Episoder

  • Transforming the workplace through self-awareness and delegation

    Transforming the workplace through self-awareness and delegation

    · Evolving Your Workplace

    “Lead yourself before you lead others.” – Jane Monroe

    In this week’s episode, Carol Schultz sits down with Jane Monroe, founder of Embrace the Grape Beverage Catering, to explore one of the most overlooked leadership skills: self-awareness. What started as a conversation about leadership quickly became a masterclass on blind spots, delegation, personal growth, and building teams that can lead themselves.

    Jane shares the unexpected story of how a bride’s wedding problem led her to launch a completely new business during the 2008 financial crisis. From there, she introduces her framework for leadership cohesion, breaking down the four versions of ourselves—the known self, blind self, hidden self, and mystery self—and explains how understanding each one can transform the way we lead.

    Carol and Jane discuss why many leaders struggle with control, how delegation creates stronger organizations, and why hiring people who compensate for your weaknesses is a competitive advantage. They also dive into trust, employee empowerment, succession planning, and the importance of balancing logic with intuition to become a more whole-brained leader.

    The episode closes with practical lessons for leaders looking to build high-performing teams, uncover their blind spots, and create workplaces where accountability starts from within.

    Takeaways

    • Self-awareness is the foundation of effective leadership.

    • Blind spots can limit growth until someone helps uncover them.

    • Great leaders learn to lead themselves before leading others.

    • Growth happens when you step outside your comfort zone.

    • Delegation allows leaders to focus on their strengths.

    • Hiring for your weaknesses creates stronger teams.

    • Employees perform better when given ownership instead of micromanagement.

    • Different perspectives often produce better outcomes than one leader working alone.

    • Strong cultures are built on trust, communication, and accountability.

    • Encouraging employees to “manage up” creates healthier organizations.

    • Leadership exists at every level—not just in management positions.

    • Balancing emotional intelligence with logical thinking leads to better decisions.

    Chapters

    00:00 Intro: Why self-awareness separates great leaders from everyone else

    01:11 Meet Jane Monroe & the story behind Embrace the Grape

    02:19 The bride who accidentally created a business opportunity

    04:29 Turning blind spots into entrepreneurial breakthroughs

    07:01 The four selves: known, blind, hidden, and mystery

    09:37 Why growth requires getting comfortable being uncomfortable

    11:54 Leading yourself before leading others

    13:51 A powerful framework for humility and leadership

    15:58 Learning to let go: delegation and control

    17:03 Hiring for your weaknesses instead of your strengths

    18:13 Diversity of thought and avoiding groupthink

    19:15 How delegation unlocks team growth

    20:05 Empowering employees through trust and ownership

    21:41 Giving people opportunities to exceed expectations

    22:41 When employees redesign your plans for the better

    23:09 Managing up: why leaders need feedback too

    24:05 Building a culture of accountability with part-time teams

    25:38 Hiring experienced professionals and maintaining low turnover

    26:39 Supporting employees through major life transitions

    27:35 Succession planning when family doesn't want the business

    29:12 Whole-brain leadership: balancing emotion and logic

    31:38 Final thoughts & closing remarks

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Creating Ownership in your Employees

    Creating Ownership in your Employees

    · Evolving Your Workplace

    "Don't ask what I would do. Ask what's best for the patient." – Amit Gir, MD

    In this week's episode, Carol Schultz sits down with Amit Gir — physician, entrepreneur, and CEO of Phox Health — to dig into one of the most underrated leadership challenges: creating a culture where employees take real ownership, instead of waiting to be told what to do. Amit shares how he built a remote-first healthcare logistics company across 12 states and two continents, almost entirely by learning when to let go — and who to let run.

    Amit explains why the best leaders learn every inch of the business before delegating it, how to tell the difference between micro-feedback and micromanagement, and why he has a strict rule of never taking credit for a good idea. They also get into the messier side of leadership — what happens when someone doesn't show ownership, how fear-based cultures quietly kill companies, and why giving employees "the rope" is the only way to find out who will climb and who won't. The episode closes with Amit's core belief: when the mission is bigger than the manager, ownership stops being a personality trait and starts becoming company culture.

    Takeaways

    Learn the business deeply before you hand it off — you can't manage what you don't understand.Hire people who can teach you something, not just execute your ideas.The best hires are the ones who eventually do the job better than you could.Passing ownership means giving a rough playbook — then getting out of the way.Never own a good idea. Only own the bad outcomes.Micro-feedback is about speed, not control — the faster the feedback, the faster the growth.Fear-based leadership creates silence, not performance.When the mission drives decisions — not the founder — ownership becomes instinct.A culture of feedback has to be modeled by the CEO first, every single day.Remote teams can scale — but only when built with intention, not just cost savings.

    Chapters

    00:01 Intro: The real cost of employees who wait for permission

    01:27 What Fox Health does and why it exists

    02:22 From medical school to startup — Amit's founder origin story

    05:20 What ownership actually looks like on Amit's team

    08:35 The Atlanta hire — no resume, no healthcare background, full ownership

    10:31 Giving employees the rope — risk, trust, and letting go

    11:13 Why you should hire people who can replace you

    12:24 The one instruction Amit gives every new hire

    13:02 When ownership doesn't show up — and how to act fast

    14:26 The credit rule: he never owns a good idea

    15:06 Micro-feedback vs. micromanagement — where the line is

    17:40 Leading by example when no one's watching

    18:12 How to build a culture of feedback from the top down

    19:21 Love vs. fear — which one actually builds better teams

    22:08 Running a global remote team across the US, India, and Scotland

    24:52 Gender dynamics in a global workforce

    25:10 Why Fox Health ended up 50%+ female — by accident

    28:46 Turning time zone gaps into a competitive advantage

    32:35 Final thoughts: hire with purpose, not just for price

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

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  • The Necessity of Shedding and Rethinking Your Brand

    The Necessity of Shedding and Rethinking Your Brand

    · Evolving Your Workplace

    "If you don't plan for where your customers are moving, you're not going to have a business." – Melinda Powelson

    In this week's episode, Carol sits down with Melinda Powelson, CEO of Match Engine, to explore what brand survival really looks like when the industry you built your business on starts disappearing beneath your feet. From a Denver recycling company founded just after the first Earth Day to one of the earliest lead generation platforms on the internet, Match Engine's story is a masterclass in knowing when to pivot — and having the courage to actually do it.

