Tiderman
The Coach Turning Leaders into Catalysts for Change
The Top Five Most Remarkable Business Coaches of 2025
Peggy
EmpoweringLeaderstoLeadDifferently!
DearReaders,
Inaworldwheredisruptionhasbecomethenewnormal,leadershipisnolongerdefinedby hierarchy,butbyagility,empathy,andvision.FromtheriseofAI-drivenenterprisestotheglobal shifttowardpurpose-drivenbusinessmodels,organizationstodayfacearadicallyevolving landscape—onethatdemandsnotjustdecision-makers,buttransformationalleaders.Inthisnew era,businesscoacheshaveemergedasthearchitectsofmodernsuccess—guidingexecutives, founders,andteamsthroughthecomplexitiesofgrowth,change,andresilience.
AtBusinessAPAC,webelievethatbehindeveryvisionaryleaderisaninsightfulcoach—someone whoblendspsychologywithstrategyandexperiencewithempathy.Thesearetheprofessionals shapingthewayorganizationsthink,communicate,andevolve.Ouredition,“TheTopFiveMost RemarkableBusinessCoachesof2025,”celebratesthepioneerswhoareredefiningwhatitmeans toleadinanageofuncertaintyandopportunity
OurcoverstoryfeaturesPeggyTiderman,Co-FounderofStreamlinedCoaching,aleader whosejourneyfromacademiatobusinesstransformationembodiestheveryspiritofcontinuous evolution.LongbeforePeggybecameacoach,shespentdecadesinpost-secondaryeducation leadership,honingherabilitytoadapt,inspire,andguideotherswithauthenticity.Hercoaching philosophycentersaroundthreevitalelements—mindset,skillset,andtoolset.“Youhavetogrow inallthreeareaseverysingleday,”shesays.ForPeggy,leadershipisnotamilestonebuta mindset—adailydisciplinerootedinhumilityandgrowth.HerworkatStreamlinedCoaching helpsleadersdiscoverthatthetrueessenceofleadershipliesnotincontrol,butinconsistentselfdevelopmentandauthenticconnection.
AlongsidePeggy,thiseditionalsohighlightsIrisKuhnert,SameerKamboj,KirkNeal,and JohannaGani—visionarieswhoaretransformingthewayindividualsandorganizationsreach theirhighestpotential.Together,theyrepresentthefutureofbusinesscoaching—purposeful,datainformed,andprofoundlyhuman.
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BUSINESS APAC
O ce
10 PEGGY TIDERMAN
Cer Story
Tiderman Peggy
The Coach Turning Leaders into Catalysts for Change
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When there is “trust” people feel safe, feeling safe creates a vulnerability which drives ‘transparency’ and encourages accountability.
Life
hasawayofshapingusinunexpectedways,often throughamixoftriumphs,challenges,andlife-altering moments.ForPeggyTiderman,theseexperiences havebecomethecornerstoneofherapproachto leadershipandcoaching.Herjourneyintoleadership spansover35years,weavingtogetherlessonsfromher rolesasanexecutiveleader,boardmember,andnowas acoachwhoworkspassionatelytodevelopleaders acrossindustries.ThroughStreamlinedCoaching,the companysheco-foundedin2017,Peggyhelpsleaders embracetheirpotential,growthroughchallenges,and createlastingimpactwithintheirorganizations.
ButPeggy’sstoryisn’tjustaboutherprofessional success—it’sabouttheresilience,insight,and compassionthatdefineherapproachtoleadership.To understandPeggy’sperspectiveoncoaching,it’s importanttostepbackandseehowherlife’s experienceshaveshapedherintotheleaderandmentor sheistoday
BuildingaLeadershipFoundation
LongbeforePeggybecameacoach,shespentdecades navigatingleadershipinthepost-secondaryeducation sector.Herrolesrequiredhertoconsistentlyadapt, grow,andleadwithauthenticity.Overtheyears,she developedabeliefthatleadershipisn’tjustatitleora destination;it’sadailycommitmenttogrowth.
Peggydescribesthisphilosophyasafocusonthree essentialelements:mindset,skillset,andtoolset.“You havetogrowinallthreeareaseverysingleday,”she says.“AlwaysknowingIamonlyaseffectivetodayas mywillingnesstobeabetterleadertomorrow.”
Herexperiencewasn’tlimitedtoonekindof leadershiprole.Frommanagingteamstoshaping organizationalstrategy,Peggyhadtowearmanyhats throughouthercareer.Thesediverserolesgavehera uniqueperspectiveonthechallengesleadersface,as wellasthestrategiestheycanusetoovercomethem.
WhenPeggybeganhercoachingcareer,she broughtthiswealthofexperiencewithher.She didn’tjustteachleadershipfromatheoretical standpoint—sheknewfirsthandwhatitwas liketomaketoughdecisions,buildteams,and navigatethecomplexitiesoforganizational life.
ATurningPoint:LossandRenewal
In2014,Peggyfacedapersonallossthat wouldchangethetrajectoryofherlife.At55 yearsold,shelostherhusbandof37yearstoa suddenandaggressiveformofcancer.Itwasa devastatingmoment,onethatforcedherto reevaluatewhatmatteredmosttoher.
Atthetime,Peggyhadalreadyspentmorethan threedecadeshelpingothersachievetheir goalsanddeveloptheirpassions.Butthisloss broughtanewclaritytoherpurpose.“Ifelt calledtosharewithothershowtonavigatelife asaleader—notjustprofessionally,but personallyaswell,”sheexplains.
Herson,whoalreadyownedacompanycalled StreamlinedDigital,askedherwhatshe wantedtodointhisnextchapterofherlife. Peggydidn’thesitate.Shewantedtogiveback, tohelpothersachievetheirgoalsbysharing theleadershiplessonsshehadlearnedoverthe years.
In2017,thetwoofthemfoundedStreamlined CoachingasadivisionofStreamlinedDigital. Overthepasteightyears,Peggyhascoached leadersacrosstheUSineducation, government,andtheprivatesector.From leadingworkshopstofacilitatinggrowth opportunities,shehashelpedcountless individualsandorganizationsthrive.
WhatLeadershipMeanstoPeggy
ForPeggyTiderman,leadershipismorethana roleorasetofresponsibilities—it’sawayof life.Thebeliefthat“Leadershipchanges everything”isn’tjustasloganforhercompany, StreamlinedCoaching;it’sadeeplyheld convictionthatshapeshowsheworkswith clientsandhowshelivesherownlife.
Peggybelievesleadershipisaboutshowingup everydaywithintention,humility,anda commitmenttopersonalgrowth.“Greatleadership isn’tadestination,”shesays.“It’sadailypractice, amindsetyouchoosetoembraceeverysingleday. It’saboutbeingbettertodaythanyouwere yesterdayandaimingtobeevenbettertomorrow.”
WhatmakesPeggy’sperspectiveuniqueisher insistencethatleadershipisnotreservedforaselect few—it’ssomethinganyonecandevelopwiththe rightapproach.Sheteachesherclientsthat leadershipisnotaboutbeingperfectorhavingall theanswers.Instead,it’saboutbeingwillingto learn,adapt,andinspireothersbyexample.Whena leadercommitstothisjourney,theimpactis profound.
“Whenleadersleadbyexample,itcreatesaripple effect,”Peggyexplains.“Itinfluencestheirteams, theirorganizations,andeventheircommunities.It’s notjustaboutachievinggoals;it’saboutbuilding trust,creatingapositiveculture,andempowering otherstorisetotheirpotential.”
LeadingthroughChallenges
OneofthemostdefiningmomentsinPeggy’sleadership careercamein2016,duringhertenureasChairofthe AccreditingCouncilforContinuingEducationandTraining (ACCET).Atthetime,ACCETwasfacedwithan unprecedentedchallenge.Apeeraccreditor,ACICS,wason thevergeoflosingitsrecognitionfromtheDepartmentof Education,leavinghundredsofinstitutionsscramblingtofind anewaccreditor.ManyturnedtoACCETforhelp.
