LEADERS
To Watch in 2025 Visionary
From “Secretary” to CEO: The Freight Boss Who Rewrote the Rules
Pg.22
The Only Question That Builds a Legacy
Pg.30
Why Smart Brands Never Sell They Storytell
Pg.38
Dr.
Dr. Moeti Motloung
The
Doctor Who Diagnoses Economies
EDITOR’S LETTER
The Architects of Prosperity
earReaders,
Trueeconomicprogressisnotmerelyamatterofbalancesheetsandstocktickers;itis built,piecebypiece,byindividualswiththeforesighttoseewhat'smissingandthe couragetocreateit.Thesearethemodernarchitectsofoursociety—theleaderswho constructresilientsystems,laythegroundworkforinnovation,andbuildpathwaystoopportunity forothers.Theyarethesubjectofourlatestspecialissue,“EconomicBuilders–TopVisionary LeaderstoWatchin2025,”wherewecelebratetheindividualswhosestrategicvisioniscreating tangible,lastingvalueinourcommunitiesandindustries.
Ourcoverstoryexemplifiesthisspiritofcreation,featuringDr.MoetiMotloung,aBoardMember oftheMaluti-A-PhofungSpecialEconomicZone(MAP-SEZ)inSouthAfrica.Hisextraordinary journeybegannotinaboardroom,butinthecrowdedwaitingroomofhissmallmedicalpractice. Seeingthephysicallimitsonthecarehecouldprovide,hedidn'tjustexpand—hebuiltanew, optimizedfacility,unknowinglylayingthefoundationforhislife'swork.Thispatternofidentifying asystemicproblemandbuildingastructuralsolutiondefinedhiscareer,frommergingracially dividedhospitalsintoasingle,efficientprovincialcomplextohiscurrentroledrivingeconomic development.Dr.Motloung'scareerisamasterclassinscalingvision,movingfromhealing individualpatientstohealingentireeconomicsystemsbybuildingtheinfrastructureforahealthier future.
Dr.Motloung'sjourneyfromaspecificdisciplinetoabroadereconomicimpactisathemethat resonatesthroughoutthisissue.Wearealsohonoredtofeaturethediversestoriesofothervisionary builders,includingGrantCardone,CEOofCardoneCapital;DawnChristine,PrincipalArchitect andCEOofhereponymousfirm;KelseyWaldrop,FounderofPotentialOnPoint;andShannon Gath,ChiefInformationOfficeratTeradyne.
Theseleadersremindusthatthestrongesteconomiesarebuiltonboldideasandtherelentlesswill tobringthemtolife.Weinviteyoutoexploretheirstoriesandbeinspiredbytheblueprintstheyare creatingforamoreprosperoustomorrow.
Sincerely,
PANKAJ GHOLAP Managing Editor
PUBLISHER
ARCHANA
VIKRAM
MANAGING
EDITOR-IN-CHIEF PANKAJ
PROJECT
PANKAJ
POONAM
CREATIVE
PRIYANKA
VISUALIZER
GRAPHIC
OMKAR
AAKASH
JAMES
MARIA
Cover Story
DR. MOETI MOTLOUNG
Cover Story
Dr. Moeti Motloung
The Doctor Who Diagnoses Economies
Motloung
Motloung
Dr. Moeti Motloung
Dr.
Board Member
Maluti-A-Phofung Special Economic Zone (MAP-SEZ)
Thewaitingroomwasalwaysfull.Intheearly daysofDr.MoetiMotloung’sprivate practice,hedidn’tbotherwithan appointmentsystem.Therhythmofthecommunityset theschedule.Peoplefromthesurroundingfarms,their daysdictatedbythesun,wouldarrivefirst,seeking careinthequiethoursofthemorning.Thelocalsfrom thetownwouldtrickleinlater,fillingtherentedrooms untilthelastpatientwasseen.Thepracticewasbusy, successfuleven,butthespacewasconstricting,a physicallimitonthecarehecouldprovide.Hesawthe bottleneck,theinefficiency,theunmetpotential.And so,hedidwhatwouldbecomethedefininginstinctof hiscareer:hedecidedtobuild.
Dr.Motloungboughtaportionoflandnexttohis practiceand,in1995,embarkedonabuildingproject. Thiswasn’tjustanexpansion;itwasareimaginingof whatalocalcliniccouldbe.Hedesignedafacilitywith fourconsultingrooms,adedicatedprocedureroom, andaseparateofficeforhimself.Hecreatedacentral blockforthereception,fillingroom,andbackoffice, optimizingtheflowofpeopleandinformation.The spacewassowell-plannedthatitgavehimenough roomtorenttoadentistandanoptometrist,creatingan impromptu,multi-disciplinaryhealthhubwherenone hadexistedbefore.
Thisact,bornfromthesimpleobservationofa crowdedwaitingroom,wasthefirstnoteinalongand complexsymphonyofcreation.Itwasthemomenta medicaldoctorbegantothinklikeanarchitect,a systemsengineer,andaneconomicdeveloper.The storyofDr.MoetiMotloungisthestoryofamanwho hasspent30yearsmovingfromthemicrotothe macro,fromtreatingindividualpatientstohealing entiresystems,drivenbyarareabilitytoseenotjust theailment,buttheinfrastructureneededforacure.
TheLearningCurveofTransformation
ThesuccessofDr.Motloung’snew,efficientpractice broughtwithitanewproblem:burnout Thepractice grewtoofast,andhefoundhehadlittletimeforfamily orrelaxation.Recognizingtheneedforadifferentkind ofchallenge,onethatwouldallowhimtolearnthe languageofsystems,heappliedforaseniorexecutive roleatthelocalhospital.Thispivotfromfrontline practitionertohealthcaremanagerwasacrucialturning point,aself-prescribededucationinorganizational structure.
Innovation should drive our ambitions to reach levels of development that people never thought possible “ ”
Dr.MotloungenteredtheDepartmentofHealthduring anexcitingandhistoricallychargedperiodof transformationinSouthAfrica.Hismostmemorableand formativeexperiencewasbeingtaskedwithmergingtwo hospitalsthathadbeendividedalongraciallinesintoa single,efficientprovincialcomplex.Thiswasnotjusta logisticalchallenge;itwasadeeplyhumanand politicallysensitiveundertaking,amicrocosmofthe nation’sownjourney.
“The transformation process was a learning curve in the organization,” herecalls. “We started the change process within the first 100 days and achieved our goals and a cultural shift.” Theresultswereatestamenttohis emergingleadershipphilosophy.Thecombinedhospitals, withatotalof340bedsandfivetheatres,operatedona budgetofR100millionin1996,withafourpercent annualincrease.Despitetheimmensecomplexities,staff shortages,andbudgetconstraints,histeam “never had a disclaimer or overspent on our budget.” Dr.Motloung’s leadershipstyleduringthisperiodwas,bynecessity, transformationalandconsultative.
Dr. Motloung Dr. Motloung Dr. Motloung
Dr. Moeti Motloung
Afterthegoalsweremet,itshiftedtooneof servantleadership.Hissuccesswassoprofound andenduringthattoday,decadeslater,heserves asthe ofthe forthatvery chair hospitalboard sameprovincialhospital,guidingtheinstitution hehelpedcreate.
TheEconomicArchitect
Thisexperience—transformingfractured institutionsintocohesive,productive units—preparedhimforhismostambitiousrole yet.In2022,Dr.MotloungbecameaBoard MemberoftheMaluti-A-PhofungSpecial EconomicZone(MAP-SEZ),oneofninesuch zonespromulgatedinSouthAfricatodrive investmentandcreatejobs.Hismission expandedfromthehealthofpatientstothe economichealthofanentiredistrict,Thabo Mofutsanyane.
MAP-SEZisamasterclassinstrategic geography.Itsprimarygoalistodrivethe agro-processingandrelatedindustries, leveragingitsuniquepositionasalogisticalhub. Thezoneislocated300kilometersfromthe crucialportofDurbananditsDubePortSpecial EconomicZone,providingadirectlinktoglobal markets.ItisalsoequidistantfromJohannesburg andBloemfontein,thetwomajorcitiesofthe GautengandFreeStateprovinces,placingitat theveryheartofthecountry’seconomicinland.
