Real Leadership

Epizódok

• 
  Mark Hans Richer - Principal at Richer Confidential | Real Leadership 04.08.2026 1ó 4p

  What does it take to become the first-ever Chief Marketing Officer at two different companies? Mark-Hans Richer has done it twice — nine years at Harley-Davidson and nine years at Fortune Brands, with a nearly decade-long run at GM in between steering Chevy Trucks, GMC, and Pontiac.  Along the way he's picked up two Cannes Gold Lions, three Gold Effies, a 2026 Leadership Orbie from Chicago CMO, and an induction into the American Advertising Federation's Hall of Fame.  But Mark-Hans traces all of it back to his freshman year at Northwestern, when he — a history major with no business training and no money — convinced a bank to loan him $35,000 to sell a better stuffed Willie the Wildcat. That hustle taught him the segmentation, pricing, and brand-loyalty fundamentals that would define his entire career. In this conversation, Mark-Hans walks through the high-stakes bets that built his reputation: the $8M Oprah car giveaway that made Pontiac a household name overnight, the Harley-Davidson “Dark Custom” subbrand that found a whole new generation of riders hiding in plain sight, and the negotiation with two different Popes that brought Harley-Davidson's 110th-anniversary celebration to the Vatican. In this episode, we cover: Mark-Hans's origin story: building and selling a better stuffed Willie the Wildcat as a Northwestern freshman with no business training The foundational marketing lessons — segmentation, pricing, emotional connection — he carried from that dorm-room business into a 30-year career The inside story of the 2004 Oprah G6 giveaway: the internal skepticism, the $8M ask, and the results Building Harley-Davidson's “Dark Custom” subbrand and taking the company into the UFC octagon and the Vatican Why he's skeptical of “data worship” and what he thinks predictive analytics and AI can and can't do for marketers Launching Richer Confidential, his coaching practice for creative executives navigating the path to the C-suite His advice to 20- and 30-somethings wondering if the American Dream is still alive It's a conversation about what happens when you take marketing instincts seriously enough to bet millions of dollars on them — and what it takes to build a career, and a life, one calculated risk at a time. Key Moments 03:09 — Origin story: selling a better stuffed Willie the Wildcat as a Northwestern freshman 07:35 — The foundational principles he still uses today: energy over passion, segmentation, emotional connection 11:47 — Learning the ropes at DDB Chicago, then GM's Chevy Trucks and the “Like a Rock” era 16:39 — Saving GMC with “We Are Professional Grade” — and setting up the case for a bigger bet 21:33 — Inside the $8M Oprah G6 giveaway: internal skepticism, the pitch, and the results 28:08 — Reinventing Harley-Davidson: the “Dark Custom” subbrand, UFC, and the Vatican 39:41 — Balancing long-term brand building with proving ROI 43:10 — Launching Richer Confidential and what “courage” means for creative executives 47:53 — Why predictive analytics is a “marketer's unicorn rainbow fantasy” 55:20 — His advice for 20- and 30-somethings on whether the American Dream is still alive Show Notes Mark-Hans Richer — LinkedIn: https://www.linkedin.com/in/mhricher  Richer Confidential Website: http://richerconfidential.com (password: Richer2026) Email Mark-Hans — mh@richerconfidential.com Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/  The Ōnin Group: oningroup.com/clients 
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  Tiffany Benjamin - CEO of The Humana Foundation | Real Leadership 21.07.2026 50p

  What does it look like to run philanthropy with the discipline of a business and the empathy of a social worker? Tiffany Benjamin is the CEO of the Humana Foundation, the philanthropic arm of one of the largest healthcare companies in the country. A Harvard-trained lawyer, she started at a major firm, spent several years as senior investigative counsel for Congress, and rose through Eli Lilly’s legal ranks before an unexpected turn — a corporate secretary assignment she never asked for — pulled her into social impact work for good. But her preparation started much earlier: as an elementary schooler tagging along while her mother, a single mom who left a switchboard operator job to become a social worker, sat with HIV/AIDS patients in the 1980s and showed her what true empathy looks like. Since becoming CEO in 2022, Tiffany has narrowed the foundation’s focus to mental health and food security for three populations — seniors, school-aged children, and veterans — and built an accountability engine most nonprofits never attempt: a chief impact officer, standardized outcome metrics, 3–5 year grants, and a willingness to name what didn’t work. She was recognized on the TIME100 Philanthropy list of the world’s most influential philanthropists. In this episode, we cover: The childhood moments that built her leadership philosophy — her mother’s social work during the HIV/AIDS epidemic and the hospice workers who cared for her father How social drivers of health determine who shows up in the workforce, and what employers can do The Equal Justice Initiative internship where listening to one woman’s story helped overturn her conviction Why saying no is a form of respect How the 2x3 strategy grid came together, and why the foundation concentrates on Florida, Texas, Louisiana, and Kentucky What health equity means in practical terms: rural health access, and a veteran suicide rate 60% higher than the civilian population How the foundation measures impact: standardized metrics like the UCLA Loneliness index and grants built to prove health outcomes Why philanthropy needs to take risks and talk about failure the way business does From a courthouse basement in Montgomery to the boardroom of a $400 million foundation, Tiffany’s story is proof that listening is a leadership strategy. Key Moments 2:54 - A social worker’s daughter: where empathy began 7:55 - The internship that helped free a wrongly imprisoned woman 11:03 - “That’s so sad, Rob. I’d like your job”: the pivot from law to philanthropy 13:16 - Hard choices: running philanthropy like a business 16:10 - The 2x3 grid: two focus areas, three populations, four states 21:44 - Measuring impact: a chief impact officer, the UCLA Loneliness index, and 3–5 year grants 31:52 - Why philanthropy must be transparent about failure 36:31 - Rabid dogs and maternity care: the power of proximity 38:06 - Social drivers of health and the workforce participation crisis 44:44 - What employers can do: volunteerism, belonging, and Face the Fight Show Notes Tiffany Benjamin — LinkedIn:https://www.linkedin.com/in/tiffany-benjamin-0127893/  The Humana Foundation: humanafoundation.org  The Humana Foundation — LinkedIn:                                                                     https://www.linkedin.com/company/humana-foundation  Equal Justice Initiative: eji.org  Face the Fight (veteran suicide prevention initiative): https://wefacethefight.org/  Emeril Lagasse Foundation: https://emeril.org/  Older Adults Technology Services (OATS): https://oats.org/  Ready to Work, powered by Ōnin: readytowork.org  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/  The Ōnin Group: oningroup.com/clients
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  Dan Florness, CEO of Fastenal 07.07.2026 51p