AsChair,Peggyhadtonavigatethiscomplextransitionwhile upholdingthehighstandardsofaccreditation.Itwasa momentthattestedherabilitytoleadwithclarityandresolve. “Thereisnowrongwaytodotherightthing,”shesays. “Evenwhenit’shard,evenwhenit’sunpopular,youhaveto standbyyourprinciplesandmakedecisionswithintegrity.”
Peggy’sleadershipduringthistimewasmarkedbytough, sometimesunpopulardecisions.Someinstitutionswere grantedaccreditation,whileothersweredenied.Each decisionrequiredcarefulconsiderationofdata,performance outcomes,andthelong-termimpactonstudentsand communities.
Cer Story
Throughitall,Peggyremainedfocusedondoingwhatwasright. Herabilitytoleadwithpurposeandtransparencyhelped ACCETsuccessfullynavigatethischallengingperiod, reinforcingherbeliefinthepowerofstrong,principled leadership.“Challengeslikethesereminduswhyleadership matters,”shereflects.“It’snotaboutavoidingdifficult decisions—it’saboutfacingthemwithintegrityandaclear senseofpurpose.”
ListeningandTailoringStrategies
WhatsetsPeggyapartasacoachisherabilitytotailorher approachtotheuniqueneedsofeachclient.Whethershe’s workingwithagovernmentagency,anon-profit,oran educationalinstitution,shestartsbylistening.
“Itallbeginswithunderstandingtheirmission,theirculture,and theirchallenges,”shesays.“Iaskthem,‘Whatdoessuccesslook likeforyou?’andthenweworktogethertocreateclarityaround thoseexpectations.”
ThiscollaborativeapproachallowsPeggytodesignstrategies thatarebothpracticalandimpactful.Sheunderstandsthatwhile everyorganizationisunique,therearecommonthreadsthat connectallleadershipchallenges.Byfocusingontheseshared elements,shehelpsherclientsbuildastrongfoundationfor success.
EnergizingTeams
OneofPeggy’skeyinsightsaboutleadershipistheimportance ofmanagingenergy.Intoday’sfast-pacedworld,teamsareoften stretchedthin,leadingtoburnoutanddisengagement.ForPeggy, creatingahigh-energy,positiveenvironmentisessentialto unlockingpotentialanddrivingresults.
“Whenpeoplehavefunandfeelenergized,theygrow,”she explains.“Andwhentheygrow,theywin.”
Throughworkshopsandcoachingsessions,Peggyhelpsleaders createculturesthatinspireengagementandfostergrowth.By focusingonenergyandpositivity,sheequipsherclientsto navigatethechallengesoftoday’sbusinessenvironmentwith confidence.
LessonsfromAccreditation
Peggy’sexperienceconductingover200peer-to-peer accreditationreviewvisitshasalsoshapedherapproachto coaching.Thesevisitsrequiredhertoleadwithoutauthority, gatherdataquickly,andmakeobjectiveassessments.
“Ilearnedtostayfocusedonthefacts,”shesays. “It’saboutlettingthedatatellthestoryandusing thatinformationtoguidedecisions.”
Thisdata-drivenapproachhasbecomeakeypartof Peggy’scoachingmethodology.Shehelpsher clientsstaygroundedinobjectiveinformation, enablingthemtomakebetterdecisionsanddrive meaningfulchange.
AvoidingCommonLeadershipTraps
Oneofthebiggesttrapsleadersfallintoisthe blamegame.Peggybelievesthatthismindsetcan quicklyerodetrustandaccountabilitywithinan organization.
“Leadershipculturesarecontagious,”shesays. “Whenleaderstakeownershipandleadby example,itcreatesacultureoftrustand accountability.”
Peggyhelpsherclientsovercomethistrapby encouragingself-reflectionandpersonalgrowth. Sheteachesthemtofocusontheirown development,creatingarippleeffectthatinspires theirteamstodothesame.
PersonalGrowthandSelf-Leadership
ForPeggy,personalgrowthisattheheartof effectiveleadership.Shepracticeswhatshe preaches,constantlyseekingoutnewopportunities tolearnandgrow.
“Ibelieveinsaying‘yes’tonewexperiences,”she says.“It’saboutsteppingoutofyourcomfortzone andmaintainingagrowthmindset.”
Thiscommitmenttogrowthextendstohercoaching aswell.Peggyencouragesherclientstoembrace vulnerability,learnfromtheirmistakes,andstay opentonewideas.Bydoingso,theybecomenot onlybetterleadersbutalsobetterpeople.
PreparingfortheFuture
Astheworldbecomesmorevolatileand unpredictable,Peggyisfocusedonhelpingher clientsnavigatethechallengesofaVUCA(volatile, uncertain,chaotic,andambiguous)environment.
“Ourgoalistobetheenergyboostteamsneed,”she says.“We’reequippingleaderswiththemindset, skillset,andtoolsettothriveinthisrapidlychanging world.”
Throughworkshops,coachingprograms,and communitysupport,Peggyishelpingleadersstay resilientandadaptableinthefaceofconstantchange.
AdviceforEmergingLeaders
Peggy’sadviceforemergingleadersissimplebut powerful: Live by truth, trust, and transparency
“Whenyou’retruthful,peopletrustyou,”she explains.“Andwhenthere’strust,peoplefeelsafe. Thatsafetyleadstovulnerabilityandaccountability.” Bymodelingthesevalues,leaderscancreatea cultureoflearningandgrowththatinspirestheir teamstoachievegreatthings.
ALegacyofLeadership
PeggyTiderman’sjourneyisfilledwithquiet determinationandunwaveringpurpose.Overthe years,shehasproventhatleadershipisn’tdefinedby titlesoraccolades—it’sabouttheeverydaychoicesto listen,togrow,andtoleadbyexample.Through StreamlinedCoaching,shehastakenherdecadesof experienceandpouredthemintohelpingothersfind theirstrength,buildtheirconfidence,andcreate meaningfulchangeintheirlivesandorganizations.
Peggy’slegacyisn’twritteningrandgesturesor sweepingchanges;it’sinthesmall,powerful momentswhenaleaderfindstheirvoice,ateam discoversitspotential,oranorganizationredefinesits culture.Sheknowsthatleadershipchanges everythingbecauseshe’slivedit—andnow,she’s helpingothersdothesame.
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Live by truth, trust, and transparency.
Hitachi Social Innovation is
Founder | ICM Consulting
Iris Kuhnert
The Coach Who Teaches Leaders to See the Human Factor
Theyearis1990.AyoungGermanuniversitystudentnamedIrisKuhnertstepsintothecomplex, hierarchicalworldofcorporateJapan.Sheisoneoftheveryfirstfemalestudentsfromhercountryto arriveasanintern,apioneerinalandscapethatisbothfascinatingandbewildering.Itis,sherecalls, an Sheistheretostudybusiness “impressive and deep dive learning experience that changed my life forever.” administration,economics,andEastAsianculture,butherrealeducationisinobservingtheintricatedanceof humaninteractioninasettingcompletelyforeigntoherown.
Thisexperience,ofbeinganoutsider,oflearningtonavigateunspokenrules,ofseeingfirsthandhowculture shapeseveryaspectofbusiness,wouldbecomethefoundationalchapterinalongandwindingcareer.Itwould leadherthroughmarketing,cross-culturalconsulting,andevenastintasanorganicgreenteaexporter.But ultimately,itwasthisearlyfascinationwiththehumanelementthatwouldguidehertohertruecalling:notjust tobuildbusinesses,buttobuildtheleaderswhomakethemthrive.
