Podcasts about Consulting firm

How do you scale a consulting business from £2M to £30M without losing culture, customer focus, or entrepreneurial energy?In this episode, Joe O'Mahoney speaks with Stuart Packham, Group CEO of Alchemist Group, about scaling professional services businesses through a combination of organic growth, acquisitions, operational rigor, and people-first leadership. Stuart shares lessons from building a private equity-backed buy-and-build platform across leadership development, sales training, and experiential learning.The conversation explores the realities of integrating acquired firms, managing founders during M&A transitions, and balancing infrastructure with entrepreneurial culture. Stuart also discusses how consulting firms should think about AI, both as a customer-facing capability and as an internal scalability lever, while avoiding “technology for technology's sake.” The discussion also covers private equity partnerships, the importance of financial discipline and operational infrastructure, and why culture and sales enablement become critical as firms grow internationally.Chapters:(00:00) Introduction(03:20) Building a Buy-and-Build Consulting Platform(07:50) AI's Impact on Consulting and Sales Training(15:50) Scaling from £2M to £30M Revenue(19:40) Infrastructure, Systems, and Operational Control(26:00) What Private Equity Really Changes(33:20) Culture, Retention, and Integration in M&A(39:30) Common Sales Mistakes in Boutique ConsultanciesFollow Stuart on LinkedIn:https://www.linkedin.com/in/stuartpackham Alchemist Group Website:https://thisisalchemist.com RAIN Group Website:https://www.rainsalestraining.com Send us Fan MailProf. Joe O'Mahoney helps boutique consultancies scale and exit. Follow Joe on LinkedIn:https://www.linkedin.com/in/joeomahoney/Follow Joe on Twitter:https://twitter.com/joeomahoneyVisit Joe's Website:https://www.equitysherpa.com

George Barrios spent more than three decades moving between strategy, finance, operations, and general management before helping lead the evolution of WWE from a North American live-event business into a global media company. In this conversation, he reflects on the principles that shaped that career and the lessons learned while leading large-scale change under intense scrutiny. A central theme is systems thinking. Barrios explains why effective leaders develop a deep understanding of how customers, markets, functions, incentives, and decisions interact rather than viewing problems through a single functional lens. He argues that better decisions often come from understanding second- and third-order consequences rather than focusing only on immediate outcomes. The discussion also explores where conviction comes from. Barrios rejects the idea that confidence is primarily a personality trait. Instead, he argues that conviction is built through preparation, rigorous analysis, and a willingness to develop a clear point of view. For leaders pursuing ambitious initiatives, this foundation becomes essential when facing skepticism, criticism, and uncertainty. Several practical lessons emerge: Strong leaders seek to understand the entire business, not just their area of expertise. Writing remains one of the most effective ways to sharpen thinking because it exposes gaps, inconsistencies, and unsupported assumptions. Courage is not the absence of fear. The fear associated with difficult decisions rarely disappears, but action reduces its influence. Storytelling is a leadership skill, not a communication accessory. People commit to difficult work when they understand the larger purpose behind it and can see their role within it. Significant achievements often require enduring what Barrios describes as the "swamp of despair," the period when progress is unclear, criticism is high, and abandoning the effort appears rational. The conversation also examines the implications of artificial intelligence. Barrios believes professionals should move beyond simply using AI tools and instead learn how to integrate them deeply into their workflows. At the same time, he emphasizes that AI cannot replace the value of an informed point of view developed through reading, writing, experience, and independent thinking. Drawing on his experience in media and sports, Barrios discusses why the economics of content creation are changing rapidly. As the cost of producing content approaches zero, differentiation increasingly depends on authenticity, trusted expertise, strong brands, and proprietary experiences that cannot be replicated by algorithms. He also explains why successful content organizations should think less about producing individual hits and more about building data-driven systems that consistently create, test, and refine content at scale. This is a conversation about leadership, judgment, resilience, and the discipline required to pursue difficult ideas when evidence is incomplete and consensus is absent. Get George's new book, Sometimes Wrong but Never in Doubt, here: https://tinyurl.com/4557tfpb Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Brooke Taylor spent more than a decade inside high-performance environments, including leadership roles at Google, before turning her attention to a question that many accomplished professionals quietly wrestle with: why does achievement so often fail to produce a lasting sense of fulfillment? In this conversation, she examines what she calls the "success wound" — the tendency to attach self-worth to performance, recognition, and external measures of success. Drawing from her own experience with burnout, addiction recovery, career advancement, and entrepreneurship, she explains how these patterns develop and why they continue to shape behavior long after professional success has been achieved. Among the key insights discussed: The root cause of many workplace struggles is not a lack of capability but an unhealthy relationship between achievement and identity. When self-worth becomes dependent on performance, even meaningful accomplishments can feel insufficient. Many high achievers operate from a small set of recurring beliefs, including "I have to prove my value through productivity," "If I fail, I am a failure," or "I am only as valuable as other people's opinions." These beliefs often drive behaviors such as overwork, perfectionism, people-pleasing, procrastination, and chronic dissatisfaction. Sustainable fulfillment comes more from how work is approached than from the specific role, title, or employer. Taylor argues that changing working habits and thought patterns frequently produces greater satisfaction than changing jobs. Emotional regulation begins with recognizing how stress, fear, and inadequacy are experienced physically. Rather than suppressing difficult emotions, she outlines a practical process for identifying them, understanding what they are communicating, and responding with curiosity rather than avoidance. Lasting behavioral change requires action, not insight alone. Taylor explains why taking deliberate "opposite actions" can be more effective than endless analysis when attempting to break entrenched habits. The discussion also explores addiction recovery, the role identity plays in sustaining behavior change, the hidden cost of codependency in professional life, and why many forms of burnout stem from carrying responsibilities that do not belong to us. Throughout the conversation, Taylor offers a thoughtful perspective on ambition, personal growth, and leadership. Her central argument is that professional success becomes more sustainable when it is no longer asked to answer questions of worth, belonging, or identity. For leaders navigating demanding careers, the episode provides a practical framework for examining the assumptions that drive performance and for building a healthier relationship with achievement itself. Get Brooke's book, Healing the Success Wound, here: https://tinyurl.com/4kfx8p9k Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Bruce Cleveland has operated at the center of several major shifts in enterprise technology: Oracle's early growth, the creation of enterprise CRM at Siebel Systems, the rise of SaaS through investments like Marketo and Workday, and now the restructuring of software markets through AI. This conversation focuses on a core idea behind those experiences: strong products alone rarely create market leaders. Cleveland argues that "product engineering is table stakes." The differentiator is what he calls market engineering: category design, positioning, messaging, storytelling, and thought leadership working together as a disciplined operating model led by the CEO, not just marketing. The discussion explores why companies struggle when they compete inside someone else's category, why distinctive language matters in gaining investor and customer attention, and why storytelling remains a strategic capability in technology businesses. Several practical themes emerge: Why category leaders capture a disproportionate share of market economics How positioning determines whether a company fits naturally into a customer's technology stack Why many firms waste capital on demand generation before establishing market relevance Which non-revenue signals executives should monitor before scaling go-to-market spending How AI is changing search, customer discovery, and software economics Why expertise and judgment remain valuable even as technical capabilities become easier to replicate Cleveland also explains why senior professionals should not underestimate the value of their experience in an AI-driven environment. His view is that the advantage increasingly comes from the ability to guide systems intelligently, not simply operate tools. For founders, executives, investors, and strategy leaders, this episode offers a practical framework for understanding how markets are defined, how companies earn durable differentiation, and why strategic narrative now matters as much as technology itself. Get Bruce's book, Market Engineering, here: https://tinyurl.com/4etpknu9 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

In this conversation with Cheryl Strauss Einhorn, the discussion examines what happens to judgment and critical thinking as AI becomes embedded in daily decision-making. Drawing on her background as an investigative journalist at Barron's, Einhorn explains how questioning assumptions and searching for disconfirming evidence shaped the development of her AREA Method for decision-making. She argues that AI should not be treated as an authority, but as a tool that requires active scrutiny and human judgment. Several points throughout the discussion: Use AI to challenge assumptions, not simply confirm them Ask for opposing viewpoints and missing evidence when using AI Verify citations and sources carefully, as hallucinations remain common Build expertise deeply enough to recognize flawed outputs Clarify the problem and your priorities before using the tool Treat discomfort in decision-making as part of serious thinking, not something to avoid The conversation also explores the growing risk of overreliance on AI, particularly among professionals who may begin outsourcing too much of their reasoning process. Einhorn argues that decision-making, contextual judgment, stakeholder awareness, and critical thinking will become more valuable as AI systems grow more capable. At its core, the episode is less about technology than about preserving independent thought. The central question is not whether AI will become more powerful, but whether people will continue exercising the skills required to think clearly, question effectively, and make decisions with conviction. Get Cheryl's book, The Human Edge, here: https://tinyurl.com/3h6k5wre Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Fredric Marshall spent decades helping companies including Apple, Pfizer, and Genentech solve problems in sales effectiveness, product launches, and organizational change. In this discussion, he explains why he views sales and leadership primarily as change management challenges: helping people move from where they are to where they want to be. The conversation centers on several practical ideas that shape long-term performance. Marshall argues that strong systems reduce stress because "the system is carrying the load, not you as a person or the team." He explains why high-performing people consistently invest in infrastructure, technology, and environments that remove friction and preserve attention for higher-value work. The episode also explores Marshall's "Super Eight" framework, which includes the neural net, biological health, relationships, systems, assets, and contribution. One of the central themes is that attention shapes outcomes. "Whatever you feed [neural nets], they get better at," he explains, arguing for greater discipline around information intake, habits, and social environments. Other insights from the discussion include: • Why emotionally intelligent and externally focused people often elevate entire organizations • How successful professionals balance initiative with responsiveness rather than operating in constant reaction mode • Why many entrepreneurs underestimate the value of their own time and capabilities • How journaling, repetition, and evidence gathering can gradually replace limiting beliefs • Why wealth creation often depends on investing simultaneously in productive assets and personal capability Marshall also shares research from his work studying top performers, identifying three recurring characteristics: action orientation, external focus, and the ability to question assumptions others accept too easily. The discussion is ultimately about building a life and career intentionally: curating what enters your attention, surrounding yourself with the right people, and constructing systems that support the future you are trying to create. Get Fredric's book, Thrive: The Antidote to Future Shock, here: https://tinyurl.com/smn4u5ts Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Most professional services firms are generating revenue. But somewhere between producing a quote and issuing the final invoice, profit gets eroded. And more often than not, the root cause runs deeper than you'd expect – it's that nobody in the business ever properly understood the numbers in the first place.In this special episode, Harv is joined by FinOps expert Rich Brett to introduce The Missing Finance Course – a completely free resource built for everyone in your firm, from the leadership team, to delivery teams, right down to individual contributors. This conversation, taken straight from inside the course, sets the scene for why financial understanding isn't just a finance team problem. It's everyone's problem.Here's what they get into:Why most firms don't bother with financial education – and why that's a mistakeHow finance and operations working in silos creates blind spots that erode profitWhy storytelling, not spreadsheets, is the real skill your finance team needsHow commercial awareness at every level – yes, including junior staff – changes the way a business performsWhy understanding the numbers is one of the fastest ways to accelerate your career in professional servicesThe Missing Finance Course is free, self-paced, and built for three audiences: leadership, delivery teams, and individual contributors. Head to https://learn.scoro.com to get started.Additional Resources:

