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The midpoint of your career and life don’t need to be full of malaise. In fact, you can find yourself reinvigorated and get unstuck through a framework that Adrion Porter developed called, the Malaise to Mastery Roadmap. Adrion joined “The Cred Podcast” host to discuss his decision-making framework and how he inspires individuals and companies to eliminate feelings of stagnation and stress through three key pillars of transformation—mindset, meaning, and milestones.

Adrion, Founder & CEO of Mid-Career Mastery and Podcast Host of Gen X Amplified , shared how he applies this framework to his own professional and personal life as he transitioned out of the corporate world and found purpose-driven work in his own businesses.

Read the podcast recap below to get tactical ways that you can implement this roadmap to get out of a rut and into a groove so you can achieve your most fulfilling aspirations. 

The Pinnacle Moment that Changed Adrion’s Career

After graduating business school at Vanderbilt in 1999, Adrion headed to New York and got a job at City Group as a digital marketer right during the Internet bubble. From there, Adrion went to HBO as a marketing director from 2003-2008. This was at a time where HBO dominated Sunday night, as popular shows like “Sex and the City,” “The Sopranos,” and “Six Feet Under” captivated viewers. During this period of career advancement for Adrion, he found himself facing an important life decision as he and his spouse prepared to have their first child. They ultimately decided to relocate from New York to Atlanta to be closer to family.

Joining the Cartoon Network in Atlanta as a senior marketing director, Adrion faced another significant transition that changed the trajectory of his career after a handful of years. 

“I had just turned 40 and then was laid off. I was trying to figure out my next move,  and that’s when I started to focus on more purpose-driven work,” Adrion. 

After pursuing some consulting work, Adrion took a role as a CMO at a startup and noticed a common trend among his peers of similar age. They seemed to be going through, what Adrion described as, a period of malaise in terms of their career. 

“I noticed this a lot with Gen X; we were feeling stagnant, stressed, and stuck,” he said. “We’re the generation that is squeezed in the middle of Brilliant Boomers and the Magnificat Millennials, so I started a podcast to amplify Gen Z as the overlooked but powerful generation.” 

As the host of Gen X Amplified, Adrion has interviewed Gen Xers from all walks of life—business leaders, well-known entrepreneurs, New York Times best-selling authors, and often, people without name recognition who have insightful stories to share. Based on these conversations, Adrion wanted to do more to help people who are stuck in the middle, whether that’s their career, life, or any transition that may be holding them back from reaching their full potential. He started his consultancy, Mid-Career Mastery, to help people who are in the middle maximize their impact.”

The 3 Pillars of Transformation 

As part of Mid-Career Mastery, Adrion developed his own decision-making framework, which he refers to as the Malaise to Mastery Map. This framework codifies what Adrion refers to as the three pillars of transformation—mindset, meaning, and milestones—to empower individuals to get unstuck and start thriving. 

The first pillar, mindset, involves a reframing and reimagining that allows someone to go from feeling stagnant to feeling rejuvenated. That process entails moving from a fixed mindset to a growth mindset, which is more important than ever as lifespans and careers keep getting longer.

“It’s about reframing the thought that your best times and years are behind you,” Adrion said, noting that people are enjoying their work well beyond their 60s. 

The second pillar–meaning—entails discovery about what you find purposeful. Once you determine what lights you up and what you value, you can more intelligently align that purpose with your aspirations. 

For the third pillar, milestones, Adrion noted that it is all about “creating and celebrating what I call motivational markers of momentum.” When you reach that midpoint of your career or life, those important milestones aren’t as clear as when you were younger and were graduating school, getting that first job, etc. 

“It may feel like you’re in one, long run-on sentence,” he explained. “We need to get out of the traffic jam that we call life and you can do that by creating these micro milestones, whether that’s running a marathon, writing a book, or anything in between.”

Applying This Framework to the Real World

Adrion applies this Malaise to Mastery Map to his everyday life, starting his day with a mindset meeting where he evaluates what is gonna to be purposeful for him that day or week, and what milestones he needs to achieve. From there, he writes down three actionable goals that act as his guide for where he allocates his time and energy each day. 

“I am using this in my own personal and professional life, and I created this multidimensional approach that aligns with science so companies and individuals can transform out of an inflection point,” he said. 

When working with organizations using this framework, Adrion noted that he often gets to work with age diverse teams, something that he is particularly passionate about. Oftens, teams are stagnant due to ineffective working relationships between team members from different generations. While varying ages present an opportunity for innovation and stronger ideas, many teams get caught up in the friction. What Adrion does is reframes their mind to see this friction as an opportunity.

“If your organization is trying to amplify a new AI tool, look at how you can leverage the talents of someone younger who may be more adept in this technology,” he says. “As a senior leader, facilitate trainings to foster a culture of mentorship within your team.”

Individuals can apply this same mindset shift to other areas of their life, like getting out of a rut in a marriage by remembering the true meaning of your union and why you got married in the first place. 

