Lever Talent, Inc.

As founder & CEO of Lever Talent, Inc. - the talent strategy agency - I get to lead our efforts to help leaders implement strategies to bring their best selves to work and take control of the biggest lever in business.

Our mission is to help leaders realize they are capable of more than they could ever imagine. We believe individuals make a business, not the other way around, and all business is personal.

The employee-employer relationship is broken. Thankfully, employees are gaining leverage. Innovations in artificial intelligence (AI), robotics, and Web3 are shifting the power dynamic. We’re flipping the script by helping businesses lean into this shift - bringing humanity back to business in the future of work.

At Lever Talent, we help businesses deploy technology-enabled talent strategies that empower leaders to find leverage in themselves and their teams to spur growth in any market. Maximizing team performance while ensuring they maximize their greatest asset - their career.

We help with:

- Talent Strategy: We help leaders align their people strategy to their business strategy and accelerate growth with talent optimization.

- Career Development: We give people the training and coaching they need crush their current job and achieve their goals.

- Leadership Communities: We bring growth-minded leaders together to share ideas, learn from each other, and grow.

Detailed Services Overview:
- Leadership & Strategy Alignment Consulting
- Mission, Vision, Values & Culture Transformation
- Hiring Process and Strategy Consulting
- Management Training
- Leadership Coaching 
- Team Building Workshops
- Career Development Communities
- Employee Engagement / Performance 
- The Predictive Index Software sales and client service - we are a PI Certified Partner.

Founder & CEO

The Lever with Drew Fortin Show

With a goal to redefine your understanding of the future of work, "The Lever with Drew Fortin" launched on YouTube and your favorite podcast streaming app starting on August 7, 2023.

Over the first half of 2023, Connor Lewis, Executive Producer and founder of Studio Lewis, and I set out to find experts to dive deep, not just into the technology but its implications on our world of work, investment, academia, economics, and businesses.

There is a lot of fear-mongering out there on the rise of AI and robots are coming to take jobs. It's important to remember that every major platform shift before AI has led to more prosperity and further innovation. The Lever is designed to challenge current thinking and highlight the transformative effects of AI, robotics, and Web3 on the traditional employee-employer relationship. It emphasizes the good things these advancements mean for workers.

Each of the six episodes in Season 1 of The Lever is about 10-20 minutes long and is a carefully crafted composition of news, research, and expert commentary on future of work trends. With pre-drafted episode summaries in hand, we set out to interview leaders, innovators, and trailblazers across work tech, investing, academia, economics, and business. We then carefully analyzed 25 hours of footage and transcripts from 23 interviews and dozens of news and research articles to finalize the show scripts for Season 1.

Learn more 👉 Levershow.com

Co-creator, Host, and Future of Work Researcher

The Predictive Index

The Predictive Index (PI) is a private-equity-backed talent optimization software and services company.

I was promoted three times in my tenure:
- Chief Growth Officer 7/2021 - Present (1 yr)
- Senior Vice President, Sales & Marketing 11/2018 – 7/2021 (2 yrs 9 mos)
- Vice President, Sales & Marketing 9/2017 - 11/2018 (1 yr 3 mos)
- Vice President, Marketing 5/2015 - 9/2017 (2 yrs 5 mos)

As Chief Growth Officer, I reported directly to the CEO and was responsible for maintaining their unified vision and go-to-market plans by keeping tight collaboration and cross-functional alignment - breaking down silos and challenging the status quo.

I was part of the senior leadership team since my start. We achieved over 550% revenue growth since 2015 (28% CAGR - breaking $100M ARR in 2022!), 100% growth in the paying subscriber base (achieving 11.5K), and 2,000% growth of the PI certified partner network (achieving 1.1K partner firms).

I led the development of our strategy to create the talent optimization (TO) category and evangelize the TO discipline, which led to the $50M growth equity investment from General Catalyst in 2019.

My charter was to navigate the transition from sales-led to product-led growth (PLG). We successfully launched our first PLG product in 2021 called PI Design - which quickly grew to 2K paying business subscribers and grew our client expansion billings over 50%. Followed by PI Hire and PI Diagnose in 2022.

I spent most of my time focused on PI’s long-term growth plan and goals to develop the TO category and remain the industry-leading SaaS platform. Healthy growth was the name of the game, so there was constant, necessary conflict to manage between long-term/short-term goals and results. (👈 That was the fun part. I love that stuff!)

I was extremely fortunate to work with a dream team of direct reports who led our sales, partner recruitment & activation, demand generation, product marketing, brand, and content marketing functions (of 100 PIoneers).

Chief Growth Officer

In Confidence Podcast

Difficult co-worker? Meddling micromanager? Tough team? Sabotaging self-talk? No doubt, work perpetually challenges everyone’s confidence causing us to feel uncomfortable, unworthy, and unengaged. Get science-backed confidence coaching from two of the best in the biz.

I co-hosted this leadership and personal growth show with Alyssa Dver of the American Confidence Institute. We take calls from real callers and help them work through workplace issues that are getting in the way of them being their best.

Podcast Host

PennySaver USA

The California PennySaver was a local advertising and classified media icon from 1962-2015. I joined at a time of great risk and change - we had the strategy to introduce digital products to fill the ever-growing void created by declining print ad revenues. It was my first executive leadership position reporting directly to the CEO. We were generating $175M in annual sales revenues from 12K business clients and millions of consumer classified ads. 

While there, I led a strategic revamp of our full-service local digital marketing and SaaS website service to a monthly subscription model, integrated 3rd party applications, and kicked off a 3rd Party Reseller Program that increased our growth rate 90%. We also introduced new digital ad products on our classifieds website, which grew revenue from our online listings & classified product by 100%.

