Mineral, part of Mitratech

● Led discovery, assessment, and launch of an AI-powered HR agent enabling SMBs to self-serve regulated HR guidance, laying the foundation for scalable, enterprise-wide AI adoption.
● Led the $25M development of a next-gen HR compliance SaaS platform, enabling a shift to a product-led growth model and unlocking new revenue channels.
● Drove strategic alignment across the executive team by defining and operationalizing corporate strategy through OKRs, increasing cross-functional cohesion and value delivery.
● Reduced vendor renewal costs by 30% through formalizing vendor management processes, enhancing service quality and embedding continuous improvement practices.
● Established and scaled a high-performing Program Management (PMO) to oversee critical transformation initiatives, ensuring agile execution, financial discipline, and long-term operational excellence.

Vice President Strategic Transformation

Tyeideas, LLC

● Entrepreneur / Inventor / Owner @ Tyeideas, LLC
● Inventor of the DogTye® hands-free dog leash harness (Patten Approved Oct 2018)
● B2C eCommerce retailer

Entrepreneur / Inventor / Owner

Slalom Consulting

● Led a multi-year transformation program to develop a new SaaS platform, consolidated two legacy systems, and drove annual recurring revenue (ARR) growth from $25M to $86M (244% increase) with improved user experience, operational efficiency, and in-platform sales.
● Drove executive-level strategic alignment by advising leadership on business-critical HRIS integrations, enabling the successful acquisition of 150+ companies and supporting aggressive growth initiatives.
● Reduced cybersecurity vulnerability risks by 30% for a critical infrastructure client by leading a complex logging capability upgrade, improving and sustaining operational resilience.

Senior Management Consultant

North Highland

● Increased e-commerce efficiency by 60% within 3 months by optimizing Nike’s first-article digital imagery program, setting new benchmarks for digital marketing and boosting global online sales.
● Enabled scalable growth for Lattice Semiconductor by leading a comprehensive current-state evaluation for Oracle ERP implementation, improving business performance and operational readiness.

Management Consultant

Advisicon

● Led the consulting, design, and implementation of enterprise portfolio management (EPM) systems for Fortune 500 clients, improving project delivery efficiency by 15–20%, enabling data-driven decision-making across business units, and equipping executives with real-time portfolio insights for cross-functional alignment.
● Built and scaled a high-performing service delivery team that completed 58+ projects annually, optimizing resource allocation and ensuring consistent execution of large-scale EPM initiatives.

Director of Professional Services

Metro

● Increased on-time project delivery by 30% by building and leading a centralized PMO, standardizing project management practices, and improving cross-business unit alignment.
● Enhanced organizational transparency by establishing consistent project reporting frameworks, improving stakeholder visibility, and accelerating decision-making.

Manager, Project Management Office

KBR, Inc.

● Led a 55+ member quality assurance team supporting the Department of State and U.S. military operations across Iraq, improving service delivery and ensuring compliance with military standards for basic life support (food, fuel, water, fire service, medical, power gen, morale and welfare, laundry), operations & maintenance, construction, and airfield operations.
● Enhanced operational efficiency and service quality by 80% developing standardized QA/QC processes, reducing critical errors and improving operational readiness for U.S. operations.

Senior Quality Management Leader

United States Army

Honorably Discharged. (Veteran)
Lead 87+ Soldiers

Officer

I help organizations translate strategy into impact — aligning AI, operations, and cross-functional teams to drive transformation at scale.

As a former VP-level transformation leader, I bring well over a decade of experience leading complex initiatives across consulting, business operations, and corporate strategy. My focus is on helping senior leaders move faster and execute better — especially in moments of change, growth, or AI adoption.

Where others see uncertainty, I see leverage. I specialize in bridging the gap between vision and execution — ensuring strategic initiatives don’t stall, misalign, or get lost in the noise.

My approach blends operational discipline with executive-level storytelling and stakeholder alignment. I’ve led enterprise-wide programs across industries, built AI program portfolios, and coached leadership teams through transformational change.

If your organization is navigating strategy, scaling operations, or figuring out how to make AI work in the real world — I’d love to connect.



