Success Beneath the Surface

John D. Smith has led turnarounds across nine industries, from consumer retail to Caesars Entertainment, where he moved from retail executive to resort CEO in under five months. Raised in the Philadelphia projects and later a Harvard Business School graduate, Smith joins Deborah Fell to trace how football discipline, McKinsey training, and firsthand experience on factory floors and casino floors shaped his leadership approach. Smith breaks down his three-to-five-year transformation model: diagnose how the business generates cash, right-size the infrastructure, then rebuild trust with frontline teams before any strategy sticks. His core belief is that organizations only transform once their people do, and leadership is a behavior, not a position. This conversation covers what it really means to show up as a leader, why he treats every employee like a volunteer, and the discipline required to do the unglamorous work no one is watching.   Takeaways Early-life adversity and constant change can become a foundation for adaptive leadership later in life. Real transformation requires sequencing: first the reason why, then mindset, then skill set, then tool set — skipping ahead only produces short-term compliance. Even high-level leadership requires deliberate, curated support systems, since the role itself is structurally isolating. Physically showing up and working alongside frontline staff builds trust and surfaces problems no spreadsheet will reveal. The strongest cultures are the ones employees are excited to be part of, not just compliant with. John D. Smith is a transformational leader with more than 25 years of experience across multiple industries and functional disciplines, he has built a reputation for driving growth, operational excellence, and high-performing teams. A lifelong athlete and competitor, Smith's drive to excel began with humble beginnings and earned him a scholarship to a prestigious private school, a Division I football scholarship, admission to Harvard Business School, and leadership opportunities with organizations including GE, Merck, IBM, McKinsey & Company, Target, and Caesars Entertainment. Throughout his career, Smith has embraced a simple leadership philosophy: organizations don't transform until people do. He is known for inspiring individuals and teams to unlock their potential, build winning cultures, and achieve extraordinary results. John has served in CEO and senior executive roles across the retail, hospitality, entertainment, and service sectors. He holds a bachelor's degree in Electrical and Electronics Engineering from Temple University and an MBA from Harvard Business School. “John shows initiative, uses data and builds teams.  He is a talented and effective executive with great leadership skills” – CEO / Board Chairman publicly traded company “John is a unique talent.  He combines high IQ (analytical and conceptual) with high EQ (incredible ability to connect and motivate people)” – Partner, Strategic Consulting Firm / Board Member “I was drawn to invest in John because of his business acumen, intellect, leadership skills, strength as an operator, and ability to articulate his vision with clarity and enthusiasm.” – Managing Partner, Venture Capital Firm  

Ravi Venkatesan took Cantaloupe from nearly $400 million in accumulated losses to profitability in three years, grew the stock from $2.75 to $11.20, and is now completing a take-private exit. Before all of that, he tried to make it as a cruise ship chef and spent four years playing guitar in jazz bands — which, it turns out, says everything about how he thinks. On this episode of Success Beneath the Surface, Ravi and Deborah Fell get into what actually drives that track record: how he thinks about business model disruption before it arrives, why successful companies quietly stop taking the risks that made them successful, and why isolating innovation in a special department almost always backfires. They also don't avoid the hard conversation. Ravi's prediction on AI and workforce displacement is not a soft one. Neither is his advice to the CEOs listening about what leading through it actually requires. About Deborah's guest: Ravi Venkatesan was named CEO and a member of the Board of Directors at Cantaloupe in September 2022, after serving as COO and CTO. He's responsible for leadership of the company’s architecture, development, network and business operations, product teams, as well as customer success. A proven leader with extensive expertise in product development, information systems, software development and program management, Mr. Venkatesan brings more than 20 years of experience in driving innovative change within technology environments. Mr. Venkatesan graduated from Bangalore University with a degree in Electronics and completed a Postgraduate Program in Finance and Information Management at the Management Development Institute. Ravi's LinkedIn:   https://www.linkedin.com/in/ravivenkatesan/ About Cantaloupe: Cantaloupe builds the technology that powers self-service retail — from vending machines and office markets to small, checkout-free stores in places like campuses, apartments, and workplaces. Their platform brings together payments, software, and data so these businesses can operate efficiently, adapt quickly, and grow without unnecessary complexity. For consumers, that means fast, easy, cashless purchases. For businesses, it means clearer insight into what’s working and what’s next. Cantaloupe is helping modernize how self-service retail works in a more on-demand world. Learn more at cantaloupe.com.  

Nancy and Ron Bogart have been married since 1989, started their first business together in 1992, and somewhere along the way figured out something most business owners spend decades chasing: how to build something real and keep it going. Nancy is the founder and CEO of Jordan Essentials, a 26-year-old direct sales company based in Nixa, Missouri, that manufactures and ships non-toxic personal care products — lotions, scrubs, soaps, magnesium sprays — and supports thousands of independent consultants across all 50 states. Ron spent 13 years taking a sole proprietorship to an employee-owned company of 220, tripling both its size and share price along the way. Three of their four children work at Jordan Essentials. The fourth works with Ron. They are, as Deborah puts it, a power couple — not in the surface-level sense, but in the way that two people who genuinely like each other make better decisions together than either would alone. This conversation covers a lot of ground: how a children's book about lavender spray and a monster under the bed became a real business product, why Nancy doubled her revenue in a sector that is not seeing a rising tide, what the Judgment Index revealed about a hire Ron almost didn't question, and why Ron ignored a book recommendation from his wife for five years before it changed everything. Ron's new book, A Heartbeat Away, arrives in April 2026. It's a fable — mostly made up, he says, except for the parts that are true. The story behind it spans more than a decade. When Ron first took on the CEO role at his current company, the outgoing owner had a heart attack eight months into the transition, forcing Ron to take over much faster than anyone planned. He navigated that successfully. Then, eleven months before this recording, Ron had open heart surgery of his own — unplanned, and a direct test of whether his own succession systems were ready. They weren't fully ready. His argument in the book: succession plans fail not because people don't care, but because a plan that isn't embedded in a living operating system isn't really a plan at all. Ron had lived that truth from both sides of the table. If you run a business, lead a team, or are somewhere in the middle of figuring out what sustainable growth actually looks like — this one's for you. Meet Ron & Nancy Bogart: Nancy Bogart is the Founder and CEO of Jordan Essentials, a family-owned, American-made wellness and skincare company she started over 25 years ago at her kitchen table. Known for pioneering magnesium-based products and clean, non-toxic formulations, Nancy has built a thriving direct sales company rooted in integrity, faith, and empowerment. She is a passionate leader, speaker, and mentor who believes business should be both profitable and purpose-driven. A wife, mom, and CEO entreprenuer, Nancy loves encouraging others to lead with heart, resilience, and vision while building something that truly lasts. Ron Bogart is the Chief Executive Officer of Gold Mechanical. Since 2012, he has led the organization through its transition from a sole proprietorship to a 100% employee-owned ESOP. Under his leadership, Gold Mechanical has doubled in size, expanded its locations, and tripled its share value. Ron holds a Doctor of Strategic Leadership, a Master of Organizational Leadership, and a Bachelor of Business Administration—all from Evangel University—where he has also served as an adjunct professor in the Graduate Business Studies program and the College of Online Learning for nine years. An entrepreneur at heart, Ron launched his first company at age 23; it continues to operate today under its third ownership group. Since 2000, he and his wife Nancy have owned Jordan Essentials, a nationwide manufacturing and sales company that continues to thrive and grow. Ron and Nancy have four adult children, ages 28–32. After spending time building their own careers elsewhere, all four are now involved in one of the Bogart family enterprises. Nancy Bogart on LinkedIn Ron Bogart on LinkedIn Jordan Essentials Gold Mechanical A Heartbeat Away on Amazon  

Brian Garish started at 16, stocking shelves and mopping floors at a Walgreens in Indianapolis. He was not thinking about a career. He just wanted financial independence from his parents. Decades later, he is the Global Chief Client Officer for Mars Veterinary Health, overseeing more than 3,000 hospitals and 70,000 associates across the globe. The through line from then to now is not a title or an org chart. It is three things he learned early: the power of mentorship, the irreplaceable value of front-line experience, and what it actually takes to build a culture worth being part of. In this conversation with Deborah Fell, Brian unpacks what those lessons look like at scale. He talks about what happens when a leader moves faster than the team can keep up, how he gave a team member the power to hold him accountable, and why a 360 review is not something to survive but something to act on. He shares a straightforward conviction: the best strategy in the world means nothing without people who believe in it and have the conditions to execute it. And those conditions are built or broken by the leaders closest to the work, not by the people at the top of the org chart. Mars Veterinary Health is part of Mars Incorporated, which operates Banfield Pet Hospital, VCA, Blue Pearl, and emergency and specialty veterinary care across more than 30 countries. Brian has visited hospitals in all of them, and his first priority every time is to go talk to the person answering the phone at the front desk. If your company creates narratives to explain why results are not what they should be, this episode will make you think differently about where that explanation actually starts. BRIAN GARISH – CHIEF CLIENT OFFICER, GLOBAL MARS VETERINARY HEALTH  As Global Chief Client Officer, Brian leads client-facing functions across Mars Veterinary Health, including global strategic marketing, demand generation, hospital real estate and facilities management, business development, customer contact call center, and the Rapid Growth Markets (RGM) region. With more than 20 years of leadership experience, including his leadership roles as President of Banfield and President of Mars Veterinary Health International, Brian brings both a global lens and deep understanding of the veterinary care business to the MVH Global Leadership Team.   LinkedIn URL - linkedin.com/in/briangarish Mars Veterinary Health is a global division of Mars Petcare dedicated to delivering high-quality pet healthcare in service of its Purpose: A BETTER WORLD FOR PETS. The Mars Veterinary Health family of businesses—including AniCura, Banfield Pet Hospital, BluePearl Pet Hospital, Linnaeus, Mount Pleasant Veterinary Group, VCA Animal Hospitals, VES Singapore, VSH Hong Kong, Tai Wai Animal Hospital, and others—includes more than 70,000 Associates across North America, Europe, and Asia who demonstrate compassion and expertise in caring for over 10 million pets each year. As part of a family-owned business with 90 years of experience caring for pets—including more than 30 years in veterinary services—Mars Veterinary Health makes long-term investments to support its Associates and contribute to the future of veterinary medicine through clinical excellence across its connected care network. Learn more at marsveterinary.com.  

