About Anthony Coppedge
Leadership for outcome-driven organizations
I help executives and teams align people, purpose, and process to create measurable impact — not just more activity. My work blends systems thinking, design, and empathy to help leaders unlock alignment at scale and lead through evidence, not assumption.
The Difference That Defines My Work
Many consultants, corporate coaches, and leaders talk about alignment. I help teams live it.
My approach starts with a simple premise: business alignment is not a communications problem; it’s a systems problem. When strategy, decision-making, and feedback are designed to loop — not cascade — organizations evolve faster than markets shift.
I bring that discipline to every engagement: connecting business goals to human outcomes, and human outcomes back to measurable value.
It’s how I’ve led transformations that stick — not by teaching Agile as a framework, but by embedding evidence-based trust into how work gets done.
My Story
My work began with retail, full-commission sales, and led me down the path towards marketing, product, service, and sales (again), all in my journey to focus on what’s in it for the client. In 2009, I was introduced to Business Agility, and the rest, as they say, is history precisely because of how prevalent Agile became for rapid iteration and client-focused prioritization.
I frequently find myself at the intersection of technology and human behavior. Over the past two decades, I’ve led global initiatives at IBM, guided digital transformations at small-ish startups, and worked my craft at several mid- to large companies, including Fidelity Investments, IQVIA, and LifeWay Resources, all the way up to enterprise-class. Along the way, I’ve coached leaders to adopt outcome-driven practices that empower their teams to own results.
What I have learned is simple but not easy: the healthiest organizations grow through trust, not control. When leaders listen, align intentionally, and measure what truly matters (feedback), culture becomes a competitive advantage.
Today, I work with executives who want to build systems that make that kind of leadership sustainable — systems that scale humanity, not bureaucracy.
“One of the most striking things about Anthony is his maniacal focus on the customer and his belief that if we do the right thing for our clients, we then reap the rewards in our own business outcomes.”
Why Work With Me?
I don’t start with frameworks. I start with people.
My approach balances empathy with evidence, helping leaders design the right conditions for performance. Whether I’m aligning Marketing with Sales, coaching executives on Business Agility as a competitive advantage, or advising on product strategy and orchestration, my work always connects strategic intent with measurable impact.
Clients describe it as structured clarity — a repeatable way to turn aspiration into execution without losing humanity along the way.
The Results Speak Differently
The impact of my work doesn’t come from frameworks; it comes from people who now think and work differently.
Here are a few moments that show what “outcomes over outputs” looks like in practice.
Helping IBM Lead Differently
Situation: Global digital sales and marketing teams were working in silos, focused on activity metrics rather than measurable impact.
Action: I pioneered Agile Sales and partnered with Agile Marketing to align around shared OKRs and customer outcomes instead of departmental deliverables.
Result: Within nine months, engagement doubled, click-through rates jumped 62%, and sales-qualified leads increased by 15%.
Takeaway: When sales and marketing share intent instead of targets, alignment scales faster than any transformation roadmap.
Building Momentum, Not Bureaucracy
Situation: A mid-market SaaS company struggled to deliver campaigns fast enough to match product velocity.
Action: I restructured their workflow around agile marketing principles and implemented OKRs tied to customer impact.
Result: Campaign output doubled, but more importantly, relevance improved. They reached the right buyers with the right message—faster.
Takeaway: Productivity follows clarity. When teams know what matters, velocity becomes a byproduct.
Scaling Feedback for Actionable Intelligence
Situation: IBM’s Chief Marketing Officer asked me to be the orchestration coach for her and her 30-person Senior Cabinet to introduce a repeatable way to listen at scale and act on what they heard.
Action: We created the Agile Health Radar and used my Retrospective Radar as visualization models to convert qualitative feedback into quantifiable insights across teams, management, and executive layers.
Result: That model became the foundation for leveraging Watson Natural Language Processing (NLP) analysis across enterprise-wide retrospectives.
Takeaway: Listening at scale isn’t about surveys; it’s about making feedback visible, measurable, and actionable.
