Danielle Vidal

Danielle is ACC certified, has a Doctorate in Clinical Psychology from the California School of Professional Psychology (now Alliant University) and is a proud UCLA Bruin undergraduate. Her other certifications include: the Hogan Personality Assessments, Benchmark’s 360 by CCL, Influence Style Indicator, Change Style Indicator, Vertical Development, WPB5, FiroB, Leader Network Diagnostic, Hay Group ESCI, The Leadership Versatility Index (LVI), Leader Network Diagnostic, DDI-Certified Targeted Selection® Interviewer and Administrator, DDI Leadership Mirror, DDI Targeted Feedback

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• Partnering with Fortune 500/100/50 companies to create and implement leadership development programs that further growth and a healthy learning culture connected to both team and broader organizational goals 

• Working closely with the Board of Trustees, developing comprehensive annual Head of School evaluations tailored for the needs and goals of independent schools.

• Successfully coach and optimize performance of more than 2000 executives, senior executives, and C-suite leaders from Fortune 500 and Fortune 50 companies.
• Ongoing coach for academic leadership at Universities across the United States; includes Chair, Dean, Provost and President level leaders as well as esteemed tenured Professors.

• Conflict and partnership coaching with Co-founders and teams of AI, technology, health, manufacturing and government start-ups 

• Requested and valued presenter for team meetings and conferences (emotional intelligence, managing stress and burnout, the benefits of leadership coaching, developing a productive and trust-based team culture, embracing team diversity, the benefits of neurodivergent leadership)

• Analyze and interpret (now over 2500) full or half day-in-the-life assessment center experiences in conjunction with Hogan Assessments and behavioral interviews with executives, managers, HR, and internal partners to aid with selection, development and hi-potential acceleration

• Directed operations of DDI’s assessment center that generated ~$1M in revenue annually. Oversaw on-boarding, training, and evaluation of 15 new assessors (2004-08). Trained assessors to deliver, score, interpret, and provide feedback on in-depth behavioral/personality assessment inventories and simulations. Led team through creation of DDI’s West Coast Assessment Center in 2005.

• Partnered with senior HR executives at DDI to support Sales team’s efforts to win new assessment projects. Managed projects and personally helped to secure +$900,000 worth of new business from 2003 and 2008.

• Co-led development of a virtual “personality profile library” to facilitate creation of individualized personality and leadership assessment reports delivered to all DDI clients across the U.S.

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• Internationally Revered AI leader and a co-leader in a venture who desired to improve their partnership during a challenging time for the organization. Result: Improved communication, trust and alignment to help the organization continue to grow and make a critical difference in the world.
• CDO (Chief Data Officer) of a Fortune 500 technology company working with challenging peers, cross-functional strategic partnership and increasing influence and executive presence with the CEO. Result: Leader become more secure in role and increased scope of team and responsibility, CEO further recognized value of leader to the organization.
• President of Private University struggling with school budget challenges, a challenging collegiate environment and market, and a growing lack of board trust.  Result: Increased leadership confidence and board support; President is still in role today when that had been at question at the start of our engagement.
• SVP of multi-national entertainment company challenged with the pace of change and a new, demanding and highly critical manager. Result: Developed a stronger relationship with manager and greater tools and techniques to not only adapt to change but learn to thrive.
• Chair of the Department of Medicine at a top-tier research University new to the role and the University and found themselves needing to make some hard decisions and changes. Result: Leader found solid ground in the position and made critical changes that moved the department towards greater profitability without sacrificing excellence in patient care
• VP of a Fortune 500 Pharmaceutical Company interested in creating a positive leadership culture centered on critical values such as excellence, trust, emotional intelligence. Result: We created and implemented a leadership development program to identify high-potential leaders and support others in their growth, additionally all managers engage consultation and coaching services for new hires.

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