Dr. Moeti Motloung
Asaboardmember,Dr.Motloung’s responsibilitiesareclear:attractandmaintain businessindustriesfortheprovince.Hisfocus isonhigh-valuesectors:pharmaceuticals, medicaldevices,clinicaltrials,andadrydockto servicethelogisticalcorridor.Heunderstands thattoattractinternationalandlocalinvestors, youmustsolvetheirbiggestproblems.“The MAPdistricthasaproblemwithwaterand electricityissues,” hestatesplainly, “which SEZ will supply to ensure its uninterrupted business operation.” Thisistheultimatevalue proposition:ahavenofstabilityinalandscapeof uncertainty,completewithtaxconcessionsand valuechainsupport.Thestrategyisworking. Thezonehasalreadyachievedsignificant businessuptakes,withthelargestbeingamajor investmentfromabaggedgoodscompany
Dr. Moeti
Moeti Motloung Moeti Motloung Moeti Motloung
TheFuturist’sPrescription
WhilehisworkwithMAP-SEZisgroundedin thetangibleworldofinfrastructureand logistics,Dr.Motloung’svisionforthefutureis decidedlydigital.HeseesSouthAfrica’s uniquegeographicalposition—atthe confluenceoftheEasternandWesternundersea cablenetworks—asapowerfuladvantagefor creatinganewparadigmof“connectedcare.”
“It can enhance medicine in unprecedented ways with an AI interface,” Dr.Motloungsays, paintingapictureofatrulyfuturistichealthcare system.Heenvisionswearabledevicesthat constantlytrackthevitalsignsofmedical schememembers,linkingthemdirectlytotheir primaryproviders.Thissystemwouldalert doctorswhentocallapatienturgentlyorwhen torenewatreatment,movingfromareactiveto aproactivemodelofcare.This,henotes,is perfectlyalignedwiththenationalinitiativeto developandmanage “care at home” forcertain patients,asystemthatpromisesgreater efficiencyandpatientcomfort.Hismissionisto usebigmedicaldatatoinformhealthcare planninganddecision-makingonamassive scale,creatingasystemthatisnotjust connected,butintelligent.
TheLifelongLearner
Theabilitytooperateacrosssuchdiverseand complexfields,fromclinicalmedicineto propertydevelopmenttonationaleconomic strategy,isnotaccidental.Itistheresultofa deliberate,lifelongcommitmenttolearning. Dr.Motloung’scareerhasbeenpunctuatedby thepursuitofknowledge,witheachnew credentialaddinganothertooltohis formidableintellectualtoolkit.Heholdsan ExecutiveMBAfromHultInternational BusinessSchool,aProjectManagement certificate,andaDiplomainProperty Development.Healsoclarifiesthatwhilehe completedthecourseworkforaMasterof MedicalLawandaseparateMBA,he doesnotholdthefinaldegrees.Theacademic transcriptsfromthesestudieswere,however, acceptedforhisenrollmentintothe EMBAprogram.
“I have always been keen to try new ways of doing things and follow them up with a proper educational background to correct any mishaps and future endeavors,” Dr.Motloungexplains. Sometimeshelearnsandthenputsitinto practice;othertimes,heputssomethinginto practiceandthenseeksouttheeducationto refineandperfectit.Thissymbioticrelationship betweenactionandeducationisthekeytohis adaptability.It’showhenavigatesthe high-pressureenvironmentsandcomplex decision-makinglandscapesthatdefinehis work.Hisframeworkisclear:identifytheneed forchange,setcleargoals,bringallstakeholders onboard,settimelimits,andconstantly measureprogress,correctingfordeviations alongtheway
ALegacyofAccess
Whenhelookstothefuture,Dr.Motloung’s visioncomesfullcircle,returningtotheconcept hefirstbroughttolifewithhisprivatepracticein 1995.Hehasalreadycreatedaone-stopservice center,bringingtogetherahostofauxiliary healthcareproviders—dentists, ophthalmologists,speechtherapists, audiologists,physiotherapists,psychologists, dietitians,andpodiatrists.Thenextphaseisto growthishub,addingmoredoctors,extending thehourstobeopensevendaysaweek,and incorporatinganon-sitepharmacy
Thisprojectisdrivenbythesameimpulsethat ledhimtobuildhisfirstclinic:adesireto providecomprehensive,accessiblecaretohis community. “The area I currently service is the previously underserved region of town,” Dr.Motloungsays, “where people never thought they would have access to a podiatrist in their lifetime.”
Thisisthecoreofhisphilosophy.Whetherheis buildingaclinic,transformingahospital,or shapinganationaleconomiczone,thegoalisthe same. “Innovation should drive our ambitions to reach levels of development that people never thought possible,” hedeclares. “It becomes the inspiration for the generation that is watching life unfold before their eyes. This inspiration will drive others to reach their full potential in life.”
Dr. Moeti Motloung
Havinglearnedthehardlessonsofburnoutearlyinhiscareer, Dr.Motloungnowapproacheshisworkwithasenseofbalance. Hehasimplementeduniformholidaysforhisstaffanduseslocum doctorstoensurehehastimeforhisownpassions:golfingand traveling,pursuitsforwhichhesetsasidededicatedtimeatthe beginningofeachyear.Heisamanwhounderstandsthattobuildfor thelongterm,youmustalsobuildalifethatissustainable.Froma single,crowdedwaitingroom,Dr.MoetiMotlounghasbuiltan extraordinarycareer,andhisworkcontinuestobuildahealthier,more prosperousfutureforhiscommunityandhiscountry.
Principal Architect and Chief Executive Officer
Dawn Christine
Building an Architectural Practice on Experiential Design and Balanced Leadership
Successinthefieldofarchitecturedemandsa skillfulnavigationbetweenartisticvisionandthe practicalrealitiesofbusinessmanagement.Firms mustnotonlyproducecompellingdesignsbutalsooperate efficiently,manageclientrelationshipseffectively,and adapttoevolvingmarketdemands.DawnChristine, PrincipalArchitectandChiefExecutiveOfficerofDawn Christine,ArchitectPLLC,leadsapracticethat demonstratesaconsciousefforttomasterthisbalance.With overtwodecadesinthefield,includingmorethantenyears leadingherownfirm,Ms.Christinehascultivateda practicespecializinginhigh-designprojectsnotedfor artistryandcreativity,whileimplementingspecific strategiesforoperationalstabilityandgrowth.
Thisanalysiswillreviewtheoriginsofthefirm,its differentiatingdesignphilosophy,Ms.Christine’sleadership approach,keystrategicinitiatives,andhermethodsfor managingtheinherenttensionbetweencreativeexploration andbusinesspragmatism.
TheGenesisoftheFirm:ADriveforDesignAuthority
DawnChristine’sdecisiontoestablishherownpractice stemmedfromadesireforgreatercreativecontroland designleadership.Aftergaining15yearsofexperience workingforanotherfemalearchitectinRaleigh (specifically,MegMcLaurinAIAfrom2002to approximately2012),andaftersittingforherlicensing
exams,shereachedapointwhereshesoughttomakethe primarydesigndecisionsherself.Apivotalconversation occurredwhenherthen-bossindicatedanunwillingnessto delegateprojectdesignleadership.Thiscatalystprompted Ms.Christinetolaunchherownventure.
Shestartedthefirmfromherresidence,initiallyoperating outofthediningroomofher1400-square-foothouse Notably,sheundertookthisentrepreneurialstepasasingle motherraisingthreechildren,acircumstancethat profoundlyinfluencedhersubsequentapproachto leadershipandworkculture.Thisoriginstoryhighlightsa decisivemovetowardsprofessionalautonomydrivenbya clearvisionfordesignexecution.
DefiningtheNiche:The“ExperientialArchitect”
DawnChristine,ArchitectPLLCdistinguishesitself throughaspecificdesignphilosophyMs.Christineterms “experientialarchitecture.”Whileacknowledgingthe importanceofformandfunction–theexternalappearance andpracticalutilityofabuilding–herapproachextends further.Sheemphasizesdesigningfromtheinsideout, focusingonhowindividualsinteractwithandexperiencea spaceemotionallyandpsychologically
“Ithinkaboutarchitecturenotonlyfromtheoutsidebut alsofromtheinside,”sheexplains.“It’saboutcreatingan iconicexperience.”
Thecoreobjectivemovesbeyondaestheticsorutilityto considerhowthedesignedenvironmentcanpositivelyimpact occupants’mindsets,elevatetheirdailyexperience,and potentiallyinspireconnection,motivation,orpersonalgrowth. Thisphilosophyaimstoimbuethefirm’s projects–bothresidentialandcommercial–withadeeper levelofimpact,providingadistinctvaluepropositionfor clientsseekingmorethanjustfunctionalstructures.