Gene Holtzman didn't start out in staffing. He started in the South Bronx, working with drug addicts and unemployed people in the late 1970s, building nonprofits and figuring out how to help people find work. When Reagan-era budget cuts pulled the rug out in 1982, he had a decision to make. He was 31 years old with two kids, and he chose to bet on himself. That bet became Mitchell Martin, a technology and healthcare staffing firm Gene co-founded on Wall Street in 1984. Today the company runs close to $180 million in revenue and employs staffing professionals, contractors, and a team of 75 in India. They've survived the 1987 crash, 9/11 (they were three blocks away and couldn't get to their office for six months), COVID, and the current market contraction. In this conversation, Gene talks with Deborah Fell about what it actually looks like to run a company for over 40 years with the heart of a social worker. He gets into the decision to become an ESOP, why he walked away from what would have been a much larger exit, how he's handling fraud detection with AI tools like Ropes AI, and where he sees the staffing industry heading as AI reshapes the job market. Gene also talks candidly about succession. His son Josh has been with the company for 15 years and is being built up to run it. The goal isn't to leave next Thursday. It's to build something that outlasts him and rewards the people who helped get it there. If you're a CEO wrestling with what loyalty to employees actually looks like in practice, or you're wondering how to stay energized when the market turns against you, this is a conversation worth hearing. Gene Holtzman Bio: Eugene Holtzman founded Mitchell Martin in 1984 with the idea that technology was the future of business.  Today, that notion still stands and has helped propel MMI in to one of the largest IT staffing firms in the US.  Gene is distinguished by his energy and creativity, guiding teams with a culture that encourages and supports continuous learning and innovation. With a passion for talent acquisition technology, Gene started Talent Tech Labs, a one-of-a-kind venture to research, validate and accelerate new TA technologies by connecting early-stage companies with forward thinkers in the industry.  Guided by his inspirational leadership, MMI continues to grow with a focus on technology and collaboration, harnessing the benefits of niche IT specializations to better serve both clients and candidates.  Gene Holtzman on LinkedIn

What does it take to build a fintech company from five people to 2,000 — entirely from scratch, then through strategic acquisition — without ever making excuses for the macro environment? David Johnson, CEO and Founder of Vervent, sat down with Deborah Fell to answer exactly that. David’s path wasn’t linear: he dropped out of high school at 16, found his way to UC Berkeley and Stanford, cut his teeth at Bain and McKinsey working private equity deals, then made the leap to build his own company in 2008 right in the middle of a financial crisis. Vervent, a leading consumer finance operating platform, now serves clients across the full FINTECH spectrum and has grown through both organic expansion and targeted acquisitions, backed by StonePoint Capital since 2019. This conversation goes deep on the habits, mindset, and cultural principles that have sustained David’s leadership across nearly two decades. He’s blunt about the loneliness at the top, honest about the team members who couldn’t scale with the company, and practical about what it actually means to act when the outcome is uncertain. If you’re a CEO navigating complexity, building a team, or wondering how to stay hungry after years in the seat — this one is for you. David Johnson Bio: David J. Johnson is the Founder and CEO of Vervent, a leading financial servicer known for precision execution and operational resilience across complex portfolios. Since founding the firm in 2008, Johnson has grown Vervent into a global organization specializing in primary loan and lease servicing, credit card servicing, and capital markets services supporting private credit and structured finance. With more than 25 years of industry experience, he is known for turning complexity into opportunity. Prior to Vervent, Johnson served as SVP of Corporate Development at Memec and consulted for McKinsey & Company and Bain & Company, advising Global 500 clients worldwide. David J. Johonson on LinkedIn

Kevin Stevick, CEO of RH Shepard, shares hard-won wisdom from 40 years in manufacturing: your people aren't a cost center—they're your competitive advantage. In this conversation with Deborah Fell, Kevin breaks down why the most successful private equity leaders treat workforce investment exactly like capital equipment purchases. Clean up the shop floor. Improve benefits. Increase wages. These aren't feel-good initiatives—they're strategic moves that lower turnover, boost productivity, and create a pipeline of candidates eager to work for you. The challenge? Most MBA programs don't teach this. Most leaders still view people through a purely financial lens. And the skilled labor shortage isn't going away. Kevin's approach is refreshingly direct: listen first, provide guardrails not micromanagement, and give people room to succeed and fail. He challenges the myth that younger generations don't want to get their hands dirty and explains how AI and robotics don't replace workers—they transform their roles from manual labor to skilled technicians. This episode is essential listening for CEOs wrestling with hiring challenges, retention issues, or leaders who've never been taught to view human resources as a strategic imperative. Kevin proves that being the employer of choice isn't just good ethics—it's good business. About Deborah's guest, Kevin Stevick: Currently the CEO of RH Sheppard, a steering gear manufacturer for commercial vehicles, Kevin has over 40 years of leadership in metals manufacturing, including 25 years as CEO of private equity-owned portfolio companies. He has successfully led turnarounds and growth strategies for various mid-market metals related companies for multiple private equity firms. This has been achieved by driving operational excellence, strategic acquisitions, and significant EBITDA improvements. Kevin holds a BS in Systems Engineering from the U.S. Naval Academy and a MS Business Analytics.  Connect with Kevin on LinkedIn About RH Sheppard: R.H. Sheppard is an 88-year-old, American-manufactured leader in heavy-duty commercial vehicle steering. Based in Hanover, Pennsylvania, it is the only US based manufacturer of power steering gears for the global trucking and transportation industry. What truly sets Sheppard apart is its fully integrated model—engineering, machining, heat treating, remanufacturing, and service—all under one roof. Sheppard partners closely with OEMs and fleets to solve complex challenges, reduce lifecycle cost, and deliver unmatched reliability, performance, and technical support. When steering performance and uptime matter, customers choose Sheppard. Visit rhsheppard.com/ to learn more.

Dan Hou didn't plan to become an AI consultant by accident. After getting "professionally bamboozled" by the iPhone launch while working at Motorola, he made himself a promise: catch the next technology wave, but this time, own the outcome. That decision led to Eskridge, an AI consultancy built specifically for mid-market companies—the ones competing in the same arenas as enterprise but without McKinsey budgets or tolerance for bloat. We dig into the shift from "what is AI?" conversations in 2023 to tactical implementation pilots today, and why most companies are still treating AI adoption as a checkbox exercise rather than a competitive positioning tool. Dan breaks down the three-part framework his team uses: strategy (identifying high-value use cases), implementation (standing up pilots with measurable outcomes), and change management (the piece most engineers initially overlook). The change management conversation gets real. Job descriptions are being rewritten. Performance reviews are shifting from "how many times did you use ChatGPT this week?" to "what evidence shows you're experimenting and adapting?" Teams need budget autonomy within guardrails, not six layers of approval to try a $50/month tool. Dan also tackles the hard question: is AI actually a competitive advantage? His answer—yes in the near term, no in the long term as it commoditizes, but the proprietary context and instruction sets you feed it can sustain differentiation. We close with what's next: portable jet-turbine power generators for data centers and world models that could unlock physical robotics applications by training AI to understand three-dimensional space and physics. About Dan Hou: Dan is a founder and partner of Eskridge, an AI consultancy that deploys practical applications of AI for mid-market companies, and has worked closely with senior executives to unlock value from their AI initiatives. Previously, Dan led Amazon Ads Creative Studio, supporting advertisers through technology and scaled services. He has spent over a decade partnering with Fortune 100 clients on digital transformation initiatives at Huge, founded and successfully exited a SaaS startup and held product management roles at Microsoft and Motorola. Dan holds economics and computer science degrees from UPenn. Connect with Dan on LinkedIn

Michael Poisel left a successful venture capital career in the United States to become Executive Director of the Melbourne Entrepreneurial Centre. His mission is transforming Australia's economy through innovation and company creation. After launching 285 companies at the University of Pennsylvania, Michael brought his venture studio model to Melbourne. He helps researchers commercialize their work without becoming entrepreneurs themselves. The approach builds companies for them, finds the management teams, and handles the complex business infrastructure that turns research into viable commercial enterprises. Michael shares hard truths about global entrepreneurship—countries where business failure can land you in jail, disappearing R&D budgets at major corporations, and why universities must step into the innovation gap. He explains why 40% of Australian companies have fewer than 10 employees, how he's already started his first Melbourne company with 15 more in the pipeline, and why Australia actually has more accessible capital than the United States. For mid-market CEOs facing growth challenges, Michael offers battle-tested wisdom on staying innovative, maintaining urgency, and remembering that if you see a problem, 12 people in China probably do too.   About Deborah's guest, Michael Poisel Michael has spent almost 20 years becoming an expert in spinning out companies from universities. Currently, he's the Executive Director of the Melbourne Entrepreneurial Centre, leading efforts to scale its operations into an enterprise that meets the needs of everyone in the university ecosystem (students, staff, researchers, and alumni). Previously, Michael built entrepreneurial programs at the University of Pennsylvania for over 16 years and was responsible for creating Penn’s internal venture studio, PCI Ventures, which includes UPstart, UPadvisors, and Venture WarmUP. As part of these programs, he participated in the founding of over 280 companies that have raised over $950 million in funding.  Prior to Penn, Michael made investments in enterprise software and business services for NewSpring Capital, Apax Partners, and GE Capital, spanning more than ten years in private equity.  He began his career in manufacturing operations at General Electric/Lockheed Martin and contributed to the successful completion of several commercial and government satellite programs.   Michael graduated with honors in Mechanical Engineering from Rose-Hulman Institute of Technology, holds an M.S. in Systems Engineering from The Moore School of Engineering of the  University of Pennsylvania, and has an M.B.A. in finance and entrepreneurial management from  The Wharton School of Business of the University of Pennsylvania. Connect with him on LinkedIn. About The Melbourne Entrepreneurial Centre The Melbourne Entrepreneurial Centre is situated at the University of Melbourne, the number one ranked university in Australia.  Right in the middle of the city of Melbourne, the Centre bridges the critical gap between world-class research and global impact for societal benefit.  The Melbourne Entrepreneurial Centre cultivates a vibrant entrepreneurial culture by turning ideas and technologies into companies and providing the next generation of entrepreneurial leaders.  Its collaborative programs connect entrepreneurs with leading industry experts, researchers, investors, and mentors to accelerate venture creation and impact. From ideas to global expansion, the Melbourne Entrepreneurial Centre helps innovators bring transformative ideas to life.

