Stephen Chambers

Stephen Chambers

Senior Consultant - Manager


Winthrop Highlights

  • Manager, History Services


  • Brown University, Ph.D. in History
  • Brown University, M.A. in History
  • The University of Chicago, B.A. History

Memberships & Certifications

  • Professional Author of fiction and nonfiction books.
  • Professionally represented by Fine Print Literary Management, LLC

About Stephen

Stephen Chambers is a Senior Consultant and the Manager of the History Division at The Winthrop Group.  Prior to joining the firm, he served as the Senior Writer/Editor with Analysis Group, one of the largest economic and financial consultancies in the United States, where he oversaw all thought leadership, content marketing, and communications strategies.  He has worked as a consultant with Monitor Group and as a senior advisor with the merchant banking and advisory services firm, Rosc Global LLC.  Stephen writes and consults on strategic management, and is an expert in U.S. business history, generational change and leadership, and reputational strategy. An experienced editor, Stephen worked at Random House and is the author of diverse works of fiction, business, and history, including, most recently, No God But Gain: The Untold Story of Cuban Slavery, the Monroe Doctrine, and the Making of the United States (New York: Verso Books, 2015).


April 2017

Family Story and Philanthropy: A Connection That Can Shape Lifelong Giving

A family’s story can have a profound impact on philanthropy. As family historians, we have found that many of our clients know at least a little bit about their past.

June 2016

Why Leaders Look to History for Career Development

Winthrop Group takes a moment this summer to reflect on the value of authenticity and offers 5 tips for engaging with history to strengthen your career.

April 2016

History Can Be a Recipe for Organizational Change

In the recent article, “Let Go of What Made Your Company Great,” (Harvard Business Review, April 13, 2016), Vijay Govindarajan raises an excellent question: how is it possible for an organization to selectively forget the past in order to try new things?