Cultura Coaching, LLC

Founder and leadership coach helping service-based business owner/operators grow their business with clarity, structure, and purpose—one business at a time. 

Through my initial 90-day Growth & Profit Accelerator ($3,995), I deliver a proven, strategic framework that aligns teams, improves culture, and drives measurable results. 

Clients consistently see 25%+ revenue growth, 3%+ profit increases, and stronger retention through clear SMART goals, actionable steps, and full accountability.

Profitable Growth Coach

Cascadia Global Security

Led regional security operations across Oregon, managing 60+ client accounts, 90+ employees, and $5.2M+ in annual revenue with a consistent 18%+ profit margin. Achieved a 47% gross margin improvement within 3 months by optimizing workforce scheduling and reducing labor inefficiencies. Successfully lowered direct labor costs by 9.8% and overhead by 58% while maintaining 100% client satisfaction through strategic hiring and responsive service delivery.

Regional Operations Manager (Oregon)

Premier Services Group

Directed administrative operations for a $40M+ company servicing 110 Lowe’s stores across 6 states, overseeing 800+ daily activities for 1,500+ weekly customers. Led a 30+ person scheduling team, HR, and training functions, enabling 300% revenue growth by formalizing recruiting, onboarding, and customer support systems. Improved customer satisfaction scores by 11% and eliminated overdue scheduling commitments through strategic process design, data-driven accountability, and scalable operational structures.

Director Of Operations

Dovetail Coffee

Brought in by a potential investment group as a business operations expert to partner with the CEO in scaling a specialty coffee business. Oversaw 3 café managers, 12 staff, and 1 roaster while developing and executing a growth strategy that led to the opening of two new locations. Built and optimized internal processes for recruiting, hiring, and training, resulting in a 100% increase in trained team capacity prior to COVID-19-related closure.

Vice President of Operations

G.W. PAULSON COMPANY

Managed operational projects for a construction services provider, leading a team of 12 installers and overseeing all estimating, ordering, and scheduling functions. Handled 100+ daily requests from project superintendents while streamlining processes to increase home builds by 85% and set a 30-year department revenue record at $1.5M/month. Maintained 100% client retention through consistent, high-level service and execution.

Account/Project Manager

Renewal by Andersen of Oregon

Led and developed a high-performing sales team of 15 for a premium window installation company, generating 90+ quality leads per month and driving 30%+ revenue growth in just 6 months. Recruited and trained 25+ new team members in one year, built client satisfaction tracking systems to improve NPS, and optimized field rep placement to achieve record-breaking monthly sales. Recognized by leadership for strategic execution and sales excellence.

Marketing Manager

First Response Security

Oversaw organizational strategy, vision, and execution of operations, client services, human resources, accounting, and business development processes, people, and systems.  
Primary driver of B2B firm delivering 5K+ weekly guard and security services with team of 4 direct reports and 130+ customer-facing security officers. 
Generated revenue by performing all sales activities. Conceived of and implemented new recruiting structure. 

> Executed organizational goals through business process improvement resulting in 842% growth over 8 years and 2 highest years of revenue and profit in 25 year history.  
> Led, coached, and motivated 8+ critical client-facing operational staff and managers overseeing 130+ employees, providing 3 different services to 500+ clients at 6,000+ accounts exceeding client expectations, resulting in 95% client retention and 10%+ annual growth. 
> Analyzed operating budget of $5M+ annually focusing on P&L opportunities resulting in 10% revenue growth and 1%+ of increased net profit year over year.  
>  Increased revenue from -16% loss during recession (2007 -2011) to 27%+ growth over 5 years through strategic planning and execution
>  Improved customer satisfaction and mitigated business risks through the project management,  strategic planning, budgeting and implementation of a proprietary customer facing software and technology for 50+ accounts

Vice President of Services

Negotiated and sold B2B contracts growing revenue by 842% from $360k annually to $3.25M. Achieved 84% revenue growth in 2 years after 3 years of negative profit. Recruited, trained, and onboarded a staff 
of 4 direct reports and 95 security officers.

Oversaw all branch operations to include administration, operations, human resources, customer services, sales and scheduling. In addition, played a leadership role in the client services approach for the company.

Sr. Director, Client Services | Branch Manager

Customer Service Representative

You didn’t start your business to stay stuck—scrambling to make payroll, buried in the weeds, guessing at your margins, and wondering why your bank account doesn’t reflect your hard work.

Yet here you are.

When it comes to building a profitable business, there are two common paths:

1.  Keep pushing, hoping next month will be different—ignoring your numbers, chasing more sales, and reacting to cash flow chaos.
2.  Get strategic—plug profit leaks, build a financial system that works, and create a scalable growth plan based on data, not gut instinct.

Most business owners fall into the first camp.  Not because they’re lazy—but because no one ever taught them how to manage the financial side of the business like a CFO.

Even if you're brilliant at what you do, the numbers can feel intimidating.

Margins are shrinking. Cash is tight. Expenses creep up. And you’re not even sure where the money goes.

You know how to work hard.

You just don’t have a route—a clear, proven path to take back control.

Now, imagine this instead…

▪️ You know your numbers—and exactly where your profit is leaking
▪️ Your cash flow is steady, predictable, and growing
▪️ Your pricing, margins, and offers are optimized for sustainability
▪️ You have time to think, plan, and lead—not just put out fires
▪️ You finally feel in control of your business—and your future

That’s what I help growth-focused business owners do.

What I Offer: The 90-Day Profitable Growth Route™

Inside this high-touch 1:1 program, I guide you from 'Basecamp' to 'Peak'—through a proven route to gain clarity, confidence, and control over your business finances.

Here’s what we build together:

▪️ A clear financial map—so you know what to track, fix, and measure
▪️ A 25%+ increase in profit by plugging leaks and optimizing your pricing
▪️ A cash flow system that ensures you're never surprised by your bank balance
▪️ Operational clarity so you stop spinning and start scaling
▪️ A repeatable, scalable 90-day growth framework to stay on track year-round

Backed by Two Guarantees:

1.  Confidence: If after 2 sessions, you don’t feel confident in the value I bring—I refund you in full.
2.  Completion: If by Day 90 you don’t have a complete plan and time to execute it—I work with you up to 2 additional sessions, at no extra cost.

You Deserve a Business That Pays You Well—Not One That Drains You

If you’re ready to fix your financial foundation and start building toward real, sustainable growth—I invite you to shoot me a DM or schedule your 20-minute clarity call.  

Start your profitable growth journey today!

Damien Foglio

I had a tough chat with a new client yesterday. He asked his top employee to perform a task, and the response was: "Nope." 

This pattern only happens because it’s been allowed to happen before. 

I told him, "Your business will only be as good as what you tolerate." 

Tolerate poor behavior, sloppy work, or low standards — and you’ll keep getting the same results. 

No amount of warnings or conversations will change that. 

