Clive Hays

Co-Founder

Wilmington, Delaware, United States30 yrs 10 mos experience

Key Highlights

  • Co-authored 'Already Gone' to address management gaps.
  • Developed a platform preventing $2M-$5M in turnover costs.
  • Expert in Agile transformation and leadership coaching.
Stackforce AI infers this person is a HR Tech and Agile Transformation expert with a focus on employee engagement and management efficiency.

Contact

Skills

Core Skills

Employee TurnoverExecutive CoachingScaled Agile Program ConsultantLeadershipSoftware Project Management

Other Skills

Workplace EnhancementChange ManagementTeamworkProduct ManagementBusiness AnalysisProject Management Office (PMO)Lean agile transformationTeam LeadershipRequirements AnalysisEmployee EngagementBusiness Process ImprovementCulture ChangeBusiness AgilityEnterprise AgilityFacilitation

About

Most companies run 2-3 systems to understand their managers. Surveys. Training programs. In some cases, AI monitoring tools. None of them talk to each other. The gap between them has been on the P&L the whole time. I call it the Manager Gap. You're being told engagement is 4.2/5. But three people resigned last week. Your training completion rate is 89%. But managers still can't have difficult conversations. Your AI dashboard is green. But the real conversation moved to channels it can't see. The gap between what these systems measure and what's actually happening on your teams costs 4X what you're tracking in turnover. I wrote Already Gone with my son Neil Hays because by the time someone resigns, the decision was made 67 days earlier. The manager missed 78 signals. Now I'm building the Manager Gap Index (MGI)—a 10-minute assessment that scores companies 0-100 across six dimensions: Communication, Learning, Opportunity, Vulnerability, Enablement, Reflection. The CLOVER framework. CEOs think this is an HR problem. It's a P&L problem. And the person who owns the P&L should own the cost of management gaps before they hit the bottom line.

Experience

Clover era

Co-Founder | Preventing $2M-$5M in Turnover Costs for 200-500 Person Companies

Jun 2023Present · 2 yrs 10 mos · New York, NY · Hybrid

  • A Fortune 500 technology division reduced developer turnover from 25% to 13% in six months. A UK school with 300 staff improved their lowest-scoring dimension (Learning) from 45% to 66% in three months. A healthcare operations team went from 46% to 76% in 10 weeks.
  • I co-founded Clover ERA after spending 20 years watching Fortune 500 companies hemorrhage talent (and money) because they couldn't see the warning signs until it was too late.
  • I co-authored "The Trillion Dollar Problem" to document the CLOVER framework: six dimensions that predict whether someone stays or leaves. Then Neil Hays and I wrote "Already Gone: 78 Ways to Miss Someone Leaving" to catalogue the 78 signals managers see but misread. Then we built the platform to fix it.
  • Here's what Clover ERA does: daily anonymous check-ins surface flight risk 60-90 days before resignation. Pattern detection alerts managers to intervention points. Prevention protocols that cost $15K-$30K versus $180K-$400K to replace.
  • The math is simple. Preventing 10-15 departures saves $2M-$5M annually. Every pricing tier breaks even at one prevented departure. One.
  • Results from real organizations:
  • A Fortune 500 technology division with 350 people reduced developer turnover from 25% to 15% in six months. $45,000 invested. $1,000,000 in departures prevented. 22:1 return.
  • A large UK school with 300 staff discovered their lowest scoring dimension was Learning. In an organization that exists to teach. Overall scores improved from 45% to 66% in three months.
  • A healthcare operations team of 8 people went from 46% team health to 76% in 10 weeks. The results were so visible that upper management requested the same process for their C-suite.
  • Two weeks to surface the blind spot. Every time. Regardless of industry or size.
  • We work with CEOs and operational leaders running 200-500 person companies who are tired of being surprised by resignations and want to protect their talent investment.
Employee TurnoverExecutive CoachingWorkplace Enhancement

Front porch agility

Enterprise Lean-Agile Tranformation Consultant & Product Coach - Front Porch Agility

Mar 2023Apr 2025 · 2 yrs 1 mo · Scotland, United Kingdom · Hybrid

Scaled agile program consultantSoftware Project ManagementLeadershipChange ManagementTeamworkProduct Management+6

