Lever Talent, Inc.

As founder & CEO of Lever Talent, Inc. - the talent strategy agency - I get to lead our efforts to help leaders implement strategies to bring their best selves to work and take control of the biggest lever in business.

Our mission is to help leaders realize they are capable of more than they could ever imagine. We believe individuals make a business, not the other way around, and all business is personal.

The employee-employer relationship is broken. Thankfully, employees are gaining leverage. Innovations in artificial intelligence (AI), robotics, and Web3 are shifting the power dynamic. We’re flipping the script by helping businesses lean into this shift - bringing humanity back to business in the future of work.

At Lever Talent, we help businesses deploy technology-enabled talent strategies that empower leaders to find leverage in themselves and their teams to spur growth in any market. Maximizing team performance while ensuring they maximize their greatest asset - their career.

We help with:

- Talent Strategy: We help leaders align their people strategy to their business strategy and accelerate growth with talent optimization.

- Career Development: We give people the training and coaching they need crush their current job and achieve their goals.

- Leadership Communities: We bring growth-minded leaders together to share ideas, learn from each other, and grow.

Detailed Services Overview:
- Leadership & Strategy Alignment Consulting
- Mission, Vision, Values & Culture Transformation
- Hiring Process and Strategy Consulting
- Management Training
- Leadership Coaching 
- Team Building Workshops
- Career Development Communities
- Employee Engagement / Performance 
- The Predictive Index Software sales and client service - we are a PI Certified Partner.

Founder & CEO

The Lever with Drew Fortin Show

With a goal to redefine your understanding of the future of work, "The Lever with Drew Fortin" launched on YouTube and your favorite podcast streaming app starting on August 7, 2023.

Over the first half of 2023, Connor Lewis, Executive Producer and founder of Studio Lewis, and I set out to find experts to dive deep, not just into the technology but its implications on our world of work, investment, academia, economics, and businesses.

There is a lot of fear-mongering out there on the rise of AI and robots are coming to take jobs. It's important to remember that every major platform shift before AI has led to more prosperity and further innovation. The Lever is designed to challenge current thinking and highlight the transformative effects of AI, robotics, and Web3 on the traditional employee-employer relationship. It emphasizes the good things these advancements mean for workers.

Each of the six episodes in Season 1 of The Lever is about 10-20 minutes long and is a carefully crafted composition of news, research, and expert commentary on future of work trends. With pre-drafted episode summaries in hand, we set out to interview leaders, innovators, and trailblazers across work tech, investing, academia, economics, and business. We then carefully analyzed 25 hours of footage and transcripts from 23 interviews and dozens of news and research articles to finalize the show scripts for Season 1.

Learn more 👉 Levershow.com

Co-creator, Host, and Future of Work Researcher

The Predictive Index

The Predictive Index (PI) is a private-equity-backed talent optimization software and services company.

I was promoted three times in my tenure:
- Chief Growth Officer 7/2021 - Present (1 yr)
- Senior Vice President, Sales & Marketing 11/2018 – 7/2021 (2 yrs 9 mos)
- Vice President, Sales & Marketing 9/2017 - 11/2018 (1 yr 3 mos)
- Vice President, Marketing 5/2015 - 9/2017 (2 yrs 5 mos)

As Chief Growth Officer, I reported directly to the CEO and was responsible for maintaining their unified vision and go-to-market plans by keeping tight collaboration and cross-functional alignment - breaking down silos and challenging the status quo.

I was part of the senior leadership team since my start. We achieved over 550% revenue growth since 2015 (28% CAGR - breaking $100M ARR in 2022!), 100% growth in the paying subscriber base (achieving 11.5K), and 2,000% growth of the PI certified partner network (achieving 1.1K partner firms).

I led the development of our strategy to create the talent optimization (TO) category and evangelize the TO discipline, which led to the $50M growth equity investment from General Catalyst in 2019.

My charter was to navigate the transition from sales-led to product-led growth (PLG). We successfully launched our first PLG product in 2021 called PI Design - which quickly grew to 2K paying business subscribers and grew our client expansion billings over 50%. Followed by PI Hire and PI Diagnose in 2022.

