The Breakout CEO

Most companies eventually get commoditized, not because their product is weak, but because the thinking that made them different never gets written down anywhere but the founder's head. As a company scales and adds layers of salespeople, that original thinking dilutes into generic spec language, and CEOs find themselves competing on price against rivals who look just like them. Simon Bowen, founder of Models Method, joins the show to unpack the diagnostic lens he uses with CEOs and organizations of every size, from Fortune 500 companies to smaller scaling businesses, to surface what he calls a company's genius, the specific way it thinks about a customer's problem.

Simon walks through how he uses simple visual models, built from nothing more than a square, a circle, a triangle, and a line, to defuse conflict in high stakes meetings, align leadership teams around a single level of strategic thinking, and extract a founder's original insight before growth buries it. He also explains why simplification, not why messaging, is what actually earns trust in the marketplace, and why he believes how a company thinks, not why it exists, is what gets it chosen over the competition.

For CEOs wrestling with a team that can no longer articulate what makes the company different, or a sales process that has quietly slid into price matching, this conversation offers a concrete framework for putting that thinking back on the table, literally.

Simon Bowen is the founder of Models Method. Learn more at modelsmethod.com.

00:00 The Cost of Diluted Thinking

01:27 Business as a Positive Force

05:59 Service Beyond Shareholder Value

08:42 The Hidden Weight of Leadership

12:08 Leading Through Difficult Redundancies

18:57 Simplification Requires Sophisticated Thinking

24:04 Build Agreement Before Solutions

35:27 Models Remove Communication Ego

42:12 Aligning Strategic Thinking Levels

54:27 Capturing Your Company Genius

1:00:55 Why Gets Heard, How Wins

1:09:32 Company Genius as Source Code

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Louis Swart built and sold multiple businesses — including one exit that scaled to $35 million in annual revenue — and still felt broken inside. In this conversation, he unpacks the diagnostic framework he now uses with CEOs: why success and self-worth are separate variables, why the beliefs driving self-sabotage almost always trace back to childhood, and why no one can diagnose their own blind spots from inside their own perspective.

This episode is for any CEO who has hit the same wall more than once and suspected the problem wasn't external.

Louis Swart spent years building and exiting businesses before recognizing a pattern: financial success kept arriving, but a sense of being fundamentally "not enough" never left. That recognition led him to train directly in the methods used to diagnose it — NLP, hypnotherapy, and timeline therapy — while still running his own company.

In this conversation, Louis lays out the framework that came out of that work: the three primal needs (love, safety, and worthiness) that quietly drive overwork and resistance to delegation, and the "gestalt" mechanism by which a single childhood belief compounds across school, sport, and business until it feels like an unchangeable fact rather than an old story. The conversation moves from diagnosis to method — how a coach identifies these beliefs in a CEO who cannot see them in himself, and what changes once the belief is traced back to its origin.

00:00 Breaking CEO Limiting Beliefs

02:32 From Bottleneck to $5M Exit

05:39 When Success Still Feels Empty

08:08 Befriending Your Inner Imposter

13:07 The Hidden Fear of Success

20:05 Busy Means Love, Safety, Worth

25:43 You Cannot Outwork Beliefs

32:19 Seeing Beyond Your Own Patterns

45:24 How Childhood Beliefs Shape Business

50:05 Building Genuine Internal Validation

54:56 Delegating Without Fear or Insecurity

58:52 Do the Inner Work Now‍

Key Takeaways

1. Success and self-worth are two different variables — and one does not guarantee the other. A CEO can be objectively, measurably successful and still carry an unresolved belief that they are not worthy of it.
2. Beliefs formed early — often before age ten — quietly control decisions made decades later. A belief like "I have to give people things or they won't love me" can drive a leader's overwork and resistance to delegation without ever being named.
3. You cannot diagnose your own limiting beliefs from inside your own perspective. The same reason an elite athlete needs a swing coach applies to CEOs — the pattern is invisible from the inside.
4. Beliefs compound like a pearl necklace — pull one loose, and the whole chain can fall apart. Once the original belief is shown to be untrue, the reinforcing "evidence" collected across a lifetime loses its grip.
5. The three primal needs — love, safety, and worthiness — are usually the real

Guest: Louis Swart

Guest website: https://louisswart.com/

Guest LinkedIn: https://au.linkedin.com/in/coachlouisswart

Most CEOs assume they're judged on execution — results, competence, getting things done. Executive communication coach Mike Acker argues that's only half the equation. Presence, he explains, doesn't just support execution; it multiplies it, and the gap between the two can quietly cap how far a leader rises, or open doors execution alone never could.