Kristy Ellmer has spent her career leading large-scale transformations across industries, countries, and operating environments. In this conversation, she explains why most change efforts fail — not because of bad strategy, but because organizations underestimate the human side of execution. A central idea from the discussion is the imbalance between the "what" and the "how" of transformation. Leaders spend enormous energy defining strategy, targets, and operating levers, but far less time on the behaviors and systems required for adoption. As Ellmer explains, "transformations or change are failing… on the elements of the how. It's not because there was bad strategy." She argues that many executives rush from alignment into execution before the organization is ready. One of the most counterintuitive lessons from her work is the need to pause after agreement is reached: "You need to take… up to two months to get organized." Without the right operating structure, early momentum eventually stalls. The conversation also explores why momentum must be designed intentionally. Discussing transformation work at Aetna, Ellmer explains the importance of visible early wins and helping employees understand "what's in it for you." She emphasizes that leaders are "responsible for momentum," not just strategy. Another major theme is resistance to change. Early in her career, Ellmer believed that "everybody will just get on board because things are right." Experience taught her otherwise. Different groups respond to different incentives, fears, and motivations. Her advice: "Be curious" about why people resist rather than assuming they are unwilling to change. She also challenges traditional views of change management, arguing that communication plans and training sessions alone are insufficient. "There is real science now out there on how humans really change," she says, and organizations that ignore that science struggle to achieve lasting adoption. The discussion also covers: why long transformations create fatigue when organizations never create "endings" how senior leaders should think about AI adoption versus AI hype why most companies are integrating AI as a workflow tool rather than fully replacing human work what separates successful consulting partners from those who simply "tick boxes" why career growth often comes from "leaning into uncertainty" Throughout the episode, Ellmer returns to one principle: organizations execute change more effectively when they treat employees with the same intentionality they would apply to external customers. "It's your job to sell the change," she says — not simply announce it. Kristy Ellmer is a Managing Director and Senior Partner at BCG and a former Chief Transformation Officer, with decades of experience leading multiyear transformations inside global organizations. She is a coauthor of the book, How Change Really Works. Get Kristy's book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift  

Philip Jameson discusses why most organizational transformations fail despite strong strategic intent, significant investment, and broad awareness that change is necessary. Drawing on his work at Boston Consulting Group and the research behind How Change Really Works, Jameson argues that the core problem is often not strategy itself, but a poor understanding of "how humans behave during periods of change." The conversation begins with Jameson's unusual path into consulting through classical music and leadership at the Sydney Symphony Orchestra. He reflects on the orchestra's temporary departure from the Sydney Opera House during its renovation and why the experience fundamentally shaped his thinking about institutional change. "It was an experience that I had had of really a change gone right," he explains, "and it made me passionate about giving the gift of great change to as many people in my life as I could." A major focus of the discussion is what Jameson calls "false alignment" — situations where leadership teams behave "as if you're more agreed than you really are." He argues that many transformations fail because executives believe they share a common vision until operational specifics expose deep disagreements. The episode also explores why leaders often avoid disagreement altogether. Citing behavioral research from Julia Minson, Jameson explains that people routinely overestimate how damaging disagreement will feel in practice. "It is much worse to imagine having a disagreement with someone than it is to actually have a disagreement with someone," he says. Another major theme is agency. Jameson draws on the "IKEA effect," the tendency for people to value outcomes they helped create themselves. In successful transformations, employees feel they have "their thumbprint on the design of the change." "Change really works," he argues, "when the people affected by that change… feel that they have contributed meaningfully to it in some way." The conversation also examines why organizations frequently underestimate barriers to adoption. Jameson outlines seven common reasons employees resist new tools, systems, or behaviors — including skill gaps, lack of time, lack of perceived benefit, and fear of losing status or value inside the organization. Rather than treating resistance as irrational, he argues leaders should approach adoption with "deep empathy" and structured thinking about human behavior. Another important thread concerns rituals and operating cadence during transformation. Jameson describes successful change efforts as highly disciplined systems with consistent decision-making rhythms, clear forums, and predictable escalation paths. "In great changes," he says, "there's a very consistent drumbeat." The episode also explores storytelling as a strategic tool during periods of uncertainty. Jameson outlines three recurring narratives used in successful transformations: the threat story, the fitness story, and the destiny story. The strongest organizations, he argues, usually commit to one clear narrative rather than mixing several competing explanations. The latter part of the discussion turns to AI and organizational adaptation. Jameson views AI transformations primarily as behavioral transformations rather than purely technical ones. "Maybe you think of it as an AI change," he says, "but really it's about human beings." Throughout the conversation, Jameson returns to one central idea: organizations rarely fail because they lack intelligence or ambition. They fail because leaders underestimate how difficult it is for groups of people to change behavior collectively and sustain that change over time. For executives, operators, and transformation leaders, the episode offers a practical framework grounded not only in strategy, but in the behavioral science of how change actually happens. Get Philip's new book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Management advisor and author Joe Pine explores a question that sits beneath most business strategy discussions but is rarely addressed directly: what business is ultimately for. Drawing on decades of work spanning mass customization, the experience economy, and his latest research on transformation, Pine argues that many companies misunderstand the real value customers seek and therefore stop too early in how they create value. The conversation begins with the progression from goods and services to experiences and transformations. Pine explains that transformations differ from experiences in one critical way: they must endure through time. "Memories of experiences fade over time," he says, "but transformations have to be sustained through time, or you did not in fact transform." A central idea throughout the episode is that "all transformation is identity change." Pine argues that meaningful transformation is not simply behavioral improvement, but a shift in how people understand themselves, whether through enhancement, expansion, cultivation, or complete metamorphosis. The discussion also explores where aspirations come from. One of Pine's deeper observations is that many aspirations emerge after disruption, trauma, illness, divorce, loss, or failure. The traumatic event changes a person immediately; the transformation comes afterward in the effort to become whole again. Pine is careful to distinguish between what companies can and cannot do. "You don't transform people as a company," he explains. "They transform themselves. You create the conditions under which" transformation becomes possible. Another major theme concerns how businesses price value. Pine argues that companies often reveal what business they are truly in through what they charge for. Commodities are priced as undifferentiated inputs, services as activities, experiences as time, and transformations as outcomes. "You are what you charge for," he says repeatedly throughout the discussion. The conversation ultimately expands into a broader philosophy of business itself. Pine argues that the true purpose of business is not profit maximization alone, but "to foster human flourishing", helping people become "more of who they are meant to be." In this framework, profit is not the purpose of business, but the result of creating genuine human value over time. The episode also examines resistance to identity change, sustaining long-term transformation, coaching and guidance, the future role of AI, and why Pine believes artificial intelligence will function primarily as a tool that helps people live and work more effectively rather than replacing human purpose altogether. For executives, consultants, educators, coaches, and operators, the conversation offers a deeper framework for understanding differentiation, customer value, and the growing shift from selling products and services to guiding lasting human transformation. Get The Transformation Economy here: https://tinyurl.com/5663jcjj Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Professor Mordecai Kurz argues that rising inequality is not simply the result of markets, but the combined effect of "technology, culture and policy" operating together over decades. Drawing on his forthcoming book, Private Power and Democracy's Decline, Kurz explains why he believes free market capitalism, left entirely unregulated, eventually concentrates both economic and political power. His central concern is not wealth alone, but the long-term erosion of democratic agency when monopoly power becomes permanent through patents, acquisitions, and technological dominance. A major focus of the conversation is artificial intelligence and the future of work. Kurz distinguishes between technologies that increase human productivity and technologies designed primarily to replace labor altogether. "The key," he argues, "was creating a situation of increasing the productivity of people rather than replacing them." The discussion also explores job displacement, democratic control over technology, monopoly formation, and the responsibility societies have to preserve human dignity amid rapid technological change. "We can have democracy and we can have free market capitalism," Kurz says, "but… we cannot have them both." For leaders navigating the implications of AI, automation, and economic concentration, the episode offers a rigorous framework for thinking beyond short-term efficiency gains and toward the long-term relationship between innovation, power, and democracy. Mordecai Kurz is a Professor of Economics Emeritus at Stanford University. He is the author of Private Power and Democracy's Decline: How to Make Capitalism Support Democracy. Get Mordecai's book, Private Power and Democracy's Decline, here: https://tinyurl.com/4ftzph7a Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Attia Qureshi examines negotiation not simply as a business skill, but as a core leadership capability that shapes influence, alignment, and decision-making. Drawing on experience across consulting, startups, academia, and international development, she explains why many capable professionals struggle in negotiations despite strong analytical skills. The discussion explores several practical themes: why preparation is often undervalued, how fear and emotional reactions affect judgment under pressure, and why negotiation should be treated as a skill built through repetition rather than theory alone. Qureshi also distinguishes influence from manipulation, emphasizing that durable cooperation is built through trust, reciprocity, and understanding shared interests. The episode covers organizational alignment, stakeholder management, rejection, and emotional resilience, including lessons from work in Colombia helping farming communities transition away from coca production. Throughout the conversation, Qureshi argues that effective negotiators are not necessarily the most aggressive or persuasive, but the ones who can stay disciplined, build trust, and navigate difficult conversations with clarity and composure. This episode offers practical insights for leaders seeking to improve negotiation, relationship management, and organizational effectiveness in both professional and personal settings. Attia Qureshi is an adjunct at the Ford School of Public Policy and previously at MIT's Sloan School of Management and Ross School of Business. The founder of Attia Qureshi Consulting, where she supports companies through negotiation, conflict resolution, and organizational strategy. Get Attia's book, Never Settle, here: https://tinyurl.com/2fyjhb5m Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