Thestoryof andherfirm, ,isastoryaboutapivotalrealization:thatinaworld IrisKuhnert ICMConsulting obsessedwithtechnologyandprocess,themostcriticalandoftenoverlookedcomponentofsuccessisthe humanfactor.Itisthestoryofawomanwhohadtogetcoachedherselftodiscoverherownpassion,andwho nowdedicatesherlifetohelpingotherleadersfindtheirs.
ThePivotalRealization
AfterhertransformativetimeinJapan,IrisbeganhercareerworkingforaJapaneseorganizationinmarketing andcommunication,evenpublishingherthesisonthecountry’slaborshortage.Butshefeltapulltoworkona moreglobalscale.
Shebegandeliveringworkshopsonovercomingcrosscultural challengesandstartedsupportingEuropeanbasedcompanies inexpandingtheirbusinessthroughoutAsia.Itwasinthisrole, asastrategicconsultanthelpingaGermancompanytripleits turnoverinAsiawithinthreeyears,thatshebegantonoticea recurringpattern.
Iriswouldseebrillianttechnology,flawlessprojectplans,and immensemarketopportunities.Buttimeandagain,she observedthat “if the topic of leadership was not fully developed and skilled, there was always something missing.” It wasaquiet,persistentobservationthatgrewintoapowerful conviction. “I had a pivotal realization,” Irissays. “No matter how advanced the technology was, success ultimately depended on strong leadership. I discovered that without the right leadership in place, even the best innovations could fall short.”
Thisinsightsparkedanewpassion.Itwasnolongerenoughto fixthestrategy;Irisneededtohelpempowerthepeoplewho executedit.Thisintrigueledheronaneweducationaljourney ShetraveledtotheUnitedStatestoenrollinherfirstcoach educationalprogram,whichwasfollowedbyamaster’sstudy inorganizationaldevelopmentandacontinuoustwo-year learningprogramtobecomeanaccreditedcoach.Today,sheis aProfessionalCertifiedCoachwiththeInternationalCoach Federation(ICF)andamemberoftheAsiaPacificAllianceof Coaches(APAC),atestamenttoherdedicationtothehighest standardsofcoaching.
TheCoachGetsCoached
Evenasshewasacquiringthesenewskills,Iris’s entrepreneurialspiritwasinfullforce.Inadditiontoher consultingwork,shehadestablishedanotherbusiness, exportingorganicgreenteatoEurope.Shewasasuccessful, multi-facetedbusinessowner.Butitwasduringherowncoach training,whenshewasonthereceivingendofthecoaching process,thatshehadhersecond,morepersonalepiphany.
“During my coach educational program, I received coaching myself, and realized what really drives me, and where my passion is, was leadership development,” Irisexplains.Itwasa momentofprofoundclarity.Irisunderstoodthatwhileher otherventuresweresuccessful,theydidnotignitethesamefire withinher Withadeliberatetransitionphase,shemadethe courageousdecisiontoletgoofherotherbusinessinterests andfocusherentireprofessionalenergyonwhatsheloved most:coachingindividualleadersandtheirteams.Itwasthe biggestmilestoneofherpersonaljourney,aconsciouschoice toalignherworkwithherpurpose.
TheArchitectofAwareness
Today,asthefounderofICMConsulting,Iris’sworkis theculminationofthatjourney Thefirm’smissionisto “empower individuals and organizations with personalized coaching so that they are equipped with the skills, mindset, and confidence to lead authentically and effectively.” Her visionistocultivatetransformationalleadersworldwide, creatingarippleeffectofstrong,visionaryleadership.
Since2004,Irishascoachedglobalexecutivesacrossa vastrangeofindustries,andshehasidentifiedthree recurringchallengesthatleadersconsistentlyface.Thefirst ismasteringthecomplexityofchange:howtodealwith ambiguityandleadteamsthroughuncertainty
Thesecondisthecriticaltransitionfrommanagementto trueleadership,especiallyonaninternationalscalewhere buildingrelationshipsandhandlingdiversecultural expectationsisparamount.Thethird,andperhapsmost profound,ishelpingleadersovercometheirownlimiting beliefs,whichareoftenrootedintheirupbringingandpast experiences.
Iris’scoachingapproachisuniquepreciselybecauseitis sodeeplyinformedbyherownlife. “What makes me unique as a coach is my commitment to lifelong learning and my personal experience of mastering change, which allows me to empathize deeply with my clients,” shesays. Herownresilience,growthmindset,andauthentic positivitycreateasafe,motivatingenvironmentwhere clientsfeelgenuinelysupported.
Tofacilitatethisjourneyofdiscovery,Irisutilizesasuiteof powerfulassessmenttools,includingLominger’sVoices 360®,ExtendedDISC,andFIRO-B.Thesearenot personalitytests,butmirrors. “It is important to reflect how you see yourself, and equally important how others might perceive you,” sheexplains, “because intention and impact are often not the same due to different personalities.” Thesetoolshelpcreatetheessential foundationofself-andother-awarenessfromwhichall meaningfulgrowthbegins.
Beyondthetools,Irisintegratessignaturecoaching methods,includingstructuredreflectionexercises, systemicconstellations,androle-playingtopracticenew behaviors,andguidedperspective-shiftingconversations. Theseapproacheshelpleadersstepoutoftheircomfort zoneinasafecoachingspace,testnewbehaviors,and buildtheconfidencetosustainchangelongterm.
Being optimistic is about embracing the unknown and being able to deal with the uncertainty that comes with it. “
“LowtoMediumSatisfied”to“HighlySatisfied.”
ClientsoftenemphasizetwoaspectsofIris’sapproach:her abilitytoquicklygraspcomplexsituationsandherbalance betweenempathyandgentlechallenge. “Iris understands me faster than anyone I’ve worked with,” oneexecutive notes. “She gives me the courage to try new approaches while making me feel completely supported.”
Anotheradds: “She helped me see perspectives I would never have considered on my own, and that has changed the way I lead.”
Inoneofherrecentcoachingengagements,Irishasbeen workingwithaleadershipteaminthepharmaceutical industrysinceJuly2024.Whenshestarted,theteamwas highlydysfunctional,filledwithdistrustandunableto addressconflictingtopics.Withinmonths,theteam experiencedabreakthrough:theycreatedpsychological safety,becameopentovulnerability,andbeganexpressing needsandconcernsintruedialogue.Thisshiftledto increasedefficiency,better-informeddecision-making,and genuinecollaboration.Accordingtoaninternalemployee survey,satisfactionwithleadershipjumpedfrom “low to medium satisfied” to “highly satisfied.”
TheHumanFactor
AtthecoreofIris'sphilosophyisthe“humanfactor.”In today’sagileandmatrixedorganizations,sheargues,thisis morecrucialthanever. “Agile thrives on flexible, adaptive teams that can respond quickly to change, which requires strong interpersonal relationships and effective communication,” shesays. “Developing humans is not a linear process; people are not machines.”
IrissharesthestoryofaSalesVP,aclientwhohadbeen highlysuccessfulbutwhosetop-downdecision-making stylehadcreatedadeepdisconnectwithhisteam, leadingtolowengagementandmissedtargets.Through coaching,theVPhadabreakthrough.Aftersixmonths ofcoaching,theSalesVPimplementedanewteam basedapproachtoproblem-solving,leadingtoa22% increaseinquarterlysalesanda40%improvementin employeeengagementscores,asmeasuredbythe company'sinternalsurvey
“Iris helped me realize that my team’s potential was being stifled by my own top-down approach,” saysthe SalesVP. “Her guidance has been instrumental in creating a more collaborative and effective team.”
This,forIris,isthehumanfactorinaction.
ALeader’sCompass
Iris'sownleadershipstyleisguidedbyaclearsetof internalvalues:passion,fairness,optimism,and learning.Herpassionisevidentinherenergyand persistence.Herfairnesscomesfromadeepneedto explorebothsidesofanyconflict,askingthe “what, how, where, and who questions” tounderstandthe driversandtriggersbehindpeople’sactions.
