Success Beneath the Surface

Gene Holtzman didn't start out in staffing. He started in the South Bronx, working with drug addicts and unemployed people in the late 1970s, building nonprofits and figuring out how to help people find work. When Reagan-era budget cuts pulled the rug out in 1982, he had a decision to make. He was 31 years old with two kids, and he chose to bet on himself. That bet became Mitchell Martin, a technology and healthcare staffing firm Gene co-founded on Wall Street in 1984. Today the company runs close to $180 million in revenue and employs staffing professionals, contractors, and a team of 75 in India. They've survived the 1987 crash, 9/11 (they were three blocks away and couldn't get to their office for six months), COVID, and the current market contraction. In this conversation, Gene talks with Deborah Fell about what it actually looks like to run a company for over 40 years with the heart of a social worker. He gets into the decision to become an ESOP, why he walked away from what would have been a much larger exit, how he's handling fraud detection with AI tools like Ropes AI, and where he sees the staffing industry heading as AI reshapes the job market. Gene also talks candidly about succession. His son Josh has been with the company for 15 years and is being built up to run it. The goal isn't to leave next Thursday. It's to build something that outlasts him and rewards the people who helped get it there. If you're a CEO wrestling with what loyalty to employees actually looks like in practice, or you're wondering how to stay energized when the market turns against you, this is a conversation worth hearing. Gene Holtzman Bio: Eugene Holtzman founded Mitchell Martin in 1984 with the idea that technology was the future of business.  Today, that notion still stands and has helped propel MMI in to one of the largest IT staffing firms in the US.  Gene is distinguished by his energy and creativity, guiding teams with a culture that encourages and supports continuous learning and innovation. With a passion for talent acquisition technology, Gene started Talent Tech Labs, a one-of-a-kind venture to research, validate and accelerate new TA technologies by connecting early-stage companies with forward thinkers in the industry.  Guided by his inspirational leadership, MMI continues to grow with a focus on technology and collaboration, harnessing the benefits of niche IT specializations to better serve both clients and candidates.  Gene Holtzman on LinkedIn

What does it take to build a fintech company from five people to 2,000 — entirely from scratch, then through strategic acquisition — without ever making excuses for the macro environment? David Johnson, CEO and Founder of Vervent, sat down with Deborah Fell to answer exactly that. David’s path wasn’t linear: he dropped out of high school at 16, found his way to UC Berkeley and Stanford, cut his teeth at Bain and McKinsey working private equity deals, then made the leap to build his own company in 2008 right in the middle of a financial crisis. Vervent, a leading consumer finance operating platform, now serves clients across the full FINTECH spectrum and has grown through both organic expansion and targeted acquisitions, backed by StonePoint Capital since 2019. This conversation goes deep on the habits, mindset, and cultural principles that have sustained David’s leadership across nearly two decades. He’s blunt about the loneliness at the top, honest about the team members who couldn’t scale with the company, and practical about what it actually means to act when the outcome is uncertain. If you’re a CEO navigating complexity, building a team, or wondering how to stay hungry after years in the seat — this one is for you. David Johnson Bio: David J. Johnson is the Founder and CEO of Vervent, a leading financial servicer known for precision execution and operational resilience across complex portfolios. Since founding the firm in 2008, Johnson has grown Vervent into a global organization specializing in primary loan and lease servicing, credit card servicing, and capital markets services supporting private credit and structured finance. With more than 25 years of industry experience, he is known for turning complexity into opportunity. Prior to Vervent, Johnson served as SVP of Corporate Development at Memec and consulted for McKinsey & Company and Bain & Company, advising Global 500 clients worldwide. David J. Johonson on LinkedIn

Kevin Stevick, CEO of RH Shepard, shares hard-won wisdom from 40 years in manufacturing: your people aren't a cost center—they're your competitive advantage. In this conversation with Deborah Fell, Kevin breaks down why the most successful private equity leaders treat workforce investment exactly like capital equipment purchases. Clean up the shop floor. Improve benefits. Increase wages. These aren't feel-good initiatives—they're strategic moves that lower turnover, boost productivity, and create a pipeline of candidates eager to work for you. The challenge? Most MBA programs don't teach this. Most leaders still view people through a purely financial lens. And the skilled labor shortage isn't going away. Kevin's approach is refreshingly direct: listen first, provide guardrails not micromanagement, and give people room to succeed and fail. He challenges the myth that younger generations don't want to get their hands dirty and explains how AI and robotics don't replace workers—they transform their roles from manual labor to skilled technicians. This episode is essential listening for CEOs wrestling with hiring challenges, retention issues, or leaders who've never been taught to view human resources as a strategic imperative. Kevin proves that being the employer of choice isn't just good ethics—it's good business. About Deborah's guest, Kevin Stevick: Currently the CEO of RH Sheppard, a steering gear manufacturer for commercial vehicles, Kevin has over 40 years of leadership in metals manufacturing, including 25 years as CEO of private equity-owned portfolio companies. He has successfully led turnarounds and growth strategies for various mid-market metals related companies for multiple private equity firms. This has been achieved by driving operational excellence, strategic acquisitions, and significant EBITDA improvements. Kevin holds a BS in Systems Engineering from the U.S. Naval Academy and a MS Business Analytics.  Connect with Kevin on LinkedIn About RH Sheppard: R.H. Sheppard is an 88-year-old, American-manufactured leader in heavy-duty commercial vehicle steering. Based in Hanover, Pennsylvania, it is the only US based manufacturer of power steering gears for the global trucking and transportation industry. What truly sets Sheppard apart is its fully integrated model—engineering, machining, heat treating, remanufacturing, and service—all under one roof. Sheppard partners closely with OEMs and fleets to solve complex challenges, reduce lifecycle cost, and deliver unmatched reliability, performance, and technical support. When steering performance and uptime matter, customers choose Sheppard. Visit rhsheppard.com/ to learn more.