This discussion explores climate change through the lens of leadership, human behavior, and systems design, drawing on Dr. Katharine K. Wilkinson's experience across academia, consulting, and nonprofit leadership. Rather than revisiting scientific consensus, the conversation focuses on a more practical question: why progress remains uneven despite clear evidence and available solutions. A central theme is the structural disconnect between natural systems and modern economic models. As Wilkinson observes, "that is not how nature functions… everything in nature is cycles. There is no such thing as waste." Yet many industries continue to operate on linear, extractive models—creating tension between how systems work and how they are designed. Her experience in consulting reinforces that execution challenges are rarely technical alone. "Often they were about people… leadership and culture," with outcomes shaped by alignment, values, and clarity of purpose rather than strategy in isolation. The discussion also reframes climate as a broader systems risk. Wilkinson highlights that "we are actively outstripping seven of nine planetary boundaries," underscoring that the issue extends beyond emissions into the stability of core systems that support economic and social life. At the same time, there is a critical perception gap. "89% of people around the world want to see more climate action… it's just that they think they're in the minority." This misalignment between private concern and perceived consensus limits coordinated action, particularly within institutions. On engagement, the conversation challenges the assumption that more data drives change. "It is not a shortage of good, robust science… but it's now kind of wound up in people's identity." More effective entry points are often values, lived experiences, and areas of shared interest. Importantly, contribution does not require wholesale career shifts. Wilkinson emphasizes embedding action into existing decisions: "we don't need to be taking on whole new things… we can find footholds… woven right into our days," from capital allocation to operational choices. The concept of climate wayfinding anchors the discussion. Leadership in this context is less about certainty and more about navigation: "the future is not yet written… the future lives between us." Progress comes from moving from isolation to collective action, and from concern to contribution. Two broader principles emerge. First, relationships are foundational: "who we get to do it with… has everything to do with whether that work actually feels good." Second, better outcomes depend on better questions—recognizing that "the questions are companions… invitations into exploration and discovery." The result is a grounded perspective on addressing complex, system-level challenges—focused less on abstract solutions and more on how individuals and institutions can act within the realities they already inhabit. Get Dr. Katharine's new book, Climate Wayfinding, here: https://tinyurl.com/ypssavcn Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Arun Gupta challenges conventional notions of career stability, arguing that "you should be seeking meaning… in meaning, you'll find your stability." As institutions become less reliable anchors, purpose—not title or employer—becomes the more durable foundation: "the constant will be why you're doing what you're doing." He rejects the idea that clarity must precede action. In fast-changing environments, "start acting… the action will bring you clarity," as waiting for certainty often leaves decisions outdated. Mission, in this framing, is iterative: "you don't wake up one day… here's your mission… you have to go find it." The discussion introduces a broader way to evaluate careers beyond compensation, emphasizing forms of capital that compound over time: trust, experience, learning, health, and mission. This supports a shift toward nonlinear careers, where phases of learning, earning, and contributing are integrated rather than sequential. On AI, Gupta emphasizes practical fluency over technical depth: "people [will be] replaced by people that use AI." At the same time, human capabilities: judgment, relationships, and diverse experience, become more valuable. The overarching message is measured optimism. Risk is often misjudged: "we over index on downside and underestimate upside." In this context, purposeful experimentation and long-term investment in multiple forms of capital offer a more resilient path. Arun Gupta is CEO of the NobleReach Foundation, a venture capitalist, lecturer at Stanford University, and adjunct entrepreneurship professor at Georgetown University, and a bestselling author of Venture Meets Mission and The Mission Generation. As a partner at Columbia Capital, Arun's investment career spanned eighteen years including initiating the firm's Cybersecurity and Government technology investments with a focus on national security, AI, and SaaS/cloud infrastructure sectors. Get Arun's new book, The Mission Generation, here: https://tinyurl.com/ytmkcnmz Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of The Problem with Change: And the Essential Nature of Human Performance, Ashley Goodall. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals in his book why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive. Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development. Get Ashley's book, The Problem with Change, here: https://rb.gy/sa4fe2 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

The data is in – and it's not pretty.After surveying 303 agencies and consultancies through the Business Maturity Quiz, we've launched The Maturity Gap Report, revealing just how wide the gap really is between the firms where operations is a strength and everyone else.In this episode, Harv is joined by operations consultant Manish Kapur and FinOps expert Rich Brett to walk through the headline findings – and what they actually mean for the way your business is run. Here are a few of the headlines they discuss:Role clarity is rarer than you think – only 35% of firms have clearly defined roles, and the knock-on effects reach everything from project delivery to decision-making bottlenecksMost operational knowledge lives in people's heads – just 21% of firms have documented their best practices, leaving businesses one resignation away from losing it allAutomation remains an untapped opportunity – only one in eight firms have automated any meaningful part of how they work, in 2026Time tracking data is being wasted – 41% of firms track time accurately, but only 13% are using that data to make decisions or course-correct mid-projectForecasting with confidence is the exception, not the rule – only one in four firms can forecast margins, revenue, and capacity with any real certaintyScale readiness is a widespread concern – just 13% of firms believe their operating model is ready for what's aheadIf you want to know where your business sits against the 303 firms in the report – and what separates the top performers from the rest – this is the episode to start with.This was originally recorded as a live webinar – if you'd prefer to watch with the presentation slides, head to YouTube here: https://youtu.be/GfQ-raYcGQgReady to take action to level up?1) Take the business maturity quiz – https://bit.ly/assess-business-maturity2) Read The Maturity Gap Report – https://scoro.com/blog/maturity-gap3) Subscribe to The Handbook: The Ops Podcast for the upcoming maturity series – https://linktr.ee/handbookpodcastAdditional Resources:

Welcome to Strategy Skills episode 361, an interview with the author of Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel. In his book, Darryl outlines his groundbreaking Trust Unlimited blueprint for building trust. Stickel moves away from the traditional approach of influencing people's willingness to trust—the con artist's tactic—to employing one or more of ten levers, which leaders can "pull" to close the gap between how much they are trusted and how much they should be. This approach also makes them more trustable and increases trust where it is deficient. Darryl Stickel is one of the world's leading experts on trust with over twenty years of experience. His Ph.D. ¨Building Trust in Hostile Environments¨ from Duke University established him as a global leader for governments, businesses and NGOs on practical approaches to building trust.  Darryl has worked for Mckinsey & Company in their Toronto office, as well as advised the Canadian Military on trust building in Afghanistan. He has served as faculty for the Luxembourg School of Business and the Center for Effective Organizations at the University of Southern California and recently completed his book Building Trust: Exceptional Leadership in an Uncertain World. His contribution to the field of trust has been recognized by his nomination to the Top Thought Leaders on Trust by Trust Across America; Trust Around the World. Get Darryl's book here: https://rb.gy/3boas Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of Inside the Competitor's Mindset, John Horn, where he shares proven techniques to help businesses think like the competition and understand why they act the way they do. Inside the Competitor's Mindset presents a systematic approach to competitive intelligence that starts with three frameworks to get inside the competitor's mindset, predict their reactions to your moves, and assess whether the competition is getting ready for a spontaneous move of their own.  John Horn is a professor of practice in economics at the Olin Business School at Washington University in St. Louis. He teaches MBA students microeconomics, macroeconomics, and global business. John was a Senior Expert in the Strategy Practice of McKinsey & Company for 9 years, working with clients on competitive strategy, war gaming workshops, and corporate and business unit strategy across a variety of industries and geographies. He helped over 100 clients with war game workshops and developed a set of simulation exercises to help companies understand the challenges of reallocating resources. He continues to consult through his LLC: Gateway Competitive Insights. John has published nine papers in the McKinsey Quarterly and three in the Harvard Business Review, mostly on the application of behavioral economics and competitive insight to business strategy. John has a PhD in economics from Harvard University, where he also received a Masters degree in economics. Get John's book here: https://tinyurl.com/4dbv29ju Inside the Competitor's Mindset: How to Predict Their Next Move and Position Yourself for Success   Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

In this episode, we reveal the secrets to building a high-income consulting firm focused on AI technologies. Discover how specific tools can help maximize your earnings.

Here is what nobody tells you about building a scalable consulting firm: it gets harder before it gets easier. In this episode, I walk you through what I call the messy middle, the transition phase where you are straddling two business models at once, still delivering inside the old one while trying to build the new one. I share why progress feels invisible even when you are doing everything right, and the moment almost every consultant hits where they wonder if it would just be easier to go back. If you have been feeling pulled in every direction and questioning whether this is all worth it, this episode will name what you are experiencing, remind you why you started and encourage you to go the distance. ➥ Connect with me on LinkedIn: https://www.linkedin.com/in/natalieeckdahl/ Let's Work Together

Five events. Eight weeks. Zero excuses.If you're in ops, finance, or senior leadership at an agency or consulting firm – Harv runs through five upcoming events worth getting in your calendar right now.From the Maturity Gap Webinar (where the findings from the business maturity quiz finally get revealed) to the FinOps Conference, two intimate Handbook Breakfast Sessions in London, and – for the first time ever – a Breakfast Session in Manchester.Register as follows:1️⃣ The Maturity Gap Webinar, 15 Apr – https://bit.ly/the-maturity-gap 2️⃣ The Handbook: Breakfast Session 'Multi-Entity Madness', LDN, 23 Apr – https://bit.ly/breakfast-apr263️⃣ The FinOps Conference (50+ headcount businesses), LDN, 21 May – https://bit.ly/finops-conf4️⃣ The Handbook: Breakfast Session 'When Finance Met Ops', LDN, 28 May – Drop Harv a DM on LinkedIn to save you a seat! 5️⃣ The Handbook: Breakfast Session 'When Finance Met Ops', MCR, 3 Jun – Drop Harv a DM on LinkedIn to save you a seat! Hope to see you there! 

