Performance achievement awards at
Team collaboration awards at Microsoft

Holder of IP/ Patents with

frog design/Scientific Games 


I am happily divorced for many years, single, living in the beautiful Gig Harbor, WA. I love to keep busy, and often have a car project I work on, or house improvements (I occasionally suffer through those... for fun, of course), go out with colleagues and friends.

I enjoy corporate board meetings, public discussions, meaningful personal discussions, as much as I enjoy getting dirty, using a pneumatic nail gun, remodeling a house or rebuilding an engine, or going to an art gallery or to a fine restaurant. 

I try to help my less fortunate friends, the elderly, and try to be there for my family in Europe, Canada, and Australia. 

I enjoy physical fitness and travel. I often travel for business to Alsaka, love the wilderness of that vast state, and enjoy the people I meet and work with - up and down the Aleutian Islands. 


Thomas Tomasevic
T2 Team Consulting CEO, Vistage Chair

Career ​Narrative

Though I wanted to work for an automotive business after I finished my MBA (working for the Big Three was my dream), my first post-MBA job was as a program manager with the PC maker, Compaq (later acquired by HP). 

I started as an NPI platform PM. Within a year, I was given a corporate-level project that involved redesigning processes across the entire company that covered the majority of verticals. The objective was to establish Compaq as a manufacturer of custom PCs (Configured–To-Order, or CTO), so we needed to redesign all the processes from order acquisition to shipping. 

The (simplified) process involved defining valid PC configurations for each supported platform, taking a configurable web order, checking stock, processing individual payments, creating a BOM, generating a production pick list, building a working PC, and finally shipping it with accessories as a merged order. 

I was given a team that consisted of functional group executives, salespeople, web designers, SAP knowledge engineers, operations managers, manufacturing experts, software and hardware engineers, and testers, as well as external distribution partners. We were given an 8-month timeline to deliver. 

This project was not only about successfully building the PCs to order but about building a team that could function together and delivers a complex problem in an established company. Very quickly, it became clear that team members varied in their levels of enthusiasm, willingness to participate, expertise, flexibility, and commitment to both the company and the required changes. Fortunately, the objective was clear and had a CEO-mandated deadline.

The first steps were to reinforce the objectives, present a schedule of activities, and set a meetings cadence in place. This clarified my objectives as a cross-functional team leader and laid out the path to success. It also gave the team a focal point.

Next, I focused on getting to know all of the teams, one person at a time. That gave me insight into the people I worked with and gave them a chance to share their opinions with me--opinions that they chose not to share in a public setting. By getting to know the individuals, their beliefs, and their agendas, I had the needed information to start knitting the relationships between team members. This made it possible for them to accomplish their tasks between meetings as sub-teams. I made sure to keep track of their efforts, and publicly commended the team members who did well. I applied this consistently based on actual efforts and results.

The project finished on time. We shipped the first configured-to-order PC for Christmas that year (1998), achieving the planned results. I later learned that this was the third attempt at doing this. Two previous efforts had failed as the teams could not work well together.

In 2000, I joined ZoomSystems, a failing startup in San Francisco. I and quickly learned that the startup did not have the managerial commitment to do all that was required, thus was failing. 

I methodically took over functions that were underperforming, and then acquired area expertise through relationships with subject-matter experts who owned certain functions. With the original founder, we took the company out of bankruptcy in 2001 and started from scratch as the NewZoom. Being the product owner, I had an opportunity to build my own engineering, marketing, technical sales, and IT teams.

Striking a balance between people management and technical involvement was not always easy. Limited funds meant that I had to form international teams (based in Australia, Japan, and India) in addition to the small San Francisco team. This necessitated new ways to communicate and work. The team owned the millions of lines of code and the robotic hardware technology we created and manufactured.

A few years later, I joined frog design, a world-renowned design consultancy, as the GM for their new studio. Managing teams at frog presented a new challenge, as the teams consisted of both designers, engineers, and model-makers. Design teams cannot be managed as engineering or operations teams. The design quality is measured in a highly subjective manner: what defines a more successful or better design? My design background certainly helped, and the team delivered amazing results in the first years. I cherish the ongoing friendships with many who reported to me to this day.

I joined Microsoft in 2007 to deal with a $1B BU dysfunction. The team consisted of a diverse group of Microsoft veterans who had been through many managers before me. Some of these employees were on “cruise control,” lacking motivation, and, to an extent, disappointed with their career paths to date. Few seemed excited to come to work.

The real challenge was to establish myself while identifying and eliminating the problems and invigorating the team. After meeting the team members, I determined that several of them could not be motivated through discussions, encouragement, or other types of consultations. 

I used a 360 technique to gain and share team observations (SYMLOG). At the risk of oversimplifying, the results showed that some team members were perceived as underperforming, and a few were super-stars. I was happy to see that a few of the underperforming team members “woke up” and experienced a 180-degree turnaround in both their attitudes and performance. In the words of one of them, “I realized that I was hurting myself by holding onto my bad attitude.” At the same time, we lost few team members who couldn’t handle the team’s feedback.

