This is not a conversation about the future of HR. It’s a conversation about what is already happening inside executive teams, inside HR organizations, and inside companies being reshaped by AI faster than most leaders are willing to admit.

In this episode, I sit down with Keith Ferrazzi for a raw, unscripted conversation about power, voice, and transformation at the highest levels of leadership.

Keith shares what he’s seeing right now: HR organizations being cut dramatically as “people ops” gets automated, and the CHRO role being forced into a new standard, less compliance and consensus, more disruption, and enterprise leadership.

We dig into why HR doesn’t earn influence — it has to take it. We unpack why the real transformation center is shifting to the CHRO–CIO partnership, and why many companies are still treating that relationship like an afterthought.

Keith also breaks down the next operating model he’s studying: human–agent pairs. Not teams in the traditional sense but humans working alongside AI agents across procurement, supply chain, and core functions, and what HR must become to support that reality.

This episode isn’t theoretical. It’s observational, direct, and grounded in the rooms where decisions are being made right now.

If you’re responsible for people, systems, culture, or scale — this conversation will meet you where you are.

1) People Ops is getting automated - What Keith is seeing inside organizations as AI absorbs work that HR has historically owned.

2) HR doesn’t get a voice; it commands one - A real conversation about influence, disruption, and how CHROs are perceived at the executive table.

3) The CHRO–CIO axis is the new center - Why transformation is being decided through the partnership between HR and technology leadership.

4) Human–agent pairs are the next work model - What happens when collaboration, accountability, and decision-making include AI agents as working partners?

5) Collaboration vs. consensus - How teams capture broader input without getting trapped in endless iteration, and why “landing the plane” matters.

6) What high-impact leaders are doing differently - The behaviors and operating rhythm Keith is engineering inside executive teams right now.

Keith referenced his work through Ferrazzi Greenlight, focused on building high-performing teams and leader-driven communities that accelerate transformation.

Learn more here:
https://www.ferrazzigreenlight.com- If you’re serious about leading through disruption, not managing around it, this work is worth a look.

For more than a decade, AJ has heard the same truth repeated by Keith Ferrazzi: you don’t think your way into change — you act your way into it.

In this episode, AJ reframes behavior as the real infrastructure of business.

Not culture decks.
Not strategy docs.
Not alignment workshops.

Behavior.

Hiring decisions. Product bets. Pricing conversations. Leadership energy. How teams move. How decisions get made. These micro-behaviors compound into revenue, morale, momentum — or stagnation.

AJ breaks down why most organizations stay stuck despite smart people and strong intentions: they keep analyzing outcomes instead of replacing the behaviors producing them.

This is a direct conversation about:

– Why alignment is operational, not emotional
– How daily actions quietly dictate bottom-line results
– What it actually takes to unlock growth beyond $10M, $20M, $50M
– Why change must start immediately — not after another planning cycle

If your business feels heavy, disconnected, or slower than it should be, this episode explains why — and where real transformation begins.

Most hiring teams don’t have an interviewing problem—they have a design problem. When leaders run interviews like interrogations, they preserve employer control… and lose the data that actually predicts fit.

In this episode, AJ breaks down interview design as a power system: how to shift the dynamic toward the candidate so you uncover real signals—financial reality, day-to-day motivation, “0-to-1” appetite, and the behaviors needed right now (not in a polished future state). The result is better alignment, fewer mis-hires, and a candidate experience that puts the employee first without sacrificing business outcomes.

If you want fewer surprises at month three, start here.

Employer branding is one of the most misunderstood strategic levers inside modern organizations.

Done well, it mirrors great marketing, sharp copywriting, thoughtful design, and aligned talent strategy. It shapes recruiting outcomes. It influences pipeline quality. It changes who raises their hand.

But here’s the part leaders rarely talk about.

Strong employer branding can accidentally attract the wrong stage of talent.

In this episode, Anthony Vaughan breaks down a pattern he’s seeing everywhere: companies launching brand-new motions — partnerships, ecosystems, community, content — while simultaneously pulling in deeply seasoned operators who are wired to scale, not build.

Starting a new segment isn’t a role.

It’s a startup inside your business.

That requires emotional stamina. Long hours. Undefined playbooks. Constant iteration. And a willingness to live inside ambiguity.

For many senior leaders, that season has already passed.

The result? Misalignment. Frustration. Unrealized potential on both sides.

This conversation explores:

• Why employer branding often over-indexes on excitement instead of reality
• How great branding can create hiring mismatches
• The difference between building and scaling energy
• Why timing matters more than title
• What leaders and candidates alike need to ask before saying yes

A grounded reflection on alignment, career seasonality, and the real work behind “building something from scratch.”

Leadership today is no longer about commanding the ship. It is about setting the right outcomes, assembling the right teams, and trusting decision-making where the work actually happens.

