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Built by Leaders. Delivered Through a Network.
Clients Worldwide
The HPC Network helps leadership teams build the organizational systems required to scale performance—drawing on deep operating experience and a curated network of senior practitioners.
OUR PERSPECTIVE
High Performance Is a Leadership System
Sustained high performance does not come from individual initiatives, inspirational messaging, or isolated best practices. It comes from leaders designing and operating a coherent system—one that aligns culture, structure, people systems, talent, and operating cadence to the realities of the business.
At The HPC Network, culture is not treated as a standalone concept. It is the product of leadership behavior and organizational systems working together. When those systems are misaligned, execution stalls. When they are aligned, performance becomes repeatable.
Our work focuses on helping leaders design those systems intentionally—and build the internal capability to sustain them over time.
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HOW WE'RE DIFFERENT
From Advice to Capability
Many consulting engagements deliver insight, recommendations, or frameworks. Our work is different.
We partner with leadership teams to build capability, not dependency. Leaders are actively involved in designing, testing, and installing the systems they will use going forward—so improvements endure beyond the engagement.
That means:
- Working on real leadership and organizational challenges
- Making decisions together, not delivering reports
- Installing routines, governance, and operating discipline
- Building shared language and alignment across the leadership team
HOW WE'RE DIFFERENT
Lean + Systems Thinking
Lean
Provides the discipline and practical tools to uncover root causes, eliminate waste, and build repeatable operating routines that support execution.
Systems Thinking
Connects the dots across the organization—showing how culture, structure, and capabilities interact to drive performance.
When it's time to scale, we help leaders assess the current state, define the destination, and build the systems and capabilities to get there. Together, these methodologies produce practical, evidence-based, and sustainable solutions that improve engagement, productivity, and profitability.
WHAT CLIENTS CAN EXPECT
How We Show Up
Clients can expect us to be:
- Working on real leadership and organizational challenges
- Making decisions together, not delivering reports
- Installing routines, governance, and operating discipline
- Building shared language and alignment across the leadership team
We work best with leaders who are serious about change and willing to invest time and energy into building the systems that support it.
Why a Network Model
The HPC Network was intentionally designed as a network of experienced operators and practitioners, not a traditional consulting firm. Transformation rarely fits within one discipline and no single firm can do it all. Over the past 30 years, we’ve built a network of trusted experts in search, outplacement, compensation, leadership development, engagement, Lean, and video storytelling.
We believe complex organizational challenges are best solved by people who have led through them firsthand—not by large, static teams applying generic methodologies.Our network model allows us to:
Bring the right expertise at the right time, based on the client’s needs
Combine deep functional experience with a shared operating philosophy
Scale support without sacrificing continuity, quality, or senior-level involvement
Every engagement is anchored by a consistent leadership system and delivery approach, ensuring coherence while benefiting from specialized expertise.
Our Talented Team
Meet the team behind the magic A team of passionate experts driving through energy utilization innovation
James Anderson
Marketing Director
Liam Parker
Head of Engineering
Sophia Wright
Creative Director
Noah Davis
Project Director
Leadership
Eric Hoeppner
Founder & Principal, The HPC Network
Eric Hoeppner is a senior human resources executive and transformation leader with more than three decades of experience helping organizations build the culture, systems, and capabilities that enable high performance. He has led major transformations in manufacturing, financial services, and healthcare—applying Lean and systems thinking to align strategy, structure, and talent so people and performance can thrive.
His work is guided by three core principles:
- Leaders bring the operating model to life.
- Simplicity accelerates adoption and results.
- Capabilities drive performance.
Eric’s Story
Building High-Performance Systems Across Industries
Eric’s career has been dedicated to a single question: what does it take to build organizations that perform at a high level—consistently and over time?
Over more than three decades in manufacturing, financial services, and healthcare, he has seen that sustainable performance is never the result of a single program. It comes from a system in which leadership behavior, culture, talent, and operating discipline all reinforce one another.
Perspective and Philosophy
Across high-growth, turnaround, and complex multi-entity environments, Eric has learned to turn complexity into clarity by coming back to a simple set of questions: How are leaders showing up? How easy is it to run the system? And do we have the capabilities to sustain it?
His approach centers on three principles:
Leaders bring the operating model to life.
People follow what leaders do. When leaders model the values, use the methods, and continually improve and simplify the work, they reinforce the system—and high performance becomes the norm, not the exception.
Simplicity accelerates adoption and results.
Systems and processes must be understandable and usable by the leaders and teams who own them—especially in time-pressed, resource-constrained environments. When the work and the methods are simple to grasp and teach, the operating model actually gets used.
Capabilities drive performance.
Sustainable results come from the integration of people, process, and organizational design: great talent in critical roles, systems that real people can run day in and day out, and structures that focus effort on the work that matters most.
