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Leading with Heart in a Changing World
Afew years ago, leadership was all about strategy, efficiency, and hitting targets. Today? It’s a whole different ballgame. Imagine trying to lead a team where half the people are on Zoom, AI is making critical decisions, and employees expect more than just a paycheck—they want purpose, flexibility, and a culture that values them as human beings.
The traditional “top-down” leadership approach is fading fast. Instead, the best leaders today are the ones who listen, adapt, and create workplaces where people feel heard and inspired. Hybrid teams, automation, and the rise of generative AI present incredible opportunities, but they also challenge us to rethink how we connect, collaborate, and lead with empathy. How do you foster innovation when your team is spread across time zones? How do you ensure
inclusivity when technology is rewriting the rules of work?
That’s exactly what we’re exploring in this issue of CXO Outlook. At the heart of it is our cover story on Dr. Christie Smith, the founder of The Humanity Studio and a national bestselling author of Essential. With decades of experience at Deloitte, Apple, and Accenture, Dr. Smith has
helped Fortune 500 leaders navigate the complexities of talent strategy, DEI, and organizational transformation. Her insights will challenge you to rethink leadership—not just as a business function but as a human responsibility.
Beyond Dr. Smith’s story, this issue is packed with expert perspectives on leading in a world driven by AI, purpose, and rapid change. Whether you're rethinking your talent strategy, grappling with digital transformation, or simply looking for fresh ideas, you’ll find plenty to take away.
At CXO Outlook, we believe leadership isn’t about having all the answers—it’s about asking the right questions and evolving with the times. We hope this issue sparks new ideas and conversations. And if something resonates, we’d love to hear from you. After all, leadership isn’t a solo journey— it’s one we take together.
Enjoy Reading!
Sarath Shyam
Dr. Christie Smith
FOUNDER, THE HUMANITY STUDIO™, AUTHOR OF “ESSENTIAL”
RETHINKING LEADERSHIP FOR THE AI ERA AND DISTRIBUTED WORKFORCE
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Leonardo Braune
Managing Partner, Intercorp Group
Transforming Global Wealth Management with Expertise, Innovation, and Trust
Mitsui Professor, Massachusetts Institute of Technology (MIT) Dr. Richard C. Larson
Pioneering Operations Research STEM Education and Global Problem-Solving
IN MY VIEW
Mastering Complexity: A New Framework for 21st-Century Leadership
Robert E. Siegel, Lecturer in Management at the Stanford Graduate School of Business, Author of “The Systems Leader”
EXPERT OPINION
Success Happens where Branding, Marketing, and PR Converge
Kate Greene, CEO, Owl’s Head Solutions
LEADER'S INSIGHTS
Helping Businesses Achieve Customer-Centric Goals
Sheevaun Thatcher, CEO, Thatcher Consulting Group
Mastering Virtual Communication: Unlocking Productivity and Connection in the Digital Era
Andrew Brodsky, CEO and Founder of Ping Group, Author of "PING: The Secrets of Successful Virtual Communication"
Maximizing Business Value in Healthcare M&A
Staci Beltran, Senior Director, Agenda Health
COVER STORY
Dr. Christie Smith
FOUNDER, THE HUMANITY STUDIO™, AUTHOR OF “ESSENTIAL”
RETHINKING LEADERSHIP FOR THE AI ERA AND DISTRIBUTED WORKFORCE
Dr. Christie Smith, author of the national bestseller Essential, and founder of The Humanity Studio, brings 35+ years of experience advising Fortune 500 C-suites. A respected expert in leadership, talent management, and organizational design, she’s held global leadership roles at Deloitte, Apple, and Accenture. At Accenture, she led the Global Talent & Organization consulting practice. As Managing Principal at Deloitte Consulting, she oversaw the West Region and developed Deloitte University’s inclusion and community impact centers. Her leadership in DEI at Apple significantly impacted the growth and representation of women and underrepresented groups. A sought-after speaker on business strategy, leadership, culture, DEI, people analytics, and AI’s impact, her work has been featured in major publications like The New York Times, Harvard Business Review, and Forbes. A Top 50 Diversity Leader and Fast Company Queer 50 honoree, she holds a doctorate in Clinical Social Work from NYU.
In this exclusive conversation with CXO Outlook Magazine, Dr. Smith discusses the leadership flywheel approach for driving change, the evolving role of DEI in a hybrid work environment, and the importance of reskilling teams for an AI-driven future. She also explores how leaders can create cultures of psychological safety, embrace adaptability, and design organizations where both people and businesses can flourish.
What inspired you to write Essential?
Was there a defining moment or personal experience that shaped your perspective on human-powered leadership in today’s tech-driven world?
The world of work has changed more in the past decade than in the last century. We’re in the middle of a supercycle of disruption—AI, distributed teams, shifting workforce demographics—and it’s exposed one fundamental truth: leadership, as we’ve known it, isn’t built for this moment.
I co-wrote Essential with Kelly Monahan because we both saw this transformation happening from different angles—me, as someone advising and working with senior executives, and Kelly, as a researcher uncovering the deeper systemic forces at play. The defining moment for me was seeing brilliant, capable leaders struggle under outdated models of management while employees became increasingly disengaged, burned out, and fed up. It was clear that what got us here won’t get us where we need to go. We needed a new playbook.
At its core, Essential is about reclaiming humanity in leadership. It’s about shifting from control to empowerment, from hierarchy to adaptability, and from efficiency to impact.
Leadership today isn’t about commanding outcomes—it’s about creating the conditions where people and businesses can thrive. That’s not just a leadership imperative; it’s a business one.
The book delves into managing distributed teams and integrating generative AI. What do you see as the most critical mindset shifts leaders need to adopt to thrive in this new landscape?
The biggest shift leaders must make is letting go of their ego and control. The old command-
Leadership today isn’t about commanding outcomes—it’s about creating the conditions where people and businesses can thrive
and-control model doesn’t work in a world where teams are distributed and technology is evolving faster than organizations can keep up. Leaders who cling to micromanagement— tracking keystrokes, mandating in-office days without purpose—aren’t just frustrating their people; they’re setting themselves up to lose talent and stall innovation.
Instead, the leaders who thrive in this landscape operate from trust, adaptability,
and a focus on outcomes over processes. High-performing teams—remote, hybrid, or in-person—aren’t built through surveillance. They’re built through psychological safety, autonomy, and clear expectations.
AI is another shift leaders must embrace— not as a threat but as a tool to enhance human intelligence. AI can automate tasks, analyze data, and streamline decisions, but leadership itself is still deeply human. The leaders who succeed
will be the ones who use AI to amplify creativity, judgment, and innovation—not replace them.
And finally, culture must be intentional. In a distributed world, it doesn’t happen by accident or in a break room—it’s built through deliberate communication, shared purpose, and leaders who create space for connection. Those who get this right won’t just retain talent; they’ll build organizations where people and businesses thrive together.
You emphasize “human-centered leadership” in the age of technology. How can leaders balance the growing reliance on AI while preserving humanity in decision-making and organizational culture?
AI can process data, but it can’t build trust. It can automate tasks, but it can’t inspire people. Leaders who forget this are in trouble.