  How do you lead an organization you can’t control? Dan Florness has spent 30 years answering that question at Fastenal and the last 11 as CEO of what is now a $9 billion industrial distributor operating in 26 countries. He joined as CFO in 1996, when the company’s run rate was about $250 million. Today, Fastenal does $37 million in revenue a day. It takes about a week to match a full year of the business Dan joined. But Dan never fit the CFO archetype. He ran a manufacturing division, dug into supply chain and product development, and supported national accounts — because he thought about the business not in debits and credits, but in cash flow, customers, and common sense. When the board named him CEO on a Monday afternoon in the fall of 2015 — 12 hours before an earnings call, at the end of a bad quarter — they added one suggestion: get a coach. What he learned from that coach reshaped how he led, and eventually became a leadership course for 500 Fastenal leaders. Recorded in Dan’s final months before his July retirement, this conversation is a masterclass in leading through influence rather than control — from a farm kid whose family land just marked 100 years, who helped build one of the most quietly remarkable growth stories in American business. In this episode, we cover: Why Fastenal’s founder took a $20 million company public in 1987…four reasons that had nothing to do with ego What it’s like to run a business “like a checkbook,” and how Fastenal cash-flowed 30%+ annual growth without leaning on debt The Rule of 72 and why Dan believes “life is just a continuous exercise in math” The Monday afternoon Dan learned he was the next CEO What Dan learned about his toughest working relationship How 240 district leaders make decentralization work at $9 billion scale and why Dan spends 30% of his time in one-on-ones with them Why employees learn more — and learn ownership — by navigating their own mistakes than from strict corporate dictates Knowing when to leave: why Dan would rather step out “a year or two or three too early” than stay too long Key Moments 10:06 – The offhand remark to his future wife that led Dan to Fastenal 11:53 – Two years of asking “why”: what Fastenal’s founder saw in him 13:45 – A CFO who wouldn’t stay in the finance lane 15:05 – Running a growth business like a checkbook 18:57 – “Life is just math”: the Rule of 72 21:31 – Four reasons a $20 million distributor went public in 1987 24:03 – The Monday afternoon Dan became CEO — 12 hours before an earnings call 28:06 – “Are you going to do it?” — a blunt wife, a coach, and being 90% of the problem 31:04 – Decentralization at $9 billion: 240 businesses doing $34 million each 36:29 – Why breaking things — and owning them — builds leaders 39:53 – Can most people lead? Vulnerability, arrogance, and why bullies aren’t leaders 42:09 – LDR450: 24 competencies, five categories, and DAC 46:02 – Knowing when to step down: leaving with energy, not on empty Show Notes Dan Florness — LinkedIn: https://www.linkedin.com/in/daniel-florness-90138616/  Fastenal: fastenal.com  Fastenal — LinkedIn: https://www.linkedin.com/company/fastenal/  Book mentioned — Jim Collins’ new book, What to Make of a Life: Cliffs, Fog, Fire and the Self-Knowledge Imperative: https://www.amazon.com/What-Make-Life-Self-Knowledge-Imperative-ebook/dp/B0FGY8RKCK  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/  The Ōnin Group: oningroup.com/clients 
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  Erica Baird, Executive Director of Global Sales and Service, Cummins, Real Leadership 09.06.2026 52p

  What happens when an open mic poet, a foster mom to more than 14 kids, and the daughter of Muhammad Ali's bodyguard becomes a top executive in the global heavy industrial sector? You get Erica Baird — Executive Director of Global Sales and Service at Cummins, the Fortune 150 power solutions leader. Erica oversees more than 1,200 employees worldwide across sales, service, customer experience, data center installation and commissioning, aftermarket parts, field service, design engineering, and compliance.  Before Cummins, she spent 15 years at Caterpillar leading initiatives that quadrupled sales and building the business risk and governance framework used by the executive team and board of directors. She holds a degree in mining and mineral engineering from the University of Arizona, sits on the board of the Association of Equipment Manufacturers as chair of the construction sector, and is a member of C200. But Erica's leadership philosophy didn't come from a boardroom. It came from being a biracial kid bullied for being different, from a mother who was disowned for having her, from blue-collar people who raised her, and from a teacher who discovered she could write poetry. It came from being the first Black woman in nearly every role she took, navigating an industry that wasn't built for her, and refusing to leave when it would have been easier to. In this episode of Real Leadership, Erica gets honest about the sponsor who fought for her behind closed doors, the "sidestep" role meant to slow her down that became her global breakout, and the boss who once told her she was "too direct" — and the conversation that changed his mind. She also shares how her engineer's love of structure became the foundation for fostering 14 children, and why she believes the industrial talent of tomorrow has to come from high school trade programs we've spent decades dismantling. In this episode, we cover: How growing up among blue-collar people shaped the way she leads on the factory floor and in the boardroom The white male sponsor who told her, "If you keep delivering, I'll keep sponsoring," and how it changed her career Why she learned to take her power back in meetings — and the line she uses when men repeat her ideas How a role she thought was a setback became the strategic, global breakthrough of her career The story of being called "too direct" — and the conversation that flipped the script How she connects foster parenting and corporate leadership through one shared engine: structure Why "busy doesn't equal impact" — and the goal-tree discipline she uses with her team Her honest take on AI in industrial work: "AI doesn't turn a wrench" Why the skilled-trades pipeline starts in high school — and what industry has to do about it This conversation isn't about engines or equipment. It's about what real leadership looks like when you've had to fight to exist in the room — and you build everyone else a seat once you're inside. Key Moments 02:37 – Living her mother's dream: how engineering chose Erica 03:34 – The Muhammad Ali bodyguard story 05:20 – Why a blue-collar upbringing shaped how she leads 08:47 – The white male sponsor who said "if you keep delivering, I'll keep sponsoring." 10:26 – "Thank you, John, for validating what I just said" — taking her power back 19:47 – The role meant to set her back that became her career breakthrough 24:49 – Connecting foster parenting and corporate leadership 29:52 – Called "too direct" — and the conversation that changed everything 36:52 – The goal-tree discipline: why busy doesn't equal impact 41:03 – AI, skilled trades, and the future of industrial talent 46:16 – The high school trade programs we have to bring back 50:06 – Poetry as healing: the open mic story Show Notes Erica Baird — LinkedIn: https://www.linkedin.com/in/erica-k-baird/  Cummins: cummins.com  Cummins — LinkedIn: https://www.linkedin.com/company/cummins-inc/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Re
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  Dan Seidel, Global Chief Operating Officer of HelloFresh, Real Leadership 19.05.2026 48p