I spent most of my time focused on PI’s long-term growth plan and goals to develop the TO category and remain the industry-leading SaaS platform. Healthy growth was the name of the game, so there was constant, necessary conflict to manage between long-term/short-term goals and results. (👈 That was the fun part. I love that stuff!)

I was extremely fortunate to work with a dream team of direct reports who led our sales, partner recruitment & activation, demand generation, product marketing, brand, and content marketing functions (of 100 PIoneers).

Chief Growth Officer

In Confidence Podcast

Difficult co-worker? Meddling micromanager? Tough team? Sabotaging self-talk? No doubt, work perpetually challenges everyone’s confidence causing us to feel uncomfortable, unworthy, and unengaged. Get science-backed confidence coaching from two of the best in the biz.

I co-hosted this leadership and personal growth show with Alyssa Dver of the American Confidence Institute. We take calls from real callers and help them work through workplace issues that are getting in the way of them being their best.

Podcast Host

PennySaver USA

The California PennySaver was a local advertising and classified media icon from 1962-2015. I joined at a time of great risk and change - we had the strategy to introduce digital products to fill the ever-growing void created by declining print ad revenues. It was my first executive leadership position reporting directly to the CEO. We were generating $175M in annual sales revenues from 12K business clients and millions of consumer classified ads. 

While there, I led a strategic revamp of our full-service local digital marketing and SaaS website service to a monthly subscription model, integrated 3rd party applications, and kicked off a 3rd Party Reseller Program that increased our growth rate 90%. We also introduced new digital ad products on our classifieds website, which grew revenue from our online listings & classified product by 100%.

I managed many different teams of many shapes and sizes - including a field sales team, product management, engineering, development, and design teams in Poland, India, and Arkansas. I also set up and managed our strategic partnerships with companies like Google, Bing, and Yext.

In 2013, I was tasked with downsizing efforts, restructuring, and assisted the company through a pitch and spin-off of ownership from Harte-hanks, our parent company, to any acquiring private equity firm. Although it was an amazing learning opportunity, I was exposed to the dark side of business when our owners shut the company down in 2015 with little notice - they were subsequently sued for not providing proper notice before firing hundreds of employees.

Vice President, Marketing & Digital

HubSpot

The growth and success we were achieving at Compete caught the eyeballs of HubSpot's CMO and I and jumped at the opportunity to join this growth-stage SaaS start-up on their marketing team. Although brief (the team dynamic was admittedly not for me!), I learned so much and made long-lasting relationships.

We were able to grow our already gargantuan monthly lead flow by 20% while I was there to 45K leads. I managed all of our advertising and search marketing. I implemented mobile marketing, affiliate marketing, and ad retargeting programs. I also wrote a lot of content and held presentations to educate our users on topics that were near and dear to me like SEO, search engine marketing, and content generation. 

Check out this top-ranking article I wrote when I was there (which was accompanied by a 20+ page guide I also wrote) been since been updated several times and generated thousands of views and leads.

Inbound Marketing Manager - Advertising Programs Lead

Compete, Inc.

Compete was a competitive web analytics start-up co-founded by David Cancel (current CEO and co-founder of Drift). I joined as their first dedicated marketing manager responsible for running demand gen programs for their SaaS start-up product called Compete PRO (competitive intelligence and market research tool). This was product-led growth before product-led growth was cool! I reported directly to the GM of Compete PRO. 

The freemium client firehose was on and the problem of the day was figuring out how to convert this free client base into paid subscriptions and monetize our products. 

I created a multi-channel marketing and go-to-market strategy that leveraged our brand strength in the marketing technology space (we had an AdAge Top 25 ranked marketing blog) across all digital channels.

In less than a year, we grew our freemium base 83% to 220K accounts and increased free to paid conversions by 30%+! The result was 50% growth to $6M ARR while maintaining 85% retention rate - this was in 2010! 

Compete was acquired by WPP's Millward Brown Digital, formerly Kantar, formerly TNS just as I started there. The Compete PRO product was eventually folded into other products and assets were sold off as M&A activity evolved.

