APEK.AI

Leading innovative tech company. APEK is a Virginia-based AI engineering and automation firm, specializing in the design, development, and deployment of advanced AI agents and enterprise automation solutions. With over 20 years of expertise, APEK empowers organizations and government agencies to transform operations, streamline workflows, and achieve measurable impact through custom AI systems and strategic advisory services.

CEO, Managing Partner

Voice2Me.ai

Voice2Me - owned by APEK.AI. Leading enterprise-grade AI voice technology innovation to transform customer experiences at scale. Pioneering multi-model AI architecture that delivers human-like conversations while handling thousands of concurrent interactions. Helping organizations reduce operational costs while enhancing customer satisfaction through voice intelligence solutions that bridge technology and humanity.

CEO, Chief AI Officer

Vector7.ai

As a founding council member of Vector7, I help shape an elite executive network uniting global leaders in AI, business, and policy. Vector7 provides a private, trusted arena where decision-makers exchange foresight, build influence, and remain relevant in the AI era.

Founding Council (Board Member)

The One 23 Group

Led post-M&A transformation and restructuring of government services platform company. Orchestrated migration to new ERP system in under 5 months while establishing GAAP and DCAA compliant business practices. Directed M&A due diligence activities and financial operations oversight.

Executive Vice President

Virtana Corp.

Driving operational transformation and strategic growth initiatives that resulted in 30% OPEX and 120% EBITDA improvement. Leading cross-functional teams to streamline business processes, establish corporate KPIs, and implement go-to-market strategies that improved ARR by 20%.

Executive Vice President of Operations

Siemens Government Technologies

Oversaw operational health of $500M+ federal IT portfolio serving USAF, DOD & DOE. Led execution excellence and compliance while building high-performing teams and establishing strategic partnerships.

Executive Director of Operations

General Dynamics Information Technology

Managed performance of $400M+ international portfolio across 50+ countries for USCIS. Built effective customer relationships while ensuring operational excellence and compliance in complex global environments.

Senior Director of Revenue Operations

Global Linguist Solutions, LLC

Led business account managers and program analysts overseeing $4.9 billion INSCOM international projects portfolio in the Middle East. Managed CONUS and OCONUS program functions and reporting.

Senior Operations & Strategy Advisor

Deltek

Led global SaaS software sales operations, driving team performance and quarterly target achievement through effective coaching and mentoring while growing company reputation through industry events.

Director of Sales Operations

Managed financial planning, compliance, and operational oversight for government contracting programs. Ensured contract compliance with federal regulations while optimizing program financial performance. Developed standardized reporting processes and implemented financial controls that improved program visibility and accountability across international operations.

International Program Coordinator

At 19, I left home and moved to another country with no money, no safety net, and no plan - just the belief that I was meant for more.

Since then, I’ve walked through fire more than once: divorces, parenting alone, financial struggles, personal losses, and making bold moves of leaving a successful corporate career, to rebuild my life totally from scratch…

Each chapter of this journey was not easy and sometimes terrifying, yet it became important stepping stones of who I am today.

It is what allows me to do what I do best - 
help leaders and organizations evolve through change with clarity, courage, and connection.

⭐️ Who I Am

I help organizations bridge human intelligence and artificial intelligence through agentic voice technologies, leadership enablement, and transformation strategy.

My mission: make AI adoption feel human, effortless, and profitable.

I’m CEO of APEK.ai, leading teams that build secure Agentic AI & Voice Solutions for Enterprise - helping organizations modernize operations and humanize their communication through intelligent automation.

With over 20 years in enterprise transformation, leadership strategy, and reinvention, I blend AI innovation with human insight to help people and businesses grow from the inside out.


⁉️Who I Help

	•	Enterprises ready to evolve beyond legacy systems and embrace secure, human-centric AI.
	•	Executives and founders navigating reinvention, burnout, or uncertainty about their next chapter.
	•	Leaders in transition who look successful on paper but quietly ask, “What’s next for me?”

When People Come to Me (and my team)

They come when success feels heavy, change feels impossible, or they’ve outgrown the version of themselves they used to be.
They come when transformation stops being a concept - and becomes personal.

