Shawn Nason

Chief Executive Officer

We envision a world in which healthcare has no barriers.
We deliver equal access to care by connecting healthcare professionals and patients in local communities.

EX and CX are both broken.  
But it’s not because of tech or strategy.  

The real issue?  
Trust.  

Trust is the root of every experience.  
And it’s the first thing to disappear  
when leadership isn’t real.  

No title or tech can cover that up.  

Customer experience is suffering.  
Employee experience is suffering.  
And it’s not because of broken tools.  

It’s because people don’t feel safe.  
They don’t feel heard.  
They don’t feel seen.  

You can’t fix trust with a policy.  
You can’t outsource it to HR.  
You sure can’t automate it with AI.  

Yes, AI can streamline a process.  
It can help you listen better.  
But it can’t build connection.  

It won’t restore belief in your leadership.  
It won’t make your culture feel human again.  

Trust isn’t earned once.  
It’s built daily.  
Through presence, consistency, and action.  

→ Show up even when it’s messy.  
→ Speak truth before you’re ready.  
→ Lead with your values, not your fears.  

“Trust is the currency of customer experience.  
If you don’t have trust,  
you don’t have customers - or employees.”  
Blake Morgan  

Want to rebuild CX?  
Want to heal EX?  

Start with trust.  

Then bring in the tools.  
Not the other way around.  

Love & Gratitude, Shawn
Get your copy of my book: Kiss Your Dragons 🐲 here: https://lnkd.in/ddrXYDpq

#inspiration #happiness #motivation #leadership #transformation #whatinspiresme #happiness #bestadvice #cx #AI #customerexperience #innovation
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Your employees aren't separate from your customers.  
They are your first ones.  

Still treating CX and EX like separate strategies?  
That mindset is the real problem.  

In 2026, your brand isn’t shaped by your ads.  
It’s shaped by your people.  

Employees carry your reputation  
long before marketing ever does.  

Think about it:  

→ If your team doesn’t feel valued,  
   your customers won’t either.  

→ If your people aren’t bought in,  
   your market never will be.  
  
“Your employees are your first customer.  
If they don’t feel the love,  
your customers won’t either.”  
Zack Hamilton  

Here’s what most leaders still miss:  

→ CX starts with EX. Period.  
→ Loyalty is an inside-out equation.  
→ Culture isn’t a line item, it’s your brand.  

Now, let’s talk AI.  

Yes, AI can speed up service.  
It can personalize outreach.  

But it can’t build belief.  
It can’t replace trust.  
It can’t teach someone to care.  

You can automate responses.  
But you can't automate belonging.  

No tool will fix a culture  
your employees don't believe in.  

Want raving fans on the outside?  
Start with advocates on the inside.  

Love & Gratitude, Shawn
Get your copy of my book: Kiss Your Dragons 🐲 here: https://lnkd.in/ddrXYDpq

#inspiration #happiness #motivation #leadership #transformation #whatinspiresme #happiness #bestadvice #cx #AI #customerexperience #innovation
_____

♻️ Repost to help your network.  
🔔 Follow Shawn Nason for actionable insights on AI, Leadership, Customer Experience.

EX and CX aren’t roles on your org chart.  
They are mirrors of your culture.  

In 2026, experience isn’t a strategy.  
It’s who you are.  

Your people don’t care about tech stacks.  
They care about how you make them feel.  

Yet most teams still ask:  
“What platform should we buy?”  

Wrong question.  

Experience isn’t found in a tool.  
It’s lived in every interaction.  

And AI won’t fix what your culture breaks.  

Sure, AI can streamline tasks.  
It can help you personalize at scale.  

But it can’t replace connection.  
It can’t lead with integrity.  
It can’t earn trust.  

“Customer experience is your brand.  
So, if you’re not intentionally creating  
remarkable experiences,  
you’re leaving it to chance.”  
Dan Gingiss, CSP  

We’ve built cultures where:  
→ CX is a checklist  
→ EX is an afterthought  
→ People are a means to an end  

That stops now.  

You don’t need a better dashboard.  
You need a better culture.  

You don’t need more automation.  
You need more humanity.  

CX and EX aren’t things you do.  
They’re the core of who you are.  

Want better journeys?  
Build better relationships.  