  What does it take to run a supply chain where every input is perishable, every customer is different, and every week the entire operation resets? Meet Dan Seidel, Global Chief Operating Officer at HelloFresh, and one of the sharpest operational minds in the food industry. Dan oversees 36 industrial kitchens and distribution centers across 18 countries, a portfolio of brands that includes HelloFresh, Green Chef, EveryPlate, Factor, Chef’s Plate, and You Foods, and a business that has delivered well over a billion meals.  But his path didn’t start in food. Dan spent more than 15 years at Thomas and Betts, an ABB Group company, as a Lean Six Sigma Master Black Belt and VP of Operations, building the manufacturing discipline that would later carry him through Amazon, Target, and now HelloFresh. When Dan joined HelloFresh in 2024, he bypassed the typical executive onboarding. Instead of boardrooms and investor tours, he spent his first two months on the floor of HelloFresh’s most complex production facility in Illinois, working alongside team members, learning the barriers to their success, and building the trust that would allow him to rebuild the operation from the inside out. In this episode, Dan shares what he’s learned about leading at scale through real transformation — from reducing inventory and going farm-to-box, to cutting first-box delivery time from three weeks to three days, to launching AI-driven personalization that expands customer choice from 35 meals toward hundreds. He also gets candid about what has to change in manufacturing leadership over the next five years. In this episode, we cover: How a 15-year manufacturing foundation prepared Dan for the unpredictability of fresh produce Why inventory is the “number-one evil” in lean — and why most operators protect it anyway How Dan pulled an “undercover boss” on HelloFresh to understand the real barriers on the floor Why going to the gemba matters more than any KPI dashboard How HelloFresh is using AI and automation to personalize menus, optimize delivery, and outpace weather disruptions The “renters vs. owners” framework Dan uses to shape high-performing teams Why the clearest problem statement is a leader’s most underrated skill What Dan has changed his mind on recently and what it means for how he leads now This conversation is a masterclass in operational leadership — the kind that makes sense of chaos, respects the people doing the work, and never forgets that the customer is waiting. Key Moments 02:23 – The Scale of HelloFresh: Four US Brands, 18 Countries, a Billion Meals 06:27 – Why Dan Left a “Humming” Target for HelloFresh 12:12 – Bypassing Executive Onboarding to Work the Factory Floor 15:21 – The “Undercover Boss” Moment in Phoenix 17:55 – Inventory Is the Number-One Evil (and the Days of Thunder Analogy) 23:27 – From Steel to Cucumbers: Managing Variability in Fresh Produce 26:28 – How Data Cut First-Box Delivery from Three Weeks to Three Days 31:05 – The AI-Powered Cookbook and the Future of Personalized Meals 38:00 – Why Robotics Should Never Eliminate the Workforce 39:40 – Owners vs. Renters: Rebuilding the Production Workforce 45:06 – Advice for Plant Managers Ready for Their Next Leap 48:42 – What Dan Has Changed His Mind On Recently Show Notes Dan Seidel — LinkedIn: https://www.linkedin.com/in/dan-seidel-6389903a8/  HelloFresh — Website: hellofresh.com  HelloFresh — LinkedIn: linkedin.com/company/hellofresh/  Factor (HelloFresh brand) — Website: factor75.com  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: linkedin.com/company/104897916/  The Ōnin Group: oningroup.com/clients
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  Katie Stratton, Chief Growth & Strategy Officer at Shipt, Real Leadership 05.05.2026 51p

  Episode Description What happens when a leader who spent a decade inside one of the most influential technology companies in history decides to bring that playbook to the world of same-day delivery? Katie Stratton is the Chief Growth and Strategy Officer at Shipt, the Target-owned retail technology company that specializes in same-day and next-day delivery. Before joining Shipt in 2023, Katie spent nearly 12 years at Meta, joining as the 90th employee in the New York office before the IPO and rising to lead U.S. sales for dining and delivery. Earlier in her career, she honed her craft in the agency world, working with brands like Toyota, Cadillac, and Unilever. But Katie's path wasn't a straight line. A pivotal moment early in her career, a courageous conversation in a toxic work environment, sparked by her mother's advice, opened the door to Facebook and set the trajectory for everything that followed. That same willingness to speak up, take risks, and lead with clarity defines how she operates today. In this episode, we cover: How a toxic early-career experience and her mother's advice became the catalyst for Katie's entire leadership journey What it was like to join Facebook pre-IPO as the 90th employee in the New York office — and what she learned from leaders like Sheryl Sandberg and Carolyn Everson How Shipt is evolving from a startup into a mature growth company — and why grocery and human connection are at the center of the strategy The story behind Target Circle 360 and Shipt's no-markup pricing model Why Katie compares AI to How to Train Your Dragon — and how she's training her own "dragon" personally and professionally Why "clarity is kindness" and "I got that wrong" are the leadership phrases she lives by How the "threshold" principle and intentional presence help her lead a national business while raising three kids What it means to be a "tip of the spear" leader — and why people only follow when the path is clear This is a conversation about the moments that shape a leader — the courageous conversations, the career-defining leaps, and the daily discipline of showing up with honesty and humanity. Key Moments 01:47 - What Shipt does and how the preferred shopper relationship works 05:23 - Shipt's inflection point: pivoting from startup to mature growth company 09:07 - Building Target Circle 360 and the no-markup strategy 11:54 - How AI will shape the future of Shipt — and why human connection is the edge 14:44 - The "How to Train Your Dragon" analogy for AI 18:00 - Lessons from nearly 12 years at Meta and leading through COVID 21:40 - Vulnerability as a leadership strength: "We didn't hire you to know everything" 32:32 - The toxic agency experience and her mother's career-changing advice 37:19 - How one conversation led to Facebook — and a career-defining 12 years 41:23 - Leading with kindness: why clarity is kindness 43:23 - The "tip of the spear" leader and machete through the sugar cane 45:15 - Staying energized: thresholds, presence, and intentional balance Show Notes Katie Stratton — LinkedIn: https://www.google.com/search?q=https://www.linkedin.com/in/katie-stratton-a1b4154/  Shipt: shipt.com  Shipt — LinkedIn: https://www.linkedin.com/company/shipt/  Target Circle 360: target.com/circle/360  Wait Until 8th: waituntil8th.org  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418  Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: linkedin.com/company/104897916  The Ōnin Group: oningroup.com/clients
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  Nathan Fulton, CEO of Fulton Technology, Real Leadership 21.04.2026 34p

