Welcome to my profile! I am an established professional who uniquely fuses a robust HR strategy and scientific approach, particularly in strategic workforce planning and people analytics. With a strong foundation in Biology and Chemistry, I am adept at applying rigorous scientific methodologies to solve complex business problems, setting me apart in the field.

Fueled by a continuous pursuit of learning, I diligently apply this blend of knowledge in novel and impactful ways, drawing from my varied experiences in retail, healthcare, and banking. These experiences have broadened my perspective and deepened my understanding of diverse business needs and challenges.

My strength lies in using historical experiences and trends to craft comprehensive strategies that harmoniously align organizations with their human capital. My intellectual curiosity propels me to dive deep into complex situations, extracting insights crucial for developing robust workforce strategies.

As a certified planner and consultant, I strive for consistency in my processes and results, offering predictability and trust in my professional approach. At the same time, my creativity stimulates me to look beyond conventional methods and develop novel strategies for workforce planning and people analytics. With an inherent ability to foster harmony, I adeptly unify diverse teams toward achieving organizational goals.

At Target, I spearhead initiatives to redefine workforce analytics, blending my scientific background with my business acumen. Leveraging my data analysis and visualization expertise, I influence strategic decision-making, striving to set new industry standards in HR analytics.

Equipped with an MBA, a Strategic Workforce Planning Certificate, and a Bachelor's in Biology, I actively seek networking and knowledge-enhancing opportunities. If you're interested in discussing strategic workforce planning, people analytics, or potential collaborations, feel free to reach out via LinkedIn messaging.

Jared Johnson

Award Winning Sr. Partner at ActionCOACH Central Texas | Entrepreneur, Business Owner, & Coach | Host of 'Business Spotlight' Austin

I’m a business operator and investor building systems that allow companies to run without their owners.

Most business owners don’t struggle because they’re doing the wrong things.
They struggle because the business depends on them for everything.

I know that life firsthand.

I spent a decade helping organizations grow, from small credit unions to Bank of America, where I rose to VP. I led nonprofit teams as an Executive Director and Program Director for a local chamber. I learned how organizations scale, how teams perform, and how systems create leverage.

Then I left banking to join my family business.

Within the first year, the reality became clear: the business worked, but only if I stayed in the middle of it.
Decisions bottlenecked. Time off came with anxiety. Growth increased pressure instead of freedom.

Over the next three years, I deployed operating systems that grew the business 5X in revenue and 8X in profit, while reducing my personal involvement to under 10 hours per week.

That experience shaped everything I’m building now.

What I’m Building:

1. ActionCOACH Central Texas - Building owner-independent businesses through systems, accountability, and disciplined execution.
2. Benefic Marketing - CRM and automation infrastructure that enforces consistency and removes owner dependency.
3. Benefic Capital - Acquiring and transforming businesses using operational excellence as the competitive advantage.

I’m not teaching theory. I’m sharing what I’m building, with my own family, my own money, and my own businesses.

What I Believe

Ownership should create agency, not obligation.

Agency over your time.
Agency over your attention.
Agency to step away without everything breaking.

A business should expand your life, not consume it.

The next decade belongs to companies that can execute the same process the same way every time, regardless of who’s on the job.
AI and systems don’t replace people. They replace inconsistency.

Great companies don’t run on heroics.
They run on clarity.

The Long Game

I’m not building a coaching practice. I’m building a platform.

One designed to make ownership repeatable, reduce burnout, and create companies that can scale, transition, or be acquired cleanly.

Real wealth isn’t how big the business gets.
It’s how much agency it gives you in your life.

— Tanner

Tanner O'Brien

February 5th.

I was a finalist for the Emerging Leader Award at the Round Rock Chamber of Commerce.

I didn't win.

That part was disappointing.

But here's what I keep coming back to.

My prepared remarks — the ones I wrote in case I won — weren't about me.

They were about the people who came before me in this community.
About the leaders who would come after.
About what it means to hold something like that for a moment and pass it forward.

I wrote: "It's not an award. It's a responsibility."

This thought crystallized something for me.

Recognition is a moment.

What you do with the platform — how you treat the people around you, what you build, what you leave behind — that's the actual work.

I didn't win the award.