I managed many different teams of many shapes and sizes - including a field sales team, product management, engineering, development, and design teams in Poland, India, and Arkansas. I also set up and managed our strategic partnerships with companies like Google, Bing, and Yext.

In 2013, I was tasked with downsizing efforts, restructuring, and assisted the company through a pitch and spin-off of ownership from Harte-hanks, our parent company, to any acquiring private equity firm. Although it was an amazing learning opportunity, I was exposed to the dark side of business when our owners shut the company down in 2015 with little notice - they were subsequently sued for not providing proper notice before firing hundreds of employees.

Vice President, Marketing & Digital

HubSpot

The growth and success we were achieving at Compete caught the eyeballs of HubSpot's CMO and I and jumped at the opportunity to join this growth-stage SaaS start-up on their marketing team. Although brief (the team dynamic was admittedly not for me!), I learned so much and made long-lasting relationships.

We were able to grow our already gargantuan monthly lead flow by 20% while I was there to 45K leads. I managed all of our advertising and search marketing. I implemented mobile marketing, affiliate marketing, and ad retargeting programs. I also wrote a lot of content and held presentations to educate our users on topics that were near and dear to me like SEO, search engine marketing, and content generation. 

Check out this top-ranking article I wrote when I was there (which was accompanied by a 20+ page guide I also wrote) been since been updated several times and generated thousands of views and leads.

Inbound Marketing Manager - Advertising Programs Lead

Compete, Inc.

Compete was a competitive web analytics start-up co-founded by David Cancel (current CEO and co-founder of Drift). I joined as their first dedicated marketing manager responsible for running demand gen programs for their SaaS start-up product called Compete PRO (competitive intelligence and market research tool). This was product-led growth before product-led growth was cool! I reported directly to the GM of Compete PRO. 

The freemium client firehose was on and the problem of the day was figuring out how to convert this free client base into paid subscriptions and monetize our products. 

I created a multi-channel marketing and go-to-market strategy that leveraged our brand strength in the marketing technology space (we had an AdAge Top 25 ranked marketing blog) across all digital channels.

In less than a year, we grew our freemium base 83% to 220K accounts and increased free to paid conversions by 30%+! The result was 50% growth to $6M ARR while maintaining 85% retention rate - this was in 2010! 

Compete was acquired by WPP's Millward Brown Digital, formerly Kantar, formerly TNS just as I started there. The Compete PRO product was eventually folded into other products and assets were sold off as M&A activity evolved.

See the attached presentation I prepared and presented at a Massachusetts Technology Leadership Council (aka MassTLC) meeting in 2010.

Senior Manager, Internet Marketing (SaaS)

Staples

I developed and executed growth strategies to drive e-commerce sales and revenue on Staples.com. This was a very exciting time in retail and e-commerce. Staples.com generated about $500M in annual revenues from over 30K+ products - it was one of the world's largest online retailers at the time. Amazon was starting to gain traction and disrupt, but no one had a clue just how significant and transformational the rise of e-commerce would be.

This was also the beginning of the SEO movement. I had the unique opportunity to spearhead Staples.com's first SEO task force. We met regularly to talk about how to implement site-wide optimizations and execute a transformational strategy to democratizing our product data. 

I also managed our affiliate marketing and comparison shopping engine programs which generated over $60M in annual revenues. We had over 1,000 affiliate publisher websites. 
 
I quickly fell in love with web analytics and learned about website architecture, programming, and merchandising products online. I became obsessed with digital marketing, analysis, and growth modeling and projections.

Online Marketing Manager - Staples.com

Online Marketing Specialist - Staples.com

Corporate Communications Coordinator - Staples Copy & Print Center

Picture this… I had just graduated with my music degree, I landed an interim choir director gig at my old high school. I was in a band and we played many times a week. I needed health insurance, so picked up a shift at my local Staples store in Acton, MA (Store #1219) in their copy and print center. 

I’ve always been infatuated with business (I set up our band as a general partnership, ran our books, and admin stuff). I quickly became passionate about running this copy and print center too.

When my choir gig was up I became manager of the copy and print center. I had my own $650K P&L. I managed a small team. I ran the business, kept the engine humming, went knocking on doors to increase business, managed the books, ordered supplies, covered gaps in shifts, etc.

This was truly an amazing experience that led me to becoming an assistant store manager and attracted the eyeballs of our corporate offices.

Assistant Store Manager

Founder & CEO @ Lever Talent | Host of The Lever Show | Helping leaders develop talent strategies that leverage a tech-empowered future.

You're capable of more than you could ever imagine.

I started my career impatient, driven, and naive - pushing hard to climb the corporate ladder and eventually found myself fired from a highly coveted growth-stage start-up in my mid-20s. 

That moment sent me on a journey of self-discovery. I realized I'm a fixer, visionary leader, relationship builder, and goal setter. I’m fascinated by the human condition and the impact that technology is having on humans at work.  

Innovations in AI, robotics, and web3 stand to scale our potential, strengthen our superpowers, and free us up to focus on the more human elements of work. Over the last 20 years, I've learned that if you paint an inspiring vision, surround yourself with people you admire and trust, and embrace technology, you’ll be amazed at how quickly you can grow.  

In 2022, I decided to follow my passion and became the Founder & CEO of Lever Talent, Inc. - the talent strategy agency. I spend my time helping business leaders deploy talent strategies and tools to find leverage in themselves and their teams to spur growth in any market. Join the movement at levertalent.com. 

I use my LinkedIn to network, learn from others, and share any wisdom I've gained along the way.  