See the attached presentation I prepared and presented at a Massachusetts Technology Leadership Council (aka MassTLC) meeting in 2010.

Senior Manager, Internet Marketing (SaaS)

Staples

I developed and executed growth strategies to drive e-commerce sales and revenue on Staples.com. This was a very exciting time in retail and e-commerce. Staples.com generated about $500M in annual revenues from over 30K+ products - it was one of the world's largest online retailers at the time. Amazon was starting to gain traction and disrupt, but no one had a clue just how significant and transformational the rise of e-commerce would be.

This was also the beginning of the SEO movement. I had the unique opportunity to spearhead Staples.com's first SEO task force. We met regularly to talk about how to implement site-wide optimizations and execute a transformational strategy to democratizing our product data. 

I also managed our affiliate marketing and comparison shopping engine programs which generated over $60M in annual revenues. We had over 1,000 affiliate publisher websites. 
 
I quickly fell in love with web analytics and learned about website architecture, programming, and merchandising products online. I became obsessed with digital marketing, analysis, and growth modeling and projections.

Online Marketing Manager - Staples.com

Online Marketing Specialist - Staples.com

Corporate Communications Coordinator - Staples Copy & Print Center

Picture this… I had just graduated with my music degree, I landed an interim choir director gig at my old high school. I was in a band and we played many times a week. I needed health insurance, so picked up a shift at my local Staples store in Acton, MA (Store #1219) in their copy and print center. 

I’ve always been infatuated with business (I set up our band as a general partnership, ran our books, and admin stuff). I quickly became passionate about running this copy and print center too.

When my choir gig was up I became manager of the copy and print center. I had my own $650K P&L. I managed a small team. I ran the business, kept the engine humming, went knocking on doors to increase business, managed the books, ordered supplies, covered gaps in shifts, etc.

This was truly an amazing experience that led me to becoming an assistant store manager and attracted the eyeballs of our corporate offices.

Assistant Store Manager

Founder & CEO @ Lever Talent | Host of The Lever Show | Helping leaders develop talent strategies that leverage a tech-empowered future.

You're capable of more than you could ever imagine.

I started my career impatient, driven, and naive - pushing hard to climb the corporate ladder and eventually found myself fired from a highly coveted growth-stage start-up in my mid-20s. 

That moment sent me on a journey of self-discovery. I realized I'm a fixer, visionary leader, relationship builder, and goal setter. I’m fascinated by the human condition and the impact that technology is having on humans at work.  

Innovations in AI, robotics, and web3 stand to scale our potential, strengthen our superpowers, and free us up to focus on the more human elements of work. Over the last 20 years, I've learned that if you paint an inspiring vision, surround yourself with people you admire and trust, and embrace technology, you’ll be amazed at how quickly you can grow.  

In 2022, I decided to follow my passion and became the Founder & CEO of Lever Talent, Inc. - the talent strategy agency. I spend my time helping business leaders deploy talent strategies and tools to find leverage in themselves and their teams to spur growth in any market. Join the movement at levertalent.com. 

I use my LinkedIn to network, learn from others, and share any wisdom I've gained along the way.  

With technology, our leverage is limitless. Let's embrace and change the world. ⚡️🌎 

Specialties: Talent Strategy, Growth Leadership, Cultural Transformation, Mission Vision Values, Team Building, Talent Optimization, Go-to-Market Strategy, Digital Transformation, Consulting, The Predictive Index, Engagedly

I’ve seen a lot of posts from leaders talking about how hard layoffs are for them.

They’re right, it is brutal to sit across from someone and tell them their job is gone. 

I’ve done it more than once. It never gets easier.

But here’s what I don’t see enough of: 

Acknowledgment that the person being let go has it far, far harder.

They’re the ones facing an insurance crisis, mortgage payments, daycare costs, food bills, and the emotional gut-punch of losing purpose overnight.

As leaders, we talk a lot about empathy and “doing it the right way.” 