OperationalPillars:Leadership,StrategicBalance,and DualExpertise
Thefirm’soperationsappeargroundedinseveralkey principleschampionedbyMs.Christine:
· LeadershipStyle:Ms.Christinedescribesherapproachas leadingbyexample,emphasizingawillingnesstoundertake anytasksheasksofherstaff.Shecharacterizesherstyleas “gentlebutfirm.”Thishasfacilitatedmanagingadiverseteam, withpastandpresentcollaborationsinvolvingprofessionals fromvariousculturalbackgrounds(includingChinese, Hispanic,MiddleEastern,Serbian,andAmerican).She activelyfostersasupportive,“family-likekinship”among staff,attributingtheteam’scohesiontothisleadership approach.Furthermore,hercommitmenttowork-lifebalance, bornfromherownexperiences,translatesintooffering flexibilitytoheremployees,whichsheconsidersasignificant accomplishmentincreatingapositiveworkenvironment.Her open-doorpolicyandconstantcoordinationwiththeteam underscoreahands-onleadershippresence.
· BalancingCreativityandStability:Ms.Christine acknowledgestheinherentchallengeinthecreativefieldsof balancinginnovationwithoperationalstability.Sheidentifies herselfasinherentlycreativebutpossessesastronginstinctfor gaugingappropriatelevelsofrisk.Unlikearchitectswhomay stagnateduetofearoffailure,sheexpressesconfidencein pushingdesignboundarieswhileunderstandinglimitations. Thisself-awareness,coupledwithabeliefinherabilityto “figureitout,”enablescalculatedrisk-takingandcontinuous innovationwithoutjeopardizingthefirm’sstability.
· ArtistandEngineerDuality:Ms.Christineviewsher abilitytooperateeffectivelyasbothan“artist”andan “engineer”withinthearchitecturalprocessasacorestrength. Sheseamlesslyshiftsbetweenconceptualdesign(theartistic vision)andthetechnical,analyticalaspectsofexecution.She believesmasteringbothfacetsatahighlevelprovidesa competitiveadvantage,allowingthefirmtopursueambitious creativegoalswhilemaintainingthestructuralintegrityand financialviabilitynecessaryforprofitableoperation.
StrategicGrowthInitiatives:ExpandingServiceand Reach
DawnChristine,ArchitectPLLCdemonstratesa proactiveapproachtogrowthandserviceinnovation throughseveralrecentinitiatives:
· VirtualReality(VR)Experience:Thefirmis implementingVRtechnologytoallowclientstoimmerse themselvesinproposeddesignsbeforeconstruction begins.Ms.Christinehighlightsthebusinessbenefit:VR helpsclientsbetterunderstandthescaleandfeelofa space,empoweringthemtomakemoreinformeddesign decisionsandpotentiallystreamliningtheapproval process.
· “DesignTalk”YouTubeChannel:Thisinitiative functionsasacontentmarketingandeducational platform.Thechannelaimstodemystifythedesign processforpotentialclientsbydocumentingcurrent projects,featuringwalkthroughswithbuildersand clients,anddiscussingdesignprinciples.Italso showcasesthefirm’sglobalperspective,usingexamples likeatriptoNewZealandtoillustratehowlandscape, architecture,andcommunityinformexperientialdesign. Ms.Christineinvolvesherdaughtersinthisproject.
· TheCrossPacificDesignGroup:Thisrepresentsa targetedinternationalexpansioneffort.Identifyingan opportunitybasedonherpersonalaffinityforNew Zealand,Ms.Christineestablishedacollaborativegroup involvinganetworkofarchitects,builders,andengineers inNewZealand.Thisentityprovidesastreamlined processforAmericanclientswishingtobuildthere, allowingthemtoworkwithMs.Christine’sUS-based firmfordesign,whichisthentranslatedtomeetNew Zealand’sstandardsandcodesbythelocalpartners.
Theseinitiativesindicateastrategicfocusonenhancing clientexperience(VR),buildingbrandauthorityand educatingthemarket(YouTube),andexpanding geographicreachthroughstructuredcollaboration(Cross Pacific).
BuildingCapability:Hands-OnTalentDevelopment
Ms.Christineemploysahands-onapproachtonurturing talentwithinherfirm.Sheactivelyparticipatesindaily operations,providingdirectguidanceandsupport toherteamthroughouttheprojectdesignand productionphases.
Regularweeklymeetingsensurealignment,whileher consistentlyopenofficedoorfacilitatescontinuous communicationandproblem-solving.
Mentorshipisdescribedasanactive,ongoingprocess integratedintoprojectwork.Ms.Christineadaptsher guidancetoeachteammember’sspecificneedsand professionalaspirations.Examplesincludeassistinga licensedarchitectfromtheMiddleEastwithnavigatingUS citizenshiprequirements.Herstated“innatesenseofwanting tohelppeople,”extendingeventocheckinginwithunhired interviewees,fostersaculturewhereindividualgrowthis prioritized.Sheinveststimeinunderstandingteammembers’ interestsandprovidesopportunitiesforprofessional development,viewingmentorshipasacornerstoneofher leadership.
NavigatingChallenges:ResilienceandStrategicResponse
Launchingandgrowingthefirmpresentedsignificant challenges,particularlygivenMs.Christine’sinitial circumstancesasasingleparentwithlimitedfinancial resources.Shefacedtheinherentvolatilityofthearchitecture industry,financialuncertainty,operationalhurdles(managing workflow,finances,hiring,findingworkspace),andselfdoubt.
WhileMs.Christineattributesovercomingtheseobstacles significantlytoherfaithandspiritualguidance(citingspecific inspirationslikethesong“WalkonWater”andthebiblical storyofMoses),fromabusinessperspective,heractions demonstrateconsiderableresilienceandstrategicadaptation. Sheaddressedearlycommunicationissuesstemmingfrom word-of-mouthreferralsbyimplementingclearercontracts. Shemanagedfinancialpressuresthroughadiligentfocuson operationalefficiency.Shenavigatedtheunknownsof entrepreneurshipthroughpersistenceandcalculatedrisktaking.Thisperiodunderscoresherabilitytomaintainfocus andmakecriticaldecisionsunderpressure.
RecognitionandFoundationalExpertise
Ms.Christine’sworkhasgainedrecognition,including selectionforMarquisWho’sWho,basedonfactorslike position,accomplishments,andprominence.Heracademic backgroundincludesaMasterofArchitecturefromNorth CarolinaStateUniversityandabachelor’sdegreein designarchitecturefromtheUniversityofFlorida.Her seniorthesisfocusedontheintersectionofarchitectureand thespatialexperienceofart,providinganearlyfoundationfor her“experientialarchitect”philosophy
ShealsoholdsLEEDcertificationfrom theUSGBCTriangleChapter,indicating expertiseinsustainabledesignprinciples. Notably,Ms.Christineattributesher successsignificantlytoherabilityto effectivelyengagepotentialclientsand secureprojects,underscoringthe importancesheplacesonbusiness developmentskillsinarchitecture.
FutureOutlook:FocusedGrowthand Ambition
Currently,DawnChristineisfocusedon executingexistingcommitments, particularlyongoingdesignprojectsand theinitiativesofTheCrossPacific DesignGroup.Sheisactivelynetworking withotherarchitectsintheRaleigh-Cary areatobuildcollaborativecapacityfor tacklinglarger,morecomplexprojects, withaspecificinterestinhigh-rise designs.
Whiletheprecisetrajectoryoverthenext fivetotenyearsremainsopen,depending onthetractionofcurrentventureslike theNewZealandcollaborationandthe YouTubechannel,Ms.Christine expressesoptimismaboutthepotential forsignificantgrowth.Sheplansto expandthefirm’sphysicalpresence, particularlyfocusingongrowingan officeinFloridaduetopersonal connections.Herlong-termambition includesworkingoniconic,large-scale modernprojects,citingacityoperahouse asanexample.
FROM “SECRETARY” TO CEO
The Freight Boss Who Rewrote the Rules
Youdon’tstumbleintoaleadershiproleinamale-heavyindustry. Youtakeit.
Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.
That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.
Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.
TheJobSheTookJusttoPaytheBills
Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.
Sheneededajob.Anyjob.
Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:
Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.
It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.
Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.
TheMoveThatAlmostBrokeHer
Yearslater,Dianajoinedaformercolleague— someoneshehadmentored—athisnewfreight forwardingcompany.Sheworkedoncommissionand crushedit.
Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever.
Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”
Shekeptsayingno.
Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.
Thencamethemomentthatflippedtheswitch.