With technology, our leverage is limitless. Let's embrace and change the world. ⚡️🌎 

Specialties: Talent Strategy, Growth Leadership, Cultural Transformation, Mission Vision Values, Team Building, Talent Optimization, Go-to-Market Strategy, Digital Transformation, Consulting, The Predictive Index, Engagedly

Drew Fortin

I’ve seen a lot of posts from leaders talking about how hard layoffs are for them.

They’re right, it is brutal to sit across from someone and tell them their job is gone. 

I’ve done it more than once. It never gets easier.

But here’s what I don’t see enough of: 

Acknowledgment that the person being let go has it far, far harder.

They’re the ones facing an insurance crisis, mortgage payments, daycare costs, food bills, and the emotional gut-punch of losing purpose overnight.

As leaders, we talk a lot about empathy and “doing it the right way.” 

But if we’re being honest, most layoff comms are designed to protect the company’s emotions, not the individual’s livelihood.

We’ll say things like “this was the hardest decision I’ve ever made” while the person we’re letting go is quietly wondering how to tell their family.

Layoffs are sometimes necessary. But if you have to do them, don’t center your pain.

Center their reality.

If you’ve ever had to do layoffs, reflect on this:

Who carried the real weight of that moment, you or them?

Founder & CEO @ Lever Talent | SHRM-SCP | Helping leaders develop talent strategies that leverage a tech-empowered future.

Amazon doesn’t pretend to have a great culture.

That’s exactly why their strategy works.

Andy Jassy has been blunt: automation is driving results, and they’re doubling down on it.

This shouldn’t surprise anyone.

Amazon’s culture has never been warm and fuzzy; it’s designed for efficiency, precision, and relentless execution.

And for them, that alignment works.

Where leaders go wrong is pretending their company can act like Amazon but feel like Patagonia.

You can’t build a cutthroat, hyper-optimized operating model and then talk about “psychological safety” and “belonging” like it’s in your blood.

If your business is tightening up, getting lean, and optimizing for efficiency, own it.

If you’re trying to grow through experimentation and empowerment, build the space for that.

But don’t sell one and live the other.

No, your coworkers are not your family. 

And the “workplace family” is one of the biggest lies we keep telling ourselves.

Sociologist Sarah Mosseri’s new book, Trust Fall, takes that myth head-on, and I’m here for it.

For decades, leaders have used “we’re a family” as shorthand for belonging, loyalty, and trust. 

But as Mosseri’s research shows, it’s often a cover for imbalance: companies say “family,” but act like corporations.

Her work reminded me of how often I see teams confuse trust with comfort.

True trust is risky and vulnerable. It means giving people the freedom to question the system without being punished for it.
 
Most workplace "families" rally during a crisis, “bond in the trenches,” and call it teamwork, but never stop to ask why they're always in crisis. 

That’s a leadership problem, not a culture win.

The best workplaces are communities built on shared accountability and mutual respect.

If you have to call it a family to keep people around, you’ve already lost their trust.

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Talks about #culture, #leadership, #futureofwork, #humanresources, and #transformation

No one cares more about your career than you do.

It is the single greatest asset you own.

Yet most people treat it like a group project, waiting for someone else to tell them what’s next.

Promotions, stretch projects, mentorship, even recognition, none of it just happens because you deserve it. 

It happens because you’ve made it clear what you want and you’ve done the work to prove it.

If you haven’t taken the time to define your next move, no one’s coming to do it for you.

And if you haven’t told anyone what you actually want, don’t be shocked when the world stays quiet.

When you do speak it out loud, when you say “this is what I want, this is who I’m becoming,” the universe starts to rearrange itself around you.

So stop waiting for permission.

Own your path.

Your next chapter starts when you decide what you want.

I wish someone had told me that in my 20s.

So I’ll tell you:

Don’t outsource your trajectory. You own the asset, so start managing it that way.

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Every leader should be able to say:

"Here’s what I’m great at, and here's where I need help.”

Imagine if every team normalized that kind of honesty. 

No need to guess, just strengths out in the open and gaps named for what they are.

Success doesn’t come from trying to be great at everything. 

It comes from doubling down on what makes you exceptional and building systems that let others do the same.

It's common knowledge that the best athletes don’t play every sport. They find the one that amplifies their strengths, and they go all in.

The same goes for leaders. 

As technology evolves and AI expands, being more human is becoming a leadership advantage.

The future belongs to teams that know themselves deeply, celebrate their natural talents, and build around them.

Let’s start with transparency and build well-aligned teams.

AI layoffs are a cop-out.

Let’s stop pretending otherwise.

The economy’s rough right now.

So when I see companies announcing “AI-driven layoffs,” I can’t help but roll my eyes.

No one’s getting a commensurate productivity lift from AI in 2025 or 2026 for that matter. 

At least not yet.

What we are seeing is leaders using AI as the scapegoat to justify tough calls they don’t want to own.

“I’m sorry, it’s just automation.” No, it’s economics.

AI will absolutely reshape jobs and displace workers. It’s already changing how we work and what value humans bring.

But most of these cuts have nothing to do with true AI efficiency. They’re about maintaining needed profitability in a weak market.

And when leaders hide behind “AI transformation” instead of admitting that, they erode trust even faster.

Let’s be honest with our people.

Let’s say, “The market sucks right now, and we have to make hard choices to survive.”

Because the story of AI shouldn’t be about fear and headcount cuts.

It should be about how we redesign work to make humans more valuable than ever.

Everyone says the hardest part of layoffs is losing people.

No one talks about what it’s like to be the one who stays.

Some folks in my network shared what it’s like to “survive” multiple rounds. There’s the obvious: survivor’s guilt.