But I walked out still believing that.

Recognition is temporary.
The work of continuity — building something worth handing off — that's what actually lasts.

If you lead anything — a team, a business, a community — that's the frame.

Not what you earned.
What you're responsible for passing forward.

What's something you built, or almost said, or quietly did — that mattered more than the credit you got for it?

CEO, ActionCOACH Central Texas | Operator & Investor | Turning owner-dependent businesses into scalable assets

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I let nearly the entire team go in a single day.

Not a layoff. Not a pivot. A reckoning.

And here's the part that took me a long time to say out loud: it wasn't their fault.

We had hired fast, onboarded poorly, and documented almost nothing. We expected people to perform in a system we hadn't actually built yet. When things fell apart — and they did — it was easy to point at the people. It was harder to look at what we'd put them in.

I remember the quiet after that day. The office felt different. Smaller. I sat with it for a long time.

Then I made a decision. We weren't going to rebuild by finding better people. We were going to rebuild by building better systems first, and then putting people into them.

That shift changed everything.

When we hired again, we had documented processes. We had onboarding that actually worked. We had clarity about what "good" looked like in every role. People didn't have to guess.

The team we built after that day has been the most consistent, capable group I've worked with.

It took losing almost everyone to understand that the problem was never the people. The problem was the environment we'd built — or failed to build — for them.

If your team keeps disappointing you, stop looking at the team.

It’s one thing to be a strong leader in your field.

It’s another thing to step into a room and say,
“I want to get better.”

Last week with the Chamber’s Ascend program, we had Hollis come in and teach presentation and message delivery.

Not theory.

The actual mechanics of communicating in a way that lands.

What made it powerful wasn’t the content alone.

It was watching a room full of already-capable leaders lean into discomfort.

Adjust posture.
Slow down delivery.
Refine message clarity.
Practice.
Get feedback.
Practice again.

You could see confidence forming in real time.

There’s something special about watching leadership develop live.

When someone sharp becomes more precise.
When someone confident becomes more intentional.
When someone good becomes harder to ignore.

Communication is leverage.

When leaders communicate better, teams align faster.
Businesses move quicker.
Communities strengthen.

Grateful for the Ascend program creating space for that kind of growth.

And grateful to Hollis for bringing both structure and challenge to the room.

Leadership isn’t static.

It’s built.

One skill at a time.

Nobody talks about this part.

When you build a business with family, you're carrying two relationships at once.

And they're connected in a way that keeps you up at night.

If the business struggles, the relationship suffers.
If the relationship gets hard, the business suffers.

There's no clean separation.
No "leave it at the office."

I joined my dad's ActionCOACH practice in 2020.

He built something real. I came in to help scale it.

But some days, the hardest conversation isn't with a client.

It's at the dinner table.

When you're also co-owners, every business disagreement carries extra weight.
Every hard quarter lands differently when the person across from you is your father.
Every win feels different too — in a way most people will never understand.

You can't fire family.
You can't fully separate the personal from the professional.
And you wouldn't trade it — but you also can't pretend it's simple.

The thing I've had to learn:

The business structure has to be strong enough to protect the relationship.

Clear roles. Clear decisions. Clear financials.

Not because you don't trust each other.
Because you love each other too much to let a blurry org chart damage what you've built outside the business.

The systems aren't just for efficiency.

They're for protecting what actually matters.

If you're building with family — is the business structure strong enough to carry the relationship when things get hard?

My wife was diagnosed with breast cancer.

My grandmother passed two weeks later.

I was still running a company.

That was the hardest month of my life personally.

It was also the smoothest month we'd ever had operationally.

Let that sit for a second.

The marketing kept running.
Lead gen kept producing.
Client work kept moving.

Not because I was managing it.
Because I wasn't.

The parts of the business I had systemized — the ones with capable people and documented processes — they didn't need me.

The parts that lived only in my head?

Those collapsed.

And that contradiction changed how I think about ownership.

Every time I had inserted myself into a process that had a capable person running it, I slowed things down.

Not because I'm bad at my job.
Because I was in the way.

The business didn't need me as much as I thought it did.

Most business owners think they're the engine.

They're usually the brake.

If your business can't survive a hard season without you, you don't have a business.