TheTitleThatLitaFire
Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary
Nothispartner.Nothisright-hand.Noteven"headof operations.”
Secretary.
Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.
Dianawenthomeandtoldherhusbandshe wasready.
TexasGlobalServicesWasBorn
Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.
Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.
Mostpeoplequitintheearlyyears.
Shedidn’t.
TheFive-YearRule
Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.
Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.
Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.
TheLessonsThatTurnEmployeesinto Owners
Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:
Trucking
· Seetheopportunityinsidethejobyouhate. Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later.
· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.
· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.
· Usedisrespectasfuel.
The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.
· Survivelongenoughtogetgoodrates. Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.
WhyHerStoryHitsDifferent
Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday.That’snotDiana’soriginstory.
Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher
Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.
IfYou’reThinkingAboutStartingYour OwnThing
Youdon’tneedtobeready Youneedtobe willing.
Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.
Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.
Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.
Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow.
Ocean Freight
Air Freight
GrantCardoneoperatesonadifferentset ofassumptions.Hedoesnotmerelybuild businesses;heconstructsanentire doctrineforsuccess,acounter-narrativetoprevailing wisdom.AsCEOofCardoneCapital,managing over$5billioninassets,andleadingsevenprivately heldcompanieswithcombinedannualrevenues reaching$750million,Cardonehasprovenhis frameworkworks.Yet,histruepowerliesnotjustin hisbalancesheets,butinhisrelentlesspursuitofa singularidea:successisnotmerelyanaspiration;it standsasaduty,anobligation,aresponsibility.This convictiondriveshiseverymove,allowinghimto commandinfluencewithaprecisionthatborderson thestrategic.
Cardoneactivelyseekstodismantletraditional thinking.Heidentifiesthe“middleclass”asa mythology,atrapsprungbyoutdatedadvice.He issuescommands:“Quitsavingmoney.Quitbuying homes.Quitborrowingforcollege.”These declarationshitlikebluntinstrumentsagainstthesoft pietiesofconventionalfinancialplanning.Heargues thatmostAmericansfindthemselvesfinanciallystuck becausetheyfollowoldrules—save,buyahouse, planforretirement,borrowforeducation.Heasserts thesestrategiessimplydonotworkanymore.Hesees asystemthat,bydesign,keepspeoplefinancially illiterate.Hismission:tore-educate.
The
ArchitectofDisruption:From
Adversityto Autonomy
Cardone’searlylifeofferednoblueprintforempire. Addictionthreatenedhistwenties.Hefacedpersonal andfinancialchallengesthatmighthavederailed others.Heovercamethem.Thisperiodforgedhis foundational“no-excuses”mindset,aresiliencehe wouldlatercodifyintohisbusinessphilosophy.
Heenteredtheautomotivesalesindustry There,he quicklybecameatopsalesperson.Heachievedthis notbyadheringtoestablishedmethods,butby creatinghisowntechniques,hisown high-performancemindset.Helearnedtodisruptthe statusquodirectly,tochallengeexistingprocesses. Thisearlysuccessrevealedafundamentaltruthto him:mostpeoplefollowestablishedpaths,evenwhen thosepathsleadtomediocrity.Hechosedisruption. Foroverthirtyyears,hehasappliedthiscutting-edge, disruptiveapproachtosales,marketing,socialmedia, andconsulting.Hehelpscompaniesexpandsales, increasetransactionprofitability,andreduceturnover byimplementingproven,industry-leadingprocesses throughmanagementandtrainingtechnology.He identifiedtheflawsinstandardpracticesandoffereda differentway
TheStrategyofScale:AmplifyingLeverage, DominatingtheLandscape
Cardone’stransitionfromsalestrainingtorealestate investingrevealsacalculatedmovetoamplify leverageanddominateadifferentkindoflandscape. Hebeganinvestinginmulti-familyrealestateinthe mid-1990s.Hisportfolionowspanseightstates, includingCalifornia,Arizona,Texas,andFlorida, encompassingover40transactions.
In2012,Cardoneexecutedamovethatdisplayedhis strategicacumen:hemadethesinglelargestprivate acquisitioninFlorida.ThisinvolvedtheHarbour Portfolio,fivepropertiesjustnorthofMiami.Cardone competedagainst38othergroups.Heprevailed.The $59millionpurchase,comprising1016units, immediatelyproducedapositivecashflowexceeding 8%annually.HeusedFannieMaedebt.His third-partymanagementteamcapitalizedonalackof newproductdevelopmentintheareaandtrending risingrents.Thisacquisitionexemplifiedhisfocuson “value-addopportunities”intertiarymarkets.
HetargetslocationsoverlookedbyREITs, seekingareaswithbarriersorlimitationsto newproductcomingtomarket.Thisstrategy allowshimtooperatewithlessdirect competition,consolidatinginfluencewhere othershesitate.
CardoneCapital,whichhefoundedin1996, servesasthevehicleforthisstrategy.It allowseverydayinvestorstopoolfundsinto large-scalepropertydeals.Hehasbuiltan extensiverealestateempire,embodyingthe philosophyhepreaches:aggressiveinvesting andleveragingdebtasagrowthstrategy This contradictstraditionalfinancialadvice,yetit underpinshiswealth.
TheGlobalClassroom:Engineering InfluenceandControllingtheNarrative
Beyondhisdirectinvestments,Cardone functionsasaprolificcontentcreatorand publicspeaker.Hehasauthoredeight businessbooks,including The 10X Rule, Sell or Be Sold,and If You’re Not First, You’re Last.Heoffersthirteenbest-sellingbusiness programs.Hecreatednegotiatingsoftware andanInteractiveVirtualSalesTraining Program.Thesetools,hestates,change people’slives.Hepromotessuccess, providingpracticaltoolsforpeopleofall professionalbackgroundstobuildtheirown economiestoward“truefreedom.”
Hehasbuiltamassivefollowingonsocial media.Millionsoffanswatchhisvideos, attendhisconferences,andusehisonline trainingplatforms.Eventslikethe10X GrowthConferenceattractthousandsof entrepreneurs,professionals,andbusiness leadersglobally.Hisdynamicpresenceand “no-excuses”philosophyhavemadehima powerfulvoiceinpersonaldevelopmentand businessgrowth.Thisisnotaccidental influence;itisengineered.Cardone understandshowtocontrolthenarrative,how toscalehismessagedirectlytoaglobal audience,bypassingtraditionalgatekeepers. Heleveragesdigitalchannelsasacommand center,disseminatinghisdoctrinewidelyand efficiently
Furthermore,hecontributesthoughtleadership througharticlesinForbes.Hehaspresentedon multipleoccasionsbeforetheCapitolHillSteering CommitteeonTelehealth.Heservedasamemberof theHIMSSPublicPolicyCommittee.Hedirectsa consultingbusiness,leadingdigitalproduct developmentanddeliveryformajorhealthcare industrycompaniesinNorthAmerica.Headvises cross-functionalstakeholdersonadvancingproduct valueandawareness,developingfeaturesthat improvemarketpenetration.Hepromotesclinical productandserviceofferingsforendcustomers. Hecoordinatescustomer-facingbusinessand technologyanalysisengagementstoidentify opportunitiesforhigh-valueproductdevelopment basedonimmediateandevolvingcustomerneeds. Hemanagesproductdevelopmentlifecyclesto ensureefficientcreationandreleaseofproductsthat generatesignificantrevenueandbuildcustomertrust. Heprioritizesmultipleconsultingandproduct developmentprojects,strategicallypositioning operationsandtechnologyresourcesaccordingto rapidlychangingbusinessgoalsandmarket demands.Hisactivities,bothdirectandadvisory, reflectasystematicapproachtoinfluenceand execution.
TheCounter-IntuitiveCommands:Offeringthe “Secret”
Cardone’smostprovocativeadvicedirectly challengescommonwisdom.Hewarnsagainst savingmoney,buyinghomes,andborrowingfor college.Hearguesthesetraditionalpathsperpetuate debtandkeepindividualsstuckinthemiddleclass.
“Themiddleclasshasbeenleftbehind,”hestates, “becausethey’vebeensavingmoneyanddoingthe rightthings—andit’snotworking.”
Instead,headvisespeopletoadoptthepracticesof thewealthy.Thisincludesusingtaxadvantagesand makingsmartinvestments.Heurgespeopleto“put moneytowork”ratherthanleavingitinsavings accounts.HecallsmostAmericansfinancially illiterate“bydesign,”arguingthatwidespread financialstrugglesstemfromsystemicissuesand outdatededucation,notindividualfailings.
