Why 50% of Startup Executive Hires Fail (and How to Fix It)
Over half of startup executive hires fail in the first 18 months and many in the first 30 days.
Executive hiring is a high-stakes gamble. One bad fit doesn't just cost money; it can derail your entire momentum and kill team morale. Yet, most companies are still playing a game of mutual selling that incentivizes flaunting and filtering over honesty and results.
Meghan Oliver decided to stop playing that game.
After stepping off the corporate hamster wheel to build her own business, she found a way to bypass the interview dance entirely. She joined a Series A healthcare company as a fractional product leader. No elongated interview process, just real problems to solve on day one.
What started as a 90-day experiment ended with Meghan rewriting the company’s product and operations playbook and stepping in as full-time COO.
In this episode, Meghan reveals her framework for how to wildly reduce the risk of a mis-hire and either close your next great executive or land your next great gig.
Chapter Markers:
00:00 — Why traditional executive hiring often fails
01:00 — Meghan’s path: burnout, sabbatical, and discovering fractional
03:20 — Starting fractional at RightMove Health as CPO
04:20 — Finding clarity in context, not just function
07:20 — What makes a fractional executive role actually work
10:50 — Evolving from fractional CPO to full-time COO
13:20 — Why combining product and ops cuts coordination tax
15:00 — The power of a 90-day “try before you buy”
15:40 — Navigating health insurance and benefits as fractional
18:40 — How the role shift felt seamless for the team
20:40 — Building conviction and quieting self-doubt
22:40 — Advice for CEOs and executives on fractional hires
26:20 — What’s happening at RightMove Health (and open roles)
Follow Keith Cowing on LinkedIn: https://linkedin.com/in/keithcowing Join the Executives Unplugged Inner Circle: https://execs.tv
Subscribe to the show
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Follow Meghan Oliver: https://www.linkedin.com/in/meghan-oliver/
Shoutouts
RightMove Health: https://rightmovehealth.com
Full Transcript
Keith Cowing: There's so much selling on
Meghan Oliver: There's so much
Keith Cowing: There's so much selling from the employee. There's so much selling from the company that you lose a little bit of the actual organic fit. Is this gonna work?
Meghan Oliver: The second you start bifurcating product and operations, you are paying an extraordinarily high coordination tax when you don't need to.
This is executives unplugged. 40% of executive hires at startups fail in the first 30 days. As a CEO. This can be fatal, and as an executive it can feel like you're completely stuck. So how do we avoid all the drama and do a test run on both sides to make sure it's a great fit? My guest today is Meghan Oliver.
Meghan is the COO at RightMove Health, and Meghan is gonna help us completely rethink executive hiring at startups. So if you're a CEO, an executive, or anybody looking to make bold moves in your career, this is for you. Here's the conversation.
Keith Cowing: Meghan, welcome to Executives Unplugged.
Meghan Oliver: Keith, it's my pleasure. Thank you. Excited to be here.
So awesome to have you here and today we've got a few different topics at hand. Why don't we start with your current role and how you got that role. I've been running hard at, in the healthcare industry for the past 14 years, startup big company, then went to two startups, a health insurance startup and a care delivery. Startup and anyone who's done that for a little was like, I need a break.
I thought, felt like I was just running on the hamster wheel and like missed why I had like this, like zest. And I have incredible passion for what I do. Anyone who's worked with me knows that I can bring that energy. So I took, um, some time and one, I actually started my own business. My startup was on men's health and I've been in health insurance and care delivery. So yes, love healthcare. maybe a sucker for punishment in some ways, but love, love every stage. But while I was doing my startup,
I had the opportunity to come in and as like a chief product officer, a fractional chief product officer with a company that, I've been fortunate enough to be on the board on for a number of years, and that really opened my eyes to like the fractional world, particularly around product and operations.
I'm like, oh, great. Like I could come in kind of part-time and really focus on what I love to do, where there's like a clear problem to solve and I just had a chance to do it with a company I was familiar with.
I love what they're doing and so that experience really caused me to say okay, I can't, this can't possibly be like the only company going through this scenario and this situation of which I love. So like, why don't I reach out to my network, which is, nobody likes doing that. I don't care what anyone says.
no one likes reaching out to the network and say Hey, here's what I'm doing. but I did, and it's like, Hey, I'm helping this company that has this problem. Do you have any other companies? And in this case, it was a, an investor that I really liked and working with that I might be able to help up with or running into the same sort of challenges.