    Melinda breaks down why so many businesses get left behind when industries shift, why watching trends and data is non-negotiable for long-term survival, and how her company is already preparing for the decline of paper shredding by moving into medical waste, electronic recycling, and AI-powered sales tools. Carol and Melinda also dig into the tension between embracing AI and protecting the human touch in customer relationships, why office paper shipments have dropped 36% since COVID, and what the Yellow Pages and Kodak teach us about ignoring the writing on the wall.

    The conversation also covers family business succession, founder syndrome, why 70–80% of family-run businesses fail between the first and second generation, the real difference between wanting something and committing to it, and why hiring people with a tolerance for change may be the single most important thing a leader can do right now.

    Takeaways

    Businesses that fail to track industry trends risk becoming the next Kodak or Yellow Pages.Office paper shipments in the U.S. have dropped 36% since COVID — document-heavy industries must adapt.Medical waste and electronic recycling are growth verticals as paper shredding declines.AI search is reshaping lead generation, and businesses that ignore it will fall behind.Using AI to enhance your team's performance is fundamentally different from using it to replace people.Customers in certain demographics still strongly prefer speaking to a human over a bot.Family business succession fails 70–80% of the time between the first and second generation.The baton handoff only works when the original founder is willing to fully let go.Commitment — not just wanting — is what separates entrepreneurs who make it from those who don't.Hiring for change tolerance is as important as hiring for skill.Women leaders may have a natural advantage in delegation and trust-based team building.A subscription revenue model offers stability that a pure lead-generation model cannot.

    Chapters

    00:00 Intro: Office paper is down 36% — is your business paying attention?

    01:09 Introducing Melinda Powelson and Match Engine

    01:58 How it all started: Tri Our Recycling and the first Earth Day

    02:34 Building a website in 1995 before Google existed

    03:38 The birth of Shred Nations and early lead generation

    04:09 Why the internet business was losing $20K a month — and how they fixed it

    04:46 The fundamentals of pivoting: platform economics and customer value

    06:19 Advice for leaders who know they're falling behind

    07:09 "Fish where the fish are" — and the fish have moved

    07:32 Why AI search is the next frontier for lead generation

    09:37 Defining risk: changing what works today for an uncertain tomorrow

    10:26 Match Engine's AI philosophy: enhance people, don't replace them

    11:31 Why boomers won't talk to bots — and why that matters

    12:28 Salesforce's AI hiring reversal as a cautionary tale

    13:12 The value of people and hiring for change tolerance

    13:57 How Melinda entered the family business (she was an English major)

    15:09 The gradual baton handoff from father to daughter

    16:16 Why family business succession fails 70–80% of the time

    17:16 The personal commitment that made the difference

    18:48 Eight years as CEO — and the three and a half that changed everything

    19:23 Why CEOs need peer groups — and how hard they are to find

    22:11 Founder syndrome and why women may be better at letting go

    24:24 Planning your own exit from day one

    26:19 Building a new team and saying hard goodbyes

    27:27 Vision first, then team, then adapt

    28:26 Industry shift: paper down, medical waste and e-recycling up

    30:04 The Yellow Pages and Kodak lesson

    30:56 Revenue targets and the move toward a subscription model

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • How to Be a Non Commodity in a Commodity Driven World

    How to Be a Non Commodity in a Commodity Driven World

    · Evolving Your Workplace

    “People don’t buy from logos—they buy from people.” – Rachel Gogos

    In this week’s episode, Carol Schultz sits down with Rachel Gogos, founder and director of strategy at brandiD, to unpack what it really takes to stand out in a world where nearly every business feels interchangeable. From AI-generated websites and generic branding to personal positioning and founder-led marketing, Rachel explains why businesses that feel human are winning trust while “commodity brands” are getting ignored.

    Rachel breaks down why so many companies fail to connect online despite spending money on websites, SEO, and content. She explains why founders themselves are often the biggest differentiator in a business, why audiences are becoming increasingly skeptical of AI-generated content, and how businesses can build stronger relationships by making customers feel seen instead of constantly talking about themselves. Carol and Rachel also discuss the growing importance of authenticity, messaging clarity, customer psychology, and why businesses must stop relying on shortcuts if they want long-term growth.

    The conversation also explores personal branding myths, why introverts can still build powerful brands, how LinkedIn differs from other platforms, and why consistency across websites, podcasts, social media, PR, and messaging is essential for modern businesses trying to survive in crowded markets.

    TakeawaysThe founder is often the strongest differentiator in a business.Customers increasingly want authentic, human brands.AI-generated branding can feel emotionally empty and mechanical.Businesses fail when they focus too much on themselves instead of customer pain points.Personal branding is not just for extroverts or influencers.Strong messaging starts with understanding the customer first.Websites alone don’t generate growth—marketing and positioning matter.Consistency across platforms builds stronger trust and authority.Many businesses abandon marketing strategies too early.SEO, copywriting, and brand positioning all work together as one ecosystem.Founder-led content performs especially well on platforms like LinkedIn.Differentiation comes from understanding what competitors are missing.
    Chapters

    00:00 Intro: Standing out in a commodity-driven world

    02:35 Why founders are the biggest differentiator

    03:37 Rachel Gogos on building brandiD and helping businesses grow online

    04:29 Why outdated websites and weak messaging hurt brands

    05:19 Budget mistakes businesses make early on

    06:29 The problem with AI-generated websites and branding

    07:50 Why authentic brands build stronger trust

    08:12 Why founders should become the face of the business

    10:38 Branding mistakes companies make too early

    11:07 Why customer-focused messaging matters

    11:28 The danger of constantly changing marketing strategies

    12:37 Why audiences are getting tired of AI-generated content

    13:39 Rachel’s entrepreneurial journey and starting brandiD

    15:36 Personal branding vs. business branding

    16:26 Why people buy from people

    17:45 Combining founder branding with company branding

    19:29 Building a full marketing ecosystem around a website

    21:58 Word-of-mouth, Google, and personal branding as growth channels

    23:25 Why many industries are becoming commoditized

    25:53 Carol’s SEO and AEO growth strategy experience

    28:02 Finding the right talent in SEO and marketing

    31:38 Separating your business from competitors

    32:40 How a cigar brand successfully differentiated itself

    35:15 Building brand trust through consistency and community

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Three key tools to evolve your workplace

    Three key tools to evolve your workplace

    · Evolving Your Workplace
    “If you’re not growing, you’re dying.” – Brent W. Rempe

    In this week’s episode, Carol Schultz sits down with Brent Rempe (President & CEO of First Alliance Credit Union) to unpack what actually drives workplace evolution—and why most companies fail to make their values meaningful. Brent shares how his team redefined their mission, vision, and values after realizing the old ones didn’t resonate, and how simplifying them into something tangible changed the direction of the organization.

