Tim Hohman is the Co-founder and CEO of CodeCargo, an AI-powered workflow automation tool for GitHub. He is also the Co-founder and former CEO of BoxBoat Technologies, a DevOps and container services firm that was acquired by IBM in 2021. Before BoxBoat, Tim founded Triad Technology Partners and held leadership roles at IBM, BMC, Oracle, and Ariba.

Scaling a business often comes with painful lessons, like choosing the right partners, navigating cash flow, and knowing when to pivot strategies. Many entrepreneurs struggle to build strong sales cultures, identify market value, and balance growth with resilience. How can leaders prepare their companies for long-term growth and avoid costly missteps?

Software industry veteran and serial entrepreneur Tim Hohman emphasizes the importance of selecting business partners carefully, managing cash and credit effectively, and paying attention to market signals. By enabling flexibility in your strategies, fostering a resilient company culture, and treating your business as an operational entity and asset, you can position it for growth and value appreciation. 

Tune in to this episode of Growth + Exit as Susan Kearney interviews Tim Hohman, Co-founder and CEO of CodeCargo, about scaling and selling software companies. Tim discusses building sales-driven organizations, creating resilient cultures, and navigating pivots when markets shift.

Mohammad Elias is the Founder, CEO, and Chairman of RELI Group, a government contracting firm. With over two decades of experience in federal IT and strategic program delivery, he held senior roles at CMS, where he led efforts to implement mission-critical programs and modernize health IT systems. Mohammad also co-founded the Elias & Sultana Foundation, which supports underserved communities through grants for food, shelter, and education.

Many entrepreneurs aspire to build businesses that make a meaningful impact while achieving financial independence, but this goal requires navigating complex industries, attracting talent, and establishing credibility in competitive markets. How can founders grow without losing sight of their mission and values?

According to IT and government contractor Mohammad Elias, focusing on trusted relationships, deep domain expertise, and a narrow initial target market can accelerate growth. He emphasizes the importance of delivering exceptional performance to earn repeat opportunities, noting that mentorship and strategic partnerships accelerate early growth. Leaders should also develop empathy and leverage personal and professional experiences to guide their company culture. 

In today’s episode of Growth + Exit, Susan Kearney sits down with Mohammad Elias, Founder, CEO, and Chairman of RELI Group, to discuss how he built a mission-focused government contracting business. Mohammad talks about his charity work, how he pursued entrepreneurship while risking stability, and RELI Group’s value proposition in the government contracting industry.

Jody Jankovsky is the Founder and CEO of Blackline, a strategic technology partner for small- and medium-sized businesses. Under his leadership, Blackline was recognized twice on the Inc. fastest-growing companies list. With over 45 years of experience in business and technology, Jody created the Technology Intelligence (TQ) framework to help organizations regain control over their technology. He also speaks about AI, technology strategy, and cybersecurity for small- to medium-sized companies.

Most business leaders know technology is critical, but many still make costly decisions based on sales pitches or blind trust. As tech stacks grow more complex and the pace of change accelerates, leaders face mounting pressure to innovate while lacking the tools or framework to make informed decisions. How can business owners become more tech-savvy?

According to IT strategist Jody Jankovsky, the first step is to recognize the gaps in decision-making and stakeholder alignment. Leaders don’t need to become engineers, but they should develop technology intelligence and awareness to avoid being misled by hype or pushed into misaligned solutions. You can transition from unconscious incompetence to conscious competence by asking questions, understanding business outcomes, and delegating tech initiatives.

In this episode of Growth + Exit, Heather Bennett interviews Jody Jankovsky, Founder and CEO of Blackline, about empowering leaders to make smarter technology decisions. Jody explains how to evaluate new tools, build resilience through adversity, and shift your mindset as a founder.

Kevin Fleming is a Partner at Newport LLC, a business advisory firm helping middle-market companies grow and exit. He is also a Chief Financial Officer and board member at ThinkBio.AI, an AI technology enablement firm. With experience as a CEO and President of middle-market companies, Kevin has held leadership roles at Ernst and Young, Paradigm Management Services, and Loyale Healthcare, working with Fortune 500 companies.

Scaling a business in a commoditized industry is a challenge for many middle-market firms lacking the scale of larger corporations. Founders can struggle to differentiate their offerings, build sustainable growth, and determine when or how to exit. How can companies transform their business model and stay competitive while navigating disruption and preparing for a sale?