This discussion examines how senior leaders can navigate complexity, technology, and organizational change without losing clarity of purpose. Drawing on experience across global consumer brands, logistics, and technology, Louisa Loran outlines a practical approach to leadership that extends beyond execution into shaping direction. Key insights from the conversation: First, career progression at senior levels depends less on exceeding assigned tasks and more on articulating distinct value. Advancement requires a clear answer to a simple question: why should this individual be selected to shape the future of the business? Without that clarity, performance remains reactive and interchangeable. Second, leadership in change environments requires understanding how people respond to disruption. Resistance is rarely personal. Effective leaders identify who is ready to move, who needs context, and who requires time, adjusting their approach accordingly rather than forcing alignment. Third, many professionals remain overly focused on activity rather than contribution. Busyness often reflects adherence to process rather than progress toward outcomes. Leaders must continually reassess whether their efforts are advancing strategic objectives or simply maintaining momentum. Fourth, the ability to think independently is becoming more important as technology advances. AI can accelerate research, synthesis, and articulation, but it does not replace judgment. Those who rely on it without strengthening their own reasoning risk becoming indistinguishable from the tools they use. Fifth, organizations frequently approach AI adoption without sufficient clarity on their identity. Efficiency gains alone are insufficient. The critical question is what proprietary knowledge or capability should be developed and retained, and what can be commoditized through external tools. Loran also introduces four reinforcing leadership behaviors: setting a sufficiently high ambition, expanding perspective through curiosity, making clear and timely decisions, and consistently embodying the direction being set. These are not episodic actions but daily practices that determine whether leaders shape change or respond to it. Underlying the conversation is a consistent principle: leadership begins with self-awareness. Without a clear understanding of one's own strengths and perspective, it is difficult to remain open, to adapt, or to lead others through uncertainty. Get Louisa's book, Leadership Anatomy in Motion, here: https://tinyurl.com/3a97vt5c Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Show Notes: Lauri Euren, founder of Operating.app, explains that Operating is a tool for consulting firms or professional services that are growing and need help with staffing, internal resourcing, and month-end closes. The tool handles the workflow from time sheets to invoicing, supporting delivery across multiple projects.  Operating.app Explained Lauri emphasizes that Operating is not a CRM system and can integrate with existing CRMs like Salesforce, HubSpot, and Pipedrive. Lauri explains that Operating is not for actual sales execution but for back-end processes like staffing, time sheets, and invoicing. The tool also monitors project health, margins, and financials, providing tracking and insights into project burn rates and utilization. Operating.app Demonstration Lauri demonstrates the main dashboard, which includes tabs for staffing, personal schedules, projects, and reports. Lauri describes the main entities in Operating: projects, people, and positions, and how they intersect to manage staffing and project assignments. Lauri explains the different sections and their functions.   The dashboard includes pinned views for saved and shared views, time sheets for tracking hours, and various reporting options. Lauri highlights the importance of tailoring the use of Operating to different roles within the organization, such as consultants, COOs, and staffing managers. The invoicing feature generates invoices based on the invoicing schedule and billing type of the project. When saved, the invoice saves automatically to the accounting software used.  Lauri explains that projects often come from CRMs like HubSpot or Salesforce and are enriched with metadata using AI tools like Copilot or GPT using the Operating MCP server and AI tools like Claude, ChatGPT, Gemini or Microsoft Copilot. Operating can handle different pricing structures, including per hour and fixed price models, and can model various types of work within the fixed price model.   Planned vs Forecast Revenue Revenue Recognition The tool also includes revenue recognition features, allowing finance teams to track and recognize revenue accurately. Lauri mentions that Operating integrates with accounting tools like QuickBooks or NetSuite for billing and financial management. Clients Operating Serves Lauri discusses the ideal client size for Operating, typically starting from 10 people and scaling up to large firms with hundreds of consultants. The tool replaces spreadsheets and other point solutions for time tracking and resource planning. Lauri explains how Operating handles external consultants, tagging them differently in the system and managing their permissions and utilization. The tool allows for robust customization of permissions, ensuring that each user sees and edits only what they are allowed to. Managing a Project in Operating Lauri explains the end-to-end process of managing a project in Operating, from staffing to invoicing.  The process includes adding a project, allocating team members, setting budgets, and tracking time sheets. Operating provides real-time profitability calculations and margin effects for projects. The tool allows for the creation of invoices based on time entries and integrates with accounting tools for final billing. AI Integration with Operation Lauri highlights the AI integration with tools like Claude, allowing users to query and manage projects using natural language. The MCP server in Operating acts as an AI agent, consuming data and executing queries based on user permissions. Customers can build automated tasks and health checkers using Cloud Code and AI, enhancing efficiency and accuracy. The tool's flexibility and customization options make it suitable for various roles and project management needs. Pricing Model Lauri explains the current pricing model for Operating, which is $22 per person per month for the full module and $11-$13 for individual modules. The tool is designed to be more affordable than enterprise competitors, making it  a scalable solution for growing consulting firms. Lauri provides information on how interested parties can start a free trial or book a demo on the Operating website. Timestamps: 0:02: Introduction and Overview of Operating App  02:44: Features and Functionality of Operating  06:39: Detailed Walkthrough of Operating Dashboard  08:15: Integration with CRMs and AI Tools  13:39: Client Segment and Implementation  18:26: End-to-End Project Management in Operating  26:03: AI Integration and Customization  27:57: Pricing and Availability  Links: Operating Website: https://www.operating.app/ MCP Server (Use directly in Claude, ChatGPT...): https://www.operating.app/blog-posts/ai-consulting-mcp-server Lauri's LinkedIn: https://www.linkedin.com/in/eurenl/ This episode on Umbrex:  Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

Linda Hill, Professor at Harvard Business School, discussed how leadership must adapt to enable innovation in complex organizations. Drawing on research and fieldwork across companies such as Pixar and Pfizer, the conversation reframes leadership as the work of building environments where solutions are co-created rather than directed. Several core ideas stand out: Leadership for innovation begins with purpose, not vision. When outcomes are uncertain, the leader's role is to define the problem and create conditions for others to contribute to solving it. Performance depends less on individual talent and more on how talent works together. Organizations that encourage debate, surface differences, and refine ideas through iteration are more likely to produce meaningful results. Culture is the primary barrier to scaling innovation. Many organizations generate ideas but fail to implement them due to weak decision-making, reluctance to challenge assumptions, and difficulty stopping unproductive work. Effective leaders operate beyond their own organizations. Progress increasingly requires building partnerships and aligning broader ecosystems to access capabilities and move at sufficient speed. Discipline remains essential. Leaders must set clear priorities, evaluate work against real problems, and create the conditions for candid discussion, including ending initiatives that are not working. The discussion also underscores that leadership is both practical and personal. In uncertain environments, how leaders manage themselves—how they communicate, invite input, and respond to pressure—directly shapes outcomes. For senior professionals, the implication is clear: innovation is not constrained by ideas or technology alone, but by the quality of leadership applied to turning them into reality. Get Linda's book, Genius at Scale, here: https://tinyurl.com/4np2yc9t Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Growing a professional services business often starts the same way: scrappy teams, generalists wearing multiple hats, and a lot of momentum driven by energy rather than structure.In this episode of The Handbook, Harv sits down with Alex Bodini, CEO of Spin Brands, to unpack how Spin evolved from a grassroots social media shop into a multi-entity group of 100+ people. Rather than waiting for a crisis to force change, Alex and his co-founder made a conscious decision to professionalize the business so they could attract bigger clients, better talent, and more ambitious opportunities. They walk through the operational shifts that helped Spin move from “proper scrappy” to a more mature organization – and the cultural tensions that inevitably come with that transition.Here's what we dive into:Why bringing in a proper finance director changed far more than reporting – from pricing and scoping to forecasting and recoveryThe role HR played in moving from informal “touchy-feely” people management to structured career paths, policies, and developmentHow hiring experienced specialists elevated the quality of work – even if not every senior hire worked outWhy investing in senior-level marketing helped Spin build credibility and compete for bigger clientsWhat a chairman can bring to a founder-led business – accountability, perspective, and bigger strategic thinkingThe trade-offs between the fun, chaotic “old Spin” culture and the more structured, scalable “new Spin”Alex is refreshingly honest about the reality of transformation. Some hires didn't work out. Cultural change created tension. And the journey took far longer than expected.But the result is a business with stronger foundations – one that's now scaling through acquisitions and positioning itself for the next stage of growth.If you're navigating that transition from scrappy startup to grown-up, mature organization, there's a lot in Alex's story that will feel very familiar.Additional Resources:

Jim Hemerling is Senior Partner at Boston Consulting Group's San Francisco office and a leader in the firm's People & Organization and Transformation Practices. He has been the leader of BCG Greater China and is a Fellow of the BCG Henderson Institute. His work with clients and his research focuses on holistic human-centric approaches to organizational transformation. Jim is a co-author of BCG's new book - Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution. Global companies remain hamstrung by organizational forms that leave them mired in bureaucracy and slow to respond to changing needs. To grow in the volatility of the 21st century, firms must go beyond the familiar matrix structure and reconfigure themselves in more flexible ways. COVID-19 and its myriad effects on ways of working will force leaders to rethink how they build teams and acquire, upskill, and retain talent. Hemerling and his colleagues launched a study of dozens of global companies to determine successful leadership strategies and found that, though seemingly obvious, the best leaders put people and their needs first, rather than regarding them as resources to exploit. Hemerling and coauthors write about these topics in Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution (October 6, PublicAffairs). BCG's first major book in years, it will redefine strategy in the post-COVID era. Extending their research far beyond the expected Silicon Valley players, Hemerling and his coauthors at BCG looked at over fifty companies and interviewed hundreds of CEOs across sectors and geographies. The trends: By 2030, companies around the world will have some eight-five million skilled jobs unfilled—a gap that will exact a severe economic toll; In a 2018 BCG survey of 366,000 people from two hundred countries, ranked "good work-life balance" as much more important than "financial compensation" Over 40 percent of hiring managers anticipated that nontraditional educational criteria—like a coding "boot camp"—would soon be just as good a credential as a college degree when evaluating candidates.   For incumbents to thrive amidst these challenges, they must deploy new strategies that touch every part of their business, from value propositions and global supply chains to leadership and social responsibility goals. A huge part of this is leadership and the future of work—how to retain employees, attract top talent, and navigate tension when global forces are changing attitudes about work and life. Examples of innovative leadership: Deemphasizing hierarchy encourages employees to take ownership of projects and propel them forward without bothering to seek approval from bosses; Exploiting the gray area of informal conversations that typically take place between colleagues allows employees to break free from their daily work and innovate; Gamifying candidate screening and identifying talent via online competitions and hackathons to appeal to a new generation. Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Marc Canal, a partner at the McKinsey Global Institute, examines how long-term economic progress is built and what current shifts in AI, demographics, and productivity mean for senior leaders. He explains that consulting is less about analysis than it appears and more about trust, judgment, and the ability to frame relevant questions. Building a small number of strong relationships is more valuable than broad exposure, particularly when developing a client base. Organizations, he notes, are inherently messy. What appears structured from the outside is the result of distributed decisions and constant adjustment. The role of leadership is not to eliminate this complexity, but to bring enough structure to make effective decisions. A key differentiator is the ability to connect macro trends such as technology, demographics, and geopolitics to specific business choices. This broader perspective is often undervalued but increasingly expected by clients. On AI, Canal emphasizes that most skills are not replaced but reshaped. Writing, analysis, and coding become shared capabilities between humans and machines, shifting the premium toward judgment and application. Two areas stand out: relationship-based leadership skills and practical AI literacy. He also cautions against over-reliance on AI in core thinking processes. Insight often emerges through iteration, particularly in writing, and this discipline remains essential. Drawing on his research, Canal argues that a future of sustained global prosperity is achievable. Historical growth rates suggest that lifting living standards broadly is feasible, but not automatic. It requires continued investment in productivity, technology adoption, and human capital. The discussion closes with a consistent theme: progress depends on choices. Leaders who combine long-term perspective with disciplined execution are best positioned to shape outcomes. Get Marc's book here, A Century of Plenty, here: https://tinyurl.com/mryykcxc Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Amy Leneker, a former C-suite executive and advisor to Fortune 100 leaders, examines a common assumption in corporate life: that stress is an unavoidable cost of success. She argues that this belief is flawed, noting that when leaders feel disconnected from their values and priorities, "it doesn't feel like you're succeeding." The discussion centers on how stress operates at three levels: individual, relational, and systemic, and why each requires a different response. At the individual level, Leneker highlights the role of unexamined "stress stories." These are internal narratives that shape behavior without conscious choice. By repeatedly asking "why," leaders can uncover these patterns and decide whether to continue operating from them or to choose a different approach. A second theme is the tendency to respond to pressure by increasing effort. Leneker cautions that working harder and faster under stress typically compounds the problem. More effective leaders "work differently," which may include delegation, redefining workloads, or aligning roles with realistic expectations. The conversation also addresses prioritization. Treating everything as urgent creates continuous pressure and reduces effectiveness. Leneker advises returning to the core purpose of the role and identifying a small number of priorities, while regularly reassessing them as conditions change. Without this discipline, priorities are set externally rather than intentionally. At the organizational level, Leneker emphasizes that systemic stress cannot be resolved by individual resilience alone. Issues such as inequity or poor leadership must be addressed at the system level. When they are not, organizations tend to lose high performers or retain disengaged employees who have effectively withdrawn from their work. The role of direct managers is particularly significant. Within the same organization, employee experience can vary widely depending on leadership. As Leneker notes, a manager can either add to daily stress or keep it within reasonable bounds, often determining whether a role is sustainable. The discussion also examines burnout. Leneker describes it as both preventable and reversible, pointing to three indicators: exhaustion, cynicism, and reduced effectiveness. Addressing these begins with practical steps such as monitoring energy levels, adjusting mindset, and restoring a sense of capability through manageable changes. Finally, Leneker reflects on the deeper drivers of overwork. In her case, persistent effort was rooted in financial insecurity from earlier life, leading to decisions driven by fear rather than intent. Identifying these underlying motivations allows leaders to set boundaries and design work patterns aligned with the life they want to lead, rather than reacting to inherited assumptions. This episode offers a structured view of stress as a strategic issue. It suggests that sustained performance depends less on endurance and more on clarity, choice, and the design of both individual behavior and organizational systems. Get Amy's book, Cheers to Monday, here: https://tinyurl.com/4kybwuzd Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift  

