Founder | Leader | Software Engineer | Problem Solver

I have spent my career doing more with less while building and leading high-performance, winning teams. I discovered that operating tactically is necessary, strategically is superior, and philosophically is life-changing. I turn learning into action and I am always learning. I believe in extreme respect and gratitude. I am passionate about family, friends, sharing knowledge, and getting things done.

Nick Wagner

50 years ago, my grandmother passed away while on her way to March for Life. I greatly appreciate this heartfelt tribute! #ProLife

Leader | Catholic Speaker | Software Engineer | Problem Solver

Tribute to Joanne Wagner by Mary Drumm

An excellent piece by Dr. Lewarne.

Honestly, I'm not worried about the challenges of AI. Every disruptive technology brings new challenges.

I'm much more worried about the ignorance and irrational fear surrounding AI. That's the kind of stuff that quickly turns good intentions into bad policies.

Professor of Economics and Finance Franciscan University of Steubenville

Much of the current AI job panic rests on a category mistake. Policymakers are treating task-based exposure estimates as forecasts of unemployment—when history and economics suggest something very different. My piece in today’s Wall Street Journal (Jan. 28, 2026) explains why AI is more likely to reorganize work and raise productivity than eliminate occupations, and why Washington’s response risks missing the real adjustment challenge. 

https://lnkd.in/efi_aUPE

"The people most likely to leave are often the people you most want to keep … because they have the best outside options."

Let that sink in, people!

Stanford Professor | LinkedIn Top Voice In Remote Work | Co-Founder wfhresearch.com | Speaker on work from home

Short-run vs. long-run trade-off: a 5-day return-to-office (RTO) mandate can be a “free” way to reduce headcount in the short term—quits don’t require severance. But the long-run costs can be substantial. The people most likely to leave are often the people you most want to keep: top sales reps, AI talent, and strong product managers—because they have the best outside options. That talent drain can show up later as slower growth.

Markets typically reward credible long-run growth more than short-run cost cutting. So it’s not surprising that aggressive 5-day RTO pushes are often followed by weaker stock performance (as the Pittsburgh study finds). That said, for firms deep in the red, it can be an emergency measure.

My guess: we’ll see more of this as the economy slows and AI increases pressure on corporate headcount. The key is being clear-eyed about the trade-off—cheap headcount reduction today, potential growth hit tomorrow.

I never knew my grandmother, but I'll never forget her legacy, her impact, and her witness to the truth. And I'll never forget the love, strength, and impact of my grandfather. 

For me, they will always be the standard for what pro life means. They didn't just say it. They lived it.

CEO and Founder at Mass Impact | Imago Dei Video Productions

It was 50 years ago yesterday evening, in 1976. Michael and Joanne Wagner boarded a bus heading for the March for Life in D.C. Everything about them proclaimed God's gift of life. Joanne was carrying baby number 13. Somewhere around midnight, while on the bus... head resting on her husband's shoulder, at the very young age of 39, God called her home. She died silently in her sleep. Many years later, some who were on the bus that night reported the little boy kicking in her womb.

READ THE FULL STORY:

Open article: THE MICHAEL & JOANNE WAGNER STORY | AMAZING LEGACY OF LIFE by gregorianrant.substack.com

THE MICHAEL & JOANNE WAGNER STORY | AMAZING LEGACY OF LIFE

You champion everyone but yourself. Not because you can't. Because no one ever taught you to translate your own impact into words that get heard.

I know because I lived it.

I walked into my first corporate role after 15 years in oncology.

I'd done this before.

Deep expertise in leading teams through impossible situations.
A track record of holding people together when it mattered most.
Genuine care that got results.

For years, I delivered.
Quietly. Consistently. The way I always had.

But the people work was invisible.

The trust that made results happen.
The care that kept people delivering.

None of it fit their "definition".
So none of it existed.

The environment made it clear: the problem was me.

That I needed to toughen up.
Perform.
Become someone else to be recognized.

And it finally broke me.

At that point I held on to what I knew.
My oncology roots.

I had already been taught not just to see, but deliver this work as impact.

Corporate had not trained it out of me.
It just had no mechanism to see it.

So I built one.

I've helped over 100 human-first leaders in traditional corporate do what I learned to do - build an executive-ready Impact Portfolio.

So you can advocate for scope, promotion, or compensation:

→ Translate - Name and own your impact in language that lands
→ Advocate - Know exactly what to ask for, with the words to get it
→ Decide - Have a plan: what, by when, and what you'll do if it doesn't happen

Without becoming someone you're not.

Oncology-trained. Corporate-tested.

DM me "CLARITY" to start.

Laurie Banfi

Championing others has a cost.

Never championing yourself.

This was my story:

I did everything they said I had to.
Still passed over.

Working harder didn't change it.

Waiting to be noticed didn't either.


Here's what changed everything:

I already knew how to advocate.

I did it constantly. For my team. My peers. My direct reports. 

Translated their impact into language that got heard and moved the needle forward.

The skill wasn't missing.
It was pointed in every direction but my own.

This isn't a deficit. It's a redirect.

Here are the 5 steps I take:

1. Name one win you'd champion if it were theirs
2. Write the case you'd make for them
3. Read it back as if it's yours
4. Notice your own resistance
5. Acknowledge it all.

Because if you can't see what you've done,
why should anyone else?


I learnt from experience:

Keep pointing it outward and nothing changes. 

Another year of being valued in words and invisible in decisions (including your own).


Redirect it at yourself and watch what shifts:

Your impact gets heard by who matters - yourself first.
You advocate from that acknowledgment
You choose what's next from clarity, not exhaustion.

Same skill. Finally pointed at you.


What win did you downplay this week?


♻️ Repost to help someone acknowledge their own impact

➕ Follow Laurie Banfi for more on closing the recognition gap as a human-first leader.

Exhausted from effort that no one sees? DM me CLARITY - harder isn't the answer.

Valued in words but invisible in decisions? | For human-first leaders in traditional corporate | Oncology-trained. Corporate-tested | DM me “CLARITY”

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The Battle

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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);}Nick Wagner's LinkedIn Performance

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