“There are no limits to this method,” said Adrion. “From small changes to large changes like acquiring a new business or starting a company, I wanted to create this flexible model that can be applied to any transformation point.”

The Curve of Happiness: Turn that ‘U’ into an Upward Arrow

When conducting research to develop the Malaise to Mastery Map, Adrion found numerous studies by labor economists analyzing the correlation between work satisfaction and age. The studies found there actually forms a “U” shape where your happiness starts high early in your career, dips to its lowest point in your mid-forties, and then goes back up again in your late 50s and early 60s. 

“When I noticed this curve of happiness that was validated by multiple studies, it let me know first and foremost that I was not alone in this mid-career malaise. It’s perfectly normal,” Adrion said. 

For many people, they don’t question that feeling of stagnation. They accept that it is what it is, and wait it out until their joy starts to return in a few years. However, that doesn’t need to be the case. 

“When we’re at this middle season of our lives, we tend to rethink a lot of the decisions we make,” he said. “But, hopefully with this framework, we can be inspired by life stories, motivations, and practices and transform out of those limiting beliefs.”

Listen to Adrion’s full episode here.

From launching her career as a trader to becoming an entrepreneur, Marisa Ricciardi has combined her in-house and agency experience with her capital marketing, financial services, and marketing acumen to build a successful business, The RicciardiGroup (RG). On this episode of “The Cred Podcast,” host Mack McKelvey and Ricciardi discussed Ricciardi’s approach to decision-making and why it’s paramount for leaders to understand the value that each decision carries so they give it the appropriate amount of rigor, deliberation, and consideration. 

Ricciardi shared how she has adapted her decision-making style as a business owner, relying on her trusted team and outside counsel to provide their expertise and help her “see past corners that she may not be able to on her own.” Additionally, Ricciardi talked about building her team to augment her own decision-making style, as these diverse approaches lend themselves to stronger, more favorable outcomes.

Keep reading to learn how Ricciardi differentiates her approach to decision-making based on the situation, how she’s learned from mentors on leading a team during a crisis, and how she filled a unique market need with her business.

Filling a Market Gap for Highly Regulated Industries 

Starting her career as a trader at a mutual fund, Ricciardi’s role evolved into what is traditionally known as back-office marketing. Because she acutely understood what clients needed, she became entrenched in working on the fund’s acquisitions and communications before joining other large companies in a hybrid finance-marketing capacity. From there, she spent a number of years working both in-house and at agencies where she was involved in capital marketing, financial services, and marketing.  

Nearly 10 years ago after having her first daughter, Ricciardi went out on her own and started her business, RG. Despite only being on the agency side for a handful of years, Ricciardi identified a market need that her business could uniquely fill.

“Being the client for all those years, I saw a need for agencies to be both creative and strategic in [solving your] business problem,” she said. “We’d have amazing agencies but it’d take such a long time for us to explain to them about business or our products, so I wanted to create a firm where that didn’t happen.”

And so, RG came to fruition and continues serving B2B clients in highly regulated industries, like fintech, insurance, and more. As the company has grown, so has the team. RG has 25 full-time team members and 50 partners.

“These partners are not just freelancers, but true partners that we’ve worked with throughout the course of RG,” Ricciardi said. “This allows us to be a deliberate, lean, strong, and mighty team that can flex up and down as needed. We actually call it the ‘RG Multiplier’ where we can add on to projects to custom create the right team for the right assignment.”

Getting Methodological for Bigger Decisions 

Reflecting on her career working in fast-paced, highly regulated environments, Ricciardi noted that she generally made decisions based on where she could thrive, grow, move quickly, and learn. Now as a business owner, however, she has shifted her approach.

“I also am more methodical [in my decision-making],” she said. “Like I say to my daughter,  slow down and think about it more carefully. I wasn’t necessarily able to do that in my previous roles. You’re making decisions and you’re moving so quickly that you’re not actually thinking through the decision tree of ‘what are the best outcomes?’”

As a business owner, she relies on decision trees to help her navigate the potential outcomes associated with different paths and determine what will generate the optimal results for her clients, team morale, and her company at large. Collaboration with fellow trusted leadership is also an important part of Ricciardi’s decision-making process. She cited a philosophy around cognitive decision-making that focuses on three pillars: feeling, thinking, and acting.

“I tend to think and then act. I am lighter on the feeling side, so I’ve hired my team to augment different parts of that triangle,” she said, adding that RG has team members take Strengthsfinder assessments to see how their strengths and skill sets complement each other. 

“For important business decisions, we’ll have someone like my CEO at the table who is super analytical, full of empathy, and may approach a problem completely differently [than I might],” Ricciardi said.

Evaluating Decision-Making’s Value-Cost Equation 

When it comes to smaller decisions, Ricciardi tends to deploy a different approach due to the limited number of hours in each day.

