DeMarcus’s background in social-organizational psychology with a focus on systems theory, in addition to his formal training in diagnosing and understanding covert processes and group dynamics, converge to inform his practical approach to working with teams and groups within business settings. As a response to the increasingly volatile, uncertain, complex and ambiguous (VUCA) world that we find ourselves in, DeMarcus’s work with teams is often focused on defying the prevailing idea of the “heroic leader” so that teams can better identify, and leverage, their collective strengths and intelligence to achieve goals and objectives that they otherwise would not be able to through their own individual efforts. This may include interventions regarding team formation and cohesion (e.g., purpose, mission, vision, strategy, norms, etc.) to team termination, as well as those aimed at establishing—and sustaining—effective performance and optimal engagement at various points throughout a team’s evolution and lifecycle (e.g., conflict resolution, process consultation, after-action review and reflection, etc.).