Management Strategies for a Volatile World

Gain the Much-Needed Control to Drive your Organization Forward

C-Level Mentor, Coach and Mentor to Executives in B2B Technology Businesses, Sarah Zohn Provides Tools and has the Answers in this Unprecedented Time of Volatility

Sought after C-level mentor, consultant and speaker, Sarah Zohn is a highly respected expert on Go-To Market and operational strategies for hi-tech companies.

She brings broad experience from her positions as VP in mega multinational corporations as well as from mentoring leadership teams in dozens of companies.

With hundreds of consulting interactions with startups, Sarah knows the entire startup ecosystem, M&A, and VC’s. Sarah spent 15 years with EMC Corporation, where she held Vice President positions in Data Storage Engineering, Open Software Engineering, Deputy Executive Vice President, in a growing business incubator and in the EMEA sales organization.

Sarah Zohn is an expert in building growth strategies for engineering, enterprise sales, product management, product marketing and customer success organizations.

Sarah understands the needs, concerns and volatilities facing technology businesses – and can implement game changing strategies to propel growth and stabilize organizational challenges.

Sarah’s experience spans over continents, cultures and computer & technology-based industries.


What are the Critical Social Aspects of Work Environments that will Noticeably Improve Productivity and Employee Satisfaction? Focus on all managers retraining to take into consideration the entire ecosystem.
What’s special about the role of managers and leaders in knowledge based companies, especially in technology? How should it affect their behavior?

If a CEO of a knowledge based company feels that the way his company operates isn’t quite right, how would you advise this CEO to analyze and correct the situation?

What’s the role of upper management and the role of middle management in making an organization more effective and efficient?

We’re used to talking about diversity in terms of equal rights. But you see it more as an issue of making organizations more effective and efficient. How so?

What can we learn from knowledge-based industries about diversity?

How Does the Leadership Team of a Knowledge-Based Company Adapt Itself to Fit Today’s Needs and Fierce and Challenging Competition?
What would you say today about goal management systems? Is this just an old school of management? Is there one method that fits today’s needs better?

You advocate deeper integration between upper management and middle management in knowledge-based companies; what does it look like?

What are the common dysfunctions of leadership teams in startups and knowledge-based companies?

Smaller companies are trying to emulate the bigger ones and bring into the environment a goal management system. What are some of the common misapplications of such systems that we should be aware of, and be careful of?

Sarah Zohn Advocates a New Take on the Desired Behaviors of Managers and Leaders. How is this approach different from the ubiquitous top 10 lists of desired characteristics?
What happens in knowledge-based companies when Gen XYZ enters the management and leadership ranks? And the role of mentors in helping them.

When upper management doesn’t listen to the pains of the organization; what can middle managers do?

We normally practice in management how to learn from failure, but you’re saying we should give as much due diligence to learning from success. What do you mean by that?

How Can the Pervasive Culture of “Corporate Speak” be Changed into the Culture of “Can-Do” Speak?
We’re still seeing the phenomenon of “corporate speak” highly prevalent and taking center stage in the culture of corporations. Give us some examples of this kind of non-productive communication and how to change that into a culture of “can-do speak”?

Why do you say that corporate culture is actually management’s culture?

What are the Most Common Blind-Spots of CEOs of Technology and Knowledge Based Companies?
What are some of the most common mistakes that CEOs make in designing a strategy for their company?

You say that organizations, like a lot of human beings, tend to accumulate clutter. What sorts of clutter are you referring to, and why is it critical that we do a cleaning-up of this clutter?

Who are the people in knowledge-based organizations that should help lead the organization out of a low or turbulent period?

My Personal Career Journey from Management and Leadership in 4 Industries and Continents to C-Level Mentor in Tech. The lessons learned from mentoring hundreds of VPs and CEOs.

In your profile you mention Israel as the country that shaped and initiated you in your career in management and leadership in Tech. How so?

You originate from Israel, and you are obviously following the development of this country. What can you tell us about how this country became such a famous technology hub? How did it happen? Are there lessons that other places can learn from?

How does your experience from four industries and continents help you mentor and coach managers and leaders in the US? The Significance of Emotional Intelligence to productivity and motivation.

Working from Home, the Lessons to Keep. What are the most salient opportunities and their enduring benefit to knowledge-based companies?
You see in the Corona WW lockdown and its aftermath a lot of opportunity to revamp all rules of management and employment environments? What are the most salient opportunities and how would they benefit the general condition of work in knowledge-based companies.