    Brent explains why having too many values makes them forgettable, how organizations can embed values into hiring and performance systems, and why alignment matters more than raw output. They explore how behavioral interviews reveal real character, why pairing HR with hiring managers improves decision-making, and how growth can expose weaknesses inside a team. The conversation also touches on leadership realities—like imposter syndrome—and why purpose and storytelling are critical to keeping employees engaged. The episode closes with a practical look at how companies can create workplaces where people feel connected to the impact of their work, not just the job itself.

    TakeawaysMission, vision, and values only work if they are simple and actionableToo many values make culture harder to understand and applyValues should be embedded into hiring, performance, and daily decisionsBehavioral interviews help uncover genuine alignment—not rehearsed answersHR involvement improves hiring consistency and reduces biasGrowth without alignment can create internal frictionEmployees stay engaged when they feel their work has real impactStorytelling helps teams connect to purpose and meaningEven experienced leaders deal with imposter syndromeStrong culture creates momentum, not just compliance
    Chapters

    00:03 Intro: What it means to evolve a workplace

    04:13 Rethinking mission, vision, and values

    05:14 Why simplicity in values matters

    07:33 The three core tools: mission, vision, values

    08:17 Embedding values into hiring and performance

    09:10 How to interview for alignment

    10:28 The role of HR in better hiring decisions

    15:58 Defining the ideal member and growth focus

    18:05 Looking beyond credit scores: human-centered decisions

    20:26 Growth challenges and team development

    26:19 Imposter syndrome among leaders

    31:25 Purpose, storytelling, and employee motivation

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Splitting time between companies - is it possible to grow?

    Splitting time between companies - is it possible to grow?

    · Evolving Your Workplace

    “If you’re the linchpin… it gets really hard.” – Greg Moore

    In this week’s episode, Carol Schultz sits down with Greg Moore (Founder & CEO of Fit3D and WAIR) to unpack the reality of running two companies at the same time—and whether it’s actually possible to grow both without becoming the bottleneck.

    Greg explains how his businesses operate under one umbrella but function as completely separate entities, each demanding different teams, strategies, and attention. He breaks down the core challenge founders face when splitting time: growth slows the moment you become the center of every decision (“linchpin”). The conversation explores why building systems, delegating responsibility, and structuring time intentionally are critical if you want both companies to scale.

    They also dive into the trade-offs most founders ignore—how dividing attention can limit growth, why one company could flourish faster with full focus, and why Greg admits he wouldn’t start two companies at once again unless they were properly capitalized. The episode closes with a practical look at how he manages both today through time blocking, communication systems, and separating strategy from execution roles.

    TakeawaysSplitting time between companies is possible—but not without trade-offsGrowth stalls when the founder becomes the operational bottleneckSystems and delegation are essential to avoid being the linchpinOne company can often grow faster with undivided focusRunning two businesses requires structured time blocks and communicationFounder-led roles (like sales) make splitting time even harderProper capitalization changes everything when managing multiple companiesWithout systems, you’re managing chaos—not scaling businesses
    Chapters

    00:06:29 The core challenge: leading two companies under one umbrella

    00:06:57 Can you split time without teams competing for attention?

    00:07:17 Adapting leadership: companies adjust to limited founder time

    00:07:55 The reality: planning, communication, and constant coordination

    00:08:13 Why your time is always split—and never enough

    00:12:04 Founder lesson: why Greg wouldn’t start two companies again

    00:12:44 The linchpin problem—and how it limits growth

    00:13:05 When companies depend on each other financially

    00:13:21 The 3 conditions required to run multiple companies successfully

    00:21:54 Weekly workflow: balancing strategy vs execution across both companies

    00:24:07 Working “in” vs working “on” the business

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Throwback Thursday: What Workplace Sexual Harassment Really Looks Like

    Throwback Thursday: What Workplace Sexual Harassment Really Looks Like

    · Evolving Your Workplace

    “If something feels wrong, trust your gut.” – Brittany Stevens

    In this week’s episode, Carol Schultz sits down with employment attorney Brittany Stevens (Partner at Phillips & Associates) to unpack the realities of sexual harassment, workplace discrimination, and power dynamics—and what leaders can do to create workplaces where people feel safe speaking up.

    Brittany explains how harassment is defined under the law (and why it often differs from what people assume), why so many cases come down to evidence and “totality of circumstances,” and how fear of retaliation keeps employees silent—especially when the harasser holds power. They discuss what strong workplace policies and training should actually include, why some organizations make it hard to report, and how employees can protect themselves when a company is focused on protecting itself. The episode closes with practical guidance for both leaders and employees on building safer systems, documenting issues, and knowing when to seek confidential legal advice.

    TakeawaysSexual harassment isn’t always “obvious”—many cases are subtle and pattern-based.Legal definitions of harassment/discrimination vary across federal, state, and city laws.Power imbalances (boss vs. employee) make reporting feel risky and unsafe.Fear of retaliation is one of the biggest reasons people stay silent.Documentation and internal complaints can significantly strengthen a case.Many companies fail by not having clear reporting policies or trusted processes.Leaders must train managers not only on behavior—but on how to respond to complaints.Discrimination can happen anywhere—industry, company size, and role don’t matter.Some terminations get “hidden” behind restructuring or reductions in force.Consulting a law firm can be a confidential way to understand your options.
    Chapters

    00:00 Intro: The taboo topic—sexual harassment & workplace safety

    00:49 What Brittany’s firm does (employee-side discrimination law)

    02:19 Why the firm was founded & what motivates this work

    02:50 Defining harassment vs. what people think harassment is

    04:28 Harassment isn’t always sexual: hostile work environments & protected classes

    05:15 Evidence, documentation, and why cases are fact-dependent

    06:16 Power dynamics: why “just say no” isn’t realistic

    07:43 What victims can do when they fear repercussions

    08:25 Why policies and reporting systems often fail (or don’t exist)

    10:40 Vetting employers: red flags, lawsuits, and research before accepting jobs

    11:13 DEI changes and what may shift over time

    12:01 Discrimination happens everywhere (yes—even “good” companies)

    13:00 What leaders should do: training, reporting, investigations, real support

    15:54 Women vs. men: patterns Brittany sees in harassment and discrimination cases

    16:46 Disability/medical termination & “restructuring” as a cover

    18:35 How Phillips & Associates evolved and expanded over time

    20:05 Growth bottlenecks: why jurisdiction/laws matter

    21:21 Why expand into less employee-friendly states like Florida

    22:58 Client trust: the importance of fast support and connection

    23:54 Internal training: listening, empathy, and handling emotional calls

    26:10 Choosing a path: quiet resolution vs. litigation

    27:03 How to find the firm & their contingency model

    29:24 Final thoughts: protecting yourself when the company protects itself

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Creating Collaboration in the Workplace

    Creating Collaboration in the Workplace

    · Evolving Your Workplace

    In this week’s episode, Carol Schultz sits down with Ryan Teicher (CEO of REDCOM Design and Construction) to unpack what it actually takes to create real collaboration in today’s workplace—especially in an era where technology is increasing isolation and younger employees struggle with in-person communication.