Balancing AI and humanity starts with making human skills the real competitive advantage— not just at the leadership level, but across teams. AI can analyze trends, but it’s humans who bring judgment, ethics, future-thinking context, and emotional intelligence to decision-making. The best leaders will be the ones who cultivate these capabilities—not only in themselves but across their workforce—ensuring that skills like
empathy, creativity, and ethical reasoning remain central to how work gets done.
This also requires governance and clear boundaries around AI’s role in decision-making. Left unchecked, AI can reinforce bias rather than eliminate it. Leaders must ensure AI enhances decisions rather than replaces human responsibility and critical thinking. That means actively reskilling teams to work with AI, rather than be sidelined by it.
The future of leadership isn’t just about working alongside AI—it’s about ensuring AI serves humanity, not the other way around. The strongest organizations will be those that invest as much in human intelligence and capability as they do in technology.
The book provides actionable techniques for immediate, impactful change. Could you share one or two key strategies from the book that leaders can implement right away to address workforce transformation?
The hardest part of transformation isn’t understanding what needs to change—it’s knowing where to start. Too many leaders believe change has to be massive, immediate, and allencompassing. But real, lasting transformation
happens in small, intentional shifts that build momentum over time.
That’s why Essential introduces the concept of the leadership flywheel—a model for stacking small wins to create big impact. The idea is simple: instead of overhauling everything at once, focus on one high-impact area—whether it’s building psychological safety, redesigning work for flexibility, or making meetings more effective—and commit to consistent, incremental improvements. Over time, these small shifts compound, creating a ripple effect that transforms not just teams, but entire organizations.
Another critical shift is moving from rigid roles to dynamic skills. The workforce is evolving too fast for traditional job descriptions to keep up. The best leaders aren’t just filling positions—they’re matching people’s skills to real-time business needs. Instead of asking, Who can fill this job? they’re asking, What skills are required to solve this problem? This mindset shift unlocks hidden talent, makes teams more adaptable, and ensures organizations stay ahead of disruption rather than being overtaken by it.
At its core, leadership today is about creating the right conditions for people to thrive. If leaders focus on trust, adaptability, and momentum, the rest will follow.
The hardest part of transformation isn’t understanding what needs to change—it’s knowing where to start
With your extensive experience in DEI, how do you see diversity, equity, and inclusion evolving in distributed work environments? What role does leadership play in ensuring DEI remains a priority in these settings?
Leaders play a critical role in ensuring that diversity, equity, and inclusion don’t get lost in the shift to distributed work. DEI isn’t just an initiative—it’s a competitive advantage and a leadership responsibility. If leaders don’t make it a priority, the system won’t support it.
That means embedding DEI into the fabric of digital culture—not as a side effort, but as an intentional business strategy. Leaders must audit how opportunities are distributed—ensuring remote employees receive the same mentorship, promotions, and visibility as their in-office counterparts. They must also hold themselves and their teams accountable for inclusion, not just representation. Hiring diverse talent is easy. The real challenge is creating a culture where all employees are seen, heard, and valued equitably.
Remote work has the potential to build more equitable workplaces—especially for women, caregivers, people with disabilities, and others historically excluded from traditional office settings. It expands access to talent, allows for more flexible work arrangements, and removes geographic barriers that have long favored a privileged few. But that potential is meaningless unless leaders design for inclusion.
It also requires embedding equity into technology. Leaders must ensure that AI-driven hiring tools, performance evaluations, and decision-making systems are built to reduce bias, not perpetuate it—working alongside HR and technology teams to embed fairness into digital processes.
Remote work has the potential to build more equitable workplaces— especially for women, caregivers, people with disabilities, and others historically excluded from traditional office settings
At the end of the day, leaders set the tone. DEI isn’t just about doing the right thing—it’s a proven driver of innovation, engagement, and business growth. Remote work isn’t just a shift in where we work—it’s an opportunity to build workplaces that work for more people. Inclusion doesn’t happen by accident; it happens by choice. And that choice starts with leadership.
Collaboration between co-authors is vital for a book’s success. How did you and Kelly Monahan bring your unique perspectives together to create such a comprehensive and cohesive narrative?
Collaboration was at the heart of Essential. Kelly and I come from different worlds—she’s a researcher focused on workforce trends, and I’m a practitioner advising senior leaders—but we also represent two different generations navigating the same leadership challenges. That’s exactly what made this book work. We combined data-driven insights with real-world experience to create a playbook that is both practical and deeply informed.
Kelly’s research provided a systemic lens on the forces reshaping work, while my experience in leadership and talent strategy ensured the ideas were actionable. Coming from different perspectives, we challenged each other throughout the process, refining our insights to be both research-backed and immediately applicable for leaders.
What made our collaboration successful was a shared belief: leadership is at an inflection point, and the old models no longer work. We weren’t just writing a book; we were building a roadmap for leaders navigating AI, distributed teams, global shifts, and evolving workforce expectations.
The result is a book that speaks to both the why and the how—giving leaders the clarity to rethink leadership and the tools to take action.
As a thought leader who has shaped countless leaders and organizations, what advice would you give to aspiring leaders navigating their journey in an increasingly complex and interconnected world?
The world is shifting fast, and the leaders who thrive will be the ones who stay curious, embrace discomfort, and build trust as their foundation
Leadership today isn’t about having all the answers—it’s about knowing how to adapt. The world is shifting fast, and the leaders who thrive will be the ones who stay curious, embrace discomfort, and build trust as their foundation.
The best leaders don’t operate from fear; they operate from purpose. They create environments where people feel safe to take risks, share ideas, and bring their full selves to work. They understand that leadership isn’t about power—it’s about impact.
This moment demands bold, emotionally mature leadership. Those who step up will shape the future of work. Those who don’t will be left behind.
IN MY VIEW
Mastering Complexity: A New Framework for 21st-Century Leadership
Robert E. Siegel, Lecturer
in Management at the Stanford Graduate School of Business,
Author of
“The Systems Leader”
What inspired you to develop the concept of “systems leadership,” and how did your experiences as a lecturer, venture partner, and board member shape this framework?
Systems Leadership emerged from the realization that today’s business challenges are deeply interconnected, requiring a holistic approach
to address. I started the course on Systems Leadership with my colleague, Jeff Immelt, the former CEO of GE. I had been teaching a course called “The Industrialist’s Dilemma” and was looking at how digitization was impacting all products and services. Systems Leadership looked at the personal and leadership side of this technological transformation. During and
Robert E. Siegel is a Lecturer in Management at the Stanford Graduate School of Business, a venture investor, and a former operator and entrepreneur. In his role as an educator, Siegel has taught various courses ranging from Systems Leadership to Financial Management for Entrepreneurs to The Industrialist’s Dilemma to Corporations, Finance and Governance in the Global Economy. He has also led research and written cases on a wide array of companies, including Google, Charles Schwab, Stripe, Target, Instacart, and many others.
Siegel is a Venture Partner at Piva Capital and a General Partner at XSeed Capital. He sits on multiple Boards of Directors and led investments in Zooz, Cirrosecure, and Lex Machina, among others. He is also a Member of the Supervisory Board of HERE Technologies, chairs the Strategic Advisory Board for TTTech Computertechnik AG, and sat on the Board of SmartDrive Systems for 14 years.
