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.

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.