You have a job with extra steps and all the risk.

What would break in your business if you disappeared for 30 days?

That's your real to-do list.

Pretty cool when things like this happen…

Cracked the top 200 on Apple Podcasts with The Ownership Advantage Podcast. 

Celebrate the process 🙂

Hosting a small workshop at the office this Wednesday and we have a few spots left.

It's called Succession Without the Stress — and it's exactly what it sounds like.

We're bringing together a handful of entrepreneurs to work through one of the most overlooked risks in a growing business: what happens when a key person walks out the door?

Not a lecture. Hands-on, with a workbook, and real strategies we're using right now with clients.

📅 Wednesday, March 4th
🕦 11:30 AM
📍 In person — our office

We'll cover leadership transition planning, talent readiness, handover processes, and how to protect what you've built without building it around any one person.

If this is something you've been putting off, this is the nudge.

Grab your spot: https://lnkd.in/egWGAYKg

My wife ran a 3:18 marathon and qualified for Boston this in December.
While she was doing that, I was on stage in Florida sharing what we've been building.
Two people. Two goals. Same lesson: you don't get the result without doing the work first.
I wrote about that — plus the AI planning session that asked me 55 questions and the team moment that reminded me why people are the only real leverage.

What a marathon, a team breakthrough, and 55 questions from an AI taught me about building a business that works without you. Community Isn't Optional

Open article: The Business Won't Grow Until You Do by Tanner O'Brien • 6 min read

I didn't start a podcast to become a podcast host.

I started it because I kept having the same conversation over and over.

A business owner, doing everything right by most measures. Revenue. Team. Clients. And completely trapped inside their own company.

That was me too, not long ago.

I spent years being the ceiling of every business I touched. The bottleneck. The person everything ran through. I thought that's what ownership looked like.
It's not. That's just a more expensive job.

So I started building differently. Documenting what actually works. Installing systems. Removing myself from the day-to-day. Watching the business grow without me having to be the hero of every story.

That journey became The Ownership Advantage.

Part of it is me sharing what I'm learning in real time. The numbers. The decisions. The things that broke and what we did about it.

The other part is bringing in founders who are doing the same thing. Operators who are in the middle of the shift from doing the work to building the system that does the work.

We don't talk tactics for their own sake. We talk structure. Leverage. Optionality. The decisions that compound over time.

If you're building something serious and want to share your story, we invite a limited number of founders each season into long-form conversation.

Link to listen and apply is in the comments.

Most business owners won’t say this out loud.

The business is successful.

Revenue is up.
The team has grown.
Clients are steady.

And yet… it feels heavier than it should.

You expected growth to make things lighter.

Instead, growth made things more complex.

More people.
More payroll.
More decisions.
More responsibility.

You’re the CEO on paper.

But in reality?

You’re still the backstop.

When something breaks, it lands on you.
When money gets tight, you feel it first.
When a decision is risky, you’re the one who makes it.

From the outside, it looks like leadership.

From the inside, it feels like carrying the business.

This isn’t burnout.

Burnout means you can’t handle it.

What’s actually happening is structural.

Your business outgrew the way it’s being run.

The operating model that got you here isn’t strong enough to get you out.

So you make a quiet trade:

Stability over sanity.
Control over relief.

You stay involved because it feels safer.

But the real shift isn’t becoming a “better CEO.”

It’s making the business safe without you.

If this feels familiar, you’re not failing.

You’re just in a stage no one talks about.

And it’s fixable.

If you’ve been feeling this quietly and want to talk it through, shoot me a DM.

No pressure. I’m here for you.

Fun Fact Friday.

This photo is almost 20 years old.

Summer camp. One of those days where everyone's headed to dinner after a long day and someone starts telling a story.

The guy in the middle? That's one of the counselors. And if you could zoom in on everyone's faces, you'd see we're all completely locked in.

He's telling a story about something that happened earlier that day. I was part of it. I lived it.

But somehow, the way he's telling it makes it better than it actually was.

Here's the wild part.

Twenty years later, I can still hear that story in my head.

Not just the plot. The way he told it. The pauses. The buildup. The punchline that made everyone lose it.

That's the power of storytelling.

It's not about what happened.