But then there’s the post-anxiety layoff that no one really talks about.

Because the truth is, no matter how loyal you are to the mission, surviving multiple RIFs changes you.

You might still want to help the company rebound, but once people start scanning for exits, the culture’s already cracked.

Culture doesn’t survive that kind of fear intact. In many cases, you have to rebuild from scratch.

And this is where most companies overcorrect.

They double down on wellness, celebrate using PTO, and hang posters that say “It’s okay to not be okay.”

The intention is good, but it becomes the new avoidance strategy. If everyone’s recovering, no one’s building.

Healthy organizations don’t glorify burnout, but they also don’t treat ambition like a bad habit.

Real balance means creating an environment where people want to give their best because they believe the effort still matters.

If you want your people to stop running scared, give them something they can't help but run toward.

A lot of companies are only adding AI to their title because it makes for a better headline.

And honestly, that’s not a bad thing. AI holds massive promise. 

And if you’re not actively adopting AI tools and building your company’s AI fluency, you’re falling behind. 

AI is a huge opportunity. The issue is that most companies are chasing “AI strategy decks” instead of asking better questions like:

- How can we use AI to optimize what already works?

- Where can it automate the repetitive stuff so our people can focus on higher-value work?

- How do we teach our teams to experiment and adapt as AI tech evolves?

That last one is key.

HR has a huge role to play here.

AI is an organizational change problem, and right now, HR is being asked to lead that charge, often without the tools, confidence, or seat at the table they deserve.

Now’s the time to use AI as the catalyst to build a culture of learning, agility, and human adaptability.

It’s the basic, day-to-day work of evolving how we work with AI that actually paves the way for the kind of strategic, differentiated applications everyone’s chasing.

Because the future of leadership is about using technology to help humans become more capable, creative, and resilient than ever.

Empathy became the new performance metric.

And now no one knows how to say the hard stuff.

Since COVID, we’ve seen a cultural overcorrection. And somewhere along the way, performance and clarity got left behind.

Caring for people doesn’t mean cushioning them from reality. 

We still operate in a capitalist system. Companies exist to grow, compete, and win. 

When your culture forgets that, it starts to drift.

You can feel it when a company faces tough calls, layoffs, restructures, and missed targets. 

Suddenly, people are shocked. Disillusioned. “Wait, how could this happen?”

Because no one said the hard stuff when it mattered.

Strong cultures don’t hide from reality. They help people understand the business, the risks, and the road ahead.

And it falls on leaders to do two things at once:

1) Build a humane culture that treats people like adults.
2) Stay ruthlessly focused on the strategic imperatives of the business.

Empathy matters. But empathy without clarity only creates confusion.

Specialization is killing innovation in HR Tech.

For 15 years, HR leaders have been told to “find their niche.”

Hyper-specification was the smart move. Now, they’re paying for it.

Last week, a digital marketing partner told me,

“You call yourselves a full-service talent strategy agency, but no one else does that.”

Exactly.

Because the industry has spent a decade unbundling itself into a thousand micro-experts.

Now we’re entering the great rebundling.

Just like streaming: first came Netflix, then the flood, now everyone’s craving cable again.

HR is no different.

Leaders don’t want 10 vendors solving 10% of the problem.

What they really want is one partner who can help them with the whole system, not just a piece of it.

That’s why we built Lever Talent, Inc. as a full-service talent strategy agency.

Whether you need cultural transformation, org design, leadership training, fractional HR support, or HR software management, you can start small and scale with us.

If your company vanished overnight and you had to rebuild it tomorrow…

Would your org chart look the same?

Now imagine applying that to your workforce strategy.

If you were starting your company today, in a world of AI agents, async collaboration, and 10x productivity per person, how would you design your org?

Would you still define “manager” the same way?

Most wouldn’t.

And that’s the point. 

We’ve built orgs layer by layer for decades,  adding roles, tools, and policies like barnacles on a ship, without ever scraping them off to see if the structure still floats.

A “zero-based” approach to human capital would force us to rethink how work actually gets done now.

If you’re not familiar, it’s when companies start their budgets from scratch every year.

No “last year plus 10%.”

It’s a thought experiment worth doing, especially for HR and people leaders trying to design the next era of work.

If you were rebuilding your org from zero today, what would you keep… and what would you leave behind?

Everyone loves to say HR is “slow to adopt AI.”

HR is the only team smart enough to ask what happens after the adoption.

This is the function responsible for compliance, documentation, process, and most importantly, people. 

Of course, they’re going to measure twice and cut once. That’s our responsibility.

AI is moving so fast that “measured” can start to look like “left behind” if leaders don’t stay curious.

Every HR leader I talk to should be getting fluent in the language of AI right now.

The HR leaders who figure out how to make AI work for people are the ones every CEO will want on their team.

We’re already seeing it in logistics, where people collaborate with software and robots every day. 

That’s just the beginning.

HR’s role in the AI era isn’t to keep up.

It’s to lead the integration responsibly, strategically, and humanely.

Stop saying “AI won’t replace you; someone who knows AI will.”

That’s not true.

If 15% of your workforce gets cut overnight, it’s not because every manager suddenly became a prompt engineer. 

It’s because the CFO did the math.

Tenure, pay bands, performance stack ranking… that’s the calculus, not who’s best at ChatGPT.

Yes, AI is replacing people. But not in the way LinkedIn gurus want to sell it.

It’s commoditizing everything except distinctly human ability.

So yes, AI will force displacement.

But what it’s really forcing is a reckoning with what makes us valuable in the first place.

You don’t survive this shift by becoming “AI fluent.”

You survive by becoming more human than ever.