In addition to The Systems Leader, Siegel is also the author of The Brains and Brawn Company: How Leading Organizations Blend the Best of Digital and Physical. He is the co-inventor of four patents and served as lead researcher for Andy Grove’s best-selling book, Only the Paranoid Survive.
In this insightful conversation with CXO Outlook, Siegel delves into the intricacies of "systems leadership," a transformative approach that equips leaders to navigate the intertwined challenges of innovation, execution, and societal impact. From actionable strategies for managing cross-pressures to compelling stories of leaders who thrived amidst complexity, Siegel’s insights are a masterclass in leading with purpose, adaptability, and vision.
Years of research and interviews revealed that understanding systems as a whole—how actions in one area ripple across an organization and its ecosystem – really helped leaders shape their ability to address their challenges
after the COVID-19 pandemic leaders were grappling not only with the convergence of digital and physical products, but also global and local considerations, societal upheaval, and increasingly rapid technological advancements. Years of research and interviews revealed that understanding systems as a whole—how actions in one area ripple across an organization and its ecosystem – really helped leaders shape their ability to address their challenges.
Your book addresses the “crosspressures” leaders face today. Could you share a compelling real-world example where these cross-pressures either made or broke a leader?
François-Henri Pinault, CEO of Kering, demonstrates Systems Leadership by aligning the company’s luxury brands with its sustainability goals. He navigates the tension between traditional craftsmanship and innovative, ecofriendly practices, showing how purpose-driven leadership can inspire both teams and customers. Additionally, his organization captures the regional magic of products designed and made in Italy and France with global talent for selling into countries using people who come from and understand each of the locations in which they operate. The go-to-market strategies can vary widely across the world.
Traditional leadership approaches have served for decades. What do you believe makes systems thinking not just relevant but essential for the 21st century, and how does it differ from other leadership philosophies?
Traditional leadership emphasizes isolated skill sets, often taught in silos – finance, marketing,
engineering, manufacturing, etc. Systems Leadership is essential in today’s interconnected world because it focuses on understanding how actions in one area impact the entire organization as well as an organization’s ecosystem. Leaders today must balance innovation and execution, navigate global and local demands, and align their decisions with long-term purpose while managing short-term pressures. This framework embraces this complexity and equips leaders to thrive in rapidly changing environments.
For readers looking to apply the principles of systems thinking in their organizations, what first steps would you recommend they take?
Start by understanding the interconnected nature of your organization and its ecosystem. Identify the key cross-pressures of your company—Priorities (innovation and execution), People (strength and empathy), Sphere of Influence (internal and external), Geography (local and global), and Purpose (ambition and statesmanship)—and how
they interact. Leaders can then do four things: 1) Operate at Intersections – master the dualities needed to navigate these cross-pressures, 2) Manage context – help your people make sense of the confusing set of facts that they are seeing in their jobs and lives, 3) Think like a Product Manager – understand customer needs, how products are built, and the go-to-market strategies of your company, and finally 4) Run towards business and technological disruptions. Applying these behaviors to the cross-pressures will help address these difficult challenges.
Your book features examples of successful and unsuccessful leadership. Can you share one story that stood out during your research, and what it taught you about navigating today’s complexities? Harley-Davidson’s approach to electric transportation is a standout example. By
spinning off its LiveWire electric motorcycle brand into a separate company, Harley-Davidson ensured that LiveWire could thrive without being overshadowed by the core business. This decision allowed them to maintain the essence of the Harley brand and culture while simultaneously allowing innovation to flourish independently and build on trends in electrification and transportation. The lesson is clear: leaders must stay flexible and open to change, even if it requires rethinking their structures to accommodate innovation.
As someone who has published extensively in academic journals and mainstream platforms, how does writing a book compare? What challenges or surprises did you encounter while crafting The Systems Leader?
Much more than my previous work, this book was harder to write! When I work with companies or teach at Stanford I can see that
If I can help draw out some best practices and help both the companies and young students with which I work, then hopefully I will have an impact on others
the challenges I describe resonate deeply with others. But explaining these challenges in a book, and covering the nuances of the issues, was deeply complicated. It’s like that old quote which is sometimes attributed to both Pascal and Mark Twain, “I didn’t have time to write a short letter, so I wrote a long one instead.” I had to figure out how to make these issues relatable for the reader, and that was not easy.
Leadership is not just a professional endeavor but also a deeply personal journey. What drives you to continue exploring and teaching about leadership, and what legacy do you hope your work will leave for future leaders?
Over time, education and teaching has transformed from a professional activity to a calling for me. I seek to learn new knowledge and aspire to help others succeed in their goals and journeys. I am so lucky that I get to teach
some of the brightest young minds on the planet while having access to amazing global leaders. If I can help draw out some best practices and help both the companies and young students with which I work, then hopefully I will have an impact on others.
Above all, I want my students and readers to walk away believing: I can do this. Leadership is not about perfection or superhuman abilities. It’s not easy, and everything isn’t going to be perfect, but there’s a humbleness in saying, “Let’s understand what we don’t know.”
It’s about a way of thinking and addressing hard problems, and not thinking that today’s challenges are too big to confront.
This ties directly to the concept of free will—a powerful, defining trait of leadership. There is nothing that forces a leader to act a particular way; they can choose to be exactly the leader they want to be. It’s a choice, and leaders can do this.
MOST INSPIRING BUSINESS LEADER 2025
Leonardo Braune
MANAGING PARTNER, INTERCORP GROUP
TRANSFORMING GLOBAL WEALTH MANAGEMENT WITH EXPERTISE, INNOVATION, AND TRUST
Intercorp Group, an esteemed international tax consulting boutique headquartered in London, has carved a unique niche for itself in the world of high-net-worth clients. At the helm of the firm is Leonardo Braune, a seasoned tax consultant with nearly 30 years of experience. Under his leadership, Intercorp has become a trusted partner for entrepreneurs and families seeking tailored solutions in international tax, real estate planning, wealth preservation, fiduciary advice, and project management.
The firm’s business model is built on a robust network of global strategic partners—a network Leonardo describes as "carefully curated over
years to ensure we can connect clients with the best experts in any field, while still maintaining our independence." This approach allows Intercorp to offer bespoke solutions by tapping into a diverse pool of vetted and specialized professionals, ensuring clients receive worldclass expertise.
Leonardo’s passion for providing value shines through in the way Intercorp operates. The firm’s consultants take the time to understand the unique circumstances of every client. "For us, it’s about creating lasting relationships," says Leonardo. "We don’t just offer advice; we craft solutions that align with each client’s goals and circumstances."
LEONARDO BRAUNE, MANAGING PARTNER, INTERCORP GROUP
With a team of highly skilled consultants, Intercorp Group doesn’t just solve problems— it builds trust. This personalized and detailoriented approach has earned the firm a stellar reputation as the go-to choice for high-networth families across the globe.
Comprehensive Solutions for UHNW Families
Intercorp Group stands out for its ability to navigate the complex financial portfolios of Ultra-High-Net-Worth (UHNW) families. The
firm offers a broad spectrum of services, including global relocation, post-IPO strategic planning, international investment structuring, asset protection, family business preservation abroad, corporate restructuring, real estate investment, and guidance through structural changes.