Heroptimismisaqualitythathas,inherwords, “helped me through the darkest times of my life.” It’sadeep convictionthatthingswillgowellintheend,anability toembracetheunknownandsearchforoptionsno matterhowcomplexthesituation.Andhercommitment tolearningistheengineofherenergy “If there is nothing to learn, it feels like standing still,” Irissays.
Thiscompasshasguidedher throughherowncareerchallenges, frombeingayoungwomanin Japantryingtobecomearespected businesspartner—afeatshe achievedthroughsheer perseveranceandacommitmentto alwaysgoingthe“extramile”—to thedelicateactofbalancingher demandingcareerwithraisingher twowonderfuldaughters.
Lookingahead,hergoalisto continueherworkwithglobal leaders,withanewprojectfocused onhelpingyoung,emerging leadersandstudentsidentifytheir truepurpose.Sheenvisions buildingcommunitiesoffuturereadyleaderswhocanleadacross cultures,industries,andrapidly evolvingtechnologies.
Herownpurpose,itseems,isnow perfectlyclear,anditisalifeshe pursueswithintentionandjoy.She isanavidoutdoorspersonwho loveshikinginthenearby mountainsandridingherhorse. Beinginnature,shesays,givesher thetimeto “ground and recharge my batteries.” Itisinthesequiet moments,awayfromthe complexitiesofthecorporate world,thatshefindstheclarityand energytocontinuehervitalwork ofguidingothersontheirown complexjourneys.
FROM “SECRETARY” TO CEO
The Freight Boss Who Rewrote the Rules
Youdon’tstumbleintoaleadershiproleinamale-heavyindustry. Youtakeit.
Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.
That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.
Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.
TheJobSheTookJusttoPaytheBills
Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.
Sheneededajob.Anyjob.
Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:
Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.
It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.
Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.
TheMoveThatAlmostBrokeHer
Yearslater,Dianajoinedaformercolleague— someoneshehadmentored—athisnewfreight forwardingcompany.Sheworkedoncommissionand crushedit.
Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever.
Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”
Shekeptsayingno.
Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.
Thencamethemomentthatflippedtheswitch.
TheTitleThatLitaFire
Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary
Nothispartner.Nothisright-hand.Noteven"headof operations.”
Secretary.
Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.
Dianawenthomeandtoldherhusbandshe wasready.
TexasGlobalServicesWasBorn
Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.
Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.
Mostpeoplequitintheearlyyears.
Shedidn’t.
TheFive-YearRule
Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.
Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.
Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.
TheLessonsThatTurnEmployeesinto Owners
Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:
Trucking
· Seetheopportunityinsidethejobyouhate. Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later.
· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.
· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.
· Usedisrespectasfuel.
The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.
· Survivelongenoughtogetgoodrates. Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.
WhyHerStoryHitsDifferent
Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday.That’snotDiana’soriginstory.
Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher
Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.
IfYou’reThinkingAboutStartingYour OwnThing
Youdon’tneedtobeready Youneedtobe willing.
Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.
Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.
Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.
Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow.
Ocean Freight
Air Freight
J ohanna G ani
Johanna Gani
JohannaGani
isadynamicand visionaryleader,currentlyservingasthe CEO GrantThorntonIndonesia of HercareeratGrantThorntonIndonesia beganin1993,andshehasbeeninstrumentalin drivingitsgrowthandinnovation.Since becomingtheManagingPartnerin2007, Johannahastransformedtheorganization, leadingateamofyoungprofessionalsin2011to redefinetheirbusinessapproaches.
GrantThorntonIndonesiahasflourishedunder Johanna’sleadership.Thefirmnowboasts31 partnersanddirectors,andadedicatedteamof over700staffmembers,allcommittedtohelping clientsreachtheirgrowthgoals.Johanna’s strategicvisionandsteadfastcommitmentto excellencehavebeeninstrumentalinthis success.
Johanna’sprofessionaljourneyisbuiltonasolid academicfoundation.SheearnedherAccounting degreefromTrisaktiUniversityinJakarta, Indonesia,in1991.Thisrobusteducational backgroundhassignificantlyshapedher professionalaccomplishmentsandcontinuesto informherleadershipstyleandbusinessacumen.
NurturingGrowthandCollaboration
AsCEO,Johannadirectsthefirm’soperations, ensuringconsistentgrowthandinnovation.Her dailyresponsibilitiesincludemanagingthe company,engagingwithGrantThornton’sglobal networkandmemberfirms,andservingonthe IndonesianInstituteofCertifiedPublic Accountantsboard.
Herrolealsorequiresregularinteractionwithvarious stakeholders,includingprivateequitygroups,lawfirms,andother organizations.Theseinteractionsarevitalforestablishingrobust networksandencouragingcollaborationsthatdrivethefirm forward.
OneofJohanna’smostgratifyingresponsibilitiesisguidingGrant ThorntonIndonesiawiththeirdedicatedemployees,fondlyknown asGT-Zens. “I love seeing our firm grow alongside our talented team,” shesays.Johannatakesimmenseprideincultivatinga cultureofcollaborationandinnovation,characterizedbyahandsonapproachandadedicationtounlockingthepotentialwithinher team,drivingbothindividualandcollectivesuccess.
UnlockingPotentialthroughExpertiseandCollaboration
GrantThorntonIndonesia,aleadingglobalorganization,offers assurance,tax,andadvisoryservicestoadiverseclientbase. Establishedin1993andrestructuredin2011,thefirmemploys over700dedicatedindividuals.Theseprofessionalshelpdynamic organizationsunlocktheirgrowthpotential.
ProactiveteamsatGrantThorntonleveragetheirknowledge, insights,experience,andintuition.Theyaddresscomplexissues anddeliversolutionsfornationalandmultinationalcompanies, publiccorporations,andstate-ownedenterprises.Morethan 73,000teammembersfrommemberfirmsinover150countries collaboratewithGrantThorntontopositivelyimpactclients, colleagues,andcommunities.
GrantThorntonIndonesia’sExpertiseacrossKeyIndustries
GrantThorntonIndonesiatackleskeychallengesacrossindustries, particularlyConsumerProducts,IndustrialProducts,Business Services,aswellasTechnologyandMedia.Eachindustryfaces uniquehurdles,butcommonpainpointslikemarketsaturation, shiftingconsumer
preferences,supplychaindisruptions, andclientretentionplaguemanyof them.
Strategicplanning,agility,anda customer-centricapproacharethekeys toaddressingtheseissues.Companies thatconquerthesechallengeswill thriveintoday’sfast-pacedbusiness environment.GrantThorntonhelps businessesconquerthesechallenges andthriveintoday’sfast-paced environment.
LeadershipChallengesand TransformativeVision
Johanna’scareerjourneypresented significantchallengesthatmoldedher leadershipstyle.Amajorhurdlewas uniting18partnersatGrantThornton Indonesia.Aligningthemwiththe organization’svisionandmission requiredfosteringasenseofbelonging andanopenculture.Johanna envisionedtransformingthe organizationintoonethatembraced changeandopen-mindedness,aspirit sheadoptedfromGrantThornton’s “Go Beyond”.
Balancinggrowthandqualityfor sustainable,profitabledevelopment presentedanotherchallenge.Johanna addressedthisbypromoting continuousimprovementand collaboration. “We aim to transform our organization to be open-minded and adaptive to change,” shedeclared, underscoringhercommitmentto innovationandresilience.
NurturingaCollaborativeand InclusiveWorkCulture
Johannaprioritizesacollaborativeand inclusiveworkenvironment,valuing theuniqueperspectiveseachteam memberbrings.Shebelievesthis fostersinnovationanddrivessuccess, asevidencedbyherquote:
“Open communication and active participation from everyone are key.”
Toachievethis,Johannacultivates anatmosphereofopensharing, encouragingfreeexchangeofideas andfeedback.Diversityand inclusionareparamount,asshe recognizesthepowerofvaried viewpointsingeneratinginnovative solutions.