If a candidate’s first touch is a faceless agent, you just told them exactly how much you value people: not much. 

Automation is efficient. But hiring isn’t a spreadsheet exercise.

Candidates want speed and someone accountable for decisions that shape their careers.

Tech is not strategy. People still are.

As someone obsessed with what AI and robotics mean for the employer–employee relationship, I’ll die on this hill: 

The more tech we adopt, the more our differentiator becomes distinctly human judgment, trust, context, and dignity.

If you’re racing toward “AI-run hiring by 2026,” start here:

1) Human decides, AI informs. 

Use models to structure, summarize, and surface signals. Final calls belong to accountable humans.

2) Radical transparency. 

Tell candidates where/when AI is used and how it influences outcomes. No black boxes. (Trust is the currency.)

3) Bias isn’t “fixed,” it’s governed. 

Treat bias as a system problem: data audits, adverse-impact monitoring, and escalation paths that real people own.

4) And most importantly: Train the humans. 

Most teams don’t know what “AI skills” even means. Make fluency part of manager enablement and recruiter craft.

I’m not anti-AI. I’m anti-abdication.

You didn’t hire more people to slow things down...

But that’s exactly what happened.

Scaling should make things smoother, but it rarely does. The habits that helped you win early on don’t serve you later.

When companies start, they’re agile, experimental, and fueled by belief.

Then, they hit product-market fit. Now they’re in growth mode. 

That’s when process, discipline, and focus take over. Meetings multiply, and decisions slow.

The business becomes about precision: tightening systems, reducing errors, building consistency.

But when you over-optimize for process, you lose the agility that made you successful in the first place.

At a certain point, you need to redesign how your organization works.

At Lever Talent, Inc., we use the Competing Values Framework to help companies do exactly that.

If your team feels stuck in “slow motion growth,” this is your signal to recalibrate.

Because every stage requires a different kind of leadership, culture, and operating model.

CEO turnover is spiking in 2025, and it’s not because CEOs are failing. 

It’s because the job changed faster than they did.

New data shows high-performing companies are now almost just as likely to replace their CEO as underperformers. 

In the S&P 500, 2025 turnover in the top three performance quartiles hit 12%, nearly matching the bottom quartile at 14%.

Boards aren’t waiting for a downturn or a misstep. They’re finally acknowledging what many of us inside organizations have felt for years:

AI transformation is reshaping every role, and yesterday’s leadership profile doesn’t map to tomorrow’s demands.

The leadership equation has shifted: agility, digital fluency, and stakeholder orchestration now matter more than tenure.

That's why external CEO appointments nearly doubled this year. 

If the last few years taught us anything, it’s that strategy fails when leadership, structure, and decision-making can’t keep pace. 

The companies built for the future are the ones redesigning leadership for it, before the market forces them to.

And if your org isn’t building future-ready leaders, your board will go shopping for one.

Most companies hide bad news.

Amazon broadcasts it, and it wins them loyalty. 

When they make tough calls like layoffs, restructures, or pivots, it’s rarely a surprise.

Internal memos are written for public consumption. Leaders get out ahead, set expectations, and communicate the why behind the what.

That doesn’t make it easy. But it does make it clear.

Most leaders think people can handle bad news. What they can’t handle is being blindsided.

Trust isn’t built on inspirational speeches or glossy “values” slides.

It’s built when your team sees your strategy in action, and when your decisions line up with the story you’ve been telling all along.

So, before your next big announcement, ask yourself:

Have we shown the team how our strategy is actually working?
Are we building trust through clarity, or confusion through silence?

Trust isn’t a communications exercise.

It’s a pattern of visible alignment between what you say and what you do.

SHRM tried to teach authenticity.

Now it’s being called out for faking it.

You can teach compliance, frameworks, and best practices all day long… but if the people leading the charge aren’t living it, the whole thing collapses.

An organization built to help HR leaders model inclusion and trust… now under fire for failing at both.

That’s a strategy issue.

I say this as someone who went through SHRM certification.

The material’s solid, and the intent is good. But it reinforced something I already believed:

HR is not the star of the show.

The best HR leaders are the supporting cast, the ones who make everyone else better.

Your job isn’t to make HR “matter.” It’s to make the business unstoppable.

So when I see stories like this, I don’t pile on.

I just hope someone inside remembers: 

Your credibility isn’t earned through policy or optics; it’s earned by aligning words, actions, and outcomes.

And right now, HR as a profession needs that alignment more than ever.

The biggest mistake businesses make about their AI strategy?

Is thinking they need one.

AI isn’t something you strategize for, it’s something you adapt to.

AI is evolving faster than any strategy document can keep up.

If you are a business, your strategy needs to be about how your organization adapts to it:

- How you experiment.
- How you absorb what works.
- How you can exploit it for strategic differentiation.
- How you operationalize it into how you build, decide, and lead.

This is why HR is suddenly at the center of the AI conversation,  helping the business get good at change.

AI’s showing up in every board meeting, every strategy deck, every investor call. 

The market’s on fire with it, even while the workforce feels the drag of uncertainty.

So here’s my take:

Stop trying to make a “five-year AI plan.”

Start building a system for transformation, one that helps your people, your leaders, and your org evolve as fast as the technology does.

Almost ten years ago, I was working around the clock helping build other people’s wealth… and quietly realizing my own wasn’t secure.

I had the titles, the income, the track record — but every dollar I earned lived inside a 401(k) I couldn’t touch, in markets I couldn’t control.

One bad quarter and everything I thought was “diversified” suddenly felt fragile.

I wasn’t afraid of hard work.
I was afraid of losing control.

So I went looking for something different — a system that could create stability, not speculation.

