If there's one constant in leadership today, it's change — fast, unpredictable and relentless. Whether it's
Over the course of my career, I've had the opportunity to build and lead several high-growth,
Our coach — the legendary Bobby Bowden — didn't just coach athletes, he built a winning culture. And like any great leader, he made sure we were prepared for the moment when everything was on the line. One of those moments came in 1988 during a nationally televised game against Clemson. With the score tied and minutes left, we ran a trick play — later dubbed "The Puntrooskie" — that caught Clemson flat-footed, won the game and made college football history. It was the ultimate audible — but no surprise to us. It worked because we were ready. We trusted the leadership, we trusted each other and we executed.
Running a company in these uncertain times isn't a game, but it tests your readiness and resilience. Conditions are changing constantly, and you rarely know what they'll look like next quarter — let alone next year — yet you still need to run a play to move forward. While the stakes are different, the leadership principles remain the same. Over my years in leadership roles, I've focused on three key principles that help build resilient, adaptable cultures—ones that can weather change, seize decisive moments and stay grounded in purpose.
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Build trust through authenticity and action
Culture doesn't begin with strategy. It begins with trust — and trust starts with authenticity.
Early in my leadership journey, I thought my job was to have all the answers. I quickly learned that people don't expect perfection. What they want is clarity, consistency and someone who shows up with integrity. You build trust not with a title, but by doing what you say you're going to do.
That means taking the time to understand the culture you're stepping into, not just the one you want to create. Our coach did that better than anyone I've witnessed since. He connected with each player as a person. When he corrected us, we knew it came from a place of belief, not control. That connection gave us the confidence to trust the vision and play our roles to the best of our ability.
As a leader, I've carried that lesson with me. When I join an organization, I prioritize listening. I talk to employees, customers and the market to understand what's working, what isn't, and where opportunities lie. Only then can I lead in a way that resonates. Building trust takes time, but without it, nothing else falls into place.
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Over-communicate the 'why' in times of change
Change — even when necessary — can be uncomfortable and disruptive for any organization and its people. But employees don't resist change because they're unwilling; they resist because they don't understand why it's essential and how it will serve the greater mission. As leaders, it's our job to over-communicate the purpose behind change.
When that audible was called in 1988, we didn't just run a play — we believed in a vision and our capacity to adapt under pressure. Our leaders had done the hard work to gain trust and communicated clearly when it mattered. That belief gave us the confidence to execute, even under pressure and in poor conditions.
As technology advances at breakneck speed, this principle becomes even more critical. In healthcare navigation — the space our company has operated in for over 25 years — generative AI is rapidly reshaping how we guide members and deliver customer value. But for some long-standing employees, the pace of change can be unsettling. That's why I take every opportunity to reinforce a core company belief: AI should enhance, not replace, human empathy. We're committed to integrating new tools in ways that strengthen, rather than diminish, the human connection at the heart of our mission.
When you're asking your team to embrace something new — whether it's adopting a new technology, evolving a strategy, or navigating a market shift — always lead with transparency. Explain the reasoning behind the change. Paint a clear picture of what success looks like. People will follow you into uncertainty if they know what it's for and how it connects to a larger purpose.
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Resilience through accountability
Resilience isn't something any leader can build alone. It's the product of a high-functioning team that knows how to adapt, support one another and stay the course in changing conditions.
One of the most important lessons I learned early on was the power of accountability. I still remember a simple rule we lived by: "Win or lose, you never blame the referee." That mindset of ownership — no excuses, no finger-pointing — is one I've carried into every leadership role since and work to instill in company culture. When teams take collective accountability for outcomes, they build trust and resilience that can weather even the toughest challenges.
Resilience also requires preparation. In my football days, we studied hours of film and ran drills so that when the pressure hit, we didn't have to think — we just executed. In business, preparation looks like cross-functional alignment, clear roles and responsibilities, and a shared understanding of what success looks like. It's about having the systems and processes in place to support people in doing their best work, especially when conditions are less than ideal.
Stay anchored in purpose, adapt in execution
The best teams I've been part of — on the field and in business — don't chase every trend or react to every disruption. They stay grounded in their "why," even as they evolve their "how."
For me, that purpose has always been about impact. The strategies change. The tools evolve. But the mission — whether it is helping employees make better decisions, improving access to care, or scaling organizations to solve meaningful problems — remains constant.
If you can build a culture rooted in trust, clarity and resilience, your team won't just withstand change. They will actively thrive in it.
