Real Leadership

What does it really take to turn procurement from “the department that says no” into a genuine strategic partner?
In this episode, Jim sits down with Joseph DeMarco, Chief Procurement Officer at ABM Industries, one of the largest integrated facility services companies in the world. ABM keeps airports, hospitals, stadiums, warehouses, and office towers running behind the scenes, self-performing 70-85% of the work for more than 20,000 clients, including 57% of the Fortune 500. 
Joseph leads a team responsible for more than $1 billion in annual spend, and since joining ABM in 2023, he's driven a transformation that's organizational, technological, and — in his words — above all relational.
Joseph's path to the role wound through Allstate, Zebra Technologies, Baxter, and Stericycle, where he rose to Vice President of Global Sourcing and Procurement before ABM came calling with a strikingly similar mandate: build a center-led, world-class procurement function from the ground up.
What makes this conversation stand out is how candidly Joseph talks about the moments that shaped him — including a stretch early in his career when a demanding new boss made him question everything, until a friend's blunt advice pushed him to develop one of his most valuable skills. Joseph also unpacks his “invisible ledger” philosophy, drawn from Stephen Covey's concept of the emotional bank account, and how it governs the way he builds trust with stakeholders and suppliers alike.
In this episode, we cover:
ABM's scale, and how a facility services company that self-performs the majority of its work operates differently from a typical vendor
The Elevate strategy, and how ABM is using technology and data to transform a business with 115 years of experience
What it means to build a “center-led” procurement organization, and why it depends more on relationships than policy
The “invisible ledger” concept, and how making deposits in trust pays off months later
The Kraljic Matrix, and how understanding supplier leverage shapes negotiation strategy
How to align incentives when operations and procurement seem to be pulling in different directions
The operational challenges of shifting ABM to a center-led model, including expansion into semiconductor and microgrid work through recent acquisitions
The mindset shift Joseph made about being his team's “safety net” — and why letting go made his team stronger
Joseph's advice for procurement professionals early in their careers
Because in the end, this conversation isn't just about spend management — it's about how trust, patience, and relationships compound over time into real influence.
Key Moments
04:47 – The Elevate strategy: modernizing a business with 115 years of experience
13:25 – The engineer boss, the “coyote and the rake,” and the feedback that changed Joseph's career
19:38 – The Invisible Ledger: trust as an emotional bank account
29:34 – The biggest hurdles in shifting to a center-led model
35:11 – What Joseph changed his mind about: letting go of being the “safety net”
37:20 – Joseph's best advice for up-and-coming procurement leaders
Show Notes
Joseph DeMarco — LinkedIn: https://www.linkedin.com/in/josephdemarco/ 
ABM Industries — Company Website: abm.com 
ABM Industries — LinkedIn: https://www.linkedin.com/company/162238 
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 

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 

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

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 

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 
Real Leadership Podcast: realleadership.oningroup.com 
Real Leadership — LinkedIn: https://www.linkedin.com/company/104897916/ 
The Ōnin Group: oningroup.com/clients 

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

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

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

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/clients

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