And so it turns out the answer was yes. In fact, there's a lot of Series A. Early Series B, sage healthcare startups that like someone's going through something at some point. And so how I got into this role, and this was now, this was actually about a year ago now, was that Yeah, this company was in similar situation.
so I was brought on as chief product Officer in more of a fractional capacity.
And really got to spend some time getting into the company, getting to know the organization, the culture, what was really happening, where the company is really going, what does this market look like. And then fast forward to August is when I had the opportunity after everyone had tested. The waters for a little bit, got to know each other a little bit more, was then brought on as, chief Operating Officer.
So since August I've been Chief Operating Officer RightMove Health, which, and I can get into this too. My scope really oversees the product and operations team of the company. And that's something where had I not gone through that process, which we should talk about, fractional going to full-time, is like we, no one would've been able to get the clarity or the.
Kind of appreciation and trust that this was a, an appropriate scope or an appropriate role?
Keith Cowing: You mentioned one word there that's really important clarity and part of what you presented was an opinionated view with clarity of, I help people series A, series B, tackling this very specific type of problem.
How did you get clarity on that? I work with a lot of people who, have an aperture that might be a little wider than they need, and they're trying to narrow it, but it takes. Self-confidence and conviction to get to that point and then filter out other things and say, no, this is what I'm doing.
This is really it. How did you get there?
Meghan Oliver: One having like great people in my corner, but also I, really. I beat myself up for a while to be quite frankly of like I felt like my clarity was not on a functional level, like I was really good at context or I thrived in context of this is a puzzle I have to like work across everyone.
Here's the complexity. We've gotta get people to work together. And I think early in my career and through the roles that we talked about before, I was the generalist and that actually has a little bit like. It's great to start off as a generalist, but then there's a negative connotation that goes with being a generalist as you go through your career.
It's oh, then you don't go deep in anything. So I'll go get some other gen. Like we need someone to go deep. And that was a struggle for me for a while. 'cause I'm like, but like I still feel like I am more of a generalist, but I'm like a professional generalist at this point. And so really like one. I realized that my sweet spot is not necessarily like a function that can come in a lot of different areas, but it is context, circumstance, stage that is like where I both gravitate to and frankly, where my superpowers really come to life.
So feedback, trial and error. Really saying I am not a deep, functional person. And then you have just a lot of clarity on where your value is and you just start leaning into that and you get responses from it.
Keith Cowing: I love that description because I think we've fallen too much in love with these functional pillars, which are not laws of physics. They don't have to be that way. We've just invented them and they've been around for 30 years, and we somehow think they're still perfect in many situations. So we are, we associate our identity with the functional pillars, and I don't think those same functional pillars will hold in 10 years.
And you see a lot of blending. So being able to think on your own first principles about what am I actually good at? What does the company actually need? And then you can redesign the roles to fit that. That's what I see the best companies doing right now. You see it, particularly having grown up in product management, that function is it was so specialized and it's going away and just being replaced by why we just build things and put 'em out in the world, or we're just, running a business and it requires these different aspects.
So I think it's an incredibly important mindset
Meghan Oliver: and easier said than done because I think our world is still saying, it's Hey, here's this role. Oh, by the way, like here's a job spec of which I have no real idea if this is gonna be true in 30 days or not, especially in startups. Nobody knows. And so I think one, it takes. Conviction. It takes some trial and error.
And then if if someone's not for it, then it's probably not a good fit for you. So just having that comfort level that it's not gonna be a fit for everyone.
Keith Cowing: what does it take for a fractional role to be successful?
For the company and for the executive. If you're coming in, you're working fractional. First, define what fractional means to you, and then what are the criteria, if you will, that makes us set up work versus not work. In your experience.
Meghan Oliver: One, it's not full-time. that's one of them, which I can get into. It can it's a 1099 and maybe it like flexes and things like that. But I think importantly, like a successful. Fractional person needs to get in with the culture and the business or else it will not be successful. and it depends a little bit on roles, but that's my kind of broad take on fractional is like you've gotta be seen and felt like you're a part of the business and the team needs to view you that way, even though you might not.
Show up at every meeting or something like that. And so in terms of what makes it successful, and one is that clarity that we started with. And so I think this is both on the part of the company is what is the problem you need to solve? what is the opportunity? And really being like honest and clear of what that is.