One of the firm's most popular offerings is its global relocation service. The consultants at Intercorp understand that relocating internationally comes with a variety of challenges. From language barriers to legal requirements, the team tailors its solutions
to fit the unique needs of each family. With a vast global network of partners, they ensure smooth transitions, allowing families to focus on what matters most while Intercorp handles the logistics.
Another area where Intercorp excels is postIPO strategic planning. Leonardo explains, “After an IPO, the decisions made are critical in shaping the long-term success of the business. Our job is to help our clients make informed choices that maximize shareholder value.”
Intercorp’s consultants provide tailored advice that helps families navigate the complexities of post-IPO life, ensuring they can capitalize on their investment while managing shareholder relations effectively.
Intercorp Group stands out for its ability to navigate the complex financial portfolios
Intercorp’s international investment structuring service helps families diversify their assets across borders while minimizing tax liabilities. The firm’s experts dive deep into the different investment vehicles and jurisdictions, crafting strategies that optimize returns while managing tax obligations. This personalized service gives clients peace of mind, knowing that their investments are in the right hands.
Tailored Advisory with a Global Reach
Intercorp Group’s consultancy services are renowned for their personalization and effectiveness. The firm’s unique approach is centered around understanding each client’s intricate and international needs. By connecting clients with a global network of professionals, Intercorp ensures they receive the most efficient, tailored solutions.
At the heart of this approach are Intercorp’s qualified coordinators. These experts act as the clients' representatives throughout the advisory process, ensuring that every step is handled
with the utmost care. "Our coordinators are here to play the role of the client," says Leonardo. "They’re in constant communication with specialists, so they can answer any questions and provide practical solutions to challenges." This personalized attention guarantees that
clients feel confident that their matters are in capable hands.
Intercorp’s commitment to creativity, technical expertise, and reliability is what sets it apart. The firm recognizes that strategic decisions should be made at the right time, not in haste. This mindset
With over 300 families smoothly relocated, 80 private investment funds expertly managed, and 200 private family trusts secured, Intercorp Group’ s impressive track record speaks for itself
drives their promise to treat every client’s best interests as their own. Leonardo adds, “Trust and respect between us and our clients is essential. It’s the foundation of everything we do.”
Recognized Excellence and Global Impact
Intercorp Group has carved out a reputation as a trailblazer in the world of international tax and
wealth management. With over 300 families smoothly relocated, 80 private investment funds expertly managed, and 200 private family trusts secured, the company’s impressive track record speaks for itself.
Their success hasn’t gone unnoticed. The firm has accumulated numerous prestigious accolades, including being named Leading Taxation and Wealth Planning Consultancy (UK) in 2021 by AI Global Media, Succession Planning Advisory Firm of the Year (BR) in 2022 by Game Changers, and International Tax Advisory Firm of the Year 2023 by International Investor Magazine. In addition, Intercorp has earned recognition as The Advisory of the Year-Brazil 2017 by Chase Publishing, Consulting Firm of the Year by Deal Makers Monthly, International Tax Firm of the Year by InterContinental Finance & Law, and International Investment Structuring Excellence by Corporate Livewire.
With this array of accolades, Intercorp continues to push boundaries and expand its expertise. As Leonardo reflects, “Our goal is to stay ahead of the curve, to continuously adapt to shifting regulatory frameworks and evolving client needs.” The firm’s dedication to innovation and excellence is evident in its ability to consistently deliver the highest level of service.
As the trusted partner for many high-networth families worldwide, Intercorp Group has earned its place at the forefront of the international tax and wealth management industry. Their reputation is built not only on their proven success but also on their unwavering commitment to staying adaptable and forward-thinking, ensuring their clients always have the most relevant, personalized solutions.
Success Happens where Branding, Marketing, and PR Converge
Kate Greene, CEO, Owl’s Head Solutions
In today’s complex business landscape, branding, marketing, and public relations (PR) form the backbone of any organization’s communication strategy. While these three disciplines are distinct, their success is deeply intertwined. A weakness in one can ripple through the others, causing a cascade of missed opportunities and diminished impact. This article explores where branding, marketing, and PR converge, and why each must succeed to ensure the whole thrives.
Understanding the Three Pillars
Before diving into their intersection, let’s first define branding, marketing, and PR and their unique roles in a business.
Branding: The Foundation of Identity
Branding is the essence of a company—it’s how an organization defines itself, its values, its
mission, and the experience it promises its audience. It encompasses the visual elements (logo, typography, and color palette), tone of voice, and overarching story. Branding establishes trust and familiarity, making it the foundation upon which marketing and PR efforts build. Without a clear and compelling brand, businesses struggle to resonate with their audiences.
Marketing: Amplifying the Message
Marketing involves the tactics and tools that communicate a brand’s offerings to the world. From social media campaigns and email newsletters to SEO and content marketing, these efforts work to engage audiences, generate leads, and drive sales. Effective marketing translates a brand’s identity into actionable campaigns designed to reach the right people at the right time.
Kate Greene, CEO of Owl’s Head Solutions, brings over 20 years of experience in graphic design, branding, and team leadership. A University of Connecticut graduate and New England Scholar, their award-winning career spans brand identity, web design, and digital communications. In 2008, they founded Think Greene Creative, later transforming it into Owl’s Head Solutions, focusing on healthcare advocacy, gender and health equity, and social good. Known for their strategic vision and problemsolving, Kate leads their team to transform brands into something seen, heard, and felt. Because at the end of the day, it’s not just about being understood—it’s about making a difference.
Branding is the essence of a company—it’s how an organization defines itself, its values, its mission, and the experience it promises its audience
Public Relations: Shaping Perception
PR focuses on managing relationships with external audiences and cultivating a favorable reputation. It’s about how a brand is perceived by stakeholders, from customers to investors and the media. PR manages crisis communication, amplifies success stories, and nurtures trust through transparency and authenticity. A strong PR strategy ensures the brand’s image aligns with its mission and values.
The Convergence Point
While branding defines a company’s identity, marketing spreads its message, and PR manages its reputation, these disciplines are deeply interconnected. For a brand to succeed, these efforts must work in unison. A cohesive strategy
ensures that the brand’s story is consistently communicated, its campaigns resonate, and its reputation remains strong.
Consider branding as the “what” and “why” of a company, marketing as the “how,” and PR as the “who cares.” Together, they create a seamless experience for the audience, transforming passive viewers into engaged advocates.
The Domino Effect of Failure
When one of these elements’ falters, it inevitably weakens the others. Here’s how the failure of one discipline can disrupt the entire system:
When Branding Fails
A weak or inconsistent brand creates confusion. If a company lacks a clear identity, marketing
While branding defines a company’s identity, marketing spreads its message, and PR manages its reputation, these disciplines are deeply interconnected
teams struggle to craft compelling campaigns, and PR efforts falter when the story feels fragmented. For example, a brand that frequently changes its visual identity or tone of voice risks alienating its audience. Without a solid foundation, marketing campaigns might reach audiences but fail to leave a lasting impression, and PR’s ability to build trust erodes.