Thomas Jensen didn't leave university research to make more money. He left because he wanted to make a real difference for cancer patients. After 20+ years in oncology and biotech, he's doing exactly that as CEO and co-founder of Allarity Therapeutics. The company he built centers on a radical idea: every patient's cancer is unique, so every treatment should be unique too. Using a proprietary platform that analyzes messenger RNA in tumor cells, Allarity can predict which patients will respond to specific cancer drugs rather than just drug classes. The results speak for themselves. In advanced ovarian cancer patients who often have only 3-4 months to live when they enroll in trials, Allarity's dual-mechanism therapy is showing 25 months overall survival. That's nearly a year better than the best approved drugs on the market, with minimal toxicity. Patients take three capsules a day and go about their lives. Jensen's journey wasn't smooth. When he took over as CEO in December 2023, he inherited a cap table loaded with preferred shares on unfavorable terms. Within six months, he'd cleaned it up completely. By May 2024, every Series A and Series B preferred shareholder had left, and the company was raising capital on favorable terms. Now listed on NASDAQ under ticker ALLR, Allarity is expanding beyond ovarian cancer into small-cell lung cancer through a fully funded VA trial. The goal is to combine their low-toxicity drug with traditional chemotherapy to achieve high response rates without stacking toxic side effects. Jensen's advice for other CEOs facing seemingly impossible challenges? Surround yourself with people who disagree with you. Stay open to different approaches. And remember: it's never too late to right the ship. "Surround yourself with people that you like, but that also disagree with you. Because for me, it has been good to go to people that have a totally different approach on life and things as myself." - Thomas Jensen Key moments in the episode (times are approximate): 02:07 - Overview of Allarity Therapeutics and its mission  02:30 - How the drug response prediction platform works 04:31 - Results in advanced ovarian cancer: 25 months overall survival  05:24 - Expansion into small cell lung cancer through VA partnership 06:46 - Why Allarity's dual-mechanism drug shows minimal toxicity 08:06 - The importance of combining biomarkers with therapies  09:15 - Working with the VA on clinical trials  10:03 - Thomas's early career and decision to leave university research  13:32 - Transition from research to industry and business development  16:18 - Taking over as CEO and inheriting a challenging financial structure  18:52 - The decision-making process for fixing the cap table  22:27 - Importance of advisors and common sense in complex decisions  23:09 - Why CEOs often delay hard decisions that need to be made 24:10 - Building relationships with preferred shareholders during the transition 25:03 - Timeline: cleaning up the cap table in less than six months  26:07 - What drives Thomas today: deploying precision medicine at scale  28:11 - Advice for CEOs facing significant challenges  29:18 - The value of surrounding yourself with people who disagree with you  30:05 - Final thoughts on persistence and mission-driven leadership About Thomas Jensen: Thomas Jensen is the CEO and co-founder of Allarity Therapeutics (NASDAQ: ALLR), a clinical-stage biopharmaceutical company pioneering personalized cancer treatments. Under his leadership, the company is advancing stenoparib, a dual PARP/WNT inhibitor, through Phase 2 trials in advanced ovarian cancer. Allarity specializes in advancing precision medicines supported by its proprietary Drug Response Predictor (DRP®) companion diagnostic platform. With over 20 years of global biotech and oncology experience, Thomas has held leadership roles across R&D and corporate strategy, and he is passionate about accelerating access to precision therapies for patients with limited treatment options. About Allarity: Allarity Therapeutics is redefining personalized cancer care. The company's lead asset, stenoparib, is a next-generation dual PARP/WNT pathway inhibitor currently in Phase 2 development for advanced ovarian cancer. By leveraging its proprietary Drug Response Predictor (DRP®) companion diagnostic, Allarity aims to match patients with the therapies most likely to benefit them. With a recent Fast Track designation from the FDA and promising data showing a median overall survival of over 25 months, stenoparib is demonstrating potential where many therapies fall short. Allarity is headquartered in Florida, with research operations in Denmark, and remains committed to unlocking the promise of precision oncology. Learn more at www.allarity.com.

When surgeons stop your heart during surgery, who keeps you alive? That's where Chet Czaplicka comes in. This Detroit native went from ICU nurse to building the world's largest perfusion company—but not the way you'd think. After seeing post-op cardiac patients in the ICU, Chet asked one simple question: "What exactly do you guys do?" That curiosity launched a 42-year career. Perfusionists are the people who become your heart and lungs during surgery. They manage the machines that keep your blood flowing and oxygenated while surgeons work on your stopped heart. During COVID, when patients' lungs failed by the thousands, Chet's teams provided extracorporeal life support at levels he'd never seen in four decades. Here's what sets Chet apart: He's turned down multiple private equity offers that would've made him wealthy beyond measure. Why? "I wasn't put on this earth to buy a yacht. My purpose is way different than that." Instead, he measures success in reduced kidney injuries, lower stroke rates, and better patient outcomes. He's poured tens of millions back into advancing the technology because, as he puts it, "When I walk out of that operating room, I want to know I delivered the best possible care to that patient." From a partnership offer in Fort Wayne he turned down (too small-town for a Detroit guy in his 20s) to building operations across the globe, Chet's story shows what happens when purpose drives profit, not the other way around. Chet's Bio: Chet Czaplicka is the Founder and CEO of Comprehensive Care Services, a perfusion led company providing perfusion, autotransfusion and related allied health services to hospitals across the United States and internationally. He founded CCS in 2002, building it from a handful of hospital accounts into the largest perfusion provider in the world and now a global perfusion leader. As a practicing perfusionist and registered nurse, Chet keeps CCS focused on patient care, clinical excellence, data-driven decision making and strong hospital partnerships. He continues to lead the organization through growth, innovation and an evolving healthcare landscape. Chet on LinkedIn.

What if the very challenges dividing our society could become the force that brings us together? In a thought-provoking episode of Success Beneath the Surface, Brett Howroyd, President of ActOne Group, shares a counterintuitive perspective on how economic pressures are creating unexpected unity across generations in the workplace. As the leader of a 65-year family-run staffing organization, Brett has a unique vantage point on workforce dynamics. His observation? When different generations face common struggles with affordability - not for luxuries, but for basic necessities like housing and education - traditional divides begin to dissolve. "A common enemy unites you," Brett explains. "In this case, the enemy is not a person. It's the economic situation people find themselves in." This shared challenge, he argues, is fostering collaboration and understanding that transcend typical generational differences in technology, communication styles, or work preferences. About Brett Howroyd: Brett Howroyd is President of the ActOne Group. As a leader of a multi-billion-dollar (USA$), award-winning international workforce management and technology enterprise, Brett serves as a solutions strategist and technology innovator for the organization. His international business knowledge, understanding of global markets, experience in diverse communities, and capacity to solve complex workforce challenges have added a dynamic perspective to the ActOne Group’s mission. Brett joined the ActOne Group in 2007 and worked in both Los Angeles and Canada, learning the business from the inside out. Later, by working closely with global leaders, he gained a unique perspective on how the industry is evolving. This wide range of experience has shaped Brett’s mission for the company that balances the future’s needs with the core values that define its history. 

What happens when personal tragedy becomes professional purpose? In this powerful episode, Christine Verini, CEO of CancerCare, shares her extraordinary 30-year journey from mixing chemotherapy as a pharmacist to leading one of the nation's most impactful cancer support organizations. Sparked by her sister's inflammatory breast cancer diagnosis at 28, Christine has dedicated her entire career to helping cancer patients and their families navigate one of life's most challenging experiences. From launching life-saving drugs in 40 countries to developing innovative meal delivery programs, Christine's path wasn't linear—but it was always purposeful. Now as CEO, she's tackling healthcare's "red tape crisis" while building compassionate, people-first leadership that transforms both organizations and lives. Her insights on leading through uncertainty, making tough decisions with empathy, and staying true to your mission will resonate with any leader facing today's complex challenges. Key Points in this episode: Purpose Drives Success Living your passion and purpose creates unexpected opportunities and sustained career satisfaction. People Make Organizations Compassionate leadership that prioritizes people first leads to stronger, more resilient teams. Infrastructure Enables Impact Investing in foundational systems and capabilities is essential for organizational effectiveness and growth. Decisive Yet Inclusive Great leaders make tough decisions while finding meaningful ways to include their teams in the process. Growth Happens Outside The biggest breakthroughs come from embracing uncertainty and stepping outside your comfort zone. Healthcare Needs Reform The "red tape crisis" in healthcare is costing organizations productivity while adding stress to already vulnerable patients. Christine Verini brings over 25 years of oncology experience to her role as Chief Executive Officer at CancerCare, a national nonprofit providing support services to cancer patients and families. Her career spans progressive leadership roles from medical science liaison to executive positions in global marketing and corporate communications. Notable achievements include developing the Magnolia Meals at Home program for cancer patients, launching metastatic breast cancer treatments in nearly 40 countries, and receiving national recognition through the Eisai Human Healthcare Award (2012) and PharmaVOICE 100 Most Inspiring Award (2019). At CancerCare since 2015, she leads the organization's strategic vision and daily operations across key departments including social services, finance, and communications. She also serves as Chair of HealthyWomen and previously served on the Board of Directors of CancerCare New Jersey. Her advocacy work is driven by personal experience with cancer's impact on families.  

This conversation  will challenge everything you think you know about leadership identity.  Deborah Fell sits down with powerhouse CEO Ticki Favaroth, a faith-driven leader who has mastered the art of showing up authentically while building multiple successful enterprises. Ticki doesn't mince words: "People don't get to choose my life" - and in this raw, transformative conversation, she explains exactly what that means for leaders who want to build a lasting legacy rather than just temporary success. From her journey through 20 years in corporate America to founding HR&Co and leading The BOW Enterprises, Ticki shares the hard-won wisdom about identity, boundaries, and the courage to let things burn when they're meant to transform. This isn't your typical business strategy episode - it's a masterclass in becoming the leader you're meant to be, complete with practical frameworks for navigating change, building authentic relationships, and focusing on what you can actually control. Perfect for CEOs, founders, and leaders ready to move from pleasing everyone to leading with purpose. About Ticki Favaroth Ticki Favaroth is a faith-driven CEO, founder, and strategic advisor known for empowering leaders and building legacy-focused ecosystems. As Senior Partner & Managing Director at HR&Co., she delivers people-first solutions that drive sustainable growth. She also serves as President of The BOW Enterprises, Vice President & COO of The BOW Collective, and founder of The ADISA Institute. With an MBA from Texas Woman’s University and a BBA from Texas Tech, Ticki’s impact spans Fortune 500s, government, and nonprofits. Rooted in faith and authenticity, she equips others to confront hard truths, redefine success, and lead with purpose Ticki's LinkedIn: https://www.linkedin.com/in/ticki/

What if I told you the most successful CEOs I've interviewed this quarter share one counterintuitive trait? They don't try to be the smartest person in the room. From architecture to military leadership to digital transformation, the pattern is unmistakable.  Looking back at this quarter's most listened-to episodes—featuring Jonathan Moody (Moody Nolan), Rear Admiral Brian Luther (Navy Mutual), Ryan Frederick (Transform Labs), Harold Green (Global Emissionary), Eddie Solomon (Net at Work), Joe Yaccarino (MTF Biologics), Jeff Ostenso (Ironmark), and James Hyman (serial turnaround CEO)—I discovered something remarkable. The golden thread connecting every transformative leader: They refuse to be the smartest person in the room. From Jonathan's "create more footprints, not bigger shoes" philosophy to Brian's "reflected light leadership," from Ryan's embrace of "continuous not knowing" to Eddie's insight that "entrepreneurship belongs in psychology," these leaders share seven powerful traits: → Anti-ego leadership - Building teams instead of thrones → Vulnerability as strength - Admitting what they don't know → Empowerment over control - Creating conditions for others to succeed → Psychological wisdom - Understanding leadership is about mindset → Radical transparency - Building trust through openness → Purpose-driven growth - Companies that matter, not just profit → The learning advantage - Staying curious regardless of expertise Whether it's Harold at 69 still having daily learning conversations, Joe asking "is that even legal?" and building from curiosity, Jeff realizing his company "feeds 500 people," or James discovering that Hollywood leadership doesn't work—the pattern is clear. The most successful leaders amplify their impact by avoiding being the bottleneck. Join me as we unpack the strategies that turn good companies into thriving communities where everyone succeeds together. Some of the episodes in this list: EP105: Reflected Light: Leading Through Your People EP103: The Power of Humble Listening in Leadership EP96: Making Carbon Reduction Measurable and Meaningful EP87: Why This Successful Family Business Said No to Nepotism EP83: Heroes at Every Level of Healthcare Innovation EP81: How Teaching the Game of Business Built an Empire EP63: A CEO’s Competitve Edge - Mastering the Art of Corporate Turnarounds      