“For those smaller decisions that don’t require as much deliberation, we move quicker,” she said. “I always say to my team and myself that, ‘I’d rather we make a decision and have that be the wrong decision than be stuck and never made a decision at all.’”

The higher costs decisions require more research and conversation whereas you can make lower costs decisions at a much faster clip.

“If I was evaluating whether we want to continue with our office space, that is a really high-cost decision and we would need to do a lot of digging into the data,” Ricciardi said. “But, if we’re looking at what days of the week we’ll be in the office, that’s a medium-value, low-cost decision where we can move a lot quicker.”

Using Your Network to Weigh Your Options 

Both Ricciardi and host McKelvey had similar experiences in that they have not had any formal decision-making experience, which is common among most executives and leaders. Rather, they’ve modeled their decision-making after bosses and mentors whom they’ve admired. 

“I’ve had great bosses and mentors who I’ve emulated more and I’ve found my own style that works for me,” McKelvey said. “But, I especially watched how they approached major crises and how they rallied people together. I saw how they took external input and matched it with some of their own [gut feeling] to reach that final decision.”

Ricciardi echoed this sentiment, saying that she has emulated many of her mentors and leaders as she navigated the workforce during challenging times from the 2008 financial crisis to COVID and beyond. 

“As a marketer and a communicator, you’re making different decisions that you’ve never had to make before,” Ricciardi said. “Now running my own business during these macro and micro issues, I’m leaning in and leading the team based on what I’ve seen from previous leaders and bosses at my other firms.”

When it comes to leading and decision-making in tough times, Ricciardi champions leaning on outside counsel whether that’s board members, therapists, or business coaches.

“Getting that outside perspective is helpful, especially working in an intense city like New York,” she said. “They can help you make sure that you’re on the right track or can help you see around corners that you yourself can’t see.”

When Outcomes Hang in the Balance 

Many decisions, even the ones with unfavorable outcomes, present a learning opportunity according to Ricciardi. The RG, for example, has been involved in a large RFP and as the founder and CEO, Ricciardi had to weigh the pros and cons of her team diving all into the pitch as it could detract from their creative and strategic efforts with the agency’s current clients. 

“I decided that we wouldn’t start the project until I knew that it was the right opportunity for us,” said Ricciardi. “What that meant is that we wouldn’t participate in tissue sessions or some of the other things that agencies were doing because it would be more costly.”

In the midst of the process, Ricciardi reflected on this choice and noted that her tactic may cost them the business in the end.

“Maybe by the time this episode airs, we’ll know if we won the RFP or not but I stand by my decision even if the outcome is favorable or not,” she added. 

One recent decision that Ricciardi firmly stands behind is turning away business that didn’t align with her and her business’ core values. The prospective client treated RG more like a vendor, versus a partner, propelling Ricciardi to decide not to work with them. 

“Truthfully, it was a very profitable piece of business and we did lose revenue during a difficult financial market,” she said. “I was really torn [by this decision], but ethically, I look back now and I am glad I made that decision because I think it was the right one.”

Listen to Marisa’s full episode here.

Serial entrepreneur, startup operator, and angel investor Shereen Shermak joined host Mack McKelvey on “The Cred Podcast” this week to discuss all things decision-making, angel investing, and more. Shereen, a Boston tech luminary, is now an active angel investor dedicated to diversifying her portfolio and paying it back to traditionally underfunded groups.

With an active personal stake in nearly 80 early-stage startups, Shereen shared why she loves the chaos of startups, or as she put it, making the chaos productive. Mack and Shereen discussed everything from prioritizing your values in decision-making to raising a red flag when needed. Continue reading for tips to make stronger decisions, from the ones that impact your day to the ones that impact your organization, and beyond. 

Intentionally Paying It Forward

From her early career roots to being a serial entrepreneur, Shereen is dedicated to paying it back. She’s mentored and worked to elevate up-and-coming professionals, underrepresented groups, and even small business owners. After 9/11, she felt the need to do something to help, leading Shereen to get her second Master’s degree at Harvard. Fondly referring to this position as the “most important job she’s ever done,” Shereen worked for the City of New York under the Bloomberg Administration to help small businesses survive the economic uncertainty.

Over the past several years, Shereen has offered guidance to aspiring and current entrepreneurs at Harvard Business School. In January 2019, Shereen co-founded TBD Angels, a Boston-based group of like-minded passionate angel investors assisting talented entrepreneurs through advice, connections & capital. TBD Angels started with a group of six to eight older who were frustrated with the lack of investments in Boston, which Shereen noted has a history of having “tightly cold wallets.” Now almost four years later, TBD Angels has expanded to a couple hundred people and a fully operational team. 

As she’s invested more in various businesses, she’s also become more dedicated to diversifying her portfolio.

“I feel that it is my social obligation to put some [capital] back into the ecosystem and help somebody else move ahead, But if I’m honest, having a diverse portfolio wasn’t always a conscious part of my investing,” she said. “I was looking for the best deals. Then, I started questioning why it is so hard for traditionally underfunded groups to raise capital.”

