Mitchell Lee Marks is an internationally recognized expert on managing corporate transitions (including mergers, acquisitions, downsizings, and restructurings), leadership, corporate culture and executive teambuilding. As a motivating and engaging keynote speaker, he has been invited to present to a wide variety of corporate meetings and national conferences. He is a frequent speaker to professional groups and has lectured at the Harvard Business School and Smithsonian Institution.
Mitchell consults with a wide variety of firms in the United States and abroad, advising executives on issues of organizational change, team building, strategic direction, organizational effectiveness, corporate culture, human resources management, and the planning and implementation of mergers, acquisitions, reorganizations, and other transitions. His clients range from small start-ups to large multinational corporations, as well as government and not-for-profit organizations. Mitch has advised in over 100 cases of mergers, acquisitions, restructurings, and other major transitions. Current or past clients include Pfizer, Intel, Motorola, AT&T, Lockheed Martin Corporation, Unisys, Hewlett Packard, Lucent Technologies, Abbott Laboratories, Johnson & Johnson, Imperial Oil of Canada, Molson Breweries, Bank of America, American Airlines, Delta Airlines, Kaiser Permanente Medical Care Program, Blue Shield of California, U. S. Department of Energy, Los Angeles County, the March of Dimes, and others in the financial, manufacturing, health care, entertainment, high technology, publishing, consumer products, and communications industries.
Reports of Mitchell's work have been featured in publications such as the Wall Street Journal, Fortune, The Economist, Business Week, New York Times, and Sports Illustrated, as well as on the PBS News Hour, NBC Nightly News, CNBC, CNN and other television programs.
Mitchell is the author of six books—including Charging Back Up the Hill: Workforce Recovery after Mergers, Acquisitions and Downsizings (providing practical advice and examples of how to rebound from the unintended negative consequences of difficult transitions), and Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances—and scores of articles in practitioner and scholarly journals.
American Psychological Association
Society for Industrial and Organizational Psychology
Academy of Management