In this powerful commentary episode, Deborah Fell reflects on her recent conversation with Jeff Grass and the stark reality facing mid-market businesses today. Drawing from hundreds of CEO conversations, she reveals why some companies thrive during crisis while others struggle for years—or don't survive at all. The Three Types of Companies in Crisis: Those that thrive (like Jeff's Hungry Marketplace) Those still struggling five years later Those that didn't make it Deborah unpacks the counterintuitive truth that the key to rapid growth is subtraction—eliminating the activities that cloud real results. When every department shows green but business growth shows red, it's time to focus on what truly matters: your customers' biggest pain points. What separates thriving CEOs from the rest? They clarify direction and required outcomes They make 2-3 big strategic decisions per year They lead with inspiration, not just management They ensure every team member understands their role in the bigger picture This episode includes powerful excerpts from Jeff Grass's interview, highlighting how culture built in good times becomes your lifeline during the storm. As Deborah puts it: "Where the eyes are focused, the mind and body go. Get your team looking up and to the right." This episode is perfect for CEOs facing current market headwinds, leaders struggling with focus amid distractions, and executives who want to understand why some businesses defy market trends while others wait it out. Listen to Jeff's full episode here - #110. About HUNGRY Marketplace HUNGRY’s mission is to deliver happiness & wellbeing to the workplace by providing amazing food and food experiences. HUNGRY has a comprehensive platform for office catering, group order, special events, pantry, markets & snacks which enables complete customization to client need.  HUNGRY now operates in 19 major cities across North America. and is rapidly disrupting the $60 billion office food industry.  Learn about HUNGRY at www.TryHungry.com  

Deborah Fell sits down with Jeff Grass, CEO and co-founder of Hungry Marketplace, to explore how exceptional leadership and company culture can turn a 95% revenue loss into a thriving business. Jeff shares the remarkable story of how Hungry Marketplace—a food tech platform connecting local chefs with corporate clients—not only survived the COVID-19 pandemic but emerged stronger than ever. When office catering disappeared overnight, Jeff and his team didn't just adapt—they innovated their way out of crisis, ultimately delivering 1.5 million meals per month to underserved communities and partnering with organizations like World Central Kitchen. About HUNGRY - HUNGRY’s mission is to deliver happiness & wellbeing to the workplace by providing amazing food and food experiences. HUNGRY has a comprehensive platform for office catering, group order, special events, pantry, markets & snacks which enables complete customization to client need.  HUNGRY now operates in 19 major cities across North America. and is rapidly disrupting the $60 billion office food industry.  Learn about HUNGRY at www.TryHungry.com

There's a fundamental difference between being busy and being effective. You can have a team that hits every activity metric and checks off every box—but if revenue isn't growing, are they really succeeding? This week's commentary explores a powerful shift: moving from loyalty-based cultures to accountability-based ones. It's the difference between rewarding people for showing up versus rewarding them for delivering results that actually move the business forward. We dive into what it means to build a culture where everyone understands how their role contributes to business goals and has the tools to deliver real outcomes. This isn't about micromanagement—it's about creating an environment where success is clearly defined and team members can see the direct connection between their work and company growth. When done right, this shift doesn't just transform businesses—it transforms lives. The full episode is here.   ABOUT OUR GUEST: Carolyn Lagermasini is President and Founder of Association & Conference Group (ACG), which she launched in 2005 after experiencing lackluster service as a volunteer board member and recognizing the industry's potential. With over 25 years of event and association management experience, including launching a successful division at a premier conference production company, Carolyn has grown ACG from an idea to a thriving firm employing over 20 professionals across 13 states. She holds a BA and BS from Rutgers University, earned the Certified Association Executive (CAE) credential, and actively serves on the Rutgers University Alumni Association Alumni Leaders Council and as a member of the AMC Institute.   LINKS FROM THIS EPISODE: SOCIAL HANDLES FOR OUR GUEST: LINKEDIN: https://www.linkedin.com/in/carolyn-lagermasini/ COMPANY ON LINKEDIN: https://www.linkedin.com/company/association-&-conference-group-llc/  COMPANY WEBSITE: https://associationconferencegroup.com/  CHIEF OUTSIDERS: WEBSITE: https://chiefoutsiders.com  LINKEDIN PAGE: https://www.linkedin.com/company/chief-outsiders/  X HANDLE: @chiefoutsiders FACEBOOK HANDLE: @ChiefOutsiders DEBORAH FELL ON LINKEDIN: https://www.linkedin.com/in/deborahfell   

Twenty years ago, when Carolyn Lagarmasini launched her association management company as fully virtual, industry veterans said it was impossible. Today, her company spans 13 states with 26 employees, and COVID proved she was decades ahead. "I once had a coach who said, the minute you start to shrink, you die," Carolyn reflects. Her story embodies this philosophy: jumping off cliffs without knowing where you'll land, seeing broken processes instead of broken people, and shifting from a loyalty-based to an accountability-based culture. From her mother, who ran for Congress, to her own leap from stay-at-home mom to entrepreneur, Carolyn turns uncertainty into opportunity. She reveals how she's preparing for industry disruption as five generations collide in the workforce and what she's learned about building culture when teams never meet face-to-face. Carolyn Lagermasini is President and Founder of Association & Conference Group (ACG), which she launched in 2005 after experiencing lackluster service as a volunteer board member and recognizing the industry's potential. With over 25 years of event and association management experience, including launching a successful division at a premier conference production company, Carolyn has grown ACG from an idea to a thriving firm employing over 20 professionals across 13 states. She holds a BA and BS from Rutgers University, earned the Certified Association Executive (CAE) credential, and actively serves on the Rutgers University Alumni Association Alumni Leaders Council and as a member of the AMC Institute.   LINKS FROM THIS EPISODE: SOCIAL HANDLES FOR OUR GUEST: LINKEDIN: https://www.linkedin.com/in/carolyn-lagermasini/ COMPANY ON LINKEDIN: https://www.linkedin.com/company/association-&-conference-group-llc/  COMPANY WEBSITE: https://associationconferencegroup.com/  CHIEF OUTSIDERS: WEBSITE: https://chiefoutsiders.com  LINKEDIN PAGE: https://www.linkedin.com/company/chief-outsiders/  X HANDLE: @chiefoutsiders FACEBOOK HANDLE: @ChiefOutsiders DEBORAH FELL ON LINKEDIN: https://www.linkedin.com/in/deborahfell 

Deborah Fell reflects on one of the most powerful leadership insights from her conversation with Jonathan Moody: the radical humility of a CEO who built his success by recognizing he didn't need to be the central force driving everything. When Jonathan became CEO of Moody Nolan in January 2020, just before the pandemic, he made a crucial decision to create an executive team structure rather than trying to fill his legendary father's singular leadership role. In this brief yet impactful commentary, Deborah explores how Jonathan's approach challenges the traditional CEO archetype and why his vulnerability and team-first mindset have become the foundation for navigating unprecedented uncertainty. For leaders struggling with the pressure to be perfect or those building their executive teams, Jonathan's story offers a refreshing alternative to the lone-wolf leadership model. The full episode is here. ABOUT JONATHAN MOODY: Driven by a passion to continue his father’s legacy, Jonathan D. Moody has entrenched himself in firm leadership, driving growth and innovation. Moody Nolan has grown to over 350 employees and 12 offices across the nation. The firm’s designs have now won over 300 design citations, including 47 from the American Institute of Architects (AIA) and 44 from the National Organization of Minority Architects (NOMA). Jonathan has helped continue and extend the firm’s position as the largest African American-owned architecture firm. Moody Nolan continues to garner national attention by promoting “diversity by design.” CONNECT: LINKEDIN | WEBSITE | INSTAGRAM

Jonathan Moody, CEO of Moody Nolan—recognized by Fast Company as one of the world's most innovative architecture firms—reveals the decade-long succession journey that positioned him to lead just before the pandemic struck. "More time is better," Jonathan reflects on the gradual handoff from his father—a process filled with strategic "sink or swim" moments and culminating in a smooth transition of power in January 2020. His insights on building an executive team, establishing trust through transparent communication, and maintaining the firm's "diverse by design" philosophy provide a blueprint for sustainable leadership transition. For family businesses and organizations planning succession, Jonathan's humble approach offers practical wisdom on preserving company values while evolving the leadership model—proving that deliberate, patient transitions build the strongest foundations for navigating uncertainty. ABOUT JONATHAN MOODY: Driven by a passion to continue his father’s legacy, Jonathan D. Moody has entrenched himself in firm leadership, driving growth and innovation. Moody Nolan has grown to over 350 employees and 12 offices across the nation. The firm’s designs have now won over 300 design citations, including 47 from the American Institute of Architects (AIA) and 44 from the National Organization of Minority Architects (NOMA). Jonathan has helped continue and extend the firm’s position as the largest African American-owned architecture firm. Moody Nolan continues to garner national attention by promoting “diversity by design.” CONNECT: LINKEDIN | WEBSITE | INSTAGRAM  

In this week's commentary, Deborah Fell explores the wisdom from her conversation with Rear Admiral Brian "Lex" Luther on leading through change. "The balance of leadership is hard," Deborah notes, "with internal issues, external forces, and human complexity creating cloudy challenges." Yet Lex's transformation of Navy Mutual reveals a fundamental truth: you can't lead if no one follows. He prioritized his people rather than issuing directives and wondering why progress stalls. His approach of turning long-tenured employees into owners of change while managing "soft saboteurs" demonstrates that transformation starts with engagement, not mandates. As Luther powerfully stated, "Leaders shine brightest with reflected light." Like Bill Marriott's philosophy that caring for employees leads to satisfied customers and ultimately profit, Lex's military precision and transparent communication created a framework where change could thrive.   Brian E. Luther, USN (Ret.), President and Chief Executive Officer | LinkedIn Brian Luther assumed the position of President and Chief Executive Officer of Navy Mutual in October of 2020. Prior to his position as CEO, Luther served for two years as the Chief Strategy Officer of Navy Mutual, assisting the CEO with developing, communicating, executing, and sustaining corporate strategic initiatives. He considers it a privilege to lead an organization whose primary mission is to serve military service members and their families, and will continue to serve Navy Mutual Members and potential Members with honor and integrity. Before joining the Navy Mutual Team, Luther served as a naval aviator in the U.S. Navy. At sea, his tours included operational squadrons Sea Control Squadrons (VS) 22 and 24, Carrier Air Wing SEVEN, and as the commanding officer of VS-24. After completing the Navy Nuclear Power Training program, he served as the Executive Officer on the USS Nimitz (CVN 68), Commanding Officer on the USS Tarawa (LHA-1) and the USS George H.W. Bush (CVN 77), and Commander of Carrier Strike Group 2/George H.W. Bush Strike Group. Luther also served multiple tours in the Pentagon on the Joint Staff, Navy Staff, and Navy Secretariat as an Action Officer, Financial Analyst, Congressional Liaison, Director of Operations and Plans (N31) and, before joining the Navy Mutual team, the Budget Officer for the Department of the Navy.   About Navy Mutual Navy Mutual is a nonprofit, member-owned mutual association established in 1879 to provide affordable life insurance and peace of mind to members of the military and their families. As the nation’s oldest federally recognized Veterans Service Organization, its mission and commitment to protect those who defend us remain unwavering. Financially strong, Navy Mutual is proud to be a first-choice life insurance provider to servicemembers and their loved ones. Through quality life insurance products, no-cost educational and veterans services programs, and unparalleled service, Navy Mutual has earned the loyalty and support of its membership. For more information, visit navymutual.org.   