Dan Hou didn't plan to become an AI consultant by accident. After getting "professionally bamboozled" by the iPhone launch while working at Motorola, he made himself a promise: catch the next technology wave, but this time, own the outcome. That decision led to Eskridge, an AI consultancy built specifically for mid-market companies—the ones competing in the same arenas as enterprise but without McKinsey budgets or tolerance for bloat. We dig into the shift from "what is AI?" conversations in 2023 to tactical implementation pilots today, and why most companies are still treating AI adoption as a checkbox exercise rather than a competitive positioning tool. Dan breaks down the three-part framework his team uses: strategy (identifying high-value use cases), implementation (standing up pilots with measurable outcomes), and change management (the piece most engineers initially overlook). The change management conversation gets real. Job descriptions are being rewritten. Performance reviews are shifting from "how many times did you use ChatGPT this week?" to "what evidence shows you're experimenting and adapting?" Teams need budget autonomy within guardrails, not six layers of approval to try a $50/month tool. Dan also tackles the hard question: is AI actually a competitive advantage? His answer—yes in the near term, no in the long term as it commoditizes, but the proprietary context and instruction sets you feed it can sustain differentiation. We close with what's next: portable jet-turbine power generators for data centers and world models that could unlock physical robotics applications by training AI to understand three-dimensional space and physics. About Dan Hou: Dan is a founder and partner of Eskridge, an AI consultancy that deploys practical applications of AI for mid-market companies, and has worked closely with senior executives to unlock value from their AI initiatives. Previously, Dan led Amazon Ads Creative Studio, supporting advertisers through technology and scaled services. He has spent over a decade partnering with Fortune 100 clients on digital transformation initiatives at Huge, founded and successfully exited a SaaS startup and held product management roles at Microsoft and Motorola. Dan holds economics and computer science degrees from UPenn. Connect with Dan on LinkedIn

Michael Poisel left a successful venture capital career in the United States to become Executive Director of the Melbourne Entrepreneurial Centre. His mission is transforming Australia's economy through innovation and company creation. After launching 285 companies at the University of Pennsylvania, Michael brought his venture studio model to Melbourne. He helps researchers commercialize their work without becoming entrepreneurs themselves. The approach builds companies for them, finds the management teams, and handles the complex business infrastructure that turns research into viable commercial enterprises. Michael shares hard truths about global entrepreneurship—countries where business failure can land you in jail, disappearing R&D budgets at major corporations, and why universities must step into the innovation gap. He explains why 40% of Australian companies have fewer than 10 employees, how he's already started his first Melbourne company with 15 more in the pipeline, and why Australia actually has more accessible capital than the United States. For mid-market CEOs facing growth challenges, Michael offers battle-tested wisdom on staying innovative, maintaining urgency, and remembering that if you see a problem, 12 people in China probably do too.   About Deborah's guest, Michael Poisel Michael has spent almost 20 years becoming an expert in spinning out companies from universities. Currently, he's the Executive Director of the Melbourne Entrepreneurial Centre, leading efforts to scale its operations into an enterprise that meets the needs of everyone in the university ecosystem (students, staff, researchers, and alumni). Previously, Michael built entrepreneurial programs at the University of Pennsylvania for over 16 years and was responsible for creating Penn’s internal venture studio, PCI Ventures, which includes UPstart, UPadvisors, and Venture WarmUP. As part of these programs, he participated in the founding of over 280 companies that have raised over $950 million in funding.  Prior to Penn, Michael made investments in enterprise software and business services for NewSpring Capital, Apax Partners, and GE Capital, spanning more than ten years in private equity.  He began his career in manufacturing operations at General Electric/Lockheed Martin and contributed to the successful completion of several commercial and government satellite programs.   Michael graduated with honors in Mechanical Engineering from Rose-Hulman Institute of Technology, holds an M.S. in Systems Engineering from The Moore School of Engineering of the  University of Pennsylvania, and has an M.B.A. in finance and entrepreneurial management from  The Wharton School of Business of the University of Pennsylvania. Connect with him on LinkedIn. About The Melbourne Entrepreneurial Centre The Melbourne Entrepreneurial Centre is situated at the University of Melbourne, the number one ranked university in Australia.  Right in the middle of the city of Melbourne, the Centre bridges the critical gap between world-class research and global impact for societal benefit.  The Melbourne Entrepreneurial Centre cultivates a vibrant entrepreneurial culture by turning ideas and technologies into companies and providing the next generation of entrepreneurial leaders.  Its collaborative programs connect entrepreneurs with leading industry experts, researchers, investors, and mentors to accelerate venture creation and impact. From ideas to global expansion, the Melbourne Entrepreneurial Centre helps innovators bring transformative ideas to life.