Jason Wild discusses the discipline of building and scaling businesses through careful capital allocation, operational focus, and a clear understanding of risk. He explains how leaders often misjudge growth by pursuing expansion without fully understanding the underlying economics, noting that "growth only creates value when the returns exceed the cost of capital." He emphasizes the importance of distinguishing between revenue growth and value creation, and why many organizations confuse activity with progress. In his view, strong operators develop a detailed understanding of where value is truly generated and concentrate resources there rather than spreading them thinly. A central theme in the discussion is capital discipline. Jason describes how effective leaders treat capital as scarce, even when it is not, and make decisions with a clear threshold for returns. He notes that businesses often underperform not because of lack of opportunity, but because they fail to prioritize rigor in investment decisions. He also highlights the role of incentives in shaping behavior. Poorly designed incentives, he explains, can encourage short-term gains at the expense of long-term value. Leaders must ensure that performance measures align with sustainable outcomes rather than superficial targets. On execution, Jason stresses the importance of operational clarity. He explains that complexity often masks underperformance, and that simplifying processes and focusing on a few critical drivers leads to better results. This includes being explicit about what will not be pursued, as much as what will. Finally, he reflects on decision-making under uncertainty. Rather than seeking perfect information, effective leaders act with incomplete data while maintaining clear guardrails around risk. The combination of disciplined thinking, aligned incentives, and focused execution, he argues, is what separates durable businesses from those that struggle to sustain performance. Get Jason's book, Genius at Scale, here: https://tinyurl.com/4np2yc9t Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Dr. John La Puma discusses how everyday environmental choices shape sleep, cognition, and long-term health. Drawing on research from medicine, neuroscience, and environmental science, he explains why many professionals unknowingly experience what he calls "cognitive drag," the gradual decline in mental clarity caused by indoor lifestyles, poor light exposure, and excessive screen use. A central theme of the conversation is the biological importance of natural light. Morning sunlight triggers a cortisol activation signal that helps set the body's circadian rhythm and supports deep sleep later in the night. Without that signal, the cycle of melatonin release and restorative sleep becomes disrupted. Even simple routines, such as spending time outside shortly after waking and obtaining brief midday sunlight to support vitamin D production, can help restore these rhythms. The discussion also examines how physical environments influence mental and physiological health. Dr. La Puma distinguishes between green spaces and blue spaces. Forests, parks, and other green environments are well studied and associated with measurable benefits, including exposure to plant compounds such as phytoncides that appear to stimulate natural killer cells in the immune system. Blue environments—water, coastlines, or lakes—seem to affect the nervous system differently, often producing a more meditative and calming response. Several practical habits follow from this research. Indoor lighting late at night interferes with sleep signals, and small sources of artificial light such as indicator lights in bedrooms can disturb rest more than many people realize. Managing exposure to screens in the evening, reducing unnecessary light in sleeping spaces, and prioritizing consistent sleep hygiene all contribute to improved recovery and cognitive performance. The episode also addresses what Dr. La Puma describes as "digital obesity," the accumulation of sedentary screen time that gradually replaces movement, sunlight, and outdoor experience. Reversing that pattern does not require dramatic lifestyle changes. Regular outdoor exercise, time in nature, and brief daily exposure to natural light can produce measurable improvements in mood, sleep quality, and attention. For leaders managing demanding schedules, the implications are practical: the environments in which we live and work are not neutral. They shape the biological systems that govern energy, concentration, and long-term health. Understanding those mechanisms allows individuals to make small, deliberate adjustments that support clearer thinking and sustained performance. Get Dr. John La Puma's book, Indoor Epidemic, here: https://tinyurl.com/h4krw94e Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

What does it take to build a consulting firm that lasts 25 years and successfully exits to a Big Four firm?Adrian Moorhouse, Olympic gold medallist and former world number one swimmer, shares the story of how he transitioned from elite sport to building Lane4, one of the UK's most respected leadership development consultancies. After retiring from swimming, Moorhouse moved into talent development in British Swimming before co-founding Lane4 in 1995 with academics and a sales partner, applying principles from sport—such as improving inputs to drive better outputs—to leadership development and consulting.Over the next 25 years, Lane4 grew into a multi-million-pound consultancy before joining EY in 2021. In this conversation, Adrian explains the strategic choices that shaped that journey: building a team with distinct roles for sales, delivery, and account management; overcoming growth plateaus; and navigating the realities of selling a consulting firm. He also reflects on leadership, learning, and the mindset shift required to move from individual performance to leading a team-based business.In this episode you will learnHow Adrian Moorhouse transitioned from Olympic athlete to consulting entrepreneurWhy separating sales, delivery, and account management can unlock consultancy growthThe importance of “better inputs lead to better outputs” in building consulting capabilityHow Lane4 broke through a revenue plateau by redesigning roles and investing in new business developmentWhy understanding the difference between the customer and the consumer matters in consultingWhat founders should expect when selling a consulting firm and navigating an earn-outHow leadership mindset shifts from individual performance to building a high-performing teamConnect with Adrian:LinkedIn: Adrian MoorhouseSend a textProf. Joe O'Mahoney helps boutique consultancies scale and exit. Joe's research, writing, speaking and insights can be found at https://equitysherpa.com.

Chris Bradley, Senior Partner at McKinsey & Company and Director of the McKinsey Global Institute, discusses the ideas behind his book A Century of Plenty and the long-term drivers of economic growth. Bradley explains that much of the public debate about the economy assumes growth is limited or zero-sum. His research argues the opposite. Over long periods, societies have repeatedly expanded prosperity through investment, technology, and knowledge. A central theme in the conversation is the importance of investment. Bradley notes that productivity growth depends heavily on sustained investment in capital, infrastructure, and innovation. When investment slows, productivity usually slows as well. He also discusses the institutions that support economic progress. Stable rules, strong legal systems, and functioning markets create the conditions that allow investment and innovation to take place. When these conditions exist, growth tends to follow. The conversation also addresses the common belief that the world is running out of resources. Bradley explains that history shows a different pattern. Improvements in exploration, technology, and substitution have often increased available resources even as demand rises. Demographic change presents another challenge. Many countries are now experiencing falling birth rates and aging populations. With fewer workers supporting more retirees, future growth will depend increasingly on productivity improvements. Artificial intelligence may play a role here. Bradley describes AI as a general-purpose technology that could automate certain tasks while increasing productivity in many fields. As with earlier technological advances, the likely result is a change in the type of work people do rather than the disappearance of work altogether. Key insights from the conversation: Economic progress depends on investment. Productivity growth historically follows sustained investment in capital, infrastructure, and new technologies. Growth is not inherently zero-sum. Economic expansion often occurs because innovation and knowledge enlarge the productive capacity of societies. Resource scarcity has repeatedly been mitigated by discovery. Advances in exploration, extraction, and substitution have historically expanded the available supply of critical materials. Demographic change is a major structural risk. Aging populations and declining fertility rates will increasingly challenge economic growth and fiscal systems. AI is likely to augment productivity rather than eliminate work. As in previous technological shifts, automation changes the mix of tasks while enabling new forms of economic activity. The discussion provides a structured view of how growth, technology, and demographics interact—and why the long-term outlook for human prosperity remains closely tied to investment, innovation, and institutional choices. Chris Bradley is a senior partner at McKinsey & Company based in Sydney and serves as a director of the McKinsey Global Institute (MGI), where he leads research on the economic and business issues most critical to the world's companies and policy leaders. He is an author of a new book, A Century of Plenty: A Story of Progress for Generations to Come Get Chris's book, A Century of Plenty, here: https://tinyurl.com/mryykcxc Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

The work we produce gets all the attention.But the real question is: what's happening behind the scenes that makes that work possible?In this episode of The Handbook, Harv sits down with creative operations expert Nicky Russell, co-founder of WDC, We Deliver Change, and chair of the Creative Operations Summit in London. Together they explore the discipline of creative ops – the systems, culture, and leadership required to help creative teams do their best work. What starts as a conversation about creative teams quickly expands into something bigger: how operations leaders create the environment where great work can actually happen.Here's what we dive into:What creative operations actually is – and why it's becoming a strategic role inside agencies, brands, and consultanciesWhy ops is fundamentally about culture – not just processes, workflows, and systemsWhy happiness and psychological safety matter more than most leaders realise when it comes to producing great workHow creative ops and business ops are converging as technology and AI reshape how work gets doneHow learning to speak the language of different stakeholders is often the key to unlocking real influence.Whether you work in a creative environment or not, the themes in this conversation will resonate with any ops leader trying to build a healthier, more effective organisation.Additional Resources:

Julia Dhar, Managing Director at Boston Consulting Group and founder of the firm's Behavioral Science Lab, joins us to discuss why most organizational change efforts fail and what leaders can do differently. Drawing on behavioral science and her work advising major organizations, she explains why the challenge of change is rarely about strategy alone and more often about human behavior.  Julia begins with a simple but powerful discipline used by many successful consultants: asking two questions repeatedly. First, "what is true about this situation?" and second, "what do I believe is true because of my perspective?" Confusing facts with assumptions is one of the most common causes of poor decisions, especially when leaders begin to treat their own expectations as evidence.  The conversation explores why roughly seventy percent of organizational change efforts fail to reach their stated objectives. Julia explains that many leadership teams concentrate on defining the strategy but devote far less attention to the conditions required for people to adopt new behaviors. Successful organizations focus on the "how" of change: shaping incentives, clarifying expectations, and reinforcing specific behaviors that make a strategy real in daily work.  Several practical insights emerge from the discussion: Leaders often overestimate how comfortable employees are with change. In surveys, executives typically report feeling positive about change, while most employees feel neutral and a meaningful portion feel anxious. Recognizing this gap is the first step toward leading change effectively. Emotions and incentives must be addressed together. People rarely adopt behaviors that conflict with their incentives, and fear or anxiety makes sustained change unlikely. Leaders who want durable change must create optimism about the future, give people agency in shaping how change unfolds, and offer clarity about expectations. Behavior must be defined precisely. Broad goals such as "be more accountable" or "be more customer centric" are not actionable. Effective change requires specifying the exact behaviors expected and creating routines that make those behaviors repeatable. Recognition plays a powerful role in shaping behavior. Leaders who identify and praise specific actions reinforce the habits they want to see more frequently, often at little cost and with lasting effect. Organizations frequently underestimate the value of listening. Employees are usually willing to provide feedback, but they become disengaged when their input leads to no visible response. Closing the feedback loop—demonstrating that input leads to action—builds credibility and energy for change. Julia also discusses the pressures executives face as organizations adopt new technologies such as artificial intelligence. Rather than framing the challenge as a threat to relevance, she argues that automation may free leaders to focus on neglected responsibilities, including understanding frontline work and strengthening human relationships across the organization.  Throughout the discussion, she returns to a broader principle: effective strategy requires an equally disciplined approach to human behavior. Leaders who combine clear strategy with attention to emotions, incentives, habits, and feedback loops dramatically increase the likelihood that change will succeed. Julia closes with a perspective that reflects both her research and her experience advising organizations around the world. In any team or company, every individual has the ability to "bring joy and inspire hope." That ability, combined with the belief that people and organizations remain capable of change, is often the most powerful force available to leaders. Get Julia's book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Dr. Majid Fotuhi, neurologist, neuroscientist, and adjunct professor at Johns Hopkins University, has spent decades studying how the brain ages and what determines whether cognitive performance declines or strengthens over time. In this discussion, he challenges one of the most widely accepted assumptions about aging: that deterioration of memory and thinking is inevitable. The evidence, he explains, points in a different direction. Cognitive health is strongly shaped by daily choices, and meaningful improvements can occur within weeks when those choices change.  Fotuhi organizes the science of cognitive resilience around five pillars: exercise, sleep, nutrition, stress management, and brain training. Each pillar affects the brain through measurable biological mechanisms. Exercise, for example, increases mitochondrial activity and stimulates the growth of new neurons in regions responsible for memory. Even modest activity matters. Walking several thousand steps daily has been associated with reduced markers of Alzheimer's disease in the brain, while higher fitness levels correlate with stronger cognitive performance.  Sleep represents the second pillar. Consistent rest of seven to eight hours supports the brain's ability to regulate stress hormones and maintain cognitive clarity. Persistent sleep disruption is often tied not to physiology but to unresolved concerns. Fotuhi notes that many professionals carry a large number of unresolved problems into the night. Creating clear plans for addressing those issues often reduces anxiety enough for normal sleep patterns to return. Nutrition is the third pillar. Highly processed foods, particularly those containing trans fats, increase inflammation and are associated with smaller volumes in the hippocampus, the region of the brain responsible for memory. By contrast, a Mediterranean-style diet rich in fruits, vegetables, fish, and olive oil supports long-term brain health. Food, in this sense, functions as daily neurological input rather than simple fuel.  The fourth pillar is stress regulation. Chronic stress elevates cortisol, which can damage memory-related brain structures over time. Fotuhi emphasizes that much stress is generated internally through expectations and repeated negative thought patterns. Techniques such as cognitive behavioral therapy, meditation, and deliberate reframing help interrupt these cycles and allow the brain to operate in a more stable state.  The final pillar is brain training. Cognitive capacity strengthens when the brain is consistently challenged through activities that require learning and adaptation. Language study, music, strategic games, or complex physical skills all stimulate neural pathways. The key is sustained engagement in activities that are both demanding and enjoyable. The brain, like muscle, develops strength through repeated use. Underlying these pillars is a broader insight about aging itself. Fotuhi argues that the second half of life can be a period of cognitive growth rather than decline if individuals adopt the habits that support brain health. The goal is not merely to avoid disease but to maintain clarity, memory, and mental energy well into later decades. For senior professionals whose performance depends on sustained cognitive capacity, the implications are practical. The brain remains highly adaptable. With deliberate attention to exercise, sleep, diet, stress, and learning, cognitive capability can be preserved and, in many cases, strengthened over time. Get Majid's book, The Invincible Brain, here: https://tinyurl.com/ymf47ee3 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Kerri Roberts, senior HR strategist and fractional CHRO, shares the strategic and psychological shifts she experienced leaving a Vice President of Operations role to build her consulting firm. After 20 years inside corporate systems — from 50 employees to 20,000 — she understood leadership, process, and performance. What she had to learn was entrepreneurial wiring.In this episode of Don't Waste the Chaos Podcast, Kerri outlines:The compensation identity shift from salary to revenue volatilityWhy negotiating a contractor bridge can stabilize your first yearThe mistake of recreating corporate overhead inside a consulting firmHiring before margin demands itThe difference between corporate competence and entrepreneurial tolerance for ambiguityThis is not a motivational “take the leap” conversation. It is a strategic breakdown of how to leave corporate wisely and build a consulting firm with clarity, margin, and restraint.Sponsor AcknowledgmentThis episode is supported by:Rho Nutrition — performance-based nutrition support designed for leaders who treat their energy as infrastructure. Executive output requires metabolic stability. Rho approaches nutrition the way we approach organizations: systemically. Save 15% on your order at this link: https://rhonutrition.com/kerrirobertsMagic Mind — a daily mental performance supplement supporting sustained focus without volatility. For founders and operators navigating high cognitive load, stability matters more than stimulation. Save $40 off your first order by using code KERRIROBERTS at checkout or by visiting https://magicmind.superfiliate.com/KERRIROBERTSLeadership requires energy discipline. These partners support that standard.Chapter Markers00:00 Senior Leaders: Why Leaving Corporate Is a Real Identity Shift 04:40 Compensation Identity and Revenue Volatility 10:15 Negotiating a Contractor Bridge Instead of Quitting 17:30 Overbuilding Your Consulting Firm with Corporate Tools 23:45 Hiring Too Soon and the Pressure It Creates 29:10 Corporate Competence vs. Entrepreneurial Wiring 34:20 Three Practical Starting Points for Year One 39:30 Building Margin, Leverage, and Clean GrowthPartnership & Executive EngagementKerri Roberts serves founders, CEOs, and executive teams as a fractional CHRO and senior HR strategist. Her advisory work focuses on leadership infrastructure, compensation design, executive decision support, and organizational risk management.She also convenes curated leadership retreats for high-capacity women navigating enterprise-building, ambition, and faith with strategic clarity.To explore fractional CHRO partnership, executive advisory work, speaking engagements, or the Self Trust Reset retreat:saltandlightadvisors.com/contactIf you are a senior leader, founder, COO, or high-capacity woman navigating the transition from corporate to consulting, this channel is built for you.Subscribe to Don't Waste the Chaos.Share this episode with an executive peer considering entrepreneurship.Build with margin. Don't waste the chaos.Support the show

Nidhi Tewari, a highly sought after wellbeing and work culture speaker who applies her experience as a licensed therapist to the work world, has spent more than a decade advising high-performing leaders on burnout, trauma, communication, and work culture. In this conversation, she brings a clinician's precision to a topic many organizations still treat superficially: why capable professionals disengage, shut down, or burn out and what leaders can do differently. Tewari's perspective is grounded in personal experience. After burning out multiple times and experiencing the sudden loss of her best friend, she recognized that burnout is not only psychological but physiological. Elevated stress markers, chronic exhaustion, and a dysregulated nervous system are not signs of weakness; they are signals. The first insight is simple but often ignored: professionals override subtle cues from their mind and body until the body forces a reset. Sustainable performance requires noticing those cues early. Second, she explains how nervous system regulation shapes leadership behavior. Many high achievers operate in a chronic stress state, alternating between hyper-vigilance and shutdown. Tewari introduces a practical framework, RESET: recognize reactions, identify emotions, soothe the body, explore the root, and tell the story safely, to move from reactivity to deliberate response. Techniques such as 4-7-8 breathing are not wellness trends; they are tools to regain cognitive control before making consequential decisions. Third, she addresses trauma directly. Workplace dysfunction, toxic leadership, and persistent undermining can create patterns that resemble clinical trauma. Drawing on her specialization in EMDR therapy, she explains how unresolved experiences shape beliefs such as "it's my fault" or "I'm not good enough," which then influence professional conduct. Processing those beliefs changes not only emotional resilience but executive presence. Fourth, Tewari reframes burnout as a systems problem. Individual interventions, self-care seminars and boundary workshops, miss the root causes. Isolation, lack of trust, unclear expectations, and the sense that one does not matter are primary drivers. Her research on attuned leadership shows that when leaders respond with moment-to-moment relational awareness, productivity and psychological safety improve. Burnout declines when connection rises. Fifth, she differentiates emotional intelligence from relational intelligence. The latter includes flexibility, reading cues, self-regulation, and collaboration. In an AI-enabled workplace, these human capabilities become strategic assets. AI can analyze data and refine language, but it cannot read tension in a room, detect subtle distress, or repair a damaged professional relationship. Leaders who master attunement, adjusting tone, pace, and posture to meet the moment, will distinguish themselves. The discussion closes with a practical lens on communication styles: fixers, avoiders, connectors, and explorers. The explorer—curious, measured, and willing to ask "help me understand more"—creates psychological safety without centering themselves. That shift alone can alter team dynamics. For senior professionals, the message is direct. Performance is inseparable from physiology. Leadership is inseparable from self-awareness. And sustainable results require disciplined attention to how people feel, not only what they produce. Get Nidhi's book, Working Well, here: https://tinyurl.com/mr2tfvh8 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Charles Steele reflects on "more than two decades in private equity, banking," combined with "public service roles, including advising Tony Blair," and how these experiences led him to a late but powerful discovery: "the best way to really find purpose in life is to be creative, to make stuff." He explains that "the things I'm writing about now I am only able to write about because of what I spent the last two decades doing," and how this realization became a turning point. He describes how stepping outside traditional career paths creates "periods where you have perspective," and how "follow your curiosity" eventually brought him back to the ideas that mattered in his youth. He shares that "in the last five years, I feel like I've become a student again" and that this shift awakened a deeper understanding of work, mission, and meaning. Charles discusses the discipline behind creative work: "writing is not writing. Writing is rewriting," and how the creative act is "one of making mistakes, learning from them, getting better." He also explains the importance of reframing difficulty, saying, "if it was an easy thing to do, then everyone would do it," and why maintaining "a sense of humor" matters when navigating the inevitable "peaks and troughs." Turning to Elon Musk, Charles argues that Musk is "far more different than most people would imagine." He explains that Musk always says, "when I talk you don't need to read between the lines, just read the lines," and that understanding him requires stepping outside our assumptions: "you have to step out of your shoes and step into his shoes." Charles outlines Musk's worldview, guided by what Musk calls "a philosophy of curiosity." Musk believes "the universe is the answer," and that progress comes from learning to "ask better questions" so we can "increase our consciousness" as a civilization. Charles describes how Musk's companies, from Tesla to SpaceX to XAI, are designed as "civilizationally positive" efforts to "increase the scope and scale of consciousness." He explains Musk's use of first-principles thinking: "you need every time to go back to look at your assumptions," then "make a conjecture" and "try and prove that your theory is wrong." This mindset also shapes how Musk builds organizations: through mission, product obsession, and "the rate of innovation," a culture in which people "work extremely hard" because they believe deeply in the purpose. Charles closes by stressing the importance of alignment and risk-taking: that leaders must understand "your risk tolerance," think in "a range of different outcomes," and recognize that this discipline "really helps you to think about how much risk you're willing to take on for what return." Get Charles' book, The Curious Mind of Elon Musk, here: https://charlessteel.com/book/ Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Most Americans Will Not Retire Comfortably, Here's the Fix With Nadine Watson

