Kevin J. LeGrand, PhD, Consultant
“In an external business environment, where mergers can unlock value, it’s crucial to understand how to assess what the new organization requires and how to achieve that through integration.”
EducationFielding Graduate University
PhD, Human and Organization Systems
MA, Human Development
Georgetown University
Certificate, Organization Development and Change Management
The Wharton School
MBA, Master of Business Administration, Finance, “Distinguished”
Washington University
MS, Computer Science
Southeast Missouri State University
BS, Computer Science
Fielding Graduate University
PhD, Human and Organization Systems
MA, Human Development
Georgetown University
Certificate, Organization Development and Change Management
The Wharton School
MBA, Master of Business Administration, Finance, “Distinguished”
Washington University
MS, Computer Science
Southeast Missouri State University
BS, Computer Science
Contact
Kevin J. LeGrand, PhD, has a successful and long history aiding corporations, non‐profits, and govern¬ment agencies with systematic, proven approaches to improve governance capability and capacity, executive leadership, performance assessment, succession planning, strategy development, and organizational alignment. Primarily advising the boards of healthcare and education systems in recent years, Kevin has designed and executed robust processes and tools to assess boards, board members, and CEOs in addition to facilitating dis¬cussions of potential mergers and acquisitions. Frequently called upon by boards grappling with ineffectiveness or loss of public confidence, Kevin has explored poor practices and improprieties to identify underlying factors. He works with clients to rebuild public trust, strengthen policies, and establish practices for future board development. Elected as board leader by members of a factionalized non-profit, Kevin has a unique appreciation of the challenges of both board and executive leadership roles.
Kevin has worked with boards and executive leaders of regional healthcare providers as well as multi-billion dollar healthcare systems. Outside his work in the healthcare industry, Kevin has worked with a cabinet‐level department of the U.S. Government and several organizations in the for-profit sector all with optimal, effective, and efficient results translating to more effective boards, standards, operations, and policies.
As an organizational psychologist, Kevin has investigated correlations between motivational priorities and leadership. His scholarly interests include effective governance, leader development, executive competencies, and succession planning. Kevin has taught graduate studies in organizational development at Washington, DC area universities. He is also a published authority in board education, leadership, and development.