In this conversation, Mike traces that idea through his own path from a childhood speech impediment to executive director at 26, and into the pattern he now sees across the CEOs and founders he coaches: high performers who can run a company but not a room, and what actually closes that gap.

Mike Acker built his career on the opposite end of the spectrum from where he now coaches from. A speech impediment as a child, then years of being mocked after a move to Mexico, gave way — almost by accident, through a college debate team — to a communication skill set that later got him hired into a Fortune 500 company despite having no relevant experience or education. That firsthand experience of presence outweighing credentials became the foundation for the framework he now uses with CEOs and executives.

As an advisor working across corporate training engagements (General Electric, among others) and one-on-one executive coaching, Mike's insight isn't a single client story — it's a pattern he sees repeatedly: leaders whose execution is strong but whose fear of speaking actively limits their business, often without them realizing that's what's happening. His diagnostic lens centers on two questions: where is this person's actual starting point, and how committed are they to closing the gap.

Key Takeaways

1. Presence functions as a multiplier, not a bonus. High presence with low execution can open doors execution alone cannot — and the reverse is also true: strong execution without presence caps how far a leader rises.
2. The higher you rise, the more a presence gap costs you. A widening disparity between a leader's execution level and their speaking level becomes more visible and more costly the more senior they become.
3. Confidence and bravado look identical from the outside — until they're tested. Confidence is grounded trust earned through real capability; bravado is the same display without the substance behind it.
4. The opposite of fear isn't confidence — it's action. Waiting to feel confident before speaking up keeps leaders stuck; taking action is what actually closes the gap.
5. Most feedback loops are broken by design. Asking people who aren't equipped to evaluate you produces false confidence — CEOs need to benchmark against the level they're trying to reach, not the room they're standing in.

00:00 Why CEOs Need Communication

03:03 The CEO’s Core Responsibility

04:09 Mike Acker’s Communication Journey

05:19 Execution Versus Executive Presence

07:22 What Presence Really Means

11:22 Confidence Versus Empty Bravado

12:50 Understanding the Roots of Fear

15:44 Why Action Defeats Fear

19:54 Communication Requires a Process

24:18 Consistency Beats Intensity

26:23 Transforming a Fearful CEO

34:40 Getting Honest Communication Feedback

Mike Acker

Executive communication coach; founder, Up Level Communication

Up Level Communication

https://uplevelcommunication.com/

https://www.linkedin.com/in/mikeackerdotcom/

In 2015, a currency shock pushed the Canadian dollar from parity to $1.46 against the US dollar in eighteen months — a 46% jump in costs for Solpak, the packaging distribution company David Salerno had spent years building. At the worst point, the company was net-losing $30,000 a month, with hundreds of thousands in outstanding payables piling up at the same time.

David Salerno, founder of Solpak Packaging Solutions and Entrepreneur Sherpa, joins The Breakout CEO to walk through what that crisis forced him to confront: a pricing model that couldn't move fast enough, a team that needed the truth instead of silence, and a mindset shift that changed how he saw his role in the business entirely.

Episode Description

David built Solpak more than twenty years ago, importing a Michigan-sourced packaging solution and turning it into an all-in-one distribution service for meals-on-wheels programs and school caterers across Canada. By 2015, the business was growing — until a currency collapse outside his control threatened to undo it.

This episode is about what happened next: the decision to tell his team everything rather than absorb the pressure alone, the operational changes that followed, and the deeper realization that he needed to treat the business itself — not any single client or product — as the thing he was building. That reframing became the foundation for Entrepreneur Sherpa, the coaching practice and book he later built to help other founders detach from the day-to-day grind of their own companies.

