Clients and Collaborators

ABOUT OUR WORK

Good People who do good work.

Peter Thies, PhD

MANAGING DIRECTOR, PEARL MEYER LEADERSHIP PRACTICE

Peter Thies is a managing director with Pearl Meyer. Before joining Pearl Meyer, Peter was the co-founder and president of The River Group, a leadership and organization development firm. He has over 30 years of experience helping global companies implement strategic organizational changes. Present and past clients include public company CEOs and executives across numerous industries, including financial services, consumer products, healthcare, retail, industrial, professional services, telecommunications, and the nonprofit sector.

Peter was a senior client partner with Korn/Ferry’s Leadership and Talent Consulting division and co-leader of the firm’s CEO succession practice. At Mercer Delta Consulting (now Oliver Wyman), Peter held several leadership positions during his 11-year tenure, including responsibility for consulting practice development, client relationship management, and client satisfaction processes. Peter also worked in Accenture’s change practice for several years.

Peter has published numerous articles in business journals and books on organizational change and is frequently quoted by the business media on CEO succession, executive development, and M&A integration. He holds a PhD and an MBA in organizational behavior from Rensselaer Polytechnic Institute, an MS in educational psychology from the University of Pennsylvania, and a BA in psychology from SUNY Albany.

Paul Dominski

CEO, RIVERBET LLC

As an expert in executive development and organizational performance, Paul Dominski has extensive experience in human resources within Fortune 500 corporations. He has personally interviewed, hired, and coached thousands of leaders. In 2013, he founded River Bet Consulting, focusing on leadership coaching, organizational effectiveness, and strategy formulation and implementation. Dominski’s clients come from various industries, including financial services, consumer technology, retail, healthcare, and nonprofits.

Dominski’s unique perspective on talent development culture and his ability to communicate novel ideas with maximum effect have helped him rise through the ranks in several high-profile companies, such as Best Buy, where he served as Senior Vice President of US Human Resources, and Target, where he advanced from human resources manager to Chief Learning Officer and Vice President of Organizational Effectiveness.

At Park Nicollet Health Services, Dominski applied his vision and innovation to create a seamless brand experience from leader to team member to patient as Chief Human Resources, Chief Marketing Officer, and Patient Engagement Officer. Known for his deep respect for others, Dominski is also a popular guest lecturer at the University of Arizona’s Eller School of Business and the University of Minnesota’s Carlson School of Business, where he earned his MBA. In his free time, Dominski enjoys poker, golf, and spending time with his wife, two children, and King Charles Cavalier Spaniel.

Articles & Publications

Good Work done by good people.

Peter Thies. PhD | Managing Director | Pearl Meyer Leadership Practice

CEO Succession Planning: Fortune Favors the Prepared

The Challenge: Overcoming a False Sense of Security

Almost all boards talk about succession planning—at least on occasion—and recognize that this is a key responsibility. However, there can be wide divergence of opinion about what “good” CEO succession planning looks like and what is required to achieve it. For example:

  • For many boards, an emergency succession plan is the extent of their focus. An interim replacement from the Board or management provides adequate cover to address long-term CEO succession more thoroughly when the time comes.
  • Other boards are satisfied when the company has one clear internal successor in the form of a COO or executive in another significant leadership role.
  • In other companies that have no viable internal candidates, the Board and CEO assume they will conduct an outside search for the next CEO, in which case they will prepare communications and choose their executive search resource when required.

Each of these scenarios partially help the company prepare, but each fails in some way to go the distance and provide true risk mitigatio

Peter Thies. PhD | Managing Director | Pearl Meyer Leadership Practice

The CEO Evaluation Process: Four Principles for Better Results

Are your CEO evaluations as effective as they could be? Here’s how to ensure this important board function does more than check a box.

While CEO evaluation remains one of the most important responsibilities of boards of directors, the process for setting expectations, completing CEO performance reviews, and providing feedback is often ad hoc and/or superficial. In many cases, neither the board nor the CEO is satisfied with the discussion or the outcome.

A robust CEO evaluation process provides the board an opportunity to add significant value to the CEO and the company. If it is a 2024 goal for your board to execute a more productive evaluation—and it should be—getting the process right is a critical point from which to begin.

In past work on CEO evaluations, we have seen several factors that hindered the effectiveness of the company’s efforts: