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Tony Levitan (he/him/his)
Former Founder/CEO, Chief People Officer, and Leadership Instructor supporting high-impact leaders as they build high-impact organizations
Tony Levitan is a seasoned business builder with a strong background in strategic planning, marketing, team leadership, and executional skills.
With a focus on enhancing the role of HR and elevating organizational impact, Tony has served in various capacities such as a People innovator, coach, adviser, and fractional Chief People Officer.
His experience includes coaching individuals across organizations, particularly excelling with rising stars and senior executives, and a deep understanding of engineering-driven environments.
As a dynamic People organization leader, Tony is adept at establishing and managing high-performing teams, collaborating with business partners, and implementing innovative practices to drive organizational excellence.
He has demonstrated his executive capabilities as a co-creator of a sustainable consumer category on the Internet, showcasing expertise in organization building, strategic planning, teamwork, and execution.
Tony's expertise extends to marketing and communication, encompassing employer brand-building, product positioning, lead generation, social and mobile media, and media relations.
Educationally, he has an MBA from Stanford University Graduate School of Business, along with studies in Mandarin Chinese and Asian Studies.
Among his notable roles, Tony has been associated with organizations like InWhack, Leaders in Tech, Stanford University Graduate School of Business, ServiceRocket, and Proteus Digital Health, among others.
His professional journey includes leadership positions at companies like Optality, Lexy Inc., Shhh Studios, and Egreetings Network, as well as Board Advisor roles and lecturing engagements at prestigious institutions like UC Berkeley.
Tony Levitan's diverse background and extensive expertise make him a valuable asset in driving innovation, leadership, and organizational growth.
Highlights
When Professor Jeffrey Pfeffer asked me to be a guest on his Pfeffer on Power podcast to explore, among other things, my experience with losing power, that was an easy “yes.” When he asked me years earlier to join his Paths to Power class at Stanford University’s Graduate School of Business for the session on losing power, “yes” emerged only after a difficult, circuitous introspective journey. And that “yes” may have been more of a tentative “yeah, ok.” :-)
My transition at my first company, Egreetings, was less than ideal. It’s not hard to look at a number of the decisions I made, the choices I didn’t take, the conditions I co-created that in the end didn’t serve either me or (as a number of Egreeters maintain) the company overall, and not exclaim, “What a dumbass.” Which actually deserves emphasis, so let’s change that to “What a friggin’ dumbass!!!”
And yet, my challenging experience is a foundational part of who I have become and how I do the work I do today. The escalation of sharing my learned insights — which require sharing context that can feel humbling, embarrassing, and even (from today’s point of clarity) inconceivable — first with family, trusted friends, and colleagues; to interpersonal dynamics groups I have facilitated at Stanford and for Leaders in Tech; to working with clients in my InWhack leadership coaching practice; to the sharp and potentially judgmental MBAs in Jeff’s Paths to Power classes; and now to you all in the broader public via the Pfeffer on Power podcast, feels both affirming and extremely vulnerable.
I feel buoyed by my fervent belief that I either succeed or I grow … striving to live (and not just coach :->) the value that comes from knowing what doesn’t work as much — maybe even more — than what does. In fact, post-Egreetings, I eventually recognized that each time I explored my leadership transition with others, I felt a bit healed.
Whether the healing comes from new insights; reframes of aspects of the experience; alternative perspectives offered by others; or mostly, the gratitude others express for my willingness to share my recount and reflections in support of their understanding and future decision-making, it all feeds my commitment to disclosure in service of connection and further enablement of others.
That’s the generative juice that drives my willingness to do something that Professor Pfeffer tells me is really hard to get people to do; to talk about something that can be viewed as a failure. My ears and eyes are open, eagerly awaiting my next piece of learning. Thanks for reading and listening.
Catch the full episode here: https://pod.fo/e/21d74c
#leadersintech #executivecoaching #leadershipcoaching #inwhack #egreetings
