Research leader @ Mayo Clinic | Follow me for insights on habits, productivity, and self-actualization | On a mission to normalize health

70% of American adults are overweight or obese. 
40% of cancers are preventable. 
72% of adults report health impacts due to stress.

I've worked with 300+ cancer patients as a health and wellness coach at the Mayo Clinic. 
And I've noticed a few things during this time:

-No one wants to be unhealthy
-Medications and procedures can keep you alive
-But it's lifestyle change that will help you build resilient health

And there's an unfortunate misconception out there that health is difficult to build. 
That "exercise" = self-imposed suffering
That "healthy foods" = kale smoothies
That joint pain is normal. 

But if you've got a demanding professional life, you need to implement low-friction habits and routines to preserve your health. 90 minutes at the gym 5x/week is not an option. 

This is the stuff I help people with. 
Simple health that will last a lifetime. 
So you can back to  your mission. 

Over the course of 12 weeks, we’ll develop habits and routines that will help you lose the weight, dissolve the stress, and reclaim your health. 
Should we talk?
DM me. 

About me

I’m a Returned Peace Corps Volunteer (Zambia) and Mayo Clinic-certified health and wellness coach.

I’m the author of the twice-weekly email newsletter 66.1 (66point1.com), which merges science and common sense to help you live healthier, for longer.

Marcus Frick

Prior authorizations exist for a reason, but is this how they're supposed to work?

Mayo Clinic Wellness Coach | Founder, 66.1

Open article: Prior authorization? by 66point1.beehiiv.com

Are you? 

Is it costing you your health?

Open article: Are you a passive patient? by 66point1.beehiiv.com

Open article: Statins, cholesterol, a trip to the doctor by 66point1.beehiiv.com

66.1 years without a chronic disease isn't enough.

Statins, cholesterol, a trip to the doctor

"In allopathic medicine, we systematically disempower the patient."
(From a meeting with a big time person at a big time institution this morning)

Made me wonder...

Is this intentional?
Who is "we"? 
What would systematically EMPOWERING the patient look like?

Elangovan Perumal, PMP®

Senior Director | Customer Success Advocate | Strategic Thinker with an Optimistic Attitude | ✅ Follow for Leadership & Strategy Insights

I work at the intersection of 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲, 𝐄𝐧𝐭𝐞𝐫𝐩𝐫𝐢𝐬𝐞 𝐀𝐈-𝐅𝐢𝐫𝐬𝐭 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞.

In my corporate role, I operate in 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲-𝐭𝐨-𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐦𝐚𝐧𝐝𝐚𝐭𝐞𝐬, helping leadership teams translate intent into 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝, 𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐛𝐥𝐞 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 — clarifying outcomes, sequencing initiatives, and ensuring execution scales sustainably across the enterprise.

𝐖𝐡𝐨 𝐈 𝐀𝐦
I’m a Senior Director with 18+ years of experience across 𝐆𝐥𝐨𝐛𝐚𝐥 𝐈𝐓 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬 𝐚𝐧𝐝 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠, spanning 𝐇𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 & 𝐋𝐢𝐟𝐞 𝐒𝐜𝐢𝐞𝐧𝐜𝐞𝐬, 𝐁𝐅𝐒𝐈 𝐚𝐧𝐝 𝐌𝐞𝐝𝐢𝐚 & 𝐄𝐧𝐭𝐞𝐫𝐭𝐚𝐢𝐧𝐦𝐞𝐧𝐭.

I’m known for bridging business intent with technology execution, especially in organizations navigating:

•	Enterprise-scale change
•	AI-First transformation journeys
•	Growth, integration, or operating-model redesign

I often work close to executive leadership, acting as a 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲–𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐚𝐝𝐯𝐢𝐬𝐨𝐫 to structure ambiguity into clear programs, portfolios, and outcomes.

