Subscribe to our Newsletter
"…hope all's rosey. I'd give you straight A's should
anyone call."     

Dennis McAnany
Art Leather

Some of the topics covered in programs offered are listed below. Many of our programs are custom made for specific audiences. Please advise us as to your goals and we can customize programs to fit specific industries' needs and interests.

  Management   Sales and Marketing Management
  Leadership   Web Management
  Planning   Technology
  Project Management   Mentoring and Coaching
  Alliances   System Creation
  Web Management   Motivation
  Teamwork   Diversity
  New Product & Service Development   Competitive Intelligence

The programs below are recommended for management from the executive level to general management and can be tailored to the specific needs of the organization. Our work has shown that when we offer the CEO and senior management the correct theories, skills and tools, management begins to immediately become more effective.


  Enterprise Thinking®:
Making Sense Out of Leadership and Management

The majority of leadership and management in the world today have never taken a management course to enable them to learn and apply the concepts and tools necessary to create results within an organization. Yet that is what is expected of most management. Enterprise Thinking® fills in the holes by promoting each member of management to the level of a virtual CEO. After years of studying executives, Enterprise Thinking®, focuses the actions and thoughts of decision makers into a model of conducting business that everyone can use in every industry.

Enterprise Thinking® helps to expand the CEO in areas of weakness by giving real meat that can be utilized immediately while at the same time offers a process for management and leadership throughout the organization to develop themselves and others. During this program, management learns first hand, the integrated functions that if the CEO's would duplicate themselves, they would have to acquire.

Subjects covered begin with creating an awareness of the skills necessary for change. The process then uncovers the 4 major educational skill sets that comprise 90% of the tools needed to manage and grow a business including planning, systems, project management, strategic alliances, new product development and technology. While these elements are important, the role of leadership and the impact of a leader with the correct mind set are explored with methodologies for improvement. Finally, the program offers attendees direction as to the future of business, management and leadership in an integrated learning experience.

In the program, executives

  • Learn how to reach corporate goals with less effort and money.
  • Learn where to focus their energies in order to avoid information overload.
  • Learn what 4 areas of concentration the most successful businessmen use.
  • Learn how understanding the "White Horse Theory" changes the roles of employees.
  • Learn that systems define the corporation.
  • Learn a framework for developing management.
  • Learn management's role in creating predictable reliable results.

"David Goldsmith's presentation to a group of professionals, which I attended, was absolutely outstanding. Everyone was pleased and flocked to him after the presentation to obtain more information and to meet the man with presentation skills that go beyond great. David keeps the audience on their toes with insight to their own needs of improving their professional carrier. David provided a very in-depth learning experience that will benefit me daily in my professional walk."

Sam L. Dunbar
Con-Way Western Express
Director of Safety and Zone operations
  Paid To Think™
From Strategy to Tactics

Can you answer why deadlines, projects and plans do not hit their targeted mark? Surprisingly, it's not because not enough effort was put forth, The answer lies in management, and the lack of education in strategic planning, project management, operations management and organizational design.... the tools of the trade.

Management's primary role is to define strategy and then create tactics, processes and methodologies that ensure success for everyone in the firm. With so few managers having a "true" management background, employees learn how to do their jobs from their previous employer, on-the-job training or from management that has done the job for years. All are weak and incomplete methods.

There are several tools available to management that would take the burden off fire fighting and create a more stable environment so that business is done right the first time. Real empowerment only comes after one learns how to be a great decision-maker. During this program attendees are empowered by learning little-known secrets of strategy, defining and understanding tactics, and creating systems. Learn not only theory, but the necessary, practical leadership skills to improve their probability of success.

CPM charts, order winners and order qualifiers, the funnel theory, logistics, queuing theory and a host of other tools are reviewed to offer real solutions to the challenge of every day business. This is a program that's not to be missed, when you want to take control of your business activities and take control of your time.

In the program, executives

  • Learn the real definition of strategy and what it means to the firm.
  • Learn how to differentiate tactics from strategies for rapid results.
  • Learn practical tools to define long-term growth and positioning.
  • Learn how to institute systems that fulfill strategic missions.
  • Learn project management tools to define and track projects.
  • Learn a framework for developing management.
  • Learn principles to transform all areas of management and in any industry.

"Having attended a Zig Ziglar seminar only days before hearing David, it was quite clear that within seconds of his presentation I knew I was in for another Zig seminar-Goldsmith style! David delivers an outstanding seminar with very simple concepts. What separates David from the rest is his ability to connect with every member of the audience and not just those with MBAs or on the CEO level. Management is everyone's job and David has the ability to break that down on any level. Out of all the speakers our conventions have hired, David Goldsmith has by far been the single best investment the association has ever made on hiring not only a speaker, but also a friend. If you walk away unimpressed, then without a doubt, you don't belong in business."