    Ryan explains how REDCOM has built collaboration into its operating model by bringing all departments under one roof—eliminating silos, increasing accountability, and forcing teams to work together from start to finish. He shares the company’s “top-level talks” initiative, where employees from different departments meet offsite without managers or agendas, creating authentic conversations that later translate into stronger working relationships back in the office.

    They also discuss why collaboration isn’t just about people—it’s about systems, trust, and culture. From breaking down communication barriers to designing workspaces and training programs that encourage interaction, the episode highlights how organizations can move beyond surface-level teamwork and build environments where collaboration happens naturally. The conversation closes with practical insights on feedback culture, work-life balance, and why investing in people is critical for long-term success.

    🔑 TakeawaysCollaboration doesn’t happen by accident—it must be intentionally designedPhysical proximity (working under one roof) improves accountability and teamworkDepartments working in silos are one of the biggest barriers to collaborationInformal, offsite conversations can break down communication barriersShared personal connections make professional collaboration easierYounger employees often struggle with in-person communication post-COVIDLeaders must actively create opportunities for employees to interactTrust is the foundation of any collaborative cultureOpen feedback systems cannot exist without transparencyCollaboration reveals both people issues and process inefficienciesCross-department interaction helps identify operational bottlenecksWorkspace design can directly impact how teams collaborateLeadership must model collaboration, not just talk about itWork-life balance plays a key role in employee engagementFlexibility increases trust and productivityCulture is built through consistent actions, not just stated valuesCore values must be reinforced regularly to stay meaningfulPersonalized training is more effective than generic programsInvesting in employee development strengthens retentionCollaboration is both a cultural mindset and a structural system
    ⏱️ Chapters

    00:03:15 Intro: The challenge of collaboration in an increasingly isolated world

    00:04:06 REDCOM’s integrated model: all teams under one roof

    00:05:17 Accountability and eliminating blame between departments

    00:06:00 Communication challenges in younger employees

    00:06:28 “Top-level talks”: creating offsite collaboration

    00:06:53 No managers, no agenda—just conversation

    00:07:14 Building relationships beyond work topics

    00:07:54 How shared experiences improve teamwork

    00:08:27 Creating a culture of feedback

    00:09:15 Encouraging openness in conversations

    00:09:47 Why feedback cannot be fully confidential

    00:10:24 Trust as the foundation of collaboration

    00:11:29 Challenges with management-level communication

    00:13:00 Personal issues affecting workplace behavior

    00:13:59 Breaking silos between departments

    00:14:39 Collaboration revealing process improvements

    00:15:03 Building a culture of collaboration and accountability

    00:15:28 Work-life balance and the “fifth day flex”

    00:16:33 Flexibility vs traditional corporate structures

    00:18:35 Collaboration as a competitive advantage

    00:24:52 Core values: collaboration, trust, accountability

    00:26:25 Reinforcing values in daily operations

    00:27:11 Workspace design for collaboration

    00:30:18 Investing in employee training and development

    00:31:16 Personalized training across departments

    00:32:15 Final thoughts on building a collaborative workplace

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Expanding Your Company Beyond North America (International Footprint)

    Expanding Your Company Beyond North America (International Footprint)

    · Evolving Your Workplace

    “Go global—the world is bigger than North America.” – Adnan Haroon

    In this week’s episode, Carol Schultz sits down with Adnan Haroon (Founder & CEO of BIMAC Group) to break down what it actually takes to expand a business beyond North America—and why many companies never make that leap despite having the capital and capability.

    Adnan shares how he started his company in Canada and evolved into a multi-country operation across the Middle East, Asia, and Europe—driven not by aggressive scaling, but by opportunity, relationships, and strategic partnerships. He explains how one inbound lead in the Middle East became the catalyst for global expansion, and why regions like the UAE, Saudi Arabia, and South Asia offer significant advantages—from tax structures to growing consumer markets.

    We discuss the mindset gap holding North American companies back, the importance of building local partnerships instead of centralized teams, and how global expansion is less about size and more about access—access to networks, knowledge, and the right people on the ground. The episode also explores operational realities: structuring international teams, navigating cross-border finance, and why the biggest bottleneck to scaling globally is not opportunity—but finding the right partners.

    We conclude our conversation with practical insights on when to expand, how to think about global markets strategically, and why companies that fail to look beyond their home market risk missing the next wave of growth.

    TakeawaysMany North American companies have capital but lack a global perspectiveExpansion often begins through opportunity, not long-term planningOne international lead can unlock multiple marketsThe UAE serves as a strategic hub for global expansionTax advantages play a major role in international decisionsEmerging markets offer large and growing consumer basesRegions like the Middle East, India, and Southeast Asia present strong opportunitiesLocal partnerships are essential for entering new marketsStrong networks matter more than company size in global expansionDecentralized teams allow flexibility across countriesEach region requires local expertise and relationship-buildingPersonalized service can outperform large, hierarchical firmsEarly clients and referrals drive initial international growthCompanies must adapt to different financial and regulatory systemsCross-border expansion requires strong financial knowledgeFounders should not assume they can manage all functions aloneHiring experienced financial leaders improves decision-makingFractional CFO models can support growing companies globallyExpansion requires balancing growth with executionLarge M&A deals take time and require strong buyer networksStable service offerings help balance long sales cyclesGlobal networking creates unexpected business opportunitiesA single connection can lead to high-value dealsClients often expand engagement once trust is establishedThe biggest bottleneck is finding the right partnersLack of specialization can limit growth in key regionsBandwidth constraints can lead to missed opportunitiesSome markets require multiple specialists, not generalistsTravel remains important for building international relationshipsShort, strategic trips are more effective than long staysGlobal expansion requires both strategy and disciplineCompanies must think beyond domestic markets to stay competitiveDiversification across regions reduces business riskInternational markets can offer cost advantagesBuilding trust is critical in cross-border businessThe right team is more important than rapid expansionExecution becomes more important after initial growthScaling globally requires long-term thinkingCompanies that delay expansion may miss market opportunities
    Chapters