These principles, shaped through decades of hands-on work, guide how Eric assesses organizations, designs solutions, and helps leaders build performance that lasts.
Transforming Organizations Through Culture, Capability, and Systems
Danaher: Building the Foundation of a High-Performance System
Eric began his career at Danaher Corporation, where he learned firsthand how operational excellence and leadership discipline combine to drive sustainable results. Over nearly a decade, he held HR leadership roles across three operating companies—each representing a different stage of transformation.
At Kollmorgen Electro-Optical, following Danaher’s acquisition of the business, Eric partnered with senior leadership to guide its evolution from a traditional, functionally driven manufacturer into a high-performing, Lean-based systems integrator. He led the redesign of the organization around value-stream teams to reduce handoffs and delays while improving collaboration and accountability, and developed a leadership curriculum focused on team-based skills—conflict management, listening, feedback, coaching, and facilitation—needed to lead in a continuous-improvement environment.
He also led the integration of Danaher’s values and behaviors into all major people systems and introduced a simplified, repeatable approach to talent management that made development planning and succession more actionable and sustained across the business.
Midway through the transformation, Eric was asked by the President to take on an additional role in operations—serving as a catalyst to implement Lean manufacturing principles on the shop floor. Leading a team of 21 mechanical and technical employees, he translated Lean concepts—traditionally applied in high-volume settings—into Kollmorgen’s complex, systems-engineering environment, where TAKT times were measured in weeks or months. The team implemented 5S, created three dedicated production cells for periscopes, eyepiece boxes, and repair units, and established standard work practices that improved flow, reduced rework, and advanced quality. The success of this pilot led to company-wide adoption of Lean improvements and established a sustainable rhythm of operational excellence.
At Danaher Defense Group, Eric led HR integration across multiple acquired businesses, aligning structure, leadership, and culture within a unified operating platform. He standardized people systems, built leadership capability, and transformed HR into a cohesive, strategic partner supporting growth and talent readiness.
At Jacobs Vehicle Systems, he partnered with the President to execute a turnaround that reset leadership expectations, upgraded the operations leadership team, and redesigned engineering and production workforce programs. His work connected organizational design, leadership behavior, and workforce capability—creating the foundation for sustained operational excellence.
These experiences shaped Eric’s belief that sustainable performance is built at the intersection of leadership behavior, system design, and talent capability—and that Lean is not a toolkit, but a philosophy for leading and developing people.
Scaling and Adapting a High-Performance System Across Industries
Eric carried the principles he learned at Danaher into two very different sectors: financial services and healthcare—adapting and translating the same high-performance concepts into entirely new operating environments.
At The Hartford, he led HR for Group Benefits Claims organization during its integration into the Property & Casualty Claims organization. He partnered with senior executives to simplify the structure, clarify decision rights, streamline leadership alignment, and scale talent systems across a large, complex enterprise. This work reinforced his belief in the power of simplicity and the importance of tailoring systems to fit the pace and structure of a corporate environment.
In 2013, Eric joined Hartford HealthCare (HHC)—then a loose federation of hospitals—and helped redesign it into a unified, high-performing system. Over the following decade, he played a central role in building the organizational, cultural, and human-capital infrastructure that supported a fourfold increase in revenue and the successful integration of more than 65 acquisitions and joint ventures.
A key component of this transformation was the creation of the Medical Group and Institute model, which shifted decision-making from hospital-centric silos to cross-system institutes responsible for growth. Eric helped design the organizational structures, leadership interfaces, and governance processes that enabled this model to succeed.
Culturally, he helped embed the H3W continuous-improvement philosophy, training and upskilling leaders and integrating its values into core people systems such as performance management, leadership development, and rewards.
He also led a comprehensive HR transformation, moving the function from a single-business alignment to a shared-services model with new capabilities in organizational development, analytics, and consulting. Listening to the 'voice of the customer,' he restructured teams, streamlined processes, and applied Lean tools such as value-stream mapping and A3 problem-solving to improve responsiveness and consistency.
To build functional capability, Eric launched an internal skill-development program for HR professionals and established an analytics function to surface insights on workforce, engagement, and labor relations. In parallel, he architected a system-wide leadership and workforce development strategy, introducing unified succession planning, new leadership programs at every level, and academic partnerships to accelerate capability building.
Across The Hartford and HHC, Eric found that although industries differ, the underlying challenges are strikingly similar—reinforcing his belief that high-performance systems follow universal patterns.
The HPC Network
The HPC Network is the culmination of Eric’s philosophy and experience—a firm built on the belief that organizations achieve lasting advantage when leadership, culture, talent, and operating systems are aligned into a simple, disciplined, and interconnected framework.
Through its integrated approach—focused on high-performance culture, workforce development, and HR transformation—The HPC Network partners with CEOs and senior leaders to align people, structure, and systems around strategy. The firm helps organizations scale performance with clarity, discipline, and purpose.