Brendan Leary
Meet Brendan
Brendan Leary is a Partner, leading projects that include all service offerings from McChrystal Group. Brendan has led projects in financial services, telecommunications, defense, and mineral extraction.
What did you do before joining McChrystal Group?
Before joining McChrystal Group, I was an Officer in the U.S. Navy SEAL Teams where I led, mentored, and improved high-performing teams to execute sensitive missions in complex, dynamic, and high-risk environments. My military career included counterterrorism, undersea operations, contingency operations in Liberia, combat operations in Afghanistan and Iraq, and counter-insurgency and stability operations in Africa. I finished my Naval career in 2017 as the Deputy Commander of a 1,800-member special operations organization with nine subsidiaries and regional responsibilities on three continents.
Why did you join McChrystal Group?
I joined McChrystal Group to help clients solve very complex problems while continuing to be a part of a very high-performing team.
What has been your proudest moment at McChrystal Group?
My proudest moment at McChrystal Group was leading a small team to support and improve state-level crisis response and multi-departmental operations during the COVID-19 pandemic. I am very proud of all the work that our firm has done, but the work that we did during the pandemic was especially impactful and important.
Why are you passionate about leaders & teams?
I have mentored and led high-performing teams for most of my life. I know that I can help others to have the satisfaction and success that comes with leading or being part of one.
B.A. Springfield College
M.S. Marine Corps University
Written Articles/ Materials
Case Study
Improving Safety Through Changed Behaviors
A mining company was able to almost half safety incidents thanks to McChrystal Group’s newly introduced reporting programs, communications processes, and leader behaviors.
Helping a Financial Services Team Work Better Together
In the face of a recent acquisition as well as increased market competition, a Fortune 100 banks wealth management division needed help scaling its business and finserv portfolio. It was also contending with a new, self-imposed regulatory model that required its people to adapt to new working rhythms.To effectively compete, the team needed to evolve mindsets and ways of working—and this meant we first needed to understand the structural and behavioral barriers inhibiting growth.