David Guess, MS, CDS
Usher Transport, Inc.
Louisville, KY.

"Your presentation (delivery and content) was right on the money. It was far above my expectations. You draw a map to understanding. I can not believe the amount of information disseminated in 8 hours while conveying complete understanding on every topic, the required portion of the coursework included. I am probably the only person in class paying for the course himself, and for your session I feel I have gotten every penny's worth. I could only hope to be as polished and intuitive in my own presentations. Seeing you in action was a bonus."

Jason Marc Weiner
Schuyler 4 (International Clothing Mfg)
  Building and Army of Support:
Strategic Alliances from Start to Finish

You can't do it alone; building a business requires the continual creation and development of alliances. CEO's, presidents, divisional managers do it all the time often but to often don't conduct the necessary planning or fail to integrate and align the elements of alliances to their objectives. MegaMergers are quite the opposite, the media shout out the headlines every moment they have to do so. Not much is said about how many alliances fail, because in the arena of strategic alliances, common knowledge is not so common in application.

Alliances run the gamut of size and scope and may originate from purchasing to human resources. Even while reading this outline did you think about how alliances are internal to an organization? Not all are external, and those that are, can be designed in a multitude of structures from ad hoc to project joint ventures. In every case, leadership would benefit from understanding principles in defining how to go about creating an alliance and making it last.

Attendees of this program take the process from strategic corporate objectives to determining who is involved in the process and why. One of management's strategic roles is to watch asset allocation both human and physical. Decisions made early on can create a control of the process starting from preliminary contact to ongoing concerns just by understanding this valuable tool.

There is much more to generating a deal than sitting down over a dinner and scratching a plan on a napkin. The additional benefit to attendees is seeing how organizational leaders focus their energies in a synergistic fashion. Not everyone is a born deal-maker, but deal-making can be learned.

In the program, executives

  • Learn the concepts and details of alliances, therefore, expanding options with in the firm.
  • Learn how alliances are developed through maturity.
  • Learn what roles leadership should play within the scope of decision making.
  • Learn who should be a part of the process and what key areas need to be addressed before money is spent.
  • Learn specific areas to address to eliminate disastrous partnerships.
  • Learn processes that will eliminate overlooked areas of concern.

Program J-817-03
Building and Army of Support:
Strategic Alliances from Start to Finish

"David, I found the meeting fast paced, information packed, and kept my attention from start to finish."

Allen DeNormandie
Dustcatchers, Inc.
Chicago IL

"It seems like every day I use the NPD mindset to make decisions. It's proven to be very valuable."

Tye Miksis
Showpopr, Inc.
  You Can't Begin Without A Product:
New Product and Service Development

Can you name a business that started without the idea of a product or service? There are none. The process of business development, therefore, must engage the development of new products and services for your customers. If you or your employees do not know how to master this process, then you're throwing money out the window every day. Money from lost time and use of assets, and money from lost sales revenue are only the tips of the iceberg.

The value to learning about this subject for management is that there is no limit to the expanded use of this knowledge. Not only will a firm be able to create products and services that will meet current and future customers' needs, additionally the tools will enable internal systems to be enhanced. For example, when accounting selects a new software program that modifies an invoice's appearance, this could be considered a new product by accounting. The form creates higher customer satisfaction and decreases accounts receivable. Both parts of the equation are important.

Think about how productive and profitable a firm would be if one could increase the potential for a new product or service to be 61% successful from 33%. A firm could create the next Beanie Baby. Remember, these tools can also be used to define what machinery to purchase or what training program to implement. By understanding the how to's of New Product Development, one can avoid having key people rolling the dice. Learn what it really takes to develop predictable, reliable results.

In the program, executives

  • Learn the specific steps in starting a uniform new product development program.
  • Learn how to implement new product and service systems into a firm.
  • Learn what methodologies increase the odds of developing a product or service that works.
  • Learn what management's role is in the process of creating products and services.
  • Learn how to develop new product development groups for multiple product creations.
  • Learn what innovation and creativity can bring to an organization when directed towards results in any department.

Program J-817-04
You Can't Begin Without A Product:
New Product and Service Development

"As you know, it is a challenge to win over an audience and impart information to them that's truly going to be useful when they return to business as usual. With comments on our evaluations describing you as a good presenter that gives them ideas and with such emphatic phrases as "Terrific!" and "Have him again!" I feel confident that you succeeded in doing just that....Great presentation on bringing human awareness to technology..."

Debra Trulli-Cassale
Events Director
New York State Hospitality & Tourism Association

  Designing The Window To Your Firm
Strategy to Function in Web Management


Does your site get comments about ease of use and value? In many situations, this is a customer's first view of your organization. Using the concept of Enterprise Thinking, this program starts the process of web design from its true origin, the strategy of the firm. It's an alternative to leaving your image to web designers who do not understand much about your long-term growth and customers.