Change only happens when you decide enough is enough and stop accepting what’s unacceptable. 

Leadership isn’t just about messaging — it’s about setting clear standards and holding your team accountable. 

Because growth begins where tolerance ends. 

What’s your take on how leadership sets the boundaries that drive success?

Hands-on help for Service-based Founders ($300k to $3M) to professionalize their business, ditch the COO hat, & shift from chaos to clarity — starting w/ profit & cash flow | 8-Wk Profitable Growth Accelerator™

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Meeting with a prospective client yesterday, one thing became apparent: 
He had great revenue ($1M+), was even making 5%+ profit, but had no cash flow to float payroll. 

Truth is, every small business owner wants steady cash flow, 
but not all of them have it. 

Start with this fact: 
The biggest reason small businesses struggle to keep the lights on is because they don’t have enough profit.

Sounds simple, right? 

But here’s the kicker: 
Even if you’re making a profit, you’re not necessarily staying afloat. 

Why? 

Because most business owners are spending that profit right away:
Debt payments, owner draws, bonuses, or just plain old overspending.

If you want to build predictable cash flow, you need to control what you’re extracting from your business.

Here’s my advice: 
Review your monthly financials like a hawk. 

Understand where every dollar is going.
If you’re not doing that already, you’re flying blind.

Profit isn’t just an end-of-month number. 
It’s the fuel that keeps your cash flow alive.

Stop spending your profit like it’s Monopoly money. 
Reclaim your financial clarity, and your cash flow will follow.

Are you ready to take control? 

Do this, starting today: 
1️⃣ Start by reviewing your numbers weekly.
2️⃣ Review your P&L's by percentage (in accordance to revenue) monthly. 
3️⃣ Make decisive actions to improve the outliers. 

Because no matter how busy you are, 
if your profit isn’t growing, your cash flow isn’t either.

Let’s get real about your numbers. 
Your business depends on it.

Many service-based business owners are scared to bring me into their business. They fear being judged for a messy business — no clear financials, no clear direction, and no clear goals. 

I’ve talked to many owners who are nervous — almost scared — about what I might discover when I dig into their books and systems.

Here’s the truth: 

That mess? It’s exactly where I thrive.
That chaos is a goldmine.

It’s where the real story lives — the hidden leaks, the missed opportunities, the profit leaks buried in the clutter.

And here’s a secret: Just because the data looks bad doesn’t mean the business is bad.

Problems are honest messengers.

They tell us where we need to fix things, where to tighten margins, where the profit leaks are hiding.

The key isn’t solving everything at once — it’s starting with ONE thing, the biggest challenge, and knocking it out.

Like pushing snow downhill, solving one frustration snowball makes everything easier moving forward.

So, if your business feels like a mess, remember — that’s where growth begins.

Tackle the biggest pain first, and watch how momentum builds.

Ready to turn your chaos into clarity? 
Let’s start cleaning up those profit leaks today.

Here's a super unpopular opinion that might ruffle some feathers...
Sometimes, the best move is to just fire your employees and move on.

My client had one admin , the person who handled all the tasks he hated doing, didn't want to do, and honestly, wasn't great at.

That admin let him focus on what he loved: the field, the customers, growing his business.

But earlier this week, she vanished.
No calls, no texts, nothing. 

The next day, still nothing.

My client reached out, asking how to handle it when she comes back.
Wait, what?!

I told him straight: don't bother having her come back.

In my world, employees have three jobs:

1. Show up ready to work
2. Do the work
3. Leave on time

When they nail those, you usually win.

But when step one, showing up, is broken?
You're already losing.

It's trust. Confidence that your team has your back.
When that trust is gone, every day becomes a question mark.

Is my team gonna show up today?
That's not a team I want my clients to be part of.

A team where you can count on them, every single day.
Not one where you wonder if they'll even bother to show up.

In this case, no-call/no-show? 
That's job abandonment. Self-termination.

Sometimes, the toughest decision is letting go.

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Cash Flow Freedom - Dec 1

Workshop

📌 On Monday, January 19th at 7 pm EST I am hosting a 1-hr workshop: Profitable Gameplan helping business owners get a jump start on achieving their 2026 goals. 

https://calendly.com/coach-damien/workshop

It's only $25 to join. 
Includes bonuses and a replay.


I say a lot of things on LinkedIn, but never did I expect something I said to turn in to a "mini-viral" moment.   At least in my small world.  

But apparently my post on Sunday struck and nerve and invited new people into the conversation of leadership.  

In this case, an employee was asked by the owner of the company (his dad) to perform a client request, to which the employee (the son) refused to do. 

The requested service was well within the scope of work and the owner felt it was helping a long term client out.  The employee felt it was a waste of time.

So, who is right in this situation?  

I might argue that as long as the work order and service request is within the scope of work the company provides, the employees are to do what is requested of them.  

That's what this conversation is all about.  

However, part of what I learned from this post is that context matters.  
And I completely agree with that.  

Without context there is a cliff hanger.  A desire to know more. 

But then the question is: 

With more context would it have gotten the response that it did?  
Did the fact that my post lacked context create the curiosity to join the conversation?  

Not really clear, but one more thing I learned: Keeping up with a post like this, providing context and responses to every single comment is a lot.  

Almost overwhelming, but worth it.  

Here is the link to the original post: 
https://lnkd.in/g-x5QhwM

Merry Christmas from the Foglio's! 

I hope everyone got to spend time with the people they wanted to.

As you look back on 2025 and evaluate what you want out of 2026, do you have a process? Here is what I am coaching my clients through over the next few weeks....

𝟭️ 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗔𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀

Problem: You built a business that has revenue, but can't seem to get past a specific milestone, roadblock, or next opportunity. 

You may be the problem. 

Solution: Understanding your current position is crucial. 

Recognize what's working, what’s not, and admit when you need a helping hand. 

Remember, if the mindset that got you here was enough, you'd already be there. 

Possibly time for a mindset upgrade.

𝟮️ 𝗦𝗲𝘁 𝗦𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗚𝗼𝗮𝗹𝘀

Problem: Most business owners have an idea of where they want to be, but the most detail they have is it NOT being where they are currently are. 

Solution: Set specific and measurable (Yes, SMART) goals for yourself and your business. 

Define what success looks like, set yourself a timeline, and determine your "why".

𝟯️ 𝗕𝘂𝗶𝗹𝗱 𝘆𝗼𝘂𝗿 𝗥𝗼𝘂𝘁𝗲

Problem: You've got your goals, but you’re daunted by the myriad ways to achieve them. 

Many options, but unclear on which route and next step to take. 

Solution: Find your "guide"—someone who's conquered this mountain before and can lead you through the simplest, safest path. 

Follow their steps and work together to pivot if needed. 
(The goal is to take the most efficient route to your goals)

𝟰️ 𝗘𝘅𝗲𝗰𝘂𝘁𝗲 𝗗𝗮𝗶𝗹𝘆

Problem: We often know what to do, but get caught in the web of busyness: checking emails, solving minor fires. 