Thomas Jensen didn't leave university research to make more money. He left because he wanted to make a real difference for cancer patients. After 20+ years in oncology and biotech, he's doing exactly that as CEO and co-founder of Allarity Therapeutics. The company he built centers on a radical idea: every patient's cancer is unique, so every treatment should be unique too. Using a proprietary platform that analyzes messenger RNA in tumor cells, Allarity can predict which patients will respond to specific cancer drugs rather than just drug classes. The results speak for themselves. In advanced ovarian cancer patients who often have only 3-4 months to live when they enroll in trials, Allarity's dual-mechanism therapy is showing 25 months overall survival. That's nearly a year better than the best approved drugs on the market, with minimal toxicity. Patients take three capsules a day and go about their lives. Jensen's journey wasn't smooth. When he took over as CEO in December 2023, he inherited a cap table loaded with preferred shares on unfavorable terms. Within six months, he'd cleaned it up completely. By May 2024, every Series A and Series B preferred shareholder had left, and the company was raising capital on favorable terms. Now listed on NASDAQ under ticker ALLR, Allarity is expanding beyond ovarian cancer into small-cell lung cancer through a fully funded VA trial. The goal is to combine their low-toxicity drug with traditional chemotherapy to achieve high response rates without stacking toxic side effects. Jensen's advice for other CEOs facing seemingly impossible challenges? Surround yourself with people who disagree with you. Stay open to different approaches. And remember: it's never too late to right the ship. "Surround yourself with people that you like, but that also disagree with you. Because for me, it has been good to go to people that have a totally different approach on life and things as myself." - Thomas Jensen Key moments in the episode (times are approximate): 02:07 - Overview of Allarity Therapeutics and its mission  02:30 - How the drug response prediction platform works 04:31 - Results in advanced ovarian cancer: 25 months overall survival  05:24 - Expansion into small cell lung cancer through VA partnership 06:46 - Why Allarity's dual-mechanism drug shows minimal toxicity 08:06 - The importance of combining biomarkers with therapies  09:15 - Working with the VA on clinical trials  10:03 - Thomas's early career and decision to leave university research  13:32 - Transition from research to industry and business development  16:18 - Taking over as CEO and inheriting a challenging financial structure  18:52 - The decision-making process for fixing the cap table  22:27 - Importance of advisors and common sense in complex decisions  23:09 - Why CEOs often delay hard decisions that need to be made 24:10 - Building relationships with preferred shareholders during the transition 25:03 - Timeline: cleaning up the cap table in less than six months  26:07 - What drives Thomas today: deploying precision medicine at scale  28:11 - Advice for CEOs facing significant challenges  29:18 - The value of surrounding yourself with people who disagree with you  30:05 - Final thoughts on persistence and mission-driven leadership About Thomas Jensen: Thomas Jensen is the CEO and co-founder of Allarity Therapeutics (NASDAQ: ALLR), a clinical-stage biopharmaceutical company pioneering personalized cancer treatments. Under his leadership, the company is advancing stenoparib, a dual PARP/WNT inhibitor, through Phase 2 trials in advanced ovarian cancer. Allarity specializes in advancing precision medicines supported by its proprietary Drug Response Predictor (DRP®) companion diagnostic platform. With over 20 years of global biotech and oncology experience, Thomas has held leadership roles across R&D and corporate strategy, and he is passionate about accelerating access to precision therapies for patients with limited treatment options. About Allarity: Allarity Therapeutics is redefining personalized cancer care. The company's lead asset, stenoparib, is a next-generation dual PARP/WNT pathway inhibitor currently in Phase 2 development for advanced ovarian cancer. By leveraging its proprietary Drug Response Predictor (DRP®) companion diagnostic, Allarity aims to match patients with the therapies most likely to benefit them. With a recent Fast Track designation from the FDA and promising data showing a median overall survival of over 25 months, stenoparib is demonstrating potential where many therapies fall short. Allarity is headquartered in Florida, with research operations in Denmark, and remains committed to unlocking the promise of precision oncology. Learn more at www.allarity.com.