    00:01:29 Intro: Expanding beyond North America

    00:01:55 What Bismarck Group does

    00:03:03 First international opportunity (Middle East)

    00:03:24 Expansion into UAE and beyond

    00:05:33 From Canada to global operations

    00:06:43 Early challenges and competition

    00:07:45 First clients and early traction

    00:08:04 Decision to expand globally

    00:08:40 Tax advantages in international markets

    00:10:12 Partner model and structure

    00:11:28 What makes a strong international partner

    00:12:55 Advice for North American companies

    00:13:34 Global expansion trends and examples

    00:13:52 Market opportunities outside North America

    00:14:56 Founder mindset: “Go global”

    00:17:25 Evolution of services and strategy

    00:18:05 Power of networking in global growth

    00:19:24 Growth bottlenecks and challenges

    00:20:09 Need for specialization in regions

    00:21:28 Opportunities in Middle East markets

    00:22:44 M&A and execution challenges

    00:23:47 Shift toward execution-focused growth

    00:24:08 Team structure across countries

    00:25:37 Fractional CFO model introduction

    00:27:31 Balancing expansion with execution

    00:28:13 Future expansion plans

    00:29:09 Role of travel in global business

    00:30:24 Importance of financial expertise

    00:31:05 Why companies must think globally

    00:31:41 Tax and diversification strategies

    00:32:01 How to connect with Adnan

    Connect With Host Carol Schultz

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  • Creating an Autonomous Work Culture

    Creating an Autonomous Work Culture

    · Evolving Your Workplace

    “If you're going to lead and grow a company and scale it, you can't be in the middle of everything.”

    In this week’s episode, Carol Schultz sits down with Jasen Gundersen (Founder & CEO of CardioOne) to unpack what it actually takes to build an autonomous work culture—and why most leaders unknowingly become the biggest bottleneck to their company’s growth.

    Jasen explains why micromanagement isn’t just inefficient—it’s a direct path to failure when trying to scale. Drawing from his own leadership journey, he shares how working under both empowering and controlling leaders shaped his philosophy: hire strong people, give them ownership, and get out of their way. The conversation dives into how autonomy drives retention, attracts top talent, and allows companies to operate at speed without constant oversight. They also explore why many founders struggle to let go, how “founder syndrome” limits growth, and what it really means to build a team that can function without you. The episode closes with practical insights on hiring for ownership, encouraging open dialogue, and creating a culture where people step up without being asked.

    Takeaways

    Autonomy is required for scale—not just a leadership preference.

    Micromanagement is one of the fastest ways to kill growth.

    Leaders who stay involved in everything become bottlenecks.

    Retention improves when employees feel trusted and empowered.

    Autonomous teams move faster and solve problems independently.

    Hiring should focus on ownership, not just skill sets.

    Strong teams don’t wait for instructions—they take initiative.

    Open communication and questioning improve decision-making.

    Silence inside teams is often a warning sign.

    Founder syndrome limits company growth and scalability.

    Leaders should aim to build teams that don’t depend on them.

    Delegation is essential for long-term success.

    Culture is a major driver of performance and growth.

    High-performing environments attract top-tier talent.

    Early hires should be versatile and capable of handling multiple roles.

    Trust enables teams to “lean in” without being asked.

    Growth accelerates when responsibility is distributed.

    The best leaders create systems, not dependency.

    Empowered teams create momentum inside organizations.

    Letting go is not a weakness—it’s a requirement for scaling.

    Chapters

    00:00 Intro: Why leaders feel they must control everything

    00:43 The core problem: “If I want it done right, I’ll do it myself”

    01:24 What Cardio One does and the problem it solves

    03:23 Growth of the company and early traction

    05:28 Loss of autonomy in traditional systems

    07:22 Jasen’s leadership philosophy

    07:31 Leading how you want to be led

    08:00 Why micromanagement fails

    08:31 Building a company that runs without the founder

    09:24 Founder syndrome and control issues

    10:21 Communication as the foundation of scaling

    11:21 Encouraging team feedback and pushback

    12:12 Hiring people who thrive in autonomy

    13:10 Benefits of autonomous teams

    13:21 Retention and scalability advantages

    14:35 How autonomy attracts better talent

    15:14 The danger of being the only decision-maker

    16:10 Early leadership lessons and delegation

    16:39 Hiring your replacement mindset

    17:27 The origin story behind Cardio One

    20:16 Simplicity vs complexity in business building

    22:27 How the company evolved over time

    25:19 Trusting teams to execute independently

    28:57 Growth bottlenecks and risk-taking

    29:11 Fear vs entrepreneurship mindset

    31:05 Teams taking initiative without leadership

    33:34 Changing mindset of modern professionals

    36:07 Mission-driven work and culture

    39:38 Final thoughts on empowering teams

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

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  • Planning Succession

    Planning Succession

    · Evolving Your Workplace

    In this week’s episode, host Carol Schultz sits down with John Scott (Partner at Anders and leader of their Virtual CFO services practice) to unpack the realities of private equity, succession planning, and what it actually takes to build a business that survives beyond its founder. Drawing on decades of experience advising professional service firms, John breaks down why some companies scale sustainably—while others are forced into exits they didn’t fully plan for.

    John explains that private equity is often misunderstood. While it can provide a significant payout for current owners, it comes with trade-offs—loss of control, pressure to hit aggressive financial targets, and in some cases, forced layoffs if performance doesn’t meet expectations. Many firms turn to private equity not because it’s ideal, but because they failed to build a pipeline of future leaders who could take over internally.

    They also discuss Anders’ long-term approach to growth, including a hiring philosophy that prioritizes talent over timing. Instead of waiting until there’s immediate need, the firm hires exceptional people ahead of demand—trusting that strong performers will grow into profitability and bring long-term value through relationships, expertise, and new business.

    The conversation explores why succession planning is one of the most overlooked responsibilities in leadership. John emphasizes that it’s not a one-time decision, but an ongoing process of developing, trusting, and eventually stepping aside for the next generation. Businesses that remain dependent on their founders often struggle with valuation and continuity, while those that build systems and leaders early are positioned for stronger exits and sustained growth.

    Carol and John also dive into the rise of Virtual CFO services and fractional leadership. For many small to mid-sized companies, hiring a full-time executive is both expensive and risky. A fractional model allows companies to access strategic financial leadership, operational support, and systems expertise—while maintaining flexibility and reducing hiring risk.

    The discussion also touches on remote work and communication challenges in modern organizations. John shares how embracing a distributed workforce has enabled faster growth and broader access to talent, while also highlighting a key issue: over-reliance on email and messaging tools often slows down decision-making compared to direct conversations.