Furthermore,Johannaempowers youngGT-Zens,nurturingtheir potentialandencouragingthemto becomeboldleaders.Shefostersan environmentwheretheycan confidentlyvoicetheirideasand drivepositivechange.
Future-proofingBusiness StrategiesintheEvolvingAPAC Landscape
Johannapinpointskeybusiness trendsandopportunitiesinthe boomingAPACregion.Currently, theseincludedigital transformation,e-commerce explosion,sustainablepractices, healthcareinnovation,renewable energy,cross-bordertrade,and smartcitydevelopment.
Lookingforward,Johannapredicts dominanttrendswillcenteraround artificialintelligence,automation, 5Gconnectivity,greenfinanceand sustainableinvesting,healthcare technology,andcross-border e-commerce.
TothriveinthisevolvingAPAC market,Johannainsistscompanies mustembracethreekeydrivers: innovation,sustainability,and digitaltransformation.Staying aheadofthesetrendsiscriticalfor competitivenessandrelevance,she emphasizes.
MaintainingBalancethrough DiverseHobbiesand CommunityEngagement
Johannabalancesworkandlife throughdiversehobbiesand communityinvolvement.Juggling professionalresponsibilitiescanbe tough,butshefindswaysto de-stressandstayenergized.
Amulti-tasker,Johannaloves walkingherdogsinthegarden beforeworkandspendingquality timewiththemonweekends.This earlystartleveragesthecompany’s hybridmodel,lettingherunwind beforedivingintowork.
Johannaalsoactivelyengagesin communities,likeabookclubthat fuelsherreadingpassion.Thisnot onlyprovidesrelaxationbutalso fostersnetworkingandsharinglife experienceswithmembers, especiallyyoungpeopleseeking professionalgrowth.
GuidingPrinciplesforAspiring Leaders
Johannaoffersaspiringleaders powerfulguidance:prioritize responsibilitiesandvalues.Seek balanceandmakemeaningful contributions,sheurges.These contributionsshouldenrichboth yourownlifeandthelivesof thosearoundyou.
“Balance is key,” Johanna emphasizes.Focuson contributions,notjustpersonal gain.Upholdintegrityand prioritizecommitments,including family Thesearepillarsofsuccess andfulfillment,shesays.By followingtheseprinciples, aspiringleaderscancreatelasting benefitsfortheircommunityand beyond.
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THE CREATIVE ADVANTAGE CEOS DON'T TALK ABOUT— BUT USE RELENTLESSLY
Mostleadersspendtheirentirecareerssqueezingcreativityinto
calendars,productivityhacks,andperformancemetrics.The irony?Themostsustainable,explosivecreativitydoesn’t comefromdoingmore.Itcomesfromaligningwiththesamecyclesthat havedrivennature,agriculture,andancienttradeforthousandsofyears.
You’vealreadyseenitworkinmarkets—boomandcorrection.You’ve seenitinsports—trainingandrecovery You’veseenitineconomies, fashion,andevenpolitics—growth,plateau,decline,renewal.
Thequestionis:Whydon’tyourunyourcreativeoutputthesame way?
I’llshowyouhowtouseseasonalandlunarcyclesaslevers—notas feel-good“naturewisdom,”butaspractical,ROI-driventoolstosharpen yourcreativedecision-making,productlaunches,andbrandmomentum.
TheSeasonalModelofCreativeOutput
Thinkofyouryearlikeafour-quarterbusinessplan—exceptinsteadof revenuegoals,you’reoptimizingcreativeintensity.
Spring:SeedingandMarketEntry
· Ideagenerationandpositioning
PrimaryObjective:
· Launchpilotprojects,testconcepts,prototypemarketing Action: campaigns
· WhyItWorks:Consumerpsychologypeaksinspringtowardoptimism andopennessto“new.”Yourinternalenergymirrorsthis— neurologicalstudiesshowincreaseddopaminewithmoredaylightand warmerweather,whichenhancesdivergentthinking(thekindyouneed forbigideas)
· CEOMove:Usespringtointroducenew messaging,products,orinitiativeswhenaudiences areprimedforfreshstarts.Thisiswhenyourun controlled experiments—notwhenyouscale.
Summer:ExpansionandBoldPlays
· PrimaryObjective:Maximizereachand capitalizeonmomentum
· Action:Scalewhatworkedinspring.Pushinto biggermarkets.Executehigh-visibility campaigns.
· WhyItWorks:Summertriggershighersocial interactionratesandpurchaseintentinmany markets.Yourownenergytendstosustainlonger workbursts.
· CEOMove:Thisisnotthetimeto“try” something.Thisisexecutionseason.Deploy budgets,activatepartnerships,andgetvisible.
Autumn:RefinementandHarvest
· PrimaryObjective:Consolidategainsand preparefortransitions
· Action:ReviewKPIsfromspring/summer projects,cutnon-performers,optimizewinners.
· WhyItWorks:Consumersstartnarrowingfocus aheadofyear-end.Yourowncognitionshifts towardanalyticalthinkingwithshorterdaylight —greatforediting,restructuring,andcutting waste.
· CEOMove:Useautumntoreposition,improve operationalefficiency,andinvestinsystemsthat willsustainyournextgrowthphase.
Winter:StrategicRetreat
· PrimaryObjective:Regroup,reflect,anddesign yournextgrowtharc
· Action:Stepback.Deep-divedataanalysis.Read. Research.Networkselectively
· WhyItWorks:Winterforcesslowerenergy Thebrainrespondswelltoperiodsoflower stimulation—thisiswhenproblem-solving capacityimprovesforcomplex,long-horizon challenges.
· CEOMove:Protectthistimefiercely Thepayoff isn’tinstant—buttheideas,strategies,andpivots seededinwinterwilldriveyournextspring’s breakthroughs.
TheLunarCycleasaMicro-CycleAccelerator
Seasonsgiveyouthe macro rhythm.Themoongives youthe micro.Eachmonthcarriesabuilt-increative waveyoucanride—orignoreatyourcost.
NewMoon:Initiation
· CEOApplication:Thisisyourmonthlyreset. Launchsmall-scaleinitiatives,setgoalsfora sprintcycle,andmapdeliverables.
· BestUse:Announceinternally,notexternally Focusonalignmentandintention.
WaxingMoon:Acceleration
· CEOApplication:Pushproduction,hit milestones,andengageteamsinforward momentum.
· BestUse:Marketingpushes,investorupdates, hiringannouncements.
FullMoon:PeakVisibility
· CEOApplication:Releasemajorannouncements, hostkeyevents,presenttostakeholders.
· BestUse:Leverageheightenedattention— butonlyforpolished,high-impactoutputs.
WaningMoon:Consolidation
· CEOApplication:Auditperformance,complete deliverables,closedealsquietly.
· BestUse:Tidypipelines,resolvebottlenecks, releaseunderperformingassets.
WhyThisWorksforHigh-LevelLeaders
· ItStopsBurnoutBeforeItStarts
CEOsandfoundersoftenmistakesustainedoutput forstrength.Natureprovesotherwise—nothing bloomsyear-roundwithoutdying. Thisapproachembedsrestandreflectionintoyour workflowwithoutlosingproductivity
· ItSharpensTiming—YourHiddenMultiplier Creativityisnotjustwhatyouproduce,but when youreleaseit.Seasonalandlunartimingisthe differencebetweenlaunchingaproductintoan audiencereadytobuy…versusonestillasleep.
· ItForcesResourceAllocationDiscipline
Ifyoufollowthesecycles,younaturallybudget high-intensityresourcesforpeakphasesand conservethemduringlow-intensityones.It’s creativecashflowmanagement.
· ItIncreasesStrategicPatience
Mostleaderskillideastooearlyorpushthem toolate.Thismodeltrainsyoutoletinitiatives mature—noprematurescaling,nostale launches.
