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Hiring Without Borders: A New Era for HR
Ever tried planning a team meeting across five time zones? It’s like herding cats... with calendars. One person’s 9 AM is another’s midnight snack. And yet, here we are—building teams that span continents, cultures, and coffee preferences. Welcome to the new world of work.
The way we hire, manage, and grow teams is changing fast. What used to be a dream— hiring talent from anywhere in the world—is now just smart business. Startups want agility. Enterprises want efficiency. Everyone wants to skip the paperwork and keep things compliant. But with great possibility comes great responsibility (and no, not just in a superhero way).
Today’s HR leaders are navigating more than just payroll and policies. They're dealing with shifting labor laws, culture gaps, and tech tools that evolve faster than job descriptions. And
through it all, they’re trying to build workplaces that are not just efficient—but human.
That’s exactly what this issue of CXO Outlook is all about. Our cover story features Ron Golan, CEO of Remundo, who’s leading the charge in global hiring solutions. His vision? Make it
ridiculously easy for companies to hire talent—anywhere, anytime, without the usual roadblocks.
But the spotlight doesn’t stop there. We’ve rounded up insights from experts who are shaping the future of HR—think automation, compliance, agility, and culture, all rolled into one global strategy. It’s not just thought leadership— it’s practical, forward-thinking advice for anyone building tomorrow’s workforce today.
At CXO Outlook, we believe stories spark action. So as you flip through these pages, take a moment to imagine: What would your team look like if geography didn’t matter? What would your HR strategy look like if compliance wasn’t a headache?
We hope this issue gets you thinking—and maybe even rethinking—what’s possible. Here’s to hiring smarter, leading better, and working without borders.
Happy Reading!
Sarath Shyam
RON GOLAN
CEO OF REMUNDO
REIMAGINING GLOBAL WORKFORCE MANAGEMENT THROUGH INNOVATION, COMPLIANCE, AND AI MOST INFLUENTIAL
VISIONARY LEADER PIONEERING THE SMART CITIES OF TOMORROW 2025
The Leadership Mindsets That Drive Resilient and High-Performing Teams
Petr Bocharnikov
Spatial Data Strategist, Sokigo
Transforming Urban Development With Geospatial Tools And Tech-Enabled Workflows
IN MY VIEW
24
Paula Davis, Founder and CEO of the Stress & Resilience Institute, Author of "Lead Well: 5 Mindsets to Engage, Retain, and Inspire Your Team"
Transforming Lives Through Innovative Cancer Therapies
Lauren Neighbours Wilcoxen, Senior Vice President, Product Development and Regulatory Affairs, Checkpoint Therapeutics
62
LEADER'S INSIGHTS
Brittany Scott, VP of Sales, Zenwork A Trailblazer in Sales and Leadership
42
50
Empowering People, Igniting Change
Chelly Conley, Director of Global HR & Inclusion, KnowBe4
Pioneering Change in Wound Care Management
56
Empowering Teams, Enriching Organizations
Dr Adam Hickman, Vice President of Org Development at Partners FCU, The Walt Disney Company
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Julie Rhodovi, Chief Commercial Officer, Tissue Health Plus
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 ?
Remundo didn’t start with a pitch deck or a grand business plan. It began with a recurring problem that Ron Golan, the CEO and founder, encountered firsthand. Before Remundo, Ron spent years building XML International, a global staffing company that operates in over 185 countries. The work was complex—navigating international hiring came with its fair share of compliance headaches, payroll challenges, and endless paperwork around onboarding and work permits.
“We kept running into the same issues,” says Ron. “But over time, we realized we weren’t just solving them—we were doing so really well. And not just for ourselves, but for our clients too.” That was the turning
point. The realization that their internal solutions could help businesses everywhere sparked the idea for Remundo: a platform designed to make global hiring feel as simple as hiring locally. The mission was clear— remove the friction from cross-border hiring and give companies a faster, easier, and more compliant way to access global talent.
The timing couldn’t have been better. As remote work surged, businesses needed international reach, but the process was anything but straightforward. Ron and his team already had the infrastructure and expertise. What they needed was a way to scale that knowledge and make it accessible through technology.
“Remundo was built to take away the pain points,” Ron explains. “Whether it’s through
Today, Remundo empowers businesses to scale globally without drowning in legal or logistical complexity
our Employer of Record (EOR) solution for hiring full-time employees or our Agent of Record (AOR) for onboarding contractors, the goal is to make the experience seamless.” But building the platform wasn’t just about writing code or launching a tool. It was about transforming years of experience in operations, compliance, finance, and HR into something intuitive and scalable. That meant many long days, endless whiteboard sessions, and more than a few pivots along the way.
“It wasn’t easy,” Ron admits. “But we had a clear vision, and more importantly, a team that believed in it. That made all the difference.”
Today, Remundo empowers businesses to scale globally without drowning in legal or logistical complexity. And for Ron, that’s the most rewarding part—watching companies grow, enter new markets, and tap into talent they couldn’t reach before.
From Complexity to Clarity
When Ron co-founded Remundo, the goal was simple: take the complexity out of global hiring. “We wanted to make hiring across borders feel just as easy as hiring down the street,” says Ron. Together with Yochai, Remundo’s CTO, Ron began mapping out what that would look like in practice. They envisioned a platform that could transform the entire employment lifecycle— visas, contracts, compliance, payroll—into a seamless digital experience. From day one, the focus was clear: build a smart, agile system that could grow with the needs of modern businesses and lay the groundwork for AI-powered features that would shape the future of global work.
Of course, global hiring isn’t simple. Every country brings its own maze of regulations, cultural nuances, and employment laws. But with more than 20 years of experience in international staffing, Ron and his team knew what to expect—
and how to navigate it. Remundo was built to anticipate these challenges, not react to them.
“In the early days, it was all about refining,” Ron recalls. “We constantly asked ourselves: how do we make this simpler, faster, better— for both clients and the people they hire?” That iterative approach helped the team build a solid foundation. Today, Remundo runs with the precision and compliance of a seasoned enterprise—but with the agility of a startup. The platform continues to evolve, powered by a mission to make global hiring not just accessible, but genuinely empowering for businesses and workers alike.
This mission isn’t theoretical—it’s personal. Ron’s early experience running XML International shaped much of Remundo’s DNA. One project, in particular, involved helping a client hire across Nigeria, Kenya, and Angola. After setting up subsidiaries from scratch, it became clear: the same solution could work for countless other companies. The idea was born to take that hightouch, in-the-trenches knowledge and turn it into something scalable.
“I’ve always believed in creating opportunities,” Ron shares. “If we can help even a few companies grow—and a few great people land life-changing roles—then we’ve done our job.” At its core, Remundo is about bridging worlds: connecting businesses with talent, and helping professionals thrive—no matter where they live.
Building the Backbone of Global Hiring
What sets Remundo apart isn’t just the technology—it’s the control. Unlike many global employment platforms that rely on thirdparty providers, Remundo owns and operates its own subsidiaries in every country it serves.
That’s a big deal. “This gives us full control over the entire worker lifecycle,” says Ron. “From negotiating the offer to running payroll, everything is in our hands—and that means fewer delays, fewer errors, and a much better experience for everyone.”
Thanks to this structure, Remundo can offer fully automated onboarding without the typical handoffs or bottlenecks. HR teams don’t have to juggle multiple systems or chase down updates. Everything flows through one streamlined platform. And for workers, it’s self-serve and straightforward—from submitting timesheets to tracking expenses.
But it’s not just about automation. Remundo also delivers consistent HR services around the globe—benefits such as insurance and retirement plans that are tailored to local regulations but consistent in quality. That’s a rare promise in the world of cross-border employment. “Where other platforms rely on manual processes or patchwork systems, we’ve built something endto-end,” Ron explains. “Fast, cost-effective, and most importantly—reliable.”
One of Remundo’s standout features is its compliance automation. The platform handles everything from instant quotes and ID verification to contract generation and onboarding workflows. A favorite among clients is the Employment Contracting feature, which allows companies to duplicate contracts for similar roles—cutting down on admin and speeding up onboarding.
In a world where speed, accuracy, and trust matter more than ever, Remundo delivers. By keeping control in-house and automating the right processes, the company offers a rare combination of simplicity and depth—something competitors struggle to match.
Built for Humans, Secured for the Future
At Remundo, technology isn’t just about what it can do—it’s about how it makes people feel. That’s why everything they build starts with a simple philosophy: put the user first. A platform loaded with features means little if it’s not intuitive or easy to use. For Ron and his team, that user-centric mindset is non-negotiable.
By keeping control in-house and automating the right processes, Remundo offers a rare combination of simplicity and depth—something competitors struggle to match
“Our goal as an Employer of Record is to make our involvement invisible—frictionless— for both companies and their employees,” explains Ron. The idea is to allow workers to feel like they’re part of the hiring company, not caught in a web of third-party complications. This seamless experience doesn’t happen by accident. It’s built on a foundation of security-by-design—a core principle baked into the platform from day one. Unlike legacy systems that try to retrofit cybersecurity after deployment, Remundo’s platform is designed from the ground up to withstand today’s cyber threats. This proactive approach isn’t just technical; it’s about building trust in every click.
For companies dealing with sensitive employee data across borders, this kind of security is non-negotiable. That’s why Remundo didn’t stop at just good practices—they’ve submitted a patent for their security-by-design architecture, a testament to their commitment to innovation and protection.
And speaking of innovation, one of Remundo’s most impressive breakthroughs is its AI-powered negotiation tool. Clients can set predefined parameters, and the system autonomously handles offer negotiations— accepting, countering, or rejecting within set
guidelines. This doesn’t just cut down delays— it removes the bottleneck entirely. “Our AI takes care of those repetitive, time-sensitive tasks so clients can focus on strategy, not admin,” says Ron. It’s a game-changer, especially at scale.
To further ensure data integrity and compliance, the platform’s architecture borrows concepts from blockchain—ensuring traceability, tamper resistance, and robust auditability. For
Remundo, these advancements all serve one purpose: to make global hiring as effortless, secure, and smart as possible.
Speed, Scale, and Smart Solutions
Global hiring doesn’t have to be hard—or slow. At Remundo, that’s more than a motto; it’s the standard. What makes Remundo unique isn’t just their worldwide reach through local subsidiaries—it’s the marriage of human insight and digital efficiency that sets a new benchmark in the Employer of Record space.
“One client needed to onboard 50 employees across 20 countries during an acquisition,” recalls Ron. “Normally, that’s a logistical nightmare. But with Remundo, one person managed the entire process in under a week—
In a world where speed and scale define success, Remundo makes sure their clients are always a step ahead
spending just a couple of hours a day.” That’s the power of automation when it’s done right. No armies of HR reps. No manual chaos. Just smart workflows that scale effortlessly.