    The episode closes with a focus on employee ownership and long-term alignment. John outlines how Anders has implemented structured equity models—including synthetic shares—to give employees a stake in the firm’s success. Without some form of ownership or participation, loyalty declines, especially during major transitions like acquisitions or leadership changes.

    Takeaways

    Private equity can provide strong financial exits—but often reduces autonomy and increases pressure.

    Many firms sell because they failed to develop internal leadership pipelines.

    Hiring great talent ahead of need can create long-term competitive advantage.

    Succession planning must be continuous, not reactive.

    Founder-dependent businesses are less valuable and harder to scale.

    Virtual CFO models reduce hiring risk while improving financial visibility.

    Clean financials and forecasting directly increase company valuation.

    Remote work expands access to talent and accelerates growth.

    Poor communication—especially over email—slows execution.

    Employee ownership models improve retention and long-term alignment.

    Chapters

    00:00 Intro: Private equity, succession, and building lasting firms

    01:06 John Scott’s background and Virtual CFO services at Anders

    02:03 Private equity: benefits, risks, and real-world consequences

    03:13 Hiring ahead of need and long-term talent strategy

    04:30 Investor pressure vs. independent ownership decisions

    05:58 Succession planning and developing future leaders

    07:11 Mandatory retirement and creating growth paths

    07:47 Why firms sell to private equity

    10:42 Advice for leaders: hiring, delegation, and trust

    12:21 Founder dependency and business valuation

    15:42 Virtual CFO model and fractional leadership

    17:17 Onboarding, systems, and financial optimization

    18:25 Remote work and scaling through distributed teams

    21:07 Communication breakdown in modern workplaces

    24:06 Financial discipline and valuation impact

    26:07 Team structure and specialization

    27:53 Private equity trade-offs revisited

    33:52 Employee ownership and equity models

    36:24 Final thoughts and resources

    Download John's Book: Judicial Dollars and Cents

    To take John's business assessment: Maturity Model Assessment - Anders

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

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  • Hire the Yin to your Yang

    Hire the Yin to your Yang

    · Evolving Your Workplace

    “If you're not willing to invest in people, you probably shouldn't be an entrepreneur.” — Chris Carter

    In this episode of Evolving Your Workplace, host Carol Schultz sits down with Chris Carter, Founder and CEO of Approyo, to discuss the hard realities founders face when building and scaling a company — particularly inside the highly complex SAP ecosystem. From hiring mistakes to enterprise technology transformations, Chris shares candid insights drawn from decades of experience working with SAP systems and leading a global technology company.

    Chris explains how he came out of retirement in 2011 to start Approyo and quickly discovered one of the most common traps founders fall into: trying to do everything themselves. Early in the company’s growth, he delayed hiring key leadership roles and found himself stretched across operations, technology, sales, and management. Looking back, he believes bringing in strong operators earlier would have accelerated growth and prevented unnecessary strain.

    The conversation explores why leadership teams must be built around complementary strengths. Chris describes this balance as a “yin and yang” dynamic between visionary founders and operational leaders who can manage the day-to-day execution required to scale a company.

    Carol and Chris also dive into the realities of competing in the enterprise technology space. As the SAP ecosystem experiences one of the largest upgrade cycles in its history, companies are under pressure to migrate legacy systems to modern cloud platforms. Yet many organizations continue to delay these transitions due to cost concerns, internal resistance to change, and employees reluctant to learn new systems.

    Chris also highlights a growing challenge across the industry: talent shortages and an aging workforce within the SAP ecosystem. With many experienced professionals nearing retirement, companies are struggling to attract younger talent — while at the same time expecting new hires to bring real-world experience rather than just academic credentials.

    The discussion also addresses the growing role of AI in enterprise technology. Chris shares how he is actively experimenting with emerging AI tools to build applications, automate processes, and help companies understand how artificial intelligence will reshape enterprise systems in the coming years.

    The episode closes with a conversation about leadership culture. Chris believes successful companies are built by combining accountability with empathy — creating environments where employees are trusted to deliver results while being treated with respect and flexibility.

    The message is clear: scaling a company requires more than technology or strategy. It requires leaders who know when to delegate, how to build balanced teams, and why investing in people is the foundation of long-term growth.

    Key topics covered:Why founders often wait too long to hire key leadership rolesThe leadership “yin and yang” between vision and operational executionLessons learned from building a global SAP consulting companyThe massive global migration from legacy SAP systems to cloud platformsWhy many organizations delay enterprise technology upgradesTalent shortages and workforce challenges in the SAP ecosystemWhy real-world experience matters more than degrees in modern hiringThe growing role of AI in enterprise software and business operationsBuilding company culture through accountability, trust, and empathy

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

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  • How to be a Servant Leader

    How to be a Servant Leader

    · Evolving Your Workplace

    In this episode of Evolving Your Workplace, host Carol Schultz sits down with Ed Wolff, CEO of Aerwave, to unpack the reality of servant leadership at the executive level — and why it is far heavier than most people assume.

    Ed shares how leading with integrity, empathy, and accountability has shaped his career, and why stepping into the CEO role brought a new level of pressure. Responsible for nearly 70 employees, shareholders, lenders, and board members, he explains what it means to serve multiple constituencies while still driving performance and growth.

    The conversation explores the difference between authentic leadership and performative leadership. Ed breaks down why self-awareness is non-negotiable, why people follow leaders (not companies), and what happens when high performers are promoted into management without the right support systems. He also explains why he refuses to “throw people into the lion’s den” without tools, coaching, and structured checkpoints.

    Carol and Ed dive into the risks of bringing trusted team members with you to a new organization, the reality of startup probability and failure rates, and the hard truth that leadership cannot rely on blind loyalty. Servant leadership requires radical candor, resilience, and the ability to pace yourself under constant pressure.

    Ed also reflects candidly on the personal cost of leadership — taking on too much, rarely saying no, and learning the importance of self-care and balance. He shares how Aerwave reduced its sales cycle from 360 days to 270 days through tighter qualification and objection handling, and why building culture remains his core focus as CEO.

    The message is clear: servant leadership is not soft. It demands strength, accountability, and intentional investment in people.