But if we’re being honest, most layoff comms are designed to protect the company’s emotions, not the individual’s livelihood.

We’ll say things like “this was the hardest decision I’ve ever made” while the person we’re letting go is quietly wondering how to tell their family.

Layoffs are sometimes necessary. But if you have to do them, don’t center your pain.

Center their reality.

If you’ve ever had to do layoffs, reflect on this:

Who carried the real weight of that moment, you or them?

Drew Fortin

Founder & CEO @ Lever Talent | SHRM-SCP | Helping leaders develop talent strategies that leverage a tech-empowered future.

Amazon doesn’t pretend to have a great culture.

That’s exactly why their strategy works.

Andy Jassy has been blunt: automation is driving results, and they’re doubling down on it.

This shouldn’t surprise anyone.

Amazon’s culture has never been warm and fuzzy; it’s designed for efficiency, precision, and relentless execution.

And for them, that alignment works.

Where leaders go wrong is pretending their company can act like Amazon but feel like Patagonia.

You can’t build a cutthroat, hyper-optimized operating model and then talk about “psychological safety” and “belonging” like it’s in your blood.

If your business is tightening up, getting lean, and optimizing for efficiency, own it.

If you’re trying to grow through experimentation and empowerment, build the space for that.

But don’t sell one and live the other.

JSESSIONID

li_at

Talks about #culture, #leadership, #futureofwork, #humanresources, and #transformation

Blockbuster’s mistake wasn’t missing streaming. 

It was having leaders who protected the system that made them rich...

even when it was killing the company.

They had every resource in the world to reinvent themselves: 

Brand. Cash. Talent. Distribution.

What they didn’t have was leadership willing to redesign how the business operated.

Their exec team doubled down on the model that made them successful, and ignored the model that could make them relevant. 

And I’m watching the 2025 version unfold inside companies right now.

Leaders talk about AI, agility, empowerment, and innovation, but they’re still protecting the old operating model that slows everything down.

You see it in:

• Hierarchies built for control, not speed
• Managers who can’t coach because the system doesn’t let them
• HR being asked to “transform culture” while nothing about the work actually changes
• AI being bolted onto outdated workflows instead of redesigning the workflows themselves

This is Blockbuster all over again.

Leaders won’t let go of the structure that made them successful before.

Your operating model will determine your ability to adapt faster than AI ever will.

If you’re leading people in 2025, ask yourself:

Where am I holding onto something just because it used to work?

And what would my team build if I gave them permission to reinvent how we operate?

That’s the difference between becoming Blockbuster and becoming the company everyone else ends up chasing.

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AI layoffs are a cop-out.

Let’s stop pretending otherwise.

The economy’s rough right now.

So when I see companies announcing “AI-driven layoffs,” I can’t help but roll my eyes.

No one’s getting a commensurate productivity lift from AI in 2025 or 2026 for that matter. 

At least not yet.

What we are seeing is leaders using AI as the scapegoat to justify tough calls they don’t want to own.

“I’m sorry, it’s just automation.” No, it’s economics.

AI will absolutely reshape jobs and displace workers. It’s already changing how we work and what value humans bring.

But most of these cuts have nothing to do with true AI efficiency. They’re about maintaining needed profitability in a weak market.

And when leaders hide behind “AI transformation” instead of admitting that, they erode trust even faster.

Let’s be honest with our people.

Let’s say, “The market sucks right now, and we have to make hard choices to survive.”

Because the story of AI shouldn’t be about fear and headcount cuts.

It should be about how we redesign work to make humans more valuable than ever.

Athletes make for better employees.

Because they understand something most companies still get wrong:

Greatness isn’t universal.

A truly great athlete isn’t great at all sports.

They’re great in the sport that’s perfectly tuned to who they are.

Michael Jordan wasn’t an elite baseball player.

But he was still good enough to play in the minor leagues, because great athletes carry transferable strengths.

Still, basketball was the arena designed for him.

Work is the same way.

We pretend that a “great leader” should be great in every situation.

We hire like every role needs a superhero who can do everything equally well.