It's about how you make people feel when you tell them what happened.

I think about this all the time now.

In business. In coaching. In life.

Facts inform. Stories transform.

You can tell someone their business needs systems. Or you can tell them about the business owner who was two weeks from closing, couldn't take a vacation in five years, and finally built something that worked without them.

Same message. Completely different impact.

The best leaders I know aren't the ones with the most answers.

They're the ones who can take a complicated idea and turn it into a story that sticks.

Because people forget facts.

They don't forget how you made them feel.

What's a story someone told you years ago that you can still replay in your head?

Drop it in the comments. I want to hear it.

My coach said something to me that I genuinely didn't want to hear.

"You're no longer allowed to get results directly. All of your results now have to come through people."

I was sitting across from him, venting, if I'm honest. Too many projects. Not enough hours. Things I could see needed to get done, and I was the only one who could do them right.

I'd spent years getting good at this stuff. Sales. Systems. Delivery. I was genuinely good at it.

And he was telling me to stop.

Not to stop working. To stop being the one doing the work.

There's a difference. And it's a painful one.

Here's what I've learned about that kind of feedback: the reason it stings is because it's attacking an identity, not just a behavior.

I didn't just do the work. I was the work.

I was the one who caught things. The one who closed deals. The one who made sure things got done right.

That identity got me to where I was. And it was the ceiling that would keep me from going further.

The skills that build the business become the trap that limits it.

The operator identity serves you right up until the moment it starts serving itself.

You get so good at doing that you never learn to lead.
You get so essential that you become the bottleneck.
You get so capable that you've made yourself indispensable.

And indispensable isn't a compliment.

Indispensable is just another word for trapped.

I didn't fully believe that until I posted a job ad five days after that conversation.

Not for a salesperson. Not for a coach.

For a VA -- someone to take over the project work I'd been doing myself.

Small act. But it was the first domino.

Because here's the thing about identity shifts: they don't happen in the moment of insight.

They happen in the first decision you make after the insight.

The insight is free. The decision costs you something.

What identity are you holding onto that's become the ceiling in your business?

Discover how even minor adjustments can lead to substantial cost reductions and increased profitability.

This video explores practical strategies that can significantly enhance your bottom line and personal earnings. Focusing on efficiency and smart resource management can unlock surprising financial gains.

What small changes can you implement today to boost your income? #CostReduction #Profitability #FinancialStrategy #BusinessGrowth

At some point, every scaling business hits the same wall.

Things are breaking. The team seems stuck. Nothing moves as fast as it used to. And every conversation about what's wrong eventually circles back to people.

Wrong hire. Wrong attitude. Not enough ownership. Not enough initiative.

I've had all of those conversations. And almost every time, when we actually traced the problem back to its source, it wasn't a people problem.

It was a clarity problem.

The team didn't know what the actual goal was. Or they knew the goal but not what "done" looked like. Or they knew both but had no authority to act without approval. Or they had authority but no process to follow when things got complicated.

People can't perform in a fog. And as the owner, you're often the last one to see that the fog exists — because you've been operating in it so long you think it's just the weather.

Clarity is the job. Not just vision-casting and motivational meetings. Specific, documented, repeatable clarity.

When a team isn't performing, before you change the team, ask: have I actually given them what they need to succeed?

Usually the honest answer is not entirely.

That's where you start.

The skills that built your business are the same skills that will cap it.

Think about that for a second.

Every time you jump in and fix the problem, you get faster results. You feel useful. You feel like a leader. But you're actually training your team that you're the solution — and you're training yourself to need to be needed.

That was me.

I was the best operator in the room. I could outwork anyone, outthink any problem, outmaneuver any obstacle. That made me valuable. And it made me a ceiling.

The shift happened when I hired my first VA. Not because I wanted to — I hired him because I had to. I was out of hours. But something clicked when he handled a task better than I would have.

I didn't need to be the one doing it. I needed to be the one building the system that got it done.

Operator to architect. It's not a title change. It's an identity change.

The question isn't "how do I do this better?"

It's "who should own this, and what do they need from me to succeed?"

If you're still the best operator in your business, you don't have a business. You have a job with employees.

Which one do you have?

