STI Management is an executive talent management firm specializing in the representation of senior management serving as trusted advisors to executives across entertainment, technology, publishing, fashion and retail. Individual representation remains our centerpiece, and the relationships it builds now extend into strategic support for the companies our executives lead.
Individual representation remains our centerpiece and it's now the engine behind something bigger.
Founded in 1996, the firm has received major media coverage in publications such as the New York Times, the Los Angeles Times, the Wall Street Journal, the Harvard Management Update, Newsweek, Fortune, Forbes and Business 2.0 magazine.
We manage the careers of executives as their agent and partner through a process that we have honed over the past decade developed out of a deep belief that executive careers, like the products and companies that the executives oversee, need to be managed by a team of objective observers with an expertise in executive branding.
Those relationships have become the foundation for something further: as our executives rise, the trust we've built with them opens the door to strategic engagement with the companies they lead a flywheel of individual representation and company-level partnership.
Since its founding in 1996, STI's primary focus has been helping executives strategically enhance their global brand. That work remains the centerpiece and it has become the engine for something more: strategic relationships with the companies our executives lead.
We take a proactive approach for the executive expanding their network and external profile, and introducing them to potential hiring managers, companies and organizations as appropriate.
A fresh, objective look at a career the same standard of guidance and representation long available to the top talent in sports, film and politics, now available to executives.
As our executives rise, the trust we've built with them becomes a bridge opening the door to strategic support and partnership with the companies they lead.
STI Management also provides tactical business architecture services to entrepreneurs and managers of startup companies from early-stage strategy through growth.
That flywheel individual representation extending into company-level relationships has connected STI to organizations including:
Chairman and Founder, STI Executive Talent Management. Described by Newsweek and Business 2.0 as the "Agent to the Corporate Stars," Neal has also received attention from National Public Radio, Newsweek and The Wall Street Journal as strategic manager, agent, and advocate to corporate executives from companies such as WarnerMedia, Disney, Sony, Universal, Fox Broadcasting, Google, Facebook, Mattel, The Gap, Nike, Activision and Aristocrat Leisure.
He has spoken at the Wharton Entrepreneurial Conference, Northwestern's Kellogg Marketing Conference and Harvard Alumni Roundtables, was featured on Lifetime Television, and has provided support for search firms such as Heidrick & Struggles, Korn/Ferry International and Christian & Timbers.
Neal began his career at PepsiCo's then (now Yum) KFC division, where he developed and wrote the Store Administration Manual for the $4 billion, 4,000-store chain moving hundreds of executives around the country and developing the notion of "Human Asset Management." He then joined the Walt Disney Company, moving to Los Angeles to build an internal search function supporting Disney's film, consumer products, and corporate divisions, managing over 400 executive searches and building relationships throughout the Fortune 500.
CEO & President, STI Management. Adam brings expertise in the areas of e-commerce, management consulting, direct marketing, editorial writing and Hollywood production. An early internet adopter, Adam started as a Special Projects producer for the Los Angeles Times New Media Group and helped launch the latimes.com website before becoming Director of Internet Production for Universal Studios, then built a corporate intranet for DreamWorks S.K.G.
He went on to serve as Director of Emerging Technology at VWR Scientific Products Corp., EVP of E-Commerce at Wunderman Direct (a Young & Rubicam company), Chief International E-Commerce Officer of American International Group, and Chief Global E-Commerce Officer of Deloitte Consulting, before being named Chairman and CEO of IsoSpace, a web-based enterprise video collaboration company.
Adam is frequently called upon to address professional and academic audiences, including the Princeton Alumni Association of New York City, and was appointed to the Board of Visitors at the Peter F. Drucker Graduate School of Management, Claremont Graduate University. Earlier in his career he oversaw production of four feature films for the Motion Picture Corporation of America and was a staff writer for the Los Angeles Times, sharing in the 1995 Pulitzer Prize for the Northridge earthquake coverage. Adam holds an MFA from the Peter Stark Motion Picture Producing Program and an MBA from USC.
Three decades of press coverage on executive talent management and the agent model for corporate careers.
His role, Business 2.0 wrote, is to build a client's brand, keep it branded, and keep them visible over time the same instincts a talent agent brings to a Hollywood career.
Business 2.0
"Do not go to war with your old company," Neal advised Forbes readers on handling a firing think of your career the way you'd think about marketing a product.
Forbes
Letting outside forces run your career means losing control, he told Newsweek great products, he says, need "great branding, marketing and distribution."
Newsweek
Leaving a corporate career to build something of your own takes real nerve, Neal told Human Resource Executive vision, determination, and a three-year commitment to see it through.
Human Resource Executive
The model he landed on, The Wall Street Journal reported, was the Hollywood talent agent "a retainer and a percentage of the deals" applied to executives instead of movie stars.
The Wall Street Journal
Neal likes to ask clients a pointed question, The New York Times noted: "how much time did you spend planning your career versus your vacations?"
The New York Times