Over the years, as investors, Shereen and TBD Angels have placed greater emphasis on working with a diverse set of entrepreneurs and recruiting women and people of color into the group, with Shereen adding, “We want the people we work with and the investments to look like the community we live in.”

With personal stakes in many early-stage startups, Shereen has played an active role in advising and filling in where she can be helpful. 

“I think it’s appropriate to help those [early-stage] companies when I am writing individual checks,” Shereen said. “I see where I can help until that next funding round comes and I feel it’s the right point where [I] can get off the bus.”

From Startup Product Manager to CEO & Co-Founder

Shereen’s startup career took off in 2007 when she moved from New York to Boston. Jumping into the fintech space, Shereen worked at a startup as a product manager for a few years where she could get into the weeds. By understanding how a startup operates, Shereen could then share these learnings with up-and-coming talent interested in diving into the startup world.

“If young people ask me about this space, I tell them that startups with Series A or B funding are good entry points,” she said. “While they’re still figuring a lot out, they’re specialized and have a product management team that is usually separate from marketing.”

Armed with this experience and knowledge, Shereen went on to become the CEO and co-founder of numerous companies including her most recent company, Stealth. As a co-founder and leader, Shereen noted she is a firm believer in focusing on where she specifically can drive value. At Atlantic Quantum, a developer of scalable quantum computers, she found she could take what she learned from her startup experience to make this business successful.

“A lot of those skills were transferable so I found areas where I could be most useful like in operations,” Shereen said, adding that 50% of a startup’s success comes from building out the operations. “That’s always been my goal if I join a company full of scientists. They can do the science, and I can worry about where the money’s coming from and focus on execution.”

Getting into a startup at the beginning stages excites Shereen, who said that she usually starts from an idea on a piece of paper or technology before building a functioning and ultimately successful company.

“I enjoy those first two years of trying to take the chaos out of the equation or, at least, make the chaos productive,”  Shereen shared. “And then, I’m moving on to the next thing.”

Making Decisions, Confidently 

As a leader, you’re constantly making decisions, many of which impact your entire company. Often, many startups early in their inception don’t have a solid framework in place to approach important decisions. Rather than coming with a framework as soon as you get in the door, Shereen advised leaders to get to the heart of your company’s values and learn how your business makes decisions formally and informally.

“When you establish your values at the beginning, decisions are much easier down the line,” Shereen noted. 

She explained for TBD Angels, if they’re deciding that they are trying to support certain investment types, then that should be reflected in the deal flow. They monitor these investments and report on them regularly to ensure they align with the group’s values. 

“Everybody cares a lot about it and they joined the group because it was consistent with their values,” Shereen said.

In addition to knowing your values, Shereen emphasized the importance of being open to new possibilities. Unlike older generations, younger professionals explore many careers and companies throughout their careers. 

“When deciding what you want to do with your life, realize you’re not making a long-term commitment,” she said. “Try things out and see where you fit in. I’ve had three careers: environmental engineering, finance, and now, startups. I’m sure I’ll have a fourth but I don’t know what it is yet.”

Gamifying Decision-Making

For day-to-day decisions, Shereen likes to game it out with a framework that she used when she was a data modeling and decision analysis teaching assistant. Essentially, she used decision trees to map out the options and their potential risks, assigning each a weighted score. She then looked at the odds that something will happen, and assessed whether or not she felt like she could change those odds. 

 “That can be helpful to guide you through a broad volume of decisions, or those micro decisions. But, when it comes to personal and life decisions, it’s about understanding your values and if the next thing you’re going to do fits those values,” she said. 

For Shereen, she only has one role that she felt was not the right call and that was because it failed to align with her values. She wasn’t necessarily thinking of her family or herself when making that decision, which was why it was problematic. 

“It was more about what’s gonna look better on my resume. And to me, that’s ironic because I feel like that’s what most people spend their time thinking about in terms of showing career progression and that hasn’t worked for me at all,” Shereen said. “I have had a zigzaggy career and that’s worked out much better.”

Use Your Red Flag, Intelligently & Sparingly 

Not every decision goes according to plan and while we don’t have a crystal ball into what will work, leaders may have a strong inkling that something won’t reap success. Whether you’re the CEO, a manager, or a startup specialist, Shereen said you should raise that red flag, but do so sparingly. When it comes to these red flags, Shereen is referring to decisions that could threaten or negatively alter your company.  

“Be explicit about those red flags and don’t use them frequently as they can be very powerful. The sky can’t fall every day,” Shereen said. “When someone told me about their thinking that was different from what I would have done, I could see the passion and thought behind it. It changed my own thinking and had a productive outcome for this startup.” 

To round out the conversation, Shereen shared her plans for the next couple of years, like doing fractional C-suite work. 

