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Joe Herold
Chief Operating Officer at Bunker Labs
Hark Herold is a seasoned executive and retired senior military officer with a deep passion for leadership and fostering a human-centered design thinking approach within teams to tackle challenges.
With a Certified Information Systems Security Professional (CISSP) certification, Hark's expertise spans across information technology, cybersecurity, civil engineering, academia, and strategy development.
His diverse background equips him with a unique understanding of a wide array of challenges and opportunities in various engagements, enabling him to effectively apply Design Thinking and Adaptive Leadership principles to assist organizations of all sizes in navigating complexity.
Hark is dedicated to supporting and empowering military veteran and veteran spouse entrepreneurs in the Denver area and nationwide, facilitating connections and providing crucial support along their entrepreneurial journey.
His educational background includes a Master of Strategic Studies in Strategy and National Security from the US Army War College, certifications in Design Thinking and Leadership Development from reputable institutions like Harvard University and Carnegie Mellon University, as well as a Master's in Public Administration and a Bachelor's in Engineering Ops.
Throughout his career, Hark has held key roles in prominent organizations such as Chief Operating Officer at Bunker Labs, CEO at Design Thinking Denver, and various leadership positions within the United States Air Force, Sprint, and other entities, showcasing his extensive leadership and strategic expertise.
Hark's dedication to innovation, leadership, and supporting veteran entrepreneurs makes him a valuable asset in driving organizational transformation and fostering entrepreneurial success.
Highlights
The CEO of a distribution company whose trucks completed several runs per day got tired of hearing his operations manager say that reducing truck turnaround time from 67 minutes to 30 minutes was "impossible."
The following Monday, the CEO stood on the loading dock with a stopwatch and clipboard. When someone asked him what he was doing, he simply said, "Measuring truck turnaround time."
Not surprisingly, he noticed that the driver walked away with a little more pep in his step.
By the end of the week, the average turnaround time was down to 40 minutes.
Within 4 months, the company was saving nearly $100,000 per year in down time, which increased customer satisfaction.
Sometimes, things improve simply because you're putting the spotlight on it.

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