George Bradt

George Bradt

CEO & Founder
New York, USA

One of the pioneers of executive onboarding and transition acceleration

George Bradt chairs PrimeGenesis with over 25 years of experience guiding leaders through high-stakes transitions. He specializes in Executive Onboarding and Transition Acceleration, helping new executives and their teams get done in 100 days what normally takes 6–12 months.

Before founding PrimeGenesis, George advanced through sales, marketing, and general management roles around the world with Procter & Gamble, Coca-Cola, and J.D. Power’s Power Information Network spin-off, where he served as Chief Executive. This background gives him a line executive’s perspective on the challenges leaders face when stepping into new roles.

Driven to reduce the 40% failure rate for executives in new positions, George equips his clients with the structure, leverage, and confidence they need to accelerate success. He is also the author of 11 books and over 950 Forbes columns on leadership and transitions.

THOUGHT LEADERSHIP BY GEORGE BRADT

Picture of the Allies Normandy World War II amphibious assault D‑Day
Why Leaders Get the Followers and Decisions They Deserve

Leaders don’t simply get the followers they deserve; they get the decisions they design for. When leaders understand the different ways people create value - artistically, scientifically, and interpersonally -…

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Primegenesis Operational Leadership
The Underappreciated Power of Operational Leadership

Operational leadership is the undervalued fulcrum between theory and reality. It is where strategy stops living in slide decks, where culture becomes observable behavior, and where tactics gain the coherence…

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NBA Champions game
The Stockdale Paradox: Preparing Your Leadership Team for Adversity

Down 29 points in the third quarter of Game 4 of the 2026 NBA Finals, the New York Knicks did something that had never been done in Finals history. With…

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Building Accountability in High-Performing Teams: From Slogan to Commitment

Turning empowerment from a slogan into a mutual agreement and engagement from an attitude into observable commitment  Almost every leader says they want empowered people. Almost every employee says they…

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Clear road
What To Do When Others Don’t Do What They Said They Would Do

One of the most predictable realities is that not everyone does what they said they are going to do - and even fewer do it when they said they would…

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Board meeting with the CEO
Why the Best CEOs Start Board Meetings With One Simple Sentence

Most board meetings don’t fail because of bad data. They fail because of unclear expectations—especially about how directors should feel when they leave the room. Too often, management teams present…

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