  What does it take to turn a layoff into a company?Nathan Fulton had $5,000 and the willingness to see opportunity where others saw scrap metal.  In 1999, he and his wife Jane founded Fulton Technology Corporation as a machine shop serving the textile industry. When that industry collapsed under NAFTA, he pivoted. When hyperscale data centers were built nearby, he pivoted again. Today, Fulton operates precision machining, metal fabrication, and data center infrastructure solutions, with a subsidiary (Altamir Data Solutions) expanding their footprint into AI infrastructure.What's remarkable isn't the scale. It's the philosophy that built it: a belief that saying yes and figuring it out beats waiting for perfect information. That customer relationships trump profit-chasing. That automation is liberation, not job-killing. And that the foundation of all manufacturing—machining—is a pathway to real wealth for anyone willing to put in the work.In this episode, we cover: • How a $5,000 scrap yard flip became the seed capital for a manufacturing company• Why Nathan's mantra—"Whatever your hand finds to do, do it with all your might"—runs everything in the business• Why he's now a free trade advocate• How having a hard time saying “no” became his greatest competitive advantage in the market• Why machining is the foundation of all manufacturing—and why there's unprecedented opportunity for young people in the trades• The case for automation as labor liberation, not job destruction (and why the economics prove it)Plus: His visit to Taiwan to meet Edward Yang, a titan in the machine tool industry, and how that shaped his perspective on global manufacturing.Time Stamps04:08 - The $5,000 loan moment: Finding scrap robots and seeing their value07:29 - Industry landscape and the power of machining as foundation10:51 - Talent gap in manufacturing and training people who want to learn12:18 - Competitive advantage: Accessibility, personability, solving customer problems13:45 - The data center pivot: Saying yes before knowing how17:01 - Automation and humanoid robots—a fallacy about job destruction21:42 - The Altamir Data Solutions pivot into AI infrastructure23:18 - Taiwan trip: Meeting Edward Yang and learning machine tool manufacturing26:15 - Global expansion through European partnerships35:50 - Future outlook: Manufacturing opportunity in America despite challengesShow NotesFulton Technology — Website: fultontechnology.com Fulton Technology — LinkedIn: https://www.linkedin.com/company/fulton-technology-corp/ Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Katie Distler, Chief Sustainability Officer at Technimark, Real Leadership 07.04.2026 48p

  How does a lifelong conservationist and fly fisher end up leading sustainability for a global plastics manufacturing company? Katie Distler didn’t stumble into the role. She swam upstream to get there. Katie is Chief Sustainability Officer at Technimark, a global leader in injection molded plastics for healthcare, consumer, and industrial markets with close to 5,000 employees across the U.S., Mexico, Europe, and China.  For 25 years, she has turned purpose into action—from her earliest days catching snakes and surveying birds for a forest products company, to managing a global conservation portfolio at the National Fish and Wildlife Foundation, to spending eight years at the Turner Family Foundation where she ultimately served as Executive Director. What’s remarkable isn’t the pivot from conservation to plastics. It’s the philosophy that connects every chapter: to make real change, you have to understand the business you’re trying to transform.  At Technimark, Katie drives the company’s sustainability strategy across three pillars—people, planet, and product—with ambitious 2030 targets including a 42% reduction in greenhouse gas emissions, zero waste to landfill across manufacturing sites, and ensuring 75% of consumer solutions are recyclable, reusable, or made from recycled materials. The company’s vertically integrated recycling subsidiary, Wellmark, processes nearly 60 million pounds of plastic a year. In this episode, we cover: How a love of wild places led to a career in the heart of manufacturing What Katie learned navigating Ted Turner’s multigenerational family boardroom—and why reading the room before you get to the room matters The presenter who froze in front of Ted Turner and the leadership lesson that stuck Why she chose a plastics company—and why the smartest environmentalists understand business How she frames sustainability as a value driver, not a cost center, for private equity owners The failure that taught her strategy without alignment will always fail Technimark’s ambitious 2030 sustainability targets and the real hurdles to hitting them Her advice to young professionals: expose yourself to everything, build your network, and have fun Plus: Why sustainability is now sitting at the table during top-to-top meetings with the largest brands in the world—and what that signals for the future of manufacturing. Time Stamps 02:16 - Where the love of wild places began: Christian upbringing and early exposure to the outdoors  04:15 - Starting in the field: catching snakes, bird surveys, and working for a forest products company  06:41 - Falling into the Turner Foundation and recognizing the power of Ted Turner’s brand 11:16 - Navigating the multigenerational Turner family board: reading the room before you get there 14:00 - The presenter who froze: adaptability over expertise  16:32 - How to think on your feet: distilling complexity and knowing when to say “I don’t know” 19:07 - What Technimark does: from concept to product across healthcare, consumer, and industrial markets 23:50 - Why a conservationist chose a plastics company—driving change from the inside out 28:25 - Building sustainability strategy around stakeholders, not starting from scratch  30:31 - Framing sustainability as EBITDA: energy as the second largest cost below labor  32:41 - Private equity and sustainability: Oak Hill Capital, Pritzker, and the business case 36:55 - The 2030 targets: 42% emissions reduction, zero waste, 75% recyclable products  43:06 - Favorite failure: the cost of moving too fast without alignment  46:09 - Advice to young professionals: get broad experience, build your network, and have fun Show Notes Technimark — Website: www.technimark.com/ Katie Distler — LinkedIn: www.linkedin.com/in/katiedistler/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com   Real Leadership — LinkedIn: www.linkedin.com/company/104897916/  The Ōnin Group: oningroup.com/cl
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  Carles Farre, Division President at HP Solutions Hybrid Systems, Real Leadership 24.03.2026 43p