Making informed decisions, even imperfect ones, is crucial for progress.

The speed at which you can make decisions and observe their outcomes—positive or negative—creates a powerful feedback loop. This rapid cycle of action, learning, and adaptation is how expertise is built.

While perfect decisions are unattainable, the clarity and peace of mind that come from actively making choices, rather than being paralyzed by indecision, is a significant benefit. Business inherently involves risk; understanding your numbers empowers you to navigate that risk more effectively. #DecisionMaking #BusinessStrategy #Leadership #DataDriven #ContinuousImprovement

If you've ever been faced with burnout in your business...you've got to watch this one.

Most burned out business owners are solving the wrong problem. They think they need a vacation. They think they need to work less. They think they need to hire someone. Maybe they do — but none of that matters until you find where the burnout is actually coming from.

Watch the full episode here to learn the process to diagnose for yourself: https://lnkd.in/ghZuZumw

p.s. - when watching the video, make sure to subscribe!

I used to think delegation meant handing someone a task and walking away.

It doesn't.

That's abdication.

And it's why so many business owners end up redoing work themselves, frustrated that their team "just doesn't get it."

Here's what I learned the hard way:

Delegation without clarity is just setting someone up to fail.

When I first started stepping back from daily operations, I'd hand someone a project, give them a quick overview, and expect them to figure it out.

Then I'd come back a week later and nothing looked like what I had in my head.

So I'd redo it. Or step back in and micromanage. Which defeated the entire point.

The breakthrough came when I realized delegation isn't about less involvement upfront.

It's about more clarity upfront so you can have less involvement later.

Now when I delegate something, three things have to be crystal clear before anyone starts:

What does success look like when this is done?
What decisions can you make without me, and which ones need my input?
When do I expect an update, and what does that update need to include?

That's it.

When those three things are answered before the work starts, people don't need you hovering. They know exactly what you're looking for and when you'll check in.

Delegation isn't about giving away tasks.

It's about giving away ownership.

And ownership only works when expectations are impossible to misunderstand.

Think about the last thing you delegated that didn't go how you wanted.

Did the person actually fail, or did you not make success clear enough before they started?

Hiring shouldn't feel like a coin flip.

But for most business owners, it does.

You post the job. You get a handful of resumes. You interview a few people. You pick the one who seems least risky.

Then you cross your fingers and hope it works out.

That's not a hiring process. That's a lottery.

Here's what changed everything for me:

I stopped hiring for people who could do the job.
I started hiring for people who could own the outcome.

There's a massive difference.

Someone who can do the job follows instructions. They wait for direction. They need you to tell them what good looks like.

Someone who can own the outcome sees the gap and fills it. They solve problems before you know they exist. They make you look smart for hiring them.

The problem is most business owners never define what "owning the outcome" actually means for the role.

So they end up hiring task-doers and wondering why nothing runs without them.

Now before I hire anyone, I write down the one outcome this role is responsible for.

Not tasks. Not responsibilities. The outcome.

For a coach: clients see measurable progress and renew.

For an admin: the business runs smoothly without the owner being involved in logistics.
For a salesperson: qualified leads turn into closed clients at a predictable rate.

When you hire for outcomes instead of tasks, the conversation in the interview completely changes.

You stop asking "can you do this?" and start asking "how would you approach this?"

And the people who can own it reveal themselves immediately.

Hiring feels hard because most people are hiring for the wrong thing.

What's the one outcome your next hire needs to own?

Write it down before you post the job.

December was thinking season for me.

Not hustle season. Not sprint season.

Thinking season.

Before I touch revenue targets or hiring plans, I start with one question:

What do we want our life to feel like next year?

Not look like.
Not post about.
Feel like.

From there, everything else ladders up.

The holding company strategy.
The growth targets.
The budgets.
The lead channels.

If the business plan doesn’t serve the life plan, it’s backwards.

Planning isn’t about predicting the road perfectly.
It’s about being clear on the destination so you can reroute when reality hits.

Recorded this episode back in December - always good to reflect back and remember the plan... We’re officially into December. Week seven of this journ

Open article: The Most Important Planning Question Isn’t About Business by Tanner O'Brien • 4 min read

The Most Important Planning Question Isn’t About Business

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