Thomas G. Donahue

Founder and President, Capital Foundry, LLC

Thomas G. Donahue is the founder and president of Capital Foundry, LLC and splits his time between the Pittsburgh and New York City offices. He is a corporate and transactional attorney by trade and regularly advises clients on mergers and acquisitions, complex secured and unsecured financial transactions as well as private equity and debt matters. At Capital Foundry Funding and Capital Foundry Energy Finance, he focuses on working capital facilities, asset based lending, and factoring transactions. He also has experience in special situation distressed debt transactions including in and out of court reorganizations and restructurings. He has extensive experience in the energy, pharmaceutical, transportation, technology, start-up and financial sectors. Tom is a graduate of Boston College and Duquesne University School of Law. He serves as a board member of several national boards, foundations, and charities, and he avidly enjoys skiing and fly-fishing.

What is the best professional advice you have been given and how have you implemented it? 

Nothing renders greater reward than loyalty, but always add value. Identifying a mentor with an inspiring vision and working with them to implement and understand that vision allows for shared and greater success. Companies can rally around common values and clear goals, and, as time passes, promoting and accomplishing the same values and goals and promulgating the path towards success together can build loyalty and comradery. This is further perpetuated through constant innovation and an appreciation for diversity, two traits which often a mentee can bring to the table.  In order to better position, prepare, and transform an organization into an advanced version of itself, it is necessary for you to add value to the organization. To better further your career and development within an organization, focus on aligning and promoting its values and goals while also being sure to add value through innovation and diversity. 

How do you define a good leader?

Good leaders are those that naturally garner a loyal following through assertiveness, passionate authenticity and accomplishment. A good leader should teach through example and not be afraid to be in the trenches giving direction. Taking the time to passionately show others how to do a good job and explaining the intricacies involved in such, is the greatest investment a leader can make in his company. It is equally essential for a good leader to understand not just the strengths and weaknesses of each team member but also what makes each person tick.  The best leaders know how to properly incentivize team members and understand that what motivates one person may not mean much to another. Finally, good leader must successfully accomplish their goals and celebrate the victories along the way. 

What advice would you give to junior talent, specifically but not exclusively, on how to self-advocate?

Integrity goes a long way, quality work product speaks loudest for itself, and a company will never compromise a member who, bottom line, adds value.  It might not always receive all the outmost accolades, but a young professional can receive no greater compliment than regular solicitation of work, especially complex, consistent, and significant work, from a team leader.  Managers do not forget when someone adds value, through work product, innovative thinking, or critical insight, and senior leaders will constantly go back to people who reliably add value, whatever the situation.  

What are some negotiation tactics you have learned over the years?

Always make your best offer first, understand each parties’ motivations, and do not be afraid to walk away. Once you have all the information and the kimono is open, if you do your homework and are fully prepared for negotiations, you have nothing to lose by making your best offer first. Your position should be grounded in a realistic understanding on the data and your voice will always be authentic, so do the work up front, it will save you hours of negotiation time chasing down an answer that you haven’t prepared for.

Everyone comes to the table with specific motivations.  A successful negotiator will understand what drives the other side and speak specifically to that point first without promising anything else upfront. Once that issue has been defined, find common ground and move towards resolution through a solutions-based approach. 

Finally, never be afraid to walk away. As prepared, reasonable, and in the right as you may be, you will always come across counter parties that are none of the above. If they are not willing to approach the problem with a pre-prepared solutions-based approach and at least understand your position, walk away.