💡 My Belief

True reinvention happens when technology and humanity evolve together.

That’s why my mission is to help people and organizations:
	•	Adopt AI intelligently.
	•	Reinvent fearlessly.
	•	Lead with voice, not noise.


Eva Karnaukh

One of the hardest lessons adulthood teaches you is this:

Not everything in your life deserves an audience.

👉 Privacy is power.
👉 Not secrecy.
👉 Not isolation.

Just the awareness that some things thrive when they’re protected, not publicized.

Here are a few things wise people keep quiet:

1️⃣ Your exact income or savings
👉 Not everyone needs access to your numbers

2️⃣ Your next big move
👉 Work in silence. Let results introduce you.

3️⃣ Your family issues
👉 Healing happens in safe spaces, not public conversations.

4️⃣ Your insecurities
👉 Share them with people who help you grow, not those who weaponize them.

5️⃣ Your money struggles
👉 Many will judge before they understand. Protect your peace while you rebuild.

6️⃣ Others’ secrets
👉 If someone trusted you, honor that trust - it says more about you than them.

The older I get, the more I see that maturity isn’t about being open with everything…
It’s about being intentional.

Your life elevates the moment you stop oversharing and start curating who gets access to you.

What’s one thing you’ve learned to keep private?

Follow Eva Karnaukh for more posts like this.

CEO APEK.ai | AI and Human Dynamics | Guiding leaders to align tech, people and decisions to elevate performance and reinvent in the AI era

David Parsons Consulting, LLC

Specialize in identifying and addressing misaligned leadership, fragmented communication, and stagnant organizational cultures that hinder performance. Drawing on over a decade of experience in operations, sales, and experiential marketing, paired with a Master’s in Industrial/Organizational Psychology, I provide consultations regarding:

Leadership Alignment and Development
Culture Transformation and Trust Building
Performance Improvement Strategies
Collaboration and Team Dynamics
Tailored Solutions for Sustainable Growth

I partner with leaders to untangle organizational friction, rebuild trust, and design strategies that align culture, leadership, and performance, driving meaningful and lasting success.

Independent Consultant

Sweet&Chilli Ltd

- Consulted on a national marketing initiative during an organizational restructure in 2018. Managed project timelines, financials, and resources for successful nationwide rollout of experiential marketing events. Ensured adherence to agreed-upon commitments and SOPs by traveling to various cities and overseeing leadership and frontline workers to guarantee top-notch execution.

- Created and delivered experiential marketing campaigns for Red Bull, driving a 30% increase in ROI and a 600% growth in events over three years—expanding from 3 to 7 regions and scaling sponsored events from 10 to 70.

- Built and led a high-performing team to execute interactive events that enhanced consumer engagement, fostered brand loyalty, and ensured exceptional team performance.

- Managed large-scale events for Patron, securing a prestigious global contract in 2022 to partner with Do&Co for delivering beverage services to the Paddock Club at all U.S. based Formula 1 races—a first-ever for a U.S. company. Oversaw all event phases, from pre-production to post-event, achieving a 10% increase in marginal ROI through streamlined operations and exceptional service delivery.

- Designed and implemented an onboarding process using group interviews and behavioral-based questions to screen over 1,000 resumes, successfully building a high-performing team of 25 managers and 250 frontline staff. Significantly elevating the Paddock Club experience at the 2024 Miami and Las Vegas Grand Prix events.

Operations Consultant

Aramark

- Created unique specialty cocktails that maximized offerings based on brand contracts, and rotated offerings to enable the ability to track trends and favorites using SpotOn POS system, enhancing beverage experience and maximizing guest satisfaction by 20%.
- Directed teams of up to 200 staff covering over 130 private suites, ensuring efficient operations and high levels of customer service to deliver the Chicago Bears’ memory of a lifetime.
- Successfully oversaw payroll processes for all staff in the premium levels of the stadium, ensuring accurate and timely payment while adhering to budgetary constraints and compliance requirements, reducing payroll errors by 15%.