Specialties: 
•	Enterprise AI Strategy & Adoption
•	Business Strategy Design & Execution
•	Strategic Initiative Prioritization & Execution
•	OKRs & Executive Goal Alignment
•	Organizational Change Leadership
•	Cross-Functional Program Execution
•	Operational Efficiency & Process Optimization
•	Executive & Board-Level Communication
•	Inclusive Leadership & Ethical Culture Building
•	Team Development, Mentoring & Coaching
•	Enterprise Vendor Management
•	AI-Driven Transformation Initiatives
•	SaaS, Consulting, and Multisector Expertise
•      Objectives & Key Results (OKRs)

I’ve seen it happen too many times: leaders announce a big transformation, but the people who have to make it work are already buried in their day-to-day fires.

If you don’t have their buy-in from the start, the transformation never really gets off the ground.

That’s why it’s on senior leadership to be crystal clear about the intent, the objectives, and the goals... and to make sure every person understands how it will benefit the organization. 

Too often, the message comes down as: "Go do this." And to the teams, it just sounds like more busy work.

The real work is in:

• 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗶𝗻𝗴 𝘄𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀
• 𝗘𝘅𝗽𝗹𝗮𝗶𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 “𝘄𝗵𝘆”
• 𝗦𝗵𝗼𝘄𝗶𝗻𝗴 𝘁𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁 𝗮𝗻𝗱 𝗯𝗲𝗻𝗲𝗳𝗶𝘁𝘀
• 𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗱𝗼𝘁𝘀 𝗳𝗼𝗿 𝗵𝗼𝘄 𝗶𝘁 𝘄𝗶𝗹𝗹 𝗺𝗮𝗸𝗲 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀’ 𝗷𝗼𝗯𝘀 𝗯𝗲𝘁𝘁𝗲𝗿

If the CEO is saying "We’re doing X" and a VP is saying "I need Y to hit my bonus," the whole effort is already split in two.

When leaders share the same vision, speak the same language, and communicate the same priorities, they give their teams something to rally behind.

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#BusinessTransformation

Tye Trepanier

I've had people ask me if they think we'll see a 360-degree moment when it comes to AI and workforce reductions. And I think we might. 

Right now, companies are jumping on the AI bandwagon and cut roles quickly. They're chasing efficiency or cost savings without fully considering the long-term implications.

It reminds me of the mid-90s, when many organizations outsourced IT and help desk services overseas. At the time, it seemed like a brilliant idea, but the language barriers and poor experiences quickly showed that some things just can’t be outsourced. Companies had to bring those roles back in-house.

AI is heading down a similar path. Some of the employees being let go today are the very critical thinkers and problem-solvers AI can’t replace. 

The “rubber-stamping” tasks? Sure, those can be automated.

But the people who fill gaps, solve complex problems, and improve customer experiences? Those are the roles you need to think twice about eliminating.

The smarter approach is to pump the brakes. Assess your real problems and use AI to solve them without unnecessarily cutting dedicated employees who have been essential to serving your customers and sustaining the business.

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No alternative text description for this image

Want to build psychological safety during AI-driven change? 𝗗𝗼𝗻'𝘁 𝘀𝘁𝗮𝗿𝘁 𝗯𝘆 𝗳𝗶𝗿𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲. 

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽’𝘀 𝗷𝗼𝗯 is to clearly 𝗱𝗲𝗳𝗶𝗻𝗲 𝘄𝗵𝗮𝘁 𝗔𝗜 𝗶𝘀 𝗲𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝗱𝗼 for the organization and then empower people to engage with it, explore it, and learn from it.

Give teams the space to see how AI can improve their daily work, reduce the “hair-on-fire” tasks, and let them focus on higher-value efforts that help the organization and your customers.

Too often, organizations go in like: "𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆. 𝗪𝗲’𝗿𝗲 𝗳𝗶𝗿𝗶𝗻𝗴 𝟯𝟬% 𝗼𝗳 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺. 𝗙𝗶𝗴𝘂𝗿𝗲 𝗶𝘁 𝗼𝘂𝘁."

𝗧𝗵𝗮𝘁 𝗺𝗶𝗻𝗱𝘀𝗲𝘁 𝘀𝗽𝗿𝗲𝗮𝗱𝘀 𝗳𝗲𝗮𝗿.

