John Ferrone

John Ferrone is a management consultant with nearly fifteen years of experience in helping businesses, organizations and their leaders seize opportunities and overcome challenges. He earned his BA in English and Secondary Education from Creighton University, and both his Masters in English and Masters of Business Administration from Iowa State University. He specializes in assisting organizations to address the tough questions that require answers, and in doing so he helps them achieve focus and build momentum. He combines high energy and an intuitive sense for hidden roadblocks to become the catalyst that helps leaders and organizations define their vision, plan to reach it, and ultimately achieve their potential.

As a Senior Consultant with Deloitte Consulting, he specialized in systems integration before transitioning service lines and assisting to develop Deloitte's Change Leadership methodology. With Renaissance Government Solutions he became a Vice President in the Indianapolis office prior to launching Ferrone Associates in 2001. During the course of his consulting career he has developed many strategic relationships that allow him to bring many resources to different situations to address the variable needs of his diverse client base--and these partner resources are the Associates of John Ferrone.

A native of the Chicago area, he now consults nationally from Hastings, Nebraska, where he lives with his wife and four children. He enjoys hanging out with Susan, his wife, as well as writing, hiking, baseball, philosophizing, and playing with his kids.

 

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"Ferrone provided the leadership to start a grass roots organization to fight methamphetamine and guide it to success.  It's people like John who make our community a better place to live."

—Chuck Neuman, Board Member, Ron Gardner Meth Coalition Project 

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School District Vision

Mr. Ferrone consulted a large Indianapolis school district as it attempted to reinvent itself. Although the school leadership was strong, stakeholders within the district were fragmented, and the community was not on board with respect to the vision of transforming the district’s educational...

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