Turnaround CEO Kevin Fleming has revitalized a struggling healthcare company from growth to exit. He emphasizes challenging traditional business models, like fixed processing fees, and leveraging innovation to create a meaningful financial impact. Kevin also recommends reimagining customer engagement through unified billing and tailored communications. To stay competitive, companies can leverage high-value partnerships, facilitate cultural alignment, and time exits based on market conditions. 

In this episode of Growth + Exit, Heather Bennett sits down with Kevin Fleming, a Partner at Newport LLC, to discuss turning around a failing business in a commoditized market. Kevin shares how to increase enterprise value through strategic transformation, the importance of strong customer experiences, and how to prepare for a smooth and profitable exit.

Lisa Mascolo is the CEO of Voyatek, a public sector technology firm. With over 30 years of experience in IT leadership, she has held senior roles at IBM, where she led the U.S. Public Service business unit and was a Founding Partner at Accenture, where she managed major federal government accounts. Lisa is also a board member for educational nonprofits and organizations supporting the advancement of women and disadvantaged individuals.

Many mid-market company leaders find it challenging to integrate acquisitions, build unified teams, and create meaningful cultures while staying mission-focused. The stakes heighten when private equity gets involved, especially in government service sectors. How can leaders navigate post-merger integration while preserving purpose, empowering teams, and delivering outcomes?

Seasoned executive and leadership developer Lisa Mascolo has led multiple mission-driven organizations through change. She explains the role of empathetic leadership, consistent communication, and culture-building in building a strong organizational foundation. Involving employees directly in integration — rather than outsourcing — fosters alignment and ownership. Lisa has also developed an IDEA (Involvement, Decency, Empathy, and Accountability) cultural framework, which anchors team behavior and decision-making in complex environments. 

In this episode of Growth + Exit, Susan Kearney sits down with Lisa Mascolo, CEO of Voyatek, to discuss leadership, employee integration, and building a mission-driven culture. Lisa shares how her early exposure to public service shaped her career, why listening precedes leadership, and how she united two companies post-acquisition.

Kevin Poole is the CEO of Newport LLC, a business advisory firm helping middle-market companies grow and exit. He specializes in selling and delivering consulting services and technology-based solutions to Fortune 500 and middle-market companies. With over 30 years of experience, Kevin has held senior leadership roles at General Electric and served as a senior partner at Ernst & Young and Capgemini, where he led major advisory practices and turnaround initiatives.

Scaling a business often requires founders to make tough transitions — from leading with loyalty and enforcing accountability to reacting to problems and planning strategically. Many middle-market CEOs struggle to build teams capable of supporting high growth. How can leaders evolve themselves and their organizations to meet growth demands?

Leadership development and strategic growth expert Kevin Poole emphasizes intentional leadership, building scalable teams, and extending planning times to avoid being trapped in reactive mode. CEOs should identify their ideal clients to establish written profiles and align the business and leadership team around them. Kevin also stresses the importance of making personnel decisions swiftly when cultural or performance issues arise rather than waiting and risking greater organizational damage.

In this week’s episode of Growth + Exit, Heather Bennett talks with Kevin Poole, CEO of Newport LLC, about developing scalable leadership in middle-market companies. Kevin explains how CEOs can shift from emotional to strategic leadership, how to adapt leadership across business models, and how middle-market companies can differentiate themselves. 

Eric Brown is the Founder and CEO of GO2 Delivery, a courier company specializing in same-day, carbon-neutral logistics for healthcare, B2B, and B2C companies. With over 27 years of experience in the fulfillment and delivery industry, he founded Fulfilltopia, an e-commerce pick and pack fulfillment center, where he managed operations for 12 years. Eric is also the Founder and CEO of Deliver Local, an e-commerce platform enabling restaurants and retail businesses to market and sell their products online. Additionally, he’s a six-time Inc. 5000 honoree and a mentor in the startup community.

The courier market is evolving with compliance standards and new technology. From regulatory red tape and shifting market demands to sustainability pressures and workforce challenges, entrepreneurs must constantly adapt. How did one founder stay competitive while integrating innovation, purpose, and operational excellence?