𝗧𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 is to engage employees, gather feedback, and 𝗮𝘀𝗸: 𝗛𝗼𝘄 𝗰𝗮𝗻 𝘄𝗲 𝘂𝘀𝗲 𝘁𝗵𝗶𝘀 𝘁𝗼𝗼𝗹 𝘁𝗼 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂𝗿 𝗷𝗼𝗯 𝗯𝗲𝘁𝘁𝗲𝗿, 𝘁𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝘁𝘁𝗲𝗿, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗯𝗲𝘁𝘁𝗲𝗿?

When you do that, employees get excited. They start showing creative ways to use AI, too. 

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𝗧𝗼𝗼 𝗺𝗮𝗻𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗿𝗲 𝗹𝗲𝘁𝘁𝗶𝗻𝗴 𝗔𝗜 𝗹𝗲𝗮𝗱 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆... 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝗹𝗲𝘁𝘁𝗶𝗻𝗴 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗹𝗲𝗮𝗱 𝗔𝗜.

This article makes it clear: only 40% of companies in their survey said they have an enterprise-wide AI strategy. And yet, 66% believe AI is critical to success. That gap? It’s where most AI projects stumble.

The organizations that do this well (Deloitte calls them Transformers) treat AI as a tool to serve the business. They start with their core strategy, align initiatives to growth goals like improving customer experiences or launching new products, and make sure every AI project ties back to measurable outcomes. 

𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 𝗶𝘀 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁, 𝗯𝘂𝘁 𝗶𝘁’𝘀 𝗼𝗻𝗹𝘆 𝗽𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗶𝗰𝘁𝘂𝗿𝗲.

The lesson is simple: 𝗔𝗜 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝗳𝗶𝗻𝗶𝘀𝗵 𝗹𝗶𝗻𝗲. 

𝗚𝗲𝘁 𝘁𝗵𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗿𝗶𝗴𝗵𝘁, 𝗿𝗮𝗹𝗹𝘆 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺 𝗮𝗿𝗼𝘂𝗻𝗱 𝗶𝘁, 𝗮𝗻𝗱 𝗹𝗲𝘁 𝗔𝗜 𝗱𝗼 𝘄𝗵𝗮𝘁 𝗶𝘁 𝗱𝗼𝗲𝘀 𝗯𝗲𝘀𝘁: 𝘩𝘦𝘭𝘱 𝘺𝘰𝘶 𝘳𝘦𝘢𝘤𝘩 𝘺𝘰𝘶𝘳 𝘨𝘰𝘢𝘭𝘴 𝘧𝘢𝘴𝘵𝘦𝘳 𝘢𝘯𝘥 𝘴𝘮𝘢𝘳𝘵𝘦𝘳.

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#AIStrategy

Open article: How to Create an Effective AI Strategy by deloitte.com

One of the most frequently cited leading practices for AI transformation is the need for a bold, enterprise wide strategy that is set by an organization’s highest leadership.

According to the National University, 77% of companies are either using or exploring the use of AI in their business. That’s a lot of organizations dipping their toes (or diving headfirst) into AI waters.

Here’s the catch: 𝙟𝙪𝙨𝙩 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙮𝙤𝙪 𝙘𝙖𝙣 𝙪𝙨𝙚 𝘼𝙄 𝙙𝙤𝙚𝙨𝙣’𝙩 𝙢𝙚𝙖𝙣 𝙞𝙩’𝙨 𝙖𝙪𝙩𝙤𝙢𝙖𝙩𝙞𝙘𝙖𝙡𝙡𝙮 𝙝𝙚𝙡𝙥𝙞𝙣𝙜 𝙮𝙤𝙪𝙧 𝙩𝙚𝙖𝙢.

I’ve seen situations where AI adds friction instead of removing it. For example, it can overcomplicate workflows if it's just thrown into operations without careful thought or intention toward how it's being used. 

