Danny Ertel

Danny Ertel

Danny Ertel is a founding partner of Vantage Partners, where his practice focuses on helping buyers and providers of services enter into, manage, and when necessary, remediate their relationships. Danny has worked with leading law firms, audit and accounting firms, management consulting firms, actuarial firms, and outsourcing services providers to develop fee and scope negotiation and renegotiation strategies, to build their own processes and skills to execute those strategies, and as a coach to teams preparing for difficult negotiations. 

Prior to co-founding Vantage Partners, Danny was a Principal at Conflict Management Inc. and a Senior Researcher at the Harvard Negotiation Project, where he focused on the settlement of litigation and on the design of alternative dispute resolution procedures. Danny’s first book, Beyond Arbitration: Designing Alternatives to Securities Litigation (with Ralph Ferrara) was selected by the CPR Legal Program as the winner of its 1992 Book Award. Danny has also taught negotiation at the University of Toronto Law Faculty, practiced law with Debevoise & Plimpton, and served as a law clerk to the Hon. Justice Harry A. Blackmun of the U.S. Supreme Court and to the Hon. Patricia M. Wald of the U.S. Court of Appeals for the DC Circuit.

Danny is the co-author, with Roger Fisher, of Getting Ready to Negotiate (1995) and with Mark Gordon, of The Point of the Deal: How to Negotiate when Yes is not Enough, selected as the winner of the 2007 Book Award by the International Institute for Conflict Prevention and Resolution. Danny has written for and has been quoted in the Harvard Business Review, the Sloan Management Review, the Economist, the National Law Journal, and the ACC Docket among others.

Danny is a magna cum laude graduate of Harvard College and Harvard Law School, where he was Managing Editor of the Harvard Law Review.

Danny can be reached at dertel@vantagepartners.com

Research & Publications

Building Stronger Connections

Most companies have organizations that manage external relationships with key suppliers and service providers. These teams - be they part of a Vendor management Organization (VMO), procurement department, a governance or "stay back" team, or some other similar structure - are charged with managing these external relationships.

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