And that’s exactly what Remundo promises— speed without sacrificing accuracy, and simplicity without compromising compliance. Their platform is more than a tool; it’s a growth partner. Businesses get to configure their hiring, onboarding, and payroll systems based on their unique goals and expansion strategies. And with automation taking care of repetitive tasks, companies can stay nimble and focused.
Flexibility is at the heart of it all. Whether a business is launching a support team or opening an international office, Remundo adapts. Their combination of local entities and a robust platform means they can provide hands-on services—like IT equipment and office space leasing—in places where others can’t. Ron sums it up best: “We combine the personalized service of a traditional EOR with the power of modern technology. That’s what gives our clients a competitive edge.” In a world where speed and scale define success, Remundo makes sure their clients are always a step ahead.
With a dedicated in-house compliance team and a deep knowledge of local employment laws, Remundo crafts a smooth and dependable experience for clients
Guardians of Trust: Compliance, Clarity, and Culture
At Remundo, compliance isn’t just a box to check—it’s a responsibility they carry with pride. As a company that operates through its own global subsidiaries, they understand that when something goes wrong, it’s not someone else’s problem—it’s theirs. That ownership mindset drives the team to uphold the highest standards across every region they touch. “Our own subsidiaries ensure that if anything goes wrong, it affects us directly,” says Ron. “That motivates us to stay ahead and deliver excellence.”
And staying ahead is exactly what they do. With a dedicated in-house compliance team and a deep knowledge of local employment laws, Remundo crafts a smooth and dependable experience for clients. Their proprietary platform serves as a centralized hub where compliance data is not only stored but actively managed, eliminating the common pain points
many companies face when juggling legal frameworks across countries.
Unlike some competitors, which outsource compliance operations, Remundo keeps everything in-house. This approach significantly reduces errors and enhances reliability. Their system instantly generates contracts that are both compliant and multilingual—ensuring every detail is accurate, every time.
Beyond legalities, Remundo is also playing a pivotal role in shaping more inclusive workplaces. They believe global hiring isn’t just about filling roles—it’s about building diverse, dynamic teams that reflect the world we live in. Ron puts it plainly: “We’re passionate about helping businesses build diverse, engaged teams by making global talent accessible.”
Through the Remundo platform, companies connect with professionals from a wide range of backgrounds. This not only fuels innovation but also promotes equity by offering opportunities to talent that might otherwise be limited by
geography. And it’s not just lip service— diversity and inclusion are values embedded in the hiring processes Remundo encourages their clients to adopt.
While challenges in equality and representation still exist, Remundo remains committed to progress. For them, making inclusion feel like second nature in the workplace isn’t just a goal—it’s the new standard.
The Future of Work is Already Here
There’s no denying it—AI is reshaping the global workforce landscape. At the heart of this transformation is Remundo, leveraging the power of artificial intelligence to make global hiring smarter, faster, and more efficient. From streamlining recruitment to simplifying HR operations, AI is doing the heavy lifting. But for Ron, it’s not just about speed—it’s about
redefining how we think about work itself. “AI is a game-changer in global talent management,” he says. “It’s redefining recruitment and making it more cost-effective.”
Meanwhile, as Western economies show signs of stagnation, companies are expanding their horizons. They’re looking beyond borders—and thanks to Employer of Record (EOR) services, they no longer need to navigate complex legal terrain just to enter new markets. With Remundo, businesses can go global without the red tape of entity setup.
Remote work has moved from a temporary trend to a permanent fixture. With more than half of the global workforce preferring remote setups, companies are under pressure to tap into talent wherever it exists. Remundo’s platform supports this shift, making it possible for businesses to build high-performing teams, regardless of location.
Of course, this new world of work brings new challenges—especially around compliance. Regulations are evolving rapidly, and the stakes are high. Remundo meets this head-on by exceeding industry standards and delivering solutions that are both robust and reliable.
But navigating global labor laws isn’t the only hurdle. Misclassification risks, IP
protection, and international taxation are all highstakes issues that demand precision. Remundo’s EOR and Agent of Record (AOR) services are designed to address these complexities, giving businesses peace of mind. “Our platform ensures businesses stay up to date with real-time updates, automated contracts, and cross-border checks,” says Ron.
Another challenge is sustainability—not just environmental, but commercial. Growing globally while keeping costs in check is no small feat. Remundo’s value proposition lies in enabling companies to scale without compromising compliance or quality. And as the global talent shortage intensifies, Remundo steps in with a simplified approach that includes instant job offers, visa support, and seamless onboarding.
In a world that’s moving fast, Remundo helps businesses stay a step ahead. By combining automation, innovation, and unwavering focus on legal integrity, they’re not just keeping up with change—they’re helping define it.
From Innovation to Impact
At Remundo, evolution is a mindset. For Ron and his team, there’s no such thing as “done”— only the next opportunity to make things better,
Remundo’s value proposition lies in enabling companies to scale without compromising compliance or quality
From compliance to culture, from technology to talent, Remundo is laying the foundation for what the future of work should look like—intelligent, inclusive, and interconnected
faster, and more meaningful for clients. One of the most exciting frontiers they’re venturing into is the use of AI to support negotiations. In a world where time is precious and speed can make all the difference, this innovation is designed to take the stress out of the hiring process—particularly for clients who prefer a more hands-off approach. “We’re always looking for ways to improve the client experience,” says Ron. “Integrating AI into negotiations helps make the process smoother and more efficient.”
But Remundo’s ambition doesn’t stop there. The company is actively expanding its service offerings to go beyond the traditional EOR model. By focusing on ancillary services—tools and features that ease the supply and demand of global talent—they’re helping businesses manage their workforce with more clarity and less complexity.
Another area of innovation is in benefits. Remundo understands that a one-size-fitsall approach doesn’t work when you’re hiring
across continents and cultures. That’s why they’re working on diversifying their benefits packages—tailoring offerings to meet the distinct needs of each business and its people.
This forward-thinking approach is part of a much bigger vision. Ron sees Remundo rising as a frontrunner in the HR-tech space—a company that doesn’t just follow trends but sets them. “We’re positioning ourselves to be a benchmark for innovation and excellence in global workforce management,” he explains. “As businesses increasingly turn to international solutions, we’re ready to lead the way.”
From compliance to culture, from technology to talent, Remundo is laying the foundation for what the future of work should look like— intelligent, inclusive, and interconnected. The road ahead is full of possibilities, and Remundo isn’t just walking it—they’re paving it. With a clear vision, a bold spirit, and a genuine commitment to progress, the company is poised to make a lasting impact not just in the HR-tech space, but in the way the world works.
Transforming Lives Through Innovative Cancer Therapies
Lauren Neighbours Wilcoxen, Senior Vice President, Product Development and Regulatory Affairs, Checkpoint Therapeutics
Hi Lauren. What inspired you to pursue a career in regulatory affairs, and what motivates you to continue in this field? When I first started college, I was a pre-med Biology major pursuing a future career in medicine. My freshman Biology teacher offered me a part-time paid position to do undergraduate research in his laboratory, which turned out
to be a life-changing moment for me as I enjoyed working in the lab and running my own experiments. That experience led me to pursue my PhD in Microbiology and Immunology where I did 4.5 years of laboratory research to earn my degree, including several years in a biocontainment facility. I decided towards the end of graduate school that a life at the bench
Lauren Neighbours Wilcoxen, PhD, is the SVP of Product Development and Regulatory Affairs for clinical-stage oncology biotechnology company, Checkpoint Therapeutics. Dr. Wilcoxen led the submission of Checkpoint’s first marketing application for a novel cancer immunotherapy, UNLOXCYT, which was approved by FDA in December 2024 for the treatment of adult patients with advanced cutaneous squamous cell carcinoma. In addition to leading regulatory strategy and operations at Checkpoint, she is responsible for oversight of the clinical, chemistry, manufacturing, and controls (CMC), and supply chain functions for the company. Dr. Wilcoxen’s areas of expertise include biotechnology, healthcare, oncology, immunotherapy, and executive leadership. Recently, in an exclusive interview with CXO Outlook Magazine, Lauren shared her professional trajectory, insights on the importance of diversity and inclusion in the workplace, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
I love leading a talented and motivated team of people who are committed to our mission to revolutionize cancer therapy
wasn’t for me, and that I’d prefer a career that brought me closer to my original goal of treating patients. That decision, along with a series of career fairs, informational interviews, and countless hours of research, led me to apply for a job in clinical research that involved not only clinical operations but also regulatory affairs strategy and program management.
While my introduction to regulatory affairs was a bit of a happy accident, I’ve been involved in regulatory affairs ever since, while also taking on leadership roles in other functional areas. What I enjoy most about regulatory affairs is that it gives you an umbrella view into a drug development program. A solid regulatory affairs strategy should be built at the beginning of a drug development program, developed to target your end goal (such as marketing approval), and updated throughout the program to accommodate the shifts and changes that occur with time. Being a regulatory affairs executive is similar to being a parent - I get a front row seat in shepherding a drug development program from its infancy through the rough teenage years and hopefully into successful adulthood where it can benefit society at large. Seeing your “baby” thrive and help others in the process is an incredibly fulfilling experience.
What do you love the most about your current role?
I am incredibly blessed to get paid to do a job I thoroughly enjoy. I love leading a talented and motivated team of people who are committed to our mission to revolutionize cancer therapy. And I love waking up every day to tackle a new set of challenges. Leading our small but mighty Checkpoint team to our first marketing approval
was an incredible adventure, and I’m excited for the next phase of this journey.
How do you see the regulatory affairs profession evolving in the next 5-10 years, and what skills or knowledge do you think will be essential for success in this field?
My approach to regulatory affairs as a holistic and overarching product development discipline was shaped by my earliest experience in the field. While this view has been adopted by some organizations, particularly smaller biotechnology companies and start-ups, many often still view regulatory affairs as a siloed compliance-focused organization built upon red tape. Compliance is essential to the function,
but it is just one element of a more complex regulatory affairs strategy for a program. Regulatory affairs leaders should be encouraged to think outside the box, take calculated risks and push boundaries when appropriate to achieve the best strategy for all stakeholders. The most effective regulatory affairs leaders are also those who understand the needs and priorities for all other functions in the organization and keep all stakeholders in mind when executing on the product development strategy.
I anticipate more organizations will adopt a more complete view of the regulatory affairs function in the coming years and focus their hiring efforts on identifying individuals who not only have the technical expertise to do the job but also the breadth of cross-functional
Regulatory affairs leaders should be encouraged to think outside the box, take calculated risks and push boundaries when appropriate to achieve the best strategy for all stakeholders
experience needed to be most effective long term in the role.