If I had to share 𝗮 𝗳𝗲𝘄 𝗽𝗶𝗲𝗰𝗲𝘀 𝗼𝗳 𝗮𝗱𝘃𝗶𝗰𝗲 𝗼𝗻 𝘂𝘀𝗶𝗻𝗴 𝗔𝗜 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, I'd say this: 

• 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗲𝗮𝗿𝗹𝘆. Let them weigh in on how AI will support their work, not dictate it.
• 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗻𝗼𝘁 𝘀𝗵𝗶𝗻𝘆 𝗳𝗲𝗮𝘁𝘂𝗿𝗲𝘀. If the AI doesn’t make the team’s job easier or the business more effective, it’s just noise.
• 𝗞𝗲𝗲𝗽 𝗴𝘂𝗮𝗿𝗱𝗿𝗮𝗶𝗹𝘀 𝗶𝗻 𝗽𝗹𝗮𝗰𝗲. Human oversight ensures AI helps rather than hinders.

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When it comes to 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲-𝗹𝗲𝘃𝗲𝗹 𝗔𝗜 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻, it really boils down to two things: 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗻𝗱 𝗱𝗮𝘁𝗮.

The data part is actually a bit easier to assess. Do you have clean data? Too many companies don’t, and it quickly becomes a data nightmare.

Without a strong data management program and well-maintained systems, you risk feeding dirty data into your AI... and that just leads to dirty, nonsensical results.

The good news? 𝗔𝗜 𝗶𝘁𝘀𝗲𝗹𝗳 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘀𝗽𝗲𝗲𝗱 𝘂𝗽 𝘁𝗵𝗲 𝗱𝗮𝘁𝗮 𝗰𝗹𝗲𝗮𝗻𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀. What used to require a ton of manual work can now be accelerated with the right AI tools.

But from the leadership side, it’s critical that executives understand this, and that they commit the time and resources necessary to get the data right.

Honestly, this step is all preamble before you even start implementing any large-scale AI initiatives. Without clean data and aligned leadership, the whole effort is on shaky ground.

𝗚𝗲𝘁𝘁𝗶𝗻𝗴 𝘁𝗵𝗼𝘀𝗲 𝗳𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹𝘀 𝗶𝗻 𝗽𝗹𝗮𝗰𝗲 𝗳𝗶𝗿𝘀𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗸𝗲𝘆 𝘁𝗼 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝘄𝗶𝘁𝗵 𝗔𝗜.

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#AI #Leadership #AIStrategy

When it comes to AI, most small businesses are caught somewhere between excitement and overwhelm.

In this piece, Karim R. Lakhani, Jen Stave, Douglas Ng and Daniel Martines hit on a key point: “𝟳𝟬% 𝗼𝗳 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗶𝗻 𝗔𝗜 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲𝘀 𝗮𝗿𝗲 𝗿𝗲𝗹𝗮𝘁𝗲𝗱 𝘁𝗼 𝗽𝗲𝗼𝗽𝗹𝗲 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀, 𝗻𝗼𝘁 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆.”

You can have the best AI tools money can buy, but if your team and workflows aren’t ready to adapt, you’re just automating old problems faster.

Here’s the nuance many miss: 
𝗔𝗜 𝗶𝘀𝗻’𝘁 𝗮 𝗼𝗻𝗲-𝗮𝗻𝗱-𝗱𝗼𝗻𝗲 𝘂𝗽𝗴𝗿𝗮𝗱𝗲 𝘆𝗼𝘂 𝗶𝗻𝘀𝘁𝗮𝗹𝗹 𝗮𝗻𝗱 𝘄𝗮𝗹𝗸 𝗮𝘄𝗮𝘆 𝗳𝗿𝗼𝗺. 𝗜𝘁’𝘀 𝗺𝗼𝗿𝗲 𝗹𝗶𝗸𝗲 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗳𝗼𝗿 𝗮 𝗺𝗮𝗿𝗮𝘁𝗵𝗼𝗻. 𝗘𝘅𝗰𝗲𝗽𝘁 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝘀𝗲 𝗸𝗲𝗲𝗽𝘀 𝗰𝗵𝗮𝗻𝗴𝗶𝗻𝗴 𝘄𝗵𝗶𝗹𝗲 𝘆𝗼𝘂 𝗿𝘂𝗻. 

So what can small businesses do today? My advice is to start by asking a few key questions: 

• Can your team quickly shift gears to test and scale AI tools without months of red tape?
• Are small experiments encouraged, even if they fail?
• Is there a clear process to capture learnings so you don’t reinvent the wheel each time?
• Do you have a culture that treats failure as a step forward, not a setback?