    Key topics covered:What servant leadership truly means at the CEO levelWhy self-awareness determines leadership longevityThe risk and responsibility of bringing former team members with youWhy promoting star performers without support often failsBuilding capability instead of dependency in management teamsServing shareholders, boards, employees, and lenders simultaneouslyReducing long enterprise sales cycles through better qualificationThe importance of executive self-care and sustainable pacingInvesting intentionally in professional growth at every stage

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Using AI to Train Your Employees

    Using AI to Train Your Employees

    · Evolving Your Workplace

    “AI does not create culture.” — Adam Povlitz

    In this episode of Evolving Your Workplace, host Carol Schultz sits down with Adam Povlitz, CEO and President of Anago Cleaning Systems, to explore what AI actually does inside an organization—and what it absolutely cannot do. While many companies are rushing to automate everything, Adam shares a grounded approach: use AI to remove busywork, identify performance gaps, and strengthen training, while doubling down on human development where it matters most.

    Adam walks through how Anago built a system that connects operational data, analytics, and AI-powered learning to improve performance across a distributed franchise network. Instead of relying on static training manuals or one-size-fits-all onboarding, the company uses real-time performance signals to trigger targeted retraining and deliver interactive e-learning experiences that help workers correct issues quickly and consistently.

    The conversation challenges the idea that AI can replace relationship-driven work. Adam explains why fully automated sales and service models repeatedly underperform compared to teams supported by AI tools, and why leaders should focus less on replacing employees and more on teaching them how to use technology effectively.

    Carol and Adam also discuss why AI adoption must start at the leadership level, how companies can avoid overwhelming employees with new tools, and why investing in structured upskilling programs is becoming a competitive advantage. The message is clear: as AI handles more repetitive tasks, the human experience becomes more—not less—valuable.

    Key topics covered:

    How Anago uses AI to streamline training and retraining across locations

    Why AI should accelerate work, not replace people.

    Using operational data to trigger targeted learning interventions

    The role of AI-driven e-learning, avatars, and testing in workforce development

    Why CEOs must lead AI adoption for it to stick inside organizations

    Balancing automation with in-person coaching and accountability

    How removing grunt work allows employees to focus on higher-value human interactions

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • The Keys to Low Turnover & High Morale

    The Keys to Low Turnover & High Morale

    · Evolving Your Workplace

    “Remote staff is remote staff.” — Beth Raboin

    In this episode of Evolving Your Workplace, host Carol Schultz sits down with Beth Raboin, Founder and CEO of Global Medical Virtual Assistants (GMVA), to unpack what actually drives low turnover and high morale—especially when most of your workforce is remote and distributed across the globe.

    Beth shares how GMVA has maintained roughly a 4% turnover rate while scaling to 1,500+ team members in the Philippines. The core lesson: retention isn’t a perks problem—it’s a culture + management problem. Beth explains why the first three months are the truth-teller for culture fit, why educating candidates upfront reduces early churn, and why “getting someone in the door” isn’t the same as keeping them engaged.

    The conversation gets practical on the leadership systems GMVA uses to keep morale high: monthly manager-focused surveys, 15 random HR one-on-ones per month, and a feedback culture built on psychological safety. Beth breaks down why people leave managers more than companies, how leaders can spot red flags early, and how stronger empathy and communication in middle management directly reduces attrition.

    Beth also shares a simple but powerful example of listening in action: employees repeatedly asked for an optical benefit—because they’re on screens all day—and GMVA added it. The takeaway is clear: leaders don’t need to do everything, but they do need to hear patterns, make smart trade-offs, and show people their feedback turns into real change.

    Key topics covered

    How GMVA sustains a 4% turnover rate through growthWhy the first 90 days determine culture fit (and retention)The real retention lever: great managers + communicationA simple morale system: surveys + one-on-ones + safe feedbackHow to identify a skill issue vs. will issue (and what’s usually behind it)Turning feedback into action (the optical benefit example)Why leaders must be ready to hear feedback they may not like

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Connecting with your Gen Z Workers

    Connecting with your Gen Z Workers

    · Evolving Your Workplace

    “The stick just doesn’t work on this generation — you can’t give lip service to values. You have to live them, or they won’t engage.” — Jed Meyer

    In this episode of Evolving Your Workplace, Carol Schultz sits down with Jed Meyer, CEO of St. Cloud Financial Credit Union, to break down what actually works — and what fails — when leading and connecting with Gen Z workers. The conversation centers on a core shift many leaders are resisting: Gen Z is not motivated by fear, hierarchy, or delayed recognition. They respond to clarity, authenticity, and lived values — not slogans on a wall.

    Jed explains how leadership expectations must evolve from command-and-control to clarity-and-support. He outlines a practical coaching framework built around responsibility on the leader’s side first: clear expectations, real resources, and visible support before accountability. Instead of defaulting to performance warnings, his organization uses retention-focused coaching, frequent recognition, and structured feedback systems designed to keep high-potential young employees engaged rather than managed through pressure.

    The discussion goes deeper into what Gen Z is signaling to the workforce at large: they will not trade life quality for money alone, they question institutional loyalty based on what they watched happen to prior generations, and they expect culture to be measurable in behavior — not branding. Jed shares specific operational strategies including values-based culture teams, gamified engagement, flexible scheduling experiments, and leadership vulnerability as a performance multiplier rather than a weakness.

    They close with a leadership reality check: every generation brings value, but connection requires adaptation. Leaders who slow down enough to show up for employees — especially on their worst days — build the trust that Gen Z uses to decide whether to stay, contribute, and grow.

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Discovering your blindspots as a leader

    Discovering your blindspots as a leader

    · Evolving Your Workplace

    “Know what you know, and assume if you don’t know it, you don’t know it—get help, talk to people, and ask them: ‘What do you see my blind spots are?’” — Dean Hendrickson

    In this episode of Evolving Your Workplace, Carol Schultz sits down with Dr. Dean Hendrickson, co-founder of SurgiReal Products, Inc. and a professor at Colorado State University’s College of Veterinary Medicine, to unpack a leadership reality that quietly derails teams: you don’t know what you don’t know—and the cost shows up in decisions, people, and momentum.

    Dean shares the founder-side blind spots he ran into while building a company as a career surgeon and educator. He explains why getting pulled into “startup mode” without the right guidance can send leaders down the wrong path fast—and why the smartest move early is to sit with people who’ve actually built startups and ask a simple question: What am I not seeing? What questions am I not asking?

    The conversation gets practical on how leaders should evaluate advice. Dean and Carol break down why “successful” doesn’t always mean “relevant,” how to do real due diligence on mentors, and why experience in large organizations doesn’t automatically translate to early-stage chaos. Dean also shares what happens when leaders miss people-related blind spots: needing different players at different stages, hiring someone exceptional who unintentionally triggers insecurity in others, and realizing too late that you can’t “coach” certain structural problems into working.