As in every other aspect of the business, it's management's role to tie in elements of a firms competitive advantage to it's exterior image. Leadership must understand the objectives of building a site, the measurements as to the success of the project and the value to the firm if done correctly.

Don't limit yourself to believing that your webmaster is in control of your site. Remove the jargon and your site becomes a live, interacting tool for all areas of growth within a firm. If this process were so easy, we would see more sites where you can find a phone number with only one click!

In the program, executives

  • Learn the basics of how to establish a web presence and a functional, value-bearing site.
  • How to create a purpose and define market strategies so that visitors and employees find your site useful and effective.
  • Learn to use the site as a tool for internal and external functions without killing a budget.
  • Learn what software is designed for what purposes and the value in learning the basics of web design tools.
  • Learn basic steps for outlining a site that is easy to click through for your visitors.
  • Learn how strategy and tactics of the firm must be a part of a living web-site.
  • Learn the pros and cons of building a site on your own versus using a web designer.
  • Learn common mistakes when designing a website that every businessperson and web designer must know

Program J-817-05
Designing The Window To Your Firm
Strategy to Function in Web Management

"Mr Goldsmith captured the audience from the time they were seated until the close of his presentation with hard hitting facts, humor and most importantly an insight to the trucking industry based on interviews, not on assumption. Every one in attendance walked out with their eyes opened to new possibilities, and a fresh approach to "systems" that can change the way people work together and become more effective in their respective positions."

Eric Manegold
Director Of Sales
Zonar Systems, LLC
Seattle, WA

  White Horse Management:
Leadership the Way it Was Meant to Be


From Ghengis Khan to Alexander the Great, leadership has been associated with the man on "The White Horse". What did these men and women do that separated them from the pack and eventually enabled them to lead troops of great proportion? Today leadership is not associated with management as one in the same. Picture schools of management changing their names to schools of leadership where management is taught. Our students would no longer be fire fighters extinguishing the flames of crises, but be able to take the bull by the horns and manage change through action instead of delegation.

In the past, you asked to see the leader; now we ask to see the manager. So true when the food is over cooked or the couch is delivered late. This is not what management's role was intended to be in business. Instead of filling management's minds with soft skills, redefine leadership through education designed to create action and change. Leaders in the past were known to ride on a White Horse into battle and fight side by side with their troops. Today, management pushes employees into battle, often without clearly understanding how they're limiting their employees' probability of long-term success.

Attendees in this program will radically change their views of leadership and management. The results of such an experience turns talkers into doers and gives credence to the belief that it is management that makes the strategic decisions that transform an organization. This is where they learn why and how in a methodology that offers hope and inspires dreams and action.

In the program, executives

  • Learn why the style of management used today does not work.
  • Learn what skills management must know to transform to leaders.
  • Learn what model of education and management focus will cause the strongest gains.
  • Learn what role communication really has within the context of business.
  • Learn methodologies for creating organizations that think holistically.
  • Learn what mentoring and coaching are and how to utilize them within the firm.

Program J-817-06
White Horse Management:
Leadership the Way It Was Meant To Be

"I don't think that I ever shared my own personal comments about the presentation and if you don't mind I want to take a few minutes out of your morning to share them. I truly believe in the Enterprise Thinking approach and your presentation was outstanding, risky, but that's the best approach to resonate in the mind. I wish that I could have had the longer version focusing on the 9 approaches or steps to this. I had a wonderful time with you and hope to have the opportunity to meet with you once again to talk about my business plan or just to hoola hoop once again. Keep in touch and if you make it out to California let me know, I'll try to sneak into one of your seminars."

Sandra D. Moore
Social Security Administration
Program Specialist

  Sales Opportunities In Every Corner:
Management's Role in "Non-Sales" Sales

Organizations start when new ideas for products and services become sales. The reality is that founders of a business must initially convince someone that their product is of value and from then on it's a sell, sell, sell job responsibility. From that initial purchase, sales must encompass an organization. Everything done within a firm is to generate interest from sales to vendors, customers, alliances, bankers, venture capitalists, and even employees. It's not the old cliché, everyone is in sales-it's that the strategy and systems created by management must foster an environment that supports and/or generates sales through every process done by every employee every day. The value to the firm is increased profits, better morale, and greater opportunities.

Large or small, it is vital to success today that business leaders know that sales are not exclusively generated through sales and marketing efforts. Sales are also generated or lost by the cleanliness of a rest room for a theater, or during accurate posting of payments received in accounting. The sale may even take place when a key employee is recruited from a competitor's roster or when someone recommends your firm because of an impressive shipping system.

This program outlines for management an integrated look at the process of marketing in all areas of a firm to insure that all elements of the firm work together in unison.

