Right Decisions, Right Now^®

What does it take to rebuild a brand and bring it into the mainstream? Amy Taylor, CEO of Zevia, shares how she joined the company at a pivotal moment and led its transformation into a household name. Drawing on lessons from her time as Red Bull’s CMO — including the high-stakes Stratos Project — Taylor reveals how she identified what was holding Zevia back and charted a bold new course for growth.

What does it take to launch a new business inside one of the world’s largest financial institutions? Vineeth Subramanyam, Managing Director, Global Head of Spring by Citi, shares the story behind creating and scaling Spring, a platform designed to unlock enterprise value for Citi’s customers. He explains how the team identified the opportunity, overcame the challenges of innovating within a global bank, and built a business that balances customer needs with Citi’s scale.

What does it take to turn a company around? Tony Stubblebine, CEO of Medium, shares how he brought Medium from the brink of financial collapse into the innovative, successful content platform it is today. He reveals how he balanced cost-cutting with the need for innovation, the importance of a strong moral compass in leadership, and how to rally a team when confidence is low. This episode is packed with actionable insights for any leader facing a high-stakes financial or morale challenge.

What does it take to create lasting financial change? Kim Castro, a recently retired financial transformation leader with experience at Gap and CVS Health, shares how she fostered a more efficient and impactful financial organization at both companies. She explains how to set the strategic tone for a transformation, navigate change management within reluctant financial teams, bring key stakeholders in, and develop a culture that leans into one another’s unique work styles.

What does it take to execute a fundamental business pivot under intense pressure? Bob Segert, chairman and CEO of athenahealth, shares the story of how he reset the company’s strategic direction after a merger and a take-private transaction. He reveals how he gained the conviction to go all-in on high-growth ambulatory care, his approach to change management, how he earned employee trust, and the operating mechanisms he implemented to drive organizational alignment.