About

About Bill Freind

Job Search Guru – Career Coach

About Bill Freind – The Short Version

Yep, there are two versions of my “About” page. The short version can also be found on my homepage. Here it is:

What Should You Be Looking For In A Career Coach?

In a word, experience. And lots of it. You’re not looking for an academic who has studied the theories. You’re not looking for a statistician who has run the numbers. You’re looking for someone who has experienced the same things that you’re going through and has learned his lessons through “hard knocks”. That would describe me. Here are some of the roles I played and how they can help you.

Job seeker. I’ve been this many times in my career, both within my company and outside of my company. I’ve made some horrendous mistakes and have done other things well. In my entire career, I’ve been unemployed for a total of 40 days.

Hiring manager. As a sales manager for over 40 years, I have reviewed between 100,000 and 200,000 resumes and conducted between 15,000 and 20,000 interviews. I know what works in the job search and the things that can wipe you out in the first five minutes of a job interview.

Business professional. Over my 45 years of business experience, I’ve seen it all.

I had “golden years” when everything seemed to flow like magic, and I could do no wrong.

I’ve had down years where the economy went south, major customers went somewhere else, and layoffs became a normal course of business.

I spent 17 wonderful years with IBM, which was, in my opinion, one of the finest companies in business.

I went to work for smaller companies that were a fraction of the size of IBM, and my life was under the constant threat of acquisition, merger, and bankruptcy. It was tough, but not only did I survive, I loved the experience.

Survivor. This is a key skill that’s mandatory for any employee. In order to “thrive”, you have to first “survive”. After working for IBM, one of the largest companies in the world at that time, I ended up working with a group of very small companies. Layoffs were almost as commonplace as waking up in the morning. During my time with Data Switch, we changed our name six times, had 10 different presidents, and 14 layoffs. After the last of those layoffs, I was the sole remaining regional sales manager from our original company. I continually managed to do everything in my power to be one of the “last men standing”. It worked. In my entire career, I was unemployed only one time, I was back to work within 40 days.

Sales Manager. As such, I hired my people and then proceeded to train, mentor, and coach them to where they went from successful sales executives to management positions throughout the country.

Coach and Mentor. This flowed naturally from my role as a sales manager. I saw my job as having two major objectives:

Producing results. I was responsible for ensuring that my team exceeded its requirements every quarter. Businesses succeed when managers meet their commitments, and my teams did.
The “Care and Feeding” of my people. I worked continuously with them, encouraging them to set lofty goals and doing everything I could to help them exceed them. I did this for two reasons:
- The better my people performed, the better our unit would perform, and the better our compensation would be..
- I love to watch people grow and get to the point where we work together as partners.

My Unemployment Seminars. In 2008, I retired for the second time. (Full disclosure: I have a character flaw. I have great difficulty staying retired. It’s in my DNA to be productive in a job where I can help people.) I’m sure you recall 2008. It was not the best of times. We went into the great recession with hundreds and thousands of people- good, productive people – being laid off. I looked at what was happening and thought, “somebody should do something to help”. And a little voice inside my head said, “Why not you?” Why not indeed? And so I did.

The Long Version (Actually the “Long, Long” Version)

If you feel you’ve already learned enough about me, feel free to stop reading. However, if you’d like a more in-depth understanding of Bill Freind, feel free to continue.

You are probably wondering why we have this long version. There is one reason for that: YOU! If you are scanning this section, it’s most likely because you want to determine if I’m the type of person who can help you grow your career. It could be any number of challenges: a job search, a job change, an inability to gain promotions, income, level, etc.

To help you answer that question, I have included information about me as a person, an employee, a manager, and, most importantly, as a hiring manager. You’ll see instances of where I succeeded, where I failed, things I did right, things I did wrong, and surprises at various times in my career. In other words, I’ve been through everything that you have and some things that you haven’t encountered yet. This is a background that makes me very confident in helping people manage their careers. Of course, an even easier way to get to know me is to just reach out and contact me. You’ll find ways to do that all over this website. I hope this is valuable for you and that you enjoy it.