If you hesitated answering “yes,” you’re not alone... and that’s where I see the biggest opportunity.

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#ChangeResilience #AIStrategy #AI

Open article: A Guide to Building Change Resilience in the Age of AI by hbr.org

A Guide to Building Change Resilience in the Age of AI

GPT-5 is here, and yes, it’s impressive. But let’s be clear: it’s an evolution, not a revolution.

For developers and enterprise AI leaders, GPT-5 delivers meaningful upgrades. Coding performance has stepped up and multimodal capabilities open more doors for visual data integration.

But here’s the reality: it’s still not magic. It won’t think for you, learn on its own, or instantly solve messy business problems. Integrating it with existing systems still takes planning, oversight, and a clear sense of what success looks like.

Think of GPT-5 like a new, faster car with a better GPS. Great for the ride, but you still need to know your destination, drive responsibly, and watch out for roadblocks.

What do you think of this new update?

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Roger Martin’s latest piece on strategy for organizations without competition is a solid reminder: 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝘃𝗮𝗹𝘂𝗲 𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘆𝗼𝘂 𝘀𝗲𝗿𝘃𝗲.

No matter the work environment, the principles are the same. Start with reality, understand your current Where-to-Play and How-to-Win, and then aim for breakthrough value creation.

The biggest constraint is rarely legislation or oversight. In many cases, it's the mindset that you can’t do a bold strategy because the rules won’t allow it.

Founder & President at Roger L. Martin, Inc. and author of A New Way to Think

Just posted my latest Playing to Win/Practitioner Insights piece, this one on #strategy for government agencies. https://lnkd.in/eRQycJss
Enjoy!

Open article: Strategy for Organizations Without Competition by rogermartin.medium.com

Strategy for Organizations Without Competition

This HBR article highlights how tools like MIT Media Lab’s CityScope helped Hamburg address a housing crisis by simulating scenarios, surfacing hidden opportunities, and (most impressively) getting 5,000 residents engaged in rethinking their city.

As the article puts it, AI can act as a kind of “consensus machine.” 

And it’s true; AI can synthesize mountains of data, visualize trade-offs, and even help groups find common ground. 

However, AI can’t magically erase trade-offs or make everyone suddenly agree.

The article itself points out, “Most group decisions remain inescapably prone to conflict… no algorithm, however sophisticated, can replace a culture of healthy disagreement and mutual respect.” 

AI can show us options, even reveal paths we didn’t see, but it can’t substitute for leadership, trust, and the willingness to compromise.

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Open article: How AI Can Help Tackle Collective Decision-Making by hbr.org

How AI Can Help Tackle Collective Decision-Making

Roger Martin’s latest piece, 𝗠𝗶𝘀𝗽𝗹𝗮𝗰𝗲𝗱 𝗦𝗵𝗼𝘂𝗹𝗱𝘀 𝗶𝗻 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆, is one I wish more tech and business leaders would bookmark before launching into yet another deck on five-year roadmaps.

There’s a line in the article that really stuck with me: “You have a strategy. In fact, every part of you has a strategy. Focus on that to start.”

Too often, I hear:

- “Should we cascade strategy at the business unit level?”
- “Should we revisit our strategy every six months?”
- “Should a startup even have a strategy, or just hustle until something breaks (hopefully not production)?”

Here’s the problem: when you chase rules like those, you’re optimizing for neatness, not usefulness. You end up building around an idealized version of how strategy is supposed to work, rather than the messier (but more accurate) reality of how your business actually operates.

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#BusinessStrategy #InnovationStrategy

Just posted my latest Playing to Win/Practitioner Insights piece, this one on misplaced shoulds in #strategy.https://https://lnkd.in/eae8fESh Enjoy!

Open article: Misplaced Shoulds in Strategy by rogermartin.medium.com

𝐀𝐥𝐢𝐠𝐧𝐢𝐧𝐠 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐓𝐞𝐚𝐦𝐬: 𝟓 𝐀𝐜𝐭𝐢𝐨𝐧𝐬 𝐓𝐡𝐚𝐭 𝐀𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐃𝐫𝐢𝐯𝐞 𝐌𝐨𝐦𝐞𝐧𝐭𝐮𝐦

Here’s something I’ve seen over and over again: everyone in the C-suite agrees in principle, but their calendars, budgets, and metrics tell a different story. 