Recently, you were recognized as one the Top 50 Women Leaders in Healthcare for 2025. Our readers would love to know the secret mantra behind your success.
If there was a secret mantra, I’d gladly share it! I’ve always been goal oriented and mission
driven, which has led me to push myself beyond my comfort zone professionally and personally to achieve my ambitions. I grew up with a family who constantly told me and my siblings that you can do anything you put your mind to, and you can be anyone you want to be. I’m very aware that my success is a direct reflection of my team’s hard work and my incredible support system, so I also lead my life and my team with empathy and gratitude.
I make an effort to regularly show appreciation to my incredible team, and I also remind them of my “why” – our patients – which motivates us to work together towards a common goal
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?
There’s been extensive research into the benefits of diversity, equity, and inclusion (DEI) in many fields, including healthcare, and almost universally, these studies have shown the benefits of DEI in the workplace. Fostering a positive work culture that values DEI leads to numerous advantages including but not limited to attracting and retaining more diverse talent, developing more creative and innovative strategies, and improving company decisionmaking because the decisionmakers are more representative of the customers / patients / stakeholders who are impacted by those decisions. It’s important that the longterm goals and benefits of DEI do not get lost among everchanging day-to-day societal and political views because the evidence supporting the benefits of DEI efforts speak for themselves.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Such a tough question! My frustratingly honest answer is, “it depends,” because the person I’d want to speak to most today may be different than the person I’d choose tomorrow. Today, my choice would probably be Mel Robbins because I love her sincere and candid approach to delivering simple yet effective advice, and I think I’d come out of that meeting with Mel feeling inspired. Although if I’m in the mood for a good laugh, I’d choose Ryan Reynolds because he’s hilarious and would probably pick a great lunch spot for an hour-long meeting.
Is there a particular person you are grateful for who helped get you to where you are?
It’s impossible to pick one person. My parents and siblings have always been my cheerleaders, and I’m eternally grateful to them for their love and support. My kids make me a better human, and they teach me lessons every day
I want to continue working in the biotech field contributing to the development of new and improved treatments for patients who need them
that help me at work and at home. My husband is my best friend and my biggest fan, and he has encouraged me to embrace my voice and pursue my ambitions. And I’ve benefitted from a professional community of coworkers, mentors, and leaders throughout my career who’ve had a profound influence on me.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I have an overactive brain, and I need intellectual stimulation inside and outside of work to stay healthy. I like to read and listen to audiobooks, where I regularly alternate between nonfiction and fiction, and I read the news daily from a variety of
news sources to stay up to date on current events. I also love to travel and experience different cultures, which is both enriching and helps me keep things in perspective. At work, I want to do well for my team, and for the patients who may one day benefit from the therapies we work on. On days that are tough, I focus on our mission and decide to show up and do the best I can that day. I make an effort to regularly show appreciation to my incredible team, and I also remind them of my “why” – our patients – which motivates us to work together towards a common goal.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I want to continue working in the biotech field contributing to the development of new and improved treatments for patients who need them. I intend to do so both as a biotech executive and through taking on more board roles to contribute to the governance and success of other companies in the field as well.
What advice would you give to someone just starting their career in regulatory affairs?
Empower yourself through knowledge. Seek out opportunities to learn more about different companies with regulatory affairs roles through career fairs, informational interviews, free or paid courses and seminars, etc. Identify people in the field who mirror the kind of career you want to have, and reach out to connect with them on LinkedIn, or via a mutual connection. Involve yourself in local regulatory affairs professional groups, conferences, and networking events. And be open to new opportunities as your ultimate path to success may not be a straight line.
VISIONARY LEADER PIONEERING THE SMART CITIES OF TOMORROW 2025
Petr Bocharnikov
SPATIAL DATA STRATEGIST, SOKIGO
TRANSFORMING URBAN DEVELOPMENT WITH GEOSPATIAL TOOLS AND TECH-ENABLED WORKFLOWS
Petr Bocharnikov is a geospatial expert with more than a decade of experience in GIS and digital transformation. He has spent the last several years helping local governments in Sweden use spatial data to improve how they plan and manage urban environments.
At Sokigo, where he works as a Spatial Data Strategist, Petr focuses on creation and scaling of tech-enabled workflows that help cities to create an integrated urban planning process. Before joining Sokigo, Petr held key roles at Esri and Sweco. At Esri, a global leader in GIS software, he worked with city governments in both the U.S. and Europe. He later became Business Development Manager
for Smart Cities, where he led the European launch of ArcGIS Urban—a focused solution designed to support urban planning teams with powerful, parametric modelling and instant performance indicators feedback.
“I worked with early-adopter cities in eight European countries,” he recalls. “That experience showed me that tools alone don’t solve problems. You also need strong technical skills and the right processes inside the organization.” With that in mind, Petr moved to Sweco to focus on large-scale planning and digital transformation. There, he developed project information models to help city planners and property developers organize project data, compare design scenarios, and carry out advanced analytics. One
PETR BOCHARNIKOV, SPATIAL DATA STRATEGIST, SOKIGO
Technical skills and organisational processes are as crucial in the successful digitalisation of city planning process as technology and tools.
Today at Sokigo, Petr leads system implementation for strategic customers. He is also involved in national research focused on how planning data can support climate risk assessment and digital twin technology
example of such downstream analytics in urban planning processes are tools for evaluation and management of carbon emissions in the early planning phase that help cities to guide urban development toward more sustainable outcomes.
Today at Sokigo, Petr is an adviser for strategic customers. He is also involved in national research focused on digital twins and
how planning data can support climate risk assessment and mitigation. Petr combines a background in architecture, social science, urban planning and geospatial technology. He uses this combination of extensive domain knowledge and technical proficiency to create practical solutions that work across different professional fields. “Different disciplines use
different tools and have different goals,” he says. “I try to bring those perspectives together and find a path that works for everyone.”
His international experience has shaped how he thinks about technology. He believes in using globally developed platforms and tools to meet local needs, especially in smaller countries like Sweden. “Modern GIS tools need a global foundation,” he says. “They help us deliver the capabilities cities expect—on time and within budget.” Petr’s approach is to always take time to listens to different stakeholders, understands their needs, and builds solutions that help them work together more effectively.
Building Bridges Through Spatial Strategy
Petr approaches his work as both a collaborator and a mediator. He works closely with users of spatial tools and information models to help them do their jobs more easily. His focus
is always aligned with the customer’s goals, and he invests time in learning how each part of an organization operates. “You can’t deliver a solution that works across an entire organization without understanding how individual contributors—and the organization as a whole—get their work done,” says Petr.
In his role, Petr often finds himself resolving conflicting needs across different teams. He’s practical in his approach, looking for solutions that work for everyone without compromising the bigger picture. A key principle that guides his work is understanding where each organization stands on its digital maturity journey. Often, there’s a significant gap between the ambitions set by leadership and what the current systems and teams are ready for. Bridging that gap takes time, and Petr believes it’s less about racing to the finish and more about making sure the steps are aligned.
Project information model of the Seestadt district in Vienna, Austria, combines photorealistic mesh with parametric model of planned buildings.
“You can’t reach a high level of digital maturity if each tool implementation pulls in a different direction,” he explains. “It fragments your data and duplicates effort.”
For Petr, the foundation of any successful geospatial transformation lies in people and processes—not just technology. Integrated urban planning process, and by extension, the idea of a digital twin, is more about soft skills than technical features. It’s about helping people build the skills they need and creating the right processes to manage and maintain data over time.
He also emphasizes the value of crossdisciplinary collaboration. In distributed digital twins, professionals from different domains need to share insights and translate their knowledge into usable inputs for
others. That means simplifying concepts and converting them into metrics that other disciplines can understand and apply. “The process of building a common information system is about connecting disciplines and facilitating their collaboration,” says Petr. “It’s a learning process. When teams start discussing how to use each other’s data, they begin to understand each other’s goals, methods, and perspectives. That awareness makes the collaboration stronger.”
Bringing Global Tech to Local Governments
Sokigo plays a key role in how Swedish municipalities manage and share geospatial information. Its tools are used across the majority of cities in Sweden, shaping how data
Parametric models of planned buildings provide complete set of performance indicators, including estimates of embodied and operational carbon emissions.
Sokigo's toolset supports a wide range of municipal operations, from population register, city planning and building permits to water and sewage networks, street maintenance and parking
is structured and accessed at the local level. The system is designed to share data streams with other city systems while allowing each dataset to remain in its native environment—a setup that supports the growing vision of distributed digital twins.
Sokigo's toolset supports a wide range of municipal operations, from population register, city planning and building permits to water and sewage networks, street maintenance and parking. Each tool is developed with Swedish regulations in mind, ensuring compliance and efficiency across departments.
What sets Sokigo apart is its partnership with global technology provider Esri. By building on top of ArcGIS, Sokigo brings powerful, world-class capabilities—like advanced spatial analysis, secure infrastructure, immersive 3D environments, and mobile applications—into the hands of local governments. “ArcGIS gives us a solid technical foundation,” Petr explains. “It lets us focus our development on the specific requirements of Swedish national regulations and practice.”
This collaboration creates a balance. While ArcGIS handles the large-scale platform capabilities, Sokigo delivers the tailored features that local governments need to perform their tasks effectively. This approach could be characterized as delivering “the last mile” of functionality—the final step that turns great technology into a practical, everyday solution.
Reimagining Urban Design Through Digital Twins
One of the standout projects in recent years has been aspern Seestadt, a new urban district in Vienna. Here, Sokigo joined forces with Sweco to support Wien 3420, the development
Sokigo’s development philosophy centers around one idea: tools should help people do their jobs better
agency behind the district. Together they worked to transform a traditional GIS of Wien 3420 into a robust project information model—and ultimately, a digital twin. This shift unlocked new opportunities to align urban development with the district’s sustainability goals. As Petr explains, “The digital transformation of the urban design process creates three key enablers.”
First, it lightens the load of routine tasks. That time and budget saved can then be invested in new sub-processes—like tracking carbon budgets—something that hadn’t traditionally been included in design requirements.
Second, digital workflows allow project information to become actionable data. This data then becomes the foundation for timely analysis. “With the data at hand, some carbon evaluation analysis is surprisingly easy,” Petr says. The real challenge is setting up the workflows that translate raw project information into usable insights—ideally during the design phase, when changes are still easy to make.
Finally, the information model provides realistic 3D visualizations of future urban spaces. These become an essential collaboration tool, especially when multiple disciplines need to weigh in. Having intuitive visuals and simplified metrics—like carbon cost per square meter—helps facilitate more informed and balanced discussions.
