With nearly 25 years’ experience, Kathy brings a strong finance, management, sales and marketing background to The Fahr Group.

Kathy Fitzpatrick

Chief Growth Officer
Executive Business Development Specialist

With nearly 25 years’ experience, Kathy brings a strong finance, management, sales and marketing background to The Fahr Group. Having served in leadership roles in business and government, including mayor of Cinnaminson, N.J., she understands the unique challenges and demands of securing high-performing executives for clients.

As chief growth officer, Kathy drives innovation, marshaling resources to meet company goals. Having spent more than 10 years in business development, she’s gained a breadth and depth of experience in the field. Kathy’s leadership prowess and expertise for building and developing teams help to ground the firm for growth.

As a seasoned consultant, Kathy established an extensive network of clients, whose trust she’s earned through the years serving as a principled professional. A problem-solver with a supreme focus on clients’ interests, Kathy collaborates with recruitment, sourcing, and management to ensure the best approach to pinpoint top talent. Her business acumen, insight and integrity give clients confidence that she’ll meet their human capital objectives with urgency and efficiency.

Kathy earned her bachelor’s degree in business administration from Cabrini University and spent more than 20 years supporting employers who desire to achieve change and growth. Over the course of her career, she’s held memberships with Tristate HR and the local chapter of the Society for Human Resource Management to keep a pulse on important executive search issues.

Just ask our clients. They know, first-hand…

TFG’s ability to listen well, ask insightful questions and then follow through systematically — with energy and focus — was impressive.

— Market Research & Analytics, CEO


What Fast-Moving Companies

Do Differently

Summary. Lack of speed has been troubling companies for decades. The difference is that, today, with everything moving so much faster, a lack of speed can mean more than just a few missed opportunities — it can put companies in a very precarious position, especially those in markets where they face competitors that can sense and respond far more quickly. Slow-moving companies increasingly will find themselves fighting for relevance or, in some cases, pure survival — and leaders know it.

Companies that recognize the competitive advantage of speed do four things differently: 


1) They rely on data (and know how to make sense of it); 2) They empower localized decision-making; 3) They reward speed over perfection; and 4) They create powerful ecosystems around the seamless exchange of data.

“I feel the need…
      the need for speed!”

This iconic line sets the tone for the original Top Gun movie, but it just as well could be the mantra for today’s chief executive officers. CEOs everywhere find their organizations struggling to keep up with the quickening pace of change in everything — from customer expectations to business concepts to societal trends — and it’s preventing companies from truly maximizing value.

Primarily driven by technology, especially mobile and social, ideas now propagate throughout the world with lightning speed.

Companies that can’t respond fast enough are increasingly at risk of being marginalized. This is especially true when it comes to those that can’t quickly get an offering to market that meets a new need. They are forced to watch customers and revenue pass them by.

But speed is critical to not just proactively capitalizing on revenue- or market share–generating opportunities. It’s equally vital to “playing defense” — reacting early to minimize potential damage from developments that could have a negative impact on the business.

Speed has now become a true strategic advantage. And it’s a critical driver of the resilience companies today are working hard to build.

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Impacting Companies… Changing Lives!SM

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