Then from the, clarity on the individual, it's like, what are you looking for? so that kind of bleeds into trust a little bit. But I think if, and maybe a good way to contrast this is someone who'd be going through the interview process and applying to this role.
There's all this like song and dance around it. It's oh, the company's doing this, and maybe it's not like there's just a lot of like clarity and transparency on here's the state of the state. And I think,
Keith Cowing: There's so much selling on
Meghan Oliver: There's so much
Keith Cowing: There's so much selling from the employee. There's so much selling from the company that you lose a little bit of the actual organic fit. Is this gonna work?
Meghan Oliver: Correct. Correct. And I think close to that is what is like the time to value that you need in this? And so having a good fractional role is it's like you tend to need that executive value. That person who's been there, done that. I've seen this show before. I've seen this play.
I know. I know what part of the play that we're in can jump in and help you very quickly. So Keith, like exactly to what you said is like, there's actually no time for selling 'cause we like have to solve this problem and it's really clear and we need to start you in two weeks versus like this, like 90 day song and dance, whatever.
so I think that's really huge. The other one I think that really matters, and this gets back to. Like having the experience and the reps and seeing this play before is the level that you're bringing someone in on and and how much autonomy are you willing to do you feel comfortable with giving that person to?
And I can say with my situation, it was like Meghan drop in. Come back up and let us know how it's going type thing versus needing a babysitter or feeling like, like you've gotta answer all these like very specific questions or like needing to onboard like that. Just autonomy. Go in, figure it out.
We trust you to figure it out. We've given clarity of the problem that we'll figure it out and then let us know how it is. And then on the candidate side for that is. You've really gotta operate with a tremendous sense of agency, which is like the word du jour. I know. But yeah, like you've gotta be comfortable going in and having a clear mandate and being able to work within the culture and be super intentional and, innovative but also be comfortable operating without direction and taking initiative around that.
I don't think fractional is only for, it tends to be like early stage startups. 'cause one, they don't have the budget for the full-time executive, and nor do they need the full-time executive. I do think there's also a use case for a larger company too.
So I don't necessarily think company size is a should or should not, but having those three things is like what love are they coming in and the autonomy that you're gonna give them, the trust and the clarity on what you need.
Keith Cowing: When you started, it was chief product officer, but you landed a chief operating officer role, which is fascinating.
Meghan Oliver: Yeah.
Keith Cowing: that process?
Meghan Oliver: it was I came on On very specific circumstances, short timeline and a very clear 30 day, here's what we need you to jump in and help with.
And I was like, great, that's clear. I know it's gonna be rocky. They were transparent with me on the, just the state of, the environment I may be walking into. And again, this is know thyself and what you want. I love that. I love that it's just an opportunity to have a great impact and, influence and just know it's gonna be bumpy.
That's why we do startups. And so from there, it was just almost like one thing at a time. So 30 days got a handle or a relative handle on the first problem. And then once you're in there, you have a much broader view of the business and other areas that I may be able to lean into given my schools of experience and what I've done.
Wherever, to say oh, let me just I can help with this one too. And you like start to build trust within that team so you find other areas once you're in there where, again, just start with adding value, making the people around you better make the company, feel confident that you're in there.
And so it was really, it almost seemed like it was every 30 days or so, it just became a, something new popped up and I'm like, I feel like I can help. Squash this or improve this or really add some value here. And it was really after about 90 days where I was having a great time and I loved where the company was going.
I loved the board, the investors like, and this is genuinely I'm like, this is something where, I have my energy back from where I was like more earlier in my career and I feel like I can really drive an impact and I like the people that I'm working with. And so it was about after 90 days. I approached them and I was like, look, I am really interested in the full-time role.
I think you know X, Y, Z. And I've got some thoughts based on what I have observed and what I've experienced that might shift how we think about this role because it will drive a lot more value for the company and those conversations. One, I was grateful to be in a position where people were like, yes, we're open to it.
let's hear it. We do not have this dogmatic view of what this should be. And then we just kept iterating on it. And I had got guidance from mentors who have been excellent to me and. I went through my whole sense of oh God, should I ask for this or do this, or frame it like this? But at the end of the day, I'm like, I genuinely know that this is in the best interest of the company.
So like why should I feel any sort of, Nervousness or lack of confidence for putting this out there 'cause it's only gonna help. And so Keith, that's what really went over the next, I'd say, couple weeks and months. And really where we landed on that is, and this is what I firmly believe is like you are a series A healthcare startup.