Headvocatesforaradicalreorientationtoward strategiesemployedbythewealthy,including leveragingtaxadvantages,makingstrategic investments,andactivelydeployingcapital.
Hisstanceagainstborrowingforcollegetapsdirectlyinto widespreadfrustrationaboutescalatingtuitioncostsand thedubiousreturnoninvestmentmanygraduatesface. Heembodiesthephilosophyhepreaches,havingbuiltan extensiverealestateempireandavehicle(Cardone Capital)thatallowseverydayinvestorstoaccess large-scalepropertydeals.Heexemplifiesaggressive investingandthestrategicleveragingofdebtforgrowth. Hismessage,therefore,carriesweight;hehaslivedthe counter-narrative.
TheLegacyofObligation:DefiningtheMission, CreatingaMovement
Cardone’spersonaljourneyfromaddictionandfinancial hardshiptobuildingamulti-billiondollarempire reinforceshisphilosophy.Hedoesnotjustpreachsuccess; hemodelsit.Heframesthispersonalachievementnotas individualtriumph,butasablueprintotherscanfollow
Beyondhiscommercialsuccess,Cardoneactsasa philanthropistandadvocateforfinancialliteracy.Through theGrantCardoneFoundation,hesupportsunderserved youth.Heprovideseducationandmentorshipin entrepreneurshipandmoneymanagement.Hismission:to helppeoplebreakoutofthemiddle-classmindset.
Heurgesthemtoachievefinancialfreedomby“thinking andacting10Xbigger.”Whetherthroughrealestate,sales training,ormotivationalspeaking,Cardonecontinuesto inspiremillionstotakecontroloftheirfinancialfutures.
Ultimately,GrantCardonepositionssuccessasanonnegotiableduty.Hedoesnotoffergentlesuggestions;he issuesdirectives.Hisentireenterpriseservesasamassive, ongoingre-educationcampaign,designedtoreshapehow peoplethinkaboutmoney,risk,andtheirownpotential. Hecommandsinfluencenotthroughcharm,butthrough conviction,throughademonstratedabilitytobuildwealth bydefyingnorms,andthroughadirect,unvarnished deliveryofhisownprovenplaybookforprosperity.Hehas builtamovementbydefiningobligationasthepathto freedom.
THEONLYQUESTION THATBUILDSALEGACY
(While Everyone Else is Still Stuck Building a Website)
Let’sGetBrutalforaMinute.
You’renotconfused.
You’re avoiding the real question.
You’renotspinningincirclesbecauseyoudon’tknowhowto buildabrand.Orpriceyouroffers.Orwritetheperfectbiothat screams“humblegenius.”
You’respinningbecauseyou’reaskingweak,genericquestions thatkeepyourpowerdiluted.You’vegotvision-boardglitterin youreyesandyoucan’tseethedamnroad.
You’reasking:
· “WhatshouldIdo?”
· “WhatnicheshouldIpick?”
· “HowdoInotsoundtoobraggywhilealsosounding likeBeyoncé?”
You’rechasinganswerstoquestionsdesignedtokeep you small
NowI’mgoingtosaysomethingyourcoachwon’t. Thosearethequestionsthatamateursask.
Prosdon’task,“WhatshouldIdo?” Theyask,“WhatdoIwanttobeknownfor?”
Readthatagain.
ThatQuestionChangesEverything
It’sthe power seat.Itdoesn’tcarewhat’strending.It doesn’tcarewhatyourcompetitor’scharging.It doesn’tneedaCanvatemplate.
Itasksyoutostandstillforonesecondandremember: You’renotheretofitin.You’rehereto own your lane.
Andnoonecanownanythingtheyhaven’t claimed. Sohere’sthetruthnoone’sputtingonInstagram: Ifyoucan’tanswer“whatdoIwanttobeknown for?”,thennothingelsematters.
Notthelogo.Notthepackages.NottheDMstrategy Notthethree-partemailfunnel.
Becauseifyoudon’tknow why yourworkmatters,whythe hellshouldanyoneelse?
Let’sTalkAboutYou.No,Seriously
You’vebuilt,orarebuilding,somethingthatmatters.That takesguts.Butsomewherealongtheway,youstopped buildingamovementandstartedbuildingabrochure.
Youoverthinkyourpositioning.
Youwaterdownyourmessage.
Youwritecaptionsthatsoundlikeyouswallowedan inspirationalquotebookandpanickedhalfwaythrough.
Meanwhile,therealyou—theonewhohasstoriesthat couldchangelives,lessonsburnedintoherbones,anda truthonly you canspeak—iswaitingtobeinvitedtothe table.
Here’stheplottwist:Youarethedamntable.
LetMeAskYouThis:
· Whatdoyouknowfor sure aboutwhatyouoffer?
· Whatdopeoplesayaboutyouwhenyou’renotintheroom?
· Whatdoyou wish theysaid?
· Whatwouldyoufightfor,evenifnooneclapped?
Ifyoucananswerthat,youdon’tneedto“findyourniche.” Youaretheniche.
RealConfidenceIsn’tLoud.It’sClear
Whenyouownwhatyou’reheretobeknownfor:
· Yourbiowritesitself.
· Yourcontentbecomesmagnetic.
· Yourpricingstopsfeelinglikeamathtestandstartsfeeling likeaboundary
· Youstopwaitingforpermissionandstartactinglikethe leaderyoualreadyare.
Youwalkintoroomsdifferently.Youpostdifferently. Hell,youwakeupdifferently.
Becausethisisn’taboutbeingperfect.It’saboutbeing undeniable
Here’sthe3-StepClarityDetox
(Ifyou’vebeenstuckin“I-don’tknow-what-to-say”land,thispart’sfor you.)
1.KilltheMediocreQuestions.
They’redeadweight.Stopasking, “WhatshouldIdo?”and“HowdoI lookcredible?”Askinstead:
· “What’sthestoryonlyIcantell?”
· “WhatamIalreadydoingthat peoplethankmefor?”
· “WhatimpactdoIwantmyname attachedto5yearsfromnow?”
2.ClaimYourCategoryofOne.
You’renotcompeting.You’recreating. You’renotheretofitthemold.You’re heretobreakit.Soask:
· “Whatpartofmyworkisnonnegotiable?”
· “WhatamItiredofapologizing for?”
· “WhatdoIdodifferentlywithout eventrying?”
3.SpeakFromThatPlace.Always.
Stopwritinglikeastranger.Stop diluting.Stopmarketinglikeyou’re askingsomeoneoutonadate.
Startsaying,“Here’sthework. Here’swhyitmatters.Ifit’sfor you,let’sgo.”
BeingtheAuthorityIsn’taTitle.It’s aDecision.
Youdon’tneed10,000followers.You don’tneedtolooklikeanadfor ForbesWomen.Youdon’tneedto speakonfivepanels.
Youneedtostopoutsourcingyour confidencetometricsthatdon’tmatter
Yournamebelongsinroomsyouhaven’tenteredyet—butonlyifyou startusingyourvoicelikeithasadestination.
SoLet’sWrapThisUptheWayItStarted
Pullyourchaircloser
You’renot“figuringitout.”
You’re remembering who the hell you are.
You’reheretobuildsomethingbiggerthanabrand.
You’reheretobe known forsomethingthatoutlivesanysinglecampaign, post,orlaunch.
Sostopwaitingto“haveitalltogether.”
Youalreadyknowwhatyoustandfor.
Nowmakeitundeniable.
FinalPrompt:WriteThisSomewhereBigandLoud
“WhatdoIwanttobeso wildly known for thattheysaymynameinroomsI'veneverevensteppedinto?”
That’stheonlyquestionworthanswering.
Andyou’vealreadygottheanswer.Startsayingitoutloud.
Seniorexecutivesoperatingwithinlarge, complexorganizationsfacedistinctchallenges, particularlyduringperiodsofsignificantcareer transition–assumingnewleadershiproles,navigating organizationalshifts,orcontemplatingmajorcareer pivots.Thesemomentsdemandmorethangeneric advice;theyrequirenuancedstrategiccounsel,objective perspective,andeffectivetoolsfornavigatinghighstakesenvironments.Identifyingandaccessing coachingequippedtoaddressthesespecificsenior-level needsremainsakeyconsiderationforindividualsand theorganizationstheylead.