That search led me to real estate… but not the flashy, high-risk kind.

I found my lane in co-living real estate — an asset class built on fundamentals: people, community, and need.

Housing is the one thing that never goes out of demand. And when managed right, it’s one of the few investments that can produce consistent, tangible results in any market cycle.

I built CoHaven Capital on that idea — helping investors transform uncertainty into security through professionally managed, income-producing housing.

We buy single-family and small multifamily homes, convert them into modern co-living spaces, and operate them with precision.

The result is stability for residents, consistency for investors, and purpose for everyone involved.

Because here’s the truth:
Most professionals don’t struggle because they’ve made bad decisions — they struggle because their wealth is built on assets they can’t control.

They’re tired of volatility.
They want something real.

That’s why I’m here.

I help investors reclaim control of their financial future through disciplined, data-backed real estate ownership — the kind that builds peace of mind today and security for tomorrow.

Since co-founding CoHaven, we’ve built a system that brings professional management, transparency, and consistency to an overlooked corner of the housing market.

And now, we’re helping busy, high-performing investors do the same with their portfolios.

If you’re ready to replace uncertainty with stability — let’s talk.
www.cohavencapital.com

Co-Founder | CoHaven Capital
Building reliable income and lasting impact through disciplined real estate.

Charles Rossano

I’ve owned 0% of a $50,000,000 business. 

I gave my life to it too. 

I gave my all to a W-2 while helping others build their wealth. 

It’s part of most of our journeys. 

Honest work. 

But after 2 decades of trading time for money, I’d had enough. 

“What if I was the owner?”
“What if I was in control?”

These questions kept popping into my mind. 
& eventually, I came to the answer: 
“I’m going for it.”

The best, most fulfilling decision I ever made. 
Now I help people make the same decision. 
Through cash flowing real estate. 

P.S. What would you do on your first day of having financial freedom?

Building Predictable Passive Income Through Co-Living Real Estate — Turning America’s Housing Crisis Into Opportunity

Sam Zell had a net worth of $5,000,000,000. 

He became a billionaire mastering 1 thing: 

1) Identifying opportunities others missed.
↳ Otherwise known as value investing. 

Here’s 3 takeaways from studying Sam Zell: 

1) “Risk is the ultimate differentiator. I have always had a deep and complex relationship with it. I am not a reckless person, but taking risks is really the only way to consistently achieve above-average returns — in life as well as in investments.”

- I resonate deeply with this quote. As an LP, how you come to grip with risk is knowing the risk you are taking (Jon Gray quote). 

2) “Real estate is a local market, by definition. It is not possible to focus on national trends; one must focus on local issues and characteristics.”

- As an LP, part of mitigating risk is understanding the markets you invest in at a neighborhood level. 

- Or know the right questions to ask a GP to understand if they know the market. 

- Either skill is required to mitigate knowledge risk while investing. 

3) “All the opportunity in the world means nothing if you don’t actually pull the trigger.”

- I was an employee for many years. Wanting to take the leap, but not knowing how. 

- Finally, in September of 2024, I did pull the trigger to start CoHaven. 

- I’ve never worked harder, but I’ve never felt more fulfilled. 

P.S. Which takeaway stuck out most to you?

We invested in a $400,000 property in Phoenix. 

We invested in a $420,000 property in Houston. 

We invested in a $480,000 property in Charlotte.

We acquired each of the properties with our own capital, LP Capital, & local lending relationships. 

Here’s 3 lessons I’ve learned from these 3 deals: 

1) Value-add real estate is a game of speed. 

- We finished each of the renovations in under 5 months. 
- Taxes. Utilities. Insurance. It all adds up with no rent. 
- When our investors trust us to generate cash flow? 
- We’ve got to execute quickly. 

2) The right people are everything to real estate. 

- On average, we’re filling these assets in < 30 days. 
- 6+ individual bedrooms to fill in each property. 
- You must have the right team in place. 
- The people make or break the deal. 

3) Cash flow is king. 

- Within 6 months, we’re distributing cash to our investors. 
- Our investors LOVE this. You always hear cash is king. 
- But these assets really proved it to me. 

P.S. Which lesson stuck out to you the most?

I spoke to a doctor who makes $400,000 a year. 
I spoke to a nurse who makes $100,000 a year. 
I spoke to a CEO who makes $250,000 a year. 

You know what they all have in common? 

• They want financial freedom. 
• They want options. 

& do you know the investment they’re wanting to use? 

Real estate. 

Real estate provides risk-mitigated returns. 
Real estate provides tax advantages. 
Real estate provides consistency. 

& when acquired & managed well? 

Provides the necessary cash flow to create financial freedom. 

That’s what we’re all about for our investors. 

Curious to learn more about our investing? 

CM “CoHaven” to schedule a call.

I spoke to a salesman making $200,000/yr. 
He asked me a question: 
Should I invest as an active investor? 
Or should I invest passively?

Here’s what I asked him: 

• “Are you willing to do property accounting?”
• “Are you willing to handle maintenance?”
• “Are you willing to manage the tenants?”
• “Are you willing to manage a manager?”
• “Are you willing to hunt for deals?”

All of these things take money. 
All of these things take stress. 
All of these things take time. 

If you are willing to take on these burdens. 

You should consider investing actively. 

If you aren’t willing. 

You should consider investing passively. 

Running your own investments isn’t for everyone. 
But, if it isn’t for you. Luckily, you have options. 
Namely, the opportunity to be an LP. 

P.S. What are your thoughts on actively investing? 

Would you add anything to the list?

Jonathan Gray is the CEO of Blackstone. 
They manage $330,000,000,000 in CRE. 
When asked about their position in CRE,
Jon said this: 

“Having the largest [real estate] business when the cycle is turning should be very advantageous for our shareholders.”