Key Takeaways

1. A pricing model built for stability can break under a shock you don't control. Solpak's 46% cost increase in eighteen months showed how exposed a cross-border cost structure can be — and why relying on incremental price increases alone wasn't a fast enough fix.
2. Transparency with your team can be the decision that gets you through a crisis. Rather than absorbing the financial pressure privately, David laid out the full situation and the turnaround plan to his team — a decision he credits with preserving trust during the hardest stretch.
3. Detachment from the day-to-day isn't avoidance — it's a leadership tool. David's shift toward treating "the business as my product" rather than staying embedded in daily operations reframed how he made decisions under pressure.
4. A crisis can force a founder to confront an all-in bet made earlier. David had already told his wife he was willing to risk bankruptcy to succeed — the currency crisis became the real test of that commitment.
5. Team trust is built long before the crisis that tests it. David points to years of above-market pay and profit sharing as the reason his team stayed with him through a four-day workweek and a 20% pay reduction during the turnaround.

In 2015, a currency shock pushed the Canadian dollar from parity to $1.46 against the US dollar in eighteen months — a 46% jump in costs for Solpak, the packaging distribution company David Salerno had spent years building. At the worst point, the company was net-losing $30,000 a month, with hundreds of thousands in outstanding payables piling up at the same time.

David Salerno, founder of Solpak Packaging Solutions and Entrepreneur Sherpa, joins The Breakout CEO to walk through what that crisis forced him to confront: a pricing model that couldn't move fast enough, a team that needed the truth instead of silence, and a mindset shift that changed how he saw his role in the business entirely.

David built Solpak more than twenty years ago, importing a Michigan-sourced packaging solution and turning it into an all-in-one distribution service for meals-on-wheels programs and school caterers across Canada. By 2015, the business was growing — until a currency collapse outside his control threatened to undo it.

This episode is about what happened next: the decision to tell his team everything rather than absorb the pressure alone, the operational changes that followed, and the deeper realization that he needed to treat the business itself — not any single client or product — as the thing he was building. That reframing became the foundation for Entrepreneur Sherpa, the coaching practice and book he later built to help other founders detach from the day-to-day grind of their own companies.

Key Takeaways

A pricing model built for stability can break under a shock you don't control. Solpak's 46% cost increase in eighteen months showed how exposed a cross-border cost structure can be — and why relying on incremental price increases alone wasn't a fast enough fix.

Transparency with your team can be the decision that gets you through a crisis. Rather than absorbing the financial pressure privately, David laid out the full situation and the turnaround plan to his team — a decision he credits with preserving trust during the hardest stretch.

Detachment from the day-to-day isn't avoidance — it's a leadership tool. David's shift toward treating "the business as my product" rather than staying embedded in daily operations reframed how he made decisions under pressure.

A crisis can force a founder to confront an all-in bet made earlier. David had already told his wife he was willing to risk bankruptcy to succeed — the currency crisis became the real test of that commitment.

Team trust is built long before the crisis that tests it. David points to years of above-market pay and profit sharing as the reason his team stayed with him through a four-day workweek and a 20% pay reduction during the turnaround.

00:00 - Meet David Salerno

04:22 - Building the Right Team

09:06 - Innovating Food Packaging

10:50 - Escaping the Founder Trap

16:26 - Solving Critical Client Problems

21:07 - Business as the Product

25:19 - Surviving a Financial Crisis

29:13 - Leading Through Transparency

35:10 - Business Lessons Beyond Business

39:18 - Finding Clarity Through Detachment

44:57 - Building a Business for Freedom

53:50 - The Entrepreneur’s Drive to Create

Guest: David Salerno

Title: Founder & President, Solpak Packaging Solutions / Founder, Entrepreneur Sherpa

Company: Solpak Packaging Solutions

LinkedIn: linkedin.com/in/davidvsalerno

When one of OneMeta's first major enterprise contracts went quiet — right after signing, right after the prepaid revenue was recorded — nothing happened for six months. Saul Leal, CEO of OneMeta, walks through why the deal stalled, how his team learned to diagnose the real cause instead of assuming failure, and what changed when a board member reframed the entire situation.

This episode follows the decision to hold steady, communicate openly with a cash-strapped team, and treat enterprise bureaucracy as a solvable problem rather than a dead end — a choice that eventually turned a frozen six-figure contract into an eight-figure client relationship.

Saul Leal founded OneMeta roughly four years ago, about a year before large language models entered the public spotlight, focusing early on training data for underserved languages and dialects before building real-time translation technology now used by the Vatican, the United Nations, the Department of Defense, and in partnership with Nvidia. This episode centers on a specific test of that growth: a signed, prepaid enterprise contract that produced no revenue for six months. Saul explains why the stall wasn't a failure of execution, how his team diagnosed the actual cause, and the tradeoffs he faced as a CEO balancing shareholder expectations, employee trust, and cash flow during the delay.