Implementation:The90-DaySeasonalSprint Framework
Ifyouwanttooperationalizethiswithout overhaulingyourentireplanningprocess:
· PickYourAnchorDate
Decidewhenyour“creativespring”starts. ThiscouldbeJanuary(calendaryear),April (fiscalyear),oralignedwithindustryevents.
· AssignOneCoreCreativeGoalPerSeason
Nostacking.Onemacroobjectiveperquarter —e.g.,spring=launch,summer=scale, autumn=optimize,winter=design.
· OverlaytheLunarCycle
Usethenewmoonforgoal-settingandsprint launches,fullmoonforhigh-visibilityoutputs, andwaningphasesforcleanup.
· IntegrateMetrics
· Spring:idea-to-testratio
· Summer:engagement/ROIgrowth
· Autumn:cost-per-outputimprovement
· Winter:strategicreadinessscore
· ReviewAnnually
Treatthislikeacapitalinvestment—analyze returns,adjustforyourmarket,andrefine.
CaseExample:ACreativeAgencyCEO
Iworkedwithacreativeagencyfounderwho struggledwithfeast-or-faminecycles. Wealignedherteam’sworkflowto seasonal/lunartiming:
· Spring:Rolledoutboldcampaignsforemerging clients
· Summer:Pushedthosecampaignsintonew geographies
· Autumn:Cuttwounprofitableservicelines,refined coreoffers
· Winter:Builtanewthoughtleadershipplatform behindthescenes
Within18months,revenuestabilized,creativeburnout dropped,andherlaunchsuccessratedoubled. Shedidn’tworkmore.Sheworked in season
TheStrategicEdgeMostWillMiss
Mostleaderswillskimthisandthink, “Interesting, but not urgent.”
They’llkeepforcingQ4launchesthatdieinthemarket, drainingteamsinsummerwhenattentioniselsewhere, andproducingflatcampaignsyear-round.
Buttheoneswhointegratethis?They’lltimeproduct cycleswithnaturalmarketreadiness.
They’llprotecttheirpeakcreativeenergyinsteadof bleedingitout.
They’llexecute when it matters most —andstay invisiblewhenit’sstrategicallyright.
YourNextMove
Lookatyournext12months.
· Wherecanyoupullbackwithoutlosingground?
· Wherecanyouplantseedsinsteadofforcinggrowth?
· Wherecanyoudoubleyourpresencewhenenergyis naturallyhigh?
Runyourcreativitylikeacrop.Plantinspring.Expand insummer.Refineinautumn.Restinwinter.
Overlaythelunarmicro-cycles,andyouhaveacreative operatingsystemthat’solderthancapitalismandsharper thananyproductivityapp.
Theleaderswhomasterthiswillownthetiminggame. Andinbusiness,timingisn’teverything—it’sthe onlything.
Kirk Neal
Empowering Trade Entrepreneurs to Build Businesses That Work for Them
Kirk Neal is best known for helping tradespeople
transition from working “IN” their business—being on the tools—to working “ON” their business in a more operational role.
“Great businesses aren’t born; they’re built, brick by brick, decision by decision.” KirkNeal,theHeadBusiness CoachatUpScaleBusinessCoaching,livesandbreathes thisphilosophy.Startinghiscareerasanelectricianandlater navigatingthechallengesofoperationsmanagement,Kirk discoveredhistruecallingincoaching—redefiningwhatit meanstoempowertradeandservice-basedentrepreneurs.
AtUpScale,Kirkismorethanacoach;heisatrusted partnerhelpingbusinessownersshiftfromworking“IN” theirbusinessestoworking“ON”them.Hisapproach combineshands-onmentoring,practicaltools,andafocus onwhattrulymatters—profitability,sustainability,and freedomforhisclients.
“In business — especially in trades — your relationship with risk often determines not just your level of success but the freedom and fulfillment you experience along the way,” says Kirk.
ReadontodiscoverhowKirkNealisturningbusiness coachingintoacatalystforlastingsuccess.
BusinessAPAC:Yourcareerjourneyhasbeenquite diverseandinspiring.Whatinspiredyourtransition frombeinganelectriciantobecomingabusinesscoach?
Kirk:MyjourneybeganaftercollegewhenIstartedan apprenticeshipasanelectrician.OnceIqualified,Iwas fortunatetostepintoanoperationsmanagerrole,whichgave memyfirsttasteofrunningabusiness.
Thoseyearswereinvaluable—theytaughtmehowto manageteams,streamlineoperations,andfocuson deliveringexceptionalcustomerservice.
WhileIenjoyedtheoperationalside,Ifeltastrongpull towardhelpingothersintheindustry Thisledmeto coaching,whereIdiscoveredmytruepassion—guiding tradebusinessownersthroughthechallengesofrunning andgrowingtheirbusinesses.
Istartedcoachingin2019withTradiesSuccess AcademyinPerth,whereIworkedcloselywithtrade businessownerstorefinetheirstrategiesandsystems. Overtheyears,I'velearnedthateverybusinessis unique,butmanychallengesareuniversal—sales, leadership,andmindset.
Now,asacoachwithUpScaleBusinessCoachingbased inByronBay,Ifocusonhelpingclientsautomateand systemizetheiroperations.Mypassionliesinseeingthe transformations—notjustintheirbusinessesbutintheir lives.Whenaclienttellsmethey’vereclaimedtimeto spendwiththeirfamilyorfinallyfeelincontroloftheir business,it’sgratifying.
It doesn t matter what industry you re in or what role you hold everyone is in sales.
Head Business Coach
BusinessAPAC:TellusaboutUpScaleBusiness Coaching.Whatspecificchallengesdoyouaddressfor yourclients,andwhatmakesyourapproachunique?
Kirk:AtUpscale,wespecializeinhelpingtradeand service-basedbusinessownerstransitionfromworking“on thetools”toadoptinganoperatormodel.Fromthere,we guidethemtowardautomatingtheirbusinessesor preparingforasuccessfulsale.Weprideourselveson offeringafullsuiteofmentoring,coaching,and consulting.
Typically,weseemostcoachingorganizationstransitionto large-groupcoaching.Whilewecertainlyhavealarge groupcomponentinouroffering,weprideourselveson buildingamodelthatretainsamoreintimateone-on-one ortwo-on-oneexperience.Eachclientworkscloselywitha headcoachwhounderstandstheiruniquecircumstances. Fortnightlymeetingswiththatcoachhelpthemstay focusedonprioritiesandholdthemaccountablefortaking thenecessaryactiontoachievetheirgoals.
BusinessAPAC:Howdoyouensureconsistentquality andsupportasyourclientbasegrows?
Kirk:We’vedesignedamodelthatensureseveryclient receivesthehighestlevelofsupport,regardlessofour growth.Weobservestrictcoach-to-clientratiossothatas thebusinessgrows,thequalityofourproductandservice ismaintained.
Moreover,wetrulybelieveinpracticingwhatwepreach, somanyoftheframeworksweusetohelpourclientsgrow arethesameframeworksweusein-house.Thisalignment strengthensourcredibilityandensureswestayinnovative andeffectiveinourmethods.
BusinessAPAC:Couldyousharesomeofthekeyareas youfocusonwithclientsduringtheirbusinessjourney?
Kirk:Ourprocesscoversthefullspectrumofthebusiness journey.Itstartswithestablishingclear,achievablegoals usingSMARTframeworksandthenmovesintocreating actionableplansforgrowth.Forexample,wehelpclients developmulti-layeredlead-generationstrategiestoboost theirpipelines.
Fromthere,wefocusonteammanagementandbuildinga strong,positivecompanyculture.Finally,weguideclients throughadvancedstages,whetherit'sautomatingprocesses forefficiencyorpreparingthebusinessforsale.
BusinessAPAC:AsaHeadBusinessCoach,whatare yourprimaryresponsibilities,andhowdoyouaddress leadershipdevelopmentwithyourclients?