Solution: Boost your productivity by dedicating 10% of your time every week (4 hours) to work ON your business and IN your strategic goals.

Now, picture yourself at your endpoint. 

What do you feel?
Excitement? 
Relief? 

It won't happen by accident.

While speaking with a client yesterday it was apparent they were not focused on the right things in their business. In reality, they needed to focus on these three things...

In every small business, each owner needs to focus on 3 things: 
Working, Building, and Selling.

1️⃣ Working - Providing the service
2️⃣ Building - Improving the business from the ground up
3️⃣ Selling - Performing revenue generating activities

When a small business owner is making time for these three things, their business will all-but-guarantee growth for the long term. 

The rest is just filler. 

But often, the filler is what takes up most of the time, but does not move the needle in our business. 

Here's a step for you to take today: 
1. Start tracking how your time is being used each week are you focused on any of these 3 things. 
2. Improve the areas in which you need to. Make these the priority over the filler. 

Here's to your growth 👊

Ever been so unhappy with your business that just the thought of another day doing the same thing made your stomach turn? 

That’s exactly where Will was when he found me. 

He wasn’t clear on what his goals were. 
He didn’t have a plan. 

All he knew was: 
He hated where he was and refused to stay there. 

Sometimes, that’s all it takes to get moving. 
A little dissatisfaction with the status quo. 

So, even without a specific target, we agreed on one thing: 
Things had to change. 

We started by digging into his frustrations. 
The sleepless nights. 
The dread when he drove to the office. 

Turns out, there were two main issues holding him back: 

1. Job and work order intake. 
2. Employee scheduling and assignment. 

Fix those, and everything else becomes easier. 

Once we hammered out those pain points, we moved to the next stage. 

My 3-Step System to optimize and scale businesses in 90 days or less: 

Step 1️⃣: Identify & Eliminate Bottlenecks 
→ What’s slowing you down? 
→ We audit where your time and money are leaking. 

Step 2️⃣: Systemize & Automate 
→ We ditch manual work. 
→ Implement automation and delegation so you can grow without burning out. 

Step 3️⃣: Scale with Strategy 
→ We craft a custom 3-year roadmap. 
→ Double your revenue—without sacrificing your sanity. 

This isn’t some fancy theory. 

It’s the exact system my clients use to boost profit and free up time fast. 

If you’re tired of spinning your wheels, let's talk. 

What’s holding your business back? 
Drop a comment or send me a message. 

Let’s make change happen.

If I was frustrated with how my business ran in 2025, here are the 8 things I would do to get it back on track and hit the ground running in 2026. But most owners are not doing #2. 

1. Set Goals: I would set my goals for 2026 based around my three primary metrics: Revenue, Profit, and Time. 

Fix these and many other items fall into place. I would review these quarterly to ensure I am on track for my 1 year goal. 

2. Measure Weekly: I would set up a recurring 45-min meeting to review these 3 items weekly. 

What did it cost me to run my business this week (payroll, overhead, cost of goods, etc.)? Make 1 decision each week that is going to improve each of these and by the end of the quarter, your business should start to look quite different. 

3. Monthly review: Each month I would review my P&L and make up to three decisions to improve it. Cutting costs and/or expenses, negotiating discounts, improving pricing, etc. 

4. Manage Cash: I would use 4 bank accounts to manage my cash so I know where it is at all times and how much runway I have each month. 

Have a savings account for taxes and emergency expenses, along with profit. 

5. Fix Pricing: I would improve and increase my pricing for new customers when getting too many “yes’s”. 

By building a pricing model for the business, it often just takes one lever to make an improvement. 

6. Add Services: I would add any new services in which I get regular requests about. 

Tracking these as they ask and add them up each quarter and add that service to my menu of services. 

7. Generate Revenue: now that I have all of these items in place, I would focus any remaining time, with a minimum of 4 hours per week, focused on creating content, placing ads, and reaching out to potential customers. 

8. Define done: Each day and each week I would define what done looks like. 

Each week I would have 3 primary objectives to accomplish by Friday each week. And each day I would define 3 secondary objectives to accomplish prior to leaving for the day. When these are done each day and when the weekly objectives are done each week, I am done. 

In the end, I want a business I am running, not one that is running me. 

By setting the direction and doing everything I can on a daily, weekly, monthly, and quarterly basis, there is no way to not achieve my one year goals. 

Anything you would add to this?

Profit isn’t just a dollar amount. It’s a percentage.
Focusing solely on a number can be dangerous...

Why? Because numbers don’t grow or scale with your business.

A big profit figure today might look impressive, but what happens when your sales double?

Will that dollar profit stay the same?
Probably not.

But if your profit margin — that percentage — is solid, it scales with you.
It grows as your revenue grows.

That’s the real key to sustainable, profitable growth.

Managing a percentage gives you a clear view of your business’s health
regardless of size.

If you want to grow without losing margins, focus on the percentage, not just the dollar figure.

Because percentages don’t just scale—they multiply.

What’s your profit margin?
And how are you making sure it grows with your business?

(Yes, our house has been fully decorated for Christmas since the first weekend in November.)

Time to start thinking in percentages.
Your future self will thank you.

I am constantly having to remind myself this key fact: 

Consistency > Intensity

Of course it sounds simple, but in reality, its a game changer. 

Combine consistency with review, revision, and action...
And you have the exact formula for success. 

Success in personal life. 
Or in your business. 

I often find myself in, what feels like, a unique spot of coaching my clients towards their success, while also building and growing my business. 

This has caused me to often feel anxiety, like I am not doing enough...

That is why I: 

1️⃣ Break down every one of my annual goals into weekly metrics. (IE: $250k annually is a huge goal, but it’s only $4,800 per week). 

2️⃣ Identify the daily habits that help me achieve my personal and professional goals. (IE: 1 LI post per day, 5 prospect follow ups, 1 x 40-min workout, etc)

3️⃣ Track my progress in a habit tracker I have on my desk at all times (A Small grid of the items I know, that if done daily, will move me closer). 
Review weekly and make necessary pivots or improvements. 

Doing this, helps me define “done”. 

If I do my daily items each day, and weekly tasks each week, I can be confident that I did what I needed to do to move closer towards my goals. 

For me, it’s all about accomplishing what I need to do, while having time for what I want to do. 

But hey, I'll be the first to admit—this path isn't for everyone.

For me, spending time with family is not just about eating, drinking, gifts, and games. It is much deeper than that. 

Getting together with family is great, but that is not the point: 
Just being together. 

It's a start, but not the reason. 

The point (for me at least) is to grow together, to learn more about each other, to support each other, and let them know they are very important to us. 

When we get together, I try and be intentional about this, engaging in conversations and asking questions.