Personal History

Before I get into my professional accomplishments, I’d like you let you know a little about me as a person. So here are some highlights:

I graduated from Villanova University with a BA in English. I know some of you were thinking “big deal”. Believe me, it was a big deal for me. Consider:
Villanova is a small catholic liberal arts university run by the Augustinian fathers.
The university also offers excellent schools in Business, Engineering, and Nursing.
In addition, the university also has an Augustinian seminary. Spoiler alert: In case you haven’t gotten it, this will be a very big deal.
The Wildcats have won three NCAA basketball championships. The first one, back in 1985, is always talked about as probably one of the greatest upset victories in NCAA history. The game is referred to as “The Perfect Game” as the Wildcats shot 78.6 percent as a team for the game (22 for 28, including 9 for 10 in the second half).VU also added two other national championships in the last 10 years.
Of most importance to me, in my junior year, I noticed a beautiful blonde-haired freshman nursing student who went on to become Homecoming Queen, and somehow I convinced her to become my wife. (I still wonder how I got so lucky)
Cecile and I have five children and 10 grandchildren whom we not only love, but also like and admire. The best and most amazing thing about this marvelous group of people is that they all still like each other. We see each other often, but we have two dates, one in July in New Paltz, New York, and the other on Thanksgiving in Manhattan, where the entire family comes together. The grandchildren don’t do it out of any sense of obligation. They like all their cousins, uncles, and aunts. I think this is my greatest source of happiness.
Oh, I almost forgot. Villanova has a large list of pretty famous alumni, but we have one that is very special. His name is. Robert Francis Prevost. Never heard of him? Well, perhaps you’ll know him by the title that he now has, Pope Leo XIV. Yep, our new pope, the first American pope, was a 1977 graduate of Villanova.
My wife and I love to walk together. Every day, weather permitting, we walk between 3 and 5 miles.
I play golf – poorly. I’m a perfect example of someone who can love an activity at which they are inept. The good news is that, every round, no matter how poorly I play, I’ll hit a handful of shots that I can look at and smile. Candidly, I really would like to hit a lot more of those shots.
I love music! When I’m working in my office, I always have music in the background. I like almost all genres of music: show tunes, pop, jazz, classical, and, since we saw “Hamilton”, I even like rap.
My wife and I enjoy traveling, especially taking cruises, and we’re getting to see the world. It’s a great source of amazement to both of us how close we feel to the people in the visiting countries. We discover how much we have in common.
I’m a happy person. I’m blessed with that temperament. I enjoy practically every aspect of life, from the changing of the seasons, the outdoors, running or walking along the beach, and one of my favorite things, walking around Manhattan. Life is good.

CareerHighlights

The 70s and 80s: the wonderful IBM years.

After a three-year tour as a junior officer in the United States Navy, and after several years of sales in the construction industry, I found the ”Job of My Dreams”. It was a Sunday morning I was going through the newspaper, and I saw an ad. IBM was looking for people to join a new division known as Information Marketing. I called them on a Monday, had an interview on a Tuesday, came back for an aptitude test on a Wednesday, had a second interview on Thursday, and they hired me on Friday. I was walking on Air! I was an IBMer.

I still remember the day I accepted the job. I left the office, went to the Philadelphia library, and checked out the book “The Lengthening Shadow: The Biography of Tom Watson and IBM.” My wife was as excited as I was.

Did IBM live up to my expectations? Nope. It far exceeded them. To this day, I think it’s not only the best company I’ve ever worked for but also one of the best companies in the history of business.. Here are some of the things that made it so special:

A full employment policy. IBM never had layoffs. When they experienced business difficulties, they just moved people around to other positions.
Their training was the best in the industry. Nobody came close. After I joined IBM, I was in training for a full year. That included a 10-week course in Newark, New Jersey, where I learned how to program in five different languages, learned all about operating systems, and went from being a neophyte in technology to being a knowledgeable journeyman.
IBM always stressed the value of the individual. They believed in hiring good people, training them thoroughly, and treating them fairly. Don’t get the wrong idea: once they had done all these things, they fully expected each individual to perform to the best of his ability. If you lost a competitive battle, you got to meet a manager two levels above your current management team, and one of the first questions they asked was, “Did you use all the resources available to you from IBM to win this business?” If you could not answer yes honestly, you were in for a very long meeting.

Accomplishments

President of my Sales School class.
Successful sales rep for five years.
Promoted to an insurance industry specialist position.
Promoted to three different levels of management within the corporation.
Developed a reputation for making my numbers and exceeding my objectives.
For five years, for each Sales School, I presented the closing motivational presentation on “Quality of Life”.

Things I learned.