Kirk:AsaHeadBusinessCoach,myprimaryroleisto workdirectlywithclientstodevelopanimplementation plantoacceleratetheirbusinessgrowth.Iprovide fortnightlyactionstepsandaccountabilitytoensuretheir effortsarefocusedonthekeyprioritiesformovingtheir businessforward.
Leadershipisacrucialskill.Anorganizationwillonly growtothelimitationsofitsleadership.Byworkingwith businessownersthroughouttheirjourney,fromstart-upto automation,wewitnessthisdevelopmentfirsthand.
Thekeyleadershipmetricswefocusonare:
● Staffretention:Thisisthesecondbiggestkillerof businessgrowthbehindcashflow
● Onboarding/onrampingtime:Howquicklyanew employeeachievesoperationaleffectiveness.
● Innovationimplementation:Icallthis“business agility,”orhowwellateamrespondstochangesand shifts.
BusinessAPAC:You’reknownforhelping tradespeopletransitiontheirroleswithintheir businesses.Canyousharesomeofthemostrewarding outcomesyou’vewitnessed?
Kirk:I'mprobablybestknownforhelpingtradespeople transitionfromworking“IN”theirbusiness—beingonthe tools—toworking“ON”theirbusinessinamore operationalrole.Weconsistentlyhelpbusinessesachieve recordmonths,quarters,andyearsinbothrevenueand profit.
Forme,someofthemostmeaningfulsuccessstoriesare whenIreceivemessageslike,“Yousavedmybusiness. Withoutyourhelp,Iwasdestinedforfailureandbeing forcedtogobackandworkforsomeoneelse.”
BusinessAPAC:Whatchallengesdidyoufaceinyour careerjourney?Howdidyoutacklethem?
Kirk:Likealotofcoaches,theearlydayswerefilled withbattling“impostersyndrome.”Youhavetoproveit toyourselfbeforeyoucanbelieveinyourself,andyou needtobelieveinyourselfifyouwantotherstobelievein you,too.
Morerecently,theCOVIDpandemicpresentedanintense andpressurizedchallenge.Mostofmyclientswereunsure iftheycouldgotowork,whattheyweregoingtodowith theirteams,orhowtheywouldmakeendsmeet,allwhile thelandscapewaschangingalmostdaily
However,providingsupportandguidancethroughthat timewasamassiveprivilege.Andthankfully,manyofour clientsnavigatedthroughitandfoundgreatsuccessinthe post-COVIDeconomy.
BusinessAPAC:Whatareyourplansfor2025and beyond,bothpersonallyandforUpScaleBusiness Coaching?
Kirk:Onapersonallevel,2025willbeabigyear,witha focusonstagepresentationsandliveevents.Ilovethe impactthatcanbecreatedwhenworkingwithalive audience.WehaveanationaltourplannedacrossAustralia toreachandhelpmorepeople.
Asforthefutureasawhole,themodernAIworldopens manyexcitingopportunitiesforourclientsandthe coachingarena.Iseethebiggestimpactforourclientsis intheconsumerpsychologyspace,enablingthemto analyzelargeconsumerbuyingdatasetstounderstand whatproductsandservicesdifferentclientavatarsare buyingrightnow,ensuringtheyalwayshaveastrong “product-marketfit.”
BusinessAPAC:Howdoyouapproachwork-life balance?
Kirk:Work-lifebalanceisalwaysdifficulttomanage.For me,balancecomesfromeffectivecommunication—having opendiscussionswithmyfamilyaboutmywork commitmentsindifferentseasons.Similarly,I’mopenwith ourteamaboutwhatmattersmosttomeandmyfamilyso thatIcancreateahigh-energyimpactinbothareasoflife.
BusinessAPAC:Whatkeyadvicewouldyougiveto aspiringbusinessleadersandentrepreneurs?
Kirk:Myadviceistofocusonthreeskillsetsthatcan alwaysbeimprovedupon.Themomentyouneglect developmentintheseareas,you’llfindyourselfstagnating andslidingbackward.
1.Sales:Itdoesn’tmatterwhatindustryyou’reinorwhat roleyouhold—everyoneisinsales.Peoplewiththe bestsalesskillswillalwaysachievethegreatestsuccess.
2.Leadership:Thisskilltranscendsallaspectsoflife, fromgettingthemostoutofyourteamtoraising childrenandhavingfulfillingrelationships.
3.Mindset:Mindsetiseverything.Thepersonyouspeak tomostisyourself,sobekindtoyourself. Understandingyourselfandknowinghowtoprotect yourmentalspaceiscriticaltonavigatingthechallenges thatlifeandbusinesswillthrowatyou.
The Unpolished StoryThat Builds Your Influence
Foundersspendmillionstryingto craft“theperfectstory.”They hireagencies,shootcinematic videos,polisheverylineuntilitshines.
Thentheywonderwhyitdoesn’tconnect.
Here’sthetruthmostPRdeckswon’ttell you:thestorythatearnsinfluenceisrarely theoneyou’vepolished.It’stheone you’velived.
TheBoardroomLessonNobody PreparesYouFor
Afewweeksago,Isatinaroomwith fifteenhigh-performingfounders.We werethereforstrategy,nottherapy.Yet oneperson—withoutaslidedeck,without the“approved”brandnarrative—tolda raw,unscriptedaccountofthemomenther businessalmostfolded.
Shedidn’t“present.”Shetalked.She describedtheweekshehadtochoose betweenmakingpayrollandpayingher mortgage.Sheexplainedexactlyhowshe calledhersupplierandnegotiatedtermsto buyherself48hours.
Itwasn’tpretty.Butthetablewentsilent.
That’swhenithitme:yourinfluence startswhereyourpolishends.
WhyWeHidethePartPeopleNeedMost
Mostleadersknowtheirrésuméversionoftheirstory—the LinkedIn-approvedbulletpoints:
· Grewrevenueby300%.
· Expandedtothreecontinents.
· FeaturedinForbes.
Buttheycutthesentencesthatmatter:
· Spentsixweekssleepingonafriend'scouchtosavethe business.
· Spentfouryearssellingaservicenoonewantedbefore findingproduct-marketfit.
· Nearlyquitthenightbeforethebigbreak.
Wecutthembecausethey’remessy.Wecutthembecause they’renot“on-brand.”
Theirony?Thosearetheexactlinesthatmakeyoubelievable.
TheStrategicRiskofStayingPolished
Here’sthecostofstaying“safe”withyourstory:
1.Yousoundlikeeveryoneelse.Polishedfounderbiosare interchangeable.
2.Youcreatedistance.Peoplecanadmireperfection,butthey rarelytrustit.
3.Youloseleverage.Investors,clients,andpartnersleanin whentheybelieveyou’vebeentestedandsurvived.
EveryCEOIrespectusesstoryasatool—notasahighlight reel.
HowtoFindthePartofYourStoryThat MovesPeople
Forget“crafting”foraminute.Gostraighttothe eventsthatfeltriskytosayoutloudatthetime. Askyourself:
· WhathappenedthatchangedthewayIrunmy business?
· WhendidIhavetomakeadecisionthatcost memorethanmoney?
· Whatmistaketaughtmesomethingno spreadsheetcould?
Thosearethepointsofconnection.That’sthe materialpeoplerepeatwhentheytalkaboutyou inroomsyou’renotin.
TheRealRoleofVulnerability
Wemisusetheword“vulnerability”inbusiness. It’snotaboutoversharingoremotionalcatharsis.
It’saboutstrategictransparency—sharingenough ofthetruthtomakethelessonundeniable.
Here’sthefilter:Ifthepersonacrossthetablecan applywhatyoulearnedtoavoidamistake,or takeacalculatedriskfaster,it’sworthtelling.
Ifit’sjustforshockvalue,saveitforthememoir.
CommunityIsn’tJustComfort—It’s Currency
Onefounderinthatroomsaidsomethingthat stayedwithme:
“Ididn’tcomeheretobeinspired.Icamehereto rememberI’mnottheonlyoneinthefight.”
