Episodios

  • Creating Collaboration in the Workplace

    Creating Collaboration in the Workplace
    Apr 9 2026
    In this week’s episode, Carol Schultz sits down with Ryan Teicher (CEO of REDCOM Design and Construction) to unpack what it actually takes to create real collaboration in today’s workplace—especially in an era where technology is increasing isolation and younger employees struggle with in-person communication.Ryan explains how REDCOM has built collaboration into its operating model by bringing all departments under one roof—eliminating silos, increasing accountability, and forcing teams to work together from start to finish. He shares the company’s “top-level talks” initiative, where employees from different departments meet offsite without managers or agendas, creating authentic conversations that later translate into stronger working relationships back in the office.They also discuss why collaboration isn’t just about people—it’s about systems, trust, and culture. From breaking down communication barriers to designing workspaces and training programs that encourage interaction, the episode highlights how organizations can move beyond surface-level teamwork and build environments where collaboration happens naturally. The conversation closes with practical insights on feedback culture, work-life balance, and why investing in people is critical for long-term success.🔑 TakeawaysCollaboration doesn’t happen by accident—it must be intentionally designedPhysical proximity (working under one roof) improves accountability and teamworkDepartments working in silos are one of the biggest barriers to collaborationInformal, offsite conversations can break down communication barriersShared personal connections make professional collaboration easierYounger employees often struggle with in-person communication post-COVIDLeaders must actively create opportunities for employees to interactTrust is the foundation of any collaborative cultureOpen feedback systems cannot exist without transparencyCollaboration reveals both people issues and process inefficienciesCross-department interaction helps identify operational bottlenecksWorkspace design can directly impact how teams collaborateLeadership must model collaboration, not just talk about itWork-life balance plays a key role in employee engagementFlexibility increases trust and productivityCulture is built through consistent actions, not just stated valuesCore values must be reinforced regularly to stay meaningfulPersonalized training is more effective than generic programsInvesting in employee development strengthens retentionCollaboration is both a cultural mindset and a structural system⏱️ Chapters00:03:15 Intro: The challenge of collaboration in an increasingly isolated world00:04:06 REDCOM’s integrated model: all teams under one roof00:05:17 Accountability and eliminating blame between departments00:06:00 Communication challenges in younger employees00:06:28 “Top-level talks”: creating offsite collaboration00:06:53 No managers, no agenda—just conversation00:07:14 Building relationships beyond work topics00:07:54 How shared experiences improve teamwork00:08:27 Creating a culture of feedback00:09:15 Encouraging openness in conversations00:09:47 Why feedback cannot be fully confidential00:10:24 Trust as the foundation of collaboration00:11:29 Challenges with management-level communication00:13:00 Personal issues affecting workplace behavior00:13:59 Breaking silos between departments00:14:39 Collaboration revealing process improvements00:15:03 Building a culture of collaboration and accountability00:15:28 Work-life balance and the “fifth day flex”00:16:33 Flexibility vs traditional corporate structures00:18:35 Collaboration as a competitive advantage00:24:52 Core values: collaboration, trust, accountability00:26:25 Reinforcing values in daily operations00:27:11 Workspace design for collaboration00:30:18 Investing in employee training and development00:31:16 Personalized training across departments00:32:15 Final thoughts on building a collaborative workplaceConnect With Host Carol SchultzFind more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.Want to be our next guest expert? Email 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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    30 m
  • 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.

    Takeaways

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

    Micromanagement is one of the fastest ways to kill growth.

    Leaders who stay involved in everything become bottlenecks.

    Retention improves when employees feel trusted and empowered.

    Autonomous teams move faster and solve problems independently.

    Hiring should focus on ownership, not just skill sets.

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

    Open communication and questioning improve decision-making.

    Silence inside teams is often a warning sign.

    Founder syndrome limits company growth and scalability.

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

    Delegation is essential for long-term success.

    Culture is a major driver of performance and growth.

    High-performing environments attract top-tier talent.

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

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

    Growth accelerates when responsibility is distributed.

    The best leaders create systems, not dependency.

    Empowered teams create momentum inside organizations.

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

    Chapters

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

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

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

    03:23 Growth of the company and early traction

    05:28 Loss of autonomy in traditional systems

    07:22 Jasen’s leadership philosophy

    07:31 Leading how you want to be led

    08:00 Why micromanagement fails

    08:31 Building a company that runs without the founder

    09:24 Founder syndrome and control issues

    10:21 Communication as the foundation of scaling

    11:21 Encouraging team feedback and pushback

    12:12 Hiring people who thrive in autonomy

    13:10 Benefits of autonomous teams

    13:21 Retention and scalability advantages

    14:35 How autonomy attracts better talent

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

    16:10 Early leadership lessons and delegation

    16:39 Hiring your replacement mindset

    17:27 The origin story behind Cardio One

    20:16 Simplicity vs complexity in business building

    22:27 How the company evolved over time

    25:19 Trusting teams to execute independently

    28:57 Growth bottlenecks and risk-taking

    29:11 Fear vs entrepreneurship mindset

    31:05 Teams taking initiative without leadership

    33:34 Changing mindset of modern professionals

    36:07 Mission-driven work and culture

    39:38 Final thoughts on empowering teams

    Connect With Host Carol Schultz

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

    Want to be our next guest expert? Email 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
  • Hire the Yin to your Yang

    Hire the Yin to your Yang
    Mar 11 2026

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

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

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

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

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

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

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

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

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

    Key topics covered:
    1. Why founders often wait too long to hire key leadership roles
    2. The leadership “yin and yang” between vision and operational execution
    3. Lessons learned from building a global SAP consulting company
    4. The massive global migration from legacy SAP systems to cloud platforms
    5. Why many organizations delay enterprise technology upgrades
    6. Talent shortages and workforce challenges in the SAP ecosystem
    7. Why real-world experience matters more than degrees in modern hiring
    8. The growing role of AI in enterprise software and business operations
    9. Building company culture through accountability, trust, and empathy

    Connect With Host Carol Schultz

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

    Want to be our next guest expert? Email 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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    34 m
  • How to be a Servant Leader

    How to be a Servant Leader
    Mar 5 2026

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

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

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

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

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

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

    Key topics covered:
    1. What servant leadership truly means at the CEO level
    2. Why self-awareness determines leadership longevity
    3. The risk and responsibility of bringing former team members with you
    4. Why promoting star performers without support often fails
    5. Building capability instead of dependency in management teams
    6. Serving shareholders, boards, employees, and lenders simultaneously
    7. Reducing long enterprise sales cycles through better qualification
    8. The importance of executive self-care and sustainable pacing
    9. Investing intentionally in professional growth at every stage

    Connect With Host Carol Schultz

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

    Want to be our next guest expert? Email 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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    34 m
  • Using AI to Train Your Employees

    Using AI to Train Your Employees
    Feb 26 2026

    “AI does not create culture.” — Adam Povlitz

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

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

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

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

    Key topics covered:

    How Anago uses AI to streamline training and retraining across locations

    Why AI should accelerate work, not replace people.

    Using operational data to trigger targeted learning interventions

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

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

    Balancing automation with in-person coaching and accountability

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

    Connect With Host Carol Schultz

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

    Want to be our next guest expert? Email 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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    34 m
  • The Keys to Low Turnover & High Morale

    The Keys to Low Turnover & High Morale
    Feb 19 2026

    “Remote staff is remote staff.” — Beth Raboin

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

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

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

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

    Key topics covered

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

    Connect With Host Carol Schultz

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

    Want to be our next guest expert? Email 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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    32 m