Contact Us

We are always interested in new business opportunities. Contact us using the form the right and we will get back to you shortly.

Full Name *
Full Name

10 E.Ontario St. #3303
Chicago, IL 60611


Dr. Stephen A. Di Biase served as the Chief Executive Officer of Laser Applications Technology (LAT) LLC and as currently President of Premier Insights, LLC. He is an entrepreneur, building businesses and capabilities from emerging technology.  In leading LAT, Dr. Di Biase developed the business model and go to market strategies for introducing a disruptive technology for labeling produce.  With Premier Insights, Dr. Di Biase teaches leaders how to become more innovative by making innovation a discipline they can refine.

During his 40 year career, Dr. Di Biase has become accomplished in using innovation to create value in a global commercial setting.  He has over 20 patents, mentored technical professionals, and taught innovation and human resource management in both corporate and university settings. He has guest lectured at several academic institutions and has authored books, patents and corporate publications. 

Dr. Di Biase graduated from The Pennsylvania State University and sits on the Science Advisory Board for The Pennsylvania State University. He is also a retired member of the Board of Trustees for the Mt. Union College, and has served on the Board of Directors of the Industrial Research Institute, a leading experienced based innovation management association.

Prior to joining JohnsonDiversey, Dr. Di Biase spent 26 years with the Lubrizol Corporation, where he held a variety of leadership positions, including general management roles and those with profit and loss responsibility for emerging businesses derived from technology platforms.  These global assignments often involved business development from strategy conception to execution managing teams of Sales, Marketing, and Business Development professionals.

Prior to accepting the assignment in business development Dr. Di Biase was the Vice President – Research, Development, and Engineering where he was responsible for the global technical and scientific leadership for a centralized R&D function comprising of 700 professionals, an operating budget of $120+ million, and a capital budget of $10+ million. 

In this role Dr. Di Biase fostered innovation and delivered results using processes such as stage gates, project and portfolio management, 6-Sigma, and advanced statistics while introducing a variety of IT based tools such as data mining and predictive modeling.

Dr. Di Biase has served as chairman of The Lubrizol Foundation Scholarship Committee, Chairman of the Northeastern Ohio Section of the American Chemical Society, Board member of the Cleveland Area Research Directors (CARD) and in The Boy Scouts of America where he served in a variety of posts.   Dr. Di Biase has been honored by The Pennsylvania State University College of Science with its 2007 Distinguished Alumni Award and serves as an adjunct professor at Benedictine University in Naperville IL.






Food for Thought

Managing Conflict

Stephen Di Biase

Managing Conflict

When asked: “Is conflict good"?  Most responses would be “no” for a variety of reasons.  Conflict retards progress, it consumes resources, takes time, has the potential of damaging relationships and future outcomes and so grows the list.  In reality, conflict is a necessary prerequisite for excellence. Our Founding Fathers disagreed vehemently about the content of The Constitution yielding to a compromise that has withstood challenges for more than 200 years.  Without this conflict what might have become of our country?  The success of the United States of America is a testament to the power of diversity and successful conflict management on the quality of outcomes.

Employing diversity demands that a rich, and often opposing, collection of opinions and ideas are assembled yielding insightful outcomes. These divergent ideas, when held by passionate and capable people, engender conflict which plays a critical role in organizational effectiveness. In fact, experience teaches that minimizing conflict, while personally comfortable for most, reduces the quality of information available for good decision-making and strategy development. This suggests that effective conflict management is a critical leadership skill.

The term “Creative Tension” was coined by Peter Senge, in his book “The Fifth Discipline”, to describe the gap between our current reality and our vision, a gap that must be closed by strategy and execution enabled by effective decision making.  This term can also be applied to the gap which must be closed between independent ideas and actionable agreements by managing conflict.

Effectively managing conflict involves two general themes:  knowing what skills are required and what behaviors must be avoided combined with first-hand experience.  These skills can be described, and even taught, but experience must be obtained. Role playing can be an effective surrogate for experience if specific situations are employed and should be considered prior to engaging in significant strategy development exercises.

Managing conflict successfully requires that each party has an appropriate skill base and understands their situation and state of mind. 

Combining this base with a clear understanding of the conflicts’ source and cause, while giving each party the benefit of the doubt, can yield win-win outcomes satisfactory to all.  Recognizing and avoiding the obvious traps of emotional involvement, and inappropriate use of power, while endeavoring to be cooperative, increases the probability of a successful result.