The second you start bifurcating product and operations, you are paying an extraordinarily high coordination tax when you don't need to. So if you really think of the, these as combined teams and. Like you and I were talking about before, it's break down the functions, think of the work and what needs to be true, especially for these early stages, and then you can just eliminate a lot of that noise and chaos.
And so that was really what my proposal ultimately was, is having unified teams like this and I played in both areas is like we will be more focused, we will drive value quicker, and you're actually probably gonna need a lot less headcount in order to do that. Like how is that not a good idea?
Keith Cowing: And from the company perspective, what you described is the best interview process you could possibly have where my philosophy is if you had to hire just based on a resume, you'd probably have a 10% hit rate of it working out. If you have an interview process, a. You might be in the 50 to 60% range. You put a ton of effort into the interview process, but the difference is going from 50% hit rate to 60%.
It's not a hundred. It's really bad actually, if you're honest about it. And a lot of people stay in things that aren't a good fit, whether they stay and whether it's a good fit or two different things. And then if you go for 90 days, I think that jumps to 90% where everybody knows if it's gonna work or not in those first 90 days.
And so a lot of the interview process, if you could just do the work and you can't always, but if you could just do the work, it's so much better for everybody.
Meghan Oliver: Could not agree more. I think you are the high signal that you get in a relatively low risk way. Especially again, as we started scope it out. You do not need to give this individual the keys to the kingdom, but say run this play for you. We'll bring you infractional. so it's just, it is a great both like tactic and again, I think people should be really strategic about it.
Scope it out. High signal, not a lot of noise scope, and then you're like, okay, now it makes just that process. Yeah. So much clearer and easier and everyone feels better about it.
Keith Cowing: Now let's talk about an honest blocker. Sometimes in this country, which is health insurance. If you have health benefits in a full-time role as a W2, it's really nice to have to do. A fractional typically means 10 99 typically means there's no benefits. Some people have partners that have benefits or you have different ways.
how did you just deal with that? Honestly, for other people? And then as a company, how do you think about, hiring a fractional where it's gonna work for some people, it's not gonna work for others, and whether that's the right move.
Meghan Oliver: oh, I love how you put in RightMove in there. We do that all the time. we, so one excellent point. And I was fortunate to be in the position and this started off rocky. I didn't know anything else to do other than go to the ACA And as someone who has worked in the health insurance side, nevermind help build an ACA plan, I'm still blown away.
It was so complicated. And it was so expensive. So we'll put that over there. But I went through that whole process, as I was starting contracting and what I realized
Keith Cowing: let's pause on that for one second. 'cause I know it's a whole can of worms. We won't fully open it up. But for people who are interested in this, there is a path where you can go there, you can research it. It's not perfect, it's not cheap, but it's available and it allows you to place these bets on yourself in a much different way than just, I have to be a W2.
It's hold on, maybe, but there's trade offs. Let's actually talk about them in detail, not from a top level, while I'm scared of it, perspective.
Meghan Oliver: Yes. and there's other, you don't even need to go to your, the, your state ACA.gov. you know what I go to it was like colorado.com or something like that at the time. there's other more like private ways you can get insurance and you have to tend to do more underwriting around you, and those tend to be cheaper.
So there's actually a lot of them. And the other Hidden one that no one talks about a ton is one. I'd always recommend you need some level of insurance for anything that happens like catastrophic, but you'd be amazed if you like. People can actually like negotiate prices with their providers if you wanna do a self-pay to your provider, that is, I remember one time I got 80% off of something that I went and I like again, am in healthcare and so there's, there are many options and I'm happy to send some and, but one, there are options.
It's both complicated, but I dunno, it, it's straightforward enough that you can figure it out, but also
should do the homework. Don't be afraid. There are options. They're not perfect. Nothing's perfect. Neither is taking a job you don't love. So there is something there. Now. Now we can move on. Okay, so now, do, I think you bring a good point. This is for, I think the, executives who are looking to hire fractional and the CEOs and the boards is like, there are also ways that like, hey, how can I maybe subsidize your subsidy, your premium that you'll have to pay to do this?
And that's. Not a lot for the company, but it goes like a long way for, so I just threw that out there. I haven't put more thought into it other than what I just said, but I think organizations, they wanna attract this town or kind of encourage people to go this route too. I think there's something that can be done there.
Keith Cowing: Awesome. And so then back to your evolution in this role. You were CPO, you became COO. Take us to the end of that and how it landed, and you decided on both sides that this was a good fit. And you're gonna jump in with this new title, this slightly different scope, not following the previous perfectly defined functional pillars.
Meghan Oliver: Yes. I think maybe the like anti-climatic thing of this is like almost nobody knew the difference because that's how I was operating. That's how the company almost viewed it. So it's interesting once you put these formalities around it that I didn't really even. Honestly it was like till we started talking too, it was like realize like how interesting that evolution is.
But it's something that happened very organically and in the business. And again, I loved what I was doing. It was easy to lean into other areas, easy for people to engage. So it was not as though there was this big like switch that flipped at all. It almost was things just kept evolving and I was suddenly a W2 like that Was it.
Keith Cowing: That's an excellent point that I have overlooked in the past. So I've thought about this a lot in terms of the company and then the executive and the CEO, but it also has a big impact on the team where when you hire a new executive, the whole team's like, what's their process gonna be like, what are they gonna change?
Meghan Oliver: 'cause everybody wants to come in and put their, fingerprint on something and make some changes, and so it can cause stress. Whereas in this situation, if you're already doing it and there's an email that goes out, it's oh, by the way, Meghan's paperwork's gonna change. Whatever, And yeah, you get like nothing else changed and it's the team part where, again, back to like fractional and it depends how, again, how embedded does that fractional executive need to be in on that team. Fractional is just a really great way to get someone in where you're like, you're not sending those sort of like signals out to the company that's oh God, scope, how do I do meetings?
This person's fractional. They're just coming in to help work with that. And it just, I don't know, it just like lowers the anxiety and the blood pressure on bringing on new executives, I think too.
Keith Cowing: what I hear in you is a lot of confidence and conviction in this agency, and you also say that, sometimes you've been your harshest critic. How do you manage that psychology? How did you flip that script? Or is it still something that you deal with?
Meghan Oliver: Every day. Every day I deal with it and it's situational and it's like contextual driven. I feel very confident about what we're talking about today and I've got tremendous passion about it. There's other like conversations where I don't feel like I am an expert or you just have this self doubt 'cause it's like.
Gosh, I have not done clinical actuarial work before. Like I'm gonna go into listen mode and just say I shouldn't have an opinion on here. And so I work on that. it is an everyday contextual piece of this, but when it comes to teams and early stage and like driving focus and clarity and that, I just, I can talk about all day long.
but it's all, it's a constant thing,
Keith Cowing: when I coach executives, that's one of the biggest things is helping them find conviction. And just because you have conviction doesn't mean you're right, but nobody ever wins when they don't have conviction. And so you have to have conviction and then you know, some feedback to make sure that it's right.
But without conviction, you can't get anywhere. And when you have it, it's this magical thing and it's easy to lose. It's like entropy. it's like dissipates. You gotta get it back. But when you have it, wow, can you do some amazing stuff?
Meghan Oliver: I, yeah. I love that point. And, and I think we over, I. Overdramatize the stakes on if our conviction's wrong, we forget that. nobody cares actually. Nobody cares. Like we, we also think it's oh God, Meghan did this thing. No, they're actually just worried about themselves right now or something. We put just so much that's been like a huge just executive sort of professional growth piece for me is when you're just like, nobody cares, Meghan. This is all you making up in your head and you get more and people respond better when you know. You put yourself out there and you're not so cookie cutter or in a box or polished all the time anyways, it's all a big learning experience every day.
Keith Cowing: now recommendations for CEOs and executives, if you're going to do a fractional role, either just in general or as a potential onboarding to a full-time role, what do you recommend to the CEO and what do you recommend to the incoming executive?
Meghan Oliver: So for the CEO, I would start by like, why wouldn't I start this as fractional? Why wouldn't I? we just listed off a ton of the benefits and there are reasons not to, but I think starting from there, knowing like the signal that you could get. I'd say as you're looking at candidates, really look for that pattern recognition of the problem you're trying to solve in the context that you're in.
I think it's really easy to say oh, this person helped grow this company from here to here, or they've added this many members, and it's what you're missing in there is. Did they have an army of people to help them? What was the other context? And so if you're someone who's gonna come into your environment and your culture to add impact, you wanna see if they like, have they like really had lived experience through this story before?
And yeah, resumes will really only tell you so much. 90 days will tell you everything that you need to know. So I think just like coming from that and one, look at the candidate, do they have pattern recognition, what you're going through? And just start from like, why wouldn't you do this? So that'd be one for, I think the company side of things.