“I like the mix of having multiple engagements that I am juggling and the context switching,” she said. “I’m at the point in time where I know how to do what I want to do, so I can do it more efficiently.”

This conversation is bound to be one of many on “The Cred Podcast,” and we look forward to continuing to learn from Shereen as a decision-maker, startup leader, investor, and overall person. 

Listen to Shereen’s full episode here.

Introduction:

In this episode of “The Credentialed Podcast”, Mack McKelvey engages in an insightful conversation with Keith Hernandez, VP of Tech at Future.  A seasoned tech leader, Keith shares his journey from an accidental entry into advertising sales to managing tech sales at a leading digital publication. He emphasizes the importance of purpose and diversity in your career and how he’s evolved professionally by, embracing failure and leaning into the work and hobbies that energize him. 

Careers Aren’t Always a Ladder, But a Jungle Gym 

Like many leaders in our space, Keith’s career trajectory is a  mix of experiences in both large-scale corporations like Microsoft and media giants like BuzzFeed. He started as a creative writing major and stumbled into advertising sales, which eventually led him to embrace leadership roles in tech-focused companies like Microsoft.  After consulting for a few years during the pandemic, he started considering his next move and thought deeply about where he felt most energized. For Keith, he realized that he thrived in smaller, collaborative companies where he could have a direct impact on the business. Now, he is successfully leading his team at Future and mentoring the next generation of leaders.  

Dig into the Why, Not Just the What:

Reflecting on his time at Slate during the Hillary Clinton election year, Keith shares a valuable lesson learned about understanding a company’s legacy systems y. He candidly recounted how jumping right into solution mode caused tension with his team. This taught him why leaders need to look holistically at a situation and should take the time to understand how certain processes came to fruition and who was involved. From there, leaders can work hand in hand with different stakeholders to build a more impactful solution.  

Finding  Purpose in His Career & Passions 

Keith’s commitment to purpose-driven work extends beyond his professional sphere. He discusses his passion for podcasting and the lessons learned from embracing failure, as evidenced by his experiences as a volunteer firefighter. Engaging in multiple activities has helped Keith not only maintain a healthy work-life balance but excel in his career as a more well-rounded leader. Based on his own experience and upbringing, he is dedicated to empowering the next generation of professionals, especially from diverse backgrounds.

Nurturing Decision-Making in Team Members:

Keith cares deeply about fostering an environment conducive to open and thoughtful decision-making within his team. During his weekly 1-1s, he asks them to send an agenda so they can work together on professional development outside of what tactically needs to get done. As a leader, Keith encourages his team to think critically and constructively and has built a culture that welcomes curiosity and questioning the status quo. 

Keith Hernandez’s career trajectory exemplifies the significance of purpose, resilience, and diverse experiences in shaping a successful professional journey. His insightful approach to leadership and decision-making provides valuable lessons for individuals navigating complex career paths in the ever-evolving business landscape. As a champion for diversity and purpose-driven work, Keith sets a compelling example for the next generation of professionals, highlighting the importance of embracing failure and maintaining a healthy work-life balance in pursuit of professional fulfillment.

Listen to Keith’s full episode here.

Catherine Tabor, the founder and CEO of Sparkfly, recently sat down for an insightful podcast interview with Mack McKelvey where she shared her entrepreneurial journey and her approach to decision-making in leadership. Catherine’s story is one of resilience, creativity, and dedication to her business.

Catherine Tabor’s Entrepreneurial Journey

Catherine’s career began when she was a student at Georgia State, looking for an extra income stream while in school. She started house-sitting and dog walking in her community, which eventually led to her involvement with the Coca-Cola Company. Coca-Cola was running an employee discount program and, through a series of events, Catherine ended up winning the contract to manage this program. This opportunity inspired her to create a promotional platform connecting digital promotions and discounts with physical store transactions.

As a result, Catherine founded Sparkfly, which provides a platform that tracks online promotions and coupons from the point of interaction to the transaction. Today, Sparkfly serves a variety of clients, primarily in the food service, hospitality, and retail services industries. Catherine’s dedication, creativity, and problem-solving ability have led her to success, and she has expanded her business while maintaining a strong company culture.

Decision-Making and Leadership Philosophy

In the interview, Catherine emphasized her approach to decision-making, which revolves around trusting her instincts, staying true to her beliefs, and making thoughtful decisions. She mentioned using tools like pros and cons lists to assess decisions, but she also highlighted the importance of listening to her gut and pursuing opportunities she truly believes in.

Catherine is a firm believer in being transparent with her team and clients, even when the news may not be positive. She shared an example of a challenging situation with one of her major clients, Chipotle, where a campaign launch caused a system crash. In this instance, her honesty and willingness to address the issue directly with the client ultimately strengthened their trust and relationship.

The interview also delved into Catherine’s leadership style, which is characterized by her willingness to listen and connect with her team. She conducts one-on-one meetings with each of her employees, focusing on building relationships and understanding their needs, both professionally and personally. Catherine emphasized that she’s not just a leader at work but also a mentor and listener for her team, fostering trust and empathy.