This commitment to innovation echos Petr’s earlier work at Esri to launch of ArcGIS Urban in Europe. Early Adopter cities across eight countries were invited to pilot the solution. It was a revealing process. Though national regulations varied, Esri and its distributors in the regions successfully adapted the solution
to meet local planning rules. The lesson? Even highly focused planning tools can be used across borders when delivering powerful capabilities in an adaptable, flexible solution.
Petr has worked extensively with ArcGIS, including its 3D technology stack and spatial analysis. But he cautions against focusing too narrowly on any single technology. “It’s better to look at it in four levels,” he says. “Smart city at the top, then digital twins, followed by geospatial systems and tools, and finally focused solutions.” In this framework, Sokigo’s new Gaida system—more on which later—sits at the geospatial tools level, while ArcGIS Urban functions as a focused solution. The true value comes when these systems work together— alongside tools for design, case management, and population registers— pooling and transforming city information into insights that support decision making.
Tools Built by the People Who Use Them
Sokigo’s development philosophy centers around one idea: tools should help people do their jobs better. And the best way to ensure that? Build those tools with input from the people who actually use them. The company focuses on what it calls “focused solutions”—tools designed for specific work tasks in municipal operations. Whether it's processing a building permit, managing street maintenance, or defining zoning regulations, the goal is to make each step intuitive and efficient.
What sets Sokigo apart is the team behind the tools. Many members of the product team come from municipal backgrounds themselves. That real-world experience shows up in the details—the user interface, the workflow design, and the way each system aligns with Swedish regulations. “We co-design with the user,” Petr
Sokigo unified its product portfolio for the government sector under a new system called Gaida.
Built on ArcGIS technology, Gaida is modular, scalable, and designed with collaboration in mind
explains. And that’s more than a philosophy. It’s a necessity. Every municipality has its own unique web of data systems and streams. The tools Sokigo develops need to fit into that complex network and complement existing organizational processes.
While the core tasks—like processing a permit—might be fairly consistent across cities, the overall system in each municipality is distinct. Sokigo embraces that complexity, designing tools that can adapt to the bigger picture while still solving specific, day-today challenges.
Laying the Foundations for the Future of Urban Data
As cities edge closer to the vision of distributed digital twins, one thing becomes clear: data is the linchpin. In Sweden, conversations around urban data strategy are moving away from the idea of a single, centralized platform. Instead, there's growing consensus that reliable, accurate data streams—accessible across multiple systems— are the way forward.
This shift changes everything. It’s no longer just about the tools themselves, but about how those tools are connected. It’s about building organizational processes that support data management and maintenance at every level. “The data process needs to be anchored by organizational processes,” Petr notes.
In response to this evolving need, Sokigo made a major move in 2025. The company unified its product portfolio for the government sector under a new system called Gaida. Built on ArcGIS technology, Gaida is modular, scalable, and designed with collaboration in mind. Its shared databases simplify data flows across departments, helping cities break down silos and create a more integrated approach to urban planning.
Gaida supports Sweden’s national ambition: to connect every phase of city development— planning, design, construction, and operation— through a continuous, data-driven workflow. It’s a bold step forward, one that sets the stage for more agile, transparent, and sustainable city governance.
Empowering People, Igniting Change
Chelly Conley, Director of Global HR & Inclusion, KnowBe4
Hi Chelly. What inspired you to pursue a career in HR, and how has your journey evolved over the past 10 years?
Over the years, I’ve learned, grown, and collected enough HR battle scars to qualify for a loyalty program. My journey started way before I even knew what HR was. My dad was a successful leader in HR and later started his own consulting business, so naturally, my first unofficial job was stuffing envelopes with his company brochures. Little did I know, that experience would be the foundation for a career dedicated to making a meaningful
difference in the workplace by supporting and empowering people.
Over the past 10 years, I’ve evolved from falling in line and trying to learn the ropes to stepping up as a leader—empowering others to carve their own paths and believe in themselves to do extraordinary things… all while still learning the ropes (that never stops).
Challenges and tough situations will always exist; that is a constant. But what is guaranteed to change every single time is you. How you navigate challenges, how you show up for others, and how you grow into the kind of leader
Growth comes from learning how to adapt, lead through uncertainty, and support others in an environment that is constantly evolving
Chelly Conley is the Director of HR & Inclusion at KnowBe4, bringing over a decade of experience in leadership development, employee engagement, and inclusive workplace practices. A dedicated community leader, she serves on the board of directors for HR Tampa, where she hosts educational panels that empower HR professionals and business leaders. Chelly has been recognized as one of Tampa Bay Business Journal’s Top 40 Under 40, Business Insider’s Top 40 Under 40, and Tampa’s Top 50 Women Leaders of 2025 by Women We Admire. She is committed to creating environments where people feel valued, heard, and supported to reach their full potential. A sought-after speaker and thought leader, she is passionate about helping others to lead with confidence, authenticity, and impact. Recently, in an exclusive interview with CXO Outlook Magazine, Chelly shared her professional trajectory, insights into the evolution of the HR function in the next 5-10 years, personal sources of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
you once looked up to. Growth comes from learning how to adapt, lead through uncertainty, and support others in an environment that is constantly evolving. I believe my journey has reinforced that leadership is not about having all the answers but about guiding and uplifting others while continuously striving for growth.
What do you love the most about your current role?
What I love most about my role is the opportunity to build meaningful connections with people from all over the world. Connection is one of my core values, and I find so much fulfillment in hearing people’s stories, understanding their perspectives, and finding ways to support people—both personally and professionally. These conversations not only help my own
growth but also help me create spaces where others feel valued, heard, and empowered.
What skills do you think are essential for HR professionals to succeed in today's fast-paced and ever-changing work environment?
HR professionals wear so many hats at once, and with that comes the need to be adaptable, strategic, and deeply human-centered. The world is a tough place. Everyone is navigating battles we don’t always see, and as leaders, we have to approach our work with both empathy and business acumen.
The role of HR has evolved far beyond compliance and policies. Today, we’re business leaders, culture shapers, and change agents. That means we need strong communication skills to
To attract and retain top talent, organizations must move beyond rigid job structures and invest in continuous learning and career growth opportunities
influence at all levels and have the ability to navigate change with confidence.
Most importantly, staying curious and open to learning is key. The workplace is constantly evolving, and the best leaders don’t just react to change, they also anticipate it, drive it, and help others navigate it. By keeping people at the center of our work, we can help shape the future of work, not just keep up with it.
How do you see the HR function evolving in the next 5-10 years, and what trends or technologies do you think will shape the industry?
The HR function is evolving fast because, honestly, it has to. Since 2020, the workplace has been in a constant state of change, and HR has had to adapt just to keep up. Anyone who’s been in this field for a while knows the long-
Whether it’s through conversations about leadership, inclusion, or workplace culture, my goal is to spark something in others
standing struggle of trying to secure a true seat at the table and be seen as business partners. But in the next 5-10 years, I see HR becoming more strategic, data-driven, and employee-centric than ever. It’s time to move beyond the outdated reputation of being the "policy police" and step fully into our roles as business leaders that are shaping culture, driving performance, and ensuring that people feel valued and included.
One of the biggest game-changers? AI and automation. I know, I know. Everyone’s tired of hearing about AI. But the reality is, we can’t ignore it. When used effectively, AI has the potential to take tedious administrative tasks off HR’s plate, allowing us to focus on what really matters which is developing people, fostering meaningful connections, and creating workplaces where employees can truly thrive.
Another major shift? A greater emphasis on skills over job titles. Traditional career paths are evolving, and companies will need to rethink how they approach internal mobility and upskilling. To attract and retain top talent, organizations must move beyond rigid job structures and invest in continuous learning and career growth opportunities.
HR is at a pivotal moment. The next decade will determine whether we evolve into the business leaders we’ve been fighting to be or stay stuck in old ways of working.
Can you share your thoughts on the importance of diversity, equity, and inclusion (DEI) in the workplace, and how HR professionals can support DEI initiatives?
HR professionals are in a uniquely challenging position right now, especially when it comes
to DEI. The conversation has become more polarized, and for some, there’s pressure to pull back.
No matter where people stand on the topic, we can all agree on one thing: hiring should be fair, leadership opportunities should be accessible, and company culture should foster a sense of inclusion for everyone. When we focus on these shared goals, we move past division and toward meaningful, lasting change.
At the end of the day, valuing people isn’t controversial. It’s just good leadership.
How do you approach talent management, and what strategies do you use to attract, retain, and develop top talent?
Talent management isn’t just about hiring great people. It’s about making sure they don’t run for the exits six months later at high speed. To attract top talent, companies must go beyond job postings and showcase a culture of growth, inclusion, and purpose. Show what makes their culture exciting to work for (spoiler: it shouldn’t be the free coffee & doughnuts). Retention comes down to engagement. The bottom line is employees stay where they feel valued, heard, and have room to grow. Strong leadership, meaningful work, and continuous learning make all the difference. By investing in upskilling, mentorship, and internal mobility, organizations can nurture talent from within and create a place where people want to do their best work.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to my husband, Patrick. Without his friendship, kindness, and unwavering
support, I don’t know where I would be. He has given me the space to figure things out, encouraged me to grow into my light, and been my steady foundation through every challenge and success.
Beyond my family, the mentorship, support, and encouragement I’ve received from the leaders in my communities like HR Tampa and Institute for Diversity Certification (IDC) have been instrumental to my growth and reminded me of my strengths even when I doubted myself. Every lesson, every tough conversation, and every moment of support has played a role in shaping the person and professional I am today. That’s why I’m so passionate about paying it forward—because when someone believes in you before you fully believe in yourself, it can change everything.
Can you discuss the importance of self-care and burnout prevention for HR professionals, and how you prioritize your own well-being in your work?
Self-care and burnout prevention aren’t just important for HR professionals. They’re essential for survival for anyone who has a job and multiple things happen in their life at once (family, school, etc). Specifically in HR, we spend so much time supporting others, solving problems, and putting out fires that it’s easy to forget about our own well-being. But the truth is, if we’re running on empty, we can’t show up as the leaders our people need.
For me, prioritizing self-care means setting boundaries, learning to say no (which is still very much a work in progress!), and making time for things that give me energy. Whether that’s
traveling, spending time with loved ones, or just unplugging when needed. I’ve also learned that asking for help isn’t a weakness; it’s necessary. Having a strong support system, both personally and professionally, makes all the difference.
HR is a demanding field, and burnout is real. But if we’re going to advocate for employee well-being, we have to model it ourselves. Taking care of ourselves isn’t selfish in the slightest. It’s what allows us to keep making an impact and show up as our best selves for others.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
Over the next 5-10 years, I want to continue making a meaningful impact by helping people see their own potential in ways they may not have recognized before. Whether it’s through conversations about leadership, inclusion, or workplace culture, my goal is to spark something in others. Helping them create careers that truly fulfill them and step into the confidence they deserve.