When surgeons stop your heart during surgery, who keeps you alive? That's where Chet Czaplicka comes in. This Detroit native went from ICU nurse to building the world's largest perfusion company—but not the way you'd think. After seeing post-op cardiac patients in the ICU, Chet asked one simple question: "What exactly do you guys do?" That curiosity launched a 42-year career. Perfusionists are the people who become your heart and lungs during surgery. They manage the machines that keep your blood flowing and oxygenated while surgeons work on your stopped heart. During COVID, when patients' lungs failed by the thousands, Chet's teams provided extracorporeal life support at levels he'd never seen in four decades. Here's what sets Chet apart: He's turned down multiple private equity offers that would've made him wealthy beyond measure. Why? "I wasn't put on this earth to buy a yacht. My purpose is way different than that." Instead, he measures success in reduced kidney injuries, lower stroke rates, and better patient outcomes. He's poured tens of millions back into advancing the technology because, as he puts it, "When I walk out of that operating room, I want to know I delivered the best possible care to that patient." From a partnership offer in Fort Wayne he turned down (too small-town for a Detroit guy in his 20s) to building operations across the globe, Chet's story shows what happens when purpose drives profit, not the other way around. Chet's Bio: Chet Czaplicka is the Founder and CEO of Comprehensive Care Services, a perfusion led company providing perfusion, autotransfusion and related allied health services to hospitals across the United States and internationally. He founded CCS in 2002, building it from a handful of hospital accounts into the largest perfusion provider in the world and now a global perfusion leader. As a practicing perfusionist and registered nurse, Chet keeps CCS focused on patient care, clinical excellence, data-driven decision making and strong hospital partnerships. He continues to lead the organization through growth, innovation and an evolving healthcare landscape. Chet on LinkedIn.

What if the very challenges dividing our society could become the force that brings us together? In a thought-provoking episode of Success Beneath the Surface, Brett Howroyd, President of ActOne Group, shares a counterintuitive perspective on how economic pressures are creating unexpected unity across generations in the workplace. As the leader of a 65-year family-run staffing organization, Brett has a unique vantage point on workforce dynamics. His observation? When different generations face common struggles with affordability - not for luxuries, but for basic necessities like housing and education - traditional divides begin to dissolve. "A common enemy unites you," Brett explains. "In this case, the enemy is not a person. It's the economic situation people find themselves in." This shared challenge, he argues, is fostering collaboration and understanding that transcend typical generational differences in technology, communication styles, or work preferences. About Brett Howroyd: Brett Howroyd is President of the ActOne Group. As a leader of a multi-billion-dollar (USA$), award-winning international workforce management and technology enterprise, Brett serves as a solutions strategist and technology innovator for the organization. His international business knowledge, understanding of global markets, experience in diverse communities, and capacity to solve complex workforce challenges have added a dynamic perspective to the ActOne Group’s mission. Brett joined the ActOne Group in 2007 and worked in both Los Angeles and Canada, learning the business from the inside out. Later, by working closely with global leaders, he gained a unique perspective on how the industry is evolving. This wide range of experience has shaped Brett’s mission for the company that balances the future’s needs with the core values that define its history. 

What happens when personal tragedy becomes professional purpose? In this powerful episode, Christine Verini, CEO of CancerCare, shares her extraordinary 30-year journey from mixing chemotherapy as a pharmacist to leading one of the nation's most impactful cancer support organizations. Sparked by her sister's inflammatory breast cancer diagnosis at 28, Christine has dedicated her entire career to helping cancer patients and their families navigate one of life's most challenging experiences. From launching life-saving drugs in 40 countries to developing innovative meal delivery programs, Christine's path wasn't linear—but it was always purposeful. Now as CEO, she's tackling healthcare's "red tape crisis" while building compassionate, people-first leadership that transforms both organizations and lives. Her insights on leading through uncertainty, making tough decisions with empathy, and staying true to your mission will resonate with any leader facing today's complex challenges. Key Points in this episode: Purpose Drives Success Living your passion and purpose creates unexpected opportunities and sustained career satisfaction. People Make Organizations Compassionate leadership that prioritizes people first leads to stronger, more resilient teams. Infrastructure Enables Impact Investing in foundational systems and capabilities is essential for organizational effectiveness and growth. Decisive Yet Inclusive Great leaders make tough decisions while finding meaningful ways to include their teams in the process. Growth Happens Outside The biggest breakthroughs come from embracing uncertainty and stepping outside your comfort zone. Healthcare Needs Reform The "red tape crisis" in healthcare is costing organizations productivity while adding stress to already vulnerable patients. Christine Verini brings over 25 years of oncology experience to her role as Chief Executive Officer at CancerCare, a national nonprofit providing support services to cancer patients and families. Her career spans progressive leadership roles from medical science liaison to executive positions in global marketing and corporate communications. Notable achievements include developing the Magnolia Meals at Home program for cancer patients, launching metastatic breast cancer treatments in nearly 40 countries, and receiving national recognition through the Eisai Human Healthcare Award (2012) and PharmaVOICE 100 Most Inspiring Award (2019). At CancerCare since 2015, she leads the organization's strategic vision and daily operations across key departments including social services, finance, and communications. She also serves as Chair of HealthyWomen and previously served on the Board of Directors of CancerCare New Jersey. Her advocacy work is driven by personal experience with cancer's impact on families.  