In the program, executives

  • Learn the role of marketing within every part of the corporation and how to utilize the knowledge.
  • Learn 10 steps to perform to evaluate how to increase marketing's impact that has little to do with advertising or public relations.
  • Learn 12 techniques to enhance marketing decisions.
  • Learn what strategies and tactics will promote employees to the virtual executive level.
  • Learn to uncover overlooked areas that hinder sales success.

Program J-817-07
Sales Opportunities In Every Corner:
Management's Role in "Non-Sales" Sales
  Successful Sales Management:
Producing Predictable Reliable Results

Survival depends on management's ability to generate revenues. Some firms do this through bid processes, some from grants and others via public funding. However, the goal is the same: seize and maintain predictable, reliable sales results.

Where do sales people start and how does management optimize their efforts? Does the plan change depending on whether you're leading in an economy that's either booming or in decline? By what means do you measure profitable business versus just plain high sales figures? Find out how to repeatedly get your products and services in front of buyers and how to rally the support of your entire organization in the sales effort.

Learn how the combination of theory, tools, and practical experiences is essential to developing solutions for dependable sales results. This program outlines the formula for achieving sales success and outlines how to strategize to gain predictable, reliable winning results.

In the program, executives

  • Learn what are the myths and truths of the sales process.
  • Learn how to utilize a system for selling success.
  • Learn what steps a sales team must establish up front to create successful purchases.
  • Learn what technology tools can increase the likelihood of generating revenue.
  • Learn what parts of the organization must be involved in the selling process.
  • Learn how to revisit customers for long term relationships.

Program J-817-08
Successful Sales Management:
Producing Predictable Reliable Results
  Implementing Technology
Out of Confusion to Generating Profits

With all the technology we have at our disposal, employees are more confused than ever. Email, CRM, SA, office automation, robotics, computers, voice mail...what is management to do with these advancements. The role of the decision-maker starts with tying purchases and objectives to strategy. Without understanding the benefits that technology offers, the consequences are expensive and even decrease morale and competitive advantages.

Whether you want to implement new or old machinery, or to develop a new methodology of doing business, technology is confusing. When to buy, what to buy, how to make the installation successful, are all part of the decision-making process. If you're looking to improve profits by making better use of existing technology, this program will also offer means of analyzing your current position for making adjustments or even tough decisions to move forward.

Starting from a clean slate, learn to make decisions, be creative, and use existing and new technologies to achieve the same results. Knowing this will enable executives to optimize current and future technologies. All one needs is a process and a plan. In this program leaders stand in a position to win because they can better select technological tools that fulfill short, mid and long-term goals and then learn how to implement, train and educate staff.

In the program, executives

  • Learn the real reasons for using technology.
  • Learn to integrate technology into strategic plans.
  • Learn to follow a decision tree to capitalize on the changes.
  • Learn what mistakes to avoid while developing creative solutions to existing problems.
  • Learn how to purchase and implement for technology that works now and in the future.
  • Learn how to institute the technology and where its power resides.
  • Learn what some of the most powerful technology tools offer to a firm.
  • Learn when technology is not the answer.

Program J-817-09
Implementing Technology
Out of Confusion to Generating Profits
  From Dreams to Reality:
Corporate and Personal Goal Setting


Not your traditional goal setting program! In this session, attendees do more than lists their goals. They get an action plan for both personal and corporate achievement. Learning to establish goals personally and then to integrate them into an action plan is step one. For management, it also requires an understanding of how their role in business must also be conducted in the same fashion.

With the advent of wireless devices, the Internet, voice mail, pagers and ease of travel, the line between business and work is blurred. Keeping management on focus is an understatement. Knowledge workers do not have a switch that can increase performance like an assembly line can speed up the belt. How much time should be spent planning? How much time should be spent doing day-to-day activities? Allocating personal resources is a battle against the forces of informational and technological overload.

When management and employees do not have enough time to get things done in a day, there is something wrong within the firm's management. The human element is not balanced with the systems utilized to conduct business. With proper education management can switch from reactive to proactive decision-making that empowers them to make winning moves. Leaders who set corporate and personal goals can develop armies of employees who follow suit. In doing so, more of the right activities take place and all participants enjoy increased quality of life at work and at home.

In the program, executives

  • Learn how to develop a strategy that is in synchronization with future objectives.
  • Learn how to measure success.
  • Learn how to decide what time should be allocated to what parts of planning and tactical areas.
  • Learn the value of good decision making and what personal growth may be developed.
  • Learn when good time management combined with technology creates more time for results.
  • Learn what tools are available for keeping pace with information.

Program J-817-10
From Dreams to Reality:
Corporate and Personal Goal Setting
Search for
  ©2003 Copyright MetaMatrix Consulting Group, LLC. All Rights Reserved.
8248 Barksdale Lane Manlius, NY 13104
Phone: +1 (315) 682-3157  (888) 777-8857  Fax: +1 (315) 682-0509  Email: