Evolving Your Workplace Podcast Por Carol Schultz arte de portada

Evolving Your Workplace

Evolving Your Workplace

De: Carol Schultz
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On this workplace podcast, your host Carol Schultz brings on experts to discuss problems many business owners face in real time. Guest experts provide context for the issue and advise those in leadership positions on best practices. Whether you are starting a company, or you lead an established organization-- the podcast is geared toward getting you helpful answers.Copyright 2024 Vertical Elevation Economía Gestión Gestión y Liderazgo Liderazgo Marketing Marketing y Ventas
Episodios
  • Expanding Your Company Beyond North America (International Footprint)

    Expanding Your Company Beyond North America (International Footprint)
    Apr 2 2026
    “Go global—the world is bigger than North America.” – Adnan HaroonIn this week’s episode, Carol Schultz sits down with Adnan Haroon (Founder & CEO of BIMAC Group) to break down what it actually takes to expand a business beyond North America—and why many companies never make that leap despite having the capital and capability.Adnan shares how he started his company in Canada and evolved into a multi-country operation across the Middle East, Asia, and Europe—driven not by aggressive scaling, but by opportunity, relationships, and strategic partnerships. He explains how one inbound lead in the Middle East became the catalyst for global expansion, and why regions like the UAE, Saudi Arabia, and South Asia offer significant advantages—from tax structures to growing consumer markets.We discuss the mindset gap holding North American companies back, the importance of building local partnerships instead of centralized teams, and how global expansion is less about size and more about access—access to networks, knowledge, and the right people on the ground. The episode also explores operational realities: structuring international teams, navigating cross-border finance, and why the biggest bottleneck to scaling globally is not opportunity—but finding the right partners.We conclude our conversation with practical insights on when to expand, how to think about global markets strategically, and why companies that fail to look beyond their home market risk missing the next wave of growth.TakeawaysMany North American companies have capital but lack a global perspectiveExpansion often begins through opportunity, not long-term planningOne international lead can unlock multiple marketsThe UAE serves as a strategic hub for global expansionTax advantages play a major role in international decisionsEmerging markets offer large and growing consumer basesRegions like the Middle East, India, and Southeast Asia present strong opportunitiesLocal partnerships are essential for entering new marketsStrong networks matter more than company size in global expansionDecentralized teams allow flexibility across countriesEach region requires local expertise and relationship-buildingPersonalized service can outperform large, hierarchical firmsEarly clients and referrals drive initial international growthCompanies must adapt to different financial and regulatory systemsCross-border expansion requires strong financial knowledgeFounders should not assume they can manage all functions aloneHiring experienced financial leaders improves decision-makingFractional CFO models can support growing companies globallyExpansion requires balancing growth with executionLarge M&A deals take time and require strong buyer networksStable service offerings help balance long sales cyclesGlobal networking creates unexpected business opportunitiesA single connection can lead to high-value dealsClients often expand engagement once trust is establishedThe biggest bottleneck is finding the right partnersLack of specialization can limit growth in key regionsBandwidth constraints can lead to missed opportunitiesSome markets require multiple specialists, not generalistsTravel remains important for building international relationshipsShort, strategic trips are more effective than long staysGlobal expansion requires both strategy and disciplineCompanies must think beyond domestic markets to stay competitiveDiversification across regions reduces business riskInternational markets can offer cost advantagesBuilding trust is critical in cross-border businessThe right team is more important than rapid expansionExecution becomes more important after initial growthScaling globally requires long-term thinkingCompanies that delay expansion may miss market opportunitiesChapters00:01:29 Intro: Expanding beyond North America00:01:55 What Bismarck Group does00:03:03 First international opportunity (Middle East)00:03:24 Expansion into UAE and beyond00:05:33 From Canada to global operations00:06:43 Early challenges and competition00:07:45 First clients and early traction00:08:04 Decision to expand globally00:08:40 Tax advantages in international markets00:10:12 Partner model and structure00:11:28 What makes a strong international partner00:12:55 Advice for North American companies00:13:34 Global expansion trends and examples00:13:52 Market opportunities outside North America00:14:56 Founder mindset: “Go global”00:17:25 Evolution of services and strategy00:18:05 Power of networking in global growth00:19:24 Growth bottlenecks and challenges00:20:09 Need for specialization in regions00:21:28 Opportunities in Middle East markets00:22:44 M&A and execution challenges00:23:47 Shift toward execution-focused growth00:24:08 Team structure across countries00:25:37 Fractional CFO model introduction00:27:31 Balancing expansion with execution00:28:13 Future expansion plans00:29:09 Role of travel in global business00:30:24 Importance of financial expertise00:31:05 Why ...
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    32 m
  • Creating an Autonomous Work Culture

    Creating an Autonomous Work Culture
    Mar 26 2026
    “If you're going to lead and grow a company and scale it, you can't be in the middle of everything.” In this week’s episode, Carol Schultz sits down with Jasen Gundersen (Founder & CEO of CardioOne) to unpack what it actually takes to build an autonomous work culture—and why most leaders unknowingly become the biggest bottleneck to their company’s growth.Jasen explains why micromanagement isn’t just inefficient—it’s a direct path to failure when trying to scale. Drawing from his own leadership journey, he shares how working under both empowering and controlling leaders shaped his philosophy: hire strong people, give them ownership, and get out of their way. The conversation dives into how autonomy drives retention, attracts top talent, and allows companies to operate at speed without constant oversight. They also explore why many founders struggle to let go, how “founder syndrome” limits growth, and what it really means to build a team that can function without you. The episode closes with practical insights on hiring for ownership, encouraging open dialogue, and creating a culture where people step up without being asked.TakeawaysAutonomy is required for scale—not just a leadership preference. Micromanagement is one of the fastest ways to kill growth. Leaders who stay involved in everything become bottlenecks. Retention improves when employees feel trusted and empowered. Autonomous teams move faster and solve problems independently. Hiring should focus on ownership, not just skill sets. Strong teams don’t wait for instructions—they take initiative. Open communication and questioning improve decision-making. Silence inside teams is often a warning sign. Founder syndrome limits company growth and scalability. Leaders should aim to build teams that don’t depend on them. Delegation is essential for long-term success. Culture is a major driver of performance and growth. High-performing environments attract top-tier talent. Early hires should be versatile and capable of handling multiple roles. Trust enables teams to “lean in” without being asked. Growth accelerates when responsibility is distributed. The best leaders create systems, not dependency. Empowered teams create momentum inside organizations. Letting go is not a weakness—it’s a requirement for scaling.Chapters00:00 Intro: Why leaders feel they must control everything 00:43 The core problem: “If I want it done right, I’ll do it myself” 01:24 What Cardio One does and the problem it solves 03:23 Growth of the company and early traction 05:28 Loss of autonomy in traditional systems 07:22 Jasen’s leadership philosophy 07:31 Leading how you want to be led 08:00 Why micromanagement fails 08:31 Building a company that runs without the founder 09:24 Founder syndrome and control issues 10:21 Communication as the foundation of scaling 11:21 Encouraging team feedback and pushback 12:12 Hiring people who thrive in autonomy 13:10 Benefits of autonomous teams 13:21 Retention and scalability advantages 14:35 How autonomy attracts better talent 15:14 The danger of being the only decision-maker 16:10 Early leadership lessons and delegation 16:39 Hiring your replacement mindset 17:27 The origin story behind Cardio One 20:16 Simplicity vs complexity in business building 22:27 How the company evolved over time 25:19 Trusting teams to execute independently 28:57 Growth bottlenecks and risk-taking 29:11 Fear vs entrepreneurship mindset 31:05 Teams taking initiative without leadership 33:34 Changing mindset of modern professionals 36:07 Mission-driven work and culture 39:38 Final thoughts on empowering teamsConnect With Host Carol SchultzFind more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.Want to be our next guest expert? Email cat.gloria@verticalelevation.com with your information.And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!
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    35 m
  • Planning Succession

    Planning Succession
    Mar 19 2026
    In this week’s episode, host Carol Schultz sits down with John Scott (Partner at Anders and leader of their Virtual CFO services practice) to unpack the realities of private equity, succession planning, and what it actually takes to build a business that survives beyond its founder. Drawing on decades of experience advising professional service firms, John breaks down why some companies scale sustainably—while others are forced into exits they didn’t fully plan for.John explains that private equity is often misunderstood. While it can provide a significant payout for current owners, it comes with trade-offs—loss of control, pressure to hit aggressive financial targets, and in some cases, forced layoffs if performance doesn’t meet expectations. Many firms turn to private equity not because it’s ideal, but because they failed to build a pipeline of future leaders who could take over internally.They also discuss Anders’ long-term approach to growth, including a hiring philosophy that prioritizes talent over timing. Instead of waiting until there’s immediate need, the firm hires exceptional people ahead of demand—trusting that strong performers will grow into profitability and bring long-term value through relationships, expertise, and new business.The conversation explores why succession planning is one of the most overlooked responsibilities in leadership. John emphasizes that it’s not a one-time decision, but an ongoing process of developing, trusting, and eventually stepping aside for the next generation. Businesses that remain dependent on their founders often struggle with valuation and continuity, while those that build systems and leaders early are positioned for stronger exits and sustained growth.Carol and John also dive into the rise of Virtual CFO services and fractional leadership. For many small to mid-sized companies, hiring a full-time executive is both expensive and risky. A fractional model allows companies to access strategic financial leadership, operational support, and systems expertise—while maintaining flexibility and reducing hiring risk.The discussion also touches on remote work and communication challenges in modern organizations. John shares how embracing a distributed workforce has enabled faster growth and broader access to talent, while also highlighting a key issue: over-reliance on email and messaging tools often slows down decision-making compared to direct conversations.The episode closes with a focus on employee ownership and long-term alignment. John outlines how Anders has implemented structured equity models—including synthetic shares—to give employees a stake in the firm’s success. Without some form of ownership or participation, loyalty declines, especially during major transitions like acquisitions or leadership changes.TakeawaysPrivate equity can provide strong financial exits—but often reduces autonomy and increases pressure.Many firms sell because they failed to develop internal leadership pipelines.Hiring great talent ahead of need can create long-term competitive advantage.Succession planning must be continuous, not reactive.Founder-dependent businesses are less valuable and harder to scale.Virtual CFO models reduce hiring risk while improving financial visibility.Clean financials and forecasting directly increase company valuation.Remote work expands access to talent and accelerates growth.Poor communication—especially over email—slows execution.Employee ownership models improve retention and long-term alignment.Chapters00:00 Intro: Private equity, succession, and building lasting firms01:06 John Scott’s background and Virtual CFO services at Anders02:03 Private equity: benefits, risks, and real-world consequences03:13 Hiring ahead of need and long-term talent strategy04:30 Investor pressure vs. independent ownership decisions05:58 Succession planning and developing future leaders07:11 Mandatory retirement and creating growth paths07:47 Why firms sell to private equity10:42 Advice for leaders: hiring, delegation, and trust12:21 Founder dependency and business valuation15:42 Virtual CFO model and fractional leadership17:17 Onboarding, systems, and financial optimization18:25 Remote work and scaling through distributed teams21:07 Communication breakdown in modern workplaces24:06 Financial discipline and valuation impact26:07 Team structure and specialization27:53 Private equity trade-offs revisited33:52 Employee ownership and equity models36:24 Final thoughts and resourcesDownload John's Book: Judicial Dollars and CentsTo take John's business assessment: Maturity Model Assessment - AndersConnect With Host Carol SchultzFind more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.Want to be our next guest expert? Email cat.gloria@verticalelevation.com with your information.And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating ...
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    35 m
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