And then also I think thinking of the benefits, how can I make this really appealing to like the right talent? And then I think for the candidates, it really starts with Keith. be honest about where you're at and both like what drives you and it very well might be if you love stability, if you like the, I wanna know that this is like gonna be my thing six months from now.
If you really value the, clarity of direction and where the company's going. Don't do it. You are gonna be miserable. So just like really know thyself, I think is super important. And I think something that we don't talk about enough as well is like the power of if you're gonna go down this path and we talked like it's a rough job world out there.
The power of giving first has like never let anyone down. And so I will say there were many weeks when I was set hours fractional role where I for sure blew those out of the water because that was like what was gonna help give value. And of course I had boundaries and like I knew that this would evolve, but something as a candidate.
Give first. It's Hey, lemme just like I can come in, can I help you? do these like one or two things that goes so far in the eyes of companies and I think just helps build some goodwill and frankly like it feels great to you as well. So anyways, give first, have boundaries. I think that's super important.
And then I think third is let people know what you're doing and what you're up to. And I know there's sometimes is. Reservations of whether it's reaching out to your network, feeling like you're selling yourself whatnot. But again, I think focus on the value you deliver and it's do you know any companies that could use this help or this?
It takes you out of it, it puts value in the conversation. And you've gotta get the word out there or else good for you if people just find you. It makes good word of mouth. But I think, being comfortable talking about the value that you deliver, I think is
Keith Cowing: And also when you talked about, if you carve out 20 hours a week and you're really putting in 30 just to give, there's also a poll aspect of that where it's a good signal that you wanna put in that time because you're energized by
Meghan Oliver: right.
Keith Cowing: I talked to somebody who said, I usually do work on the plane when I fly places.
And the second I started watching movies instead of doing work, I knew I had an issue with my current job and role because I no longer had that pull. I didn't wanna do it. I was trying to avoid it at all costs. Whereas in the past, I was drawn to it. I wanted to do it. And so if you wanted do it, that's a really big signal.
Meghan Oliver: Yes. And you don't need to say, oh, I'm these five more hours got in like that. That will not get you anywhere fast, I think. So that'd be my other hot take on that.
Keith Cowing: Amazing. I love how you think about this. You talked about having agency, you talked about being intentional. You talk about, it's easier said than done, but just hop in and make it happen and embrace the messiness. It's a great set of cultural values. So talk about your organization. What's going on at Right Move Health?
Are you guys hiring? Where can people find you?
Meghan Oliver: We are hiring,
rightmovehealth.com. Check us out. Go to the careers page. We've got a couple roles open there. Really interested in engineers, high agency data science and hiring UX person on my team. We'll also be hiring some growth people early in Q1.
Keith Cowing: Excellent. And where can people find you, Meghan?
Meghan Oliver: LinkedIn is the best place to get me, hopefully. If you know this was impactful, reach out. If I can be helpful, send me a note. but LinkedIn would be the best.
Keith Cowing: Excellent. thank you so much for joining the show. I love the mindset behind all of this. There's the tactical stuff, if you're a CEO, if you're an executive, thinking about fractional, but then also there's the way that you think about this problem, which applies to everybody, have agency. Be intentional.
Don't be married to functional pillars from the past. Figure out what needs to be done, what you're good at, and just go out and make it happen. And don't underestimate other options that are out there if you're willing to pave the path a little bit.
Meghan Oliver: Yeah, don't underestimate yourself. You're probably better than you think. Everyone's their biggest critic. But, it's been such a great experience for me. When you put these, like either pathways or positions or thoughts out there, people are like, oh, that's actually really interesting. So I think, yeah, don't underestimate yourself.
Keith Cowing: What a perfect note to end on. Thank you, Meghan.
Meghan Oliver: Keith. Thanks so much.
What I loved about that conversation is at the end of the day, it's not about tips and tricks and tactics. It's about mindset shift, which is simple and challenging. But if we do it, we can take on the agency to have the creativity and the intentional nature in what we're doing to reevaluate how things have been done traditionally, and find a better path and just totally change the trajectory for ourselves and for our companies, and reignite that zest, as Meghan said, that passion for what you do.
So I hope this was helpful, and if you enjoyed it, go ahead and sign up for the Inner Circle email list at execs TV or post on LinkedIn and tag me. I would love to connect and have a conversation. Until next time, enjoy the ride.
