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Architecting High-Performance Organizations.
Clients Worldwide
We help leaders build the capabilities that make performance sustainable — through disciplined design, hands-on leadership, and practical system-building.
OUR PERSPECTIVE
Growth exposes the limits of informal systems.
What works when an organization is smaller often breaks as it scales. Decisions slow, accountability blurs, and execution begins to depend on individual effort rather than clear expectations and shared ways of working.
We believe sustainable performance is built when leaders intentionally develop the organizational capabilities required for the next stage of growth — not by pushing harder, but by strengthening how the organization operates. That belief shapes how we partner with leadership teams and the kind of work we do.
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HOW WE'RE DIFFERENT
Most consulting engagements focus on recommendations.
Our work focuses on building capability.
We work alongside leaders to design and install the systems, routines, and leadership practices they will ultimately own. The goal isn’t short-term improvement — it’s an organization that can execute, adapt, and improve without constant escalation or heroics.
Capability, once built, compounds. It allows performance to scale with the business rather than being constrained by it.
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.
The Network
Transformation rarely fits inside one discipline.
Some challenges require specialized depth—executive compensation, engagement, talent acquisition, communications, or Lean implementation—without building a large internal consulting footprint.
The HPC Network is designed for that reality. I serve as the accountable lead — architecting the work, integrating the pieces, and ensuring solutions fit the organization — while drawing on a bench of trusted specialists when needed. This model allows us to address complex, multi-dimensional problems with focus, speed, and cohesion.
Clients benefit from:
a single point of leadership and accountability,
the right expertise at the right time, and
integrated solutions aligned to the real problems they are trying to solve.
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 capabilities required for sustained performance. He has led major transformations across manufacturing, financial services, and healthcare—applying Lean and systems-thinking principles to help leaders build organizations where performance is sustainable and scalable.
His work is guided by three core principles:
- Leaders bring the operating model to life.
- Simplicity accelerates adoption and results.
- Capabilities drive performance.
What Clients Can Expect
Clients experience our work as hands-on, practical, and collaborative.
They can expect:
- focus on real leadership and organizational challenges,
- decisions made together, in the context of the business,
- clear operating norms, routines, and follow-through,
- shared language and alignment across the leadership team, and
- capability transfer so progress continues after the engagement ends.
We work best with leaders who are serious about change and willing to invest the time and energy required to build what will sustain it.
Growth doesn't stall because leaders aren't capable.
It stalls when the organization hasn't yet built the capability to support its next stage.
If that feels familiar, let's start a conversation.
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.