Pick the right company! Probably the most important lesson in Career Management. My time at IBM gave me a foundation for my entire working life.
Self-reliance. After a successful career as a sales rep, I was offered a promotion as a specialist in the insurance industry. My role was to travel the country, instructing other sales executives on how to positively present a new offering we had to their insurance clients.. When I was offered this role, my jaw dropped. I knew absolutely nothing about the insurance industry. When I addressed this with my boss, he smiled and confidently said, “There are plenty of books, manuals, and presentations on the insurance industry. You’re a smart guy. You’ll figure it out.” And I did. I quickly learned never to say “I can’t do that” but rather to say something like “this is going to be a pretty big learning curve for me. Do you have any suggestions on how I can shorten the time to get up to speed?”
How to sell. I was taught the value of listening, research, and always providing value to my clients.
How to manage. Early on, it was drummed into me that just because I was successful with selling, it wasn’t a sure thing that I’d be able to manage. They took very different skill sets. I quickly learned how to become not only a manager, but also a coach, confident, and mentor.

Surprises

Throughout my career, I had to tendency to think I had everything under control and there were no negative surprises in my near future. I quickly found out that it didn’t work that way.

Shortly after joining IBM, they moved our business unit over to Service Bureau Corporation. This was a wholly owned subsidiary of IBM and acted identically to all the other IBM organizations.

I came to work one Monday morning after Super Bowl Sunday in 1973 and found out that IBM and Control Data had just settled their lawsuit successfully, and, as part of the settlement, Service Bureau Corporation was sold to Control Data. I was now an employee of Control Data. My reply was predictable. I looked my boss in the eye and said, “I’m not going. I’m an IBMer and I’m staying with IBM.” He replied, “Sorry, Bill. SBC employees are prohibited from going back to IBM for at least six years.”

I was crushed, but I learned to live with it. We still comported ourselves the same as we did at IBM. We wore the dark suits, sincere ties, white shirts, and 14-pound shoes.

Think about this in terms of the surprise. You come to work one morning, working for one of the biggest and best corporations in the entire world, and find out that you are now an employee of a company that, to put it gently, was nowhere near the quality of IBM.

The 90s and the New Century: the “Small Company” years

They say that all good things must come to an end. So it was with IBM/SBC/CDC, and I began to look elsewhere. There were several reasons for this:

After the CDC acquired SBC, we slowly but surely became more like the CDC and less like IBM. That hurt. I was extremely proud of my IBM heritage.
Our business model. We’re selling time-sharing computer services. We were the very first technology that allowed ordinary managers to access a computer and put together business models. You used “terminals” that looked like an IBM electric typewriter, but were connected by a modem to an IBM 360/50 computer. And then a new technology came on the scene. It was called a PC, a personal computer, which promised to be much less expensive than our time-sharing service. One example: one of our customers was a steamship company. Using our technology, they built a financial model for each of their ships and were spending about $4000 a month on our service, a considerable amount in those days. They bought an IBM PC for about $3500, converted the models to the PC, and ended their business relationship with us, saving about $44,000 in the first year.
Layoffs. We were losing business rapidly and had a series of layoffs. In my role as head of our new education business, I learned that I had to lay off my entire staff. It was then that I started looking for new pastors.

Avant-Garde Computing

When I started job hunting, I was amazed by how many people were interested in me. Part of it was due to the prestige of having worked for IBM for 17 years.

I got a phone call one day from a former salesman who had worked for me at IBM, telling me about a small company called Avant-Garde.. He said they needed a manager and that he was tired working for morons, and that he had put my name in as somebody they should talk to. In less than a month, I was on board.

Accomplishments

Avat Garde was the exact opposite of IBM. They were a tiny company, about 2% of the size of IBM. They had some excellent technology in telecommunications and had been a public company for several years, and a favorite of their investors. I joined them as a sales manager for New York City.

I must’ve been doing something right. They hired me as a manager for New York City and, within two months, added Washington, DC, and then the entire Northeast from Maine to Washington and the country of Canada. Using what I learned at IBM, I did the following:

Set high levels of expectations for each of my sales reps.
At our peak, I had 20 people reporting to me.
Sales forecasts began to improve markedly.
Sales were on the rise, despite having competition from my former company, IBM.

Then things started to change. Product slippers, intense competition, and some economic factors resulted in the company missing its guidance to the street and a resulting collapse of the stock price. I saw layoffs at a magnitude that I never imagined.