The result? Teams chasing different goals, conflicting priorities, and a whole lot of wheel-spinning.

Executive alignment isn’t just about getting everyone in the same room for a strategy session; it’s about building real operational coherence. Here are 6 actions that make a real difference:

𝟏. 𝐒𝐭𝐨𝐩 𝐂𝐡𝐚𝐬𝐢𝐧𝐠 “𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭” 𝐚𝐧𝐝 𝐒𝐭𝐚𝐫𝐭 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐂𝐥𝐚𝐫𝐢𝐭𝐲. If everyone has a different definition of success, you’re not aligned; you’re negotiating. Create explicit, shared definitions of goals, timelines, and trade-offs. And then revisit them often. Ambiguity is the enemy of forward motion.

𝟐. 𝐁𝐚𝐬𝐞 𝐘𝐨𝐮𝐫 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐨𝐧 𝐒𝐡𝐚𝐫𝐞𝐝 𝐂𝐨𝐧𝐬𝐭𝐫𝐚𝐢𝐧𝐭𝐬. Want unity? Stop debating vision statements and start aligning on constraints. Budget ceilings. Talent shortages. Timeframes. When execs agree on the limits, they tend to get a lot more creative and collaborative about what’s possible within them.

𝟑. 𝐋𝐢𝐧𝐤 𝐎𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐨 𝐎𝐮𝐭𝐜𝐨𝐦𝐞𝐬, 𝐍𝐨𝐭 𝐅𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐬. Stop assigning projects based on job titles. Start assigning them based on the outcome you're trying to achieve. Cross-functional work breaks when it’s unclear who owns the finish line... and too often, the org chart becomes the excuse.

𝟒. 𝐔𝐬𝐞 𝐄𝐱𝐞𝐜 𝐌𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐭𝐨 𝐒𝐞𝐭 𝐂𝐨𝐧𝐭𝐞𝐱𝐭, 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐂𝐡𝐞𝐜𝐤 𝐁𝐨𝐱𝐞𝐬. If your weekly exec sync feels like a PowerPoint parade, it’s probably not helping you align. Use that time to stress-test assumptions, surface disconnects, and pressure-test priorities. 

𝟓. 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐁𝐲 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫, 𝐍𝐨𝐭 𝐁𝐮𝐲-𝐈𝐧. Saying “we’re aligned” in a slide deck doesn’t mean much. Are teams using the same playbook? Are roadmaps interdependent in the right ways? Are incentives reinforcing shared goals? If the behavior doesn’t match the talking points, it’s time to recalibrate.

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#ExecutiveAlignment #BusinessStrategy #Leadership

𝗬𝗼𝘂𝗿 𝗯𝗶𝗴 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗽𝗿𝗼𝗯𝗮𝗯𝗹𝘆 𝗶𝘀𝗻’𝘁 𝗳𝗮𝗶𝗹𝗶𝗻𝗴 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗶𝘁’𝘀 𝗯𝗮𝗱.

It’s more likely struggling because the small, seemingly “obvious” pieces aren’t in place.

This article highlights the “presentation to interpretation” leak point, and it can make even great teams stumble up at times. Every person interprets a message through their own experiences, priorities, and assumptions.

The result? 

Your carefully crafted strategy can end up looking like something completely different to the people who have to execute it.

Luckily, the fix is simple: Check in with your team. Ask people how they understand it, what they think it means for their work, and what questions they still have. 

Then you can adapt accordingly. 𝗔 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗼𝗻𝗹𝘆 𝘄𝗼𝗿𝗸𝘀 𝘄𝗵𝗲𝗻 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗲𝗻𝘃𝗶𝘀𝗶𝗼𝗻 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗿𝗲𝗮𝗰𝗵𝗲𝘀 𝘁𝗵𝗲 𝗳𝗿𝗼𝗻𝘁𝗹𝗶𝗻𝗲𝘀 𝗶𝗻𝘁𝗮𝗰𝘁!