What’s Next for Sparkfly

Regarding the future of Sparkfly, Catherine shared her company’s ambitious growth plans. They are working on aggressive revenue targets and expansion into new verticals. While food service, hospitality, and retail services are their primary industries, Sparkfly plans to diversify into other retail sectors and convenience stores. The company’s continued growth and value creation for its customers are driving its future endeavors.

In summary, Catherine Tabor’s entrepreneurial journey is one of resilience, creativity, and dedication. Her approach to decision-making and leadership centers on transparency, trust, and empathy, both within her team and with her clients. As Sparkfly continues to grow, it remains committed to creating value for its customers and expanding into new verticals. Catherine’s success story serves as a testament to the power of perseverance and integrity in business.

Listen to Catherine’s full episode here.

 

In the ever-evolving world of technology and media, the future of interactive video and AI is a topic of great interest. In our latest episode of The Cred Podcast, we had the privilege of interviewing Gary Mittman, the CEO of KERV Interactive. We spoke to Gary about his unique career path, insights into decision-making, and the exciting developments in the AI and interactive video landscape.

Gary Mittman: A Visionary Leader

Gary Mittman’s journey is far from typical; he shares the highlights of his unconventional career path. From promoting concerts in high school to working in the music industry, television production, and eventually venturing into the digital world, Gary’s career has been an exhilarating ride.

His journey took him from the mailroom of a record company to running a renowned nightclub in Manhattan, where he even pioneered the first live concert series on MTV. Later, he ventured into television production and found his calling in the digital landscape during the internet’s early days.

KERV Interactive: A Technological Breakthrough

As we shift the conversation to Gary’s current venture, KERV, he provides insights into the company’s core technology. KERVs cutting-edge patents revolve around identifying objects by their pixel edges or unique shapes, making it possible to interact with objects seen in various media, from mobile and desktop to connected TVs.

Another pivotal patent is centered around leveraging metadata collected through video analysis, enabling the identification of objects, logos, sentiment, and more within content. This technology allows for a deeper understanding of the context within videos, facilitating the creation of interactive and shoppable content.

Navigating Pivotal Decisions

As a successful leader, Gary Mittman shares his approach to making pivotal decisions. He emphasizes the importance of combining both intuition and data to make informed choices. He discusses the need to consider factors like emotional intelligence, experience, and adaptability. His insights shed light on the art and science of decision-making, emphasizing the significance of a well-rounded approach.

Facing the Outcome

No journey is without its challenges, and Gary Mittman shares a key decision that didn’t have the expected outcome. He reflects on a time when he brought in someone with the right pedigree but the wrong understanding of the business, leading to a less-than-desirable outcome. However, he highlights the importance of learning from such experiences and adapting for future decisions.

Looking to the Future: Shoppable Content

When asked about KERVs future, Gary Mittman talks about the company’s focus on “shoppable content.” This exciting development in interactive TV allows viewers to seamlessly purchase products they see on-screen. Through a user-friendly experience, viewers can pause a scene, select an object, and make a purchase, making the content they consume a direct pathway to commerce.

Rapid-Fire Round

In a fun and insightful rapid-fire round, we learn more about Gary Mittman’s personal preferences and leadership style. From his vacation spot of choice (the beach) to the executive he admires most (Steve Jobs), these quick-fire questions provide a glimpse into his personality.

The interview with Gary Mittman, CEO of KERV Interactive, offers a unique perspective on his career journey and the groundbreaking developments in interactive video and AI. Gary’s insights into decision-making, adapting to outcomes, and the future of shoppable content make this podcast episode a must-listen for those interested in the intersection of technology and media. Stay tuned for more exciting updates and innovations from KERV as they continue to shape the future of interactive video.

On Episode 2 of the Cred Podcast, we had the pleasure of talking to Bharani Rajakumar, the founder and CEO of Transfr. During the interview, Bharani shared his journey; from his youth into his post-college world in banking to founding an online tutoring company (exit) to ultimately founding mission-based Transfr. Transfr leverages virtual reality to help job seekers acquire skills and training for jobs that don’t require a four-year degree. He discussed the pivotal decisions he’s made in his career and the mission-driven approach that guides his work.

Let’s dive into the story of a leader who is passionate about making a difference and helping people achieve their career dreams.

A Visionary’s Origin 

Bharani’s story begins at Wendy’s, where he earned his first paycheck. Knowing his father raised a family of four on $35,000 a year, to Bharani, every paycheck was a treasure; a stepping stone towards something bigger. This humble start ignited his curiosity about jobs, finance, and the American dream.

As a first-generation immigrant, he felt the weight of his parents’ hopes for a better future. He wanted to find a way to pay it forward, to ensure that others had the same opportunities he had. This determination led him to the field of education technology.

