At the core of every high-performance organization is a leader who can articulate a compelling vision and drive a culture of inquiry, collaboration and innovation.

Transformational leadership embraces the unknown and the art of asking powerful questions. They see their employees as assets, and their customers as partners. They look for breakthroughs and take big risks.

Balancing short-term needs against long-term priorities, they can't be sure what the future holds. But they are determined to see the company succeed in whatever reality lies ahead. 
Meet the Expert

David Belle-Isle PhD

Consultant David Belle-Isle PhD

About David

  • 30 years with major corporations to build cultures aligned with business vision and strategic direction.
  • SVP Organizational Excellence at Symantec, SVP HR at Rackspace; SVP at Intuit.
  • PhD in human and organizational development. 


SVP Organizational Excellence • Symantec Corporation
Aug, 2012 — Jun, 2014
  • Led initiative to build new organizational capabilities, promoting and externally recruiting 70 executive leaders to create the foundation for a new organizational culture.
  • Leadership role during transformation of a global company with 20,000 employees, involving virtually all aspects of its operation – from mission to product to market strategies.
  • Focused on getting leaders and top line employees to embrace a True North mindset; solving for employees, customers, partners and shareholders; and establishing within the company a leadership success profile, an employee value proposition and new operating values.
Founder and CEO • InColor Insight, Inc.
May, 1994 — Sep, 2012
  • Providing web-based assessments and consulting services for aligning strategy, leadership and organization practices in order to build high-performance teams and organizations. 
  • Designed assessment tools used in a broad range of for-profit and not-for-profit enterprises to measure and improve customer experience by engaging talented and committed employees.
  • Expertise in building and leading human resources organizations, applying Lean and Six Sigma principles to drive process excellence, work redesign, organization and leadership development strategies through action learning, and executive coaching.
SVP Human Resources • Rackspace Hosting
Oct, 2007 — Oct, 2008
  • Hired as company's first senior officer to lead a 60-member global HR team spanning the U.S., the UK and China.
  • Led all aspects of HR, talent acquisition, mobility and succession, engagement, performance management, leadership development and total rewards.
  • Formed successful partnership with Satmetrics, the global leader in measuring and analyzing customer experience, to establish consistent and reliable Net Promoter Scores using the  Net Promoter Survey Process developed by Fred Reichheld.
  • Created leadership program to elevate employee engagement, which resulted in Rackspace being ranked #32 by Fortune Magazine's "100 Best Places to Work."
  • Worked with Compensation Committee to reengineer leaders' compensation to performance-based program, which contributed to stronger motivation, commitment and retention of highly-talented leaders.
  • Recruited three global senior executives, CFO, SVP Customer Operations and SVP Sales.
  • Partnered with the Chairman and CEO to recruit Fred Reichheld to board of directors to enhance the company's brand and build customer loyalty.
  • Established and staffed a new data center in Hong Kong to expand services in the Asia Pacific market.
  • Implemented SAS 70 and SOX compliance requirements along with regular HR functional reviews.
  • Designed and implemented new self-insured benefit plan, reducing employee medical costs by 20 percent.
SVP Organization and Process Excellence • Intuit
Mar, 2001 — Oct, 2007
  • Responsible for employee and leadership development at $3B+ financial solutions software and SaaS company with 8,000 employees. 
  • Strengthened Intuit's strategic capabilities to acquire and retain talented and engaged employees and to develop leaders capable of building high-performance organizations. These initiatives led to Intuit's consistent recognition by Fortune's "Best 100 Places to Work." 
  • Created process to review customer experience across the company and implement solutions for increasing customer loyalty and revenue growth. 
  • Led 12 direct reports , supervised a team of process excellent directors and trained, developed, and deployed 90 Six Sigma black belts and master black belts and 450 green belts. Redeployed 60 black belt and master belt consultants into line leadership roles in three years 
  • Applied Toyota production system methodology to engage teams in designing their work, which resulted in measurable gains in efficiency and reduced head count. 
  • Integration leader for the $1.3 billion acquisition of Digital Insight, a provider of web-based online banking solutions for small and medium-size financial institutions.