When Marketing Fails
Even the strongest brand can falter if its marketing efforts are poorly executed. Whether due to misaligned messaging, low-quality content, or failure to target the right audience, ineffective marketing undermines the brand’s visibility and engagement. A poorly run campaign can also add pressure to PR, as teams scramble to mitigate the fallout from low engagement or criticism.
When PR Fails
PR is the safety net that ensures a brand’s reputation remains intact. When PR strategies fail—be it through mishandled crises or misaligned communication—it can have a devastating effect on both branding and marketing efforts. Negative press or a poorly managed incident can overshadow even the most successful campaigns and tarnish the brand’s image, leaving audiences questioning its authenticity.
How to Succeed: Combining Branding, Marketing, and PR
To thrive in today’s competitive landscape, brands must prioritize alignment between their branding, marketing, and PR strategies. Here are actionable steps to ensure these elements work together seamlessly:
Conduct regular audits of branding, marketing, and PR strategies to ensure alignment and effectiveness
Set Shared Objectives
The foundation of alignment lies in establishing common goals. Whether the objective is to increase brand awareness, drive engagement, or improve public sentiment, teams must have a clear understanding of what success looks like. This shared focus eliminates silos and ensures that every effort contributes to a cohesive strategy.
Maintain Consistent Messaging
Consistency is key to building trust and recognition. All content—whether it’s a social media post, a press release, or an ad campaign—should reflect the brand’s core identity, values, and tone of voice. Consistent messaging reinforces the brand’s story across all channels, ensuring that audiences have a unified experience at every touchpoint.
Foster Collaboration
Collaboration between branding, marketing, and PR teams is essential. Encourage open communication and regular meetings to discuss goals, challenges, and upcoming campaigns. Tools like shared content calendars and integrated communication platforms can help teams stay aligned and avoid conflicting efforts.
Leverage Data
Data-driven decision-making is crucial for refining strategies. Insights from marketing campaigns can inform PR about audience sentiment, while PR feedback can guide branding efforts to resonate more deeply. By sharing performance metrics and analytics, teams can identify what’s working, what’s not, and where adjustments are needed.
Audit Regularly
Conduct regular audits of branding, marketing, and PR strategies to ensure alignment and effectiveness. Evaluate whether your brand identity is consistent, your marketing campaigns are reaching the right audience, and your PR efforts are enhancing your reputation. Use these insights to address gaps and optimize for future success.
Listen to Your Audience
Your audience is the ultimate judge of your brand’s success. Gather feedback through surveys, social media interactions, and customer reviews to understand how your messaging resonates. Incorporate this feedback into your strategies to build stronger connections with your audience.
Be Adaptive
The business landscape is always changing. Brands must be prepared to adapt their strategies to meet new challenges and opportunities. This requires a culture of continuous improvement, where teams are encouraged to innovate and refine their efforts based on both internal and external factors. By being adaptive, brands can stay ahead of the curve and remain resilient in the face of change.
Branding, marketing, and PR are not standalone efforts—they are interconnected disciplines that, when aligned, create a powerful force for engagement and growth. But if one fails, the entire system suffers. By prioritizing collaboration, consistency, and a shared focus on success, brands can ensure their story is seen, heard, and felt in a way that resonates deeply with their audience. It’s not just about avoiding failure—it’s about unlocking the full potential of these three pillars to drive lasting impact.
MOST INSPIRING MENTOR FOR BUSINESS LEADERS
2025
Dr. Richard C. Larson
MITSUI PROFESSOR, MASSACHUSETTS INSTITUTE OF TECHNOLOGY (MIT)
PIONEERING OPERATIONS
RESEARCH STEM EDUCATION AND GLOBAL PROBLEM-SOLVING
Dr. Richard C. Larson, the Mitsui Professor at MIT’s Institute for Data, Systems, and Society (IDSS), has spent his career exploring how operations research can transform service industries. As the founding director of MIT LINC and Principal Investigator of MIT BLOSSOMS, he has authored or co-authored seven books and over 100 scientific articles, covering topics from urban service systems and logistics to disaster management and dynamic pricing. His passion for problem-solving has earned him the nickname “Dr. Queue” for his expertise in queueing theory.
Growing up in New York City, Dr. Larson developed a deep love for urban life. “I fondly
recall, at age five, my parents taking me from our home in Bayside, Queens, to Manhattan and seeing that huge, wonderful sign: Radio City Music Hall. The sign that is there now looks unchanged from my memory.” Today, he calls the Boston area home—another city that has shaped his journey.
His interest in urban policing started at 23 when he became an indirect victim of grand larceny. His MIT advisor, Professor Alvin W. Drake, recognized this fascination and arranged for him to work on a graduate project with the Boston Police Department. “I must have spent over 200 hours in the rear seats of Boston police cars, doing ride-alongs! It was so fascinating for a naive 23-year-old from suburbia,” shares
RICHARD C. LARSON, MITSUI PROFESSOR, MASSACHUSETTS INSTITUTE OF TECHNOLOGY (MIT)
DR.
Dr. Larson. That hands-on experience led to a role with the Science and Technology Task Force of the President’s Crime Commission— one of the few operations research professionals at the time with real-world policing exposure.
From an early age, Dr. Larson had a strong affinity for physics, but when he discovered Operations Research (OR), he knew he had found his true calling. Dr. Larson explains, “OR is, in my mind, ‘Physics as applied to our everyday lives.’ Once I realized this, I started seeing the world differently; traffic light delays, waiting in line for a hamburger, running out of milk, even chimney inspections. OR was everywhere.” This perspective shaped his research, eventually leading to his PhD thesis and first book, Urban Police Patrol
Analysis, which won the Lanchester Prize for the best publication in operations research in 1971.
Transforming Education with BLOSSOMS
Education is a topic Dr. Larson speaks about with a different kind of passion. He states, “I see education as anyone’s ladder out of ignorance and poverty. It can be a great equalizer — not in making everyone the same, but in giving all people equal opportunities to reach their full potential.” This belief guided his work as Director of MIT’s Center for Advanced Educational Services (CAES), where he pioneered interactive learning videos for high school STEM students.
Today, BLOSSOMS offers 86 interactive video lessons, all freely accessible on YouTube
One of Dr. Larson’s proudest accomplishments is BLOSSOMS—Blended Learning Open Source Science Or Math Studies. This initiative was a partnership with Mary Elizabeth Murray, his lifelong soulmate and professional collaborator. Tragically, Murray passed away two years ago, but her contributions to education continue to inspire students worldwide.
The idea for BLOSSOMS took root during Dr. Larson’s visits to local high schools, where he was invited to give guest lectures. However, the true turning point came during a visit to a remote, impoverished village in China. There, he observed something remarkable—a local teacher using video segments featuring world-class educators from Beijing and Hong Kong. After each segment, the teacher engaged students in discussion, making the learning process interactive and dynamic. "That experience did the trick," he recalls.
Moved by what they had witnessed, Dr. Larson and Murray set out to create BLOSSOMS, a platform designed to bring high-quality STEM education to students worldwide. Today, BLOSSOMS offers 86 interactive video lessons, all freely accessible on YouTube. The most popular lesson, An Introduction to the Physics of Sailing, continues to attract students from across the globe. Thanks to the power of technology and innovative teaching methods, learners everywhere—regardless of their economic background—can access the same educational resources as those in the wealthiest communities.
