GHP Recruits Bruce Ennis as the Chief Human Capital Officer for Capital Partners
October 17, 2019 Greenwich Harbor Partners recruited Bruce Ennis to be the Chief Human Capital Officer for Capital Partners, a private equity group based in Norwalk, Connecticut.
Bruce Ennis is an experienced human resources leader with an international background, known for assisting organizational development, blending strategy into tactics and implementing diversity and talent management programs. 

As the Chief Human Capital Officer, Bruce focuses on advising and assisting portfolio company management on organizational development, recruiting, training and employing human capital best practices. He also assists Capital Partners’ investment teams in assessing management teams and human resource policies and procedures of potential acquisition opportunities. 

Previously, Bruce was Vice President Human Resources at Bigelow Tea, Human Resources Client Manager at Sikorsky Global Helicopters, Director of Human Resources at Pepperidge Farm and held various human resource leadership positions at Citizens Communications (now Frontier). Before moving to the United States, he was recruited in the United Kingdom by Cadbury Schweppes to their Accelerated Management Development Program for Human Resources.

Bruce has a Master of Science in Human Resources & Counseling from the University of Bridgeport and a Bachelor of Science in Biological Science from the University of Nottingham (United Kingdom).
Capital Partners Capital Partners is a differentiated private equity investor focused on building and growing private companies with business owners. Capital Partners uses a low leverage approach:
  • Capitalize businesses with 60%-100% equity
  • Single debt class with long amortization, flexible covenants and low interest rates
  • Moderates lender covenant pressure
  • Provides management with the flexibility to pursue acquisitions and fund capital expansion
Customer Success Recruiting Grows More Intense
Hunt Scanlon Media, May 8 2019 As choices for customers expand, companies are striving to provide better service to keep those they already have. Finding leadership trained in customer satisfaction is vital. Here’s some fresh insight from Greenwich Harbor Partners.
Not long ago, customer service leadership meant finding ways to provide the same or similar service while cutting costs and reducing the time it took to service a customer. Customer care agents were timed to maximize the number of customers handled in a day. Service centers were moved off shore to reduce labor costs. Engineers and operations leaders were the top executives.

“But the trend has shifted entirely as more companies measure customer satisfaction and net promoter scores and the goal is more oriented around keeping existing customers and driving revenue growth,” said Ted Pryor , managing director of Greenwich Harbor Partners, a senior-level executive recruitment firm for the media and technology sector. “This environment calls for entirely different types of leaders with entirely different types of training.”
Would You Do That to Your Mother?
April 24, 2019 - Greenwich CT Jeanne Bliss has written another fantastic book "Would You Do That to Your Mother?" It is a humorous and fast paced analysis of what is right and what is wrong with how many businesses treat their customers. It is a crisp message for companies who are overly focused on rules, procedures and compliance and fail to fully consider the perspective of their customers.

What if your customer was your mother? Would you treat her the way you treat your customers now?

The challenge is that consumers are getting accustomed to the excellent standard being set by companies like Amazon, Apple, Starbucks, Salesforce, Zappo's, Warby Parker, Nordstrom's and Netflix. The service delivered by many other companies can look shabby by comparison. And it is not just consumer businesses. The B2B world is 'consumerizing' rapidly for the same reasons.
From Board Seat to C-Suite
NACD Directorship Magazine
July/August 2018
By Carrie and Ted Pryor

It’s generally understood that there is a dividing line between the board room and the C-suite — a line that’s only permeated when the CEO or another high-ranking executive is named to serve as a director. Yet little is said about the reverse: directors being elevated to the CEO role. It’s a corporate practice that is more common than many people realize. Conventional wisdom says that naming a director as CEO for anything other than an interim period is a failure of the board to conduct a proper search or to have a viable succession plan.

However, we sought the opinions of knowledgeable executives and found not only that perspectives range widely, but that there are multiple situations where a board member might logically move into the CEO role permanently. Furthermore, there is a record of board members successfully adding value to companies as the new CEO.
How to Meet the Talent Challenges of a Changing Digital Landscape
August 15, 2018 - Greenwich Harbor Partners was recently featured by Hunt Scanlon Media on our point of view regarding the current state of recruiting in the media, technology and digital industries. Mergers and acquisitions, the rise of the ‘FAANG’ companies and a slew of new disruptive models require finding talent with diverse skills. 'Bilingual' executives who can talk business as well as technology are at a premium and innovative thinking must be used to recruit outstanding leaders.

“These people exist but realistically clients need cast their net wide and consider people from other industries or related functions who may only meet 60 percent of the criteria,” said Ms. Pryor. “Our favorite candidate profile is an individual who has worked in both an entrepreneurial growth environment as well as a large company environment and has skills for both. Finding these ‘high impact’ candidates is a challenge but may well be critical to a company’s survival.”
The Seven Deadly Interview Sins
As executive recruiters, we are often coaches of senior executives heading for potentially huge new opportunities and we get to hear client feedback within hours.

A lot of things can go wrong, but some of them are simple to address. Here are the Seven Deadly Interview Sins that can be committed by even the most senior executives looking for leadership positions at some of the largest and most dynamic companies in the world.
We recruit senior executives who can drive growth in a rapidly changing business environment.

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