The Road to Innovation

After working in finance, Bharani ventured into the world of startups and founded his first education technology company. This company was eventually acquired, a success that further fueled his belief in the American dream. 

Inspired by his own journey to his first job, he embarked on a new mission: helping people find their first job.

A Mission Mindset

Transfr is the realization of this mission. The company has created a training-based platform that uses virtual reality to help people find a career path to upward mobility. Bharani’s focus is on jobs that don’t require a four-year degree, a segment he believes is underserved. These jobs, primarily in manufacturing, automotive, construction, electrical, hospitality and healthcare; are the foundation of Transfr’s training programs.

Transfr Inc. allows people to step into the shoes of these careers through virtual reality where users can experience the job before actually starting it. This hands-on approach has successfully attracted women into traditionally male-dominated fields like manufacturing; it has also been a lifeline to adults re-entering the workforce after incarceration. 

The Power of Collaboration

In the interview, Bharani emphasized that the people you surround yourself with significantly influence your decisions and, consequently, your life’s trajectory. He also discussed the significance of making pivotal decisions and that he triangulates his process by utilizing inputs, research and data, and his own intuition.

He also shared a Mahatma Gandhi life-changing quote that guides him, “The best way to find yourself is to lose yourself in the service of other people.” It’s a philosophy that underscores his mission and shapes his approach to decision-making and leadership.

Bharani doesn’t only speak of leadership and making decisions but actively practices it. He champions a learning culture and encourages the curiosity of his team members. As the CEO, he takes an inquisitive stance, often learning from others rather than prescribing solutions. This approach to leadership fosters an environment of creativity and innovation.

What’s Next for Transfr Inc.

As for the future, Bharani Rajakumar is focused on expanding the impact of Transfr. He envisions a world where millions, if not billions, of people acquire the skills and training they need to pursue their dreams. 

The company is currently working on expanding within the United States, but the global market is within their sights. Bharani’s vision is to reach even more people worldwide and help them find their way to meaningful employment and a brighter future. 

Bharani’s story is a testament to the transformative power of passion, perseverance, and purpose-driven entrepreneurship. His commitment to helping others achieve their dreams and his dedication to creating pathways for success exemplify the true spirit of innovation and social impact. 

As Transfr continues to pave the way for a more accessible and inclusive workforce, Bharani’s legacy will undoubtedly leave a lasting imprint on the world of education, workforce development and technology.

In this episode of the Cred Podcast, we had the pleasure of sitting down with Erica Irvin, Group Vice President and Chief Counsel of Digital Technology and Innovation at Albertsons Companies. With a career spanning over 25 years, Erica shared insights into her journey, decision-making processes, and what’s next for her. Join us as we delve into her fascinating career and gain valuable perspectives on making pivotal decisions.

The Beginnings

Erica Irvin’s career journey is a testament to the power of relationships and seizing opportunities when they arise. While many in the legal profession start in law firms, court or government roles; Erica was in-house from the beginning, focusing on technology, contracts, intellectual property, and privacy. She recalled a pivotal moment when she decided to take a job working with a remarkable individual named Gena Ashe. Despite facing a significant pay cut, Erica was drawn to Gena’s leadership and took the leap, which turned out to be a defining move in her career.

She has remained industry-agnostic, leading legal teams and functions across companies in telecom, payments and now at Albertsons, a Fortune 60 company.

At Albertsons Companies, Erica’s legal team is responsible for digital transformation, privacy, intellectual property, marketing, contracts, retail media, and more. She highlighted the challenges of starting with a small team and growing it to over 25 members. Her team’s role is not limited to the core legal function but extends to facilitating business growth, which requires quick, confident decision-making.

Navigating Career Decisions

Erica emphasized the importance of understanding the “why” behind decisions, whether in her career or personal life. She stressed the need to align decisions with the organization’s goals and to determine the most efficient path to achieve them. In her role, speed and efficiency are essential due to the rapidly changing landscape of technology and privacy.

Decision-Making and Leadership

As a leader, Erica actively coaches her team members in their decision-making processes. She believes that her role is not only to make decisions but also to equip her team to make better decisions. Transparency, empathy, and quick, confident decisions are key factors in her leadership style.

Learning from Outcomes

Erica candidly discussed how some decisions she made, particularly regarding people-related matters, didn’t have the outcomes she had hoped for. She shared that hesitating to address people’s issues promptly can lead to secondary outcomes that impact relationships within the team. However, she also noted that she has become more confident in making decisions faster and with empathy, transparency, and kindness.

Quickfire Round

In a rapid-fire round, Erica shared her preferences and perspectives on various topics. She emphasized that personal and professional decisions differ, with personal choices often prioritizing family’s well-being. Her hobbies include reading, and she reads trade magazines and legal updates to stay informed. Erica also highlighted the importance of fairness in decision-making.