Love & Gratitude, Shawn
Get your copy of my book: Kiss Your Dragons 🐲 here: https://lnkd.in/ddrXYDpq

#inspiration #happiness #motivation #leadership #transformation #whatinspiresme #happiness #bestadvice #cx #AI #customerexperience #innovation
_____
♻️ Repost to help your network.  
🔔 Follow Shawn Nason for actionable insights on AI, Leadership, Customer Experience.

AI won’t fix your experience problem.  
People will.  

At CES 2026, tech is taking center stage.  
But leadership still runs the show.  

Every brand is chasing smarter tools.  
But few are asking harder questions.  

→ What happens when you scale AI  
  without scaling empathy?  

→ How do you automate  
  without losing authenticity?  

Here’s the uncomfortable truth:  
If your experience is broken,  
your leadership probably is too.  

You can’t build loyalty  
on a foundation of shortcuts.  

AI is a tool — not a savior.  
And tools don’t fix culture.  

“Technology makes things possible.  
People make things happen.”  
— Shep Hyken  

Yes, AI can enhance journeys.  
Yes, it can drive efficiency.  

But it can’t teach you to listen.  
It can’t repair trust.  
It can’t replace presence.  

Too many leaders are hiding behind tech.  
Real leadership still looks human.  

The winners in 2026?  
They’ll lead with heart and head.  

→ They’ll use AI to serve, not to shield.  
→ They’ll prioritize people over platforms.  
→ They’ll stop chasing edge and start building trust.  

Because at the end of the day:  
Empathy is your real competitive advantage.  

Your Experience Evangelist, Shawn
Get your copy of my book: Kiss Your Dragons 🐲 here: https://lnkd.in/ddrXYDpq

#inspiration #happiness #motivation #leadership #transformation #whatinspiresme #happiness #bestadvice #cx #AI #customerexperience #innovation #marketing #entrepreneurship #personalbranding #socialnetworking #socialmedia #CES2026
_____
♻️ Repost to help your network.  
🔔 Follow Shawn Nason for actionable insights on AI, Leadership, Customer Experience.

Hewasky Quest Global

Regional Director -East and Central Africa 

Passion Aviation

Director-Charter Services

OFEA GROUP HOLDINGS  ltd ( Oasis For Entrepreneurs in Africa 

Managing Consultant

Goelectric ltd

Director Ev charging 

High Performance Blueprint

Main Responsibilities as a Board Member
•	Develops and implements strategic marketing plans and sales plans and forecasts to achieve corporate objectives for products and services. 
•	I am a guru in route to market serving as the Lead sales and marketing consultant at High performance Blueprint ltd .
•	Develops and manages sales/marketing operating budgets. 
•	Establishing the Organization’s Mission and Purpose
•	Executive Director-Selecting, Supporting, Reviewing
•	Organizational Planning
•	Monitoring and Managing Financial Resources
•	Assessing and Developing Skills
•	Serve on Committees
•	Spread the Word About the Organization
•	Establishes and maintains relationships with industry influencers and key strategic partners. 
•	Guides preparation of marketing activity reports and presents to executive management. 
Achievements
•	Brought in Kenya Transporters Association as clients who are currently our whale.

Lead Consultant: Sales and Marketing, Board Member

SHEKINAH MARKETING FIRM LTD

-Corporate identity and Branding
-Marketing Research and Strategy
-Sales Transformation
-Experiential activities and Events organizing 
-Creative and Advertising 
-Telemarketing/Sales leads generating process
-Real Estate

Sales and Experiential Consultant

Multisat Solutions

1)  Recruit, supervise, retain, evaluate and compensate the manager. Recruiting, supervising, retaining, evaluating and compensating the CEO or general manager

2)  Provide direction for the organization. As the board we have a strategic function in providing the vision, mission and goals of the organization. T

3)  Establish a policy-based governance system. As the board we have the responsibility of developing a governance system for the business. 

4)  Govern the organization and the relationship with the CEO. 

5)  Fiduciary duty to protect the organization’s assets and member’s investment. I have a fiduciary responsibility to represent and protect the member’s/investor’s interest in the company. As the board we have to make sure the assets of the company are kept in good order. 

6)  Monitor and control function. I have a monitoring and control function.  The board is in charge of the auditing process and hires the auditor. It is in charge of making sure the audit is done in a timely manner each year.