Systems. People. Experience. 

All aspects of a quality GP that are essential to take advantage of the "uncertainty" in the market. 

Here’s 3 takeaways from Jon Gray: 

1) “Now is probably a good time, before rates come down, to move … Perception is so negative, the headlines are negative, yet the value decline has occurred.”

- We’re seeing this take place in some of the most desirable markets in America. 

- Phoenix, Charlotte, Houston. 

2) “Having the largest [real estate] business when the cycle is turning should be very advantageous for our shareholders.”

- As an LP, you’re seeing a limbo in the market between a recession in real estate, & the upswing. 

- To take advantage of such a time, it takes systems, people, & experience. 

- Why? Because it’s hard to operate in times like these. 

- So you need those dialed within a GP to win. 

3) “Private real estate can drive meaningful income generation.”

- This is exactly the aspect of real estate we leverage for our investors. 

- We take under-appreciated assets within great markets. 

- & convert them to cash flowing investments. 

P.S. Which takeaway stuck out most to you?

Grant Cardone manages $5,000,000,000 of real estate. 

But it didn’t start that way…

At 10, Grant’s father passed away. 
By 15, Grant was addicted to drugs.
By 20, he had no direction in his life.
At 25 though? Everything changed.

Here’s 3 takeaways I learned from Grant’s beginnings: 

1) “Changing how I thought, every single day, that was the battle."

- The real battle for all of us is between the ears. 
- We must first conquer our minds. 
- Then we can build wealth. 

2) "When I got out of rehab, I didn’t go back to my old friends.”

- You are the sum of who you spend your time with. 
- Grant was a living example of this on both sides. 
- The Bad & the Good. 
- For me? 
- I began going to conferences & lunches. 
- Meeting wealthy people. 
- & learning about how they’re different. 

3) “The real issue was that I had no goals."

- Alex Hormozi has a contractionary quote I like: 
- “We are not the sum of our aspirations, 
- “We are the sum of our actions.”
- However, our “why” is incredibly important for those hard times. 
- Aligning our why with our goals is the solution. 
- At least one that I’ve found to be effective. 

P.S. What takeaway stocks out to you the most?

I spoke to a CEO (who’s invested $250,000 of equity into real estate the last 365 days) about what he’s looking for in an investment. 

Here’s what he told me: 

1) He’s looking to replace his W-2 Income. 

- He is the CEO of a larger company. 
- But he wants to take a step back. 
- For him? 
- He’ll leverage cash flowing real estate. 

2) He’s not looking to manage himself. 

- He’s running a company. 
- He’s got his family. 
- He doesn’t need another time suck.
- So he’s looking to delegate that. 

3) He’s familiar with real estate. 

- He’s invested in real estate in the past. 
- He owns his own home of course. 
- To him, the hard asset makes sense. 
- It’s safer than other asset classes. 

What are you focused on with your investing in 2026?

Stephen Ross built the $25,000,000,000 Hudson Yards. 

(The largest development in American history)

When asked about his success, Stephen Ross said this: 

"I surround myself with the brightest people possible.”

If there is one thing I’ve learned from Mr. Ross? 

If you’re in the room with the right people?

There’s no limit to your potential.

Here’s 3 takeaways from studying Stephen Ross: 

1) "We're involved in every sector of real estate development…and we have all the disciplines in-house."

- In an era where insurance, labor, materials and taxes are rising across the board, you need a way to decrease those costs. 

- The most tried and true method? Vertical integration. 

2) "I surround myself with the brightest people possible.”

- If I’ve learned anything from joining a top notch mastermind, it’s this: You are the sum product of the people you surround yourself with. 

3) "I bet on New York”

- When Stephen Ross was asked about why he built Hudson Yards, he said this: "I bet on New York.”

- As an LP, this is exactly what you want to see from your active investor. 

- As an investor, you aren’t only dependent on the asset doing well. 

- You’re dependent on the city too. 

- You want a GP confident in the city they are investing in. 

P.S. What stuck out most to you?

We acquired a $450,000 4-bed SFR in Charlotte, NC. 
We spent $60,000 to add 6 beds & 1.5 baths. 
Within 90 days of acquisition?

We were 100% occupied & produced a 17% cash-on-cash return since. 

An incredibly important aspect of this success? 

Our construction management. 

The quicker we move? The quicker investors are paid. 

Here’s construction management green flags: 
(That every LP should look for in a GP)

- They aren’t afraid to hold their contractors to standards.
- They have a team with experience managing job sites.
- They walk every unit every day that work is underway.
- They know the capex budget off the top of their head.
- They can name the cost of the new faucet in a unit.
- They have a visual schedule for their contractors.
- They know they’re curating a home for residents.
- They have a process of documenting progress.
- They have standardized contracts for projects.
- They obsess over the alignment of fixtures.
- They rely on documentation, not memory.
- They obsess over what’s in the contract.
- They obsess over every blue tape item.
- They care about the residents.

P.S. What other green flags would you add to the list?

We invested in a $240,000 home in Phoenix, AZ. 
(Acquired the deal off market)
Renovated & 100% occupied in 2 months.

We acquired the deal with LP capital, our own capital, & a local hard money connection. 

Here’s the breakdown of the deal: 

- We acquired the property in a great neighborhood. 
- The asset itself was in poor condition. 
- We acquired the property as a 3 bed, 2 bath. 
- We spent $160,000 on the renovations. 
- After completion, it was 6 bed, 6 baths. 

Through local partnerships we established before entering the market with a non-profit, upon completion, we filled the asset in 3-days. 