  Most leaders spend the early years of their career trying to accelerate forward. Carles Farré stepped away. Just a few years into his career at HP, he and his wife made an unconventional decision: they left the corporate world to spend several years in Latin America working with microfinance nonprofits—helping entrepreneurs in remote villages access small loans to start businesses. S03 E04 Carles Farre Some communities had no electricity.Getting there often meant navigating rivers, riding horses, or walking between villages. What looked like a detour would become one of the defining leadership experiences of his life. Carles eventually returned to HP, where he built a global career spanning engineering, research and development, worldwide operations, and commercial leadership. Today, he serves as Division President of HP Solutions Hybrid Systems, leading teams focused on building the integrated technologies shaping the future of work. But the lesson that stuck with him from those early years isn’t about hardware, software, or AI. It’s about people. In this episode of Real Leadership, Carles reflects on the leadership journey that shaped his philosophy—from stepping away early in his career to leading global teams across multiple countries and business units. He shares why culture is the true foundation of sustainable success, how leaders can build trust and empowerment at scale, and why the future of work must balance technological advancement with human connection. In this episode of Real Leadership, we explore: 🔥 Why stepping off the traditional career path can reshape a leader’s perspective🔥 The leadership lessons learned from working in remote communities across Latin America🔥 Why culture is the bedrock of successful organizations🔥 How trust and care inside teams drive speed, agility, and results🔥 The balance leaders must strike between AI-powered productivity and human connection Key Moments 03:02 — Introducing Carles Farré and HP’s evolving mission06:20 — Measuring employee experience and human connection at work11:31 — The future of collaboration and ambient technology16:45 — Early leadership influences and personal values19:31 — Leaving corporate life to work in Latin America24:54 — The leadership lessons that experience created27:43 — Why culture becomes the bedrock of organizations33:10 — AI, productivity, and protecting human connection37:01 — Advice for the next generation entering the workforce Show Notes Carles Farré — LinkedIn: https://www.linkedin.com/in/carles-farre-hp/  HP — Website: hp.com/ HP — LinkedIn: https://www.linkedin.com/company/hp/  HP Careers: jobs.hp.com/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Shawn Khan, CEO & President of Metropolitan Warehouse & Delivery Corp, Real Leadership 10.03.2026 32p

  Shawn Khan’s entrepreneurial journey started from the ground up in a way most founders never experience.  He didn’t inherit a company, raise venture capital, or even understand the industry he was stepping into. Shawn bought a one-truck furniture delivery operation in New York City, rented the truck every morning, and learned the business by riding in the back making deliveries himself. Two years later, he was ready to shut it down. What changed everything wasn’t a new strategy. It was mentorship, perspective, and the willingness to stay in the fight long enough to evolve. Today, Shawn leads Metropolitan Warehouse & Delivery, a company with 47 facilities nationwide, 3 million square feet of warehouse space, and partnerships with retailers like Costco, Amazon, Walmart, and Target. But if you’re a leader, this episode isn’t just about logistics. It’s about:  How businesses actually scale. Surviving the early years when the numbers don’t work. Knowing when to expand and when expansion will hurt before it helps. Shifting from being the operator to building the system. Turning labor challenges into ownership opportunities. Key Moments 01:37 – The search for a business 03:42 – The near-failure and the partner who changed everything 06:06 – Riding the e-commerce wave with Costco and Anthropology 07:56 – Doubling the business during the chaos of COVID-19 16:27 – Turning drivers into business owners through the contractor model 25:29 – Why logistics is now a technology business Show Notes Shawn’s Company: GoMWD.com Metropolitan Warehouse Website: https://www.metropolitanwarehouse.com/  Shawn’s LinkedIn: https://www.linkedin.com/in/shawn-khan-38711187/  Metropolitan Warehouse & Delivery LinkedIn: https://www.linkedin.com/company/metropolitan-warehouse-delivery-corp/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients 
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  Zachary Elkins, Chief Operating Officer of LFG Manufacturing, Real Leadership 24.02.2026 43p

  Zac Elkins didn’t wait for the supply chain to fix itself. He built his own. As COO of LFG Manufacturing, Power Design’s specialty manufacturing division, Zac is leading one of the boldest vertical integration bets in the electrical industry. When COVID-era backlogs pushed switchgear lead times from 12 weeks to nearly two years, most contractors adjusted. Zac and the LFG team invested millions, bought the equipment, stocked two years of copper and steel…and started manufacturing their own. LFG stands for “Let’s Freaking Go.” And it’s more than a name—it’s the mindset behind a company that refuses to blame the market. In this episode of Real Leadership, Zac shares how a billion-dollar “mom and pop shop” is disrupting the electrical supply chain, why apprenticeship programs are the future of skilled labor, and how a scarcity mindset is the fastest way to lose. In this episode, we cover: 🔥 Turning a 90-week supply chain crisis into a manufacturing company 🔥 Why holding two years of inventory isn’t risk—it’s opportunity 🔥 The data center boom and what it’s doing to construction economics 🔥 Reinventing apprenticeships (and cutting dropout rates from 80% to 20%) 🔥 Lessons learned from burning bridges early in your career 🔥 Building competitive, culture-driven teams that don’t think small From digging ditches in his dad’s electrical business to overseeing 85% in-house switchgear production, Zac’s story is about ownership of mistakes, of opportunity, and of the entire supply chain. If you’re in construction, manufacturing, workforce development—or just trying to build something that lasts—this one’s for you. Key Moments 07:28: The Decision to Manufacture Switchgear 10:56: LFG's Manufacturing Journey and Innovations 14:15: Inventory Management and Financial Strategy 16:39: Industry Evolution and Future Outlook 24:15: Addressing Skilled Worker Shortages 28:56: Innovative Apprenticeship Programs 31:20: Lessons from the Family Business 36:40: Cultivating a Competitive Mindset 39:42: Setting Goals in a Growing Organization   Show Notes Zac Elkins — LinkedIn: https://www.linkedin.com/in/zacharyelkins/  Power Design Inc. —  https://www.linkedin.com/company/power-design-inc-/  Contact Zac: zelkins@powerdesigninc.us  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Tom Shoupe, Former EVP & CEO of Honda of America Manufacturing, Real Leadership 20.01.2026 59p