KelseyWaldrop,FounderofPotentialOnPointand anICF(InternationalCoachingFederation)certified ExecutiveCoach,positionsherpracticetomeetthis specificdemand.Herapproachdrawsdirectlyfromover twodecadesspentasastrategicadvisorandthought partnertoleaderswithinmajorglobalcorporations.In thatcapacity,shedesignedandimplementedlarge-scale changeandtransformationinitiativesfocusedontalent optimization,leadershipdevelopment,andinnovation–strategiesintendedtocreategrowthandcompetitive advantageforFortune500-levelorganizations.
PotentialOnPointrepresentsadeliberatepivot, applyingthesesophisticatedcorporatetransformation strategiesandframeworks–oftenrepresenting significantorganizationalinvestments–tothecontext ofindividualexecutivecoaching.Overacoaching careerspanningmorethan15years,Ms.Waldrophas adaptedthesemethodologiestoempowerseniorleaders navigatingpivotalcareerandlifetransitions.
TheFoundation:TranslatingCorporateStrategyto IndividualSuccess
Ms.Waldrop’sextensivebackgroundinvolvedworking directlywithleadershipteamsoncomplex organizationalchallenges.Thisexperienceprovided deepinsightintothedynamicsofchange,theleversof influence,theimportanceofstrategicalignment,andthe requirementsforeffectiveleadershipatthehighest levels.Shegainedpracticalexperienceindesigning actionableplansthatyieldedmeasurableresultsinterms ofgrowthandinnovationwithinlargesystems.
ThetransitiontofoundingPotentialOnPointinvolved repurposingthisknowledgebase.Thefirm’sgenesis wasinfluencedbyMs.Waldrop’sownexperiences navigatingcareershifts,includingsinglemotherhood followingdivorceandaroleelimination.Theseevents crystallizedherrecognitionofagapinthecoaching market:alackofspecializedsupportforexecutives facingsimilarhigh-stakesinflectionpoints,
Applying Corporate Transformation Strategy to Executive Coaching
distinctfromstandardleadershipdevelopmentorskillbuildingprograms.Shesawanopportunitytoofferaservice groundedintherigorous,results-orienteddisciplinesof corporatechangemanagement.
TheServiceProposition:PotentialOnPointDefined
PotentialOnPointaimstoprovidemorethanconventional coaching.Itsmissionistoequipambitiousleaderswith concretestrategiesderivedfromproventransformation playbookstoacceleratetheircareersandachievesignificant goalsduringperiodsoftransition.Thefirm’snamereflects thisdualfocus.“Potential,”asMs.Waldropnotes,isa powerfulbutoftenunrealizedforce.“OnPoint”signifiesthe applicationofdiscipline,focus,clarity,andprecisionrequired totranslatethatpotentialintotangible,meaningful achievements.Thenameitselfsuggestsacommitmentto exactnessandstrategicalignmentinthecoachingprocess.
Methodology:FusingBusinessFrameworkswith CoachingPractice
ThecoremethodologyofPotentialOnPointinvolves integratingMs.Waldrop’sdeepunderstandingofcorporate transformationframeworkswithcertifiedexecutivecoaching techniques.Thisfusionaimstoprovideclientswith:
· StrategicSparring:Aconfidential,high-trustenvironment whereseniorleaderscanpressure-testideas,refinestrategic thinking,andsharpendecision-makingcapabilitiesrelevant tocomplexsituations.
· TransitionNavigation:Specificguidanceonmanagingthe unspokenexpectations,evolvingpowerdynamics,and strategicrecalibrationsinherentinneworexpandedleadership roles.Thegoalisnotjustmeetingexpectationsbutredefining them.
· ImpactMaximization:Equippingleaderstofunctionas “forcemultipliers”withintheirorganizations,moving beyondfunctionalcompetencetodrivesignificantstrategic impact.
Thisapproachdeliberatelytargetschallengesspecifictothe seniorexecutivelevel,whichMs.Waldropcontendsareless aboutfundamentalskillgapsandmoreaboutnavigating momentsthatdefineleadershiplegaciesandbroad organizationalimpact.
TargetClienteleandStatedValueProposition
PotentialOnPointreportscoachingover500executives globally Thefirmexplicitlyidentifiesthekeyfactorsdriving clientselection,providinginsightintoitsperceivedvalue:
1.CertaintyofROI:Clientsseekassurancethattheir investmentincoachingwillyieldtangiblereturnsintheir careertrajectoryorleadershipeffectiveness.
2.PeerTrustandRecommendation:Potentialclientsvalue thatotherseniorleadershavetrustedandrecommendedMs. Waldrop’sservices.
3.UnderstandingofUniqueChallenges:Clientsrequirea coachwhocomprehendsthespecificpressuresand complexitiesofseniorexecutiveroles.
4.InnovativeApproach:Clientslookforamethodology distinctfrompreviouscoachingexperiences,potentially offeringnewperspectivesortools.
5.AspirationforSignificantResults:Clientsengage PotentialOnPointwithacleardesiretoachievesubstantially more(“MORE”)intheircareersandlives.
Thisclientprofileunderscoresademandforhigh-impact coachinggroundedindemonstrableexpertiseanddelivering measurableoutcomes.
CorePrinciplesforEffectiveLeadership(Waldrop’s Framework)
Ms.Waldropemphasizesseveralkeyleadershipqualitiesshe believesareessentialfornavigatingtoday'scomplexbusiness environment.Theseprinciplesinformhercoachingframework:
· Self-Awareness:Positionedasthefoundationforeffective leadership.Understandingone’sstrengthsandleadership identityenablesintentional,high-impactdecisions,fosters executivepresenceandemotionalintelligence,andbuildsthe trustnecessarytoinspirefollowershipandmanagehighstakesdynamics.
· StrategicAgility:Definednotjustasreactingto change,butproactivelyleadingthroughit.This involvesmaintainingfocusamidstdisruption, continuouslyevolvingstrategies,integrating humancapabilitieswithemergingtechnologies likeAI,andcultivatingorganizationalresilience andinnovation.Theaimistoturncomplexity intoacompetitiveadvantage.
· RelationshipFocus:Assertingthatsustainable successreliesheavilyontrust.Leaderswho prioritizebuildingstrongrelationshipscreatethe conditionsnecessaryforeffectiveexecution, innovation,andlong-termimpact.Strategic networkingandcultivatingauthentic connections before theyareneededare presentedascriticalfornavigatingsuccessful careertransitionslikepromotions,newroles,or boardappointments.
Embeddingtheseprincipleswithinthecoaching engagementaimstoequipleadersnotjustfor immediatechallengesbutforsustained effectiveness.
SupportingPlatformsandStrategicTool Integration
Ms.Waldroputilizesadditionalplatformsand toolstosupporthermissionandenhanceher coachingpractice:
· Podcast(“LaidOff.LifeOn!”):Thisservesas abroadercommunicationchannel,making executive-levelcareerandleadershipinsights accessiblebeyondherdirectclientele.It functionstochallengeconventionalthinking, shareactionablestrategies,andbuildbrand visibility.ItalsoallowsMs.Waldroptoshare aspectsofherownprofessionaljourney, potentiallybuildingconnectionswithawider audience.
· ArtificialIntelligence(AI)Integration:Ms. WaldropactivelyincorporatesAItoolsintoher coachingpractice.ShestatesAIallowsherto deliverdeeperinsightsandcreatemore personalizedcoachingexperiencesbyequipping leaderswithtailoredstrategiesalignedwiththeir specificgoalsandchallenges.Importantly,she alsocoachesleadersonadoptingaproductive relationshipwithAI,viewingitasapartnerfor amplifyingstrengthsratherthanathreat,while maintainingafocusonethicalconsiderations andemotionalintelligenceinleadership.
OperationalPhilosophy: IntentionalImpact
Ms.Waldropdescribesher approachtomanaginghervarious roles(coach,speaker,podcast host)asoneofstrategic alignmentratherthanmere multitasking.Guidedbya“No Regrets”philosophy, shemakesintentionalchoices aboutcommitments,focusingon activitiesthatalignwithher valuesandcontribute meaningfullytoheroverarching missionofcreatingimpact.This suggestsadisciplinedapproachto timeandresourceallocation focusedonpurposefulwork.
FuturePerspectiveon LeadershipCoaching
Lookingahead,Ms.Waldrop envisionscoachingbecoming increasinglyintegraltothe practiceofleadershipitself, suggestingthateffectivefuture leaderswillnotonlyreceive coachingbutwillactivelyemploy coachingskillsindeveloping theirownteams.Herperspective emphasizestheenduring importanceofauthenticity, emotionalintelligence,anda human-firstapproach,particularly amidstrapidtechnological change.Buildingrobustnetworks basedontrustandfostering sharedsuccessarehighlightedas keyelementsofimpactful,futurefocusedleadership.Herstated legacygoalreinforcesthis: empoweringindividualsto recognizeandactualizetheir potential,transformingperceived impossibilitiesintoadvantages, anddefiningsuccessontheirown termswithconfidence.