Key Takeaways

1. A signed contract with prepaid revenue doesn't guarantee delivery — verify what the client actually has in place, not just what they've promised, before assuming a deal is done.
2. When an enterprise relationship stalls, the cause may be a canceled internal roadmap on the client's side — not a failure in your product or process.
3. Large organizations can unintentionally stall or kill vendor relationships through sheer bureaucracy; treating that as a diagnosable pattern, rather than a personal failure, changes how a CEO responds.
4. Transparency with a team during a cash flow crunch — including asking employees to hold salaries — can build trust rather than break it, when the reasoning is shared honestly.

00:00 The CEO’s Ultimate Accountability

04:54 Entering AI Before the Boom

07:49 The Meaning Behind OneMeta

10:48 Creating a More Understanding World

15:54 Choosing the B2B Market

18:55 Real-Time Translation Use Cases

29:29 When Traction Falls Short

32:56 How Corporations Kill Startups

36:52 Leading Through Radical Transparency

42:53 The Formula for Failing Fast

45:13 Reaching Fifteen Billion Minutes

49:59 Finding Joy in Missing Out

Guest: Saul Leal

Title: CEO, OneMeta

Company: OneMeta

Website: https://www.onemeta.ai/

Guest LinkedIn: https://www.linkedin.com/in/saul1/

Most founders spend years perfecting a dashboard. George Hartley — who built and sold SmartrMail (acquired by Relay Commerce in 2022) and co-founded Bluethumb, Australia's largest online art marketplace — is betting his third company on removing it entirely. Nitrosend runs from inside Claude, Cursor, or ChatGPT, with AI agents doing the majority of the work.

In this episode, George walks through the decision to rebuild an email company from scratch with the same team, the acquisition deal that nearly collapsed under a stalled LOI, and why he now believes the addressable market for email isn't measured in people — it's measured in agents.

George Hartley has spent over a decade building and scaling companies — Bluethumb, an online art marketplace he co-founded in 2012, and SmartrMail, an e-commerce email platform he built, grew, and sold to Relay Commerce in 2022. Both experiences shaped the decision behind his current company, Nitrosend: an agent-first email platform built for a world where AI agents, not humans, do most of the operating work.

This conversation covers what it's like to reassemble a founding team for a third company, the tradeoffs between staying capital-efficient and being able to seize an opportunity, and why George now thinks about total addressable market in terms of AI agents rather than people.

Key Takeaways

1. A signed LOI doesn't guarantee a deal. George's SmartrMail acquisition was locked into an exclusive agreement for weeks before the buyer walked — a reminder that exclusivity protects the buyer's optionality, not the seller's certainty.
2. Being too capital-efficient can cost you the upside. George names "well capitalized" as a top value for Nitrosend specifically because running lean in prior companies meant sometimes not having the resources to seize a real opportunity.
3. Planning assumptions fail — build a workaround, not a delay. When Nitrosend's official AI-platform app store listing stalled, the team shipped an agent-onboarding skill instead of waiting on approval.
4. Total addressable market may need to be recalculated around AI agents, not just people. George reframes Nitrosend's TAM from "half the internet" to potentially "a hundred billion agents" as autonomous agents begin operating businesses.
5. A high failure rate on new ideas is normal, even for a repeat founder. George estimates roughly two-thirds of his own initiatives don't move the needle — the discipline is in testing quickly, not being right the first time.

George Hartly is the founder of Nitrosend, an AI-native can find George and Nitrosend at https://nitrosend.com

00:00 The Hundred Billion Agent Market

01:29 Building a Game With AI

05:15 The Drive to Keep Creating

08:05 Turning Rejection Into Opportunity

12:46 Building Australia’s Largest Art Marketplace

16:55 Launching SmarterMail

19:01 Selling the SaaS Company

25:07 The Birth of NitroSend

29:58 Finding the Ideal Customers

32:51 Lessons From Previous Startups

44:13 Preparing for an Agentic Future

53:22 Practical Advice for Founders

Guest: George Hartley

Title: Founder, Nitrosend (also founder, SmartrMail — acquired by Relay Commerce, 2022; co-founder, Bluethumb)

Company: Nitrosend

Website: https://nitrosend.com/

LinkedIn: https://www.linkedin.com/in/gthartley/

Most scaling companies don't fail because they stop trying — they fail because they keep doing more of what already isn't working. In this episode, Jeff Holman talks with Diane Moura, Founder & CEO of ZenChange Marketing, about what actually separates companies that break through a growth ceiling from those that stay stuck.