This year, while on our annual trip to the mountain with my wife's family, we went around the table and discussed our 2026 BHAG's (Big Harry Audacious Goals). 

Some we work and career related. 
Others, personal goals. 
No wrong answers. 

To me, you learn the most about people when you learn what their goals are. 

It shows me what is important to them. 
It expresses what area(s) they want to grow the most in. 

For those curious...
My BHAG: Double my income without doubling my time. 

What is yours?

Part of me wants to raise daughters who are great team players and dependable employees: self-aware, responsible, respectful, and willing to go above and beyond.

But another part of me dreams of raising entrepreneurs.

Ones who push boundaries, question things to better understand, and aren't afraid to forge their own path.

Honestly, either path works for me, as long as they are happy.

Every Thursday night, on the way to hip-hop dance class, my 11-year-old Harper and I talk about the business she wants to build.

It's become our weekly ritual, reviewing her "business plan," updating it, and figuring out what's missing.

And since I promised to be her first investor and biggest supporter, it's crucial we build that investor-entrepreneur relationship early.

Right now, we are building "Fit & Fashion" where local ladies can gather, purchase Alo quality items at Rack prices, while joining in fitness classes. 

The real question: are we empowering her to chase her dreams or just teaching her to follow orders?

Either way, I know one thing , what she learns now will shape her future.

And honestly, I wouldn't have it any other way.

What about your kids? Do you want them to follow a well-trodden path or blaze their trail?

Let's talk about it in the comments.

Last week I sat on a call with a client and his brand-new admin.

He’d just had to move on from the previous one.
Clean break. Fresh start.
And one big problem:

The admin wanted to do a great job.
The client had no idea where to start.

So instead of training task-by-task...
or dumping a massive SOP doc on them...

We focused on just three things.

Not forever.
Just to get momentum.

Here’s what we did:

Defined the start of the day
What does “a good day” look like the moment they log in?
Clear tasks. Clear ownership. No guessing.

Defined the end of the day
Before signing off, what must be done for it to count as a win?
This alone removed 80% of the anxiety.

Prioritized the middle
A simple list of the best use of time in between.
Not everything. Just what matters most.

That’s it.

No micromanaging.
No overtraining.
No “let’s cover every edge case.”

And here’s the result:

The admin was up and running by day 2.

Not perfect.
But confident.
And moving.

This worked because most people try to train for completeness…

When what people actually need is clarity.

Clarity creates confidence.
Confidence creates momentum.
Momentum buys you time to refine later.

If you’re onboarding someone right now:

Start with the bookends.
Then fill in the middle.

What’s the first thing someone should own when they start their day?

—

If this was useful, say 👋 or steal the framework.
I share real behind-the-scenes moments like this often.

If I could fix one thing in every business I see it would be this: 
Find your profitability model first. Then scale it. 

So many business owners I see have a great business with great revenue. 

But they lack cash flow. 
They lack cash flow because they don't have profit. 

They are simply spending too much to provide their services. 

For some clients, it is because they are paying themselves too much. 
Perhaps they are paying themselves a salary that cannot be supported. 

For others they might be paying too much for their staff (either too much per person or too many people). 

For many, they might just have high overhead, business expenses to cover. 

So, if you are like one of these companies, try this: 

First, stop focusing on revenue until you solve profit. 
Build your businesses budget to provide your services. 
Start with revenue and then work in percentages from there (this scales). 

Then, define your ideal profit margin. 
Start at 10%. You can work up from there. 

Finally, now define how to best spend the 90% remaining. 

I often find the following percentages as great starting points for service-based businesses: 
50% labor
40% expenses (including owners salary)

So where do we go from here? 

1. Build your ideal business budget for 2026. 
2. Schedule in time each month to review the previous month's P&L (Bonus if you do this weekly!)
3. Make 1 to 3 decisions each month to improve the numbers and mold them closer to your budget. Focus on improving each item 1% at a time. 

Need some help with this? 

I will be walking through this entire process in my Profitable Gameplan workshop next Monday. 

Link is in the comments.

My wife and I have started the process of looking for a new family vehicle. 

We simply cannot fit our family of 4 and our luggage (We all have a tendency to overpack a bit.) in either of our two current cars. 

But while talking to sales people and dealerships one thing stood out. 
This dealership 20 min south, does not negotiate. 

They go by a one-price motto. 

I was a bit used to this when purchasing Audi's in my previous life, but for a Toyota? 

But that's it. 

The price they give you in store is the price they sell it. 
Everyone gets the same price. 

Then I started thinking about all of the positives of this...

Eliminates possible discrimination. 
Levels the ground for different levels of negotiations. 
Allows each person to get the same deal, no matter their purchasing power. 

I hated it as a buyer, as I wanted to negotiate. 
I want to feel like I am winning something more. 

But as a business, I love it. 

Too many times, service-based business owners build their price, but are open to negotiation. 

They lower their price to make a customer happy. 
Or provide a discount to help get the sale. 

But this can work in the opposite direction. 
It cheapens the service. 

1️⃣ Build your perfect profitable price for each service. 
2️⃣ Stick to it. Don't negotiate. 

Some of my clients are hesitant to tell clients their pricing. 
When that is the case, we...
1️⃣ Post it to a website or landing page. 
2️⃣ Point every client to that page. 
3️⃣ Have them book a call at the bottom. 

Easy peasy.

(PS: This was last night's sunset from the dealership. God's creation is beautiful!)

Investment diversification can look a lot different for a lot of people. 
But the truth is, there is no one size fits all approach. 

Some people invest in the stock market. 
Many invest in real estate. 
Others into bullion (Have you seen gold prices lately?!) 

One of the approaches I coach is that your business is your income generator. Your money making machine. Both in income (through payroll) and through owner draws (from profit). 

It makes you money, which then allows you to build personal wealth and invest it. 

And, when it comes to personal investing, I stick to one rule: 
𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝗯𝗲𝘀𝘁. 

Not what the influencers say you should invest in. 
Not what ads you are seeing on social media. 
Not what your broke friends or family say you should. 

But in what you know in and out.

So, what do I know best? Vintage Baseball Cards. 

A collector as a kid, reinvigorated over the last 8 years to really learn more. 

Just like many investments, there is risk:
Risk of decrease in value. (Vintage has less risk than current players)
Risk of something being stolen or damaged. (I keep them in a safe)

But there is also reward: 
This year the vintage sports cards market is up 6.18%
One investment of mine has 10x since 2017. 
A good conversation. 

What ever your investment approach is, I encourage you to be intentional about it. 

Know your risk tolerance. 
Focus on growing your business to grow your wealth. 
Be relentless about making the most of your money. 

What are some of your alternative or diversified investments?

Where are you on the side of New Year's resolutions? 
Personally, I love them, but I know they are not for everyone.  

An old friend of mine was anti-resolutions. 
They said that people should not wait to new years to set new goals.  

I can agree with that, but they also didn't set any sort of goals.  

