aboutus
Ascendry began as a practice in individual and team development, practicing assessment, coaching, and the deep work of helping leaders understand themselves. 10 years later, Azimuth was developed as the organizational counterpart: the systems, structures, and data that determine whether individual growth ever becomes organizational capability.
For a long time, we ran them as two engines in parallel. What we learned by sitting across the table from the same executives and the same organizations, year after year is that they were never really separate. A leader’s self-awareness means little if the organization around them has no structure to receive it. And no organizational design, however elegant, survives contact with people who haven’t done the internal work.
So we brought them together. Ascendry+Azimuth isn’t a rebrand. It’s a recognition that the work we’ve always done was one discipline wearing two names.
What Full-Spectrum Means
Most consulting relationships start narrow: an assessment here, a training there, a reorg somewhere else, each vendor solving its own slice, none of them talking to each other. Full-spectrum organizational development means one partner holding the whole system: the individual, the team, the structure, the data, and the culture that connects them. When those six pillars operate together instead of in isolation, change actually compounds instead of evaporating after the engagement ends.
Our Approach
We don’t just diagnose problems. We partner with leadership to address them at the root and build organizational capability that outlasts our involvement. That means we spend as much time on self-awareness as we do on org charts, because an organization rarely rises beyond the self-awareness of the people inside it.
Who We Work With
We partner with mid-to-large organizations building comprehensive people strategy, with C-suite executives and high-potential leaders who need honest assessment and real coaching, and with HR and People teams responsible for turning organizational development from an initiative into an operating discipline.
Meet The Team
Dr. Erika Weed, Ed.D.
Dr. Dick Loveless, Ed.D.
Dr. Erika Weed is a certified executive coach and organizational consultant with a passion for lighting fires under her clients. She earned her doctoral degree in Human and Organizational Learning from The George Washington University, specializing in Leadership. She led teams in change, culture, leadership of organizations, and identifying areas for development and is trained in the use of several psychoanalytical tools, including the Hogan Assessment Suite and Workplace Big Five 4.0 Personality Collection.
Erika has worked with organizations around the world, including the Presbyterian Church (USA), Charlotte Hornets, Novant Healthcare, EnPro Industries, Charlotte Leaders Under 40, Carolinas Healthcare System, the Charlotte-Mecklenburg Police Department, and Queens University of Charlotte. She has also worked with leaders in Los Angeles, Washington D.C., France, Germany, New York City, and Estonia.
She received a Bachelors of Science in Integrated Marketing Communications from Winthrop University and a Master of Business Administration from the McColl School of Business at Queens University.
Dr. Dick Loveless Jr. is a professional data collector, analyst, and the founder of Azimuth, a data analysis and organization consulting company. He is the Research Coordinator at OFFSITE, an events and spirits
marketing firm. Dick has also worked in the Mental Health, Hospitality, Organizational Development, Human Resources, Logistics, and Retail industries. Dick received his Doctorate in Education: Majoring in Organizational Learning, Leadership and Innovation from Wilmington University in July 2019. He has a Master’s Degree in Forensic Psychology from Argosy University, and a Bachelor’s Degree in Psychology from Wesley College.
Over the past 10 years, Dick has been able to integrate a diverse collection of experiences with the principles and discipline of research, analytics, storytelling, coaching, and academia, enabling him to explore and operate outside traditional thinking to influence decision making,
financial performance, operational excellence, and people development. He is able to examine operational needs, identify issues, problem solve, and act as a navigational change agent helping organizations realize and reach their goals.