Brian Walch spent 25 years at a consulting firm, growing it from 20 people to over 200 across seven offices while working as a developer, manager, recruiter, and board member. He realized managers shape everything: project success, business outcomes, employee lives. So he shifted to coaching managers full-time.
Chapters
I got started in the software development realm, started out as a programmer and joined a software and IT consulting firm in the very early stages of their development. So they were about 20, 25 employees when I joined. Over the course of over 25 years, I spent my time mostly at that company. We grew from about 25 employees, over 200 employees, from one office to seven offices. During my career there, I filled almost every role. Everything from developer, technical, project manager, business development lead, I ran a Branch, I led HR for several years, I led recruiting for about 20 years, developing the employee branding, onboarding, offboarding processes, recruiting hundreds of people, and served on the board of directors. Through that experience, both in terms of building and developing the firm, and then also working with clients in public and private sector, everything from small enterprises to large scale institutions, I understood the value and importance that managers bring in the success of projects and in the success of business and the impact they have in employees lives. When I decided to start my second half career, I knew I wanted to do something that had an impact on people. I really felt working with managers and developing managers would be the place I'd have the biggest impact.