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#BusinessStrategy

Open article: Avoid These Communication Breakdowns When Launching Strategic Initiatives by hbr.org

Avoid These Communication Breakdowns When Launching Strategic Initiatives

𝐅𝐢𝐯𝐞 𝐌𝐢𝐜𝐫𝐨-𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫𝐬 𝐓𝐡𝐚𝐭 𝐓𝐞𝐥𝐥 𝐘𝐨𝐮𝐫 𝐓𝐞𝐚𝐦: “𝐈𝐭’𝐬 𝐒𝐚𝐟𝐞 𝐭𝐨 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐞.”

Here’s the thing about innovation: it rarely dies because of a lack of ideas. 𝗠𝗼𝗿𝗲 𝗼𝗳𝘁𝗲𝗻, 𝗶𝘁’𝘀 𝗳𝗲𝗮𝗿 𝘁𝗵𝗮𝘁 𝗸𝗶𝗹𝗹𝘀 𝗶𝘁. 

As leaders, we set the temperature in the room. 𝗜𝗳 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘀𝗲𝗻𝘀𝗲𝘀 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝘀𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝘂𝗽 𝗼𝘂𝘁𝘄𝗲𝗶𝗴𝗵𝘀 𝘁𝗵𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁, 𝘆𝗼𝘂’𝗹𝗹 𝗻𝗲𝘃𝗲𝗿 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗯𝗼𝗹𝗱 𝗶𝗱𝗲𝗮𝘀 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱.

Here are 𝗳𝗶𝘃𝗲 𝗺𝗶𝗰𝗿𝗼-𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝘀 that quietly (but powerfully) 𝘁𝗲𝗹𝗹 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗶𝘁’𝘀 𝘀𝗮𝗳𝗲 𝘁𝗼 𝘁𝗮𝗸𝗲 𝗿𝗶𝘀𝗸𝘀:

𝟏. 𝐑𝐞𝐰𝐚𝐫𝐝 𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬, 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐀𝐧𝐬𝐰𝐞𝐫𝐬. When someone asks a tough or “naïve” question in a meeting, be sure to pause, acknowledge it, and thank them for putting it on the table. It signals that inquiry matters as much as expertise. 

𝟐. 𝐓𝐡𝐢𝐧𝐤 𝐎𝐮𝐭 𝐋𝐨𝐮𝐝... 𝐄𝐬𝐩𝐞𝐜𝐢𝐚𝐥𝐥𝐲 𝐘𝐨𝐮𝐫 𝐔𝐧𝐜𝐞𝐫𝐭𝐚𝐢𝐧𝐭𝐢𝐞𝐬. Leaders are trained to show confidence, but psychological safety thrives on transparency. Try voicing your reasoning process, including what you don’t know yet. It normalizes the idea that progress is often messy and incomplete. 

𝟑. 𝐑𝐞𝐬𝐩𝐨𝐧𝐝 𝐓𝐨 𝐁𝐚𝐝 𝐈𝐝𝐞𝐚𝐬 𝐖𝐢𝐭𝐡 𝐂𝐮𝐫𝐢𝐨𝐬𝐢𝐭𝐲. When a suggestion clearly misses the mark, resist the urge to swat it down. Instead, ask: “What problem were you trying to solve with that?” You’ll uncover valuable context, and you’ll avoid teaching your team that risk = ridicule.

𝟒. 𝐓𝐫𝐞𝐚𝐭 𝐒𝐦𝐚𝐥𝐥 𝐅𝐚𝐢𝐥𝐮𝐫𝐞𝐬 𝐋𝐢𝐤𝐞 𝐃𝐚𝐭𝐚. If a pilot flops or an experiment stalls, narrate it in terms of what the team learned, not what they “wasted.” This shift from blame to learning turns every attempt into a contribution, not a liability. 𝗧𝗛𝗜𝗦 𝗶𝘀 𝗠𝗬 𝗙𝗔𝗩𝗢𝗥𝗜𝗧𝗘 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗼𝗻𝗲 𝗜 𝘂𝘀𝗲 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁.

𝟓. 𝐂𝐨𝐦𝐦𝐢𝐭 𝐭𝐨 𝐋𝐚𝐬𝐭 𝐖𝐨𝐫𝐝 𝐄𝐪𝐮𝐢𝐭𝐲. If you always summarize or decide last, you unintentionally anchor the room. Flip it: let your team speak first, then layer your perspective at the end. It ensures your authority doesn’t drown out their creativity.