This conversation  will challenge everything you think you know about leadership identity.  Deborah Fell sits down with powerhouse CEO Ticki Favaroth, a faith-driven leader who has mastered the art of showing up authentically while building multiple successful enterprises. Ticki doesn't mince words: "People don't get to choose my life" - and in this raw, transformative conversation, she explains exactly what that means for leaders who want to build a lasting legacy rather than just temporary success. From her journey through 20 years in corporate America to founding HR&Co and leading The BOW Enterprises, Ticki shares the hard-won wisdom about identity, boundaries, and the courage to let things burn when they're meant to transform. This isn't your typical business strategy episode - it's a masterclass in becoming the leader you're meant to be, complete with practical frameworks for navigating change, building authentic relationships, and focusing on what you can actually control. Perfect for CEOs, founders, and leaders ready to move from pleasing everyone to leading with purpose. About Ticki Favaroth Ticki Favaroth is a faith-driven CEO, founder, and strategic advisor known for empowering leaders and building legacy-focused ecosystems. As Senior Partner & Managing Director at HR&Co., she delivers people-first solutions that drive sustainable growth. She also serves as President of The BOW Enterprises, Vice President & COO of The BOW Collective, and founder of The ADISA Institute. With an MBA from Texas Woman’s University and a BBA from Texas Tech, Ticki’s impact spans Fortune 500s, government, and nonprofits. Rooted in faith and authenticity, she equips others to confront hard truths, redefine success, and lead with purpose Ticki's LinkedIn: https://www.linkedin.com/in/ticki/

What if I told you the most successful CEOs I've interviewed this quarter share one counterintuitive trait? They don't try to be the smartest person in the room. From architecture to military leadership to digital transformation, the pattern is unmistakable.  Looking back at this quarter's most listened-to episodes—featuring Jonathan Moody (Moody Nolan), Rear Admiral Brian Luther (Navy Mutual), Ryan Frederick (Transform Labs), Harold Green (Global Emissionary), Eddie Solomon (Net at Work), Joe Yaccarino (MTF Biologics), Jeff Ostenso (Ironmark), and James Hyman (serial turnaround CEO)—I discovered something remarkable. The golden thread connecting every transformative leader: They refuse to be the smartest person in the room. From Jonathan's "create more footprints, not bigger shoes" philosophy to Brian's "reflected light leadership," from Ryan's embrace of "continuous not knowing" to Eddie's insight that "entrepreneurship belongs in psychology," these leaders share seven powerful traits: → Anti-ego leadership - Building teams instead of thrones → Vulnerability as strength - Admitting what they don't know → Empowerment over control - Creating conditions for others to succeed → Psychological wisdom - Understanding leadership is about mindset → Radical transparency - Building trust through openness → Purpose-driven growth - Companies that matter, not just profit → The learning advantage - Staying curious regardless of expertise Whether it's Harold at 69 still having daily learning conversations, Joe asking "is that even legal?" and building from curiosity, Jeff realizing his company "feeds 500 people," or James discovering that Hollywood leadership doesn't work—the pattern is clear. The most successful leaders amplify their impact by avoiding being the bottleneck. Join me as we unpack the strategies that turn good companies into thriving communities where everyone succeeds together. Some of the episodes in this list: EP105: Reflected Light: Leading Through Your People EP103: The Power of Humble Listening in Leadership EP96: Making Carbon Reduction Measurable and Meaningful EP87: Why This Successful Family Business Said No to Nepotism EP83: Heroes at Every Level of Healthcare Innovation EP81: How Teaching the Game of Business Built an Empire EP63: A CEO’s Competitve Edge - Mastering the Art of Corporate Turnarounds    

In this powerful commentary episode, Deborah Fell reflects on her recent conversation with Jeff Grass and the stark reality facing mid-market businesses today. Drawing from hundreds of CEO conversations, she reveals why some companies thrive during crisis while others struggle for years—or don't survive at all. The Three Types of Companies in Crisis: Those that thrive (like Jeff's Hungry Marketplace) Those still struggling five years later Those that didn't make it Deborah unpacks the counterintuitive truth that the key to rapid growth is subtraction—eliminating the activities that cloud real results. When every department shows green but business growth shows red, it's time to focus on what truly matters: your customers' biggest pain points. What separates thriving CEOs from the rest? They clarify direction and required outcomes They make 2-3 big strategic decisions per year They lead with inspiration, not just management They ensure every team member understands their role in the bigger picture This episode includes powerful excerpts from Jeff Grass's interview, highlighting how culture built in good times becomes your lifeline during the storm. As Deborah puts it: "Where the eyes are focused, the mind and body go. Get your team looking up and to the right." This episode is perfect for CEOs facing current market headwinds, leaders struggling with focus amid distractions, and executives who want to understand why some businesses defy market trends while others wait it out. Listen to Jeff's full episode here - #110. About HUNGRY Marketplace HUNGRY’s mission is to deliver happiness & wellbeing to the workplace by providing amazing food and food experiences. HUNGRY has a comprehensive platform for office catering, group order, special events, pantry, markets & snacks which enables complete customization to client need.  HUNGRY now operates in 19 major cities across North America. and is rapidly disrupting the $60 billion office food industry.  Learn about HUNGRY at www.TryHungry.com  