In this episode, we unpack a fundamental shift in how high-performing organizations should operate in a world that changes every ninety days. The leader’s job is not to make sixty percent of the decisions. The leader’s job is to define the outcome, create psychological safety, and architect teams that can execute with speed, ownership, and accountability.

We explore why command-and-control leadership breaks under modern complexity, how ninety-day outcome-based pods create clarity and momentum, and why dynamic shared ownership allows organizations to move faster without sacrificing trust or alignment.

Drawing inspiration from leaders like Jason Fried, this conversation reframes leadership as orchestration, not domination—outcomes over hierarchy. Trust over control. Teams that draft around capability, not title.

This is not about soft leadership. It is about disciplined clarity, radical transparency, and building systems that enable people to make the right decisions at the right time.

This is the Business of Alignment.

In this episode, AJ confronts the quiet contradiction inside many scaling organizations: leaders demand acceleration, while CFOs are told to tighten the purse strings to the point of paralysis. That tension isn’t a market problem; it’s a problem of alignment. AJ argues that culture doesn’t break because numbers are tight; it breaks when incentives reward “me” while leaders preach “we.” He makes a sharp case that the real path to confident, offense-minded CFOs runs through leadership quality, talent placement, and team-first incentives — not another budget gate. If your finance team feels stuck between fear and growth, this conversation is a necessary gut check on what actually needs to change.

From the parking lot of a Planet Fitness to the core of how revenue actually gets made, AJ makes the case that “alignment” is no longer a soft, HR-friendly concept — it is the true operating system of performance in 2026.

In this candid, off-the-cuff episode, he unpacks why culture isn’t your onboarding deck, your values poster, or your careers page — it’s how decisions get made under pressure, how managers lead through uncertainty, and how safe people feel telling the truth before the numbers break.

AJ argues that the real risk in most organizations isn’t the C-suite — it’s a confused middle 60% that quietly drags execution, slows pipeline, and erodes trust. He connects this to his own lived experience as an entrepreneur who has had to “make payroll before there was payroll,” and why that reality gives him a visceral lens on culture, accountability, and human behavior.

This is not a theory episode. It’s a reminder that your daily micro-behaviors, decision models, and alignment (or lack thereof) are either compounding toward growth — or silently burning your business down.

Most organizations don’t fail because of talent gaps, bad hires, or weak execution. They fail because they scale on top of misalignment.

In this episode, Anthony Vaughan introduces the Alignment Audit—a simple but uncomfortable diagnostic every leadership team should run before hiring, investing, or chasing growth targets in 2026.

This conversation breaks down why revenue volatility, product confusion, and go-to-market breakdowns almost always trace back to cultural and decision-making misalignment, not process or performance issues. From board pressure and investor distortion at the top, to unclear decision ownership and behavioral friction on the ground, misalignment quietly drains momentum long before dashboards turn red.

You’ll hear why leadership teams must stop panicking over lagging revenue and start asking the harder question: Are we actually aligned? And why, honestly, third-party-facilitated conversations—before scale—are often the difference between sustainable growth and expensive failure.

If your organization is planning to scale in 2026, this episode is your mirror.

After a short pause, I return to The Business of Alignment to share what has become clear about leadership, performance, and the future of work.

As organizations face tighter budgets, higher turnover, and growing complexity, one variable is quietly separating high-performing teams from everyone else: alignment. Not engagement scores. Not productivity tools. Real alignment between leaders, teams, incentives, and behavior.

In this episode, I reflect on what I’ve learned from working with CHROs, founders, and operators across the market — and why the next chapter of this podcast will focus less on trends and more on what actually moves people, teams, and financial outcomes forward.

I will also preview an upcoming conversation with Keith Ferrazzi, whose work on trust, behavior, and human performance represents the thinking today’s HR leaders need if they want to build organizations that not only survive but also compound.

This is a reset for the show.
And a sharper lens on what modern leadership really requires.

This episode returns to a core leadership question many organizations avoid:
Do we actually understand the people who work here?

In a distributed, multi-generational, and economically uneven workforce, alignment no longer comes from policies, averages, or broad engagement initiatives. It comes from leaders who can reverse engineer the employee of one—and scale that understanding responsibly.

This conversation examines how geography, financial reality, life stage, and exposure shape employee expectations around pay, benefits, leadership, and work design. In today’s remote environment, those differences coexist inside the same organization, often without acknowledgment.

We explore:

• Why most employee listening strategies fail to inform real decisions

• How fragmented alignment shows up as anxiety, friction, and slowed execution

• What accountability looks like when people feel seen and supported

• How autonomy, trust, and modern tools enable innovation at every level

• The leadership behaviors required to scale individualized understanding without chaos

The premise is straightforward:
Organizations perform better when leaders design work around real people—not assumptions.

This is not a philosophical debate.
It’s a practical lens for leaders responsible for performance, culture, and long-term value creation.

As organizations plan for 2026 and beyond, alignment must be intentional, human, and operationalized—starting with the employee of one.