I plan to get there by staying deeply engaged in my community. Through speaking, mentorship, and building platforms that educate and inspire. Writing a book on burnout and workplace well-being is also high on my list because too many people feel stuck in cycles of stress without realizing there’s another way. I want to shift that narrative and help people reclaim joy in their work.
Beyond that, I want to keep challenging myself. Taking on leadership opportunities, driving innovation in HR, and making sure the work I do leaves a lasting impact. Real growth
For aspiring HR professionals looking to make a meaningful impact, my biggest piece of advice is this: HR is about people, not just policies
happens when we lean into discomfort, so I’m committed to pushing boundaries, taking bold steps, and saying yes to opportunities that align with my mission to uplift, inform, and ignite passion in others.
What advice would you give to aspiring HR professionals looking to make a meaningful impact?
For aspiring HR professionals looking to make a meaningful impact, my biggest piece of advice is this: HR is about people, not just policies. Yes, you need to understand compliance, benefits, and all the technical aspects, but what truly sets great HR leaders apart is their ability to connect, listen, and advocate for both employees and the business.
Be curious. Ask questions. Never stop learning. The workplace is evolving fast, and the best HR professionals are the ones who stay adaptable and open to change. Find mentors, build your network, and surround yourself with people who challenge and inspire you.
Also, don’t be afraid to take up space. HR has fought for a seat at the table for a long time, and you belong there. Speak up, bring solutions, and show how HR drives business success. And most importantly. Take care of yourself. This field can be demanding. Prioritize your own well-being so you can continue making an impact on others.
Being in HR is an opportunity to shape workplaces and change lives. Lean into that, and you’ll make a difference.
A Trailblazer in Sales and Leadership
Brittany Scott, VP of Sales, Zenwork
Hi Brittany. What inspired you to pursue a career in sales and leadership, and what motivates you to continue in this field?
I once had a mentor tell me that what you think your dream is today, might not be your dream tomorrow. Pivots happen all the time during your life, and I was fortunate to have one of these pivots. I originally thought I would go into a career in music but here I am almost 18 years later living a fulfilling life in leadership and sales. I’ve had many people along the way support me and encourage me to take leaps of
faith when it came to my career, and for that I am fortunate. This is what truly motivates me to continue in this field, and my life goal is to leave a legacy of leaders by inspiring one individual at a time.
Can you share your insights on the importance of diversity, equity, and inclusion in the workplace, particularly in the tech industry?
DEI is so imperative to help grow and diversify the culture of the organization. In my previous organization, I founded the Women in Tech
DEI is so imperative to help grow and diversify the culture of the organization
Brittany Scott serves as Vice President of Sales for Zenwork, through its Tax1099 and Compliancely brands, is a fast-growing digital tax compliance and regulatory reporting technology company, with 10+ years of experience powering informational tax returns and compliance checks on behalf of its customer base. At her previous position, as VP of SMB Sales at KnowBe4, she was able to work her way quickly up the ranks and contributed to the accomplishment of the organization going public in April 2021 and an exit to Vista Partners in 2023.
Brittany has won awards for her contributions to KnowBe4’s sales success, including being a 3x Stevie Award for Woman of the Year in Sales – Silver & Bronze Winner and is a recipient of the SVUS Women in Business and Professions World Awards – Silver Winner.
Brittany was recognized by Women We Admire as Tampa's Top 50 Women Leaders of 2023, 2024 & 2025. Brittany was honored with a Global Recognition Award in 2024 for her commitment to leadership by her focus on emotional intelligence and creating a positive, supportive environment. Additionally, she was awarded the #GirlsClub Mentor of the Year, in recognition of her work coaching women in sales to move into leadership positions.
In 2023, Globee awarded her the Gold Business Role Model of the Year. She holds a master's degree in business administration from Johnson and Wales University and an undergraduate degree in hospitality management from Indiana University of Pennsylvania. Recently, in an exclusive interview with CXO Outlook Magazine, Brittany shared insights on the importance of diversity, equity, and inclusion in the workplace, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
It may sound simple but having gratitude and being grateful of the opportunities you have is so imperative to becoming successful
Employee Resource Group and was able to meet with passionate women and allies to help motivate and inspire women to go into STEM careers. There is a huge disparity in both women in technology as well as women in leadership positions and my goal is to continue leaving a positive imprint on those wonderful individuals, I get the opportunity to cross paths with.
How do you approach mentorship and supporting the growth and development of women in sales and leadership positions?
I absolutely adore this question. The biggest thing you can do for yourself is to learn about emotional intelligence to have the selfawareness of what your strengths and skillsets are, while having the social awareness to bring out the best of those around you. I approach mentorship from an EQ perspective, truly getting to know my people and what their “why” is. Understanding what drives them, is the first step to developing a professional development plan that is unique to that individual.
You have been a recipient of prestigious awards and recognitions over the course of your career including being recognized as one of the Top 50 Women Leaders of Tampa for 2025, 2024 Global Recognition Award for Outstanding Leadership and Mentoring. Our readers would love to know the secret mantra behind your success. It may sound simple but having gratitude and being grateful of the opportunities you have is so imperative to becoming successful. It is so easy to get lost in the shuffle of chasing a title or an award, that we forget to have gratitude
for everything we currently have in life. I also believe in being true to who you are at your core,
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
John Maxwell. He is an introspective, EQ forward, literary genius who inspired me to be the leader I am today. If you haven’t read his books, I recommend you take a look, you won’t be disappointed.
Is there a particular person you are grateful for who helped get you to where you are?
I had an amazing advocate at my previous organization that believed in me, at one point, more than I believed in myself. He taught me what the meaning of leadership is, by continuously pushing me to break those glass ceilings that I put upon myself. Even when others questioned his advocacy of me, he ignored the naysayers, for he saw what I was truly capable of. The values that I carry today are imprints of his leadership that I wear like a badge of honor. Thank you for your invaluable knowledge and making me the leader I am today.
How do you keep your mind healthy and stay resilient?
It is imperative to check in with yourself to be that mindset warrior you aspire to be. It is so easy to get overwhelmed and let your health and wellness take a backseat. To stay resilient and have a healthy mind, one must prioritize taking time for yourself with a work-life balance. I find the best way to calm my sometimes, hectic mind, is to meditate, do things I enjoy and surround myself with those I love. Life is short,
Life is short, so don’t forget to take time for yourself while working on that amazing career of yours
so don’t forget to take time for yourself while working on that amazing career of yours.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I am embarking on my next journey by writing a book on emotional intelligence that will hopefully help and inspire others to practice self-awareness and truly getting to the core of their own “why”. Expounding upon this, I hope to one day start a sales/career consultancy to continue driving my vision and mission of creating that legacy of leaders.
What advice would you give to women who are looking to transition into leadership positions in the tech industry?
Be your true authentic self. I lost myself at the beginning of my career by trying to fit into a mold of what I thought leaders looked like. Employees appreciate self-awareness, transparency and above all extreme ownership. As Mahatma Gandhi once said, Be the change you want to see in the world”, meaning instead of waiting for others to make positive changes, take this upon yourself by embodying these values.
Pioneering Change in Wound Care Management
Julie Rhodovi, Chief Commercial Officer, Tissue Health Plus
Hi Julie. What inspired you to pursue a career in healthcare, and what motivates you to continue in this field?
The initial inspiration to pursue a career in healthcare was driven by a passion to help others. The opportunity to make meaningful differences and improving health has always been deeply fulfilling for me. I started my career working in nursing homes and immediately knew this was the population I wanted to focus on.
As I grew in my career, I found a drive for advocacy to change the pieces of healthcare that were not working. Contributing to health
initiatives and addressing disparities in healthcare access inspired me to continue pursuit.
What do you enjoy the most about your current role?
As the Chief Commercial Officer of Tissue Health Plus, I have found a position that perfectly aligns with my career journey, incorporating the lessons from my experiences, my developed passions, and my evolving leadership skills. It is an honor to contribute to the creation of an organization poised to significantly impact the lives of the patients we serve.
Learning from past mistakes, understanding their causes, and recognizing the potential for change is essential for growth in leadership roles
Julie Rhodovi is an accomplished, senior executive level professional, with healthcare strategy development, payor and government relations, and contract relations experience. Her experience includes managing contract negotiations, oversight of the cross-functional network service experience, and working with interdisciplinary management teams across the country. Ms. Rhodovi is a Certified Wound Care Associate (CWCA) with the American Board of Wound Management (ABWM) and the current treasurer with the ABWM Foundation, as a Board of Trustee. She is a founding executive member of the Post-Acute Wound and Skin Integrity Council (PAWSIC) and a Board Member on the Alliance of Wound Care Stakeholders. Ms. Rhodovi holds a master’s in business administration and is a certified six sigma lean black belt in healthcare (LBBH). Julie is the Chief Commercial Officer of Tissue Health Plus, an alternative reimbursement model specializing in wound care.
Recently, in an exclusive interview with CXO Outlook Magazine, Julie shared her professional trajectory, insights on diversity and inclusion in healthcare, personal role model, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
The team of Tissue Health Plus is, by far, the most enjoyable part of my role. Working with people with like-minding values and drive, working together to create a process and system that will put the best options forward for payers, providers, and, most importantly, the patients, is the most rewarding part of my entire career.
How do you approach leadership and management, and what qualities do you think are essential for effective leadership?
Approaching leadership and management effectively involves understanding and adapting to various styles and strategies that suit the needs of the team, organization, and situation. Learning from past mistakes, understanding their causes, and recognizing the potential for change is essential for growth in leadership roles.
As a leader, I firmly believe in assembling a team whose members possess skills that I do not, and from whom I can learn and develop. Effective leadership is characterized by leading a team that may surpass your own intelligence, and it requires humility, confidence, and strategic thinking. The key strategies I employ to excel in this approach include recognizing strengths, leading with humility, and empowering autonomy. By trusting my team to manage tasks independently, as highly capable individuals, I am able to leverage their expertise to achieve optimal outcomes.
Can you share your thoughts on the future of healthcare revenue cycle management and contract negotiations, and how you think the industry will evolve in the next 5-10 years?
There have been significant changes to the revenue cycle system of healthcare, particularly
Approaching leadership and management effectively involves understanding and adapting to various styles and strategies that suit the needs of the team, organization, and situation
affecting the Medicare population. In 2008, there was an emerging trend with Medicare Advantage gaining traction. Today, over 50% of Medicare beneficiaries are enrolled in a Medicare Advantage plan, and this number is expected to continue growing.