As an entrepreneur in the logistics space, Eric Brown reinvented his leadership style and his business model to stay competitive in the industry. He prioritized sustainability by rethinking delivery operations and embedding environmental responsibility into his strategy. Eric also leveraged lean processes and strategic technology integration to differentiate his offerings. Rather than focusing on daily execution, he recommends empowering a trusted team and maintaining high-level innovation.

Join Susan Kearney in the latest episode of Growth + Exit as she chats with Eric Brown, Founder and CEO of GO2 Delivery, about building a purpose-driven, scalable logistics business. Eric discusses his evolution as a leader, the influence of his early entrepreneurial experiences, and lessons in trust and delegation.

Danguole Altman is the President and CEO of Cx Precision Medicine, which develops AI-driven tests to improve the diagnosis and treatment of neurodegenerative diseases. She is also a Partner at Newport LLC. With experience founding, leading, and growing innovative life science and healthcare services companies, Danguole founded Vapogenix, a non-opioid pain therapeutics firm, and co-founded FemPartners, a women’s healthcare services company.

Early diagnosis of degenerative diseases like Alzheimer’s is critical for effective treatment. Yet, primary care physicians often lack clear, efficient tools to assess cognitive decline, leaving patients and families in limbo. How can innovation bridge the gap between clinical complexity and accessible early intervention?

Healthcare innovation entrepreneur Danguole Altman has dedicated her career to providing access to cutting-edge diagnostic tools. She emphasizes the importance of aligning business leadership with medical expertise to identify gaps in care. These partnerships and collaborations allow businesses to build diagnostic tools tailored for primary care, prioritize early payer engagement, and mitigate regulatory risks. 

In this episode of Growth + Exit, Susan Kearney welcomes Danguole Altman, President and CEO of Cx Precision Medicine, to discuss innovating preventative care diagnostics. Danguole talks about designing solutions that fit real-world constraints, remaining resilient amid market disruptions, and building mission-aligned teams.

Allison Cummins is the Founder and CEO of Blue Outcomes, an IT consulting firm specializing in outsourced project and change management. Her leadership has positioned Blue Outcomes as a trusted partner for organizations seeking strategic growth and transformation. As a seasoned project manager and Scrum Master certified advisor, Allison implements complex ERP systems for midsize to large companies.

Many business owners struggle with scaling their operations without losing control or clarity. As teams grow and systems become more complex, project failures, poor communication, and technology missteps can derail even the most well-intentioned plans. How can founders build sustainable systems while maintaining agility and empowering their teams?

Project manager and team dynamics expert Allison Cummins leverages the Working Genius framework to improve collaboration, align roles with individuals’ strengths, and enhance project outcomes. This system identifies the natural talents that team members bring to the company and helps them understand how to leverage them effectively. Allison also recommends building a solid operational foundation and leading with empathy and transparency. Businesses can avoid costly tech missteps by documenting core processes early and establishing robust change control procedures.

In this week’s episode of Growth + Exit, Heather Bennett sits down with Allison Cummins, Founder and CEO of Blue Outcomes, to discuss scaling service-based businesses through process, people, and precision. Allison talks about values-driven leadership, the dangers of poor project oversight, and the benefits of strategic tech adoption.

Doug Tatum is the Chairman of Newport, LLC, a business advisory firm helping middle-market companies grow and exit. He is also a member of the teaching faculty at the Jim Moran College of Entrepreneurship at Florida State University. Before his current roles, Doug was the Chairman and CEO of Tatum LLC, a national professional services firm he helped grow to over 1,000 professionals across 30 offices before its acquisition by Spherion in 2010. He is also the author of No Man’s Land: Where Growing Companies Fail, a critically acclaimed book that has won four national Best Business Book awards.

Many founders hit a critical stage where their business grows beyond their personal control, leaving them struggling to scale without burning out. How can entrepreneurs transition from hands-on involvement to building a company that runs and grows by itself?

As an expert in business growth, capital markets, and entrepreneurship, Doug Tatum has spent his career scaling and transitioning out of businesses. He shifted away from his company’s daily operations by empowering a strong team of experienced leaders and focusing on the company’s big-picture strategy. Doug emphasizes recognizing key inflection points, investing in infrastructure, and carving out regular thinking time to stay focused on what matters most and avoid burnout.

In this episode of Growth + Exit, Susan Kearney interviews Doug Tatum, Chairman of Newport, LLC, about how he scaled and exited his first company. Doug talks about overcoming leadership hurdles, working with private equity, and balancing risk.