Member since August 2024
Tara Goodwin, lifelong entrepreneur and founder of Goodwin Consulting and Crisis Interception, Inc., brings more than three decades of experience to her public relations and crisis management practice.
She has been a trusted advisor to a diverse spectrum of leaders ranging from professional athletes including New England Patriots GOAT Tom Brady and Bill Belichick, to prominent celebrities, politicians, religious leaders, Fortune 1000 CEOs, and fellow entrepreneurs. She has provided stability and sound advice, guiding them through the storm of crises, even the most harrowing and unimaginable ones.
But Tara’s true passion is to share her knowledge and experience with others…providing tools, tips and training BEFORE a crisis hits so that leaders are well equipped to not only respond but alleviate the damage that a crisis can cause.
In her words, it’s not “IF” you are ever going to have a crisis, it’s “WHEN” and “HOW SEVERE.” She will equip you with the knowledge to not only weather the storm, but emerge stronger from it.
Crisis, Public Relations and GOLF!
When you think about public relations crises, you probably picture infamous large-scale incidents like a passenger being dragged off a United Airlines flight or the CEO of Better.com dismissing hundreds of employees via a Zoom call.
While these crises certainly grabbed headlines due to the sheer size of the companies involved, you would be naive to assume that smaller businesses don’t face similar problems. Crises strike large and small companies alike with the potential to cause serious damage.
Take, for instance, the Boston-area health club where a beloved tennis instructor was falsely accused of inappropriate conduct. The accusation’s impact was further magnified by the accuser’s status as a well-known blogger. This painful incident not only damaged the reputation of the individual instructor but also the club’s, highlighting a pivotal truth:
Crises can occur at any scale, and the havoc they unleash is not limited by the size of the organization but by its preparedness.
I was working at Edelman, a global PR company that opened a Boston office in the late 1990’s. I was hired to help manage the Boston office and serve as vice president of public affairs. After the 9/11 tragedy and the tech bubble burst, CEO Richard Edelman decided to close several of the smaller corporate offices and Boston was among them. He suggested that I take the clients I brought in to the firm and start my own consultancy.
At the time, I was pregnant with my youngest son Will (who is now 21) and decided to go for it. One of my first employees was a former colleague and friend whom I worked with at WBZ-TV prior to starting at Edelman. She had returned from Los Angeles to raise her family in Massachusetts and she agreed to join me on this crazy ride.
20+ years later, we have built a company that is relatively small (four employees) with 5-10 consultants and have an impressive client list that includes professional athletes and coaches, professional service firms, luxury retail, restaurants, real estate and everything in-between.
Seven years ago, I founded Crisis Interception with another colleague/partner to help executives effectively navigate through crisis.
When you think about public relations crises, you probably picture infamous large-scale incidents like a passenger being dragged off a United Airlines flight or the CEO of Better.com dismissing hundreds of employees via a Zoom call.
While these crises certainly grabbed headlines due to the sheer size of the companies involved, you would be naive to assume that smaller businesses don’t face similar problems. Crises strike large and small companies alike with the potential to cause serious damage.
Take, for instance, the Boston-area health club where a beloved tennis instructor was falsely accused of inappropriate conduct. The accusation’s impact was further magnified by the accuser’s status as a well-known blogger. This painful incident not only damaged the reputation of the individual instructor but also the club’s, highlighting a pivotal truth:
Crises can occur at any scale, and the havoc they unleash is not limited by the size of the organization but by its preparedness.
I was working at Edelman, a global PR company that opened a Boston office in the late 1990’s. I was hired to help manage the Boston office and serve as vice president of public affairs. After the 9/11 tragedy and the tech bubble burst, CEO Richard Edelman decided to close several of the smaller corporate offices and Boston was among them. He suggested that I take the clients I brought in to the firm and start my own consultancy.
At the time, I was pregnant with my youngest son Will (who is now 21) and decided to go for it. One of my first employees was a former colleague and friend whom I worked with at WBZ-TV prior to starting at Edelman. She had returned from Los Angeles to raise her family in Massachusetts and she agreed to join me on this crazy ride.
20+ years later, we have built a company that is relatively small (four employees) with 5-10 consultants and have an impressive client list that includes professional athletes and coaches, professional service firms, luxury retail, restaurants, real estate and everything in-between.
Seven years ago, I founded Crisis Interception with another colleague/partner to help executives effectively navigate through crisis.