The growth of Medicare Advantage plans in the industry necessitates that care providers understand the process of working with these payers. This includes contract negotiation, prior authorization, and claims processing. Differences in processes can impact the overall profitability of a healthcare practice if not properly managed. While some providers view this as a challenge, it also presents opportunities. Providers can highlight the unique benefits and opportunities their healthcare practice can offer to patients during negotiations, including prevention, quality of service, and patient engagement. Engaging in the process of contracting thoughtfully can open doors for productive conversations.
Alongside Medicare Advantage, other alternative reimbursement models are experiencing growth and are projected to expand rapidly in the coming years. With the need to address rising healthcare costs, improve patient outcomes, and enhance overall efficiency in healthcare delivery, this growth has seen increased participation and regulatory support.
Over the next 5-10 years, this expansion will likely continue, shifting the focus from volume-based to value-based care. Healthcare providers will need to adapt their financial strategies to include tracking patient outcomes and quality metrics, monitoring cost-efficiency, and coordinating efforts between clinical and administrative departments. Integrating clinical data, such as patient quality and satisfaction, with
Maintaining a healthy mind involves a combination of physical, mental, and social habits that promote cognitive function and emotional well-being
financial systems will support value-based reporting and reimbursement.
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?
Addressing health disparities requires a commitment to diversity and inclusion within the healthcare sector, as these elements are essential for improving patient outcomes and fostering equitable care. A diverse healthcare workforce can better understand the unique
needs of varied patient populations, leading to more personalized and effective care. Diversity enhances cultural awareness among healthcare professionals, creating an environment where respect and the integration of patients' cultural beliefs into treatment plans are prioritized. Authentic discussions with leaders regarding diversity and inclusion are fundamental, necessitating trust, openness, and a commitment to embracing differences.
Factors such as a patient's economic stability, language barriers, access to quality education, and cultural differences can create situations in healthcare transactions that may appear as non-compliance. However, if the
patient does not understand or appreciate the rationale behind the directions provided, this can lead to barriers in treatment. Embracing diversity within healthcare provides an opportunity to address these challenges, resulting in better patient understanding and adherence to treatment plans.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
This is a challenging question, as there are numerous reasons why I would want to meet various individuals. If I could spend one hour with a famous person, it would be Michelle Obama. My reasoning is not politically motivated but rather driven by a desire to meet a strong woman who is also a mother. Being a parent has been the most significant role in my life. Balancing a demanding and active career with parenting responsibilities can be challenging. When excelling in one area, it is often difficult to maintain the same level of success in the other. This balancing act is trying, difficult, and exhausting, yet immensely fulfilling. I am proud to be the parent of strong, independent adults. Meeting someone like Michelle Obama, who has excelled in her career while being a mother in the public eye, would be incredibly inspiring.
Is there a particular person you are grateful for who helped get you to where you are?
I am grateful for my father. He was a great man, with a drive and passion to be successful and always do the right thing, even when no one was watching. He taught me how to lead with humility, put other’s needs ahead of my own,
and live life with grace, heart and hustle. He passed away in August of 2019.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Maintaining a healthy mind involves a combination of physical, mental, and social habits that promote cognitive function and emotional well-being. Strategies for keeping the mind healthy include regular exercise, a balanced diet, and adequate sleep. While working late nights and not taking time off may seem productive, it is important to prioritize sleep and personal time to enhance leadership, motivation, and overall well-being. Leading by example can motivate team members to be their best selves.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
Tissue Health Plus is poised to revolutionize healthcare delivery. My objective over the next 5-10 years is to develop this into a successful alternative reimbursement model, transforming the methods of wound care delivery and management. Achieving this will require sustained effort and ongoing advocacy for change.
What advice would you give to someone just starting their career in healthcare?
Continue progressing forward despite encountering numerous obstacles. Understand that these challenges will provide valuable learning experiences, even if they initially appear insurmountable or unproductive. Overcoming these barriers will ultimately enhance your strength and resilience.
IN MY VIEW
The Leadership Mindsets That Drive Resilient and High-Performing Teams
Paula Davis, Founder and CEO of the Stress & Resilience Institute,
Author of "Lead Well: 5 Mindsets to Engage, Retain, and Inspire Your Team"
Your new book, Lead Well, focuses on five transformative mindsets for leaders. Could you share the inspiration behind these specific mindsets and why they are crucial for today’s leaders?
The mindsets emerged from the work that I have been doing in the areas of burnout prevention and team resilience. In that work, I discovered
that leaders and teams kept voicing concerns about similar issues and problems related to team performance and stress. In that sense, creating the framework for the book was easy – the mindsets are meant to address those challenges. In addition, there are also clear macro factors that leaders need to account for today. Those factors are the post-traumatic growth many
Paula Davis JD, MAPP, is the Founder and CEO of the Stress & Resilience Institute. With 15 years of experience, she advises leaders in organizations of all sizes on improving work environments. A globally recognized expert on workplace stress, burnout prevention, and resilience, Paula left her law practice to earn a master’s degree in applied positive psychology from the University of Pennsylvania. As part of her post-graduate training, Paula was selected to be part of the UPenn faculty teaching and training resilience skills to soldiers as part of the Army’s Comprehensive Soldier and Family Fitness program.
Paula authored Beating Burnout at Work, focusing on burnout prevention through a team-based approach. Her second book, Lead Well: 5 Mindsets to Engage, Retain, & Inspire Your Team, releases February 4, 2025, outlining essential mindsets for leaders. Both books are "must-reads" by the Next Big Idea Club. Paula has shared her expertise at institutions like Harvard Law School, Wharton School Executive Education, and Princeton. She has received two distinguished teaching awards from the Medical College of Wisconsin.
In an exclusive interview with CXO Outlook Magazine, Paula delves into the five essential leadership mindsets needed to navigate today’s workplace challenges, emphasizing the importance of resilience, well-being, and engagement in high-performing teams. She highlights the connection between burnout prevention and effective leadership, sharing actionable strategies such as the “thank you plus” technique to enhance recognition and motivation. Drawing from her research and personal experiences, she also explores the evolving role of leaders in a post-pandemic world, addressing the impact of uncertainty, generational shifts, and the rise of AI on workplace culture.
Resilience is the capacity for an individual, team, leader, or organization to navigate stress, uncertainty, obstacles, and setbacks to not only bounce back but also grow from experience
experienced due to the pandemic (amplifying meaning and purpose seeking), the persistent state of uncertainty (at work and around the world), the emergence of Gen AI (driving a more human-focused approach to leading), and the needs of a multi-generational workforce.
Further, it became apparent that leaders don’t
have the right skills, tools, or frameworks to address all of this, at this moment in time, and as such often lean on legacy mindsets, one-off well-being programs, or other tactics that don’t really help solve the increased stress, burnout, and disengagement many are experiencing.
Both Lead Well and Beating Burnout at Work emphasize resilience and wellbeing. How do you see the relationship between these concepts and team performance evolving in the current work environment?
Resilience is essential to the workplace’s wellbeing and thriving. Resilience is the capacity for an individual, team, leader, or organization to navigate stress, uncertainty, obstacles, and setbacks to not only bounce back but also grow from experience. During the pandemic, workers with higher resilience scores preserved both their well-being and their ability to maintain a certain level of high performance at work. Work continues to present unexpected challenges, complexity, and uncertainty, and it’s changing at a rapid rate. Given all of that, resilience has continued to emerge as one of the skillsets most critical for workplace well-being today.
Your work emphasizes actionable tools and strategies for leaders. What is one “Tiny Noticeable Thing” (TNT) you’ve seen make a significant difference in creating sustainable productivity or team well-being?
You do not have to spend a lot of money or make big shifts in your culture to see some amazing outcomes with your teams
One TNT that is a superpower is saying a thank you “plus.” I talk about this TNT in my chapter about prioritizing what I call “sticky” recognition and mattering. Lack of recognition emerged in my work as one of the top sources of burnout and stress for people and teams. The thank you “plus” skill counters that. When you say thank you to someone (peer to peer, leader to direct report, or even up the chain), add one more sentence. That’s the “plus.” Talk about the specific strength or behavior that you saw that led to the good outcome. That plus piece is
what makes it sticky. It takes the impact out of the short positive emotion burst (which is what a thank you provides) and into the longer-term feeling of “I belong here and matter,” which is a different level of psychological fuel.
The book draws from extensive research and workshops with thousands of leaders. Could you share a particularly memorable insight or story from these workshops that helped shape the book?
I was asked to speak to a large healthcare organization about taking a more humancentered approach to leadership. My remarks were part of a yearly event this organization hosted to recognize people at all levels who were nominated by their leaders and peers for living the values of the organization. It was a rare instance where I noticed that literally everyone, regardless of job title, really had bought into the values of this organization. Everyone was really walking the talk. The positive energy was palpable, and it made me curious to explore the root causes of such a positive culture.
Leadership books often stem from deeply personal experiences or lessons. What personal or professional moment in your journey inspired you to write Lead Well?
It took me a while to come back and identify it, but I started the book talking about the story of my parents, who took a huge risk in the early 1980’s to start a business. My dad had a stable job, and my brother and I were very young, but he had a great idea and went for it. I realized that he very intentionally created a positive culture (in a tough environment – factory work), and I wanted to learn more about it. My dad’s
leadership style actually incorporated many of the mindsets I had identified, and so it was a profound moment for me to connect those dots, and to then have a conversation with my parents about that experience in a way that was different from any of the others I previously had.
As a globally recognized expert on workplace stress and burnout prevention, how do you personally practice resilience and balance while managing your responsibilities?
I try to keep my capacity for resilience as high as I can because running a business, traveling for work, and raising a young daughter creates a lot of stress. For me, I must stay connected with my friends and family. Even though I’m an introvert, I need that outlet to vent, to share, to feel uplifted, and to restore. I also need regular physical movement, usually in the form of running or kickboxing, to drain anxious mindsets. I’m also going to be a coach for my daughter’s school chapter of Girls on the Run, which will help keep me connected to sports, which is a huge stress reliever for me. I live with a lot of stress, so I really try to practice what I preach.
Lastly, what is one piece of advice or encouragement you would offer to leaders who are navigating today’s turbulent workplace dynamics?
It’s really important to know that there are very specific (and simple), evidence-based tools to help you navigate all that I’ve talked about above. You do not have to spend a lot of money or make big shifts in your culture to see some amazing outcomes with your teams. And when you do, you’ll notice that you’re more able to focus on the work that matters to you.
Empowering Teams, Enriching Organizations
Dr Adam Hickman, Vice President of Org Development at Partners FCU, The Walt Disney Company
Hi Dr. Hickman. Please tell us about your background and areas of expertise.
I’ve always been fascinated by what makes individuals and organizations tick—how leaders can unlock potential in their teams and how culture shapes outcomes. That curiosity led me down a path of studying organizational leadership in depth. I earned my Ph.D. in Organizational Leadership, where I focused on understanding how leaders, managers, and teams intersect to drive performance and engagement.