For me personally, here is what I do: 
1.  Review last year's goals.  
2.  Build upon those.  

Did I hit my goals?  If not, what's the next level? 
If not, are they are still important?  
Do I need to pivot?  

Professionally, every goal is an annual revenue, profit, and time goal: 
1.   Revenue: How much money I make in my business? 
2.  Profit: How much of my revenue to pay myself?
3.  Time: How much time am I willing to put into to achieve those two?

Any thoughts or feedback on this format?  
What is your approach?

Are you the type to make New Year's Resolutions, or do you skip them altogether?

Honestly, I believe everyone needs at least one goal, because real growth only happens when there's change.

We don't need more information. We need transformation. 

But here's the catch: Change doesn't just happen.
It starts with a clear, measurable goal, a timeline, and a plan.

Whether your goal is to lose 20 pounds or grow your business by 20%, breaking it into 90-day chunks makes it manageable.

Want to drop 20? Focus on 5 pounds every 90 days.
Looking to scale? Aim for a 5% growth each quarter.

It's not about WHEN you start, 
it's about HAVING a goal and a plan to reach it.

Goals for 10 years, 3 years, and 1 year are important.

But the real magic? 
Breaking them down into actionable steps for the next 90 days.

Know where you are now, define where you want to go, and map out your 90-day milestones.

Set your goals today , whether it's New Year's or a random Tuesday.
Grow in every aspect, and make this year different than the last.

One goal at a time.
One 90-day sprint.

Struggling to define your next 90-day goals?
Reach out, I'd love to help you turn big dreams into achievable plans.

Let's make this year your best yet.

PS: My goal is to help 100+ small service-business owners build better businesses in 2026. Improving pay, satisfaction, and profit - all without adding more hours.

Justice Group Advisors

I help biotech leaders succeed in high-stakes roles by leveraging their strengths and addressing what holds them back—so they can lead with greater influence and impact.

🌐 justicegroupadvisors.com

Founder | Executive Coach for Biotech and HR Leaders

Minnesota State University, Mankato

Committees: Governance and Membership, Grants.
As a member of the Board of Directors, I provide strategic guidance and oversight to enhance the University's ability to help students, faculty, and programs by encouraging and stewarding sustained philanthropic support.

Foundation Board Director

I guest lecture on the intersection of brain science, behavior, and leadership—making complex ideas accessible and applicable. My sessions help students connect the dots between theory and practice, especially in biotech and HR.

With a background in behavioral psychopharmacology and executive roles across life sciences, Medical Affairs, and HR, I bring a practical, real-world lens to every class. As a coach, I help leaders earn and embrace their seat at the table—and I bring that same focus to the classroom.

I especially enjoy speaking with MBA students, future HR leaders, and those building careers in biotech.

Guest Lecturer

Advanced Therapies

Advisory Board Member

Enspira

As one of the founding members of Enspira's advisory board, I provided strategic guidance and insights from inception through its acquisition by LEAD3R. Leveraging my expertise in human capital management, talent development, startup growth, and life sciences, I played a pivotal role in fueling Enspira's growth and development. I'm here to provide strategic guidance and support as an advisor to startups in need. Let's connect to explore how I can help your venture thrive.

TCR² Therapeutics Inc.

Executive Team | Board Engagement | People & Medical Affairs Leadership

C-suite leader with a dual mandate: People Strategy + Medical Affairs.

At TCR2, I partnered with the CEO, Board, and executive peers to scale the company through rapid growth, market shifts, and global uncertainty—while also stepping in to lead Medical Affairs during a critical period.

Key contributions:

Board Relations: Presented quarterly to the Board; led Compensation Committee and participated in Nominating & Governance. Built Director fluency on talent priorities, DEI, and organizational risk.

Talent & Succession: Strengthened succession planning and retention by identifying future leaders early and ensuring readiness for key roles.

Manager Development: Built a practical, behavior-focused system that helped people managers grow into confident, influential leaders—laying the foundation for what became The Leadership Lab.

Comp Strategy: Secured Board approval on high-profile initiatives (e.g. Equity Exchange), balancing shareholder expectations, regulatory complexity, and business needs.

DEI Results: Tripled representation of people of color and doubled women in senior leadership; diversified the Board.

Medical Affairs: Assumed functional leadership—growing internal capabilities, increasing scientific publications, expanding congress presence, and elevating patient and KOL engagement.

Culture & Leadership Brand: Sponsored company-wide culture strategy and giving program. Made leadership development a visible strength of the company—helping managers grow into trusted, strategic leaders.

Chief People Officer & Head of Medical Affairs

Surgery Partners, LLC

Executive Team | Board Partnership | Post-Acquisition Integration

Executive leader during a period of rapid transformation, M&A activity, and CEO succession.
Led people strategy across a national network of surgical facilities—guiding cultural integration, talent strategy, and executive transitions during complex change.

Key contributions:

Board Relations: Presented quarterly to the Board; led CEO succession strategy and supported transition from CEO to Chairman and COO to CEO. Partnered with the Compensation Committee to align pay with performance and introduce long-term retention incentives (LPUs).

Comp & Benefits: Launched a Total Rewards strategy that shifted the culture toward performance—while saving 15% in benefit costs and overcoming legacy systems and resistance.

M&A & Scale: Supported $100M+ in annual M&A activity. Standardized people ops and implemented scalable tech infrastructure to integrate acquisitions and generate talent insights.

Org Design & Efficiency: Led post-merger organizational design and cultural integration—improving efficiency, unlocking a $7M run-rate savings, and creating cross-functional alignment.

Leadership & Talent: Introduced enterprise Talent Reviews that increased internal mobility, reduced agency spend, and shortened time-to-fill—driving shared ownership of leadership pipelines.

HR Team Strategy: Transformed HR into a strategic partner and made talent acquisition a core capability. Built a strong leadership bench and led a successful internal successor transition.

Culture & Inclusion: Strengthened engagement across 32 states and 125 sites—spanning surgeons, hospital CEOs, and hourly teams. Improved Glassdoor ratings from 2.6 to 3.9 and moved retention scores to the top quartile.

EVP and Chief Human Resources Officer

Biogen

HR Leadership Team | Enterprise Risk Committee | CEO Learning Committee Lead

Built and led Biogen’s global learning function—transforming fragmented efforts into a strategic advantage.

Led a $30M enterprise learning portfolio supporting R&D, Commercial, Manufacturing, and G&A teams across global sites.

Key contributions:

Enterprise Learning Strategy: Unified siloed training teams into a high-impact global function—establishing learning as a strategic driver of performance, innovation, and retention. Delivered $12M (34%) in savings while earning industry recognition for best-in-class design.

Change Leadership: Championed the company’s most successful IT-HR implementation—a global Learning Management System—by enrolling champions, aligning stakeholders, and leading cross-functional execution entirely through influence.

