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Denise Pirrotti HummelEXECUTIVE PROFILERESUMEName: Denise Pirrotti Hummel.Company: Universal Consensus LLC.Titles: CEO and chief strategist.No. of employees: Eight in San Diego and forty-fi ve worldwide.Year founded: 2009.Education: Bachelor’s in psy-chology from Barnard College , Columbia University , 1983; Doc-tor of Jurisprudence, American University , 1987.Birthplace: New York City.Current residence: Carlsbad.Family: Two children: Matthew Josef Hummel and Alexander Paul Hummel .

Denise Pirrotti Hummel is the CEO and chief strategist for Univer-sal Consensus LLC , a cross-cultural management consulting fi rm in San Diego, serving Fortune 100 companies, government, military operations, and global organizations worldwide. The company focuses on leveraging knowl-edge of cultural differences to develop and implement strategies designed to drive revenue and reduce cost and risk when doing business globally. The model developed by Ms. Hummel, The Business Model of Intercultural Analy-sis [BMIA] has been acknowledged by the U.S. State Department , and the U.S. Department of Commerce . Recent partnerships with Aon Hewitt ’s Inter-national M&A division and Deloitte ’s Global HR division have augmented the company’s ability to serve clients in every function and country of the globe.

BUSINESS PHILOSOPHYEssential business philosophy: “Never,

never, never give up” is something that everyone heard from me, from my staff to my children to my clients. When you know you have a value proposition that is essential, albeit ahead of its time, you must fi nd a way for your target market to “hear” you even if you’re telling them something they don’t want to hear. Once they fi nally do, and allow you to be part of their success, seek to achieve the highest possible results with 100 percent ethics, exceed all their expecta-tions, and your invitation to the party will be extended beyond one night.

Best way to keep a competitive edge:

TRUE CONFESSIONSWhat you like best about your job:

When I was an attorney, I always felt I was part of the problem, rather than part of the solution. I like be-ing part of the solution. I like the fact that every single day a new challenge presents itself and I can be intellectu-ally stimulated from dawn to dusk. I like the fact that my staff looks like the United Nations when we’re together. I like that my clients respect me as much as I respect them.

What you like least about your job: Jet lag and time zones. Shouldn’t we be able to teleport by now?

Pet peeves: Flight delays, incompe-tence, intolerance, and arrogance.

Most important lesson learned: That the best results are achieved by free-ing others (whether they are staff or clients) to use their unique talents to move their organizations forward in a positive direction.

Person most interested in meeting: Geert Hofstede , the Dutch anthropolo-gist whose work in the 1970s and ’80s was groundbreaking in its ability to speak to cultural attributes that can impact business objectives.

Three greatest passions: My work, my children, meeting others who have signifi cantly diverse life experience from mine.

First choice for a new career: Abso-lutely nothing different from what I do now. It’s so fulfi lling, it’s a sin to call it work.

Favorite quote: “Other cultures are not failed attempts at being you; they are unique manifestations of the hu-man spirit,” — Wade Davis .

Most infl uential book: “Flawless Consulting,” by Peter Block .

Favorite restaurant: Bella Napoli , Varese, Italy.

Favorite place for business meetings: The Lodge at Torrey Pines .

Favorite vacation spot: Lombardia, Tuscana, and Umbria, Italy.

Favorite way to spend time: Connect-ing with friends and family, travelling for pleasure, drinking fi ne wine, swing-ing in a hammock with a clear mind (perhaps not all simultaneously).

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Understand that a global economy is here to stay, but don’t rest on stale information about what the actual opportunity is in your foreign target markets. The global economy is evolv-ing. Emerging markets that once had utility because they fostered inexpen-sive manufacturing are now some of the biggest importers of luxury goods. Geographical markets that once were noted for innovation, are struggling with barriers to entry, corruption, and political suffocation that have led to mass talent exodus. Keep on top of the trends, or ahead of them, by using professional instinct and sound data to guide your strategic focus.

Guiding principles: There is no substitute for honesty and hard work. There’s also no such thing as luck — luck is simply the nexus of opportu-nity meeting intense preparation.

Yardsticks of success: How close is your current state (professionally or organizationally) to the desired state you have strategically set? How often do your initiatives result in the business results you planned for? How savvy are you at taking the “so what?” out of your strategies so that everything you do is geared toward driving revenue or reducing cost and risk?

Goals yet to be achieved: To cre-ate repeatable processes, operational effi ciency, and professional excellence based on learning from every misstep we make, as well as every success, and using that information to turn chal-lenges into growth opportunities every second of every day.

JUDGMENT CALLSBest business decision: Turning an

idea for a book (which would have been a one-off in the public domain) into a business model with proprietary I.P. that only our clients can benefi t from and that will sustain us as a company for the coming decades.

Worst business decision: Waiting too many years to turn a dream into reality — that I could leverage knowledge of cultural differences into a process that would optimize the bottom line of all global organizations.

Mentor: Garry Ridge , CEO of WD-40 Co. , one of our fi rst clients, who taught me that generosity would always come back to me if I gave freely and without reservation.

Word that describes you: Intense.

UPCOMING SPECIAL REPORTSMarch 25 Wealth Managers

April 1 Commercial Leasing Guide

April 8 Made in San Diego

April 15 Top 50 Public Cos.

April 22 Insurance and Employee Benefi ts

April 29 Technology

May 6 Banking & Finance

May 13 Interior Design & Construction

May 20 Accounting & Management Consulting

May 27 Commercial Real Estate Update

June 3 Defense & Military Economic Report

June 10 San Diego Money

June 17 Structures

June 10 Manufacturing and Exports

Special report topics subject to change. Please email Stephanie R. Glidden at sglidden@sdbj.com with any questions or ideas regarding the upcoming special reports.