There was a time in my life, early in my career, when I lived in reactive mode. I responded to opportunities as they came and made decisions based on what was in front of me. I adapted to what was urgent, rather than focusing on what was important.

I realized I was letting circumstances chart the course. I was working hard, yes—but I wasn’t fully owning the direction. That realization sparked a shift. I decided to stop reacting and start leading: to get clear on what I wanted, build the strategies to get there, and lead with intention instead of waiting for permission. That choice changed everything. It accelerated my growth, fueled my career, and opened doors I hadn’t even imagined yet.

Today, through the Growth Through Industry Leadership Framework™, I help companies make that same shift, from reacting to change to driving it. But this work is about more than business results. To me, leadership isn’t just about growing faster. It’s about creating something that lasts — something that lifts others up.

When we lead with clarity, originality, and the best inputs — when we move with purpose —we don’t just expand our companies;c; we help shape the future of entire industries. And that’s the kind of impact that matters.

With this mindset, I set out to solve a common problem: how to grow faster in a crowded industry.

At SPSS, a $300M analytics company, we weren’t just selling software — we were shaping a new market.  Two defining moments shaped the earliest version of what would become the GTIL framework.

First, we launched The Research Challenge, bringing top industry leaders together to co-create the future of the industry. It was more than a program — it was a catalyst for building trust, driving market momentum, and category leadership.

Second, we launched “See it in SPSS.” We built an integrated experience that united our internal teams, brought users together, amplified their voices, and reawakened the passion that had fueled early adoption. Sales spiked. Brand advocacy exploded. One sales leader pulled me aside and said, “I didn’t know marketing could be like this.”

Those two moments taught me something transformational: When you are strategically bold, serve beyond the product, and start leading the conversations that matter, everything changes.

Faster sales. Bigger deals. Greater influence. Deeper trust. Category-defining leadership.

IBM noticed. And SPSS was acquired by them.

Leadership isn’t about being the loudest or the largest. It’s about moving the market toward something better. I didn’t call it the Growth Through Industry Leadership™ framework then. But that’s exactly what it became.

Want to learn more. Buy the book link. And link to the GTIL program page.