Todd Lapidus

Todd Lapidus

Founder and President

“ The most important dynamic to engage with today is closing the gap between your brand promise and your customer experience. Your future depends upon it.”

• Extraordinary experience in strategy, execution, executive leadership development and service innovation

• Deep experience in brand development, strategy formation, service culture, service innovation, leadership development, operations process improvement, and senior management development

• Functional expertise includes: Brand Operating Standards, Performance Measurement, Service Delivery and Alignment between brand messaging and customer experience

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Underlying Todd’s distinguished international career in strategy, service innovation, vision, mission and brand architecture and process improvement is his deep-seated belief that the structure and processes governing employees—all levels of the corporate ladder—hold the key to maximizing productivity, profitability, and customer retention. With his quick wit, contagious energy, and commonsense approach, Todd has spent 30 years successfully translating this insight into innovative improvements for clients on four continents.

As a co-founder of Richey International, one of the world’s largest customer service support firms, Todd was the first to develop methods for setting objective and concrete customer service measures. His innovative tools and practices for improving operations and management structure are proven to close the gap between a company’s brand promise and its customer experience. Global corporations, such as Accenture, Acura, Four Seasons Hotels & Resorts, Hilton, IGT, Mandarin Oriental, and VIZZION Europe, employ the services of C³.

Recognized as a leader on the cutting edge of his field, Todd has been featured in articles published in Peter Drucker’s Leader to Leader and Tom Peter’s On Achieving Excellence, as well as in The New York Times, London Times, Business Week, and European Hotelier.


Featured Articles:


Service Leaders of the Pack and Suite Success, published in Tom Peters On Achieving Excellence


A Guiding Light, published in People Management


Ensuring Quality Service at All Times, published in Singapore Business Times


Better Services from a Rich Cultural Staff Mix, published in Hotels IHA Report


Survival Skills for Managers, published in Peter Drucker’s Leader to Leader


Trust, Collaboration and Innovation, published in Journal of Change Management

Make Your Property ‘User Friendly’, published in Marketing Review

On the Ball, published in European Hotelier

Investigative Skills to Improve Standards, published in The Singapore Times Saturday Review

Simple Secrets of Asking the Right Questions, published in Bottom Line Business

Lap of Luxury, published in Blue Sky Team Strategies to Boost Your Bottom Line


Private White Papers:


Infrastructure – Process and Results

The Three Biggest Mistakes Made By Revenue Managers

Changing Unproductive Habits

Numbers Do Lie

The Future of Executive Coaching

Transfer of Implicit and Explicit knowledge in Luxury Environments

When you Speak, it Matters

High Potential = High Maintenance

Worlds Apart – Aligning Company Strategy and Talent


Featured Speeches:


Optimizing Customer Value to Sustain Business Growth, for Asia Pacific Service & Quality Conference, Singapore, sponsored by Singapore Airlines


High Impact Learning, for Charter Institute for Personnel Development, London, United Kingdom


Transformational Service Management, for The Service Quality Center of Singapore


Capturing The Full and Conscious Commitment of Your Team, for Singapore SQ Centre and The International Herald Tribune


How To Measure & Improve Customer Satisfaction in the Hospitality Industry, for International Quality & Productivity Center, San Francisco, CA


Building Trust in your Brand, for Acura Dealership and Brand Managers, La Costa, CA


Key Note Presentations:


Building Trust

The Awesome Power of Good Questions

The Limits of Service

Structure, Process and Results

Service Hierarchy

Trust, Innovation and Collaboration

Management is Not the Same as Leadership