Diane has spent decades working with Fortune 500 companies and now advises scaling businesses through a structured diagnostic reset — not more hustle, more headcount, or more tools, but a clear-eyed look at strategy, structure, and the people problems that quietly stall growth. She also unpacks how CEOs should think about personal branding as a scaling requirement, and where AI genuinely helps versus where it can quietly send a business down the wrong path.

Episode Description

Diane Moura built her advisory practice, ZenChange Marketing, after years working inside large, well-resourced corporate environments — an experience that gave her a front-row seat to how things operate at scale before she began applying those patterns to smaller, growing companies. Her perspective isn't theoretical: it comes from repeated engagements diagnosing why established or fast-growing businesses hit a wall, and from a specific reset methodology she uses to get them unstuck.

This conversation focuses on the diagnostic lens Diane brings to scaling CEOs — how she distinguishes a "bad break" (stalled growth, aging strategy) from a "happy break" (growth outpacing capacity), why the real bottleneck is almost always people-related rather than technical, and how she thinks about AI as a tool that only works as well as the expertise behind it.

Key Takeaways

1. A stall in growth often isn't a strategy problem — it's a structure problem. When hiring outpaces process, companies can operate fine for a while, but eventually the gap between how the business runs and how it's organized becomes the actual constraint.
2. The reset framework starts with strategy, not tactics. Diane's process revisits go-to-market, positioning, and competitive dynamics before touching execution — because doing more of the wrong tactics faster doesn't solve a strategic misalignment.
3. Most transformation stalls are people problems, not process problems. Loyalty to long-tenured team members, unclear ownership of results, and internal politics derail resets far more often than the systems or SOPs themselves.
4. Personal branding is now a scaling requirement, not an option. Leaders don't need to become mass influencers, but staying invisible has a real cost — clients and referral partners are increasingly evaluating leaders directly, not just their firms.
5. AI is only as good as the expertise directing it. Diane's operating principle is that domain context — not the tool itself — determines whether AI output is genuinely useful or quietly wrong.

Guest: Diane Moura

Title: Founder & CEO, ZenChange Marketing

Company: ZenChange Marketing

Website: zenchange.com

LinkedIn: linkedin.com/in/dianemoura

Most founders don't have a hiring problem — they have a decision problem. Operations advisor Lia Garvin has spent years inside teams at Microsoft, Apple, and Google, and now works directly with founders running businesses of three to fifty people, diagnosing why so many of them can't step back from the day-to-day. In this episode, she breaks down why founders keep absorbing decisions their team could make, and shares the three-step "sit-down" framework she uses to help leaders finally have the feedback conversations they've been avoiding.

Lia Garvin built her career inside some of the most complex product teams in big tech — HoloLens at Microsoft, the redesigned iPhone lineup at Apple, YouTube Shorts at Google — always focused on the operational and interpersonal gaps nobody else was naming. Four and a half years ago, she left Google to bring that same diagnostic lens directly to founders and small business owners. Her perspective matters here because it's built on pattern recognition across dozens of engagements, not a single company's story: the same breakdowns in delegation, clarity, and hard conversations show up again and again, regardless of company size. In this conversation, she walks through how she diagnoses those breakdowns and the concrete framework she uses to fix them.

Key Takeaways

1. The real bottleneck isn't your team — it's you. Founders who can't replace themselves usually aren't missing better people; they're still making decisions that belong to someone else, which reinforces the exact dependency they're trying to escape.
2. Team misalignment is more fixable than most founders assume. In Lia's experience, once expectations and context are actually documented, teams are far more capable and willing than founders expect — the issue is usually clarity, not commitment.
3. Micromanagement is a timing problem, not a personality problem. It shows up when a founder either hands off work without setting parameters, or keeps intervening after the fact — not from a need for control itself.
4. Avoided conversations are often the real root cause behind "team problems." When a fix doesn't land where a founder expected, it's frequently because a hard conversation was overdue, not because the original diagnosis was wrong.
5. Tracking your own micro-decisions reveals how much you're actually holding onto. Lia's closing exercise — tallying every small decision a team member could have made instead — is a concrete first step toward identifying what to delegate immediately.