Deborah Fell sits down with Jeff Grass, CEO and co-founder of Hungry Marketplace, to explore how exceptional leadership and company culture can turn a 95% revenue loss into a thriving business. Jeff shares the remarkable story of how Hungry Marketplace—a food tech platform connecting local chefs with corporate clients—not only survived the COVID-19 pandemic but emerged stronger than ever. When office catering disappeared overnight, Jeff and his team didn't just adapt—they innovated their way out of crisis, ultimately delivering 1.5 million meals per month to underserved communities and partnering with organizations like World Central Kitchen. About HUNGRY - HUNGRY’s mission is to deliver happiness & wellbeing to the workplace by providing amazing food and food experiences. HUNGRY has a comprehensive platform for office catering, group order, special events, pantry, markets & snacks which enables complete customization to client need.  HUNGRY now operates in 19 major cities across North America. and is rapidly disrupting the $60 billion office food industry.  Learn about HUNGRY at www.TryHungry.com

There's a fundamental difference between being busy and being effective. You can have a team that hits every activity metric and checks off every box—but if revenue isn't growing, are they really succeeding? This week's commentary explores a powerful shift: moving from loyalty-based cultures to accountability-based ones. It's the difference between rewarding people for showing up versus rewarding them for delivering results that actually move the business forward. We dive into what it means to build a culture where everyone understands how their role contributes to business goals and has the tools to deliver real outcomes. This isn't about micromanagement—it's about creating an environment where success is clearly defined and team members can see the direct connection between their work and company growth. When done right, this shift doesn't just transform businesses—it transforms lives. The full episode is here.   ABOUT OUR GUEST: Carolyn Lagermasini is President and Founder of Association & Conference Group (ACG), which she launched in 2005 after experiencing lackluster service as a volunteer board member and recognizing the industry's potential. With over 25 years of event and association management experience, including launching a successful division at a premier conference production company, Carolyn has grown ACG from an idea to a thriving firm employing over 20 professionals across 13 states. She holds a BA and BS from Rutgers University, earned the Certified Association Executive (CAE) credential, and actively serves on the Rutgers University Alumni Association Alumni Leaders Council and as a member of the AMC Institute.   LINKS FROM THIS EPISODE: SOCIAL HANDLES FOR OUR GUEST: LINKEDIN: https://www.linkedin.com/in/carolyn-lagermasini/ COMPANY ON LINKEDIN: https://www.linkedin.com/company/association-&-conference-group-llc/  COMPANY WEBSITE: https://associationconferencegroup.com/  CHIEF OUTSIDERS: WEBSITE: https://chiefoutsiders.com  LINKEDIN PAGE: https://www.linkedin.com/company/chief-outsiders/  X HANDLE: @chiefoutsiders FACEBOOK HANDLE: @ChiefOutsiders DEBORAH FELL ON LINKEDIN: https://www.linkedin.com/in/deborahfell   

Twenty years ago, when Carolyn Lagarmasini launched her association management company as fully virtual, industry veterans said it was impossible. Today, her company spans 13 states with 26 employees, and COVID proved she was decades ahead. "I once had a coach who said, the minute you start to shrink, you die," Carolyn reflects. Her story embodies this philosophy: jumping off cliffs without knowing where you'll land, seeing broken processes instead of broken people, and shifting from a loyalty-based to an accountability-based culture. From her mother, who ran for Congress, to her own leap from stay-at-home mom to entrepreneur, Carolyn turns uncertainty into opportunity. She reveals how she's preparing for industry disruption as five generations collide in the workforce and what she's learned about building culture when teams never meet face-to-face. Carolyn Lagermasini is President and Founder of Association & Conference Group (ACG), which she launched in 2005 after experiencing lackluster service as a volunteer board member and recognizing the industry's potential. With over 25 years of event and association management experience, including launching a successful division at a premier conference production company, Carolyn has grown ACG from an idea to a thriving firm employing over 20 professionals across 13 states. She holds a BA and BS from Rutgers University, earned the Certified Association Executive (CAE) credential, and actively serves on the Rutgers University Alumni Association Alumni Leaders Council and as a member of the AMC Institute.   LINKS FROM THIS EPISODE: SOCIAL HANDLES FOR OUR GUEST: LINKEDIN: https://www.linkedin.com/in/carolyn-lagermasini/ COMPANY ON LINKEDIN: https://www.linkedin.com/company/association-&-conference-group-llc/  COMPANY WEBSITE: https://associationconferencegroup.com/  CHIEF OUTSIDERS: WEBSITE: https://chiefoutsiders.com  LINKEDIN PAGE: https://www.linkedin.com/company/chief-outsiders/  X HANDLE: @chiefoutsiders FACEBOOK HANDLE: @ChiefOutsiders DEBORAH FELL ON LINKEDIN: https://www.linkedin.com/in/deborahfell 