Beverage Manager

Priscilla Kucer Consulting Solutions®️

- Implemented methodologies that enhanced organizational processes, resulting in 20% uptick on employee performance tracking.
- Designed and implemented a performance appraisal system for ten distinct job descriptions, improving role clarity by 30%.
- Collaborated on leadership development initiatives to enhance leadership skills across the client’s organization.
- Identified and applied key metrics in performance evaluations, contributing to the development of effective assessment tools.

Consultant Internship

Lincoln Avenue Social

•	Effectively manage establishment and maintaining customer satisfaction by monitoring, evaluating, and auditing food, beverage, and service offerings.
•	Control day-to-day operations such as scheduling labor, helping with food and beverage orders, and developing, orienting, and training a working team. 
•	Establish business plan by surveying demand, identifying and evaluating local competitors, and executing financial, marketing, and sales projections.

General Manager

•	Implement effective training program for bartenders and bar backs to improve performance skills and optimize operational efficiency.
•	Provide exceptional services through guest approach while adhering to company standards and maintaining high levels of customer service.
•	Order and maintain inventory of bar products, including alcohol, soft drinks, and supplies to ensure high volume of daily and weekly sales.

Assistant General Manager

Life Quotes, Inc.

- What began as a way to pay for college ended up developing my love for selling and continuous client engagement improvement.
- Ranked as top sales agent for 18 consecutive months, demonstrating exceptional sales performance and customer engagement.
- Interacted with 100 + customers daily, providing personalized life insurance services and generating 30-50 quotes per day.
- Exceeded sales targets by 20% and increased policy sales by 15%, contributing significantly to the company's growth.

Licensed Sales Agent

Landsharks Night Club

•	Provided exceptional customer service by focusing direct attention on individual customers while maintaining general oversight of service area.
•	Introduced new cocktails to menu that were well received by guests and increased monthly sales.
•	Excelled at upselling customers from shelf to premium brands.

Lead Bartender

Conerstone Senior Services 

•	Interacted with customers in selling life and health insurance, long-term care, Medicare Supplement and Advantage policies using electronic applications and navigation through various insurance carrier websites.
•	Reviewed customers’ existing plans to tailor programs to suit individual needs.
•	Consistently developed positive relationships with customers to improve sales.

I didn’t start in a boardroom.
I started in front-line hospitality... learning to lead under pressure, adapt on the fly, and deliver under chaos. 

Since then, I’ve led operations for global brands like Red Bull and Diageo, scaled experiential events across the U.S., and helped transform high-stakes hiring strategy for national organizations like YMCA of the USA. 

But my real education came from life itself... through hardship, reinvention, and resilience. That’s where I learned what leadership really demands: the ability to pause under pressure, connect deeply with individuals, and take action when it counts.

Today, I work shoulder-to-shoulder with national organization leaders and consult with teams that are ready to align people, performance, and purpose. My focus is on supporting intelligent, resilient leaders as they navigate conflict, lead with clarity, and build organizations that endure.

🧠 What I do:
	•	Resolve leadership bottlenecks that block execution
	•	Design performance systems grounded in resilience, not burnout
	•	Help organizations build trust, structure, and strategy 
	•	Equip teams with tools to lead through conflict and culture friction

🧩 Recent Work:
Helped YUSA modernize hiring at the Director level and above:
→ Reduced scheduling time by 50% with structured video screening
→ Improved job clarity and candidate fit through brand-aligned postings
→ Designed behavioral interview tools and SMART goal templates adopted org-wide
→ Rebuilt trust with managers who had previously felt unsupported

One of my mentors put it best:
“David brings tenacity, professionalism, and a willingness to challenge the status quo, with real, practical results.”

💡 What I bring to the table:
	•	A decade of experience across ops, sales, and people strategy
	•	A bias toward action - with empathy, clarity, and strategic alignment
	•	The ability to turn friction into frameworks, and tension into transformation

If your team is stuck, disconnected, or wrestling with unclear leadership...
Don’t just fix the symptoms.
Start building resilience inside your organization.

Let’s talk.

David Parsons

Most executives mistake activity for advancement.

December forces the hard question:
Are you solving different problems
or the same problems with a bigger budget?

Being promoted isn't growing.
Managing more people isn't growing.
Having more revenue isn't growing.