But a good leader becomes a great leader only when the moment, the context, and the business stage match their natural abilities.

As companies move through transitions, new strategy, new market pressure, and new scale, the type of leader needed changes.

Athletes succeed when they find the sport designed for their gifts.

Employees do too.

If you want greatness in your organization, stop searching for universally great people.

Start building systems that match people to the moment your business is actually in.

If you were starting a company today… would you rent office space?

The world already voted on this one, and flexibility won by a landslide.

At Lever Talent, Inc. we built remote-first from day one.

We get together a few times a year to connect as humans, not because we have to “be in the office.”

Remote work is a strategic advantage.

It lets us hire the best person for the role, not just the best person who happens to live nearby.

It gives our team control over when and how they do their best work.

And it forces us to lead with trust, not presence.

We pair that flexibility with balance, unlimited time off, space for wellbeing, and the expectation that people actually use it.

Because the future of work isn’t about where you are.

It’s about how you operate and the value you generate.

A lot of companies are only adding AI to their title because it makes for a better headline.

And honestly, that’s not a bad thing. AI holds massive promise. 

And if you’re not actively adopting AI tools and building your company’s AI fluency, you’re falling behind. 

AI is a huge opportunity. The issue is that most companies are chasing “AI strategy decks” instead of asking better questions like:

- How can we use AI to optimize what already works?

- Where can it automate the repetitive stuff so our people can focus on higher-value work?

- How do we teach our teams to experiment and adapt as AI tech evolves?

That last one is key.

HR has a huge role to play here.

AI is an organizational change problem, and right now, HR is being asked to lead that charge, often without the tools, confidence, or seat at the table they deserve.

Now’s the time to use AI as the catalyst to build a culture of learning, agility, and human adaptability.

It’s the basic, day-to-day work of evolving how we work with AI that actually paves the way for the kind of strategic, differentiated applications everyone’s chasing.

Because the future of leadership is about using technology to help humans become more capable, creative, and resilient than ever.

Specialization is killing innovation in HR Tech.

For 15 years, HR leaders have been told to “find their niche.”

Hyper-specification was the smart move. Now, they’re paying for it.

Last week, a digital marketing partner told me,

“You call yourselves a full-service talent strategy agency, but no one else does that.”

Exactly.

Because the industry has spent a decade unbundling itself into a thousand micro-experts.

Now we’re entering the great rebundling.

Just like streaming: first came Netflix, then the flood, now everyone’s craving cable again.

HR is no different.

Leaders don’t want 10 vendors solving 10% of the problem.

What they really want is one partner who can help them with the whole system, not just a piece of it.

That’s why we built Lever Talent, Inc. as a full-service talent strategy agency.

Whether you need cultural transformation, org design, leadership training, fractional HR support, or HR software management, you can start small and scale with us.

If your company vanished overnight and you had to rebuild it tomorrow…

Would your org chart look the same?

Now imagine applying that to your workforce strategy.

If you were starting your company today, in a world of AI agents, async collaboration, and 10x productivity per person, how would you design your org?

Would you still define “manager” the same way?

Most wouldn’t.

And that’s the point. 

We’ve built orgs layer by layer for decades,  adding roles, tools, and policies like barnacles on a ship, without ever scraping them off to see if the structure still floats.

A “zero-based” approach to human capital would force us to rethink how work actually gets done now.

If you’re not familiar, it’s when companies start their budgets from scratch every year.

No “last year plus 10%.”

It’s a thought experiment worth doing, especially for HR and people leaders trying to design the next era of work.

If you were rebuilding your org from zero today, what would you keep… and what would you leave behind?

Everyone loves to say HR is “slow to adopt AI.”

HR is the only team smart enough to ask what happens after the adoption.

This is the function responsible for compliance, documentation, process, and most importantly, people. 

Of course, they’re going to measure twice and cut once. That’s our responsibility.

AI is moving so fast that “measured” can start to look like “left behind” if leaders don’t stay curious.

Every HR leader I talk to should be getting fluent in the language of AI right now.

The HR leaders who figure out how to make AI work for people are the ones every CEO will want on their team.

