Getting dozens or even several hundred local organizations and the national office of a nonprofit network all "on the same page" is no easy feat.

But it is necessary in order to maintain the organization's brand and ensure that the organization is financially secure.

With tenacity, diplomacy, and a general strategy aimed at getting people within the network to "own" the path forward, alignment and optimization is possible. Doing so can have a dramatic effect on an organization's overall effectiveness, and on the sustainability of its programs.
Meet the Expert

About Alan

  • More than 40 years experience in strategic and operating leadership.
  • Works with clients on issues of strategy and scale across a wide range of fields; particularly active with national networks serving disadvantaged youth populations, public education, and voluntary health networks.
  • Has worked with more than 30 networks, including Boys and Girls Clubs of America, Big Brothers Big Sisters of America,  YMCA, America’s Promise Alliance, Communities in Schools, NatureServe,  Alzheimer's Association, Salvation Army, National Academy Foundation, Public Education Network, and United Way Worldwide. 
  • Joined Bridgespan after 13 years in the biotechnology industry – as chief strategic officer of Organogenesis, the first company to successfully develop a living human skin replacement product; president and CEO of T Cell Sciences; VP marketing and business development for Biogen; EVP and chief strategic officer for Biocode; and chief strategic officer for ImmuLogic.
  • Before entering the biotech industry, Alan was a manager at Bain & Company and spent 13 years in the diesel engine industry. 


Senior Advisor • The Bridgespan Group
2001 — Present
  • Joined Bridgespan in 2001 as a principal and became a partner in the Boston office in 2003. Named head of the Boston office in 2005 and head of East Coast offices in June 2007.
  • With the continued growth of Bridgespan’s New York office, he became office head for New York in 2009. In the summer of 2010,  he returned to the Boston office and, in 2014,  became a senior advisor.
Chief Strategy Officer • Organogenesis
Sep, 1997 — Jul, 2000
  • Responsible for commercial relationships, financing, investor relations, and strategic direction at the first biotechnology company to successfully develop a living human skin replacement product. 
Consultant - Diagnostic Imaging • Dyax
1997 — 1999
EVP and Chief Strategy Officer • Biocode, Inc.
Sep, 1996 — Jul, 1997
Chief Strategy Officer • ImmuLogic
1996 — 1998
President and CEO • T Cell Sciences
Feb, 1992 — May, 1996
VP Marketing and Business Development • Biogen
1987 — 1991
Manager • Bain & Company
1984 — 1987
General Manager - Parts Marketing • Cummins Engine Company
1971 — 1984
  • Various planning, marketing and management positions, culminating in the position of General Manager for Parts Marketing – responsible for $500 million in sales through an independent distribution network.


Tuck School of Business at Dartmouth
MBA, 1971

Academic Honors

Highest Distinction, #2 in class
Dartmouth College
BA, 1970

Academic Honors

Cum Laude


  • Former director, Genzyme Transgenics Corporation; served as independent director, GTC Biotherapeutics Inc., from 1993 to December 2010.
  • Board of directors, YMCA of Greater Boston. 
  • Board of directors, Mass Biotech Council 1988-1994
  • Board of directors, Biocode 1997-1998
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Best Practices

Access to ALL Best Practices authored by TrustedPeer Expert Alan Tuck on this topic.

Pre-Meeting Discovery Process

Review and analysis of your issue with pre-meeting discovery questions by Alan, followed by a 30- or 60-minute one-on-one call. Sample

One+-on-One Call

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Meeting Summary Report

After your call, Alan completes a Meeting Summary Report to provide you with the session’s discussion topics, analysis, assessment and recommendations for next steps. Sample

Post-Meeting Engagement

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