🔹 Growth shows up in how you operate:

→ You handle difficult conversations you used to avoid
→ Your thinking has evolved beyond last year's frameworks  
→ You've built capabilities that didn't exist in January
→ You question strategies you defended as untouchable

The market moved forward this year.
Your competition moved forward this year.

Did you?

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Organizational Development Consultant | Helping Organizations and Leaders Reduce Turnover, Transform Workplace Culture, and Develop Leadership Strategies for Sustainable Success

Most people have imposter syndrome backwards.

They treat it like a stop sign when it's actually a green light.

That knot in your stomach before the big presentation?
That voice whispering "who am I to lead this project?"
That feeling like everyone will discover you don't belong?

That's not your weakness talking. That's your growth edge.

🔹 Why imposter syndrome is actually your success compass:

→ It only shows up when you're stretching beyond your current capacity
→ It means you care enough about the outcome to feel the real stakes
→ It signals you're taking on challenges that will expand who you become
→ It proves you have the self-awareness to see the gap you're about to close

The people who never feel imposter syndrome? They've stopped taking meaningful risks.

🔹 How high performers use this signal:

→ When it hits, they ask "What capability is this pushing me to develop?"
→ They treat the discomfort as GPS data, not a red alert
→ They lean into preparation instead of backing away from opportunity
→ They remember: every expert was once a beginner who felt unqualified

The moment you stop feeling like an imposter is often the moment you stop evolving.

Your comfort zone isn't keeping you safe. It's keeping you small.

What challenge is currently making you feel unqualified?

Image credit: Rob Dance

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Most leaders focus on hiring talent.
The best leaders focus on building environments where....

that talent can thrive.

You can recruit the smartest people in the world.
But if you put them in a culture of micromanagement, 
rigid approval chains, 
and fear of failure, 
they'll perform like average employees.

Your role isn't just to manage people.
You're an environment architect.

🔹 What expansive environments actually look like:

→ Trust replaces surveillance systems
→ People get challenging projects beyond their current skill level
→ Failure becomes data, not career damage
→ Autonomy increases as competence grows
→ Growth conversations happen more than performance reviews

🔹 Signs you might be creating constraints instead:

→ Every decision needs your approval
→ People avoid taking risks because the downside is too high
→ Your team asks permission for things they should own
→ Innovation happens despite the culture, not because of it

The limitation isn't your people's potential.
It's the size of the environment you've created for them to grow in.

What kind of environment are you building?

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Calm, respected leaders who make clear decisions under pressure

Saw this quote today and it's something
I fall short on but consistently try to do.

When we hit our low points,
we become self-absorbed.

Trapped in our own struggles.
Drowning in our own pressure.

But here's the paradox:

If we really want to help ourselves,
we need to look outward.

The fastest way to lift yourself up
is to lift someone else up.

For leaders, this is everything.

When you're feeling pressure from above,
it's easy to slip into victim mode.

To obsess over what's being done 𝘵𝘰 you
instead of what you can do 𝘧𝘰𝘳 others.

But the leaders who turn pressure into positive energy?

They don't get smaller.
They get strategic.

🔹 What this shift looks like:

→ They ask "How can I help my team accomplish these goals with me?" not "How do I survive this?"
→ They channel pressure downward as support, not stress
→ They focus on clearing obstacles for others instead of dwelling on their own
→ They turn their struggle into fuel for lifting others up

And when you make that shift...

People notice.

They run through walls for you.
They do the right thing for you.

Up, down, sideways in the organization.

Not because you demanded it.
Because you earned it.

When you were at your lowest,
you still lifted them up.

How are you channeling pressure right now?

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Your team isn't burning out from working hard.

They're burning out from wondering
if you have their back.

Demanding excellence isn't wrong...

But there's a difference between
leading a mission and waging a war.

High-performing teams can handle intense pressure.
They cannot survive psychological battlefields.

The uncomfortable truth?

You might be the reason your best people
are questioning if they still belong.

🔹 Signs you're leading a battlefield, not a team:

→ People hoard information instead of sharing it
→ Mistakes become witch hunts instead of learning moments
→ Your team spends more energy on politics than performance
→ People apologize for asking questions or raising concerns
→ Success feels temporary because trust feels fragile

The strongest teams?