  Tom Shoupe never planned on a career in manufacturing. He started in public service, working in Washington, D.C., far from factory floors and production lines. Then Honda called. At the time, the company was still a young experiment in American manufacturing — betting that people, not just product, would determine its future. Tom said yes to the opportunity.  That decision shaped the next 33 years of his life. Over three decades, Tom became the first American to lead a Honda manufacturing facility and ultimately served as EVP & CEO of Honda of America Manufacturing, overseeing operations that touched nearly 40,000 people across North America.  He spent years living and working in Japan, helping translate a deeply Japanese leadership philosophy into a U.S. manufacturing context — without diluting it. But this episode isn’t about titles or scale. It’s about how leadership actually works when the stakes are real. In this episode of Real Leadership, Tom breaks down what it takes to build organizations that last — not just through growth, but through leadership transitions, cultural strain, and constant change. In this episode, we cover: Why a leader’s most important job is building an organization that can outlast them How “every interaction is an opportunity” became a daily leadership discipline What going to the gemba really looks like — and why proximity beats position Why leadership development fails when it becomes theoretical How faith, humility, and curiosity shaped Tom’s leadership across cultures Key Moments  03:28 – From Washington, D.C. to Honda 06:15 – Respect for the individual and the “Three Joys” 17:08 – Leadership on the factory floor 32:41 – Every interaction is an opportunity 44:27 – Why leadership development is a CEO responsibility 53:10 – Lighting the spark Show Notes Tom’s LinkedIn: linkedin.com/in/tom-shoupe-10a90311/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients 
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  Jill Wrobel, EVP & CHRO of Brunswick Corporation, Real Leadership 15.12.2025 45p

  What happens when a CHRO with an actuary’s mind, a leader’s heart, and a survivor’s grit steps into one of the world’s most complex global marine companies? You get Jill Wrobel — Executive Vice President & Chief Human Resources Officer at Brunswick Corporation — and one of the most refreshing voices in modern leadership. Jill oversees culture, talent, and operating strategy for 15,000 employees across 25 countries and 60 household-name marine brands. Under her leadership, Brunswick has become a magnet for top talent, a recognized Best Place to Work, and an engine of innovation that’s redefining what’s possible on the water. But it’s Jill’s story — from actuary to HR transformation leader to stage-four cancer survivor — that reveals the depth behind her philosophy: gratitude is a strategy, and continuous improvement is a way of life. In this episode, Jill shares the moments that shaped her—from rolling under cars as a kid to help her dad, to navigating billion-dollar M&A chaos with humor and countdown clocks, to rebuilding her life after a medical miracle. And through it all, she shows why joy, curiosity, and data-driven decision-making might just be the ultimate leadership combination. In this episode, we cover: How a math-and-finance brain became a superpower in the people business Why culture and performance aren’t opposites—they’re accelerators How Brunswick uses AI and advanced tech to solve real customer pain points The leadership lesson Jill learned from the U.S. Federal Trade Commission (yes, really) The power of listening sessions, boat shows, and “what’s something I don’t know?” How surviving stage-four cancer reframed her leadership, her energy, and her purpose Why “Next Never Rests” isn’t just a tagline—it’s a mindset Jill is the rare leader who seamlessly blends analytics and empathy, resilience and optimism, business strategy and human truth. Her philosophy of continuous improvement—at work and in life—offers a blueprint for leaders navigating transformation, uncertainty, or simply the next right step. This is an episode about boats, yes. But it’s also about courage, culture, curiosity, and what it really means to lead with purpose. Key Moments 07:36 - The Impact of a Math Background in HR 14:09 - Connecting Employee Experience to Business Success 18:07 - Staying Connected in a Large Organization 20:36 - The Power of Open-Ended Questions 23:03 - Leadership Lessons from the FTC Experience 24:55 - Innovative Leadership and Resilience 26:57 - Lessons from Family: A Father's Influence 31:21 - Overcoming Adversity: A Cancer Journey 38:01 - The Joy of Continuous Improvement Show Notes Book - Lives Lost and Leadership Found: https://www.amazon.com/Lives-Lost-Leadership-Found-Somebodies/dp/1032949856/  Jill — LinkedIn: https://www.linkedin.com/in/teddy-bekele-b48219/  Brunswick Corporation - LinkedIn: https://www.linkedin.com/company/brunswick-corporation/  Brunswick Corporation: brunswick.com/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients 
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  Teddy Bekele, Senior Vice President & Chief Technology Officer of Land O’Lakes, Inc. 04.12.2025 49p

  Before Teddy Bekele ever thought about AI or agricultural transformation, he watched his father lose the family farm overnight—a moment that stayed with him from Ethiopia to Italy to an engineering career in the U.S. That moment didn’t just change his life. It hardwired his obsession with resilience, ownership, and making sure the people who grow our food don’t get left behind in the next wave of “innovation.” Today, Teddy is Chief Technology Officer at Land O’Lakes, a 100-year-old, farmer-owned cooperative that touches everything from seed and agronomy to animal feed, dairy, and the “invisible” ingredients in your favorite snacks.  His job? Wire this massive, farm-to-fork system for an AI-powered future without losing the soul of the farm or the voice of the farmer.  In this episode of Real Leadership, Teddy pulls back the curtain on what it really takes to evolve an iconic co-op —navigating democratic governance, global supply chains, and communities that still depend on rain, soil, and trust…in addition to technology.  In this episode, we cover: How Land O’Lakes actually works as a farmer-owned, farm-to-fork cooperative—and why that ownership model changes every tech decision Teddy’s “four buckets of AI” framework for cutting through the hype and focusing on what actually moves the needle How generative AI is turning decades of agronomy data into real-time, field-level insight—and giving agronomists superpowers instead of replacing them Tech-enabled sustainability: cover crops, reduced tillage, and carbon programs that help farmers do right by the planet and stay in business If you care about where your food comes from, how AI lands in the real world, or what it means to lead when the stakes are literally global food security, this conversation feels less like a tech talk—and more like a front-row seat to the future of agriculture. Show Notes Teddy Bekele — LinkedIn: https://www.linkedin.com/in/teddy-bekele-b48219/   Land O’Lakes — LinkedIn: https://www.linkedin.com/company/landolakesinc/ Land O’Lakes Inc.: landolakesinc.com/  Land O’Lakes - recipes and more: https://www.landolakes.com/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients 
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  Mike Oakman, Co-founder of Content Logistix, Real Leadership 21.10.2025 46p