Leadership Reach: Chaired the CEO’s Learning Committee and contributed to enterprise risk planning—elevating learning as a business lever, not a support function.

Chief Learning Officer

Medical Affairs Leadership Teams | R&D Quality Council

Led global learning for Medical Affairs across multiple therapeutic areas and regions—building scalable capabilities to support pipeline and launch success.

Key contributions:

Global Team Leadership: Managed a $9M budget and led a US- and Switzerland-based team with affiliate partners in EU and APAC. Built scalable systems and capabilities to support growth.

Launch Readiness: Delivered learning strategies for 5 international product launches across 3 therapeutic areas—focused on the knowledge and behavioral shifts required for commercial success.

Risk-Aligned Governance: Shifted organizational posture from one-size-fits-all compliance to value- and risk-based learning decisions—partnering closely with Legal, Regulatory, and R&D.

Senior Director, Global Medical Excellence  /  Director, Medical Training

EMD Serono, Inc.

Neuroscience Portfolio | MS Franchise | Clinical Development Support

Built trust with key scientific leaders and turned field medical into a strategic force—advancing clinical trial engagement and shaping medical strategy.

Key contributions:

Scientific Engagement: Cultivated relationships with medical thought leaders and supported trial site development to advance MS portfolio objectives. Led advisory boards to inform Medical Affairs strategy.

Field Leadership: Recruited, developed, and led a high-performing MSL team covering two-thirds of the U.S.—consistently exceeding performance benchmarks.

Recognition & Impact:
– Received the company’s highest Commercial honor (President’s Award)—the first Medical Affairs team member to do so.
– Appointed to the FDA Advisory Board strategy task force to support a key NDA advancement.

Program Strategy: Managed the operating plan and external education budget—driving field readiness and alignment with corporate goals.

Associate Director, Medical Science Liaisons (MSL)  /  Sr. MSL  /  MSL

National MS Society

Strategic Turnaround | Board Engagement | Revenue Growth

Led cross-functional teams and strategic initiatives to strengthen performance, partnerships, and revenue.

Built and led Chapter Programs, Marketing, Communications & Public Relations, and IT departments.

Developed strong partnerships with key stakeholders including neurologists, scientists, allied health professionals, and corporate partners.

Led Board of Trustees, staff, and volunteers in creating and implementing a 5-year strategic plan that transformed the chapter from underperforming ($5M, lowest rating) to top-performing ($10M, highest rating).

Transformed an informal auxiliary fundraising group into a structured and cohesive Junior Board with aggressive fundraising goals—growing revenue by 66% in year one ($163K → $270K).

Created new revenue streams and governance for corporate partnerships with biotech and pharma companies.

Executive Vice President  /  Vice President

McKinsey & Company

Consultant | Strategy & Operations

Led client engagements with senior executives and operational leaders to drive growth, reduce costs, and implement scalable strategies.

Designed governance model and operational strategy for the National MS Society. Conducted benchmarking, surfaced best practices, and partnered with board and staff to assess high-impact opportunities.

Built and rolled out a performance management program and asset tracking system for a major medical device company—boosting productivity by 20% ($2M) and cutting capital expenditures by $3M.

Developed a shared services strategy for a franchise-based retailer spanning multiple business lines—generating 12% near-term savings ($105M) and a self-funding transition roadmap.

Management Consultant

Strategy doesn’t fail in the boardroom.

It fails in the trenches — when leaders can’t align, decide, or adapt fast enough.

And when that happens, execution stalls, trust erodes, and opportunity slips away.

I’m Angela, and I work with executives and HR leaders to close that gap — building sustainable leadership capacity so strategy turns into results that last.

The leaders I work with aren’t stuck because they lack capability.
They’re stuck because they’re navigating high-stakes roles where expectations are big, pressure is constant, and the path forward isn’t always clear.

Outcomes are high-consequence. Relationships are multi-dimensional. Decisions don’t have obvious answers — but they do have lasting impact.

That’s where I come in.

Sometimes that means executive coaching for senior leaders.
Sometimes it means working with leadership teams, or partnering with HR to scale development across the organization.

I bring a mix of science, strategy, and lived executive experience — from a PhD in neuroscience, to consulting with McKinsey, to serving at the C-level in biotech across both Medical Affairs and HR.

The result?
Leaders who grow as fast as their business challenges — and organizations where strategy doesn’t stall but turns into sustained impact.

What senior leaders say:

“25 years into my career, and the 6 months I worked with Angela was a transformative experience.”
— CPO, Global Biotech

“Angela is a rare strategic thought partner. Coaching with her transforms how you think, act, and lead.”
— CEO, Life Sciences

“Having worked with several coaches, I can confidently say Angela is top-tier.”
— SVP & Board Member

“Working with Angela was a turning point. I’m leading with more influence, impact, and ease.”
— VP, Global Biotech

Angela Justice, PhD

The first week back, everyone sounds about 10% more sure than they actually are.

I notice it every year.

High-visibility weeks have a way of forcing answers before there’s much evidence yet.

You hear people naming priorities before they’ve tested them.

Making decisions with last year’s data and this year’s pressure.

Saying “here’s the plan” when they really mean “here’s what I think right now.”

It’s not bad judgment.
It’s January.

There’s a quiet expectation to have a position before you’ve had enough exposure to the system you’re operating in.

So things get firmed up faster than they need to.

Sometimes the smartest move this month looks like hesitation.

Not disengagement.
Not delay.

“I’m still paying attention.”

Most of the leaders I work with who make the best calls in Q1 aren’t the ones who decided fastest.

They’re the ones who stayed curious the longest.

Executive Coach to Biopharma Leaders | Former Chief People Officer

Angela Justice seated, looking down at her phone with a thoughtful expression, wearing glasses and a navy sweater with white stripes, appearing mid-moment rather than posed.

Every day, we make sure our cats get playtime.

Not because it’s cute.
Because it’s essential.

Play gives them movement, stimulation, and connection.
It meets a need.

And yet when it comes to ourselves—especially at senior levels—we use very different language:

“I need to work out.”
“I’m training.”
“I’m trying to master this.”

Even when we enjoy the activity, it’s framed around improvement.
Control. Discipline. Getting it right.

Last week, my yoga instructor invited us to move with curiosity instead of control.

To explore, not achieve.

I loved the idea.

I also noticed how hard it was to let go of the urge to get the pose right.

Leadership works the same way—especially right now.

When conditions are stable, seriousness looks like competence.
When conditions are shifting, seriousness can turn into rigidity.

We double down on looking certain.
On having the answer.
On proving we know what we’re doing.

But that mindset quietly crowds out something leaders need even more in volatile environments:

Curiosity.

About what's actually changing.
About what your team sees that you might not yet.
About different ways forward when the old ones stop working.

Play doesn’t mean ignoring reality.
It means staying open inside of it.

So as you move through this year:

Instead of asking, “What’s the right move?”
Ask, “What might I try?”