𝐖𝐡𝐚𝐭 𝐈’𝐯𝐞 𝐋𝐞𝐝 & 𝐒𝐡𝐚𝐩𝐞𝐝

•	Enterprise and Global Program & Portfolio Management (PgMO)
•	𝐀𝐈-𝐅𝐢𝐫𝐬𝐭 𝐚𝐧𝐝 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬 at scale
•	Operating models, governance structures, and execution playbooks
•	Cross-geo teams aligned to business outcomes rather than activity metrics

𝐒𝐞𝐥𝐞𝐜𝐭𝐞𝐝 𝐈𝐦𝐩𝐚𝐜𝐭

•	Built PMO, Quality Engineering, HR, Business Operations, and Talent functions from the ground up
•	Designed and Scaled delivery centre (200+ team members) by 350%, contributing to a $𝟏𝟕𝐌 𝐚𝐜𝐪𝐮𝐢𝐬𝐢𝐭𝐢𝐨𝐧
•	Coached 50+ managers into leadership roles.

𝐁𝐞𝐲𝐨𝐧𝐝 𝐭𝐡𝐞 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐑𝐨𝐥𝐞
Alongside my enterprise work, I engage in 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐧𝐝 𝐂𝐚𝐫𝐞𝐞𝐫 𝐂𝐥𝐚𝐫𝐢𝐭𝐲 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 for experienced managers and mid-career professionals — particularly those navigating growth, visibility, and transition.

I’m also exploring pathways toward 𝐈𝐧𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐭 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫𝐬𝐡𝐢𝐩, with interests in 𝐄S𝐆 (𝐄𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭𝐚𝐥, 𝐒𝐨𝐜𝐢𝐚𝐥, 𝐚𝐧𝐝 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞) and long-term value creation.

I’m open to conversations with:
•	𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐧𝐝 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 driving enterprise-scale AI and Transformation Initiatives
•	𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞𝐝 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 seeking clarity in leadership direction and career growth 

If the conversation is thoughtful, I'm happy to engage.

Head of Business Transformation Services

Worked closely with leaders across different geographies in designing, leading and implementing internal business programs of varying size and complexity

Performed rapid assessment of landscape for clients and provide insights to accelerate action towards refining their current state

Driven decision making and be the trusted advisor to the stakeholders

Brought diverse and thought-provoking perspective to transformations, including market trends, new and innovative ideas from my experience and organizational points of view

Explored and co-created solutions that address the needs of clients

Driven and built upon a culture of continuous improvement by developing innovative ideas 

Developed detailed project plans, anticipate risks and plan mitigations ahead of time

Effectively collaborated with multiple and diverse set of stakeholders in a global environment

Your leadership title means nothing if your team stays the same.

Your title? Irrelevant.
Being in charge? Doesn't matter.
Your accomplishments? Nobody cares.

Real leadership is measured by one thing:
The growth of the people around you.

The reality is:
If your team isn't learning, improving, and advancing when they work with you, you're not leading.
You're just managing.
Or worse, you're just bossing.

True leaders create more leaders, not followers.

What does that look like?

→ They develop people, not just delegate tasks.
→ They ask: "How can I help you grow?" not "How can you help me win?"
→ They measure success by who they've elevated, not what they've achieved.

The best measure of your leadership?
What happens to the people who work with you.

Do they leave your meetings more skilled?
More confident?
More capable?

Are people better because of you?

If the answer is no, you're not leading.
You're just taking up space.

----

I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Senior Director | Shaping Enterprise AI-First Transformation Programs | Bridging Strategy & Execution | Ex-IBM & Cognizant

Most people think confidence comes from having answers.
But the strongest professionals stay open to learning.

Real growth starts with one mindset:
Being teachable.