Your numbers might look healthy.Revenue's up. Projects are flowing. The pipeline feels… fine.But underneath? Margins are eroding. Cash is tighter than you'd like. And no one's totally confident in the data they're using to make decisions.In this episode of The Handbook, Harv Nagra sat down with finance and business ops advisor Robert Patin to unpack what's really going on beneath the surface of many professional service businesses right now – and why operational maturity is the difference between surviving and thriving.Here's what we dive into:

Lorraine Marchand, startup CEO, advisor to Johnson & Johnson, member of the Pharmaceutical Advisory Board at Columbia Business School, and faculty at Wharton, discusses how leaders can sustain growth through disciplined experimentation in an era shaped by AI and institutional risk aversion.  Marchand's perspective is grounded in a career that spans large corporations and entrepreneurial ventures. Early in life, she learned to treat problem solving as an experiment rather than a test of personal worth. That principle later informed her approach to innovation in complex organizations. Several practical themes emerge from the discussion: 1. Reframe failure as structured learning. Marchand's operating principle is "try, fail, learn." The key is to set explicit learning objectives before undertaking a new initiative. When leaders define what they intend to learn, not just what they intend to achieve, they reduce fear and increase resilience. This mindset is particularly critical in startups and new ventures, where there is no playbook and early missteps are inevitable. 2. Innovation requires protected investment. Drawing on research and executive interviews, Marchand highlights the value of disciplined portfolio allocation. A 70/20/10 model—70% core business, 20% adjacent opportunities, 10% new, exploratory ideas—creates room for experimentation without destabilizing the enterprise. The evidence she cites suggests that long-term growth frequently emerges from ideas that initially seemed peripheral. 3. Culture often suppresses experimentation. Organizations frequently default to "playing it safe." Marchand argues that leaders must explicitly create space for candor and reflection. Her practice of "Fail Free Friday", a structured forum to discuss what is not working without defensiveness, illustrates how small rituals can normalize learning and surface risk before it compounds. 4. AI should assist thinking, not replace it. Marchand observes both curiosity and fatigue around AI. Students and executives alike risk over-reliance, which can erode depth of analysis. Her discipline is simple: think independently first, then use AI as a research assistant to refine or challenge one's reasoning. Senior leaders remain relevant not by competing with automation, but by asking the right questions, an ability rooted in experience and judgment. 5. Integration of technology requires business judgment. Technology cannot be bolted onto processes indiscriminately. Leaders must understand workflows deeply enough to decide where automation adds value, where human ingenuity remains essential, and where both are required. This integration demands clarity about the business, not just familiarity with the tool. 6. The "who" and the "how" matter more than the "what." Late-career reflection led Marchand to conclude that outcomes achieved at the expense of people erode long-term value. Values alignment, integrity, and disciplined focus, often expressed through the willingness to say no, are strategic decisions, not personal preferences. For senior professionals, the message is direct: sustained growth depends less on bold rhetoric and more on creating disciplined environments where experimentation is safe, technology is used thoughtfully, and people are encouraged to think independently. The capacity to ask better questions, protect time for reflection, and allocate resources to uncertain but promising ideas remains a defining leadership advantage. Lorraine H. Marchand, an acclaimed author and innovator, is author of the new book NO FEAR, NO FAILURE and a leading consultant and educator on innovation with deep expertise in new product development. She has cofounded multiple start-ups, held senior roles at global companies including Bristol-Myers Squibb, Covance/LabCorp, and IBM, and advises top organizations while teaching at the Wharton School and Yeshiva University. Get Lorraine's book, No Fear, No Failure, here: https://tinyurl.com/eksdu9ks Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Ashley Herd, former Head of HR North America at McKinsey, joins this episode to discuss what effective leadership looks like in practice, especially in environments defined by speed, pressure, and increasing expectations around AI. Drawing on her experience training more than 250,000 managers, she introduces a simple but rigorous framework: pause, consider, act. In fast-moving organizations, leaders often default to speed over reflection. Herd argues that the brief pause before responding to a mistake, delivering feedback, or making a decision materially changes outcomes. It allows leaders to ask: What result am I trying to achieve? How would I want to be treated in this situation? What will the ripple effect of this action be? Several practical insights stand out: First, performance feedback remains one of the most persistent leadership failures. The issue is not usually saying the wrong thing, but saying nothing at all. Delayed or avoided feedback creates confusion, resentment, and surprises in annual reviews. Timely, specific recognition is equally important; a simple acknowledgment can shape engagement far beyond the moment. Second, leadership style often oscillates between two extremes. Herd describes "tight jeans" leadership as micromanagement that restricts autonomy, and "oversized sweatpants" leadership as excessive hands-off behavior that leaves teams without direction. The effective middle ground is structured autonomy: clear expectations combined with room to operate. Third, leaders underestimate the degree to which they influence their teams' well-being. Research shows a manager's effect on employee health rivals that of a spouse. Everyday behaviors whether following up, acknowledging effort, or setting realistic expectations, have consequences that extend beyond the workplace. Fourth, organizations face a growing gap between executive narratives about AI and what teams are actually doing. Leaders often declare proficiency while employees experiment quietly, sometimes without clarity on what is expected, allowed, or rewarded. Clear standards around AI usage, what good looks like, what is permitted, and how it will be evaluated, are now a management responsibility, not a technical one. Finally, Herd emphasizes upstream problem solving. Instead of repeatedly "cleaning up" issues after they escalate, leaders should invest in conversations, manager training, and clear norms that prevent recurring failures. This requires time, but it reduces long-term friction. For senior leaders, the message is direct: results and humanity are not opposing goals. Deliberate communication, consistent one-on-ones, and realistic workload expectations are operational disciplines, not soft considerations. For managers at any level, the framework is simple but demanding. Pause before reacting, consider the broader impact, then act with clarity. Get Ashley's book, The Manager Method, here: https://www.managermethod.com/book Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

John McGinnis, law professor at Northwestern University and author of Why Democracy Needs the Rich, examines constitutional design, democratic stability, and the accelerating force of artificial intelligence. Drawing on the Federalist Papers, Tocqueville, and public choice theory, he argues that a realistic understanding of politics is essential to preserving both liberty and effective state capacity. McGinnis traces his intellectual formation to a "hard-headed realism" learned early in life and later reinforced by the American founding. At the center of his thinking is a practical constitutional question: how to build sufficient state capacity while preventing its abuse. He emphasizes the importance of an entrenched constitution that is difficult to amend, arguing that stability enables long-term planning and protects society from short-term political passions. Several themes shape the discussion: Public choice and political incentives. Politics does not operate in a purely public-spirited way; concentrated interests often organize more effectively than diffuse ones. Understanding this dynamic is essential for evaluating policy debates. Historical perspective as stabilizer. Many contemporary political phenomena appear unprecedented but are not. From Andrew Jackson to the present, democratic politics has repeatedly unsettled elites while preserving constitutional continuity. Technology as the dominant variable. McGinnis argues that AI will overshadow most current political disputes. As a general cognitive tool, it will be embedded across sectors, reshaping law, education, national security, and economic organization. Comparative advantage in an AI world. As machines assume cognitive tasks, human value will shift toward persuasion, judgment, and relational skills. Professionals must rethink where they add distinctive value. Education under acceleration. The coexistence of AI-enabled and AI-restricted learning may become necessary to preserve independent thinking while leveraging technological capability. The civic role of the wealthy. In Why Democracy Needs the Rich, McGinnis contends that wealthy individuals diversify democratic discourse, counterbalance concentrated interests, support minority rights movements, and fund public goods such as universities and museums. Their independence allows them to take risks others cannot. The episode also addresses rising student anxiety, the erosion of historical literacy, and the long-term question of meaning in a world where work may change substantially. McGinnis maintains that constitutional stability, plural centers of influence, and technological leadership remain central to American resilience. This conversation offers a grounded framework for thinking about democracy, incentives, and technological acceleration. It situates current debates within a longer historical arc while identifying AI as the structural force most likely to define the next decade. Get John's new book, Why Democracy Needs the Rich, here: https://tinyurl.com/msk9fd4k Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Dr. Guy Winch explains why we must treat emotional injuries with the same urgency as physical ones. "We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury." He introduces the idea of "emotional first aid" and why we need a psychological toolbox to stop that downward spiral. Guy breaks down the difference between how we respond to physical pain versus emotional pain. "We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries." He explains why we must learn emotional hygiene: "The injuries don't just go away." We also discuss how emotional neglect works and the long-term consequences of unacknowledged wounds. "The mind does not heal itself. The mind broods." Finally, Guy offers a new model for how to respond when people open up to you emotionally. "Start with compassion. You can offer logic later." Key Insights: Insight 1: "We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury." This explains why emotional pain often intensifies over time without care — because we engage in harmful self-dialogue instead of healing practices. Insight 2: "The mind does not heal itself. The mind broods." Guy challenges the myth that emotional wounds naturally heal. Without intervention, the mind tends to replay and deepen the pain. Insight 3: "We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries." He contrasts our well-established responses to physical pain with the absence of tools for emotional distress — and why this gap needs to be closed. Insight 4: "Emotional hygiene is about treating those injuries when they occur and trying to prevent them in the first place." He introduces emotional hygiene as a proactive and reactive strategy, just like physical hygiene protects against illness and injury. Insight 5: "Start with compassion. You can offer logic later." This is a clear framework for responding to others in distress — showing why empathy should precede problem-solving. Action Items: "Start with compassion. You can offer logic later." Use this sequence when someone shares emotional pain. "The first step is to recognize the injury for what it is." Acknowledge when you've been emotionally hurt. Label it. "Would I say this to a friend? If the answer is no, then don't say it to yourself." A reframe technique to interrupt self-criticism. "You don't take one antibiotic and stop. You have to do the course. It's the same with emotional first aid." Practice emotional tools consistently, not just once. "Rumination is like a psychological infection. And so what you need to do is stop the infection from spreading." Interrupt rumination cycles early. "You have to override your own instinct." Emotionally healthy responses often require pushing against our natural urges to withdraw or self-blame. Get Mind Over Grind, here: https://tinyurl.com/49mshdmv Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Adam Job, Senior Director at the BCG Institute and leader of its strategy research, offers a clear-eyed examination of growth, uncertainty, and value creation in today's business environment. Drawing on long-term empirical research, he explains why growth remains the primary driver of value over time, while also outlining why it has become structurally harder to achieve amid geopolitical tension, demographic shifts, affordability pressures, and changing political priorities. The discussion moves beyond slogans and focuses on decision-making under uncertainty. Job explains that politically driven risk differs from other forms of uncertainty because corporate responses can amplify consequences, both economically and reputationally. He introduces a small set of strategic postures, making a bet, defending the core, waiting while preparing contingencies, or building a portfolio of options, and explains when each is appropriate. Key insights from the conversation include: Over long horizons, roughly three-quarters of total shareholder returns are driven by growth, making it essential not only for valuation but also for talent attraction, innovation, and organizational morale. Many executives systematically underinvest during uncertain periods, even though research shows that companies making selective big bets during uncertainty often outperform peers who pull back. Political risk is uniquely reactive: corporate actions can escalate or de-escalate outcomes, requiring leaders to distinguish carefully between short-term noise and durable structural shifts. AI can expand the range of ideas and speed of experimentation, but growth depends on disciplined selection, testing, and scaling, not idea generation alone. When growth is not available, some firms can still create value through asset-light models, premium positioning, vertical integration, or reducing earnings volatility, though these paths are limited and not permanent substitutes for growth. Job also addresses the cultural and organizational conditions that enable prudent risk-taking, including leadership signaling, incentive design, preparedness through scenario planning, and mechanisms that counter herd behavior. He emphasizes that resisting the instinct to retreat during uncertainty often requires deliberate structure, not individual courage alone. For senior leaders navigating volatility, this episode provides a grounded framework for thinking about growth, risk, and value creation without exaggeration or false certainty. It offers practical guidance on when to act, when to wait, and how to preserve strategic agency in environments where the future is unclear. Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

