Stephen Lucas, SPHR in

Stephen Lucas, SPHR

Go-getter · DISC type d
Senior Vice President Culture & Engagement at Koppers Inc.
📍 Naperville, Illinois, 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
21 Years
Current Role
Senior Vice President Culture & Engagement
Job Level
Leadership
Location
Naperville, Illinois, United States
Personality Overview

How Stephen shows up

Decisive
Direct & Candid
Fast-Paced

They respond well to confident salespeople. They care equally about the product and its potential impact. They focus on objectivity in a pitch and pay little attention to bells and whistles.

Priorities

Topics Stephen cares about

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

Work history

4-2022
Senior Vice President Culture & Engagement
Koppers Inc.
8-2014 - 4-2022
Vice President Human Resources, IS
AMETEK
7-2012 - 2014
VP Human Resources
Hartzell
2002 - 2005
Business Unit Manager
Hobart Brothers
1998 - 7-2012
Group Human Resources Director
Illinois Tool Works
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
Master of Business Administration - MBA
Wright State University
BA
Marycrest College
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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