That's the shift.

Destroyed cat toy with stuffing coming out, lying on hardwood floor. Text overlay reads: RIP Mr. Squeak, IV: 2026-2026

"I can't stop replaying that meeting in my head."

We've all been there.

Last week, an executive I coach said those exact words to me.
It took me right back to a meeting I couldn't let go of last year.

The one where I walked out questioning everything I'd said.
Every response I gave.
Every moment I stayed silent when maybe I should have spoken.

That meeting haunted me for days.

Here's what I've learned from hundreds of hours coaching senior leaders 
through these moments:

The meetings we replay aren't always our worst performances.

They're the ones where we showed up vulnerably—where we took a risk, said something that mattered, or made a call without a clear playbook.

Our brain replays them because they felt exposed.

Not because we failed.

Here's what neuroscience tells us: when we fixate on the negative, our brain finds more negative. The rumination loop tightens.

But recovery matters more than perfection.

And the leaders who grow fastest?
They're not the ones who never second-guess themselves.
They're the ones who learn to move forward anyway.

If you've been replaying a meeting in your head, this is your reminder:

You're allowed to be human.
Even in high-stakes roles.
Especially in high-stakes roles.

What's your go-to for hitting reset when you can't stop the replay?

The best career advice I ever got: 

"Stop trying to be impressive. Start being useful." 

Year one at McKinsey. I was drowning in imposter syndrome, performing intellectual gymnastics to prove I belonged. 

A mentor watched me present for 20 minutes, then said: 

"Nobody cares if you're smart. They care if you can solve their problem." 

That was over 20 years ago. 

I see executives fall into this trap all the time now. 

A new VP spends the first 90 days proving they deserve the seat-showcasing expertise, being the smartest voice in every meeting, solving problems their team should own. 

Six months in, they're exhausted. Their team is disengaged. Leadership is wondering why nothing's changed. 

Why? 

Because they optimized for being impressive instead of being useful. 

Being impressive is about you. Being useful is about them. 

Impressive: "Here's my strategic framework..." 
Useful: "Here's what's blocking your team. Let's remove it." 

Impressive: "I have the answer." 
Useful: "I'm building the system that creates answers when I'm not here." 

Impressive shows up in the moment. 
Useful shows up in the outcome. 

The executives I coach who struggle at VP+ are still trying to be the smartest person in the room. 

The ones who scale to SVP and beyond? 

They made the shift from impressive to useful years ago.

"Stop trying to be impressive. Start being useful." | Justice Group Advisors logo in bottom left corner

Leaders keep calling it disengagement.

That’s not what changed.

What changed is how people decide where effort is worth the risk.

I wrote about what 2025 exposed — and why 2026 will make it visible.👇

What 2025 revealed—and what leaders will feel in 2026 Your best people are still showing up. Still delivering. Still hitting their targets. And many o

Open article: Loyalty Didn’t Disappear. It Was Spent. by Angela Justice, PhD • 5 min read

Loyalty Didn’t Disappear. It Was Spent.

The interesting thing about shutdown weeks isn’t that leaders stop working.
It’s what they notice when they do.

The email that felt urgent on December 20th sits unanswered.
Nothing breaks.

The meeting you thought only you could lead gets postponed.
The team is fine.

The decision you were agonizing over?
Still there — but somehow less catastrophic.

Distance doesn’t solve anything.
But it does show you what urgency was real — and what was manufactured.

Some things quiet down on their own.
Others stay loud even when everything else goes still.

That difference is worth noticing.

Not to act on right now.
Just to register.

Text graphic with gray-blue background and purple border reading 'Some things quiet down on their own. Others stay loud even when everything else goes still.' Justice Group Advisors logo in bottom left corner.

"You crushed it. Seriously—what you pulled off in there changed everything."

You smile. "Thanks. It was a team effort."
Then you pivot back to the next priority.

We've all done it.
Deflected a compliment without a second thought.

Not because we didn't hear it.
But because receiving it feels… uncomfortable.

So we brush it off.
We redirect.
We make it about anyone but ourselves.

Here's what I didn't realize until a mentor called me out:

When you deflect praise, you're not protecting yourself from ego.

You're doing something else entirely.

Something that costs more than you think.

Tomorrow's Practical Perspectives newsletter unpacks what's really happening in that moment—and why it matters for your leadership.

Link to subscribe in comments. 👇

One thing I’ve learned about this week over the years:

It’s a terrible time to draw conclusions.

About the year you just had.
About the decisions you didn’t make.
About what you “should” do differently next.

Everything feels either heavier or flatter than it really is.

That distortion passes.

January is a better time for judgment.
This week is better for letting things be unfinished.

Text graphic with gold background and white text box reading 'It's a terrible time to draw conclusions.' Justice Group Advisors logo in bottom left corner.

Fifteen minutes into the conversation, you realize it's not going well.

You've walked through the rationale twice.
They're arguing a detail that doesn't matter.
You're getting pulled into the weeds.

And you can feel it happening:
You add more context.
You clarify one more time.
You soften the edges just enough that maybe it will land better.

Except now the feedback has no shape.
The conversation has no center.
And you're both exhausted.

This isn't a communication problem.

This is what happens when you try to logic your way out of an emotional moment.

Most leaders see difficult conversations coming and prepare the responsible way: with data, rationale, explanation.

But when emotions rise, none of that works.

Because the person across from you isn't listening for logic.
They're looking for safety.

I wrote about the shift that actually moves these conversations forward: https://lnkd.in/gx-apiun

The question isn't whether you can deliver difficult feedback.

The question is who you become when the person across from you gets emotional.

Open article: How to Give Difficult Feedback When Emotions Run High | Justice Group Advisors by justicegroupadvisors.com

How to Give Difficult Feedback When Emotions Run High | Justice Group Advisors

We teach kids to celebrate their wins.

They stack blocks? We clap.
They say a hard word? We cheer.
They try something new? We make it a big deal.

Because we know that's how they learn.

Effort + success + celebration = repeat.

But somewhere between childhood and the C-suite, we stop.

Land the investor meeting? Next.
Navigate the board presentation. Done.
Make the call nobody else wanted to make. Moving on.

Zero celebration. Zero acknowledgment.

Straight to the next impossible thing on the list.

The neuroscience hasn't changed.

Dopamine still drives momentum. 
Small wins still fuel it. 
Celebration still reinforces behavior.

We just stopped doing it.

Here's what I see in coaching rooms:

The executives who burn out are running from win to win without pausing.

The ones who scale have learned to celebrate progress, not just outcomes.

And the ones who build strong teams? They model celebration—not just for their people, but for themselves.

Because if you won't acknowledge your own wins, you're teaching your team to run on empty too.

So here's your year-end assignment:

Before you plan 2026, pause long enough to acknowledge what you actually accomplished in 2025.

Quick test: Can you name three wins from 2025 without checking your calendar or notes?