Why Smart Brands Never Sell -They Storytell
(And Here's How You Do It Right)
Let’sgetonethingstraight—noonebuysyour product.Theybuytheirowntransformation.
That’sthepunchlinetoomanyentrepreneursmiss.If you’restillpitchingfeaturesorbraggingaboutyour process,you’releavingmoneyonthetable.
Thetruth?Peoplebuywhentheyfeellikethestory you’retellingsoundslike their story.Notyours.
Andthemostpowerfulwaytomakethathappenisby hijackingsomethingancient:TheHero’sJourney.
Thisisn’tatrend.Thisishumanpsychology.It’swhat ourbrainsdefaulttowhentryingtomakesenseoflife, change,orchallenges.Hollywoodknowsit. High-performingbrandsknowit.
Founderswhobuildcategory-definingstartupsknow it.
Let’sbreakdownhowyouembeditintoyourbrand messaginglikearealstrategist—notacontentcreator who’swingingit.
1.YourCustomerIstheHero.You’reJustthe Guide.AcceptIt.
Thisoneshiftwillcleanup80%ofyourmessaging clutter
Stoptryingtoconvinceyourcustomerhowsmart, qualified,orexperiencedyouare.Theydon’t care—yet.
Theycareaboutthemselves.Theirproblem.Their need.Theirconfusion.Theirdesiretostopthe bleeding.Soputthematthecenterofyourstory
You’renotthemaincharacter You rethepersonwhohelpsthemaincharacter win.
ThinkYoda.ThinkHaymitch.ThinkMoana’s grandmother They’retheoneswhonudgethe herooutoftheircomfortzone,handthemthe compass,andsay, “This way. I’ve walked this road. You're not alone.”
That’syourjob.
Sonexttimeyouwritecontent,don’tstart with, “I help women build soulful businesses.”
Startwiththis:
“You know that feeling when you’ve outgrown your business, but every pivot feels risky and wrong? Let’s fix that.”
Seethedifference?
2.TheProblemIsn’tJustaProblem—It’s theCalltoAdventure
Yourcustomer’sstuckmoment?That’swhere yourstory starts.
Notyouroriginstory.Notyour“why.”Theirs. Youneedtoarticulatethetensionthey feel—butcan’talwaysname.
Whendoneright,theyreadyourcontentand say, “Wait, how are you in my head?”
That’swhentheykeepscrolling.
Here’showyougetthatclarity:
· Lookatwhatyourbestclientssaidwhen theyhiredyou.
· CheckDMs.Emails.Exitsurveys.
· Payattentiontowheretheyalmostgave up.
· Usetheir actual words.Don’ttranslate themintobrandlanguage.
Example:
· Not: “I help burned-out professionals realign with purpose.”
· Try: “You thought quitting your job would feel like freedom. But now it’s 2PM, and you’re Googling how to price your service—again.”
That’sthecalltoadventure.
Makeitsovividtheyfeelslightly uncomfortablereadingit.That’swhenthe shiftstarts.
3.YouStepIn.NotWithHype—With Help.
Here’swheremostbrandsgowrong.They hear“guide”andthinkitmeans“guru.”
Nope.
Yourjobisn’ttosoundimpressive.It’sto offersomethingsolidtheycanuse today Somethingthatbuildstrustwithoutpressure.
Youofferawayforwardthatfeelssafe. Predictable.Testable.
Youbreakdownthenextstepsclearly.Like this:
“We map out your new messaging in 90 minutes. Then you try it out. We adjust what doesn’t land. You go live without overthinking it.”
That’saplan.
Youdon’tneedfireworks.Youneedstructure.
Shareasmallsuccessstory.Showproof.Bereal.Noneedforpolished perfection.That’snotwhatbuildsconversion.
Claritydoes.
4.ThenYouSelltheTransformation.NottheOffer.
Peopledon’tcareaboutyour6-weekprogram,yourgroupcalls,your templates.
Theycareaboutwhatchangesafterworkingwithyou. Sostoplistingdeliverableslikeamenu.Paintaclearbefore-and-after picture.
Makeitsogrounded,theycanvisualizethemselveslivingitnextweek.
Here’swhatthatsoundslike:
· Before: “I hate marketing. It feels fake. I never know what to post.” · After: “Now I write posts in 30 minutes flat—and people DM me saying, ‘This hit hard.’”
That’sreal.
You’reshowingthemthenewidentitywaitingontheothersideofthe work.
It’snotabout“6coachingcalls.”It’sabout“knowingwhattosaywhen someoneaskswhatyoudo.”
Sell that.
5.YouDon’tNeedaFunnel.YouNeedaNarrativeArc.
Let’sgetpractical.
ThisiswhattheHero’sJourneylookslikeinyourcontentecosystem:
Usethismap.Repeatit.Rotateitthroughyourchannels. Don’tjust“postvaluablecontent”—build narrative momentum.
6.IfYourBrandIsn’tSticky,YourStory’sNotSharp Enough
Mostpeopledon’tquityourcontentbecauseit’sbad. Theyquitbecauseit’svague.
You’renotnamingthetension.You’renotarticulatingthe shift.You’renotclosingtheloop.
Here’swhatfixesthat:
· Cut80%ofyouradjectives.Add20%moreverbs.
· Don’ttellpeopleyou’re“aligned.”Tellthemyou stoppedcryingonSundaynights.
· Don’tsayyouhelppeople“scale.”Sayyouhelped someonedoublerevenuewithoutdoublinghours.
Storystickswhenit moves.
7.LetTheirEndingBeYourBeginning
Here’sthebigone.
Whenpeopleseethemselvesinyourclients’wins,they self-select tostartthejourney
Sobuildyourcontentaroundtransformationsalready happening.
Documentyourclient’sfirstwins.Themessymiddle. Thesurpriseoutcomes.
Saythingslike:
· “Whenwestarted,Samwasn’tevensureshehadareal business.Today,shebookedoutQ3intwoweeks.”
· “Miratoldmeshefeltinvisible.Lastweek,shegother firstpressmention.”
Thesearen’ttestimonials.They’remini-herojourneys. Andtheyshowyouraudienceonething: This is possible for you, too.
NoOneBuysCoaching.OrCourses.OrSystems. Theybuybelief.
Beliefthat this time,they’llmakeitwork.Beliefthat someoneactuallyunderstandswhattheyneed.Beliefthat theywon’twastemoneyagain.
Storiesgivethemthatbelief.
Nothype.Nothacks.Nothigh-ticketurgencytactics. Stories.
Andnotjustanystory—astorywherethey win. That’stheonlypitchthatreallyworks.
FinalWord
Look.We’renotsellinglipstickhere.We’rebuildingtrust withpeoplewho’velikelybeenburnedbefore.Thattakes somethingdeeperthandopaminemarketing.
Ittakesnarrativestrategy
Soditchtheguruvibes.Stepintotheroleyou’reactually builtfor:thewomanwhoshowsupwithamap,amirror, andaflashlight.
You’renotsellingservices.
You’resellingself-belief.
Getyourstorystraight—andwatchwhathappensnext.
Architecting the Digital Factory into the Future of Automation
theageofIndustry4.0,wherethelines betweenthephysicalanddigitalrealms blur,andwhereautomationisnotjustan aspirationbutanecessity,theroleofthe ChiefInformationOfficerinindustrial giantshasbecomeparamount.Theseare notjusttechnologyleaders;theyarearchitectsofthedigital factory,navigatorsofcomplextransformations,and strategistswhofusetechnologicalinnovationwiththe tangiblerealitiesofmanufacturingandindustrialprocesses.
ShannonGath,ChiefInformationOfficeratTeradyne, standsasaprimeexampleofthisnewbreedofCIO–a leaderwhoisnotonlysteeringTeradyne'sITstrategybutis fundamentallyshapingitsfutureinthelandscapeof automation.
Teradyne,anamesynonymouswithcutting-edge automationequipmentforsemiconductor,automotive,and electronicsindustries,operatesinaworldwhere technologicalprecisionisparamount.AsCIO,Shannonisat thehelmofthedigitalinfrastructurethatunderpins Teradyne’sglobaloperationsandinnovationengine.