00:00 Founder Delegation Preview

00:22 Meet Lia Garvin

01:10 Big Tech Operations Lessons

03:45 Replacing Yourself as Founder

05:38 Delegating Without Micromanaging

08:27 Building an Ops Playbook

11:26 Creating Teamwide Clarity

14:53 Turning Vision Into Systems

16:54 Prioritizing Profitable Systems

18:50 The Sit-Down Framework

26:14 Offloading Daily Decisions

30:31 Keep the Monkey Off

• Guest website: https://www.liagarvin.com/
• Guest primary social: https://www.linkedin.com/in/liagarvin/

What separates CEOs who build resilient companies from those who burn out chasing the next motivational boost?

In this episode of The Breakout CEO Podcast, Jeff Holman sits down with entrepreneur, speaker, and leadership strategist Rael Bricker to explore why lasting business growth starts with vision—not motivation. Drawing from decades of experience leading businesses across engineering, education, venture capital, financial services, and executive advisory, Rael shares the practical leadership frameworks he uses to help CEOs create clarity, align their teams, and scale with confidence.

You'll learn why optimism is more than positive thinking, how the GPS approach can transform strategic planning, and why the best leaders focus less on fixing weaknesses and more on amplifying strengths.

Key Takeaways

• Why motivation fades—but optimism can become a repeatable leadership strategy.
• The "GPS" framework for helping teams move forward instead of dwelling on the past.
• How to create a compelling vision that employees can understand and execute.
• Why CEOs should build around strengths instead of obsessing over weaknesses.
• The delegation mindset shift that transformed Rael's own business.
• How mentors help CEOs see what they can't see themselves.
• Practical ways to move from being trapped in day-to-day operations to leading strategically.

About The Advisor

Rael Bricker is an entrepreneur, Certified Speaking Professional (CSP), and founder of The Excellence Project. Over the course of his career, he has built businesses across education, venture capital, and financial services, including a mortgage business that has facilitated more than $3.5 billion in lending. Today, Rael works with CEOs and leadership teams to improve strategy, communication, and organizational alignment through practical frameworks like the RISE Model and the Business Excellence Indicator.

• The Excellence Project https://www.raelbricker.com/
• Rael Bricker on LinkedIn https://www.linkedin.com/in/rael-bricker
• Free digital copy of Rael's book Leadership assessments RISE Leadership Matrix available at: https://www.raelbricker.com/

As companies grow, the CEO's role must evolve. Yet many founders stay trapped in the day-to-day, becoming the very bottleneck that limits their company's growth.

In this Advisor Insights episode, Jeff Holman sits down with Logan McKnight, Founder and Principal Consultant at GoodKnight Consulting, to explore what it takes for leaders to gain "strategic altitude." Drawing on his experience as both a healthcare CEO and executive advisor, Logan shares practical frameworks that help CEOs transition from operator to strategic leader.

The conversation explores how to delegate ownership without losing accountability, why documentation creates clarity instead of bureaucracy, how culture is reinforced through leadership behavior, and the signals that indicate a founder may need to evolve—or bring in additional executive leadership—as the business scales.

Whether you're leading a fast-growing company or preparing for your next stage of growth, this episode offers actionable insights for building a leadership team that can scale with the business.

Key Takeaways

• Why scaling CEOs must move from operator to strategic leader.
• The "Strategic Altitude" framework for leading with greater clarity.
• The difference between delegation and true ownership.
• How the Owned • Informed • Approved framework creates accountability.
• Why documenting roles and expectations reduces organizational friction.
• How CEOs shape culture through consistent behavior—not slogans.
• Practical ways to identify when leadership responsibilities should evolve as the company grows.
• Why honest outside perspective is critical for effective CEO decision-making.

About the Advisor

Logan McKnight is the Founder and Principal Consultant at GoodKnight Consulting. After serving as CEO of a rapidly growing healthcare organization, he now works with founders and executive teams to help them scale leadership, strengthen accountability, and build organizations that can grow beyond the founder. His advisory work focuses on executive alignment, organizational design, leadership development, and helping CEOs gain the strategic perspective needed to lead through growth.

LinkedIn: https://www.linkedin.com/in/loganmcknight/