Biopharmas cut 47% more employees year over year.

42,700 people affected in 2025.

That number isn’t shocking anymore.

What is worth paying attention to is when those cuts happened.

Most weren’t panic moves.

They were deferred decisions finally coming due.

Headcount built for a capital environment that no longer existed.

Portfolios kept intact to preserve optionality.

Leadership teams hoping the market would turn before action was required.

By 2025, the buffer was gone.

So the correction landed all at once.

Layoffs at this scale aren’t primarily a people story.

They’re a decision-timing story.

The organizations that held momentum weren’t the leanest.

They were the ones that made hard calls earlier, with clearer context, and less wishful thinking—before the math forced their hand.

2026 won’t be defined by whether companies grow again.

It will be defined by how early leaders are willing to decide when the data is still incomplete.

𝘋𝘢𝘵𝘢 𝘧𝘳𝘰𝘮 𝘉𝘪𝘰𝘚𝘱𝘢𝘤𝘦’𝘴 2025 𝘣𝘪𝘰𝘱𝘩𝘢𝘳𝘮𝘢 𝘭𝘢𝘺𝘰𝘧𝘧 𝘢𝘯𝘢𝘭𝘺𝘴𝘪𝘴. 𝘍𝘶𝘭𝘭 𝘣𝘳𝘦𝘢𝘬𝘥𝘰𝘸𝘯 𝘭𝘪𝘯𝘬𝘦𝘥 𝘪𝘯 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴.

Bar chart titled “Biopharma Layoffs Made or Projected, 2024 vs. 2025.” In 2024, 156 biopharma companies reported or projected layoffs affecting 29,017 employees. In 2025, that increased to 199 companies and 42,701 employees. The chart highlights a year-over-year rise in both the number of compa

You think hiring from your network is smart risk management.  

It's not.  

It's outsourcing your judgment to your contact list.  

Three hiring managers told me the same thing this month:  

"I only hire people I already know."  

They said it like it was strategy.  
Like they'd cracked some code about reducing risk in biotech.  

But here's what they actually said:  

"I don't trust my ability to assess talent unless I've already worked with them."  

And it costs everyone.  

👉 It costs the company:  
You're not reducing risk.  
You're recycling the same thinking and calling it a hire.  

👉 It costs you as a leader:  
Your network isn't limitless.  
Eventually, you run out of people you know.  
Then what?  

👉 It costs candidates:  
The best person for the role might be invisible to you-not because they're not qualified, but because you've decided connection = competence.  

Here's the part most leaders won't admit:  

It's a weird mix of arrogance and insecurity.  

➡️ Arrogant enough to assume your network contains all the best talent.  
➡️ Insecure enough to only trust people you've already vetted.  

If you're job seeking and hitting walls:  
This is part of why.  

It's not that you're not good enough.  
It's that some leaders have confused  
"known quantity" with "best hire."  

You can't fix their risk tolerance.  
But you can understand it.  

Here's what you need to know:  

"People I already know" doesn't always mean direct work history.  

It often means:  
"People whose judgment I trust can vouch for you."  

That's your opening.  

You don't need the hiring manager to know you.  
You need someone they trust to know you.  

Which means:  

✅ Warm intros beat applications 10:1  
✅ Shared connections matter more than shared companies  
✅ Visibility in their world (conferences, publications, LinkedIn commentary) creates familiarity before contact  

The strategic move isn't hoping they'll look beyond their network.  

It's becoming part of the network-without waiting for them to include you.  

And if you're the leader who only hires from your network:  

Ask yourself one question:  

❓ Are you hiring the best talent available-or just the best talent you already know?  

Because one of those strategies scales.  
The other one just feels safe.  

Have you been on either side of this?  
(Hired from network only / Couldn't get past the network wall)

The market doesn't pay for titles.

It pays for capability.

I just watched a Senior Director spend six months trying to land her next role.

Strong track record. Deep expertise. The CEO knew her name.

But her title expanded as the company grew around her.

Her scope didn't.

Here's the gap most leaders miss:

You think you're choosing a job.

You're choosing an environment.

And environments shape capability in predictable ways.

Early-stage biotechs build speed and range. But systems thinking gets starved.

Scaling companies build integrative judgment. But altitude gets starved.

Established pharma builds rigor. But speed gets starved.

Stay too long in any one, and what you're losing starts to matter more than what you're gaining.

Before you accept the next role or stay in this one, ask:

Am I accumulating capability that translates, or am I just getting good at being here?

I broke down what each environment actually builds (and starves) for BioSpace: https://lnkd.in/g_HgVqTA

Every job ends.

What will you walk away with when yours does?

Open article: Stop Optimizing Your Job, Start Optimizing Your Career by biospace.com

Stop Optimizing Your Job, Start Optimizing Your Career

January is when leaders overwork their goals.

Not the doing of them.
The setting of them.

The right number. The right framing. The version that won't need explaining in March.

So goals get debated. Adjusted. Smoothed. Rewritten.

And teams feel it.

Not because the goals are too ambitious.
Because they're being treated like they're already locked.

You see it in how long goal-setting takes.
How many drafts get circulated.
How much justification gets built in upfront.

All to avoid looking like you got it wrong later.

But goals set in January rarely survive contact with February.

The strongest leaders I'm watching right now aren't setting perfect goals.

They're setting clear enough goals —
and making it obvious that adjusting them isn't failure.

This is the week where patterns reassert themselves quietly.

You've caught up on the holidays.
Asked how people's time off was.
Your calendar has filled back in.
Meetings are back.

People have started bringing you the same things they did before the break.

Nothing surprising.
Just familiar.

And somewhere in there, you notice yourself responding the way you always have.

Jumping in quickly.
Solving things as they come.
Taking things on without really deciding to.

Not because anything is urgent.
Because it's familiar.

This is the week where patterns reassert themselves quietly.

What you answer immediately.
What you step into without being asked.
What finds its way back onto your plate by default.

There's no crisis here.
No big mistake.

It's just the moment before everything feels normal again.

And sometimes that's the only moment you get to notice
what you're about to carry into the year
without ever choosing it.

One of the hardest things for senior leaders isn’t making decisions without enough data.

It’s deciding when the data is good enough to act.

Early decisions always feel premature.
Late decisions feel inevitable.

In between is the uncomfortable window where nothing is certain, but inaction quietly becomes a choice.

Most leadership teams don’t miss that window because they’re reckless.

They miss it because waiting feels responsible.

And responsibility is easy to confuse with caution.

The leaders who maintain momentum aren’t the ones who decide fastest.

They’re the ones who know when “we’ll know more later” stops being a plan.

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Damien Foglio

Angela Justice, PhD

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taplio

The Battle

Damien Foglio

Angela Justice, PhD

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Posts

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Damien Foglio's LinkedIn Performance

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Performance ScoreDamien Foglio's LinkedIn Performance