Board Member

Treadsetters Tyres 

Main Responsibilities  
•	To oversee all operations of the branch production, warehousing Administration, aftersales services and sales.
•	Hiring, organizing and executing training programs for branch personnel
•	Evaluating employee performance and providing feedback and coaching as needed
•	Recognizing employee achievements and encouraging excellence in the work environment
•	Developing and implementing sales & marketing plans
•	Conducting regular sales and operations meetings
•	Briefing employees on current sales goals, promotions, and other relevant information
•	Organizing marketing activities and events for the branch
•	Assessing market conditions and identifying opportunities
•	Drafting forecasts and business plans
•	Managing budgets, allocating branch funds, and defining financial objectives
•	Establish annual budgets with measurable, quarterly goals based on research and development.
•	Oversee all hiring and recruiting efforts within the branch.
•	Report to CEO with full accountability for profits and losses.

Achievements:
•	Sales increase, month on month. Annual sales growth is at 60%
•	Restructuring of the branch in terms of human resource, ways of working, sales processes to achieve higher productivity
•	Changed the company’s factory production to night shift to achieve faster turnaround of Retreads to our customers
•	Managed to reduce 10% of operational costs in the branch ie power saving through night shift and energy saving electrical items, reduced rear guards which was costing the company kes 56,000 per month.
•	Introduced employee mentorship program which has resulted in increase in their performance.
•	Introduced incentive and performance appreciation monthly programs

General manager- Coast Region 

Scania East Africa

Main Responsibilities  
•	Understands automobiles by studying characteristics, capabilities, and features; comparing and contrasting competitive models; inspecting automobiles.
•	Developing buyers by maintaining rapport with previous customers; suggesting trade-ins; meeting prospects; greeting drop-ins; responding to inquiries; recommending sales campaigns and promotions.
•	Qualifying buyers by understanding buyer's requirements and interests; matching requirements and interests to various models; building rapport.
•	Demonstrating automobiles by explaining characteristics, capabilities, and features; taking drives; explaining warranties and services.
•	Closing sales by overcoming objections; asking for sales; negotiating price; completing sales or purchase contracts; explaining provisions; explaining and offering warranties, services, and financing; collects payment; delivers automobile.
•	Providing sales management information by completing reports.
•	Enhancing dealership reputation by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments.

Achievements:
•	I was awarded an award for Employee of the year.
•	Introduced customer loyalty program 
•	Introduced free trucks  diagnosis at the workshop that resulted in after- sales increase

Branch Sales Executive

Multistat Solutions

Main Responsibilities  
•	Deliver Zuku satellite targets of sales turnover of over 10m
•	Achieve Retail Distribution Scores 
•	Achieve market share of 20% above annual operating plan on target accounts.
•	Develop retail & distribution operating standards.
•	Coach, lead, direct, motivate and train an internal team to develop distribution models and implement business plans to achieve objectives in Zuku Business. 
•	Evaluate channel’s performance, setting sales budgets and controls, measuring and evaluating performance, generation of strategic alternatives, trading terms negotiation, Retail-Customer-Consumer-External Relationship Management and market intelligence on relevant forces impacting on the business.
•	Lobbying with the Law Regulators on behalf of the company in trade licensing.
•	New market expansion
•	Capability appraisals
•	Budgeting and controls
•	Designing and executing effective sales strategies.
•	Promote revenue growth
•	Manage the accounts
•	Win Route To Market through strategic trade marketing strategy
•	Develop Right Talent & Capability across sales and marketing functions regionally
•	Lead Coach through training and accompaniment.


Achievements:
•	Developed a dealer network of over 100 dealer’s country wide, and achieved home connections of over 40000 homes. 
•	Partnered with Sacco’s and microfinance to help distributors and customers get the buying power.
•	Grew Zuku Business for Multisat through establishment of New Route to Market, Distributors & Sales Team Recruitment.
•	Introduced a new product category -envirofit cooking stoves.
•	Worked in virtually all key market divisions in Kenya i.e. Nairobi, Coast, Western and Mountain regions.

Sales and Marketing Director 

I am a firm believer of networking and I have been guided by below quote in my political, personal and business aspirations.

 “Networking is not about just connecting people. It's about connecting people with people, people with ideas, and people with opportunities” Michele Jennae


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