Deborah Fell sits down with Brian "Lex" Luther, whose distinguished naval career equipped him with the unique perspective that revolutionized Navy Mutual. "The principles that guide a naval officer—discipline, strategic thinking, and unwavering commitment to mission—translate remarkably well to corporate leadership," shares Luther. "At Navy Mutual, we didn't just implement changes; we navigated a complete organizational transformation by applying the same decisive leadership principles that govern operations at sea." Discover how military precision and operational excellence can reshape corporate culture and drive exceptional results in this must-listen conversation for forward-thinking executives.   Brian E. Luther, USN (Ret.) President and Chief Executive Officer LinkedIn Brian Luther assumed the position of President and Chief Executive Officer of Navy Mutual in October of 2020. Prior to his position as CEO, Luther served for two years as the Chief Strategy Officer of Navy Mutual, assisting the CEO with developing, communicating, executing, and sustaining corporate strategic initiatives. He considers it a privilege to lead an organization whose primary mission is to serve military service members and their families, and will continue to serve Navy Mutual Members and potential Members with honor and integrity. Before joining the Navy Mutual Team, Luther served as a naval aviator in the U.S. Navy. At sea, his tours included operational squadrons Sea Control Squadrons (VS) 22 and 24, Carrier Air Wing SEVEN, and as the commanding officer of VS-24. After completing the Navy Nuclear Power Training program, he served as the Executive Officer on the USS Nimitz (CVN 68), Commanding Officer on the USS Tarawa (LHA-1) and the USS George H.W. Bush (CVN 77), and Commander of Carrier Strike Group 2/George H.W. Bush Strike Group. Luther also served multiple tours in the Pentagon on the Joint Staff, Navy Staff, and Navy Secretariat as an Action Officer, Financial Analyst, Congressional Liaison, Director of Operations and Plans (N31) and, before joining the Navy Mutual team, the Budget Officer for the Department of the Navy.   About Navy Mutual Navy Mutual is a nonprofit, member-owned mutual association established in 1879 to provide affordable life insurance and peace of mind to members of the military and their families. As the nation’s oldest federally recognized Veterans Service Organization, its mission and commitment to protect those who defend us remain unwavering. Financially strong, Navy Mutual is proud to be a first-choice life insurance provider to servicemembers and their loved ones. Through quality life insurance products, no-cost educational and veterans services programs, and unparalleled service, Navy Mutual has earned the loyalty and support of its membership. For more information, visit navymutual.org.   

In last week's conversation with Ryan Frederick, Principal of Transform Labs, we explored the delicate balance between expertise and humility. Ryan shares how the companies that failed in his experience often stumbled due to assumption-driven leadership rather than curiosity-driven validation. "I think there's a lot to be said in approaching things in a humble manner where you don't assume that you know," Ryan reflects. "You actually assume that you don't know and you're just sort of on a journey of continuous not knowing, but making progress along the path." This commentary focuses on the key point of how genuine success comes not from positioning oneself as the expert with all the answers, but from creating effective conversations between systems, between people, and between organizations. As we navigate an era of unprecedented technological change and potential disruption, Ryan reminds us that while we get paid for what we know, the future belongs to those who remain open to what they have yet to discover. Listen to his full episode here. About Ryan Frederick: Ryan Frederick, Principal at Transform Labs, is an entrepreneur, author, speaker, and advisor renowned for exploring technology’s impact on global economics, politics, labor, and society. With deep expertise in digital transformation, he has successfully founded, built, and invested in multiple technology companies. Ryan authored two influential books, "The Founder's Manual" and "Sell Naked," and regularly discusses AI’s macroeconomic and societal implications. Passionate about social impact, he founded i.c.stars, a nonprofit training under-employed adults in digital skills. Ryan’s experience uniquely positions him as a compelling voice on how technology reshapes economies, labor markets, and political landscapes worldwide. Connect with Ryan on LinkedIn: https://www.linkedin.com/in/ryangfrederick/

Deborah Fell connects with Ryan Frederick of Transform Labs about strategic technology implementation. Ryan positions his firm as independent advisors rather than product reps, ensuring "our advice to clients is in the best interest of the client." Ryan captures the uncertainty many CEOs face with a compelling metaphor: "It's almost like being in the woods on a foggy trail... you're not sure if you should turn right or left or if you should wait for the fog to sort of dissipate." What makes this conversation valuable is Ryan's candid reflection on failures and how ego-based assumptions derailed even previously successful ventures. His advocacy for "continuous not knowing" offers a counterintuitive but powerful framework for leaders. The episode explores why challenging clients with education, prioritizing questions over answers, and genuinely serving client interests separate successful professional services firms from the rest. Ryan concludes by discussing his book Sell Naked, which advocates stripping away "fancy pitch decks" to focus on authentic understanding of client needs. About Ryan Frederick: Ryan Frederick, Principal at Transform Labs, is an entrepreneur, author, speaker, and advisor renowned for exploring technology’s impact on global economics, politics, labor, and society. With deep expertise in digital transformation, he has successfully founded, built, and invested in multiple technology companies. Ryan authored two influential books, "The Founder's Manual" and "Sell Naked," and regularly discusses AI’s macroeconomic and societal implications. Passionate about social impact, he founded i.c.stars, a nonprofit training under-employed adults in digital skills. Ryan’s experience uniquely positions him as a compelling voice on how technology reshapes economies, labor markets, and political landscapes worldwide. Connect with Ryan on LinkedIn: https://www.linkedin.com/in/ryangfrederick/

Success Beneath the Surface: Leadership Insights from Q1 2025 Welcome to our curated collection of the most impactful conversations from the first quarter of 2025. This playlist features transformative discussions with leaders who have mastered the art of building thriving organizations through unconventional wisdom and authentic leadership. Join us as we explore the hidden dynamics of successful leadership with extraordinary guests including Eddie Solomon, who built Net at Work from immigrant roots to serving 5,000+ businesses; Jeff Ostenso, who's reinventing family business leadership at Ironmark; and Ray Hatch, who boldly grew profits while intentionally cutting revenue at Quest Resource Holding Corporation. You'll discover Scott Jackson's counterintuitive "follower of leaders" approach that helped Global Impact channel $2.5 billion to global causes, and Joe Yaccarino's insights on building a culture of everyday heroes that transformed MTF Biologics from 100 to 1,400 employees while performing 500,000 transplants annually. These conversations reveal the uncommon threads that connect truly exceptional leaders: empowering others without micromanaging, balancing innovation with scale, building cultures that embrace individuality, and creating environments where trust transcends into faith in what's possible. Whether you're scaling a family business, transforming an organization, or seeking to unlock your team's full potential, these episodes offer practical wisdom for leading with purpose in today's complex business landscape. Links to the top episodes for the quarter: #1:-Eddie Solomon - Why This Successful Family Business Said No to Nepotism #2: Jeff Ostenso - The Unexpected Impact of a Company Picnic #3: Eddie Solomon - Take No Prisoners Path of Entrepreneurship #4: Deborah Fell - Adapting Leadership Styles to Different Teams #5: Scott Jackson - When Leadership Feels Like Going Slower to Go Faster #6: Scott Jackson - Take Me With You: How a CEO's Early Lessons in Trust Shape Modern Leadership #7: Ray Hatch - Humble Leadership Between the Ceiling and the Net #8: Joe Yaccarino - Heroes at Every Level of Healthcare Innovation #9: Jeff Ostenso - How Teaching the Game of Business Built an Empire #10: Ray Hatch - Breaking the Consensus Trap in Leadership

Welcome to the 100th episode of Success Beneath the Surface. This is a podcast where we dig into what lies beneath the surface of a CEO's success, your success, and insights deeply rooted at times in family, beliefs, or a drive that's just always been there. Our top downloaded episodes include Lessons from Navy Seal Kyle Buckett, number 57, who challenges the notion of leadership from the top, and gives life-saving reasons to build leadership capability at all levels, or at least business-saving reasons.  James Hyman's episode number 64 gave fodder for a discussion on leading leaders, because if you have leadership at every level, the old management archetypes of top-down management simply don't work.  Key lessons on building cultures based on trust, transparency, accountability, and urgency can be found in episode number 74 with Clay Spitz, 54, Torey Carter-Conneen, episode 64 with James Hyman, and episode 72 with Ryan Clark.  And even when exogenous factors and forces create more uncertainty, the intentional leader, Will Bowie, in episode number 70, grows his business team and community through grit, determination,  and purposeful living and somehow still finds time to pay it forward. Check them all out. It strikes me that with all of these CEOs, in the words of Angela Duckworth in her book, Grit, it's not the intensity but the consistency that builds a sustainable business. Here is the playlist from this episode : EP74 Exterminating Distrust: M&A Successfully Merging Business Cultures EP64: Leading Leaders - Balancing Accountability and Empowerment EP57: Lessons from a SEAL - Culture Improvement with Culture Fit to Build Your Elite Team EP72: Building a Culture of Urgency 20 Seconds at a Time EP49: Navigating Change Through Stakeholder Engagement EP70: The Intentional Leader - Creating Generational Wealth and Opportunity  

This commentary features Carl Satterwhite, President and Owner of RCF Group. This segment focuses on the evolving workplace landscape. Carl shares his unique observations on post-pandemic challenges, multigenerational workforces, and the often-overlooked phenomenon of "culture creep." His remarkable business philosophy—Making Others Realize Extra (MORE)—has powered RCF Group's expansion to 50 states and 22 countries. At the same time, his innovative approach to developing next-generation talent offers valuable wisdom for today's leaders. Carl's full episode is here.   About Carl Satterwhite: Carl Satterwhite is President/Owner of The RCF Group, operating in Cincinnati, Cleveland, and Louisville. His company provides comprehensive workplace solutions tailored to clients' specific culture and needs, living by the motto "We Make The Workplace Work For You." As a National Minority Supplier Development Council Corporate Plus Member, RCF Group is among less than 150 minority businesses to receive this prestigious endorsement. Carl serves on numerous boards including Fifth Third Cincinnati, Key Bank Great Lakes, and the Anthony Munoz Foundation. He holds a Stationary Engineering certification from the University of Cincinnati and lives in West Chester, OH with his wife Dawn.