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𝐋𝐞𝐚𝐝𝐢𝐧𝐠 𝐚 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐒𝐡𝐢𝐟𝐭: 𝟓 𝐒𝐭𝐞𝐩𝐬 𝐓𝐡𝐚𝐭 𝐌𝐚𝐤𝐞 𝐈𝐭 𝐒𝐭𝐢𝐜𝐤

September is Global Company Culture Month, so what better time than now to share how leaders can guide their team through a shift in company culture? 

If I had to come up with 5 pieces of advice for leaders in this situation for the first time, they'd be this: 

𝟏. 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐦𝐢𝐜𝐫𝐨-𝐬𝐡𝐢𝐟𝐭𝐬, 𝐧𝐨𝐭 𝐦𝐚𝐜𝐫𝐨 𝐝𝐞𝐜𝐫𝐞𝐞𝐬. Changing everything at once will just overwhelm everyone. Leaders consistently model small behaviors that ripple outward, like admitting when they don’t know an answer or inviting healthy dissent.

𝟐. 𝐌𝐚𝐤𝐞 𝐚𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐯𝐢𝐬𝐢𝐛𝐥𝐞. If teams can’t see how their work ladders up to the bigger mission, they’ll default to old habits. Translate vision into daily language, rituals, and decision-making so the culture shift is actually lived.

𝟑. 𝐑𝐞𝐰𝐢𝐫𝐞 𝐡𝐨𝐰 𝐲𝐨𝐮 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐞 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. If you only reward results, people will cling to the safest path. If you reward experimentation, collaboration, and resilience, you’ll see the behaviors that fuel transformation start to stick.

𝟒. 𝐃𝐞𝐬𝐢𝐠𝐧 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐝𝐢𝐬𝐜𝐨𝐦𝐟𝐨𝐫𝐭. Shifts create uncertainty, and silence in the face of it breeds mistrust. Build structured forums for tough conversations. Normalize discomfort as part of progress.

𝟓. 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐞 𝐭𝐨 𝐜𝐨𝐧𝐧𝐞𝐜𝐭, 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐭𝐨 𝐢𝐧𝐟𝐨𝐫𝐦. An email with bullet points won’t shift hearts. Storytelling, vulnerability, and dialogue are what build belief. Leaders who communicate like humans accelerate cultural change.

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Roger Martin’s latest piece hit me because it surfaces a recurring tension: 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀 (𝗜𝗥) 𝗰𝗮𝗻 𝗯𝗲 𝗮𝗻 𝗲𝗻𝗮𝗯𝗹𝗲𝗿 𝗼𝗿 𝗮 𝗯𝗹𝗼𝗰𝗸𝗲𝗿 𝘄𝗵𝗲𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘀𝗵𝗶𝗳𝘁𝘀.

Too often, IR defaults to playing it safe: smoothing messages, protecting the status quo, or worrying about short-term reactions. But strategy is about choices. Real ones. The kind that make investors uncomfortable at first but create outsized value long term.

What stood out to me:
• Truth builds trust. Investors reward realism over sugarcoating, even when the immediate outlook is tough.
• Apologies ≠ strategy. Shifting course doesn’t demand contrition. It demands clarity and conviction.
• Bring IR in early. If they only see the conclusion, they can’t communicate the logic. That’s where misalignment creeps in.

For CEOs, the lesson is clear: strategy needs champions, not just messengers. And IR leaders who lean into that role become invaluable partners in transformation.

Curious what others think. 𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝗲𝗲𝗻 𝗜𝗥 𝗮𝗰𝘁 𝗮𝘀 𝗮 𝗯𝗿𝗮𝗸𝗲 𝗼𝗻 𝗯𝗼𝗹𝗱 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗼𝗿 𝗮𝘀 𝗮 𝗳𝗼𝗿𝗰𝗲 𝗺𝘂𝗹𝘁𝗶𝗽𝗹𝗶𝗲𝗿?

Just posted my latest Playing to Win/Practitioner Insights piece, this one on #strategy & #InvestorRelations https://lnkd.in/e2zKHCTQ Enjoy!

Open article: Strategy & Your Investor Relations Organization by rogermartin.medium.com

Strategy & Your Investor Relations Organization

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