Deborah Fell reflects on one of the most powerful leadership insights from her conversation with Jonathan Moody: the radical humility of a CEO who built his success by recognizing he didn't need to be the central force driving everything. When Jonathan became CEO of Moody Nolan in January 2020, just before the pandemic, he made a crucial decision to create an executive team structure rather than trying to fill his legendary father's singular leadership role. In this brief yet impactful commentary, Deborah explores how Jonathan's approach challenges the traditional CEO archetype and why his vulnerability and team-first mindset have become the foundation for navigating unprecedented uncertainty. For leaders struggling with the pressure to be perfect or those building their executive teams, Jonathan's story offers a refreshing alternative to the lone-wolf leadership model. The full episode is here. ABOUT JONATHAN MOODY: Driven by a passion to continue his father’s legacy, Jonathan D. Moody has entrenched himself in firm leadership, driving growth and innovation. Moody Nolan has grown to over 350 employees and 12 offices across the nation. The firm’s designs have now won over 300 design citations, including 47 from the American Institute of Architects (AIA) and 44 from the National Organization of Minority Architects (NOMA). Jonathan has helped continue and extend the firm’s position as the largest African American-owned architecture firm. Moody Nolan continues to garner national attention by promoting “diversity by design.” CONNECT: LINKEDIN | WEBSITE | INSTAGRAM

Jonathan Moody, CEO of Moody Nolan—recognized by Fast Company as one of the world's most innovative architecture firms—reveals the decade-long succession journey that positioned him to lead just before the pandemic struck. "More time is better," Jonathan reflects on the gradual handoff from his father—a process filled with strategic "sink or swim" moments and culminating in a smooth transition of power in January 2020. His insights on building an executive team, establishing trust through transparent communication, and maintaining the firm's "diverse by design" philosophy provide a blueprint for sustainable leadership transition. For family businesses and organizations planning succession, Jonathan's humble approach offers practical wisdom on preserving company values while evolving the leadership model—proving that deliberate, patient transitions build the strongest foundations for navigating uncertainty. ABOUT JONATHAN MOODY: Driven by a passion to continue his father’s legacy, Jonathan D. Moody has entrenched himself in firm leadership, driving growth and innovation. Moody Nolan has grown to over 350 employees and 12 offices across the nation. The firm’s designs have now won over 300 design citations, including 47 from the American Institute of Architects (AIA) and 44 from the National Organization of Minority Architects (NOMA). Jonathan has helped continue and extend the firm’s position as the largest African American-owned architecture firm. Moody Nolan continues to garner national attention by promoting “diversity by design.” CONNECT: LINKEDIN | WEBSITE | INSTAGRAM

In this week's commentary, Deborah Fell explores the wisdom from her conversation with Rear Admiral Brian "Lex" Luther on leading through change. "The balance of leadership is hard," Deborah notes, "with internal issues, external forces, and human complexity creating cloudy challenges." Yet Lex's transformation of Navy Mutual reveals a fundamental truth: you can't lead if no one follows. He prioritized his people rather than issuing directives and wondering why progress stalls. His approach of turning long-tenured employees into owners of change while managing "soft saboteurs" demonstrates that transformation starts with engagement, not mandates. As Luther powerfully stated, "Leaders shine brightest with reflected light." Like Bill Marriott's philosophy that caring for employees leads to satisfied customers and ultimately profit, Lex's military precision and transparent communication created a framework where change could thrive.   Brian E. Luther, USN (Ret.), President and Chief Executive Officer | LinkedIn Brian Luther assumed the position of President and Chief Executive Officer of Navy Mutual in October of 2020. Prior to his position as CEO, Luther served for two years as the Chief Strategy Officer of Navy Mutual, assisting the CEO with developing, communicating, executing, and sustaining corporate strategic initiatives. He considers it a privilege to lead an organization whose primary mission is to serve military service members and their families, and will continue to serve Navy Mutual Members and potential Members with honor and integrity. Before joining the Navy Mutual Team, Luther served as a naval aviator in the U.S. Navy. At sea, his tours included operational squadrons Sea Control Squadrons (VS) 22 and 24, Carrier Air Wing SEVEN, and as the commanding officer of VS-24. After completing the Navy Nuclear Power Training program, he served as the Executive Officer on the USS Nimitz (CVN 68), Commanding Officer on the USS Tarawa (LHA-1) and the USS George H.W. Bush (CVN 77), and Commander of Carrier Strike Group 2/George H.W. Bush Strike Group. Luther also served multiple tours in the Pentagon on the Joint Staff, Navy Staff, and Navy Secretariat as an Action Officer, Financial Analyst, Congressional Liaison, Director of Operations and Plans (N31) and, before joining the Navy Mutual team, the Budget Officer for the Department of the Navy.   About Navy Mutual Navy Mutual is a nonprofit, member-owned mutual association established in 1879 to provide affordable life insurance and peace of mind to members of the military and their families. As the nation’s oldest federally recognized Veterans Service Organization, its mission and commitment to protect those who defend us remain unwavering. Financially strong, Navy Mutual is proud to be a first-choice life insurance provider to servicemembers and their loved ones. Through quality life insurance products, no-cost educational and veterans services programs, and unparalleled service, Navy Mutual has earned the loyalty and support of its membership. For more information, visit navymutual.org.   