Here's what teachable people actually do:

1/ They accept they don't know everything
→ They ask questions without ego
→ They stay curious instead of defensive
→ They treat every person as a source of insight

2/ They admit when they're wrong
→ They own mistakes without justification
→ They correct themselves quickly
→ They value truth more than being right

3/ They seek feedback consistently
→ They invite perspectives that challenge them
→ They listen without interrupting
→ They reflect before reacting

4/ They keep evolving
→ They update beliefs when evidence changes
→ They learn from juniors and seniors alike
→ They choose growth over comfort

The difference is clear:

a. Know-it-alls protect their image
b. Teachable people expand their ability
c. Fixed minds defend positions
d. Open minds explore better ways
e. Ego blocks learning
f. Humility accelerates it

Remember:
✅ Growth begins where certainty ends
✅ Learning requires letting go of being right
✅ Teachable professionals stay relevant

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You’re evaluating yourself too early.

Growth looks wrong before it looks right.

Before confidence → awkwardness.
Before skill → inconsistency.
Before clarity → confusion.

Most people quit here.

Not because they can’t grow.
↳ Because they misread the stage.

Messy doesn’t mean failing.
↳ It means forming.

Loved this post from Eva Gysling, OLY

Here’s what growth looks like before it clicks:

1/ Uneven performance.
↳ Some days it works. 
↳ Some days it doesn’t.

2/ Effort before evidence.
↳ You’re putting in more than you’re getting back - for now.

3/ Doubt alongside progress.
↳ Awareness is rising faster than mastery.

4/ Awkward new behaviors.
↳ Change feels forced before it feels natural.

5/ Constant adjustment.
↳ You’re correcting in motion, not after.

6/ Unstable confidence.
↳ Wins happen... but don’t feel secure yet.

None of this is regression.
It’s construction.

Don’t judge the structure while it’s still scaffolding.

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What makes someone truly strategic?

Not intelligence.
Not experience.
Not seniority.

✅ It’s perspective.

Most strategy confusion doesn’t come from bad thinking.
It comes from looking through only one lens.

So teams react to markets:

→ debate competitors…
→ chase growth…
→ spread resources…

but never connect the full picture.

But here are 4 lenses that can be helpful in making strategy clearer:

1/ PESTLE → What’s changing around us?
✅ Policy, economy, behaviour, technology shifts

You can use this when:
→ entering new markets or regions
→ sensing external disruption early

2/ Five Forces → Where is industry pressure?
✅ Entrants, buyers, suppliers, substitutes, rivalry

You can use this when:
→ assessing competitive intensity
→ testing how defensible a position is

3/ Ansoff → How should growth happen?
✅ Current markets, new markets, new offers, new business

You can use this when:
→ choosing expansion paths
→ balancing growth vs risk

4/ BCG → Where should we focus?
✅ Scale, fund, test, or exit

You can use this when:
→ prioritising investments
→ managing product or business portfolio

Strategy becomes clearer when reality is viewed from multiple lenses first.

That’s what makes thinking strategic.

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Respect has no hierarchy. 

Too often... we wait to see who someone is before deciding how to treat them.
➞ We look for titles.
➞ We measure résumés.
➞ We assume value based on visibility.

But the reality is...

When you strip away positions and power, what remains is HUMANITY.
And that’s where true respect lives.

Respect starts with how you see others.

⇾The intern.
⇾The assistant.
⇾The driver.
⇾The client.
⇾The student.
⇾The early professional.

Every person deserves respect before recognition.

Those who truly make an impact aren’t focused on being seen
they make others feel seen.

Start here:
Respect people without needing a reason.

That’s not courtesy.
↳ That’s character.

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Most workplace stress is optional.
It comes from personalizing things that were never personal to begin with.

That sharp comment in the meeting?
The feedback that felt harsh?
The colleague who suddenly seems distant?

It is rarely about you.

Most workplace tension comes from invisible pressures.
→ The deadline your manager is drowning in.
→ The insecurity your peer carries from past mistakes.
→ The personal chaos someone brings through the door.

Their reaction is their story.
Not your worth.

When you stop carrying other people's stress as your own failure, everything shifts.

You respond instead of react.
You see context instead of attacks.
You protect your peace instead of your pride.