Deborah welcomes Carl Satterwhite, President and Owner of RCF Group, a unique commercial furniture, architectural interiors, and facility services company operating in all 50 states and over 20 countries. Carl shares his remarkable journey from managing "all the other stuff" at Procter & Gamble to building a continuously evolving business by listening deeply to client needs. His story is of faith, vision, and integrity—built on handshake promises and seeing opportunities where others saw none. What sets Carl apart is not just his business acumen but his philosophy of "more" (Making Others Realize Extra) and his commitment to collaborative growth rather than competition. Carl offers invaluable insights for seasoned CEOs and emerging leaders as workplaces evolve post-pandemic with five generations working side by side. Join us as Carl reveals how he navigated his entrepreneurial calling, created innovative workplace solutions, and shares wisdom on how companies can better harness the brilliance of young talent while providing the guidance they need to truly excel.   About Carl Satterwhite: Carl Satterwhite is President/Owner of The RCF Group, operating in Cincinnati, Cleveland, and Louisville. His company provides comprehensive workplace solutions tailored to clients' specific culture and needs, living by the motto "We Make The Workplace Work For You." As a National Minority Supplier Development Council Corporate Plus Member, RCF Group is among less than 150 minority businesses to receive this prestigious endorsement. Carl serves on numerous boards including Fifth Third Cincinnati, Key Bank Great Lakes, and the Anthony Munoz Foundation. He holds a Stationary Engineering certification from the University of Cincinnati and lives in West Chester, OH with his wife Dawn.

In a world obsessed with ROI and KPIs, the most valuable asset might be sitting across from you at lunch. This bonus conversation between Deborah Fell and Harold Green reveals something we often overlook in our digital-first world. What stands out in this conversation is the genuine human connection that developed between two professionals who met by chance at a networking event. What started as a simple lunchtime conversation led to ongoing professional relationships and shared business insights that span decades. Listen as Deborah and Harold reminisce about mutual connections, track the careers of shared acquaintances, and discuss how organizations like Vistage, TEC, and CEO Connections create environments where these vital relationships can flourish. This isn't just small talk – it's the foundation of business resilience. When Harold mentions that "every conversation is an important conversation to be had," he's sharing a philosophy that has helped him navigate multiple successful ventures across different industries. For CEOs leading mid-market companies, this episode serves as a powerful reminder that business is fundamentally about people. The connections you make today might open doors to opportunities you haven't even imagined yet. Your next breakthrough could begin with something as simple as asking the person beside you, "What do you do?" Join Deborah and Harold for this candid conversation about the lasting impact of meaningful professional relationships and how they continue to shape business success long after the formal meetings end. Listen to the full episode with Harold Green here. About Harold Green: Harold Green - CEO & Ecopreneur at Global Emissionairy A lifelong entrepreneur focused on innovative business solutions that leverage technology. Harold's journey began with Chamberlain Contractors (1974), an asphalt paving business, and evolved to founding Global Resource Recyclers (1990), which pioneered recycled aggregates and sustainable pavement materials. His current venture, Global Emissionairy, operates with a patented VERRA-approved methodology (VM0039) that captures, verifies, and sells carbon credits on voluntary markets. GE has expanded beyond VCUs into broader technical capabilities in the last four years. Harold has also invested in Care Commons, a comprehensive health information platform that prioritizes user privacy and delivers reliable wellness content without third-party interference.

In our conversation with Harold Green, one theme resonated particularly strongly: business evolution requires building on past experience while constantly looking forward. After nearly five decades in the paving and recycling industries, Harold has turned his attention to helping companies measure and monetize their carbon reductions. In this segment, he explains how his past work prepared him for this new mission and why translating complex climate concepts into measurable actions is critical for business leaders today. As major corporations commit to carbon neutrality by 2035-2050, Harold offers insight into the changes coming in the next three to five years that will make sustainability metrics a daily business reality.   Harold Green, CEO & Ecopreneur at Global Emissionairy A lifelong entrepreneur focused on innovative business solutions that leverage technology. Harold's journey began with Chamberlain Contractors (1974), an asphalt paving business, and evolved to founding Global Resource Recyclers (1990), which pioneered recycled aggregates and sustainable pavement materials. His current venture, Global Emissionairy, operates with a patented VERRA-approved methodology (VM0039) that captures, verifies, and sells carbon credits on voluntary markets. In the last four years, GE has expanded beyond VCUs into broader technical capabilities. Harold has also invested in Care Commons, a comprehensive health information platform that prioritizes user privacy and delivers reliable wellness content without third-party interference.

In today's business landscape, environmental consciousness isn't just about doing good—it's becoming a business imperative. Deborah Fell interviews Harold Green, CEO of Global Emissionairy, a business leader who has blended entrepreneurship with environmental stewardship throughout his career. Starting from humble beginnings working at a country club at age seven, Harold built multiple successful businesses before recognizing the opportunity in reducing carbon footprints. His current venture, Global Emissionairy, helps companies measure, document, and monetize their carbon emissions reductions, creating new revenue streams while addressing climate challenges. Harold shares practical insights for CEOs who want to take meaningful first steps toward sustainability without sacrificing profitability. His journey demonstrates that becoming an "ecopreneur" doesn't require radical transformation—it starts with awareness and incremental changes that can lead to both environmental and business benefits. About Harold Green: Harold Green CEO & Ecopreneur at Global Emissionairy A lifelong entrepreneur focused on innovative business solutions that leverage technology. Harold's journey began with Chamberlain Contractors (1974), an asphalt paving business, and evolved to founding Global Resource Recyclers (1990), which pioneered recycled aggregates and sustainable pavement materials. His current venture, Global Emissionairy, operates with a patented VERRA-approved methodology (VM0039) that captures, verifies, and sells carbon credits on voluntary markets. In the last four years, GE has expanded beyond VCUs into broader technical capabilities. Harold has also invested in Care Commons, a comprehensive health information platform that prioritizes user privacy and delivers reliable wellness content without third-party interference.  

In today's volatile business landscape, the alignment between Chief Marketing Officers (CMOs) and Chief Sales Officers (CSOs) isn't just a nice-to-have—it's critical for sustainable growth. Deborah Fell dives deep into why this partnership is more crucial than ever for mid-market companies. Drawing from Chief Outsiders' experience across 5,000+ engagements, she explains why the most successful leaders start with curiosity—asking the right questions, understanding the full customer journey, and challenging assumptions about digital transformation. She shares how the traditional disconnect between sales and marketing teams leads to wasted investments and declining conversion rates while highlighting how curiosity-driven leadership can turn these silos into synchronized growth engines. Whether you're experiencing dips in sales performance, struggling with digital transformation, or looking to scale before an exit, this conversation offers invaluable insights on fostering the vital collaboration between sales and marketing teams. Discover how leading mid-market companies leverage AI and modern tools while maintaining the human element that drives real business growth.

Leadership is a craft—refined through experience, challenge, and continuous growth. This past quarter, Success Beneath the Surface brought together some of the most dynamic CEOs and business minds to explore what it takes to lead with impact. From James Hyman’s masterclass on corporate turnarounds to Ryan Clark’s formula for urgency-driven culture, these episodes aren’t just conversations—they’re playbooks for growth, innovation, and accountability. Will Bowie’s approach to generational wealth, Torey Carter-Coneen’s lessons on focus, and Jeff Ostenso’s game-changing engagement strategies round out a lineup that challenges conventional leadership thinking. Each episode offers a fresh perspective on scaling businesses, building elite teams, and navigating the high-stakes world of decision-making. Whether you’re leading a startup or a Fortune 500, these insights will sharpen your leadership edge. Dive into the top 10 episodes of Q4 below—every one a masterclass in its own right.

Deborah Fell recounts a chance meeting with J. Nicole Martin-Lawton, CEO of Phoenix Language Services, during an Amtrak service disruption. What started as strangers standing together in a crowded café car turned into an enlightening conversation about leadership and resilience. Nicole had stepped into the CEO role following her father's sudden death, successfully leading an all-women team while honoring her father's vision for language access services. Through her story, she demonstrates how collective support and shared mission can transform challenges into opportunities. About our guest: J. Nicole Martin Lawton is President and CEO of Phoenix Language Services, a company her father founded in 1993 to help break down language and cultural barriers in healthcare and beyond. A University of Pennsylvania graduate and former healthcare law partner, Nicole stepped into leadership in May 2020, combining her legal expertise with a deep understanding of language access needs. Under her leadership, Phoenix has expanded its interpreter training programs internationally and continues to innovate in language access technology. The company, now women-led, reflects Nicole's commitment to carrying forward her father's legacy while charting new paths in cultural connection. J. Nicole Martin Lawton on LinkedIn

When J. Nicole Martin Lawton suddenly became CEO of Phoenix Language Services in May 2020, it was under extraordinary circumstances. Not only was the world grappling with a global pandemic, but she had just returned from maternity leave with her second child when her father, company founder Bill Martin, passed away. In that moment, Nicole stepped into leadership of the company he had built from the ground up since 1993 - a business born from his experience as an ad hoc Spanish interpreter for his own mother. This episode explores Nicole's remarkable journey from anthropology student to healthcare attorney to CEO, and how she navigated the delicate balance of honoring her father's legacy while making the company her own. Through her story, we see what's possible when the next generation is suddenly thrust into leadership, guided by deep respect for those who came before and a clear vision for the future. In a delightful twist of fate, this conversation between Nicole and Deborah began during a chaotic day of canceled trains and power outages along the Northeast corridor - proving that sometimes life's interruptions lead to the most meaningful connections. About our guest: J. Nicole Martin Lawton is President and CEO of Phoenix Language Services, a company her father founded in 1993 to help break down language and cultural barriers in healthcare and beyond. A University of Pennsylvania graduate and former healthcare law partner, Nicole stepped into leadership in May 2020, combining her legal expertise with a deep understanding of language access needs. Under her leadership, Phoenix has expanded its interpreter training programs internationally and continues to innovate in language access technology. The company, now women-led, reflects Nicole's commitment to carrying forward her father's legacy while charting new paths in cultural connection. J. Nicole Martin Lawton on LinkedIn  

What happens when a hard-charging CEO realizes their leadership style is holding back their organization's potential? In this commentary on last week's conversation with Scott Jackson of Global Impact, we explore the counterintuitive truth about scaling impact. Sometimes, the fastest path forward is creating space for others to lead. Full episode is here. About Scott Jackson Scott Jackson is the President and CEO of Global Impact. He also leads Global Impact Ventures, a family of mission-driven organizations, including Global Impact, Geneva Global, Capital for Good, GI Social Welfare Fund, and Global Impact's international affiliates. Jackson is a global philanthropy, fundraising, communications, and marketing veteran with over 25 years of experience. He oversees advisory and infrastructure services and provides leadership, direction, and oversight for Global Impact, which has raised nearly $2.5 billion with our partners for global causes. Jackson is the author of the 2017 book “Take Me With You,” which was rereleased with new content in 2021. Previously, he served as Vice President for External Relations at PATH, as Senior Vice President of World Vision US, and as President of APCO Seattle. Jackson received a Master of Business Administration from the University of Edinburgh. He also holds a bachelor’s degree and an honorary doctorate from the University of Puget Sound.