As a person in charge, I saw this as a great overall outcome. With a vastly reduced number of underperforming team members, I could focus on the few that remained, while reinforcing those that were doing well. The team was downsized, with many mundane functions handed over to outside vendors. This increased output and profitability of the BU and I moved on to Windows Phone.


There are many other rich experiences I had as an executive, and some make for even better stories.

Larger stories. Humbling stories. Tearjerker stories.

If you are interested to hear them, let’s get together and share.   

​With every new experience, I learn new skills, gain new perspectives, and gain insights into how people work--what motivates them and how to help them become the best they can be. I get tremendous satisfaction from seeing personal and professional growth in my reports, teams, and clients.

 As a Vistage Chair, I get to live the life I love. Working with intelligent, driven, creative, talented high-performers is challenging, rewarding and RELEVANT. It gives me an orotundity to finish my every day with a feeling that I have learned something new (this becoming a better version of myself), or that I even improved someone’s life in some small way. That refills my enthusiasm for life and engagement, and, in my opinion, there is little more I could ask for. 

Copyright © T2 Team Consulting.

Images: Shutterstock


AA in Computer Science (1989)

BS Industrial Design (1994) 
MBA, Product Development (1996)

PMI Program Management Professional (2008)
SYMLOG Master Consultant (1994,2009)
TAN Certified LD/Coaching Consultant (2013)
Predictive Index Certified Partner (2017)

Vistage Speaker (2017) 

Vistage Chair (2019)

TTISI Aptitude/EQ Certified Consultant (2021)

Professional passions

Developing Winning Leaders and Teams 
Start-Up and Turnaround Management
Technology Integration
P&L Responsibility
Industrial Design
Software Engineering
Hardware Integration
Product Definition and Design 
Project Management
Contract Negotiation
Vendor Relations Process Improvements
Maintaining International Partnerships





Thomas' Bio

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Personal Moto:

I do my share to make tomorrow be better than today.

Personal Goal:

Be a minister of happiness for myself and others,

bring positive insights and results into other peoples' lives


lead relevant ventures to successful outcomes. 

Some professional highlights

....and insights


(2004) Attained $12M in B-round funding while leading the development of a third-generation, fully integrated product, the Robotic Retail System; raised sales 155% at 75% lower operating expenses. Product’s success contributed to a 12X increase in the company’s value in 2006 (to $156M in 2006).
I learned that my will is stronger than my body.

(2006) Established a “back to basics” Industrial Design and Prototyping shop for Frog Design (a top global ID player) to attract new startup businesses.
The most fun I had, career-wise.


(1998) Established a new 3PO business at Compaq (now HP); initiated the development for Presario configuration web presence, after establishing Configure-To-Order (CTO) LEAN/JIT manufacturing process to compete with DELL. 3PO improved CTO program’s GP by 80%. The program delivered $52M of annual profit in its pilot stage.
I learned how to manage other strong-willed leaders.

(2008) Worked through team dysfunctions at Microsoft (MSFT) -- reorganized MSDN/TechNet SW delivery team and injected a new sense of identity and pride and ownership in this 15-year-old team of MSFT veterans. MSDN/TechNet (now Visual Studio) was MSFT’s $1B BU.
I learned the pain and complexities of right-sizing teams.

(2009) Lead System User Experience (UX) for Windows Phone (WP) at MSFT. WP became one of the most profitable programs for MSFT, contributing directly $50B to MSFT income, and indirectly to a $250B but increasing value in related MSFT investments.
My understanding of big corporate games grew immensely during this time.


(2014) Worked with Talking Rain Beverage company as a strategic Leadership Consultant

and helped in TRBC's growth by 700% + (2014-2021).
I learned how to operate in the background.

(2015) As an interim OPS executive, lead growth initiative at Laborworks that resulted

in 100% revenue growth in 14 months.
I learned about secret cows.

I became a Vistage speaker, talking about Employee Engagement in 2017 and a Vistage Chair in 2019. Currently, I am privileged to lead a CEO and a Key Executives Group in the Seattle Area.

Learning continues...

Personal improvement is one of my passions. I have been using SYMLOG’s methodology since my MBA days and became certified as SYMLOG consultant in 2008. I have conducted team improvement studies on my teams at Compaq (1997), ZoomSystems (2004), frog design (2006), at Microsoft (2008), and as a Vistage Speaker (2017) and a Vistage Chair (2019). Professionally, my goal is to have data showing how I am performing in the opinions of others and to help team members that needed help to improve their position.

Transferring these experiences into the consulting world of personal coaching and team building has been the most rewarding experience of my life.

Nowadays (written in 2021), I use psychological insights, psychometrics, and my business leadership experience to help my Leadership Development (LD) clients, Predictive Index customers, and my friends in the Visage community.