  What separates a project from a company? And what makes some organizations scale effortlessly—while others stall out under their own ambition? Few people have lived that question more deeply than Mike Oakman. With three decades of experience spanning startups, private equity-backed growth, and billion-dollar enterprises, Mike has led everything from scrappy engineering teams to 400-person global operations. Most recently, as CTO of RVO Health, he helped unite some of the world’s most trusted health and wellness brands under one mission: making healthcare personal, at scale. Now, after exiting corporate life, Mike is helping industrial leaders reimagine what’s next—at the intersection of people, process, and intelligent technology. His philosophy is deceptively simple: growth isn’t about more; it’s about better. In this episode of Real Leadership, Mike and host Jim Weaver unpack the lessons learned from a career spent scaling complexity into clarity. In this episode, we cover: Why most startups fail before they even begin—and how to tell if you’ve built a project or a company The power of knowing your “why” and how purpose becomes a competitive advantage How to connect 400 engineers around one mission (and why connection beats communication) Why “boring” companies are often the most effective ones The four gears of AI adoption—and how industrial companies can finally shift out of first How technology done right brings leaders closer to their customers, not further away Listen for: a rare conversation that moves seamlessly from tech strategy to human behavior—from agile frameworks to the art of focus. Time Stamps 00:03:21 — RVO Health at scale and why consumer trust starts with experience and security. 00:07:56 — Personalization in action: “I’m here—do you see me?” and serving the next best action. 00:11:41 — Team at scale: 300+ engineers, 60 data scientists, and the org around them. 00:13:18 — The Engineering Summit: aligning builders to mission (and why it matters more in remote work). 00:15:02 — From waterfall to flow: a plain-English explainer of agile that leaders actually use. 00:20:26 — Project vs. product vs. company: the hard truth about TAM/SAM/SOM and repeatability. 00:30:31 — Industrial reality check: automation on the line, spreadsheets in the back office—opportunity hiding in plain sight. 00:31:49 — Three questions for leaders: Are we visible, attractive, and responsive when buyers find us? 00:37:52 — The maturity path for AI/automation and how to assess your org—fast. 00:42:12 — Free your customer-facing teams: where automation creates human time that actually grows revenue. 00:44:53 — How to reach Mike (and why leaders are calling him now). Show Notes Mike Oakman — LinkedIn: https://www.linkedin.com/in/mikeoakman/  RVO Health: https://www.rvohealth.com/  Content Logistix: contentlogistix.com/  Jim Weaver — LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients 
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  Greg Ramfos, CEO of DURA - Shiloh, Real Leadership 07.10.2025 48p

  What happens when a CEO trades the corporate script for a hard hat…and wins? Greg Ramfos, CEO of DURA Shiloh, is leading one of the boldest turnarounds in the automotive world. With 16 plants, 4,000 employees, and a mission to bring manufacturing back to its roots, Greg’s not following the playbook. He’s rewriting it. Raised in poverty and foster care, Greg learned early that resilience beats pedigree. By 28, he was a millionaire. By 50, he was rebuilding a global automotive supplier—one plant, one person, one process at a time. He believes leadership starts where the noise ends: on the factory floor. In this episode, he shares how accountability, honesty, and ownership can turn chaos into a comeback story. In this episode, we cover: How to turn around underperforming plants—without massive capital Why “own it like your name’s on the building” is Greg’s leadership mantra The lost art of partnership between OEMs and suppliers How tariffs and regionalization are reshaping the auto industry Why the next generation of builders—not bots—will drive America’s revival What it takes to lead with truth, grit, and zero corporate fluff Time Stamps 05:41 – The state of the auto industry and the EV reality check10:02 – Why manufacturing revival starts with people, not policy16:48 – Building the “Ready to Work” pipeline for the next generation 23:15 – Rebuilding trust and performance, one plant at a time 29:40 – The 10-step playbook for leading a global turnaround 37:22 – From corporate conditioning to entrepreneurial accountability 45:18 – Why real leadership begins on the factory floor Show Notes Greg’s LinkedIn: https://www.linkedin.com/in/gregramfos/  DURA Shiloh Website: durashiloh.com DURA Shiloh LinkedIn: https://www.linkedin.com/company/dura-shiloh/  Jim’s LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com Real Leadership LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  SriRaj Kantamneni, EVP & Chief Information & Digital Officer at Schreiber Foods 08.09.2025 44p