The freedom is remarkable.

You can collaborate without walls.
You can receive feedback without breaking.
You can handle conflict without losing sleep.

This does not mean ignoring real issues.
It means separating the message from the messenger's baggage.
The feedback from the frustration.

Here is what changes:
You start seeing people's behavior as information about their world.
Not evidence of your inadequacy.

The most resilient professionals know this truth.
Other people's reactions reveal their internal state.
Your value remains untouched.

----

I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Perfect execution of the wrong plan still fails.

I've watched teams work incredibly hard.
Late nights. Perfect processes. Flawless delivery.

But they were solving the wrong problem.

Strategy isn't some big corporate word.
It's just knowing what you're trying to accomplish before you start moving.

Most people skip this part.
They jump straight to tactics because it feels productive.
Busy feels like progress.

But without direction, you're just guessing.
And hoping your guess was right.

Tactics are tools.
Strategy is knowing which tool to pick up.

You can optimize email campaigns all day long.
But if you're reaching the wrong audience, those perfect open rates mean nothing.

You can streamline your processes beautifully.
But if the process serves the wrong goal, efficiency becomes irrelevant.

The hard truth?
Most failures aren't execution problems.
They're clarity problems.

People don't fail because they can't do the work.
They fail because they never figured out what work actually mattered.

What are you optimizing that might not need optimizing at all?

----

I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Planning is not the same as strategy.

Most people treat them as interchangeable.
They are not.

Strategy is the logic.
It asks:

→ What is the market?
→ Who is the customer?
→ What value do we deliver?
→ What advantage do we have?
→ What resources are available?

Strategy answers why and what.

It defines growth, retention, and expansion.

Planning is the execution.
It asks:

→ What tasks need to be done first?
→ Which team handles which step?
→ How do we move from start to goal?

Planning answers how and when.
It turns strategy into actionable steps.

Most failures happen not because strategy is bad.

But because planning is weak.

Or disconnected from the logic behind the strategy.

Focus on both.

✅ Nail the strategy first 
(understand the why)

✅ Build the plan next 
(execute consistently on the how)

Strategy without planning is an idea.

Planning without strategy is busy work.

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For almost three decades, the IT services industry scaled on a simple equation.

More engineers → more revenue.

The 1990s started with offshore development.
The 2000s expanded into infrastructure and application support.
The 2010s brought cloud and digital engineering.

Technology has changed.
The delivery model did not.

Large teams executed work. Revenue scaled with headcount.

What is changing now is not infrastructure. It is the work itself.
Code generation, testing, documentation, monitoring, deployments, and incident diagnosis are increasingly handled by Agents. 

Work that previously required teams is starting to be executed by much smaller groups supervising automated workflows.

That creates two structural shifts.

1. Organization pyramid structure shrinks because repetitive execution work reduces.
2. ⁠Demand shifts upward toward architects and engineers who design the systems where automation runs on.

Another operating model change will follow. For decades, clients paid for hours worked.

When Agents/systems do the work, the conversation slowly moves toward paying for client business outcomes.

Despite everything, the IT services industry will continue to grow.

But the pattern that drove for 30 years is breaking.

Till digital disruption, the industry scaled through workforce expansion with labor arbitrage. 

The next phase will scale through systems.

I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Burnout is a leadership failure.
Not a work problem.

Hard work never killed anyone's spirit.
Bad leadership does.

People will climb mountains for leaders who have their back.
They'll quit over leaders who stab them in it.

The difference?

Bad leaders create chaos:
→ They change priorities every week
→ They take credit, assign blame

Good leaders create clarity.
They shield their team from corporate nonsense.
They fight for resources, not recognition.

Your people aren't lazy.
Your people aren't weak.

They're just tired of fighting a war you created.

-----


I help first-time leaders find CLARITY in career and leadership - DM if support required.

Follow Elangovan Perumal, PMP®️ for more

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Elangovan Perumal, PMP®

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The Battle

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