Peter Atwater
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Peter Atwater

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When business leaders, investors, marketing firms and the media want to understand what is really going on, they turn to Peter Atwater. Few can connect what is happening across Main Street, Wall Street and Constitution Avenue like he can. Atwater is a keen observer of the behavioral parallels that cut across financial, economic, political and social trends. As a recent client put it, “Peter is able to pull it all together and present it back so that we all can begin to say, ‘Aha!’ That’s the trend. Those are the road signs. That’s the direction of the what’s going on in the world around us.” Atwater, though, doesn’t just connect things that others don’t see, he makes them easy for his clients and audiences to see, too. If you’ve heard of the “K-Shaped Recovery”, for example, it is likely because of him. Atwater picked that term to explain the clear divergence in the pandemic economy he saw well before others. And he was ahead of the crowd again, when he characterized retail investors’ increasingly extreme behavior in the stock market as “a flash mob with money” a year before GameStop. While enormously approachable, underlying Atwater’s thinking are years of research and a unique and powerful framework focused on confidence. Atwater is an expert in how changes in confidence consistently and predictably impact our preferences, decisions and actions. The result is that when he is not teaching in the university classroom, Atwater can be found consulting to some of the world’s largest companies, helping them to anticipate what is ahead in a rapidly changing world. He enables business leaders and corporate boards to see the powerful linkages between customer and employee confidence and the bottom line. Atwater is also a regular speaker at major conferences, helping individuals to better understand the impact of changing confidence on their lives and the lives of those around them. Atwater works with a rich behavioral template with broad application. In an era of uncertainty, Atwater is in high demand.
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