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Daniel Dworkin

Principal

Daniel helps clients unleash their full potential to create value for all stakeholders. He is a Principal at Kotter responsible for leading strategy execution and change initiatives with clients across industries, including aerospace, financial services, healthcare, and technology. Prior to joining Kotter, Daniel was a Partner at Schaffer Consulting where he supported organizations to accelerate progress towards growth and transformation goals. He writes about leadership, innovation, and culture for Harvard Business Review, Forbes, and Chief Executive Magazine, among others.

Daniel believes in the power of business to elevate humanity. He serves as the Co-Chair of the Board of Conscious Capitalism NYC and is a member of the Advisory Council of the Fund for Public Housing. He holds an MA in Industrial/Organizational Psychology from New York University, MS in Bilingual Elementary Education from City College of New York, and BA in Political Science from University of Michigan.

Daniel is based out of Brooklyn, New York.

Why did you decide to work at Kotter?

To tackle the kinds of wicked challenges many organizations face, we need to unlock new levels
of leadership at every level. That’s what Kotter does best and that’s why I choose to work here.

What challenges do you most enjoy helping your clients solve?

I’m passionate about helping clients create win-win scenarios that create value for multiple
stakeholders – customers, team members, suppliers, investors, community members, and the
environment.

What in your background helps you in this job?

I started my career as an elementary school teacher in the New York City public school system.
It was the hardest job I’ve ever had. I learned about the importance of positivity, the power of
servant leadership, and the necessity of trusting relationships to drive change. I apply these
lessons in every client engagement I’m a part of.

What’s got you thinking right now?

With all the discussion of Artificial Intelligence and automation occurring today, I’ve begun
thinking more deeply about the future of work and its role in society. What capabilities will
people need to thrive in a future dominated by smart machines? How will those skills be
different from those deployed today? How might organizations take advantage of technological
breakthroughs not just to make more money, but to improve the human condition?

Share something about you that would most surprise people.

When I was 11, I played Danny Zuko in a children’s theater production of Grease.