Epiphanies

“Great Leaders Don’t Demand Innovation – They Enable It! Great Leaders Don’t Demand Innovation – They Enable It! Innovation isn’t something you can wave a magic wand to create. It’s something you build into its DNA. In this epiphany, I want to share a deeper look into what it takes to foster a culture of […]

In Epiphany 15, I introduced the Real World Power Triangle, a practical lens for navigating organizational change through the eyes of executive sponsors, beneficiaries, and those at risk of being disintermediated. It’s a high-impact way to ensure initiatives gain traction by acknowledging the emotional and political terrain of change. But in more complex initiatives—especially within

One of the most transformative insights in my career didn’t come from a boardroom or the Marine Corps, but from my grad school public policy course for Developing Markets. In that course, we were evaluated not just on the quality of our solutions and the depth of the policy recommendations, but on how well we

One of the most impactful leadership concepts I’ve carried from the Marine Corps into marketing and business is the idea of Commander’s Intent. In the military, before any exercise or combat operation, every Marine knows two things: Leadership is not just about barking orders or sticking rigidly to a plan. It’s about clarity—clarity of mission,

When building an agency, a startup, or any business, one of the most potent assets in the early days—and often well beyond—is the founder’s unique combination of passion and subject matter expertise. These are the founders’ superpowers. But like any superpower, they can accelerate growth and unintentionally create friction. This epiphany lesson is about how

“The effective leader must find a way to balance mission completion with the welfare of the team.” — Bill Hunt Balancing high performance with human-centric leadership is another key to successfully managing high-performing teams. At NCO school in the Marine Corps, I was taught “Mission First, Marines Always” to prioritize the care of my Marines

Every successful venture has a heartbeat — not just a founder with a vision, but a team that breathes life into that vision. Reflecting on my career, no moment captures this truth better than the founding of Global Strategies. What we built wasn’t just a business — a band of complementary minds who trusted each

“If you want to earn more, you need to understand what you’re worth—economically—not just emotionally.” I remember the first time an employee came to me and asked, “What do I need to do to make $100K?” It seemed simple, but the answer revealed a profound truth about value, contribution, and business sustainability. In the early days of

Sometimes, a framework emerges that becomes a north star—not just for client transformation but also for agency growth. For me, that was the Search Maturity Lifecycle. Conceived initially during our time at Outrider through brainstorming with Marshall Simmonds, it gained broader traction after a panel discussion in New York and a pivotal presentation at a conference in

There’s a moment in every entrepreneur’s journey when clarity hits like lightning. For me, one of the biggest epiphanies came not from a whiteboard or boardroom but from the chaos of more clients than I could handle and the need to build a team that shared my beliefs and had skills that I did not.