The turn of a fiscal year often comes with organizational, talent, and performance reviews. Leadership teams revisit strategy, assess whether they have the capabilities to execute it, identify high‑potential leaders for succession plans, and promote high‑performing employees. In the middle of these conversations, it’s easy to become overly focused on individuals and overlook whether the underlying structure is actually fit for purpose.

The best strategies aren’t perfect. The best leaders don’t ask for perfection—they design for experimentation. The first time I met William E. Bagley, I was working in corporate, partnering with him to strengthen our supply chain function and outsource non-core work. At an offsite, I decided to try something new—a different way to align our supply chain leadership team—and I felt vulnerable and uncertain as I walked into the room.

Early in my career, I found myself in a defining moment I hadn’t planned for. I had just stepped into my first HR leadership role—tasked with designing and implementing an entirely new HR infrastructure after the merger of three companies that had tripled the size of our organization. Giving me this responsibility didn’t look obvious or safe. But one person—our head of HR, Jenny Creamer—chose to look beyond my résumé, see my potential, and bet on it.

Almost a decade ago, I visited Wilmington, North Carolina, for the first time on vacation, with no idea this city would one day become such a meaningful part of my story. From the start, something about Wilmington drew me in. Its creative spirit, energy, and authenticity felt familiar, as if I were reconnecting with a place I already knew. It was a quiet understanding that this city and I were meant to cross paths again - a first lesson in trusting my gut in life and work.

The start of a new business year always feels a little disorienting. You are still closing out last year, and yet you are already being pulled into what’s next. It can feel like standing between two worlds - one foot in reflection, one foot in expectation - while everyone around you seems to be sprinting ahead with “big plans” and “bold goals.” These heavy expectations are why I’ve decided to adjust the typical fast‑action plan and prioritize a start with an intentional strat