  What does it take to lead real digital transformation—while keeping food on shelves across the globe? At Schreiber Foods, that question isn’t theoretical. It’s the work of SriRaj Kantamneni, EVP & Chief Information and Digital Officer at Schreiber and the architect behind an ambitious digital overhaul in one of the most critical global industries — food and ag. But Sri didn’t come up through Silicon Valley. He grew up under the hood of his family’s auto shop in Iowa. That beginning shaped everything: how he leads, what he builds, and why he believes transformation isn’t about chasing shiny tools. It’s about solving the hard stuff: Making food more affordable, more accessible, and more reliable on a global scale. In this episode of Real Leadership, Sri walks us through how Schreiber is building a digital system that doesn’t break the business—and why food and ag is quietly becoming one of the most advanced tech fields on the planet. How to balance transforming the core and disrupting through digital without losing focus or breaking the business What it takes to turn internal tools into market-ready products How AI is becoming the great equalizer, helping food and ag leapfrog entire tech cycles instead of playing catch-up Why culture is the make-or-break factor in innovation and how curiosity, hackathons, and fusion teams drive lasting change Plus: facial recognition for cows and shrimp that signal when they’re hungry—the unexpected edge of food tech that’s getting very real, very fast. Time Stamps 02:50 - Digital Transformation Vision and Strategy 08:53 - Future of the Food Industry 11:58 - Local vs Global Food Production 15:01- Innovations at Schreiber Foods 17:47 - The Hive: A User-Friendly Software Solution 20:52 - Digital Adoption in Agriculture 23:47 - AI and Technology in Agriculture 26:54 - Fostering a Problem-Solving Mindset 29:59 - AI's Impact on Workforce Dynamics 32:48 - Upskilling and Navigating AI Transition Show Notes SriRaj on LinkedIn: https://www.linkedin.com/in/sriraj/  Schreiber Foods Website: schreiberfoods.com/   Schreiber Horizon: schreiberhorizon.com  Contact Schreiber Foods LinkedIn: https://www.linkedin.com/company/schreiber-foods/  Jim’s LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com Real Leadership LinkedIn :https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Chris Condon, Founder and CEO of Aircon 20.08.2025 39p

  What if the future of logistics isn’t about bigger fleets—but about smarter connections? Chris Condon grew up with the grit of farm country and the drive to fix what’s broken. After decades in the freight industry, he realized the real opportunity wasn’t in moving more freight. It was in empowering the small and mid-sized freight forwarders who move 80% of the world’s cargo. In this episode of Real Leadership, Chris shares the journey that led him to found Aircon, an AI-powered platform reshaping how freight forwarders quote, book, and manage cargo. From sleepless nights building early-stage tech to rethinking how the industry uses capacity, Chris unpacks the lessons he’s learned about leadership, adaptability, and the power of putting people—and partners—first. In this episode, we cover: Why small freight forwarders are the “linchpin” of global logistics How AI can help companies compete at scale without massive infrastructure The leadership mindset shift from operational execution to strategic advisory What it really takes to navigate the ups and downs of early-stage growth The future of air freight—and why capacity, not cost, will define success Time Stamps 04:10 - Understanding AirCon's Role in Freight Forwarding 06:56 - The Decision to Start AirCon 07:11 - The Importance of Freight Forwarders 08:03 - AI's Impact on Small and Medium-Sized Businesses 10:11 - The Future of the Logistics Workforce 11:54 - Leadership Lessons from Farming Background Show Notes Chris on LinkedIn: linkedin.com/in/chriscondon/  Aircon Website: https://www.airconai.com/  Contact Aircon: sales@airconai.com  Jim’s LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com Real Leadership LinkedIn:https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Chris Cochran, Founder & CEO of FreightWise 29.07.2025 39p

  Chris Cochran didn’t set out to disrupt one of the most entrenched industries in the U.S. — he just knew there had to be a better way. Now, as founder and CEO of FreightWise, he’s led one of the fastest-growing logistics tech companies in the country—proving that innovation doesn’t have to come from Silicon Valley to change everything. In this episode of Real Leadership, Chris shares the story behind FreightWise’s rise, the lessons he’s learned from building in one of the most complex sectors, and why the AI revolution is less about hype—and more about what’s possible when leaders stay focused on value. In this episode, we cover: Why small and mid-size businesses are the future of supply chain innovation The hard truth about AI adoption—and why most projects fail The freight tech shift that could redefine warehouse productivity What makes a great client relationship (and what can break it) How EBITDA became a mindset—and a mission Time Stamps 02:17 - Understanding FreightWise and Its Market 13:25 - The Future of AI in Logistics 23:15 - Career Guidance in an AI-Driven World 29:14 - Lessons from Entrepreneurial Journey 36:01 - The Value of EBITDA in Business Growth   Show Notes Chris’s LinkedIn: https://www.linkedin.com/in/chrisrwcochran/  FreightWise: https://www.linkedin.com/company/freightwise-llc/  Freightwise LinkedIn: https://www.linkedin.com/company/freightwise-llc/  Jim’s LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership LinkedIn:https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients
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  Chad Wiegand, Executive Vice President & CRO of Schreiber Foods 02.06.2025 45p

  Chad Wiegand didn’t follow a corporate blueprint. He built a leadership model designed for complexity. From pharmacy school to law, from boardroom legal counsel to global strategy, Chad built his career by stepping into uncertainty—and bringing clarity. Today, he’s EVP and Chief Risk Officer at Schreiber Foods, an $8 billion, employee-owned food giant. He oversees everything from legal and audit to food safety, regulatory, compliance, and culture. But Chad will tell you: his impact isn’t about saying no. It’s about helping leaders make better decisions in the gray. In this episode of Real Leadership, Chad shares the pivotal moments that shaped his philosophy—from learning how to lead through risk to discovering why vulnerability might be a leader’s sharpest edge. In this episode, we cover: 🔥 The “Red Team / Green Team” structure that takes ego out of strategy 🔥 The surprising KPI that actually matters for legal leaders 🔥 How vulnerability can build more trust than confidence ever could 🔥 Why in-house legal teams must stop being seen as a cost center 🔥 What it really looks like to lead through chaos—with clarity Time Stamps   05:47 - Attributes of a Great In-House Legal Program 12:05 - Negotiation Styles in Legal Interactions 18:02 - Chad's Evolution at Schreiber Foods 25:14 - Risk Management and Decision Making 30:37 - Nose In, Hands Out Leadership 35:43 - The Impact of ESOP on Culture 42:10 - The Power of Vulnerability Show Notes   Chad’s LinkedIn: https://www.linkedin.com/in/chadwiegand/  Schreiber Foods: schreiberfoods.com/  Schreiber Foods’ LinkedIn: https://www.linkedin.com/company/schreiber-foods/  Jim’s LinkedIn: linkedin.com/in/jim-weaver-36457418 Real Leadership Podcast: realleadership.oningroup.com  Real Leadership LinkedIn: https://www.linkedin.com/company/104897916/ The Ōnin Group: oningroup.com/clients