We’re already seeing it in logistics, where people collaborate with software and robots every day. 

That’s just the beginning.

HR’s role in the AI era isn’t to keep up.

It’s to lead the integration responsibly, strategically, and humanely.

SHRM tried to teach authenticity.

Now it’s being called out for faking it.

You can teach compliance, frameworks, and best practices all day long… but if the people leading the charge aren’t living it, the whole thing collapses.

An organization built to help HR leaders model inclusion and trust… now under fire for failing at both.

That’s a strategy issue.

I say this as someone who went through SHRM certification.

The material’s solid, and the intent is good. But it reinforced something I already believed:

HR is not the star of the show.

The best HR leaders are the supporting cast, the ones who make everyone else better.

Your job isn’t to make HR “matter.” It’s to make the business unstoppable.

So when I see stories like this, I don’t pile on.

I just hope someone inside remembers: 

Your credibility isn’t earned through policy or optics; it’s earned by aligning words, actions, and outcomes.

And right now, HR as a profession needs that alignment more than ever.

Empathy became the new performance metric.

And now no one knows how to say the hard stuff.

Since COVID, we’ve seen a cultural overcorrection. And somewhere along the way, performance and clarity got left behind.

Caring for people doesn’t mean cushioning them from reality. 

We still operate in a capitalist system. Companies exist to grow, compete, and win. 

When your culture forgets that, it starts to drift.

You can feel it when a company faces tough calls, layoffs, restructures, and missed targets. 

Suddenly, people are shocked. Disillusioned. “Wait, how could this happen?”

Because no one said the hard stuff when it mattered.

Strong cultures don’t hide from reality. They help people understand the business, the risks, and the road ahead.

And it falls on leaders to do two things at once:

1) Build a humane culture that treats people like adults.
2) Stay ruthlessly focused on the strategic imperatives of the business.

Empathy matters. But empathy without clarity only creates confusion.

If a candidate’s first touch is a faceless agent, you just told them exactly how much you value people: not much. 

Automation is efficient. But hiring isn’t a spreadsheet exercise.

Candidates want speed and someone accountable for decisions that shape their careers.

Tech is not strategy. People still are.

As someone obsessed with what AI and robotics mean for the employer–employee relationship, I’ll die on this hill: 

The more tech we adopt, the more our differentiator becomes distinctly human judgment, trust, context, and dignity.

If you’re racing toward “AI-run hiring by 2026,” start here:

1) Human decides, AI informs. 

Use models to structure, summarize, and surface signals. Final calls belong to accountable humans.

2) Radical transparency. 

Tell candidates where/when AI is used and how it influences outcomes. No black boxes. (Trust is the currency.)

3) Bias isn’t “fixed,” it’s governed. 

Treat bias as a system problem: data audits, adverse-impact monitoring, and escalation paths that real people own.

4) And most importantly: Train the humans. 

Most teams don’t know what “AI skills” even means. Make fluency part of manager enablement and recruiter craft.

I’m not anti-AI. I’m anti-abdication.

Most companies hide bad news.

Amazon broadcasts it, and it wins them loyalty. 

When they make tough calls like layoffs, restructures, or pivots, it’s rarely a surprise.

Internal memos are written for public consumption. Leaders get out ahead, set expectations, and communicate the why behind the what.

That doesn’t make it easy. But it does make it clear.

Most leaders think people can handle bad news. What they can’t handle is being blindsided.

Trust isn’t built on inspirational speeches or glossy “values” slides.

It’s built when your team sees your strategy in action, and when your decisions line up with the story you’ve been telling all along.

So, before your next big announcement, ask yourself:

Have we shown the team how our strategy is actually working?
Are we building trust through clarity, or confusion through silence?

Trust isn’t a communications exercise.

It’s a pattern of visible alignment between what you say and what you do.

Stop saying “AI won’t replace you; someone who knows AI will.”

That’s not true.

If 15% of your workforce gets cut overnight, it’s not because every manager suddenly became a prompt engineer. 

It’s because the CFO did the math.