HerroletranscendstraditionalITmanagement;sheisa linchpininTeradyne’sabilitytodeliveradvanced automationsolutions,enhanceoperationalefficiency,and maintainacompetitiveedgeinarapidlyevolvingindustrial landscape.Inacompanywheretechnologyistheproduct, theCIO’sofficebecomesanervecenterforinnovationand strategicdirection.
ButwhatdoesitmeantobetheCIOofaglobalautomation leaderlikeTeradyne?Howdoesoneorchestratethedigital transformationofacompanythatitselfprovidesthetools fordigitaltransformationtootherindustries?Shannon’s responsibilitiesaremultifaceted,demandingauniqueblend oftechnicaldepth,businessacumen,andvisionary leadership.
BuildingtheDigitalNervousSystemofAutomation
Imagineavast,interconnectedfactoryfloor,notjustof machinesandassemblylines,butalsoofdatastreams, intelligentsystems,andcyber-physicalintegrations. ThisisthedomainShannonoversees.AsCIO,sheis essentiallyresponsibleforconstructingandmaintaining thedigitalnervoussystemofTeradyne,ensuringa seamlessflowofinformation,robustcybersecurity,and technologicalagilityacrosstheorganization.
Hersphereofinfluencelikelyencompassesseveralkey areas:
1.CraftingandExecutingITStrategy:Gathisnot justreactingtotechnologicaltrends;sheisproactively shapingTeradyne’sITstrategytoalignwithits overarchingbusinessobjectives.
Thisinvolvesanticipatingfuturetechnologicalshiftsin automation,manufacturing,andrelatedindustries,and ensuringTeradyne’sITroadmapsupportsitsinnovation pipelineandmarketleadership.Thisstrategicforesight iscriticalinasectorwheretechnologicaladvantageisa keydifferentiator
2.OrchestratingDigitalTransformationInitiatives: Digitaltransformationinindustrialsettingsisnota simplesoftwareupgrade;it’sadeeporganizationalshift thatimpactseveryfacetofoperations.
Shannonlikelyleadsandchampionsthese transformativeinitiativesatTeradyne,drivingthe adoptionofnewtechnologieslikecloudcomputing, IoT,AI/ML,andadvanceddataanalyticsacrossthe company’svaluechain.Thisinvolvesnotonly technologyimplementationbutalsochange managementandculturalevolutionwithinthe organization.
Chief Information Officer | Teradyne
3.FortifyingCybersecurityinaConnectedWorld:Inaneraof increasingcyberthreatsandinterconnectedindustrialsystems, cybersecurityforacompanylikeTeradyneisnotjustanITconcern, butabusinessimperative.
AsCIO,ShannonGathisonthefrontlinesofprotectingTeradyne’s digitalassets,intellectualproperty,andoperationalintegrity This requiresacomprehensivecybersecuritystrategy,robustdefenses, andaproactiveapproachtothreatdetectionandmitigationina landscapeofever-evolvingcyberrisks.
4.OptimizingITInfrastructureandOperations:Thereliableand efficientoperationofTeradyne’sglobalITinfrastructureis foundational.ShannonoverseesthemanagementofcomplexIT systems,networks,anddatacentersthatsupportTeradyne’sglobal operations,R&D,andcustomerinteractions.
Thisincludesensuringhighavailability, performance,andscalabilityofIT resources,whilealsodrivingefficiencyand cost-effectivenessinIToperations.
5.LeveragingDataforBusiness IntelligenceandInnovation:Intheageof data-drivendecision-making,aCIO’srole extendstoharnessingthepowerofdatato unlockbusinessinsightsandfuel innovation.
Shannonislikelyinstrumentalin developingdatastrategies,implementing dataanalyticsplatforms,andfosteringa data-drivenculturewithinTeradyne.This involvesextractingvaluefromvast datasetsgeneratedacrossTeradyne’s operationsandproductlifecyclestoinform strategicdecisions,optimizeprocesses,and driveproductinnovation.
6.FosteringIT-BusinessAlignment:The mosteffectiveCIOsarethosewhobridge thegapbetweentechnologyandbusiness strategy.Shannon’srolenecessitatesclose collaborationwithvariousbusinessunits withinTeradyne,ensuringthatIT initiativesaredirectlyalignedwith businessneedsandpriorities.
Thisrequiresstrongcommunication, stakeholdermanagement,andadeep understandingofTeradyne’sbusiness objectivesacrossitsdiverseproductlines andmarkets.
ACareerPathForgedinTechnology Leadership
Whilespecificbiographicaldetailsmaybe limitedinthepublicdomain,Shannon Gath’sprofessionaltrajectoryundoubtedly reflectsadeepandprogressiveengagement withthetechnologysector,particularlyin leadershiproles.HerpathtoCIOat Teradynelikelyinvolvedaseriesof increasinglyresponsiblepositionsinIT management,possiblywithinindustrial technologycompaniesorsectors undergoingdigitaltransformation.
Hereducationalfoundationislikelyrootedincomputer science,informationsystems,engineering,orarelated field.Beyondformaleducation,hercareerprogression signalscontinuouslearningandadaptation,keepingpace withtherelentlessevolutionoftechnologyandits applicationinindustrialcontexts.
SkillsforLeadingattheIntersectionofITand Industry
ToexcelasCIOofTeradyne,ShannonGathlikely possessesapowerfulcombinationofskills:
●StrategicITLeadership:Theabilitytoformulateand executeITstrategiesthataretightlyalignedwith businessgoalsandanticipatefuturetechnological disruptionsintheindustrialsector.
●DigitalTransformationExpertise:Deep understandingofdigitaltransformationprinciples, methodologies,andtechnologies,andproven experienceinleadingsuccessfultransformation initiativesincomplexorganizations.
●CybersecurityAcumen:Astronggraspof cybersecuritythreats,bestpractices,andtechnologies, particularlyinthecontextofindustrialcontrol systemsandinterconnectedmanufacturing environments.
●ITInfrastructureandOperationsManagement: ExpertiseinmanagingcomplexglobalIT infrastructures,ensuringoperationalexcellence,and drivingefficiencyinITservicedelivery.
●DataAnalyticsandBusinessIntelligenceStrategy: Theabilitytodevelopandimplementdatastrategies thatunlockbusinessvalue,drivedata-drivendecisionmaking,andfosteradata-centricculture.
●BusinessAcumenandIndustryUnderstanding:A deepunderstandingoftheindustrialautomation sector,Teradyne’sbusinessmodel,andthe competitivelandscapetoensureITstrategiesare relevantandimpactful.
●LeadershipandCommunication:Exceptional leadershipskillstoguidelargeITorganizations, inspireteams,andeffectivelycommunicatecomplex technologicalconceptstodiverseaudiences,including non-technicalstakeholders.
ShapingTeradyne’sFutureThroughDigital Innovation
ShannonGath’sleadershipasCIOisinstrumentalin Teradyne’songoingsuccessandfuturetrajectory. By architectingarobustandforward-lookingITstrategy, sheempowersTeradyneto:
●DriveInnovationinAutomationTechnology: AstrongITinfrastructureandacultureofdigital innovationenableTeradynetostayatthe forefrontofautomationtechnology,developing cutting-edgesolutionsforitscustomers.
●EnhanceOperationalEfficiencyandAgility: DigitaltransformationinitiativesledbytheCIO drivegreateroperationalefficiency,optimize manufacturingprocesses,andenhance Teradyne'sagilityinrespondingtomarket demands.
●StrengthenCustomerRelationshipsand ServiceDelivery:Technologyplaysavitalrole inenhancingcustomerinteractions,providing digitalservices,andstrengtheningcustomer relationshipsintheindustrialsector.
●MaintainaCompetitiveEdge:Inthefiercely competitiveautomationmarket,technological leadershipisparamount.ShannonGath’srole ensuresTeradyneleveragestechnology strategicallytomaintainandexpandits competitiveadvantage.
NavigatingtheDigitalIndustrialRevolution
ShannonGathisnotjustmanagingITatTeradyne; sheisactivelyshapingitsdigitalfutureand,by extension,contributingtothebroaderevolutionof industrialautomation.Asindustriesworldwide embracedigitaltransformation,theroleoftheCIOin companieslikeTeradynebecomesevermorecentral.
GathstandsasatestamenttotheevolvingroleofIT leadership–arolethatisincreasinglystrategic, deeplyintegratedwithbusinessstrategy,and fundamentallyshapingthelandscapeofmodern industry.Herworkisapowerfuldemonstrationof howtechnologyleadershipdrivesprogressinthe tangibleworldofmanufacturingandautomation, buildingthedigitalfactoriesoftomorrow,today
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