KAPLAN PARTNERS ANNOUNCES NICHOLAS DEMEDIO JOINS AS PRINCIPAL

 

Wynnewood, PA – January 22, 2020 – Kaplan Partners, a leading boutique executive search and talent advisory firm, today announced Nicholas DeMedio (“Nick”) joining the firm as a Principal. With more than 20 years of Executive Search, Talent Management and Human Resources experience, Nick comes from Mosteller & Associates where he oversaw the financial services executive search practice for the regional Human Resources consulting firm. In this role, Nick led a number of Chief Executive Officer and C-Level searches, working directly with Boards of Directors and Executive Management teams in all facets of senior level recruiting, executive compensation and talent consulting.

Nick previously served as a senior executive at Royal Bank America, a publicly traded community bank based in suburban Philadelphia. In this key leadership role, Nick managed both strategic and hands-on initiatives of the human resources department, including executive recruiting, the design and administration of both executive and staff compensation and benefits infrastructure, executive on-boarding, talent management and succession planning.

“We are thrilled to welcome Nick to the Kaplan Partners team,” said Alan J. Kaplan, founder and CEO of Kaplan Partners. “His experience lends itself well to the firm’s high standards for advising CEOs and boards on leadership succession, corporate governance, talent management, and enhancing diversity. Nick’s combination of experiences as both a trusted advisor and human resources leader will significantly benefit our clients.”

Nick holds a Bachelor of Business of Administration with a concentration in Human Resources Management from Temple University, as well as the Senior Professional of Human Resources (“SPHR”) certification from the Society of Human Resources Management.

ABOUT KAPLAN PARTNERS
For 25 years, Kaplan Partners has served as strategic human capital advisors specializing in Executive Search, Board Advisory Services, and Management Assessment and Succession Planning for the nation’s leading institutions, including: regional and community banks, asset management firms, private equity and venture capital firms, FinTech firms, mortgage and insurance companies, credit unions, technology companies and high growth organizations. Kaplan Partners employs a holistic approach and proven methodology to find the best solutions in support of evolving client leadership needs. The firm works directly with CEOs, boards, and investors to identify and evaluate leadership potential, leveraging best practices in corporate governance and succession management to ensure its clients’ continued success in today’s demanding markets. Visit here: www.kaplanpartners.com.

 

 

Current Searches 2019

This list highlights some of our current search assignments. If you think you are well qualified for one of these opportunities, you may e-mail your resume to Kaplan Partners for potential consideration. In addition, if you know someone who might be a prospective contender for one these roles, please make a confidential connection.

  • President of Community Banking, Large Regional Bank
  • Vice President, Finance, Public Utility
  • President & CEO, Community Bank
  • Chief Financial Officer, Regional Bank
  • EVP & CHRO, Large Regional Bank
  • Corporate Controller, International Non-Profit Organization
  • Chief Banking Officer, Regional Bank

A Lack of Succession

KYW Career News Report, October 27, 2019

Training Commitment

KYW Career News Report, October 20, 2019

AI is OK

KYW Career News Report, October 13, 2019

Targeting Workers

KYW Career News Report, October 6, 2019

Senior Employment

KYW Career News Report, September 22, 2019

Diversity Matters

KYW Career News Report, September 15, 2019

Effective Boards

Board games, team players

It’s the stuff of Hollywood drama and CEO nightmares. Dysfunctional boards of directors – at least in movies and bad dreams – can be the source is interminable meetings, uninspired deliberation, corporate gridlock and even hostile power grabs.

In everyday business life, however, a board of directors doesn’t have to be anything like that. A great board should involve a group of engaged thought-leaders, diverse professionals and perhaps a few entrepreneurial superstars. This dynamic team will help tackle key challenges, explore growth opportunities, grapple with succession, and strategically advance the company. So, how do you create a highly talented and effective board for your company?

Map skills and needs

Begin by analyzing the strengths of current board members and identify skills gaps that should be filled by future members. A fully capable board of directors typically includes folks with industry and management expertise, plus specialists in finance, law, human resources, technology, risk, governance, innovation and markets—to name a few.

The board’s nominating committee should focus on candidates with proven qualifications, said Margaret Pederson, President and CEO of Amirexx LLC “Many people want to be considered for board positions when they are years away from being appropriate candidates. People have asked me, ‘Do I have to fully understand a P&L to sit on the board?’ They should have run a P&L before they join a board.”

Diversify, diversify

Many board meetings, unfortunately, still live up to the stereotype of being gatherings of older, white men. Improving diversity within boards is essential, Peterson said, “but I define it as diversity of thought, experience and expertise. The board needs to fully represent the world that the company serves, and be able to communicate with all company stakeholders, especially customers and employees. You want to have a diverse slate of candidates that understand markets across various income levels, geographies, cultures and other demographics.”

Value soft skills

Just as any new employee should fit well with the company’s culture, new board members need to blend well with the board’s culture. A board candidate’s communication style, priorities, personality and even emotional intelligence should be considered to determine how that person would interact with existing board members.

When creating or adding to a board, make the effort to craft an effective team that will collaborate well, challenge and inspire each other, and respect differing points of view. Ultimately, it will help your board achieve its goals of providing leadership oversight, making the best decisions, and advancing critical business strategies.