    They close with a clear playbook for leaders who want fewer blind spots and faster learning: know your risk tolerance, seek outside input early, hire people who are better than you in key functions, and build a system to continuously ask customers and stakeholders what they need that they’re not getting. The goal isn’t to have all the answers—it’s to build the habits that reveal the gaps before they become expensive.

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Think of your Company Culture as a Journey

    Think of your Company Culture as a Journey

    · Evolving Your Workplace

    “Culture… is a critical part of driving growth for your company.” — Marti Nyman

    In this episode of Evolving Your Workplace, Carol Schultz sits down with Marti Nyman, President and CEO of New Wave Design, to unpack a practical question most leaders face while scaling: how do you keep culture strong, consistent, and real—without turning it into a slogan?

    Marti explains why culture is more than “values on a wall.” It’s a growth engine that affects how teams collaborate, solve problems, and attract top talent. He shares how culture can quietly weaken during expansion if leaders don’t intentionally reinforce it—especially when priorities shift to hiring, delivery, and day-to-day execution.

    The conversation gets tactical. Marti breaks down a simple operating rhythm his leadership team uses to keep culture front-and-center, plus an “S-curve” way of thinking about culture initiatives: early momentum, inevitable plateau, then a deliberate reset to keep the culture alive. They also discuss how leadership handles uncertainty, how slow procurement cycles can become a real growth constraint, and what “speed of execution” looks like inside a complex industry.

    They close with the CEO-level levers Marti focused on early: building predictability, creating scalable systems, and strengthening data-driven decision-making (including a risk-adjusted scorecard). Marti also shares what employees really want from work—being of value, being valued, and being part of something bigger—and why a real culture of feedback starts at the top.

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

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  • Are you leading or babysitting your company?

    Are you leading or babysitting your company?

    · Evolving Your Workplace

    “At some point, founders have to stop babysitting the business — or growth stalls.” — Rohit Kumar

    In this episode of Evolving Your Workplace, Carol Schultz sits down with Rohit Kumar, Founder and CEO of Chapter Apps, to explore one of the hardest transitions for founders: knowing when hands-on leadership turns into micromanagement — and how that mindset quietly becomes a bottleneck to growth.

    Rohit shares the evolution of Chapter Apps, from its early days as a mobile-first learning platform to its current focus on enterprise AI solutions for sales and employee assistance. He explains why the pivot toward AI was driven not by hype, but by real customer demand — especially the need for instant, accurate answers in high-stakes sales conversations.

    The conversation digs into what “babysitting” actually looks like at the CEO level: testing products personally, double-checking team output, and stepping in when managers aren’t driving execution forward. Rohit generously opens up about the deeper reason founders struggle to let go — fear of disappointing customers — and how confidence in the team directly affects a leader’s ability to delegate.

    Carol and Rohit also discuss scaling across geographies, co-founding a company with a spouse across time zones, and why relocating to San Francisco has accelerated Chapter Apps’ AI innovation through proximity to partners, platforms, and real-time problem solving.

    They close by examining growth constraints, talent challenges, inbound vs outbound sales, and whether roles like Chief of Staff and Customer Success are luxuries — or necessities — for founders who want to stop reacting and start leading.

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

    And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

  • Every Sales Team in 2026 Needs to be Doing This

    Every Sales Team in 2026 Needs to be Doing This

    · Evolving Your Workplace

    “Founder-led selling is still the most powerful kind of selling.” — Dave Gulas

    In this week’s episode, Carol Schultz sits down with Dave Gulas, Co-Founder and President of EZDC 3PL, to talk about what sales teams must lean into as 2026 approaches: visibility, authenticity, and relationship-driven selling in a world flooded with AI-generated noise. Dave explains why generic cold pitches on LinkedIn are failing, and how personal branding and real opinions help salespeople differentiate and build trust.

    Dave also shares the origin story of EZDC 3PL, built after seeing “big box” logistics providers become complacent during and after the supply chain chaos of COVID. He breaks down why customer service, communication, and accountability are the real advantage in a market where thousands of 3PLs offer similar “space and labor.”

    The conversation begins with a timely real-world issue in freight: theft and “burning an MC number,” where bad actors exploit carrier identity loopholes to steal loads fast before anyone can respond. From there, they move into scaling a logistics company, managing a remote warehouse team from a different state, and why hiring the right people (and learning from the wrong hires) is core to building a strong workplace culture.

    Finally, Dave talks about launching the Beyond Fulfillment podcast as a learning tool during the hardest early stages of growth — and how consistency turned it into 220+ episodes, a growing YouTube channel, and high-level founders reaching out to be guests.

    Takeaways:

    Authenticity and visibility are essential for sales in 2026.

    Cold pitching without relationships is not real selling.

    AI is making generic outreach worse, not better.

    Differentiation comes from real opinions and human connection.

    Great customer service and over-communication build long-term trust.

    Founder-led selling is difficult to replace at high-stakes moments.

    Early growth mistakes help define your ideal customer profile.

    Remote teams work best with strong leaders and clear systems.

    Hiring the right people is a growth multiplier.

    Consistency in content can create unexpected opportunities.

    Chapters:

    00:00 Welcome + Why sales teams need this in 2026

    00:32 What EZDC 3PL does (warehousing, fulfillment, transportation)

    01:04 Real-time supply chain theft and diverted freight

    02:27 How freight theft happens + “burning an MC number”

    03:22 The #1 sales strategy for 2026: visibility and authenticity

    04:33 Why cold pitching on LinkedIn is broken

    05:11 The “fake compliment → wild promise → demand a meeting” script

    06:01 How AI reinforces bad sales outreach

    06:48 Why Dave founded EZDC 3PL

    08:17 The meaning behind the name EZDC 3PL

    09:23 How COVID changed logistics and created complacency

    10:29 Customer service as the real differentiator

    12:50 Why Kentucky is a strategic warehouse location

    13:15 Managing a remote warehouse team as a founder

    14:21 Founder’s “zone of genius” and role clarity

    15:40 Why 3PL isn’t just “space and labor”

    16:37 Early mistakes: taking the wrong clients

    18:06 Bottlenecks to growth: space, timing, inventory transfers

    20:34 Will Dave always lead sales?

    21:53 Founder presence on sales calls (even at billion-dollar scale)

    24:11 Why sales hires often fumble the message

    27:56 Building culture through hiring lessons

    30:13 Why Dave started the Beyond Fulfillment podcast

    31:29 Consistency results: 220+ episodes and 13K YouTube subscribers

    32:58 Where to learn more about EZDC 3PL + closing

    Connect With Host Carol Schultz

    Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

    Want to be our next guest expert? Email [email protected] with your information.

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  • Se mer