Tenure, pay bands, performance stack ranking… that’s the calculus, not who’s best at ChatGPT.

Yes, AI is replacing people. But not in the way LinkedIn gurus want to sell it.

It’s commoditizing everything except distinctly human ability.

So yes, AI will force displacement.

But what it’s really forcing is a reckoning with what makes us valuable in the first place.

You don’t survive this shift by becoming “AI fluent.”

You survive by becoming more human than ever.

You didn’t hire more people to slow things down...

But that’s exactly what happened.

Scaling should make things smoother, but it rarely does. The habits that helped you win early on don’t serve you later.

When companies start, they’re agile, experimental, and fueled by belief.

Then, they hit product-market fit. Now they’re in growth mode. 

That’s when process, discipline, and focus take over. Meetings multiply, and decisions slow.

The business becomes about precision: tightening systems, reducing errors, building consistency.

But when you over-optimize for process, you lose the agility that made you successful in the first place.

At a certain point, you need to redesign how your organization works.

At Lever Talent, Inc., we use the Competing Values Framework to help companies do exactly that.

If your team feels stuck in “slow motion growth,” this is your signal to recalibrate.

Because every stage requires a different kind of leadership, culture, and operating model.

CEO turnover is spiking in 2025, and it’s not because CEOs are failing. 

It’s because the job changed faster than they did.

New data shows high-performing companies are now almost just as likely to replace their CEO as underperformers. 

In the S&P 500, 2025 turnover in the top three performance quartiles hit 12%, nearly matching the bottom quartile at 14%.

Boards aren’t waiting for a downturn or a misstep. They’re finally acknowledging what many of us inside organizations have felt for years:

AI transformation is reshaping every role, and yesterday’s leadership profile doesn’t map to tomorrow’s demands.

The leadership equation has shifted: agility, digital fluency, and stakeholder orchestration now matter more than tenure.

That's why external CEO appointments nearly doubled this year. 

If the last few years taught us anything, it’s that strategy fails when leadership, structure, and decision-making can’t keep pace. 

The companies built for the future are the ones redesigning leadership for it, before the market forces them to.

And if your org isn’t building future-ready leaders, your board will go shopping for one.

If your HR org spreads resources evenly, it’s already behind.

Most HR leaders I meet run beautifully structured, well-intentioned departments, but they’re built for balance, not strategy.

The best HR orgs are not evenly resourced across Recruiting, L&D, Labor Relations, HR Systems, Compliance, Payroll, etc. 

They’re asymmetric by design.

They invest where the business needs them most, not where the org chart says they should.

Try this quick exercise:

- Imagine you have 100 chips to allocate across your HR functions.
- Place them where your resources actually sit today.
- Now, fire yourself.
- Come back as the new HR leader, fresh eyes, no baggage, and place your 100 chips again.

Something almost always changes.

That gap between “today” and “tomorrow” is your strategy talking.

Most companies wait until something breaks to rebalance. But you can make that change now, before the system forces your hand.

HR isn’t just a set of functions. 

It’s a portfolio of strategic bets.

The biggest mistake businesses make about their AI strategy?

Is thinking they need one.

AI isn’t something you strategize for, it’s something you adapt to.

AI is evolving faster than any strategy document can keep up.

If you are a business, your strategy needs to be about how your organization adapts to it:

- How you experiment.
- How you absorb what works.
- How you can exploit it for strategic differentiation.
- How you operationalize it into how you build, decide, and lead.

This is why HR is suddenly at the center of the AI conversation,  helping the business get good at change.

AI’s showing up in every board meeting, every strategy deck, every investor call. 

The market’s on fire with it, even while the workforce feels the drag of uncertainty.

So here’s my take:

Stop trying to make a “five-year AI plan.”

Start building a system for transformation, one that helps your people, your leaders, and your org evolve as fast as the technology does.

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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);}Drew Fortin's LinkedIn Performance

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Drew Fortin's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

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Drew Fortin's Linkedin Analytics

Performance ScoreDrew Fortin's LinkedIn Performance

Drew Fortin's Best Posts (last 30 days)