Along the way, I’ve had the privilege of partnering with executives across various
industries—tech, healthcare, finance, you name it—to help them develop stronger leadership practices. My background includes research on managerial behaviors that create highperforming teams, as well as practical, hands-on consulting where I guide leaders to align their strategies, engage their people, and ultimately deliver better results.
One of the most rewarding aspects of my career has been blending academic insights with real-world application. Whether through coaching one-on-one, facilitating workshops, or speaking in front of larger groups, I aim
My passion lies in helping people see that leadership isn’t just a title; it’s a mindset and a skill set that can transform an entire workplace
Dr. Adam Hickman is an accomplished business strategist, leadership coach, international speaker, and international best-selling author with a commitment to empowering teams and individuals to reach their full potential. With a background in organizational psychology and experience working with global enterprises, he brings unique insights into building cohesive workplace cultures. Driven by curiosity, Adam continuously researches innovative methods to enhance productivity, engagement, and well-being. A sought-after consultant, he partners with clients to develop tailored solutions that foster both personal and organizational growth. Beyond his professional pursuits, Adam is a proud father, husband, world traveler, and lifelong learner dedicated to creating meaningful change worldwide. Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Hickman shared his professional trajectory, insights on the most significant opportunities and challenges facing the HR and organizational development field today, the secret sauce behind his success, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Every day is a fresh opportunity to help someone see further and aim higher—and that’s what keeps me excited to do it all again tomorrow
to demystify the science of leadership so that it becomes actionable for every level of an organization.
My areas of expertise revolve around leadership development, team engagement, and organizational culture. I delve into topics such as how to build trust, measure and improve engagement, and create an environment where people genuinely want to bring their best selves to work. I’ve conducted extensive research on how managerial coaching can improve both performance and retention, and I love sharing those findings to spark meaningful change.
In essence, my passion lies in helping people see that leadership isn’t just a title; it’s a mindset and a skill set that can transform an entire workplace. Whether it’s through research, consulting, or teaching, I’m driven by the idea that everyone can grow as a leader—and that organizations thrive when they invest in making that a reality.
What do you enjoy the most about your current role?
I’ve always been driven by a fascination with how people work—their mindsets, their motivations, and how they connect with one another to achieve greatness. When I step into my office each morning, I feel a surge of energy knowing that my role lets me channel that fascination into something deeply impactful.
What do I enjoy most about my current position? First and foremost, it’s the opportunity to guide leaders toward the best version of themselves. I get to sit down with executives, team leads, and individual contributors— each one with a unique background and perspective—and help them see a clear path
forward. Every conversation is a chance to discover a new insight or a strength they never recognized in themselves. It’s a bit like being both a detective and a coach: I uncover clues about what makes them tick, and then we co-create strategies for success. Watching that “aha” moment spark in someone’s eyes— when they realize their potential—is the highlight of my day.
Collaboration is another aspect I cherish. I work alongside an incredible team of passionate, talented people who challenge my thinking and inspire me to keep growing. Whether we’re brainstorming solutions for a client or exploring new ways to interpret data, there’s a buzz of creativity in the air that keeps me on my toes. Everyone brings their own specialty to the table, yet we share a unified goal: unlocking possibilities for the organizations and people we serve.
Finally, I love that my work is never static. One day, I might be poring over research to uncover emerging trends in workplace engagement. The next, I’m in a boardroom, helping a leadership team map out a strategy for stronger collaboration. It’s a role that demands continuous learning—and that’s thrilling to me. I’m constantly evolving, just like the world around us, and there’s always a new insight waiting to be discovered.
In essence, the most rewarding part of my current role is seeing firsthand how practical research, thoughtful coaching, and genuine human connection can transform lives and workplaces. Every day is a fresh opportunity to help someone see further and aim higher— and that’s what keeps me excited to do it all again tomorrow.
What do you think are the most significant opportunities and challenges facing the HR and organizational development field today?
I remember the moment I first realized that HR and organizational development weren’t just support functions but genuine catalysts for driving performance and shaping workplace culture. It was early in my career, and I had been invited to sit in on a leadership meeting where we were discussing employee engagement data. The numbers on the page seemed so impersonal at first—percentages, benchmarks, statistical comparisons. But in that meeting, I watched executives wrestle with the data in real time. Suddenly, those metrics transformed into real people with real needs, aspirations, and concerns.
That experience cemented my belief that HR and organizational development professionals have a responsibility—and an incredible opportunity—to help organizations see their people not as resources but as partners in achieving shared goals. Looking at the field today, I see several opportunities and challenges that feel more pressing and more promising than ever:
1. Embracing Technology and Data Analytics
One of the biggest opportunities is how data can be harnessed to guide decision-making. We now have tools that measure everything from engagement and well-being to skill sets and productivity. It’s a watershed moment: The insights from this data can inform hiring, succession planning, and workforce development strategies like never before. But
there’s a challenge too. With so many platforms available—employee engagement software, learning management systems, productivity trackers—leaders can experience data overload. Making sense of it all requires HR to build new analytical capabilities and cultivate a “storytelling” approach, bridging the gap between raw metrics and meaningful action.
2. Designing Employee Experiences That Foster Engagement
Throughout my work, one of the core truths I keep coming back to is that engaged employees drive business performance. They are the difference between a high-functioning, innovative culture and one bogged down by turnover and disengagement. But employee experience isn’t a simple checklist; it’s a holistic, ongoing process. From onboarding and career development to daily recognition
and meaningful work, HR and organizational development professionals must orchestrate experiences that connect employees to their purpose within the organization. The challenge lies in keeping these efforts genuine. Employees quickly see through token gestures, so any initiative must be rooted in authentic commitment from leadership and aligned with the organization’s core values.
3. Navigating the Hybrid and Remote Work Era
The recent pivot to hybrid and remote working arrangements has opened up a world of possibilities for both organizations and employees. Geographical boundaries have expanded, allowing talent to come from a broader pool. Leaders have found themselves rethinking what “face time” really means— productivity can no longer be measured solely
The recent pivot to hybrid and remote working arrangements has opened up a world of possibilities for both organizations and employees
by someone’s presence in an office. While these shifts open the door to flexibility and a more diverse workforce, they also present challenges in maintaining culture, ensuring equitable opportunities for remote and on-site workers, and keeping communication channels open and inclusive. HR and OD professionals must innovate policies and practices that balance flexibility, accountability, and a sense of belonging among all team members.
4. Prioritizing Inclusion and Diversity as Strategic Imperatives
Diversity, equity, and inclusion (DEI) can’t be an afterthought or a PR exercise—it must be fully embedded into every part of the employee lifecycle. When an organization fosters a culture of inclusion, it taps into the full potential of its workforce. It’s not only the right thing to do socially; it drives better decisionmaking, problem-solving, and performance outcomes. The challenge is that genuine inclusion requires systemic change, from how you source candidates and conduct interviews
to how you create leadership pipelines and evaluate performance. The opportunity is just as significant: By building equitable systems, organizations can become magnets for top talent and enjoy a more innovative and resilient culture.
5. Upskilling Leaders to Thrive in Continuous Change
Leadership, in many ways, sets the tone. Traditional leadership development models often focus on strategy, vision, and decision-making. While these remain critical, the ever-evolving workplace demands a broader skill set: emotional intelligence, adaptability, coaching ability, and a deep understanding of how to inspire a diverse, global workforce. Opportunities abound for HR and OD specialists to create programs that equip leaders to manage change effectively and keep employees engaged. The main challenge I see is time—leaders are under constant pressure to deliver results, leaving little room for continuous learning. Organizations must carve out space and resources for leadership development if they want to thrive amid constant disruption.
6. Creating Cultures of Well-Being and Resilience
Finally, the human side of work has never been more important. Stress, burnout, and mental health challenges can undercut even the most innovative initiatives and strategies. If people don’t have the physical, mental, and emotional energy to perform, everything else collapses. Organizations that invest in holistic well-being programs—covering mental health support, physical health resources, and financial wellness—are seeing better engagement, lower turnover, and higher productivity. The challenge is ensuring these programs are not just a boxchecking exercise but are truly integrated into daily work life and leadership behavior.
When I look at all these opportunities and challenges, I’m optimistic. We’re at a unique point in history where HR and organizational development professionals are at the table, influencing strategy and driving meaningful change. By leveraging data thoughtfully, designing employee experiences that resonate, building inclusive cultures, and investing in the ongoing development and well-being of people, HR can play a foundational role in shaping the future of work.
I’ve seen firsthand the transformative power of aligned and strategic HR and OD practices— and I’m convinced that if we embrace our role as catalysts for growth and culture, we’ll not only tackle today’s challenges but also unlock incredible potential for individuals and organizations alike.
What insights can you share on the importance of continuing education and training throughout an organization, and how do you prioritize these efforts?
I recall a project where a fast-growing company had neglected its training infrastructure in its race to scale. Employees found themselves unprepared for new responsibilities, and leaders were overwhelmed by unfamiliar demands. Watching that unfold reinforced my conviction that continuing education isn’t a peripheral perk; it’s a strategic necessity for resilience and innovation.
To integrate training effectively, tie learning directly to business outcomes—make it clear how each new skill advances the organization’s goals. Build a culture of continuous development from the top, with leaders visibly championing their own learning journeys. Tailor programs to specific roles and needs, ensuring real-world relevance, and measure results to refine approaches over time. Above all, prioritize learning in strategic planning and budgets. By weaving education into the daily fabric of work, organizations empower employees to adapt, grow, and consistently push performance to new heights.
How do you approach leadership and management, and what qualities do you think are essential for effective leadership?
I’ve always believed that leadership is as much about creating the right environment for people to thrive as it is about achieving results. Early in my career, I found myself fascinated by what motivates teams—why some leaders could inspire and energize their people, while others, despite having considerable knowledge and resources, struggled to drive long-term engagement. That curiosity led me to immerse myself in the study of leadership principles and,
ultimately, to form my own philosophy on how to guide and develop others.
When I step into a leadership role, my first priority is always to build a foundation of trust. Trust, in my experience, is the currency of any successful team dynamic; without it, even the most talented group of individuals can falter. I look for ways to create an open dialogue—whether that means weekly oneon-ones, team huddles, or structured feedback sessions. The goal is never just to instruct but to listen, understand the nuances of each person’s strengths, and figure out how best to align individual passions with collective objectives.
In tandem with trust, I place tremendous value on clarity. Teams perform best when they know exactly what the objectives are and why those objectives matter. Sharing that vision—and the rationale behind it—
allows people to see the bigger picture and understand where they fit in. It doesn’t matter if the goal is to increase revenue, develop a new product, or shift organizational culture; clarity of purpose helps everyone focus on the real prize rather than getting lost in busywork or conflicting priorities.
