Jack Savage in

Jack Savage

Doer · DISC type ds
Executive Director at Butterfield Park District
📍 Greater Chicago Area, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
15 Years
Current Role
Executive Director
Job Level
Senior
Location
Greater Chicago Area, United States
Personality Overview

How Jack shows up

Risk-Accepting
Long-term Focused
Results Focused

They might take some time to make their mind up but once they do, they don't change it easily. They are very professional in their approach and can weigh multiple perspectives together. Reading between the lines and seeing beyond your words comes naturally to them.

Priorities

Topics Jack cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

11-2025
Executive Director
Butterfield Park District
10-2025 - 11-2025
Teacher
Lincoln-Way Community High School District 210
10-2024 - 10-2025
Director of Parks and Recreation for the Village of North Riverside
Village of North Riverside
12-2010 - 10-2024
Recreation Supervisor II
Village of Orland Park, Illinois
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
Parks
University of Iowa
Social presence
in
Behavioral profile

DISC profile (public)

d

Dominance (D)

Dominance (D) reflects how goal and task oriented a person is, and their ability to accomplish results irrespective of how demanding the circumstances might be. Those scoring high tend to be motivated by winning, competition, and success.

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