When Tom Finegan co-founded Clarkston Consulting in 1991, the management advisory landscape was largely dominated by generalist firms utilizing revolving teams of corporate personnel. Tom and his co-founders built Clarkston on a highly specialized model, deliberately limiting the firm's focus to three complex, heavily regulated sectors: global life sciences, consumer products, and retail. Over the past 34 years, Tom has steered the company into a premier industry integrator, sustaining a 97% client satisfaction rating and an 89% Net Promoter Score over the last two decades. 

Today, Tom serves as a trusted advisor to global enterprise executives navigating complex transformational strategies, supply chain transparency mandates, and technology implementations. His leadership framework, detailed in his bestselling book, “Amplifiers,” centers on developing corporate "stewards"—professionals who marry leadership with execution to drive measurable growth. In this conversation with The Consulting Report, Tom discusses the strategic evolution of Clarkston Consulting over more than three decades, his philosophy on developing high-impact corporate talent, and why the rise of AI actually increases the baseline value of human leadership.

This interview has been edited for length and clarity.

“Clients are not looking for theoretical recommendations sitting on a shelf. They want partners who understand how to move organizations forward.”

The Consulting Report: Can you provide an overview of your firm’s core areas of specialization?

Tom Finegan: At Clarkston Consulting, our clients’ purpose is our purpose, meaning our specialization has always centered on helping organizations navigate transformation in a way that is sustainable and measurable while delivering brilliant client service. Over the years, we have developed deep expertise across the life sciences, consumer products, and retail industries, while also building strong capabilities in areas like supply chain, digital transformation, enterprise technology, data and analytics, and organizational change. 

What I believe truly differentiates our specialization is that we combine strategic thinking with execution. Clients are not looking for theoretical recommendations sitting on a shelf. They want partners who understand how to move organizations forward in complex environments while balancing people, processes, and technology. That is where we thrive. 

One principle I strongly believe in is that sustainable change only happens when teams are aligned around a shared purpose and empowered to execute effectively. The most successful transformations depend on people working together effectively across the organization. 

Increasingly, clients are asking for integrated solutions rather than isolated functional expertise. A supply chain initiative today may involve analytics, AI, process redesign, workforce enablement, and technology modernization simultaneously. Our ability to connect those disciplines while remaining highly collaborative has allowed us to build long-standing client relationships rooted in trust and measurable outcomes. 

“Our teams are there to strengthen organizations and leave clients in a better position long after the engagement ends.”

The Consulting Report: What makes Clarkston’s approach distinct?

Tom Finegan: What differentiates Clarkston is that we genuinely operate as partners alongside our clients rather than simply as outside advisors. From the beginning, our philosophy has been rooted in collaboration and brilliant client service. 

I strongly believe exceptional organizations are built by people who elevate the performance of those around them. We strive to bring that same “Amplifier” mindset to every client engagement. Our teams are there to strengthen organizations and leave clients in a better position long after the engagement ends. Clients also value our combination of industry expertise and practical execution experience. Many of our stewards have worked directly in the industries we support, which allows us to approach challenges with both strategic perspective and operational realism. 

Another important differentiator is our culture. We have worked hard to create an entrepreneurial environment where talented people are empowered to lead, innovate, and collaborate closely with clients. That culture translates directly into stronger client outcomes because our teams are highly agile and invested in the success of the organizations we serve. And over time, our clients return to us because they know we care deeply about their success and focus on delivering meaningful business results. 

The Consulting Report: How would you describe your firm’s culture? 

Tom Finegan: I would describe our culture as servant-minded and deeply people-centered. Culture has always been one of the most important priorities for us because, ultimately, great organizations are built by people who are engaged and empowered. 

I have long believed organizations perform at their best when leadership and teams work together in alignment, and that leadership is about creating an environment where individuals feel trusted, valued, respected, and motivated to contribute at a high level. 

At Clarkston, we work hard to foster that kind of environment. Collaboration is central to how we operate, both internally and with clients. We encourage stewards to bring ideas forward, challenge assumptions constructively, and take ownership of meaningful work early in their careers. We also place a strong emphasis on mentorship and professional development. Consulting evolves constantly, and we want our stewards to grow not only as consultants but as leaders. At the same time, we maintain an entrepreneurial spirit, with agility and innovation remaining deeply embedded in our culture. 

After over 30 years, I’ve seen that when people feel connected to a shared purpose and supported by their teams, they deliver extraordinary results for clients and for one another. 

“I do not believe AI reduces the importance of people. In fact, it increases the value of leadership, judgment, collaboration, and adaptability.”

The Consulting Report: Has the increasing prevalence of AI changed the types of client mandates you are hired for? 

Tom Finegan: AI has absolutely changed the nature of the conversations we are having with clients. A few years ago, many organizations approached AI primarily as an emerging technology trend. Today, executives increasingly recognize it as a business transformation opportunity that has implications across operations, customer experience, workforce productivity, and decision-making. 

What is most interesting to me is that the conversation is no longer just about technology. Clients want to understand how AI fits into their broader operating model and long-term strategy. They are asking practical questions, like: Where can AI create the greatest value? How do we prepare our data and processes? How do we implement responsibly? How do we help employees adapt successfully? 

As a result, we are seeing growing demand for guidance that combines technical expertise with organizational and operational understanding. In many ways, this reinforces what we have long believed as a firm: Technology alone does not create transformation, and sustainable progress happens when organizations align around a shared vision. We are helping clients move from experimentation toward practical implementation, including identifying high-value use cases, improving data readiness, enabling governance frameworks, redesigning workflows, and supporting change management. 

Importantly, I do not believe AI reduces the importance of people. In fact, it increases the value of leadership, judgment, collaboration, and adaptability. 

The Consulting Report: What helps you stay grounded outside of work?

Tom Finegan: Outside of work, I enjoy spending time with family, staying active, meditating, and finding opportunities to continue learning. Consulting and business leadership can move at a fast pace, so maintaining balance and perspective is important to me. 

I’ve always loved the outdoors and enjoy staying active, hiking, and playing baseball. Reading has also always been a significant part of my life, particularly books focused on leadership, organizational behavior, history, spirituality, and business strategy. I enjoy dissecting how great teams and organizations are built. Writing “Amplifiers” gave me the opportunity to reflect on lessons from my own experiences, as well as the many talented leaders and teams I have worked alongside throughout my career. 

I also value mentorship and spending time with younger professionals. Some of the most rewarding conversations I have are with individuals early in their careers who are navigating growth and change. Mentors really come in all shapes and sizes. Right now, my mentor is a close personal friend—Stan C. Stan does a lot, but most of all, he reminds me to keep it simple and, when in doubt, just keep swimming, have fun, and enjoy the ride.

I also have the honor to be involved with a non-profit organization very close to me—the I’m Not Done Yet Foundation. I’m Not Done Yet was formed to honor the life and legacy of my nephew, Bobby Menges. The foundation serves to support adolescent and young adult cancer patients across a variety of critical, and underserved, functions including fertility preservation, peer connection, and psychosocial support, to name a few.