  • Partnered with CEO to drive transformation of QuickBooks strategy, organization structure and leadership team. Orchestrated key leadership hiring and redeployment to build a high-performance organization that grew revenue 50 percent in five years.
  • Designed and implemented FastPath program for high potential mid-level leaders. 
  • Developed Intuit's "leadership success profile,"  a practical guide for leaders in coaching and in creating mobility plans and career paths with their direct reports.
  • Led semi-annual Action Learning Program, in which 36 senior leaders in six teams formulated and implemented solutions for mission-critical business challenges. 
Chief Human Resources Officer • Leapsource, Inc.
Jun, 2000 — Mar, 2001
  • Led all aspects of human resources for pre-IPO finance and accounting outsourcing firm located in Tempe, AR, with an emphasis on talent acquisition and building a high-performance culture to enable growth.
  • Became first human resource leader to serve on the senior leadership team.
  • Coached and mentored developing leaders and teams on how to build high performance organizations.
  • Developed and integrated HR strategic plan into the strategic and operating plans of the business. 
Director of Learning and Development • Silicon Graphics and Cray Research
1995 — 1997
  • Led a staff of 25 professionals responsible for leadership development and employee communications at $3 billion global computer manufacturer with 10,000 employee.
  • Designed and delivered an extensive curriculum of leadership development courses to1,000 leaders per year in the U.S. and Europe.
  • Created first annual employee attitude survey; engaged leaders in feedback and action planning which gave employees the opportunity to voice their points of view and renew the employee partnership culture.
  • Following SGI's acquisition of Cray Research, partnered with senior leadership teams to accelerate the integration of both companies.
  • Aligned the engineering, finance, marketing and sales functions to drive new product development and establish joint strategies to price, market and sell offerings.
Senior Human Resources Officer • Epic Healthcare Group, Inc.
1988 — 1994
  • Hired by CEO of $1 billion health care company to plan and execute the leveraged buyout of Epic from its parent company American Medical International.
  • Became chief human resources officer to develop and staff a new corporate HR function for the company with seven directors and 25 support staff. 
  • Led initiative to improve the capabilities and performance of 37 hospital and four ancillary division HR leaders.
  • With the CEO, developed and led leadership review and succession process, which resulted in redeploying or terminating more than 50 percent of 350 senior leaders at the hospital level over four years.
  • Served as president of the Texas ESOP Association to support Epic's status as the third-largest ESOP in the U.S. and its brand as an effective employee-owner culture.
  • Developed methodologies to measure employee and physician satisfaction. Statistically demonstrated that increased hospital employee satisfaction was a significant driver of physician satisfaction.
  • Motivated and persuaded more than 100 solo physicians to develop primary care group practices, which included moving to central locations to reduce overhead costs and increasing their efficiency and productivity by 30 percent.
  • Invited to consult with 37 hospital boards and 37 medical executive committees to improve board functioning and decision-making capability. 
SVP Human Resources and Marketing • Sara Lee Corporation
1984 — 1988
  • Developed new human resource systems and leadership development programs at the corporate level of $13-billion global consumer foods and products company with 44,000 employees.
  • Created the corporation's first annual leadership talent review and succession planning process for the 50 operating companies, resulting in successfully promoting and redeploying senior leaders across business units and functions.
  • Created the first management principles guide for 50 operating companies to raise performance expectations and standards; developed learning management system for top 500 leaders.
  • Initiated and managed an executive development program with Ross School of Business at the University of Michigan. 
  • Promoted to SVP in an operating company, Electrolux, to drive performance improvements to its weakening direct sales business model. 
  • Managed the human resource components of closing Electrolux's 500-employee manufacturing facility in Connecticut, outsourced staff and redeployed workers and management to a new facility.


MIT Sloan School
Post Doctoral, System Dynamics and Change
University of Northern Colorado
PhD, Human Resources Management, Personnel Administration, 1976
Springfield College
MEd, Counseling Psychology, 1972
Springfield College
BS, Psychology, 1971

Academic Honors

Magna Cum Laude

Academic Awards

Psi Chi, National Honor Society in Psychology


  • Net Promoter Forum with Fred Reichheld, 2003-2007
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