrill Lynch Global Private Client Group providing comprehensive financial planning and investment portfolio management to high net worth clients. He began his career working on the business development team of his family’s construction management firm. He managed the design/build and pre-construction management proposals for the firm’s commercial, healthcare, education, and automotive clients. He also managed the firm’s ISO 9001 quality assurance program, which served as the catalyst for numerous internal change initiatives.
Shaun earned a B.A. in Business Administration from Morehouse College and a MBA from the University of Washington’s Foster School of Business where he pursued dual concentrations in Strategy and Organizational Development.
Shaun has served on several non-profit boards including the Lakeside School Alumni Board, Longhouse Media, First AME Church Trustee Board, and he is a Leadership Tomorrow alum.
Shaun resides in Renton, Washington with his wife Brooke and daughters Ava and Olivia.
With a new year often comes new changes. All well and good, until you take into consideration that, like New Year's resolutions, many of these initiatives are left by the wayside in a matter of weeks, leaving employees exasperated and leadership disheartened. But your new programs don't have to go the way of the Dodo. With some concerted effort, they're bound to...
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