The Evolution of an MIT Career
MIT offers remarkable flexibility to its faculty, allowing them to explore new interests and shift academic departments accordingly. Dr. Larson has experienced this firsthand over his nearly 50year career at the institute. "I can't believe it's been
that long!" he admits. His journey began in the Electrical Engineering Department, reflecting his academic background as a student. Over the years, his evolving interests led him to Civil and Environmental Engineering, Urban Studies and Planning, and eventually to the Institute for Data, Systems and Society (IDSS). "The name of IDSS matches almost perfectly with my interests," he notes.
Throughout these transitions, Dr. Larson has always identified as an "OR person," referring to his deep-rooted expertise in Operations Research. His intellectual home has been the MIT Operations Research Center (ORC), where he served as co-director twice. His research, teaching, and student mentorship have consistently been viewed through an OR lens.
Leadership for Dr. Larson has been centered at ORC and CAES, but he also considers himself a leader in ongoing faculty discussions on curriculum and research directions. Among his many contributions, his research on Urban Emergency Services stands out as one of the most impactful. In 1971, he collaborated with the New York City Police Department to apply OR techniques in scheduling 911 telephone operators. Before this intervention, newspaper editorials were flooded with complaints about 20-minute wait times—an unacceptable delay in life-and-death emergencies.
One of his most significant contributions to the field was the development of the Hypercube Queueing Model. "It was a nearly full-time, two-year effort," he recalls. The project involved complex mathematical equations and extensive programming, his last major coding effort using the C language. The system's state space formed an N-dimensional hypercube, making the problem increasingly intricate. Some challenges
Throughout his career, Dr. Larson has lent his expertise to some of the world’ s most influential organizations, from the World Bank and the United Nations to American Airlines and the U.S. Department of Justice
were so tough that the solutions came to him in his sleep. "I dreamed the solution, and at 3:00 AM, I jumped out of bed to write it down before I forgot!" he says.
Another notable innovation was the Queue Inference Engine (QIE), an algorithm that estimates queue delays with minimal information. This tool stemmed from National Science Foundation-supported research on ATM wait times, eliminating the need for direct observation of customer lines.
Though many years have passed since these innovations, the impact remains significant. Dr. Larson has lost track of all implementation activities worldwide, but he knows the
Hypercube Queueing Model has been widely adopted, with over 900 citations to date.
Making an Impact on Public Service
Throughout his career, Dr. Larson has lent his expertise to some of the world’s most influential organizations, from the World Bank and the United Nations to American Airlines and the U.S. Department of Justice. Yet, among all his consulting work, one collaboration stands out above the rest: his time working with the City of New York.
His work with the New York Police Department, Emergency Medical Services, and the Department of Sanitation wasn’t
just theoretical—it led to real-world implementation. One particularly memorable moment came when he presented his team’s recommendations for optimizing 911 call center operations to the NYPD’s top brass, including the Police Commissioner himself.
As Larson walked through his carefully prepared presentation, featuring a series of pastel-colored charts, the Commissioner cut in. “Your ‘Easter Bunny’ charts are interesting,” he remarked, “but they don’t tell the true story. My staff has reported no issues in the 911 call center.”
It was a moment of tension, but Larson knew the data told a different story. The room turned to the two lieutenants who had worked with Larson’s team for over a month. Nervously, they confirmed, “Sir, everything Dr. Larson has said and presented is true.”
The Commissioner’s demeanor shifted immediately. “Go on,” he urged, even offering an apology for his initial skepticism. Within just two weeks—an astonishingly fast turnaround in the world of public policy—every one of Larson’s recommendations was implemented. It was a rare and rewarding moment in his decades-long career, a testament to the power of data-driven decision-making.
Legacy in Operations Research
With over 100 scientific articles and seven books to his name, Dr. Larson has cemented his reputation as a thought leader in operations research. His work spans urban service systems, queueing theory (earning him the nickname “Dr. Queue”), logistics, disaster management, disease dynamics, and education.
With over 100 scientific articles and seven books to his name, Dr. Larson has cemented his reputation as a thought leader in operations research
His first book, Urban Police Patrol Analysis (MIT Press, 1972), was awarded the prestigious Lanchester Prize, a recognition given to the most outstanding contribution to operations research each year. Another milestone was Urban Operations Research, co-authored with Amedeo Odoni, which remains a cornerstone in the field.
Beyond academia, one of his most significant contributions was leading the merger of the Operations Research Society of America (ORSA) and The Institute for Management Science (TIMS), two organizations that had long operated separately. ORSA was primarily composed of engineers, while TIMS was dominated by business school professionals. Bridging the gap between these two communities wasn’t easy, but Larson saw the potential.
“The merger wasn’t just 1 + 1 = 2,” he recalls. “It was 1 + 1 = 5.” The result was INFORMS, now the world’s leading professional society for operations research and management science professionals. His leadership in this transformation earned him accolades, including the INFORMS President’s Award and the Kimball Medal. Most recently, in 2025, he was honored with the Albert Nelson Marquis Lifetime Achievement Award for his careerlong dedication to excellence.
Words of Wisdom for Future Generations
Looking back on his career, Dr. Larson hopes to be remembered as someone who was deeply committed to expanding access to quality education, particularly in the STEM fields. His passion for leveraging technology in education
Looking back on his career, Dr. Larson hopes to be remembered as someone who was deeply committed to expanding access to quality education, particularly in the STEM fields
and his leadership in professional societies are aspects of his legacy that he holds dear. But perhaps, more than anything, he hopes his former students and colleagues remember him as a mentor who inspired them to think independently and pursue their passions.
For young researchers and academics — whether in operations research, management, education, or urban studies — his advice is simple but profound: Follow your intellectual passions. “If these passions are well-founded, they will lead you to new peaks of knowledge and personal excitement,” he advises. “By creating your path, rather than following others, you may climb and conquer peaks heretofore unexplored.”
He also emphasizes the importance of staying true to one’s beliefs. “Do not follow The Crowd unless you’ve independently decided it’s the right path for you,” he says. “Lead by example and recognize the need to mentor younger colleagues. Share your enthusiasm for your research — it’s contagious. And, for once, it’s an infectious disease worth spreading.”
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
Helping Businesses Achieve Customer-Centric Goals
Sheevaun Thatcher, CEO, Thatcher Consulting Group
Hi Sheevaun. Could you share your journey to becoming an expert in your current position?
I have had many roles in Sales and Marketing, from carrying a bag to solution engineering to product marketing and now Revenue Enablement. In 2008, my Sales leader asked me to take on a new role expanding my productivity and performance training to the whole sales team and not just the presales team. It’s been an amazing journey so far.
What was the inspiration behind establishing Thatcher Consulting Group? What is its mission and vision?