When I completely internalized the writing on the wall, I was a manager with two people reporting to me, and I was selling myself. I realized this company wasn’t going to make it, and I moved on.

What I learned

Working for a tiny company was nothing like working for IBM. We were fighting for survival and needed to do everything that we could to stay alive.
IBM, my former company, had the resources to crush any of its competitors, including us.
I was a survivor. When things got tough, I just dug down and urged both myself and my team to work harder and overcome the odds.
I enjoyed the entire experience. There was kind of a “us against the world” attitude, and it was fun.

Surprises.

These started from my first day on the job and just kept on coming.

When I was interviewing, I did what I thought was due diligence. They were a public company, so I had a lot of information I could use. During my hiring interviews, they bragged about the fact that they had been profitable every quarter since they went public. I came on board in May 1985. Their fiscal year ended in April 1985, and they had until June to announce their earnings to the street. When they announced, I was dumbfounded. They announced their first loss. The loss was so large that it turned into a loss for the entire fiscal year. During the three years I worked there, they never again made a profit.
I was surprised by how much fun I could have in such an adverse environment. It was challenging. We had a great group of people. We went out of our way to try to keep the company afloat. It was a high. Right up until the end.

DataSwitch

What a ride! This was the definition of an “identity crisis”. Due to a constant stream of mergers and acquisitions, DataSwitch was known as T bar, DataSwitch, Telenex, General Signals Networks, INRANGE, CNT, McData, and Brocade. We lived with the constant threat of being acquired or going out of business. And I loved every minute of it. Some highlights:

I served under 12 different presidents.
We went through 14 layouts.
During one of the mergers, I was the last remaining regional manager from DataSwitch.
It was a wonderful learning experience.

Accomplishments

Continued to build successful sales teams, achieving quota in the toughest of conditions regularly.
Developed a reputation for hiring, mentoring, and growing people.
After each new merger or acquisition, I seamlessly integrated the new sales team into my organization and quickly stopped the “we-them” that happens so often after acquisitions.
At our annual companywide kickoff meetings, I composed a poem, recounting the adventure of the previous year and gently poking fun at Senior and Middle management. The entire audience was in stitches. I always ended the poem with a message that things were all fine, that our management had done a wonderful job, and that our expectations for the coming year were extremely positive. It always turned out to be one of the highlights of the meeting and was enjoyed by both the rank-and-file and the senior managers.

What I learned

Despite all the turmoil from mergers, layoffs, and occasionally bordering on bankruptcy, I learned how to be one of the “last men standing”.
Even in times of uncertainty, when you build strong teams, develop solid plans, and execute them regularly, you can not only succeed but also have a team that enjoys itself and is proud of its accomplishments.
Putting the needs of the organization first is a key component of continued employment.

Surprises

I was amazed how much fun you could have even through tough conditions.
Surprises came to be expected. It was part of the business. When you’ve been through it a few times, you either learn to adapt or you die. I learned to adapt.
As you continue to keep working through tough times and experience success, your confidence grows exponentially. Tough times are a great incubator for tough managers and tough teams.

Retirement Years – Or So I Thought

After going through numerous mergers and acquisitions, we were finally acquired by a company with whom I had very little in common. We mutually agreed to part ways, and I decided I was ready for retirement. When I came home and told my wife, she started laughing at me.

“Are you out of your mind? You love what you do. You love working with your sales team and helping them succeed. You’ll be back at work within 30 days.”

“Nope”, I replied firmly. “I’m done.” And I was right. I wasn’t back at work in 30 days. It took me 40 days.

StorageTek

This company, known affectionately as STK, was a major departure from the small companies where I had been working for the last 15 years. It wasn’t tiny. It was midsize. They provided storage solutions to the mainframe segment of major companies.

I had a much smaller unit than I was used to, but that didn’t bother me a bit. The main reason could be summed up in two words: Larry Thiry. Larry was a sales executive with a technical background. He knew the data center from top to bottom. But he was much more than that. He had one customer, Citibank, and he headed up a team of people that both sold and serviced our products to that company. The folks at Citi loved him for three reasons:

He always made it a point to identify the major problems they faced.
He then created systems and solutions that were professional, imaginative, and cost-effective.
He always provided solutions that were in the best interest of the customer. And the customer recognized this.

When a customer provided a solution that Larry did not agree with, he would politely and professionally express his disagreement. They never failed to listen to his suggestions and, most of the time, implemented exactly what Larry suggested.