What does it take to build a consulting firm that is global from day one?In this episode, Joe O'Mahoney speaks with Matthieu Courtecuisse, Founder & CEO of Sia Partners, about the long-term decisions behind building one of the world's largest founder-led consulting firms.Matthieu shares how Sia Partners was built with international scale in mind from the very beginning, why founder commitment matters more than capital in global expansion, and how early investments in data, AI, and technology shaped the firm's competitive advantage. He explains Sia's augmented consulting model, where proprietary platforms and AI tools sit at the core of delivery—not as add-ons.The conversation also covers Sia's approach to growth through selective acquisitions, the balance between building and buying capabilities, and how culture-led integration supports scale. Joe and Matthieu close by discussing how AI is reshaping consulting economics, talent models, and why firms need to think in decades, not quarters, when building lasting value.In this episode you will learn:Why Sia Partners was built with global scale as a core ambitionHow founder commitment drives successful international expansionWhy early investment in AI and data created long-term advantageWhat augmented consulting looks like in practiceHow Sia approaches M&A without diluting cultureWhy consulting firms must think long-term to build real valueThis episode offers a long-term view on what it takes to build a global consulting platform—through sustained investment, founder leadership, and a clear belief in technology as a driver of scale and value.Connect with Matthieu:LinkedIn: Matthieu CourtecuisseWebsite: SIA-Partners.com Resources:SIA Partners Case StudySend us a textProf. Joe O'Mahoney helps boutique consultancies scale and exit. Joe's research, writing, speaking and insights can be found at https://equitysherpa.com.

Daniel Coyle, New York Times bestselling author of The Culture Code and adviser to organizations ranging from Navy SEALs to global technology companies, joins the Strategy Skills Podcast to explore what truly drives leadership, performance, and flourishing. Drawing on decades of research into elite performers and high-functioning cultures, Coyle explains why performance alone is not enough, and why many highly successful people still experience emptiness and burnout. He shares pivotal moments from his work observing leaders, including a defining insight from a Navy SEAL commander who described the four most important words a leader can say: "I screwed that up." The conversation challenges conventional thinking about leadership, power, and problem-solving. Coyle distinguishes between complicated problems that can be solved with instructions and complex problems that require experimentation, learning, and trust. Through examples ranging from kindergarten classrooms to professional sports teams and Pixar's creative process, he shows how psychological safety, vulnerability, and group flow enable people to add up to more than the sum of their parts. The episode also moves beyond the workplace to examine what it means to flourish in a world that is accelerating, fragmenting, and increasingly uncertain. Coyle discusses attention, meaning, community, and the small practices that help individuals and groups create energy, connection, and resilience over time. Key Insights 1. Leadership begins with vulnerability "The four most important words a leader can say… 'I screwed that up.'" Coyle explains that the best leaders are not those who appear flawless, but those who openly acknowledge mistakes. This signal of vulnerability creates trust and invites others to contribute honestly, allowing groups to solve problems together rather than hiding behind certainty. 2. Psychological safety outperforms raw intelligence "The kindergartners outperform the CEOs… not because they're smarter, but because they're safer." In group problem-solving tasks, children succeed because they are unafraid to try, fail, and adjust. Adults, constrained by status and fear of judgment, slow themselves down. Safety enables experimentation and learning. 3. Most leadership failures confuse complex with complicated "Complex problems are alive. They change when you do something to them." Coyle draws a sharp distinction between problems that follow instructions and those that evolve as you interact with them. Treating living systems like mechanical ones leads to brittle strategies and disappointment. 4. Experimentation beats planning in complex systems "Try something, observe what happens, learn from that, and then try something else." For complex challenges, progress comes from testing, learning, and adjusting rather than executing a fixed plan. This mindset mirrors how high-performing teams actually work. 5. Leadership is about creating energy, not pushing information "A lot of times we think of business problems as knowledge problems, when in fact they're energy problems." Coyle emphasizes that change fails when leaders try to impose best practices. Momentum emerges when people are invited into shared questions and feel ownership of the work. 6. Group flow requires clear goals and freedom "You have to have a shared horizon… autonomy… and ownership." High-performing teams operate like a pickup basketball game: everyone knows the goal, operates within guardrails, and has freedom to act. These conditions allow flow to emerge naturally. 7. Meaning is created through connection, not information "Meaning is not about delivering information. It's about resonance and connection." Coyle shows that meaning arises when people share stories, vulnerability, and purpose—often through simple but deep questions—rather than through data or instructions. 8. Attention determines whether life feels alive or hollow "If you're all in the narrow, life gets really thin." Flourishing individuals and cultures balance focused, controlling attention with open, connective attention. Too much of either leads to stagnation or chaos. 9. Community is something you practice, not consume "Community isn't a noun. It's a verb." Whether in organizations or neighborhoods, community forms through shared projects, constraints, and contribution—not passive belonging. Get Daniel's book, Flourish, here: https://shorturl.at/oICpY Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Liz Tran, former venture capital executive and author of AQ, examines why agility—not raw intelligence or experience—has become the defining capability for leaders operating amid persistent uncertainty. She introduces Agility Quotient (AQ) as the capacity to adapt thinking, identity, and decision-making when familiar structures no longer apply. Tran explains how traditional markers of success, from credentials to past wins, can quietly become liabilities when environments shift. She describes how the pandemic, rapid AI adoption, and labor volatility exposed a gap between competence in stable conditions and effectiveness under change. Agility, in her view, is not a personality trait but a practiced discipline. Key insights from the discussion include: Why leaders who anchor identity too tightly to past success struggle most when conditions change, and how agility begins with loosening that attachment. How burnout often reflects a loss of agency rather than excessive workload, and why articulating a future-facing personal strategy restores momentum. What recent layoff patterns reveal about how organizations are selecting for adaptability rather than tenure or historical performance. How a shift from a "know-it-all" posture to a "learn-it-all" posture improves judgment, learning speed, and organizational resilience. Why confidence is built through repeated cycles of disruption and recovery, not through mastery alone. How leaders can use AI as leverage without eroding core human capabilities such as critical thinking, synthesis, and judgment. Tran also reflects on how early beliefs shape leadership behavior long after circumstances change, and why agility requires examining those assumptions rather than optimizing around them. She argues that reinvention is not episodic but continuous, and that career durability now depends on the ability to operate without fixed reference points. This episode offers a practical framework for executives seeking relevance and steadiness in volatile environments, positioning agility quotient as a core leadership capability for the next decade. Get Liz's book, AQ, here: https://shorturl.at/o8fGu AQ: A New Kind of Intelligence for a World That's Always Changing Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

In this episode with Rishi Dave, a partner in Bain's Commercial Excellence practice with deep expertise in B2B marketing and digital marketing, he explains the concept of a "Day 1 List" in B2B sales and marketing and the three things that will get a supplier or seller on the list. Rishi also discussed what a "sales play" is, how to build it, institutionalize the knowledge within the company, and get the sales team to adopt the sales play to fulfill their potential and increase their productivity and sales. Rishi Dave partners with CMOs and management teams to drive marketing transformations and build modern marketing capabilities. He serves as an expert on the implementation of Bain's B2B Marketing Diagnostic and Sales Play System. Rishi has held global CMO roles at public technology and cloud companies, including Dun & Bradstreet, Vonage, and MongoDB. Prior to these roles, he served as the global head of digital marketing for Dell's B2B businesses. Rishi started his career at Bain & Company. As a marketing executive, Rishi has built world-class marketing organizations and capabilities that have driven top-line growth leveraging the right marketing technology, data, analytics and content strategy. Rishi has driven major brand and messaging transformations, reimagined digital customer experiences, and built and scaled go-to market models. Rishi earned an MBA in Marketing from The Wharton School at the University of Pennsylvania as well as a BS in Chemical Engineering and an AB in Economics with Honors from Stanford University.    Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Neri Karra Sillaman, entrepreneurship advisor at the University of Oxford and author of Pioneers: Eight Principles of Business Longevity from Immigrant Entrepreneurs, discusses why immigrant-founded companies are disproportionately successful and tend to last longer than their counterparts. Drawing on her experience as a former child refugee and on research that began with her PhD, she explains how longevity is built through clear vision, perseverance, community, shared value, and disciplined decision-making. She begins with the formative role of vision. At age eleven, while living in a refugee camp, education became her "north star." That clarity helped her interpret rejection not as failure but as "not yet," a mindset she later observed repeatedly among immigrant entrepreneurs. Clear intent, she argues, allows setbacks to redirect effort rather than extinguish it. The conversation then turns to the principles she identified through interviews with immigrant founders of companies such as Chobani, Duolingo, WhatsApp, and Calendly. These include treating rejection as the beginning of negotiation, building community as a core operating system rather than a marketing tactic, and prioritizing shared value before profit. She emphasizes that many founders focus first on contributing to customers, suppliers, and local communities, with financial results following from that orientation. Sillaman also explains how history and heritage function as assets rather than liabilities. Rather than discarding their past, immigrant entrepreneurs draw on cultural memory and lived experience to shape vision and execution in the present. This integration of past, present, and future becomes central to how long-lived businesses are built. Another recurring theme is luck. She notes that founders consistently describe themselves as "lucky," but defines luck not as chance, but as a capability: being prepared enough to recognize opportunity and willing to act decisively when it appears. The discussion also addresses technology and AI. As tools become more powerful, she argues, human creativity, judgment, and connection become more important, not less. She suggests that imperfections and visible signs of human authorship may increasingly signal authenticity in an automated environment. Throughout the episode, Sillaman challenges dominant models of ego-centered leadership. She contrasts short-lived, personality-driven leadership with approaches that place attention on the work, the community served, and the legacy left behind. Longevity, she concludes, depends not only on how businesses grow, but on how they treat people and define the value they exist to create. Get Neri's book, Pioneers, here: https://tinyurl.com/3bnx7nyc Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Acton, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift