Professional summary

Gordon Adelsberg is a chief executive, management consultant, project manager, corporate trainer, public speaker and serial entrepreneur. Before launching Adelsberg Consulting, Gordon was a project manager at DuPont Safety Resources. He is now Principal at Adelsberg Consulting and also recently accepted the CEO role at Communication for Geeks®.

Gordon has extensive Safety and Process Safety Management experience in many industries including oil & gas, energy, electrical power and gas distribution, commuter rail, heavy manufacturing and healthcare. “Companies with otherwise smart and talented managers often struggle with on-the-job injuries. I can help senior executives lead structured, focused programs that will make major improvements

Engagement overview

We will start with a phone call.  We will discuss the size and scope of the issues facing your company, and from there we will agree on a path forward.


• The Cheese Guy
• Fordham University
• Enbridge, Inc.
• Suncor Energy, Inc.
• Baltimore Gas and Electric
• Washington Metropolitan Area Transit Authority


It seems like you need a new set of performance and process metrics. I’d like to know what you have in place and what behaviors you are rewarding…or punishing.

Let me preface my comments by saying I don’t know the nature of the crises, the size of your company, the industry in which you operate or the products and services you sell. Thus this response is based on hypothesis as much as e... Read more


In four months my team wrote a business plan, secured financing and began operating. The creation of this company helped me expand my knowledge base from food science and biochemistry to include operations and business management. After several years of growing both revenue and profit, I sold the company and began using my knowledge to help other business owners.

Masterpiece Ice Cream Company

This establishment's financing didn't align with its long term goals. We developed a financial strategy along with a business plan and pro-forma financial statements, then helped the client move to a more appropriate financing model. The company saved $100,000 per year in cash flow, and was further set up for other opportunities.

Entertainment Establishment (Undisclosed)

BGE was experiencing too many employee injuries. The actions they had taken, although well intentioned, were not coordinated and did not solve the problem. The first step in our engagement was to train the senior executives. Next we helped them develop a clear vision of final outcome, identify what management systems were broken, and then create a plan to fix these problems. Once we had a clear strategy, we facilitated client teams tasked with improving Incident Investigations and Safety Observations. In both cases, a very detailed and thorough assessment led us to develop new systems instead of improving what was in place. After implementation, BGE has sustained a 50% reduction in its injury rate.

Baltimore Gas Electric

Suncor's senior management wanted to reduce the risk of catastrophic incidents and also reduce down-time due to loss of containment. We needed a method to improve the on-site actions as well as a set of metrics to help the senior executives understand the risks and better deploy resources. First, we developed a scalable method to improve the process safety systems at one location, then we deployed the same method throughout the entire enterprise. The original site went on to receive the President's Award for process safety improvement. Next, we helped a client team develop a set of customized, leading metrics which Suncor managers use to monitor and continually reduce the risks in their operations.

Suncor Energy, Inc.

My sales are increasing, why are we not making more money?" This complaint is very common among growing firms. The Cheese Guy's sales grew faster than their management systems, and this growth put a lot of pressure on an already stressed supply chain. When this growth affected the cash flow and the customers, it was time to make a change. First we identified and isolated the problem: Inefficiencies had gradually transformed into missed orders. The key players in the organization mapped the entire delivery process, found the sources of the errors and then developed several simple, easy to implement corrective actions. The Cheese Guy team reduced the time it takes to get their products to market, and the order accuracy has dramatically improved.

The Cheese Guy, Inc.