Another hallmark of my approach is constant investment in people. My personal philosophy has always been that leadership is fundamentally about empowerment. It’s in teaching, coaching, and growing others that we discover the true impact of leadership. Whether through formal mentorship programs, skillbuilding workshops, or simply taking time to ask, “What do you need to succeed?”—I try to make it a continuous practice to develop potential. People stay engaged when they see a path for their own growth, and they
As a leader, it’s important to model adaptability: to pivot when circumstances demand it, to communicate changes transparently, and to rally the team around new solutions
take pride in contributing to something larger than themselves.
I also believe resilience is essential for both leaders and those they guide. No project runs perfectly, no team is without conflict, and external challenges can appear at any moment.
As a leader, it’s important to model adaptability: to pivot when circumstances demand it, to communicate changes transparently, and to rally the team around new solutions. This mindset helps cultivate a culture where setbacks are seen as opportunities for learning rather than reasons to assign blame.
Ultimately, effective leadership—at least in my book—boils down to four core qualities:
1. Integrity, because trust begins with authenticity and consistency in word and deed.
2. Empathy, because every decision a leader makes affects real people, and understanding those people is the basis of genuine influence.
3. Vision, because without a clearly defined direction, even the most dedicated team can wander.
4. Resilience, because challenges are inevitable, and how we respond shapes our credibility and our outcomes.
When these qualities intersect, leaders create an environment where goals are not just reached—they’re exceeded. Teams feel inspired, people grow in their roles, and organizations evolve in ways that make a lasting impact. And that, to me, is the greatest reward of leadership: the chance to help others unlock their potential while collectively achieving something that matters.
How do you stay current with the latest research and trends in organizational development and leadership, and how do you apply this knowledge in your work?
The first time I really understood the importance of continual learning in the field of organizational development and leadership. It was early in my career, and I was in the middle of a client engagement that required me to tap into fresh research on employee engagement and leadership best practices. I realized then that staying current wasn’t just a professional requirement— it was an absolute necessity to deliver meaningful results.
Since that epiphany, I’ve built a system around tracking trends and new ideas. For starters, I make it a point to read peer-reviewed journals and publications on a regular basis. Whether it’s the latest edition of the Harvard Business Review or a newly released study on leadership styles and organizational behavior, I carve out time each week to dig into the research. It’s part of my routine—like brushing my teeth or going for a run—because I know that if I don’t prioritize it, the pace of innovation in our field will leave me behind.
I also attend conferences and professional gatherings whenever possible. There’s something about being in a room full of fellow practitioners, hearing keynote speakers discuss cutting-edge studies, and participating in workshops that sparks new ideas. Not only do I learn from the experts on stage, but I also pick up invaluable insights from casual hallway conversations. Those off-the-cuff chats often lead to collaborations or new ways of looking at a problem.
Another part of my approach is teaching and mentoring. I’ve found that one of the best ways to stay sharp is to share what I’m learning with others—whether that’s through webinars, coaching sessions, or even informal coffee chats with colleagues. When I explain complex research to someone else, it forces me to digest the material in a new way and think about how it applies in a practical setting. In that sense, teaching is a two-way street: I help others grow, and in the process, I refine my own understanding.
If there’s fresh data on remote work and productivity, I’ll incorporate those best practices into an organization’s flexible work policy recommendations
Most importantly, I don’t just gather knowledge for the sake of collecting information. I apply it. In my day-to-day work, whether I’m consulting with a leadership team that’s trying to navigate organizational change or helping a manager develop more effective coaching strategies, I bring the latest insights to the table. If a new study highlights how strengths-based development drives employee engagement, I’ll integrate those findings into the design of leadership workshops or one-on-one coaching sessions. If there’s fresh data on remote work and productivity, I’ll incorporate those best practices into an organization’s flexible work policy recommendations.
The real magic happens when research meets real-world challenges. Every client, every team, every leader is unique. By aligning new research with the specific context of each organization, I can tailor solutions that aren’t just theoretically sound but also genuinely practical and effective.
In the end, that’s what motivates me to stay on the cutting edge: the opportunity to translate knowledge into action that truly helps teams and leaders succeed. It’s not enough for me to know what the latest trends are—I need
to figure out how they can make a tangible difference in everyday work environments. That’s how I measure success, and that’s why I’m committed to a lifelong habit of learning, adapting, and applying.
You were recently recognised as one of the Top 50 Data Training & Talent Champions in HR in the U.S. 2025. Our readers would love to know the secret sauce behind your success.
I realized early on that HR data isn’t just numbers—it’s a goldmine of insights waiting to be translated into human stories. As I shifted from running basic reports to weaving analytics into broader people strategies, I saw firsthand how data could pinpoint hidden strengths, illuminate development paths, and ultimately transform entire organizations. But the true “secret sauce” is fostering a culture where everyone—from frontline managers to senior leaders—embraces curiosity and collaboration. By aligning data with genuine empathy for people’s experiences, we spark innovation, tackle challenges together, and propel talent development forward in a way that elevates everyone involved.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve been fortunate to cross paths with quite a few leaders and thinkers over the years, but one mentor who truly stands out is Jim Clifton, Gallup’s Chairman. I vividly remember my first few weeks at Gallup—nervous, excited, and eager to learn from the people who had pioneered strengths-based development. Jim was one of the leaders to take a genuine interest
in my ideas and provide me with both the resources and the freedom to explore them.
In those early days, he taught me a crucial lesson: curiosity can be your greatest asset. He never discouraged me from asking questions— no matter how basic or far-fetched they might have seemed. In fact, he encouraged it. He’d say things like never lose the wonder of what you don’t know. It’s often the pathway to truly original thinking. That mindset shaped the way I approach data, research, and client challenges even now. His support made me feel comfortable challenging conventional wisdom or approaching obstacles from unconventional angles.
That kind of mentorship wasn’t just about having a champion; it was about having someone push me to be better than I thought I could be. I learned to trust my instincts but ground them in research. I learned how to articulate big ideas in a way that inspires, rather than overwhelms. And I realized that the best mentors don’t hand you answers—they encourage you to find answers on your own and then stand by you as you see them through.
What are some of your passions outside of work? What do you like to do in your time off?
When I’m not at work—or thinking about work—you’ll typically find me doing one of two things: focusing on my fitness or spending time with my family. I’ve been married for 17 years, and my spouse and I have built a life that’s rooted in love, support, and shared ambitions. It’s incredible to look back and see how far we’ve come together, and there’s nothing quite like unwinding at home with a partner who’s been by your side for nearly two decades.
My long-term aspiration is to leave a legacy that reflects a true passion for empowering people and driving meaningful, sustainable change wherever I serve
Working out has always been a huge source of energy and mental clarity for me. Whether I’m lifting weights at the gym, going for a jog, or experimenting with a new HIIT routine, I love the feeling of pushing myself to new limits and seeing the results, both inside and out. It’s that surge of endorphins—and the satisfaction that follows a good sweat session—that reminds me of the power of consistent effort and dedication.
But if I’m not in the gym, you can bet I’m cherishing time with my family. Sometimes it’s as simple as cooking a meal together or enjoying a board game night; other times, it’s something more adventurous, like a quick weekend getaway or exploring a new local spot. These moments of laughter and togetherness are what ground me and fill me with purpose. It’s the kind of recharge that not only balances out my work life, but also sparks the best ideas and insights.
In the end, staying active and cultivating a strong family life—especially after 17 wonderful years of marriage—are the passions that keep me motivated. They bring out my best self, and that energy naturally spills over into everything I do.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
I’ve always believed that leadership isn’t just a job title, but a commitment to continuous growth—both for myself and for those who choose to walk alongside me in a shared mission. Over the years, I’ve been fortunate to serve in roles that challenged me to refine my vision, expand my empathy, and practice resilience. Each day, I strive to mold myself into the kind of leader who genuinely listens, encourages innovation, and empowers others to harness their own strengths.
Looking ahead to the next five years, I see myself evolving in several ways. First and foremost, I want to deepen my ability to cultivate high-performing teams—groups of individuals who feel trusted, inspired, and supported in taking smart risks. I believe that fostering such an environment not only drives results but also nurtures the sense of belonging that keeps people passionate about their work. By continuing to study best practices in team
development and leadership psychology, I plan to create spaces where diverse talents come together to tackle big challenges.
At the same time, I know that the modern leader must be adept at navigating uncertainty. Whether it’s leveraging new technology or adapting to shifting market trends, I want to be ahead of the curve—advising my team on strategic thinking and guiding them through changes with confidence and clarity. In five years, I envision standing at the helm of larger initiatives, shaping organizational culture, and mentoring a new generation of leaders who will carry forward the values of integrity, empathy, and innovation. Ultimately, my long-term aspiration is to leave a legacy that reflects a true passion for empowering people and driving meaningful, sustainable change wherever I serve.
One piece of advice you would like to give to aspiring professionals from your industry.
In my early days in this field, a single experience revealed what true leadership transformation looks like. A newly formed leadership team was wrestling with an untested strategic direction— equal parts excitement and trepidation filled the room. Anxiety was etched on their faces, but beneath it all, there was a steadfast belief in their people that outweighed the fear of the unknown. Something about that moment illuminated a core truth: real progress, real transformation, happens when leaders bet on their people and lead with purpose.
That foundational insight has shaped my approach ever since. Aspiring professionals in leadership development, coaching, or organizational consulting often ask me what
single piece of advice I’d give. The answer is this: Begin by deeply understanding the people you serve—long before trying to change what they do. You can’t effectively prescribe a solution without diagnosing the real problem, and you can’t diagnose a problem unless trust is built and honest conversations are welcomed.
Here’s where grit and gratitude become indispensable. Grit fuels the determination to keep asking thoughtful questions—even when answers don’t come easily—because real understanding doesn’t happen overnight. It takes persistence and resilience to push through the layers of complexity within an organization. Meanwhile, gratitude reminds you to appreciate each individual’s story and perspective, encouraging an environment where people feel genuinely seen and valued. When clients sense your sincere respect and thankfulness for their contributions, they open up in ways that drive meaningful change.
For anyone just beginning, focus on forging genuine human connections. Get to know the heartbeat of each organization: its culture, unspoken values, and the everyday realities of the people who power it. With grit, you’ll stay the course through challenges and setbacks. With gratitude, you’ll foster the positive relationships that let truth and transparency flourish. From there, the advice and strategies you offer will have a far deeper impact—one that is poised to spark lasting transformation.
Ultimately, put people at the center of your work, and watch how everything else aligns around them. Grit keeps you moving forward, and gratitude keeps you grounded. Embrace both, and you’ll be amazed at the momentum you can create in this industry.
