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Jonathan Levene

Jonathan Levene
Profile picture for user levenecoaching

Member for

12 years

Jonathan Levene is a Boston-based executive coach specializing in the leadership development of high-tech entrepreneurs, executives, and mid-level managers in engineering, product management, and marketing. He helps clients with deep technical and content knowledge to successfully navigate fast-paced, complex, and cross-functional leadership challenges to reach their full potential and gain competitive advantage. Jonathan is also an entrepreneur and 14-year veteran of product development organizations in small and mid-size high-tech companies. Through prior roles in engineering, product management, sales, marketing, and business development, he has led cross-functional teams to drive top-line growth through bringing new products and services to market. His consulting clients have included GE, IBM, Kaiser Permanente, and GNC, among others. Jonathan has served as an executive coach at Harvard Business School’s Program for Leadership Development. He holds a BSc and MEng from MIT, an MBA from Babson College, and a Graduate Certificate in Executive Coaching from the Massachusetts School of Professional Psychology.

Company
Levene Coaching, LLC
Job Function
Consulting
Job Title
Executive Coach
Country
United States
Profile picture for user levenecoaching
Jonathan Levene

Jonathan Levene is a Boston-based executive coach specializing in the leadership development of high-tech entrepreneurs, executives, and mid-level managers in engineering, product management, and marketing. He helps clients with deep technical and content knowledge to successfully navigate fast-paced, complex, and cross-functional leadership challenges to reach their full potential and gain competitive advantage.

All Articles by Jonathan Levene

All Stories by Jonathan Levene

Agile Process Rollout Overcoming Resistance to an Agile Process Rollout

Many engineering leaders and agile coaches believe that transitioning to agile is simply a matter of process training and expert advice. But frequently, it means that deeply ingrained habits need to be changed. This article identifies eight steps that address the wider organizational shifts implied by agile and will help create buy-in from your team.