What’s Next

As Erica’s children grow and become more independent, she looks forward to continuing her role in digital technology and innovation. She expressed a desire to become more active in diversity and inclusion efforts and to potentially serve on boards. Erica’s commitment to organizations that align with her values, such as diversity and corporate responsibility, is a driving force in her career choices.

Erica Irvin’s career journey and insights into decision-making provide valuable lessons for professionals in various fields. Her emphasis on understanding the “why,” making quick yet informed decisions, and prioritizing empathy and transparency in leadership are principles that can guide anyone in their career and life. We look forward to hearing more from Erica as she continues to make an impact in the legal and business world.

Listen to Erica’s full episode here.

SEASON 2
On every episode, our Season 2 Host, Mack McKelvey, Founder/CEO, The Credentialed,  will interview authorities across different industries who have deep industry knowledge and vast experience in their field.  On this season of The Cred podcast, we will seek to understand the art and science of decision making.  

Why?

All the research, inputs, gut-feel, and opinions of others doesn’t matter, because when you are a leader, the decision is up to you and you have to deal with the outcome

And every decision has an outcome. Becoming a confident decision-maker is one of the most challenging, risk-taking, and industry-transforming skills a leader can develop. The Cred Podcast seeks to unearth best practices for executives who are continuously confronted with a wide range of decisions, from seemingly small to massively pivotal. These industry catalysts share their practical experience in their approaches and how they navigate the outcomes. They’ll also share some of the pivotal decisions that made them who they are and how they lead.

Audience
Listeners are founders, VCs and senior executives  decision makers: industry agnostic.

When
A new episode will drop every Wednesday at noon ET, starting on October 11th, 2023 (the trailer drops on October 4th).

Where
You can find us on nearly every major podcast streaming platform: Apple, Google, Spotify, Stitcher, etc. Here’s a link to Libsyn if you want to listen on your desktop.

SEASON 1
We also recommend listening to Season 1, Catalysts and Allies.

Launched in October 2017 and hosted by veteran digital media and technology journalist Kate Kaye, Catalysts and Allies introduced listeners to the people who were leading the transformation of tech culture toward becoming one of inclusion and relevance for all. Interviews were approached from a journalist’s lens for an audience of people interested in technology and business as it affects society, culture and the people working in it.

Unlike diversity or inclusion-themed media, Catalysts and Allies aimed to advance beyond discussions focused on gender, race or persuasion to highlight the work, backgrounds and issues that drive the show’s wide spectrum of guests in the tech industry. And unlike other tech podcasts, conversations dove into the broader context of the technology subject matter and its relationship with the world, rather than narrow business media-centric angles such as tech products, competitive landscapes, financials or the next IPO.

Catalysts and Allies put a spotlight on innovators and their ideas, their backgrounds and the issues that drive them. Interviewees represented a variety of technology fields such as blockchain, IoT and facial recognition, as well as overarching fields including data, digital and social media and privacy.

I am always inspired by our clients–not just the work they do, but who they are as people. That kind of affinity has become a hallmark of modern brands, so I think it’s important that founders and executives are seen as individuals and not enigmas running a faceless organization.

Anyone who knows me knows I am a champion for raising the profile of professionals who continue to be underrepresented. It’s the focus of both our Executive Thought Leadership Program and our Executive Visibility work for clients. And it’s inspired by what I’ve seen and what I’ve experienced.

As a young professional looking for a job, I couldn’t gain traction as “Erin.” But when I became my nickname, “Mack,” it confirmed for me just how much names–and the assumptions about the possible gender, age, ethnicity or country of origin of the person behind that name–have the power to either propel us forward or hold us back.

The bias is real. The pay gap is real. The lag in leadership roles for women and people of color is real. Even when female, BIPOC, AAPI and/or LGBTQ+ professionals earn executive status, they sometimes still have to prove themselves “worthy” of the achievement and its accolades.

What better “proof” than to make a name for yourself? Top brands do it. For example, Nike doesn’t conjure up images of the Greek goddess for whom it was named; it’s grown beyond that, beyond even a product-specific focus to become a lifestyle brand. The larger-than-label approach is a proven win for companies, athletes, and entertainers that somehow hasn’t proved popular in the professional world.

The fact is, it’s not “selfish” or “showboating” to promote yourself as an individual. It’s just smart business. But in the Instagram-ideal-driven, us-versus-them, over-stimulated world in which we live, how do you become someone whose name stands for something?

• Be strategic. Ask yourself (and answer) honestly about your motivation and goals so you can plan accordingly.
• Grow your network. Everyone knows someone, and forging connections in safe spaces like professional groups for members of marginalized populations can help you gather tools to reach a wider audience.
• Invest in your success. Gather a team of experts to help you develop content and secure visibility opportunities. Freeing yourself from the tactical gives you more room to be creative.

Whatever your mission–elevating recognition in your current role or looking for something new–the power in shaping who you are and how you are known lies in your hands.

Read more about the importance of building your professional brand in my recent Fast Company article.