Deborah Fell sits down with Brian "Lex" Luther, whose distinguished naval career equipped him with the unique perspective that revolutionized Navy Mutual. "The principles that guide a naval officer—discipline, strategic thinking, and unwavering commitment to mission—translate remarkably well to corporate leadership," shares Luther. "At Navy Mutual, we didn't just implement changes; we navigated a complete organizational transformation by applying the same decisive leadership principles that govern operations at sea." Discover how military precision and operational excellence can reshape corporate culture and drive exceptional results in this must-listen conversation for forward-thinking executives.   Brian E. Luther, USN (Ret.) President and Chief Executive Officer LinkedIn Brian Luther assumed the position of President and Chief Executive Officer of Navy Mutual in October of 2020. Prior to his position as CEO, Luther served for two years as the Chief Strategy Officer of Navy Mutual, assisting the CEO with developing, communicating, executing, and sustaining corporate strategic initiatives. He considers it a privilege to lead an organization whose primary mission is to serve military service members and their families, and will continue to serve Navy Mutual Members and potential Members with honor and integrity. Before joining the Navy Mutual Team, Luther served as a naval aviator in the U.S. Navy. At sea, his tours included operational squadrons Sea Control Squadrons (VS) 22 and 24, Carrier Air Wing SEVEN, and as the commanding officer of VS-24. After completing the Navy Nuclear Power Training program, he served as the Executive Officer on the USS Nimitz (CVN 68), Commanding Officer on the USS Tarawa (LHA-1) and the USS George H.W. Bush (CVN 77), and Commander of Carrier Strike Group 2/George H.W. Bush Strike Group. Luther also served multiple tours in the Pentagon on the Joint Staff, Navy Staff, and Navy Secretariat as an Action Officer, Financial Analyst, Congressional Liaison, Director of Operations and Plans (N31) and, before joining the Navy Mutual team, the Budget Officer for the Department of the Navy.   About Navy Mutual Navy Mutual is a nonprofit, member-owned mutual association established in 1879 to provide affordable life insurance and peace of mind to members of the military and their families. As the nation’s oldest federally recognized Veterans Service Organization, its mission and commitment to protect those who defend us remain unwavering. Financially strong, Navy Mutual is proud to be a first-choice life insurance provider to servicemembers and their loved ones. Through quality life insurance products, no-cost educational and veterans services programs, and unparalleled service, Navy Mutual has earned the loyalty and support of its membership. For more information, visit navymutual.org.   

In last week's conversation with Ryan Frederick, Principal of Transform Labs, we explored the delicate balance between expertise and humility. Ryan shares how the companies that failed in his experience often stumbled due to assumption-driven leadership rather than curiosity-driven validation. "I think there's a lot to be said in approaching things in a humble manner where you don't assume that you know," Ryan reflects. "You actually assume that you don't know and you're just sort of on a journey of continuous not knowing, but making progress along the path." This commentary focuses on the key point of how genuine success comes not from positioning oneself as the expert with all the answers, but from creating effective conversations between systems, between people, and between organizations. As we navigate an era of unprecedented technological change and potential disruption, Ryan reminds us that while we get paid for what we know, the future belongs to those who remain open to what they have yet to discover. Listen to his full episode here. About Ryan Frederick: Ryan Frederick, Principal at Transform Labs, is an entrepreneur, author, speaker, and advisor renowned for exploring technology’s impact on global economics, politics, labor, and society. With deep expertise in digital transformation, he has successfully founded, built, and invested in multiple technology companies. Ryan authored two influential books, "The Founder's Manual" and "Sell Naked," and regularly discusses AI’s macroeconomic and societal implications. Passionate about social impact, he founded i.c.stars, a nonprofit training under-employed adults in digital skills. Ryan’s experience uniquely positions him as a compelling voice on how technology reshapes economies, labor markets, and political landscapes worldwide. Connect with Ryan on LinkedIn: https://www.linkedin.com/in/ryangfrederick/