During my first territory review with Larry, he provided me with a forecast by month for the next two years. To say that I was impressed would be an understatement. It was one of the most professional meetings I’ve ever had with one of my salesmen. After the meeting was over, I did some number crunching. I met with Larry a few days later and had the following conversation.

Me: Larry, in our last meeting, you showed me your forecast. You also shared with me the best year you ever had from an earnings standpoint. How do you think you’ll do this year?
Larry: I think I’m going to have a pretty good year
Me: Larry, pretty good as an understatement. You have a chance to make 2 1/2 times your best previous year
Larry: Are you crazy? What are you talking about?
Me: I prepared an Excel spreadsheet for you. I took your forecast– and only your forecast– and spread it out over the year. Here are the numbers, and here’s what you can make.

Larry’s eyes almost popped out of his head, and then he started objecting, saying it wasn’t a “done deal”. Lots of things could go wrong, and that was a very aggressive forecast. I smiled and told him I agreed with everything he was saying, but those numbers were his, not mine. He had done a lot of work to get to that status with Citibank, and he had a chance this year to have not only the best year of his life, but probably the highest income that he would ever see again. He walked away, kind of mumbling.

In the second week of December that year, I placed a call to Latty and opened it by saying congratulations. He asked me what I was talking about. I asked him if he had looked at his commission statement yet. He hadn’t. I informed him that he had just exceeded the impossible total that we talked about nine months before.

Larry went on to not only be the leading salesperson in our region but in the entire company. He was recognized in Hawaii at the Winner Circle as Sales Executive Of The Year.

I stayed with a company for a small number of years. It turned out that Sun Microsystems bought StorageCheck. It wasn’t the same. Within a year after the acquisition, approximately 75% of the former STK employees were gone, most by their own volition. The job was not fun anymore.

That’s when I retired for good. Or did I?

What I accomplished

All members of my team went to the Winner’s Circle in Hawaii in that wonderful year.
My unit had the highest percentage of quota in the country.
I was smart enough to realize that when you had somebody who performed in such an outstanding manner, your major objective was to stay out of his way and remove any obstacles that got in the way of his performance.

What I learned

Sometimes, the best management is the least management.
I did everything I could to make sure that Larry got all the accolades that he so richly deserved.
During my career as a manager, this was something I did regularly.

Surprises.

I picked a midsize company, confident about its stability and the idea that maybe my days of acquisitions were over. Wrong again. SUN acquired us..

It was amazing to me how my experience changed so drastically from the positivity of STK to the bureaucracy of SUN.

Sometimes, no matter how much due diligence you do, you can still get surprised.

Retirement years: 2008-2009

Here I was, comfortably retired, and the sky was falling in. If you lived through those days, you know exactly what I’m talking about. It was termed “The Great Recession”. It wasn’t a depression, but it was as close as you could come. Consider:

The “Great Recession” lasted from December 2007 until June 2009.
During that time, 8.7 million jobs were lost.
The unemployment rate peaked at 10% in October 2008.
For many people, it was the first time that they had ever been laid off.
In most cases of unemployment, it had very little to do with the performance of the individual.

I was acutely aware of all the problems because, during that time, I had CNBC on my television and was working on my portfolio. I was amazed and concerned by the millions of people who endured layoffs, not because they weren’t doing a good job, but rather, because their companies were scared to death. I remember thinking to myself, “somebody ought to do something about this, “and then a little voice in my head said, “Why not you?” Why not indeed? So here’s what happened.

What I accomplished.

I recognized the problem.
- This was not a normal situation. Very good employees, many of whom had never experienced to layoff before, we’re out of work.
- To have any chance of quickly getting back to work, they had to improve their skills in the job search seriously.
- I would be dealing with a group of people who were depressed, upset, and angry.
- If I were going to help, I would have to do something quickly and make it easy for them to experience.
Went to work.:
- Research. I quickly reviewed and captured what I had learned in 40 years of being a hiring manager. I then read or reread a half a dozen books that I had used over the years, including “What Color Is Your Parachute?”, books on networking, interviewing, etc..
- Verifying what I learned. I reached out to business associates that I had worked with over the years and asked them open-ended questions. I made sure that I never gave them my thoughts until after I heard theirs. I wanted their unfiltered opinions. Some of the things I asked were:
  - How do you go about finding new employees?
  - What are you looking for when you review resumes?
  - What are the things that impress you?
  - What are the things that immediately remove the candidate from consideration?
  - Thinking about your recent hires, what were the reasons you picked the people that you did?
  - I’m thinking about starting an employment seminar. What suggestions would you make for the things I should concentrate on?