They work harder than anyone.
But they never doubt their leader
will protect them when things go wrong.

They know the difference between accountability
and psychological warfare.

What kind of environment are you creating?

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Most leaders think they're supportive...

Then their best performer gets recruited externally.

Watch what happens next.

🔹 Transactional leaders think:

→ "How do I keep them here?"
→ "This will hurt my numbers"
→ "What will I do without them?"

🔹 Genuine leaders think:

→ "How do I help them succeed there?"
→ "What connections can I make?"
→ "Let me write them a recommendation"

🔹 Red flags to watch for:

→ Leaders who only celebrate team wins, never individual ones
→ Managers who avoid career development conversations
→ People who hoard opportunities and introductions
→ Anyone who gets defensive about your growth

🔹 Green flags that show they want you to win:

→ They ask about your goals outside their team
→ They connect you with people who can help
→ They prepare you for roles you don't have yet
→ Your success doesn't threaten them

The best leaders measure success by how many people they've helped outgrow their current role.

What are you seeing from your leader?

Thanks Gary Vaynerchuk for the awesome picture quote!

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Most workplace tension comes from one thing:

We only see the front side of each other's work.

Your employee delivers a polished presentation.
You don't see the three drafts they scrapped,
the late nights fixing data errors,
or the imposter syndrome they fought through.

Your leader makes a decision that seems simple.
You don't see the budget constraints they're navigating,
the conflicting stakeholder demands,
or the pressure from above they're absorbing.

🔹 What mutual empathy actually looks like:

→ Leaders: That "quick" deliverable took more work than you realize
→ Leaders: Your team is managing complexity you never see
→ Employees: Your manager's calm decisions mask real chaos  
→ Employees: Simple requests often require complex coordination

The best teams understand this.
Everyone's managing more mess than they show.

But here's what changes everything:
When you acknowledge the hidden work,
people stop hiding it.

What complexity are you dealing with that others don't see?

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Most leaders think they know what's happening with their team.
They see performance metrics...

And assume that tells the whole story.

But every person walking into your office is carrying weight you can't see.

The high performer who's suddenly quiet.
The punctual team member who's been late.
The engaged employee who seems checked out.

Something's shifted. You just don't know what.

🔹 What emotionally intelligent leaders understand:

→ Performance dips often signal life challenges, not capability issues
→ The strongest people sometimes carry the heaviest loads
→ Psychological safety starts with acknowledging we all have hard seasons
→ Asking "How can I support you?" opens more doors than "Why is this happening?"

🔹 How to lead with this awareness:

→ Notice patterns without making assumptions about causes
→ Create space for people to be human while maintaining standards
→ Extend grace when you can, clarity when you must
→ Check in on the person, not just the project
→ Remember that resilience doesn't mean invulnerable

The best leaders don't try to solve their people's personal problems.
They create environments where people can navigate challenges without hiding them.

What moment taught you that your team members are more complex than their job descriptions?

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Most leaders fear disagreement more than failure.

They mistake challenge for disrespect.

But the healthiest teams I've seen?
They argue about ideas, not egos.

When someone pushes back on your thinking...
That's not insubordination.
That's investment.

People only challenge leaders they believe in.

The quiet teams are the dangerous ones.
Silence doesn't mean alignment.
It means people stopped caring enough to fight.

🔹 How to invite productive challenge:

→ Ask "What am I missing?" in every meeting
→ Reward the person who disagrees thoughtfully
→ Share your own doubts before asking for input
→ Thank people for hard conversations
→ Separate ideas from identity in discussions

The goal isn't to be right.
It's to get it right.

And that only happens when smart people
feel safe to tell you you're wrong.

What's the best pushback you've ever received?

Picture credit: Eric Partaker

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Most leaders wait for perfect conditions to launch their next initiative.

Perfect team. Perfect timing. Perfect plan.

Meanwhile, their window of opportunity is closing.

The most successful leaders understand that action is the only cure for uncertainty.