Curious to learn more about our investment thesis? 

DM “Co-living” to schedule a quick 15-minute call.

We invested in a $378,000 single family home. 
After a $160,000 renovation? 
We generated a 16% cash on cash return. 

Here’s the breakdown of our deal: 

1) The asset was HIGHLY distressed when we acquired it. 
2) In a great neighborhood. 8 beds, 6 baths, and 4460 SF.
3) We invest in single family homes and convert them. 
4) We converted this home to 14 beds & 8 baths. 
5) After the renovations? 
6) We filled all 14 beds in 29 days. 
7) & have averaged 90% occupancy since. 

& now, we generate $3,100 of net cash flow for our investors in the deal. 

Curious to learn more about our investing process? 

DM “Co-living” to schedule an intro call.

I recently spoke to a business owner making $250,000. 
He had a question for me. 
Should I operate my own real estate? 
Or invest with a GP?

Here’s what I told him to consider: 

1. Do you have time to manage each of the tenants? 
↳ Or the time to identify a 3rd-party manager? 
2. Are you willing to take on the burden of renting? 
↳ Where tenants/managers call you with issues? 
3. Are you willing to manage the expenses? 
4. Are you willing to identify the deals? 

If you answer yes to all the questions? 

Then consider investing on your own. 

If you answer no to any of these?

Consider investing with a GP. 

Operating real estate isn’t for everyone, but if it’s not for you, that doesn’t mean you can’t invest in it either. 

P.S. Do you agree with the list? 

Would you add any questions?

July 2024 Starbucks Value: 
$88,000,000,000
August 2024 Starbucks Value: 
$98,000,000,000

The difference?

Starbucks ousted their previous CEO, hired Brian Niccol. 

Starbucks paid Brian $95,000,000 for his first 4 months. 

Starbucks made $10,000,000,000 just hiring him. 

When Brian was asked about the most important factor in Starbucks success, here’s what he had to say: 

“Real estate trumps brand in retail coffee.”

For the largest distributor of coffee in the world, real estate is the number 1 factor for success. 

If the CEO of a $98,000,000,000 company says that about real estate? 

We’ll be people that value real estate too. 

P.S. Here’s the real question though: 

What drink are you getting at Starbucks? 

A. Americano. 

B. Espresso. 

C. Other.

We buy single family homes. 
Instead of renting to 1 family. 
We rent to 6+ individuals. 
This is co-living. 

Electricians. 
Teachers. 
Nurses. 

These are our core tenants. Middle class, work-force housing. 

But instead of grossing $2,000/month in rent? 

We gross $6,000+. 

It’s the same home, but optimized with the right renovations, operations, & tenants. 

Curious to learn more about our investment thesis? 

DM “Optimize” to schedule an introduction call.

Our CoC return on our $420,000 SFR is 25%. 

Here’s how: 

1) We acquired the property for $280,000 in Houston. 
2) We immediately got to work renovating the deal. 
3) Within 2 months, we’d added 4 beds & 2 baths.
↳ For a total of 10 beds & 4 baths. 
4) 32 days after that the place was 100% filled. 
5) Since? We’ve averaged 91% occupancy. 
6) Producing $2,200 of net monthly rent.

This is the power of co-living investing. 

Curious to learn more about how we were able to do this? 

DM “Co-living” to schedule a call.

“I want $24,000 in passive income each year."

But you don’t have the deal flow to do it. 

“I want $24,000 in passive income each year.”

But you don’t have the systems to do it. 

“I want $24,000 in passive income each year.”

But you don’t have the time to do it. 

Real estate investing is one of the most accessible ways to build “passive income.” 

It just takes work to make it happen. 

The cool thing? 

Passive investors DELEGATE that work to operators. 

People like us at CoHaven. 

Who you trust to execute the work, while you collect the checks. 

Curious to learn more about our operation? 

Let’s talk.

Our CoC return on our $400,000 SFR is 16%.

Here’s how: 

1) We acquired the property for $240,000 in Phoenix. 
2) We immediately got to work renovating the deal. 
3) Within 2 months we added 2 beds and 3 baths. 
↳ For a total of 6 beds & 6 baths. 
4) Within 3 days the home was 100% occupied.
5) Since? We’ve averaged 100% occupancy.
6) Producing $1,300 of net monthly rent.

This is the power of co-living investing. 

Curious to learn more about how we were able to do this? 

DM “Co-living” to schedule a call.

The only thing I’m bullish on in 2026? 

Finding deals that work for investors. 

• Forget the meme coin. 
• Forget the next AI stock. 
• Forget the rates dropping. 
• Forget the next hot CRE market. 

In my opinion, as an operator: 

Choose your niche. 
Work to find great deals. 
Repeat. 

It’s all about having the systems, processes, connections & people to find the right deals…

Then EXECUTE when the right comes about,

Don’t make it too complicated. 

P.S. Do you agree?

McDonald’s makes more money from rent than nuggets. 

$7,300,000,000 per year from rent alone. 

Why does McDonald’s structure their business this way?

Because rent is more predictable than nugget income. 

Investing in real estate isn’t for everyone. 

But if…

• If you’re looking for reprieve from volatility. 
• If you’re looking for predictable cash flow. 
• If you’re looking for tax efficient investing. 

Real estate may be right for you. 

If the largest restaurant in the world built their business on the consistency of rent? 

Shouldn’t you? 

P.S. Here’s the real questions: 

What’s your McDonald’s order? 

A. McNuggets, Fries, & a Coke? 
Or
B. Big Mac, Fries & a Sprite? 
Or. 
C. Other. 

Which one are you getting?

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Charles Rossano

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