Thatcher Consulting Group has come about in the last few months. In my role as a fulltime employee, I have focused on the empowerment and accountability of my team and the sales partnerships formed. As a consultant, my goal is to help as many companies as I can create selling expertise and avoid costly mistakes. My mission is to provide strategic and implementation
My mission is to provide strategic and implementation support to organizations who want to own their place in their customer’s business through coaching and innovation
Sheevaun Thatcher is a leader and a learner, a guide and a coach. She knows sales – from a bag carrying seller to a global presales leader – and speaks the language of engineers, marketers, product, sales and executives. She builds highly successful programs providing access to the insights, experts, and data that will significantly increase productivity and revenue, increase sales velocity, and ultimately reduce attrition and churn. Sales performance is dictated by innate talent in addition to training, coaching, tailored messaging, and creating a customer-first organization. She is a sought-after podcast guest and keynote speaker. Sheevaun understands the Business of Performance. Recently, in an exclusive interview with CXO Outlook Magazine, Sheevaun shared her professional trajectory, the inspiration behind establishing Thatcher Consulting Group, insights on diversity and inclusion, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
support to organizations who want to own their place in their customer’s business through coaching and innovation.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
I am a huge proponent of diversity and inclusion. From a sales perspective, people buy from people with whom they can align. Our customers are very diverse and each is looking for that connection of understanding, commitment, inclusion, and harmony. Homogenous sales organizations do not represent the majority of their customers. The world has shrunk and we must acknowledge diversity and include all participants.
What has been your most careerdefining moment that you are proud of?
There are two awards that I am most proud of in my career. The first is the Mentor of the Year award for recognition of my support of people who actively want to grow professionally. The second is the Sales Enablement Lifetime Achievement award.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I would spend an hour with Michelle Obama. She has a clear passion for helping women succeed and her observations and motivational speeches have resonated deeply with me.
I motivate teams by finding out what really matters to each person. I help them see beyond their limiting beliefs and help them push the edges of their envelopes
Is there a particular person you are grateful for who helped get you to where you are?
There are so many who have helped me in my career. I am grateful for the first manager I had when I joined the vendor-side of business, Lynne Flaherty Johnson. She took a real chance on me and showed me that emotional intelligence like compassion and purpose are as important as sales skills and competencies.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I read. Our world is changing at a breakneck speed and though we can’t keep up with everything, we can learn something new every day.
I motivate teams by finding out what really matters to each person. I help them see beyond their limiting beliefs and help them push the edges of their envelopes.
What is your favorite quote?
Value is created when an undiscovered need meets an unexplained possibility, creating an unexpected spark of creation –Jack Malcolm
Where do you see yourself in the next 5 years?
Leading a consulting organization who are respected by our clients and by our industry as a firm who provide significant value.
What advice would you give to anyone starting out on their career in your industry?
Network with as many people as you can both in your space and in other roles and industries. We are all students and we are all teachers. There is more help out there than you realize and most people will give of themselves freely and openly.
Mastering Virtual Communication: Unlocking Productivity and Connection in the Digital Era
Andrew Brodsky, CEO and Founder of Ping Group, Author of "PING: The Secrets of Successful Virtual Communication"
Could you share what inspired you to write Ping? Was there a specific moment or experience that motivated you to address the challenges of virtual communication?
I’ve always been fascinated with how people communicate as part of their jobs. During my PhD at Harvard Business School, and then more recently as a professor at The University of Texas at Austin and CEO of Ping Group, I’ve
worked with dozens of companies to understand the virtual communication missteps and best practices that can shape both organizations and individuals. Through my research, I discovered that many employees and executives were asking many of the same questions—such as how to decide between a meeting or email is most efficient, when to include emojis and other cues in professional communication, how to build and strengthen relationships from
People generally assume they’ll be judged negatively for sending initial communication virtually, and so they never take that first step
Andrew Brodsky is a Harvard Business School PhD graduate, an awardwinning management professor at The University of Texas at Austin, and CEO and Founder of Ping Group. He was recently selected as one of the World's 40 Best MBA Professors Under 40. His new book PING: The Secrets of Successful Virtual Communication integrates research-based strategies, advice from executives, and stories on how we can all become better communicators in an increasingly digital world.
In this exclusive interview with CXO Outlook, Brodsky sheds light on the intricacies of virtual communication and unveils strategies to master this essential skill. Discover practical advice on navigating the challenges of building relationships remotely, selecting the optimal tools for diverse communication needs, and fostering inclusivity while minimizing miscommunication. Brodsky draws upon his extensive consulting experience, including a case study where a Fortune 500 company achieved a remarkable 10% productivity boost and enhanced employee well-being through the strategic implementation of effective communication practices.
a distance, and how to avoid burnout from communication overload. I wrote PING: The Secrets of Successful Communication to help others discover the answers to these (and many other) questions and understand the research-backed strategies for optimizing their virtual communication.
In your view, what is the biggest misconception people have about building authentic relationships in virtual settings, and how can they overcome it?
When it comes to building authentic relationships in virtual settings, many people hesitate to
take the first step in reaching out because it feels more awkward and less genuine than inperson connections. People generally assume they’ll be judged negatively for sending initial communication virtually, and so they never take that first step. However, research has found that this feeling of awkwardness of connecting virtually is often in our own heads, and we believe our outreach will be perceived more negatively than it actually is. When it comes to reaching out to new contacts or old acquaintances you’ve fallen out of touch with, it really is the thought that counts. So, instead of worrying about how your email (or phone call) will rub the other person the wrong way, consider how you would feel if you received a warm message from an acquaintance. Chances are, you wouldn’t be over-analyzing every word of their message, and instead you’d be happy they reached out in the first place.
One of the key topics in your book is choosing the right communication tools. What is the most common mistake you’ve observed people make in this regard, and what advice would you offer to help them avoid it?
The most common mistake is that people often default to a particular communication tool
because it’s the one most readily available or is the one they generally use. This is a mistake, because different situations will require different communication modes to achieve your goals. There have been many public instances of CEOs writing embarrassing information in an email, for instance, because they didn’t consider the permanency and ease of shareability of email. By first identifying your goal for each interaction, you can then select the mode that most closely aligns with your intentions.
Creating inclusive and conflict-free communication in virtual workplaces is a challenge for many organizations. What are some practical steps or strategies you recommend to address this? When it comes to increasing inclusivity in virtual communication, it’s necessary to take the initiative to consider whose biases you’re trying to reduce. For instance, if your goal is to reduce people’s stereotypes of others, then using richer modes of communication, such as video, can help avoid biases and misconceptions because it’s easier to see the other person as a human being rather than just the text of an email. However, if you’re concerned about someone feeling pressure to conform to a particular group based on their demographics, then using less rich
By first identifying your goal for each interaction, you can then select the mode that most closely aligns with your intentions
modes, like email and instant messaging, can help hide these differences and increase the individual’s perceived freedom to truly be themselves. Ultimately, there are a myriad of reasons why a particular worker might prefer one communication mode over another. Thus, the best way to ensure everyone’s needs are being met is to ask other people for their communication preferences rather than assuming a particular interaction style is best. By asking the simple question of how others prefer to communicate, not only will you help to create a more inclusive work environment that limits miscommunication, but people will likely want to interact with you even more (because you utilize their preferred mode of interaction).
Your research has been featured in esteemed outlets like The Economist and Harvard Business Review. How do you go about translating complex academic research into actionable advice for professionals and organizations?