It was a very worthwhile exercise because it either validated what I was doing or gave me some additional ideas. Ideas to help me do the job better.

Built the seminar. I gathered all that I had learned and put together a seminar that would be delivered on two successive Tuesdays, with each session lasting about 3 1/2 hours. I had the support of the pastor at my local church, who let me use the school classrooms for the seminar. More details:
- I wanted the class to be interactive. I asked them a lot of questions, and told them I expected them to do the same.
- I wanted them to move out of their comfort zone. It’s a ton of work to become a professional at the job search, but, used effectively, the potential rewards are mind-boggling.
  - Getting back to work.
  - Finding the” Job of their Dreams”.
  - Getting hired at the same or a better rate than what they had been receiving.
  - Realizing they had acquired a set of skills that would help them not only obtain a job, but could be used in negotiating raises, promotions, and continually climbing up the ladder.
  - Results. I expected to do this for 15 to 20 people locally and end up training over 180 people. And I was able to help them. We had a success rate of about 93%.

I continued to help other people over the years, and now I plan to spend my remaining years helping even more.

What I learned

If you ever want to learn something thoroughly, try teaching it to others. During the seminar, I constantly remembered a song from “The Kind and I” that talks about teaching.

It’s a very ancient saying.

But a wise and worthy thought.

That ifIf you become a teacher

By your students you’ll be taught

That happened to me regularly. In every class, I picked up some good ideas from the students, ideas I use to this day.

Don’t judge a book by its cover. It almost sounds like a cliché. But I feel victim to this. One of our students in the class always arrived looking disheveled: messy clothes, long hair. So when he suggested a book, I thanked him and mentally set it aside. Five minutes later, a young woman who was in class put her hand up and said that she had read the book and it was wonderful. I was too dumb to look past this male student’s appearance and listen to his idea. I have worked diligently to never make that mistake again.
Although we got a lot of people back to work, I always felt that I had left the job unfinished. People were so desperate to get back to work that, too often, they would “settle” for a job that was below their capabilities and salary levels. It takes a lot more than seven hours of a seminar to take the average employee to a point where she is a total professional in the job search.
I put on the seminars at no charge. There’s a downside to it. Very often, people put a value on something that has a great deal to do with the price. I still occasionally work with someone who is quite poor to help them move ahead. But normally, I always want people to pay a fair price for the value this experience provided.

Surprises. There were plenty.

Most of the students were crushed by this experience of unemployment. They were desperate, angry, and frustrated, and these feelings played havoc with their lives and in many cases with their family situations. Many found themselves on the borderlines of depression.
I found in class that the people who asked the most questions and asked for the most assistance were the smartest and best-performing people in the class. Conversely, students who needed help were the most withdrawn. I did my best to draw them in. I didn’t always succeed.
Once people did get back to work, they tended to forget all the things they learned. All the tools that they had used were put on the shelf. It was a shame because using those tools in their everyday work would’ve been worth hundreds of thousands of dollars over their lifetime employment.
Many students just didn’t work hard enough. I remember one of my first students distinctly. He had been out of work for several months. I asked him how much time he spent on the job hunt in an average week. He probably responded, “I put 10 to 15 hours a week into this, and I’m not getting any results.” I then shocked him with my answer. “George (not his real first name), when you are out of work, you have a new job. It’s called getting employed. 40 hours a week is a minimum acceptable number of hours. However, the really serious people spent far more time than that.”Despite all the hard work and turmoil, the work I did with the seminar and the success we achieved together was the most rewarding experience in my career.I hope this information is helpful to you. I also hope I can be of assistance and accelerating the direction of your career. Please feel free to reach out to me. Let’s talk. Couldn’t hurt, might help. Just hit the button below.Now, if you’re still here after reading all of this, you’re probably serious about improving your job situation. So here’s the very big question that you need to ask yourself: Can Bill Freind help you?Here’s a suggestion: don’t take my word for it. Go to my “testimonials” section and see what the people I have coached have to say. Just click the block below to access a wealth of information.I’m here to help. If you have any questions or have a particular career situation you would like to discuss, just hit the block below.