Icon agility services

Enterprise Agile Transformation Consultant

Aug 2020Jan 2025 · 4 yrs 5 mos · Chesterfield, Missouri, United States · Hybrid

  • Agile Transformation Consultant and Trainer
Software Project ManagementLeadershipTeamworkBusiness AnalysisProject Management Office (PMO)Team Leadership+2

Nymble consulting

Senior Transformation Consultant

Jul 2020Mar 2023 · 2 yrs 8 mos · London, England, United Kingdom · Hybrid

Software Project ManagementLeadershipTeamworkBusiness AnalysisProject Management Office (PMO)Team Leadership+2

Publicis sapient

2 roles

SPC - Senior Manager Program Management

Feb 2019Jul 2020 · 1 yr 5 mos

Software Project ManagementLeadershipTeamworkBusiness AnalysisProject Management Office (PMO)Team Leadership+2

Enterprise Agile Transformation Consultant

Feb 2018Aug 2020 · 2 yrs 6 mos

  • As a Scaled Agile Program Consultant (SPC 5.0) Clive provides consulting, coaching and training in the ways of Lean Agile to clients in retail, energy, tourism & hospitality, agriculture.
  • Clive is an experienced Scaled Agile Trainer, both in the classroom and online environments - comfortable running courses for Leading SAFe, LPM, APM, POPM, Scrum Master, Teams.
  • In addition to this Clive has developed digital transformation systems for businesses, value acceleration programs and training programs for Agile.
  • Additional skills and experience include product management, delivery lead and program management.
Software Project ManagementLeadershipTeamworkBusiness AnalysisProject Management Office (PMO)Team Leadership+2

Sendcustomer

Agile & Product Consultant

Jun 2017Dec 2018 · 1 yr 6 mos · London, United Kingdom

  • Championed the rollout of the Scaled Agile Framework and the launch of three Agile Release Trains as a key member of the Lean-Agile Centre of Excellence (LACE) with ownership for leading Value Stream Mapping Workshops and providing coaching to scrum teams as Scrum Master and Product Owner
Software Project ManagementLeadershipTeamworkProject Management Office (PMO)Team LeadershipRequirements Analysis+1

Onsite business generator

Director of Product Management

Mar 2014May 2017 · 3 yrs 2 mos · Johannesburg Area, South Africa

  • Successful development, adaption and implementation of Agile and Lean business methodologies in stagnated business looking to take the next step in their growth cycle. Through effective use of PI Planning, Daily Stand Ups, Retropsepctives and Continuous deployment, with Local and Indian teams the business transformed into an effective delivery machine
Software Project ManagementLeadershipTeamworkProject Management Office (PMO)Team Leadership

Hygiene solutions

Director of Product Management

Mar 2005Jan 2014 · 8 yrs 10 mos · Johannesburg Area, South Africa

  • Director of Product Management - delivering on aggressive growth targets for the business. Growing the business from zero to $multi-million company within 3 years and on to sustained year on year growth rates of more than 20%.
LeadershipTeamworkProject Management Office (PMO)

Ecompany ltd

Director Travel Technologies

May 1999May 2005 · 6 yrs · London, United Kingdom

  • Director and Delivery lead for development of Computerised Accommodation System (CAS) – automated property management system (PMS) allowing establishments from 1 to 30 rooms to make their real time inventory available to the world. The year 1999! The era of dialup internet. Through partnerships this ultimately formed part of the concept of Booking.com.
Software Project ManagementLeadershipTeamworkProject Management Office (PMO)

Ha hospitality staffing

MD and Owner

Feb 1995Jun 1998 · 3 yrs 4 mos · Johannesburg Area, South Africa

  • Banqueting Management. Training and Supply of waiting a bar staff. Employing over 250 people.
LeadershipTeamwork

House of bonne cuisine

Food and Beverage Manager

Nov 1993Dec 1994 · 1 yr 1 mo · Johannesburg Area, South Africa

  • Management of food and beverage for multiple restaurants and banqueting venues.

Education

HITB

Hotel Managment

Jan 1991Jan 1993

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