One of the highlights of my job is uncovering research-based communication and work strategies that benefit both individuals and organizations. Many published studies tend to be 'a solution looking for a problem,' as researchers often analyze large datasets to find significant findings and later determine their impact. To make sure my research is truly impactful, I always start each project by engaging with people and immersing myself in organizations. By identifying the problem first and then determining the relevant data to address it, I ensure that my findings make
a valuable contribution in addressing the key issues faced by individuals and organizations.
On a personal level, what do you find most rewarding about your work in teaching and consulting on virtual communication? Is there a particular success story or moment that stands out to you?
I find it deeply rewarding when the lessons I've imparted enable students or teams to significantly enhance both their work and personal wellbeing. Recently, my organization, Ping Group, was brought in to consult a Fortune 500 company grappling with extreme communication overload. Employees faced back-to-back meetings, and many found themselves responding to a deluge of emails well into their evenings.
I led a project to tackle this issue by leveraging research-backed tools to help teams:
A) Better conceptualize and question their communication norms and assumptions (e.g., Is this meeting necessary? When should we use instant messaging versus email? When should cameras be on or off? How can we carve out uninterrupted task-focused time?).
B) Develop more productive communication habits based on those outcomes.
These efforts resulted in nearly a 10% increase in employee productivity. However, what truly resonated with me was an email I received a month after the project from one of the executives. They said, 'Thanks to you, I can finally enjoy my evenings with my family.' This heartfelt message underscored the true impact of my work—not just improving the organization's bottom line, but also enhancing the wellbeing of its employees. Discovering
When individuals or teams simply "go with the flow" and fail to critically assess their communication choices, they often end up with hours of excessive meetings, and email and instant message inboxes that never seem manageable
solutions that achieve both is what I find most meaningful.
Finally, what advice would you offer to aspiring leaders and professionals who want to excel in virtual communication? Are there any lessons from your own career that you’d like to share as inspiration?
The two first pieces of advice I always give to those looking to improve their virtual communication are to constantly question their assumptions and to embrace continuous learning. When individuals or teams simply "go with the flow" and fail to critically assess
their communication choices, they often end up with hours of excessive meetings, and email and instant message inboxes that never seem manageable. Beyond taking the time to thoughtfully reflect on your communication, the second key element—ongoing learning— is crucial for making informed decisions. New communication tools are constantly being introduced, and the ways we use them are always evolving. By understanding the science and research behind which communication modes are most effective and when to use them, as well as how to best tailor your messages for each platform, you'll be better equipped to tackle any communication challenges that you face.
Maximizing Business Value in Healthcare M&A
Staci Beltran, Senior Director, Agenda Health
Hi Staci. What inspired you to pursue a career in healthcare M&A, and what motivates you to continue helping business owners achieve success in buying and selling their businesses? I fell into healthcare M&A by accident. I spent several years as a community liaison in home health and hospice, where I worked directly with patients, families, and referral sources, and absolutely loved it. Over time, I became interested in learning more about the business side of things, and when a position with Bristol Hospice opened as a Hospice Development Analyst, I decided to take a leap. The role involved sourcing M&A targets and supporting other business development functions. Though
I knew little about M&A at the time, I was excited about the opportunity to work closely with the leaders of a national agency. It turned out to be a great decision, and it opened so many doors for me professionally.
What do you love the most about your current role?
What I love most is being able to help those who have worked tirelessly and sacrificed so much to achieve the American dream of business ownership. It's incredibly inspiring to hear their stories—how they started, grew, and overcame challenges in their journey. Their passion and perseverance are a constant source of motivation for me.
Creating more opportunity and acceptance starts with authentic conversations and sharing data—these are essential steps to advancing diversity in the industry
Staci Beltran serves as a Senior Director at Agenda Health, where she specializes in guiding healthcare business owners through successful mergers and acquisitions. She assists clients in navigating the intricacies of these transactions, enhancing business value, and securing the best possible outcomes. With a deep background in home health and hospice, Beltran’s expertise is built on years of experience in leading mergers, acquisitions, and growth initiatives. She has played a key role in the acquisition process for one of the largest hospice organizations in the country and has worked across both publicly traded and private equity-backed environments. Proficient in every stage of the deal lifecycle, Beltran is adept at strategy development, relationship management, financial modeling, opportunity analysis, negotiation, and post-transaction integration. Recently, in an exclusive interview with CXO Outlook Magazine, Staci shared her professional trajectory, insights on diversity and inclusion, the secret mantra behind her success, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
My field still has a long way to go when it comes to diversity and inclusion. The statistics speak for themselves, and I am one of the very few women in the nation working within my niche of healthcare M&A. I’m fortunate to have strong relationships with many of my female competitors. Creating more opportunity and acceptance starts with authentic conversations and sharing data—these are essential steps to advancing diversity in the industry.
You were recently recognized as one of the Top 50 Women Leaders of Salt Lake City for 2024. Our readers would love to know the secret mantra behind your success.
My mantra is to work hard with high integrity on the areas of my life that matter most. There have been times when I didn’t have as much balance, but the lessons I’ve learned through those seasons were necessary for me to get where I am now. Ultimately, we are all creators of our own lives, and that’s a truly beautiful thing.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
If I could have a one-hour meeting with someone famous who is alive, it would be Sha'Carri Richardson. I admire her resilience, confidence, and ability to overcome adversity. Despite facing criticism and setbacks, she consistently
rises above them, demonstrating remarkable strength. I would love to hear about her journey, the mental and emotional challenges she’s faced, and how she stays motivated to perform at the highest level. Sha'Carri represents perseverance and self-belief, and I believe her story would offer valuable insights into overcoming obstacles in both sports and life.
Is there a particular person you are grateful for who helped get you to where you are?
There are so many people I’m grateful for, but if I had to choose just one, it would be my Dad. He supported me and my six siblings as a door-to-door salesman, and my first job was knocking on doors for him. We’d listen to Tony Robbins and The Secret while driving from neighborhood to neighborhood. I’m naturally introverted, but those early sales experiences shaped me into who I am today. I wouldn’t be where I am without his love, support, and the positive attitude he’s always carried.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I keep my mind healthy and stay resilient by focusing on what’s truly important to me— family and faith. I’ve found that when things go wrong, it helps to ask myself if the issue will matter in five years. Most often, the answer is no. Staying mindful of that and grounded in the present moment helps me stay resilient.
What is your favorite quote?
My favorite quote is: "Hard work pays off, but no one tells you when." It’s a simple truth that
As I continue to build my career with more freedom and flexibility, it will allow me to dedicate more time to helping others and making a positive impact
keeps me motivated to keep working hard and to enjoy the journey, even when I can’t see the immediate results.
Where do you see yourself in the next 5 years?
In the next five years, I see myself in a position where I can give back more. That’s a goal of mine. As I continue to build my career with more freedom and flexibility, it will allow me to dedicate more time to helping others and making a positive impact.
What advice would you give to healthcare business owners who are considering buying or selling their businesses?
For sellers, I would advise doing the necessary work upfront to ensure you have a sellable business. This means having a strong team that can operate the business without you, maintaining profitability, and ensuring a smooth transition for the new owner. For buyers, I recommend having a solid thesis on what you’re buying and why. While there’s a lot more I could share, that’s the core of what I would suggest.