🔹 What waiting for readiness actually costs:

→ Opportunities that expire while you're still planning
→ Teams that lose momentum from endless preparation  
→ Ideas that die in endless strategy sessions
→ Markets that shift while you're perfecting your approach

🔹 How action-oriented leaders operate:

→ They launch knowing they'll iterate based on real feedback
→ They hire for potential and coach for performance
→ They make decisions with incomplete information
→ They treat every initiative as a learning laboratory

The hardest part of leadership isn't having all the answers.
It's inspiring others to move forward when the path isn't clear.

Your team doesn't need you to eliminate all risk.
They need you to show them that progress beats perfection.

What's one decision you've been researching that actually needs execution?

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Most leaders are historians.

They build teams based on resumes, not potential.
They make decisions using last year's data.

Your best performer three months ago is coasting.
Your biggest "mistake" hire is now your strongest contributor.
That team member who struggled in January just delivered your best project.

→ Past-focused leaders stay trapped in old narratives
→ Future-focused leaders rewrite them daily

🔹 How forward-thinking leaders operate:

→ They invest in who people are becoming, not who they were
→ They measure growth velocity, not just current output
→ They promote based on learning speed, not tenure
→ They give challenging projects to those showing momentum, not just proven track records

The companies that scale fastest don't have the most experienced teams.

They have leaders who see capabilities others miss because they're looking ahead instead of behind.

Which team members are you underestimating because of yesterday's performance?

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Most leaders try to be the star of every performance.
They micromanage details and jump into every conversation.

Then wonder why their team feels stagnant.

But the best leaders?
They conduct the symphony instead of trying to play every instrument.

A conductor doesn't need to be the best violinist or pianist.
They need to understand what each musician brings.
And help them deliver their best work.

🔹 What this looks like in practice:

→ Sarah excels at client relationships but struggles with data analysis
→ Marcus is brilliant with technical solutions but uncomfortable with presentations  
→ Lisa thrives on strategic planning but gets bogged down in daily operations

The magic happens when each person focuses on their ONE thing.

🔹 How to conduct your team symphony:

→ Map out each team member's unique strengths
  Through observation, not assumptions
→ Delegate based on what energizes people
  Not just what needs to get done
→ Stop trying to make everyone well-rounded
  Amplify what makes them exceptional
→ Create systems where individual excellence
  Combines into collective success
→ Measure team performance, not just individual metrics

When everyone plays their strongest instrument?
The whole organization hits notes competitors can't reach.

The leader's job isn't to be the loudest voice in the room.
It's to make sure every voice contributes to something beautiful.

What's one strength you could help someone on your team focus on this week?

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Most leaders settle into who they think they should be.
But the most dangerous minds in leadership?

They kill that version of themselves repeatedly.

Not through burnout or grinding themselves down.
Through deliberate reinvention.

These leaders embrace what I call "the little deaths" - the shedding of comfortable identities that no longer serve their growth.

They dance on the edge between genius and madness because they refuse every pull toward normalcy.

When others crave stability, they crave evolution.
When others seek comfort, they seek transformation.

🔹 What this looks like in practice:

→ They question their own methods when they start feeling expert
→ They seek feedback that makes them uncomfortable
→ They take on roles that force them to become someone new
→ They let go of skills that once defined them to develop better ones
→ They choose stress and uncertainty over stagnation

Most people can't handle these constant transformations.
They cling to yesterday's version of themselves.

But dangerous minds know that comfort is the enemy of growth.

They make peace with chaos because that's where breakthrough lives.
They embrace the discomfort of not knowing who they'll become next.

🔹 The difference between dangerous minds and burnout culture:

Burnout slowly kills you while keeping you the same person.
Dangerous minds kill old versions to birth new ones.

One depletes. The other creates.
One drains. The other transforms.

This is leadership at its most essential - the courage to die and be reborn, over and over, until transformation becomes your natural rhythm.

The goal isn't to survive the dance between genius and madness.
It's to make that dance last forever.

What version of yourself is ready to die for your next evolution?

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High-performing teams don't start with talent. 
They start with safety.

Fresh off last week's Amazon Web Services (AWS) conference, 
I had a conversation with Max Heilman and Will Horn 
from global digital needs agency | gdna about the culture they're building.