When Scott Jackson says his role as CEO of Global Impact is to be a 'follower of leaders,' he challenges conventional thinking about executive leadership. In our conversation, he explains how this counterintuitive approach—empowering others while providing crucial behind-the-scenes support—has helped his organization channel over $2.5 billion to global causes. Scott's practical insights on trust-building and strategic empowerment offer a compelling leadership model for CEOs grappling with how to scale impact while developing their teams. About Scott Jackson Scott Jackson is the President and CEO of Global Impact. He also leads Global Impact Ventures, a family of mission-driven organizations, including Global Impact, Geneva Global, Capital for Good, GI Social Welfare Fund, and Global Impact's international affiliates. Jackson is a global philanthropy, fundraising, communications, and marketing veteran with over 25 years of experience. He oversees advisory and infrastructure services and provides leadership, direction, and oversight for Global Impact, which has raised nearly $2.5 billion with our partners for global causes. Jackson is the author of the 2017 book “Take Me With You,” which was rereleased with new content in 2021. Previously, he served as Vice President for External Relations at PATH, as Senior Vice President of World Vision US, and as President of APCO Seattle. Jackson received a Master of Business Administration from the University of Edinburgh. He also holds a bachelor’s degree and an honorary doctorate from the University of Puget Sound.

In this commentary, Deborah Fell examines the psychology of entrepreneurship, drawing from her conversation with Net at Work Co-Founder and Co-CEO Eddie Solomon. Through stories of infrastructure pioneers, transformational leaders, and second-generation successors, she reveals how true entrepreneurs share an unshakeable mindset – they may pivot, but failure is never an option. Listen to the full episode here. Eddie Solomon - Co-Founder & Co-CEO Eddie has over two decades of entrepreneurial experience in the technology and services industry. In 1996, Edward co-founded Net at Work, offering a service-oriented approach to IT and network support. As an owner of an emerging business, Edward completely understands the value of executive-level involvement- and its contribution to a project’s ultimate success- from the earliest planning stages through completion and beyond.  Additionally, Eddie has co-founded several start-ups, including Docutrend Imaging Solutions, a managed provider of office equipment and print management services; Cloud at Work, a hosting services provider; Pixafy, an eCommerce agency recently acquired by Kensium, LLC. with a focus on integration to ERP, and Swype Payments, a payment processing provider acquired in 2021 by FortisPay. Eddie serves on the board for Young Jewish Professionals (YJP), a not-for-profit organization focused on providing business, educational, and mentoring opportunities for the new generation of Jewish business leaders. In 2021, Edward was named to the Top 100 Most Influential People in Accounting. Before starting Net at Work, Edward worked in commercial and investment banking for Republic National Bank and NatWest Markets, where he managed accounting for real-estate properties and restructured Chart of Accounts, respectively. Edward received his MBA in Finance from Baruch College, NY.   Company Overview Net at Work is a well-established IT service provider based with offices in the United States, Canada, and India specializing in software solutions and services for small and medium-sized businesses. Founded in 1996 and headquartered in New York City, the company has grown to over 450 remote-based, full-time employees. Net at Work’s core offerings include software sales, implementation, managed services, fractional CIO, and hosting services for ERP, CRM, HRMS, and e-commerce solutions.  Net at Work serves a diverse North American client base exceeding 6,000 customers across various industries such as service, distribution, manufacturing, retail, software, technology, healthcare, not-for-profit, and construction. Providing a strong portfolio of value-added professional and managed services, Net at Work partners with industry-recognized software publishers like Sage, Oracle NetSuite, Acumatica, Creatio, and Rippling to provide comprehensive business management solutions. In addition to its primary services, the company offers IT-managed services and private hosted cloud services through its sister company, Cloud at Work and a strong alliance program that includes Sage 100/300 ERP resellers and over 300 managed service providers. Net at Work’s technology solutions, deep business expertise, and strategic partner network together provide highly adaptable and scalable solutions that empower clients to optimize performance and drive growth.

In this episode, we sit down with Eddie Solomon, Co-Founder and Co-CEO of Net at Work, a technology services company he started with his brother in 1996. From their humble beginnings as Russian-Ukrainian immigrants in Brooklyn to building a thriving enterprise serving over 5,000 businesses, Eddie shares insights about true entrepreneurship versus business ownership, the delicate balance of working with family, and how to maintain an innovative spirit while scaling. Eddie shares his fascinating perspectives on creating a culture of "intrapreneurship" and the importance of meeting both clients and employees where they are. This conversation offers valuable lessons for business leaders at any stage of their journey.   Co-Founder & Co-CEO Eddie has over two decades of entrepreneurial experience in the technology and services industry. In 1996, Edward co-founded Net at Work, offering a service-oriented approach to IT and network support. As an owner of an emerging business, Edward completely understands the value of executive-level involvement- and its contribution to a project’s ultimate success- from the earliest planning stages through completion and beyond.  Additionally, Eddie has co-founded several start-ups, including Docutrend Imaging Solutions, a managed provider of office equipment and print management services; Cloud at Work, a hosting services provider; Pixafy, an eCommerce agency recently acquired by Kensium, LLC. with a focus on integration to ERP, and Swype Payments, a payment processing provider acquired in 2021 by FortisPay. Eddie serves on the board for Young Jewish Professionals (YJP), a not-for-profit organization focused on providing business, educational, and mentoring opportunities for the new generation of Jewish business leaders. In 2021, Edward was named to the Top 100 Most Influential People in Accounting. Before starting Net at Work, Edward worked in commercial and investment banking for Republic National Bank and NatWest Markets, where he managed accounting for real-estate properties and restructured Chart of Accounts, respectively. Edward received his MBA in Finance from Baruch College, NY.   Company Overview Net at Work is a well-established IT service provider based with offices in the United States, Canada, and India specializing in software solutions and services for small and medium-sized businesses. Founded in 1996 and headquartered in New York City, the company has grown to over 450 remote-based, full-time employees. Net at Work’s core offerings include software sales, implementation, managed services, fractional CIO, and hosting services for ERP, CRM, HRMS, and e-commerce solutions.  Net at Work serves a diverse North American client base exceeding 6,000 customers across various industries such as service, distribution, manufacturing, retail, software, technology, healthcare, not-for-profit, and construction. Providing a strong portfolio of value-added professional and managed services, Net at Work partners with industry-recognized software publishers like Sage, Oracle NetSuite, Acumatica, Creatio, and Rippling to provide comprehensive business management solutions. In addition to its primary services, the company offers IT-managed services and private hosted cloud services through its sister company, Cloud at Work and a strong alliance program that includes Sage 100/300 ERP resellers and over 300 managed service providers. Net at Work’s technology solutions, deep business expertise, and strategic partner network together provide highly adaptable and scalable solutions that empower clients to optimize performance and drive growth.

A lot of CEOs talk about humility, but it's rare to meet one who truly embodies it. Last week, I spoke with Ray Hatch, CEO of Quest Resources Holding Corporation, and what struck me most wasn't his impressive track record - it was his genuine humility in action. His philosophy that "I have limitations and I don't want my limitations to be the limitation of the company" speaks volumes about his leadership approach. Today, I'll share some key insights from our conversation about humble leadership, risk-taking, and the courage to keep learning even after decades of success. About Deborah's Guest: Ray Hatch, Chief Executive Officer, President, and Director at Quest Resource Holding Corporation Ray is a senior executive with in-depth experience building profitable businesses and orchestrating transformational growth. He brings over 25 years of experience in the waste management and food services industries. He has managed businesses and/or business units with more than one billion dollars in revenue. Previously, Ray served as President of Merchants Market Group, an international food service distribution company. Ray also served in various executive roles with Oakleaf Waste Management, a provider of waste outsourcing that was acquired by Waste Management. Links from this episode: Ray Hatch on LinkedIn  GRHC Full episode with Ray Hatch

Trust versus faith — it's a distinction that Ray Hatch, Chief Executive Officer, President, and Director of Quest Resource Holding Corporation, explores with a refreshing candor in this conversation with Deborah Fell. Drawing from his unique journey from food distribution to waste management and lessons learned as a basketball coach's son, Ray shares how he transformed a struggling public company by cutting revenue in half while growing profits - a move that required more than just trust from his team and board; it demanded faith. Ray and Deborah tackle the formidable challenge of building a team that can scale a company from $300 million to potentially billions. It’s not just about hiring smart people - it's about finding those who can see "the art of the possible" and aren't afraid to think beyond current limitations. As Ray puts it, with a characteristic blend of humility and conviction, "I have limitations. I don't want those limitations to be my company's limitations." It's this kind of straight-shooting wisdom, wrapped in authentic leadership experience, that makes this episode a compelling exploration of what it takes to build and lead high-performing teams in today's complex business environment.   About Deborah's Guest: Ray Hatch, Chief Executive Officer, President, and Director at Quest Resource Holding Corporation Ray is a senior executive with in-depth experience building profitable businesses and orchestrating transformational growth. He brings over 25 years of experience in the waste management and food services industries. He has managed businesses and/or business units with more than one billion dollars in revenue. Previously, Ray served as President of Merchants Market Group, an international food service distribution company. Ray also served in various executive roles with Oakleaf Waste Management, a provider of waste outsourcing that was acquired by Waste Management. Links from this episode: Ray Hatch on LinkedIn  GRHC

In healthcare, some of the most impactful organizations work quietly behind the scenes, touching countless lives without widespread recognition. MTF Biologics, led by CEO Joe Yaccarino, is one such organization. Their work in tissue donation and medical biologics represents a profound cycle of hope - where end-of-life decisions become new beginnings for others. As someone who has witnessed the fragility of health through my late husband's battle with MS, I deeply appreciate how medical innovations can transform lives. But today's story isn't about personal loss - it's about an organization that bridges tragedy and hope, connecting donor families' selfless decisions with surgical teams delivering life-changing outcomes. From the engineers developing cutting-edge processes to the recipients gaining renewed possibilities, MTF Biologics demonstrates how healthcare innovation can honor one life while healing another. Join us as we explore their remarkable mission and impact. Listen to the full episode here >  About Joe Yaccarino Joe has served as CEO of MTF Biologics since June 2018. He received the Leadership Award for Large Businesses in NJ Top Workplaces in 2020 and 2022, and his organization has been named a New Jersey Top Workplace for five years running. Joe joined MTF in 1997 as its first processing engineer, developing several spinal surgery innovations that led to significant growth for the organization. Joe's accomplishments include leading teams through more than 45 successful new product launches and creating innovative technologies for cartilage, dermal, adipose, amniotic, and cell-based tissues. In his CEO role, Joe has focused on building high-performing Business Units and developing Key Strategies to further MTF’s growth and fulfill its mission to save and Heal Lives. LINKS FROM THIS EPISODE: Joe Yaccarino on LinkedIn MTF Biologics   MTF Biologics MTF Biologics is a nonprofit organization headquartered in central New Jersey with a 37-year history of advancing tissue and organ donation. Employing over 1,400 people, MTF Biologics has honored the incredible gifts of more than 165,000 donors while processing over 11 million tissue grafts to save and heal lives worldwide. The organization partners with medical professionals to deliver high-quality, safe, and innovative tissue for transplant, helping patients recover from injury and illness. MTF Biologics also supports research efforts aimed at improving the science of tissue transplantation. Their commitment to donor families and recipients drives their mission of transforming lives, offering hope and healing through the profound gift of donation. Through these efforts, MTF Biologics touches millions of lives each year. Learn more about their mission at mtfbiologics.org.  

