About Dahyu
Phone: 202.669.2562
dahyu@intellectstrategies.com
Your strategy for return on heartbeats… www.intellectstrategies.com
Past Performance
Dahyu has always served in roles where he brings organizations together and empowers people. In 2009, he taught a 10-week program on how to launch a company in 320 hours for 100 inner city kids in Ward 7 of DC. As the guest speaker at an entrepreneur competition for 15-17 year olds, he coached the top 2 winners to launch their companies successfully.While working closely with entrepreneur organizations such as eonetwork.org in Charlotte and New York, and at the Maryland SBA Entrepreneur Program, he observed that many entrepreneurs fail because they don’t have enough support behind them to offer accountability and encouragement. For the last four years, Dahyu has led small teams of entrepreneurs to follow through and achieve success. He is now combining these lessons learned and his experience with bringing organizations together to offer Power Tribes to organizations.
Related Training
Dahyu has completed trainings with the top names and courses in the personal performance industry: Dale Carnegie; Silva; Tony Robbins; NLP; the C Executive Leadership Program at HP; Landmark Education; Jack Canfield; Rockefeller Habits; Holden Sales Leadership Training, as well as spiritual retreats in India. He is Competitive Intelligence Certified from The Fuld Academy.Related Experience
Holding positions as Social Architect and Competitive Intelligence Officer, Dahyu quickly understood the importance of his role as the “connector” among sales, marketing and R&D for business success at several start ups and at Hewlett Packard. He was able to take that knowledge to work with Fortune 500 companies, government agencies and non-profits, helping them bridge traditional boundaries and form powerful connections that resulted in explosive growth and profitable mergers and acquisitions.The DHS Story
At the DC Office of Homeland Security and DC Government, Dahyu had to bring 19 jurisdictions within the National Capitol Region (NCR) to share public safety information in order to improve emergency response and avoid the problem of silos and boundaries within organizations. There were tight requirements: spending $1.2 million in 12 months, collecting requirements from 19 jurisdictions, taking inventory of what information wasw currently shared. Local agencies are not used to requirements nor to collaboration. That Dahyu was able to bring them together was a monumental accomplishment.Despite approval from his management team, he knew the only way to get a DC-based program to persuade local agencies to share information was to build up personal and meaningful relationships. To do this, Dahyu defined a purpose, or “Why” for the project and created visuals to share with each CIO and Public Safety Officer. These images showed not what was being proposed, but why.
After 3 months of relationship building, he was able to convene the key decision-makers to collaborate on this non-mandated program. The secret to this anomaly was to understand the motivation factors for each jurisdiction and executive and aligning that with the program’s goals. This required listening, navigating the political field and blending the agendas of the Federal, State and Local agencies involved. Dahyu was able to accomplish in six months what many thought would take two years.
The HP Story
At Hewlett Packard, Dahyu both created a new level of internal cohesion and forged connections across external boundaries that allowed Hewlett to fill gaps in their technology. Dahyu served as a conduit between Sales, Marketing, and R&D. He communicated strategically to shape the direction for each division, sparing the company time by avoiding efforts that did not capitalize on its strengths. As the key connector, Dahyu was able to involve various teams at the same meeting, which had not happened before. The need to share information that affected all of the teams served as the catalyst for a new alignment – all pistons were firing in syncopation, saving the company time and money.The relationships Dahyu created with other companies created synergies and combined solutions that filled technology gaps in HP’s offerings. High social and emotional intelligence, both inside and outside the company, was important to move solutions forward.
Dahyu’s WHY
Everyone knows what they do and how they do it, but fewer people really know their underlying WHY. Knowing your WHY provides clarity, focus and prioritization. It also helps you choose the right people to have around -- those with resonant WHYs.When Dahyu lost several family members and friends and felt intense regret about not spending more time and sharing more experiences with them, he conceived a passion to never let lack of time get in the way of being there for others.
Entrepreneurs often fail to prioritize having the social circles and free time that would sustain their success. Helping people come together and have more time is Dahyu’s mission.
In support of this, Dahyu built a unique offering of life-purpose (“WHY”) discovery, time mastery, social media training, networking events, WHY – to – WHY matching, and one-of-a-kind relationship follow-up that guarantees valuable connections to achieve the impossible.