And it became crystal clear:

The most innovative cloud solutions don't come from 
perfect code or flawless deployments.

They come from environments where people 
speak up when something doesn't feel right.

Their dev culture values aren't just words on a wall...
They're the values that create a team of innovative problem-solvers:

→ Collaboration without ego means the junior dev can challenge the senior architect's design
→ Learning without fear means admitting "I don't know" becomes a strength, not weakness  
→ Open communication means regular check-ins and feedback loops so everyone stays on the same page

🔹 What this looks like in practice:

Teams catch configuration issues before they become outages.

Solutions improve because everyone contributes ideas.

AWS implementations that actually solve real problems.

High performance happens when people feel safe to speak truth.

Even when that truth challenges technical complexity.

Shout out to Max Heilman and Will Horn for building something special at global digital needs agency | gdna.

If you're looking for an AWS partner that gets the people side of technology right, check out their website: 
🌐 https://lnkd.in/gHtbhqum

What's one culture value you think every tech team needs?

picture credit: George Stern

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Everyone wants the title until they feel the weight.

Leadership isn't the highlight reel you see on LinkedIn.
It's swallowing your ego when you're called out in front of everyone.
It's absorbing harsh feedback that makes you want to quit but ultimately makes you better.

Your team screws up, and you own it publicly.
Your decision backfires, and you take the blame while they stay protected.
You celebrate their wins and carry their failures.

🔹 The uncomfortable truths about leading:

→ Being humble hurts when you used to be the expert
→ Criticism stings worse when everyone's watching
→ Taking ownership for others' mistakes feels unfair
→ Making tough calls that nobody will thank you for

Most people want to lead until they realize the cost.

You don't get stronger by avoiding the hard conversations.
You don't grow by deflecting responsibility.
You don't become a leader by staying comfortable.

The people who last are the ones who lean into what hurts.
They don't enjoy it, but they don't run from it either.

That willingness to endure what others won't is what separates real leaders from people who just want the perks.

What leadership reality hit you hardest?

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The best leaders don't seek consensus.

They seek understanding.

Your marketing team says the campaign needs more time.
Your sales team says the market window is closing.
Both are right.

Most executives try to pick the "correct" perspective.
Smart leaders hold both truths simultaneously.

🔹 What embracing paradox actually looks like:

→ You validate conflicting viewpoints without choosing sides immediately
→ You ask "How can both of these be true?" instead of "Which one is right?"
→ You build solutions that honor competing realities
→ You resist the urge to oversimplify what's naturally complex

The breakthrough happens when you stop trying to eliminate tension and start leveraging it.

Your team wants more autonomy and more guidance.
Your customers demand innovation and stability.
Your board expects growth and risk management.

These aren't contradictions to resolve.
They're dynamics to navigate.

The leaders who thrive in complexity understand that superior decisions don't come from picking the right perspective.

They come from weaving multiple perspectives into something stronger.

What competing truths are you navigating right now?

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Most leaders think creating belonging is a nice-to-have soft skill.
They're missing the...

Performance strategy hiding in plain sight.

When someone questions if they belong, half their energy goes to reading the room.

Not doing the work.

That developer second-guessing every code review? 
They're not focused on building the best solution.

They're calculating if pushing back will cost them their seat.

The manager staying quiet in meetings? 
They're not thinking about customer insights.

They're measuring every word for social risk.

🔹 Belonging isn't about being nice. It's about removing cognitive overhead.

When people feel secure, they channel their energy into the work.

They take creative risks. 
They speak up when something's wrong. 
They push back on bad ideas.

🔹 How to build this foundation:

→ Acknowledge good ideas publicly, especially from quieter contributors
→ When you disagree, explain why their thinking still matters
→ Catch people doing things right in their unique way
→ Ask for input before sharing your opinion
→ Let people contribute their strengths without conforming to a template

The teams that outperform competitors? Their people spend zero energy wondering if they belong.

They spend all their energy figuring out how to win.

What could your team accomplish if no one questioned their place?

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Eva Karnaukh's LinkedIn Performance

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