In healthcare innovation, success isn't just about breakthrough technology or market leadership - sometimes, it requires heroes at every level. Today's conversation with Joe Yaccarino, CEO of MTF Biologics, reveals how one of the world's largest tissue banks has built an organization where heroic acts happen daily - from donor families making selfless decisions in moments of tragedy to engineers developing cutting-edge processes to surgical teams delivering life-changing outcomes. What makes this discussion particularly valuable for leaders is how Yaccarino, an engineer by training, has scaled MTF Biologics from 100 to 1,400 people by recognizing and empowering heroes throughout his organization. His journey from building medical devices to leading a major healthcare nonprofit demonstrates how to create a culture where every role - from shipping and logistics to R&D and surgical partnerships - is mission-critical and treated as such. Join host Deborah Fell as she and Yaccarino explore how to build an organization where excellence isn't just expected, it's required at every level - and how this approach has helped MTF Biologics perform over 500,000 transplants annually while staying ahead of market disruption and maintaining a significant mission that saves and heals lives. About Joe Yaccarino Joe has served as CEO of MTF Biologics since June 2018. He received the Leadership Award for Large Businesses in NJ Top Workplaces in 2020 and 2022, and his organization has been named a New Jersey Top Workplace for five years running. Joe joined MTF in 1997 as its first processing engineer, developing several spinal surgery innovations that led to significant growth for the organization. Joe's accomplishments include leading teams through more than 45 successful new product launches and creating innovative technologies for cartilage, dermal, adipose, amniotic, and cell-based tissues. In his CEO role, Joe has focused on building high-performing Business Units and developing Key Strategies to further MTF’s growth and fulfill its mission to save and Heal Lives. LINKS FROM THIS EPISODE: Joe Yaccarino on LinkedIn MTF Biologics   MTF Biologics MTF Biologics is a nonprofit organization headquartered in central New Jersey with a 37-year history of advancing tissue and organ donation. Employing over 1,400 people, MTF Biologics has honored the incredible gifts of more than 165,000 donors while processing over 11 million tissue grafts to save and heal lives worldwide. The organization partners with medical professionals to deliver high-quality, safe, and innovative tissue for transplant, helping patients recover from injury and illness. MTF Biologics also supports research efforts aimed at improving the science of tissue transplantation. Their commitment to donor families and recipients drives their mission of transforming lives, offering hope and healing through the profound gift of donation. Through these efforts, MTF Biologics touches millions of lives each year. Learn more about their mission at mtfbiologics.org.  

Deborah Fell reflects on her powerful conversation with Jeff Ostenso, CEO of Ironmark, and her chance encounter with another second-generation CEO during an extended train delay. These interactions highlight a crucial reality: family-owned businesses form the backbone of the American economy, representing 87% of U.S. businesses and employing 60% of American workers. From Jeff's transparent leadership style to his profound realization at a company picnic that Ironmark supports 500 family members, these insights reveal how second-generation leaders are transforming their family legacies while prioritizing employee growth. Join us for this commentary on Episode 81, where we explore the quiet but mighty impact of family-owned businesses in America. Listen to the full episode, EP81, with Jeff Ostenso.

From delivery truck driver at 18 to CEO of an $80M company - Jeff Ostenso shares how he transformed his father's printing business into a modern marketing powerhouse. After 38 years and 16 acquisitions, he reveals the unconventional leadership approach that helped him retain employees and acquire company owners. Learn how sharing P&Ls with every employee and treating the CEO title as secondary to teamwork created a culture of growth and innovation that turned a $700K printing shop into a digital marketing leader. Jeff Ostenso, CEO of Ironmark, is a second-generation leader who has spent the last three decades transforming the company from a local print shop into a national marketing and communications powerhouse. Jeff's vision centers on simplifying the complex intersection of digital and physical marketing for businesses. His strategic acquisitions and commitment to attracting top talent have fueled Ironmark's impressive growth, culminating in a company that not only delivers results but champions its employees as its greatest asset. Under Jeff's leadership, Ironmark has become a trusted partner for businesses seeking to navigate the ever-evolving marketing landscape.  JEFF OSTENSO: https://www.linkedin.com/in/jeff-ostenso/ ABOUT IRONMARK: In today's complex marketing landscape, businesses struggle to manage multiple channels and partners effectively. Ironmark simplifies the marketing supply chain by integrating end-to-end marketing services, bridging the gap between digital and physical marketing channels. They offer integrated solutions to help clients grow through predictive analytics, direct mail, digital marketing, asset management, print production, creative design, branded merchandise, and large format printing, serving diverse sectors like healthcare, restaurant, retail, and finance. Their SOC 2 Type II compliant processes ensure data security, while their advanced technology integrates services seamlessly. As a nationwide, one-stop shop for integrated communications, Ironmark streamlines marketing efforts, drives consistent messaging, and maximizes ROI across all channels. To explore the possibilities, visit ironmarkusa.com

Last week marked the conclusion of our three-part series featuring Clay Spitz, recently retired Chief Operating Officer and Managing Partner at Chief Outsiders. Over my nine years with the firm, I've had the privilege of watching Clay in action – he's always been a class act, the kind of leader who earns trust naturally. Clay's perspective is particularly valuable because he is willing to share triumphs and setbacks with equal candor. In our final conversation, he opened up about the art of building authentic business relationships, offering insights from years of walking the talk. Our series should end with Clay's thoughts on playing the long game in business development – a philosophy defining his remarkable career. About Clay Spitz: Clay Spitz started his career in a family service business, eventually sold into an industry rollup. He has considerable experience as a marketing, sales and operating executive in companies ranging from midsize privately held to Fortune 1,000 corporations. Spitz has been a senior executive at Terminix International, TeleCheck International and Olshan Foundation Solutions and has owned his own business. Clay joined Chief Outsiders in 2010 as one of the very early members of the firm, and rose to Managing Partner and then COO.  He is now forming Wise Path Advisory to help other executives achieve their highest potential through coaching, advisory and board service. Links from this episode: Clay Spitz on LinkedIn Deborah Fell on LinkedIn Chief Outsiders

At this conclusion of our three-part conversation, we join Clay Spitz and Deborah Fell as they reflect on Clay's remarkable journey with Chief Outsiders and his transition into the next chapter of his career. What begins as a discussion about business lessons learned evolves into a heartfelt exploration of wisdom gained, relationships built, and the lasting impact one leader can have on an organization's culture. Clay is embarking on a new phase focused on helping others reach their peak performance rather than stepping into traditional retirement. His candid insights about business development, trust-building, and the importance of continuous learning reveal why he's been such a transformative force at Chief Outsiders. The conversation captures the excitement of new beginnings and the bittersweetness of change as Clay prepares to shift from his role while remaining connected to the company he helped shape. This final segment offers a masterclass in authentic leadership, the power of genuine relationships, and the art of graceful transition. Through their natural rapport and thoughtful exchange, Clay and Deborah demonstrate the principles of trust and communication they discuss, making this farewell conversation instructive and deeply moving. About Clay Spitz: Clay Spitz started his career in a family service business which was eventually sold into an industry rollup. He has considerable experience as a marketing, sales and operating executive in companies ranging from midsize privately held to Fortune 1,000 corporations. Spitz has been a senior executive at Terminix International, TeleCheck International and Olshan Foundation Solutions and has owned his own business. Clay joined Chief Outsiders in 2010 as one of the very early members of the firm, and rose to Managing Partner and then COO.  He is now forming Wise Path Advisory to help other executives achieve their highest potential through coaching, advisory and board service. Links from this episode: Clay Spitz on LinkedIn Deborah Fell on LinkedIn Chief Outsiders

This is a quarterly recap of our top episodes. You'll hear some of the highlights from several guests. From Bob Rhoda, CEO of Hemisonics, a medical device technology company, to Colleen Vassalette, CEO of landscape design firm Intrigue Design, Ryan P. Clark, co-founder and CEO of staffing and recruitment firm PeopleShare, and Will Bowie, founder and CEO of Empower Construction, a utility construction firm in greater Philadelphia, just to name a few. Will's mother summed up what made every episode this quarter a compounding message of the power of being intentional. She inspired Will and his brother to be intentional about being the best at whatever they did, whomever they became. And Will showed up just like all the other guests this quarter with capability, confidence, and purpose. Take a listen to some of the highlights.   The full list is here.  

This episode delves into the critical career decisions that shaped these business leaders' paths. Clay candidly shares his experience of leaving Telecheck after 9/11 and buying a business - a decision he calls his "biggest failure" and "most costly mistake." He opens up about the financial devastation and valuable lessons learned from this setback. Deborah reflects on her bold move to leave Marriott International despite having "the best job, the best people, the best colleagues." She discusses the challenges and rewards of expanding her capabilities beyond corporate roles. As our discussion unfolds, Clay and Deborah offer honest insights into navigating business disruptions, dealing with failure, and the unexpected turns that led them to their current success at Chief Outsiders. About Clay Spitz: Clay Spitz started his career in a family service business which was eventually sold into an industry rollup. He has considerable experience as a marketing, sales and operating executive in companies ranging from midsize privately held to Fortune 1,000 corporations. Spitz has been a senior executive at Terminix International, TeleCheck International and Olshan Foundation Solutions and has owned a business. Clay joined Chief Outsiders in 2010 as one of the very early members of the firm, and rose to Managing Partner and then COO.  He is now forming Wise Path Advisory to help other executives achieve their highest potential through coaching, advisory and board service. Links from this episode: Clay Spitz on LinkedIn Deborah Fell on LinkedIn Chief Outsiders