That’swhypeercommunitiesmatter.Not becauseyou“feelseen,”butbecauseyouget operatingintelfrompeoplewho’vesurvived whatyou’reinrightnow
Whenyoutellthetrueversionofyourstory insideatrustedcircle,twothingshappen:
1.Yougetthestrategiesthataren’tinbooks. 2.Youbuildalliancesthatturnintodealflow, partnerships,andbackchannelintroductions.
ThisiswhyeveryseriousfounderIknow investsingettingintherightrooms—notjust forvisibility,butforsurvival.
TheBusinessCaseforTellingtheRealStory
I’vewatchedleaderstripletheirspeakingfees, closeseven-figurecontracts,andlandmedia features—notbyaddingmoresuccessstats,but byrevealingtheturningpointsbehindthem.
Themechanicsaresimple:
· Rawdetailmakesitmemorable.“Iwas downtomylast$412”stickslongerthan“we werestrugglingfinancially.”
· Specificitysignalstruth.Peopleinstinctively truststorieswithdates,numbers,andreal stakes.
· Strugglesignalscredibility.Ifyou’vebeen throughit,youcanhelpothersnavigateit.
YourstoryisnotPRfluff.It’sanassetwitha measurableROI.
IfYou’veBeenEditingYourselfDown
Considerthisyourpushtostopsandingofftheedges.You don’tneedadramaticoverhaul.Youneedtoreintroducethe humanstakesintoyourorigin,yourturningpoints,andyour currentplay.
Trythis:
· Identifyonestoryyou’vebeenavoidingbecauseitfeelstoo raw
· Writeitinbulletpoints—justthefacts,noadjectives.
· Decidewhichpartsconnecttothevalueyoudelivernow.
· Shareitinaroomwherethereturncouldbereal—whether that’sasalesmeeting,investorpitch,orstrategicpeergroup.
FinalWord
Yourpolishedstorymaygetpolitenods.Yourrealonewillget remembered,repeated,andrelayedtodecision-makersyou’ll nevermeet.
Inbusiness,beingknownisn’tabouttellingpeoplewhat you’veachieved—it’saboutshowingthemwhatyou've survived,andhowthatshapesthewayyoulead.
Don’twaitforpermission.Don’twaitforthe“right”moment. Therightmomentistheoneyoudecidetostophidingthepart thatmakesyoucredible.
Liftthefilter Tellthetruth.That’showinfluencestarts.
The Conscious Architect
SAMEER KAMBOJ Building Empires
with Purpose
Today’s entrepreneur must be a conscious leader, building a business that serves not just their own ambitions, but also contributes to a better world.
Profitability and purpose are not mutually exclusive they are mutually reinforcing
Thebusinesslandscapeis shifting.Today’s entrepreneursarefacinga worlddemandingmorethanjust quarterlyprofitsandshareholder returns.Stakeholders–customers, employees,communities,andeventhe planet–areincreasinglyseeking businessesthatalignwiththeirvalues, contributepositivelytosociety,and operatewithintegrity Attheforefront ofthistransformativewaveisSameer Kamboj,FounderofSKC.world,a Delhi-basedglobalplatformdedicated tofostering“conscious entrepreneurship.”
Kambojisn’tjustanotherbusiness coach;he’saseasonedbusinessmentor withovertwodecadesofexperience, guidingthousandsofentrepreneurs, CEOs,andpromotersacrossdiverse industries.
Heisanarchitect,meticulouslydesigningframeworks andstrategiestohelpentrepreneursandcorporate housesbuildbusinessesthatarenotjustsuccessfulin thetraditionalsense,butprofoundlysignificant.His philosophy,deeplyembeddedwithinSKC.world, centersaroundtheideathattrueandlastingbusiness successisinextricablylinkedtopurpose,impact,anda commitmenttosomethinglargerthanoneself.
“We’re moving beyond the era of purely transactional business,” KambojstatesontheSKC.worldwebsite. HisconvictionledhimandShaliniKambojtoco-found SKC.world,withaclearintenttoenablepeopletolive intense,vibrant,andconsistentlysuccessfullives.
GlobalReachandRecognition
Kamboj’sinfluenceextendsfarbeyondDelhi. SKC.world’sglobalreachwassolidifiedin2016when itpartneredwithGenevaConsultingGroup(GCG),a globalnetworkofManagementConsultingfirms.This partnershipamplifiesSKC.world’sabilitytosupport companiesandentrepreneursworldwideacrossa
multitudeofindustries.Hisexpertiseisfurtherrecognized byhispresenceontheboardsofvariouslargecompanies andasaDirectorinfirmsspanningIT,E-learning,ECommerce,andManufacturing.
Hisimpacthasbeenacknowledgedwithprestigious awards,includingbeingnamed:
●“WorldMotivatoroftheYear2015”attheLMIWorld ConventioninMalaysia
●“Asian-Pacific(includingAustralia)regionMotivatorof theYear”byLMI.
Heisalsoasought-afterspeaker,sharinghisinsightsat seminarsonConsciousness,BusinessCoaching, Leadership,Management,Productivity,IndianBusiness Models,andHumanCapital.
TheSKC.worldBlueprint:CraftingConscious Enterprises
SKC.worldoffersastructuredapproachtoorganizational transformation,aimingtoguidebusinessestowards becoming “Conscious Enterprises – dynamic environments where people and purpose are aligned, culture and performance seamlessly integrate, and founders and their teams grow joyfully.” Theirspecializedinterventionsare designedtobuildcohesiveandempoweredwork environmentspoisedforsustainablegrowth.
Attheheartoftheirmethodologyis“ClarowbySKC World,”aprogramcraftedfromyearsofexperienceto buildConsciousEnterprisesbyfosteringjoyfulgrowth throughclarifyinganorganization’spurpose.Clarow focusesonestablishingastrongculturebuiltuponcore values,transparency,fairness,perpetualevolution,high performance,constantengagement,andsteadiness(Sthir).
Forfounder-ledbusinessesstrugglingwithmaintaining focusduringgrowth,SKC.worldoffers“Vision Alignment.”Thisinterventionensuresastructured approachtoachievingalignment,bringingclarityto enterprisechaosandensuringfoundersandteamssharea unifiedvision.
Recognizingthatvaluesandcultureareoftendiluted duringgrowth,SKC.worldhasdevelopedanintervention toguideteamsinidentifyinganddefiningdesiredvalues, fosteringownershipandcommitmenttotheorganization. Thisprocessdefinesidealvaluesandculture,addresses existinggaps,andcreatesasupportiveandproductive environment.
Anaavaran:UnveilingIndividualPotential
Beyondorganizationaltransformation,Sameerand ShaliniKambojaredeeplycommittedtoindividual growththrough“Anaavaran,”auniqueprogram personallyconductedbythem,rootedintheancient scienceof‘GyanMarg’-thestudyoftheself.
“Anaavaran,”meaning“peelingofflayers,”focuses onindividualevolution,takingaselectfeweachyear onajourneyofself-discovery.Itisdesignedforthose readytotakechargeoftheirlivesandseekdeeper answers,fosteringawareness,consciousness,and joyfulnessthroughpowerfulmeditationsandselfinquiry.GraduatesofAnaavaranemergemore empathetic,clear,grounded,centered,empowered, loving,andevolved.
TheFutureofBusinessisConscious
SameerKambojandSKC.worldarenotjust envisioningthefutureofbusiness;theyareactively buildingit.Throughtheirdiverseservicesand unwaveringcommitmenttoconsciousprinciples,they areempoweringanewgenerationofleaderstocreate businessesthatarenotonlyprofitablebutalsodeeply meaningfulandpositivelyimpactfulontheworld. Theyareprovingthatinthe21stcentury,true businesssuccessliesinbuildingempireswith purpose.
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