Ashley Larochelle Vice President of People & Culture, Thermacell Repellents, Inc.
Barbara Zaun Director of Entertainment Teams, Philadelphia Eagles
Caroline Casabon Vice President, Nora
Jed Meyer Chief Executive Officer, St. Cloud Financial Credit Union
Scott Newton Managing Partner, Thinking Dimensions Global Consulting
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Afew years ago, I found myself in a meeting where a woman executive effortlessly commanded the room with her sharp insights and calm confidence. As she spoke, it struck me how rare it was—back then—to see women in such high-stakes leadership roles. Today, thankfully, that narrative is changing, and women leaders are not just claiming their space—they are redefining what leadership looks like.
In this issue of CXO Outlook Magazine, we shine a well-deserved spotlight on the trailblazing women who are rewriting the rules of business. These leaders bring resilience, empathy, and bold vision to the forefront, proving that diversity isn’t just a buzzword—it’s a powerhouse for innovation.
Our cover story features Christiana Voelker, a name that has become synonymous with excellence in healthcare technology. As the Director and Healthcare Industry Lead at
Avanade, Christiana is a force of nature in her field. Whether she’s spearheading groundbreaking EMR implementations or pioneering AI solutions that improve patient care and health equity, her work is nothing short of transformative.
But what makes Christiana truly inspiring is her ability to balance strategy with humanity. She doesn’t just lead; she uplifts. Her presence on the global
stage—from conferences like HIMSS and HLTH to advising on pressing healthcare challenges—is a reminder that leadership isn’t about power; it’s about purpose.
This issue isn’t just about Christiana, though. It’s about every woman who has shattered glass ceilings and opened doors for others to follow. They remind us that collaboration, emotional intelligence, and vision are the real superpowers of leadership.
As you turn these pages, ask yourself: How can you champion diversity in your workplace? What lessons can you take from these incredible journeys? And, most importantly, who will you inspire next?
The future of business is brighter because of these remarkable women. Let’s celebrate their achievements, learn from their resilience, and commit to creating an even more inclusive tomorrow.
Enjoy the read!
Sarath Shyam
Building Hope for Communities & Creating Unforgettable Experiences for Fans
Barbara Zaun, Director of Entertainment Teams, Philadelphia Eagles
Caroline Casabon, Vice President, Nora Transforming the Healthcare Recruitment Landscape
Driving Positive Change in Financial Services with Impact & Integrity
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Jed Meyer, Chief Executive Officer, St. Cloud Financial Credit Union
Putting People at the Forefront of Business Strategy and Culture
Ashley Larochelle, Vice President of People & Culture, Thermacell Repellents, Inc.
Helping Organisations Make Informed Decisions & Create Lasting Impact
Scott Newton, Managing Partner, Thinking Dimensions Global Consulting & Board Member
Want to Sell or find Investor for your Business?
Hi Christiana. Please tell us about your background and areas of expertise. My passion for healthcare and technology developed at a young age while following my mom, who is an orthopedic surgeon, as she served in the Philadelphia community. Although I wanted to pursue a career in medicine, I decided to focus my studies on business, leadership, and organizational development. I attended Vanderbilt University and was able to graduate in four years with my bachelor’s degree and a Master of Education in Organization Leadership. I accomplished this by attending summer courses and maintaining a maximum workload. During college I became interested in the business of healthcare through
Technology can alleviate the burden of administrative tasks, allow clinicians to focus on their patients, increase employee and patient satisfaction, and improve clinical outcomes
my coursework and discussions with my mom. My aspirations to pursue a medical career were halted when I was diagnosed with rheumatoid arthritis in my early twenties. Fortunately, I was recruited into a health technology company, which fulfilled my interests in healthcare business while also allowing me the flexibility to manage my own health.
In the beginning of my career, I helped hospitals and clinics implement electronic medical record (EMR) solutions. As I gained more expertise, I was promoted from consulting to project management. I then moved to another department and helped clients deploy clinical and financial analytics solutions. When that company was sold several years later, I started looking for new opportunities. I eventually landed a new job at a small boutique technology consulting firm, with the help of a previous colleague.
My new firm capitalized on my health experience and placed me as a product manager of their population health and care management solution. I served in that role for several years until the company was acquired and I felt ready to make a change. Just when I was starting to look for new roles in 2020, the previous recruiter I had worked with called me from his new company, Avanade, and invited me to interview for a health lead role, which I was fortunate to be hired for. Over the past 4 years at Avanade, I have successfully created the health industry go-to-market strategy, served as a subject matter expert, and collaborated with clients to address and solve significant challenges.
In my current role as Healthcare Industry Lead for The Americas region at Avanade, I have a unique opportunity to speak with health executives about their current challenges and determine how technology can be used to help alleviate them. I enjoy learning from clients and other organizations at conferences, as well as imparting some of my experience and
knowledge. Being diagnosed with a chronic autoimmune at a young age gave me a unique perspective on patient experience and inspired me to help others by bringing the latest advancements in technology to help clients modernize their healthcare system and enable the delivery of the best outcomes possible at scale. Most of all, I believe that healthcare should feel like care, and this role gives me the opportunity to help healthcare organizations do that for their patients, enhancing their experiences.
What are the most significant challenges facing healthcare organizations today, and how do you advise clients to address them?
The most significant challenge in healthcare today is workforce shortage and burnout. The U.S. faces an estimated shortage of between 37,800 and 124,000 primary care and specialist physicians by 2034 (AAMC Report Reinforces Mounting Physician Shortage | AAMC). Research estimates that 70% of healthcare worker’s tasks could be reinvented by technology augmentation or automation (Accenture Total Enterprise Reinvention). Technology can alleviate the burden of administrative tasks, allow clinicians to focus on their patients, increase employee and patient satisfaction, and improve clinical outcomes. I advise clients on which technology solution(s) to use and how to achieve their desired outcome. For example, I might advise a client that wants to improve clinician experience and reduce workload to consider ambient listening AI technology that transcribes patient encounters, reducing time spent on charting and increasing the focus on the patient. There is a myriad of ways technology can be used to automate or enhance processes
Digital health technologies will be integral to shaping the future of healthcare
in healthcare and my responsibility is to guide clients to select the right technology and ensure it is deployed appropriately to accomplish their goals.
Another significant challenge is competition and disruption from retail health and venture capital firms. Patients often choose retail clinics because of the convenience and experience they offer. I advise clients on ways to improve patient experience and engagement through personalization, automation, and self-service tools. Patients want their experiences to be similar to those in other industries, such as having ability to interact through chat, schedule appointments online, be recognized when calling, etc. As patients become more digitally savvy, health organizations need to adopt an omnichannel approach and capitalize on consumer data available to personalize interactions.
How do you stay informed about emerging trends and innovations in the healthcare industry?
Being informed about industry research is an important aspect of my role. This includes regularly reading sources such as Becker’s Hospital Review, Fierce Healthcare, Healthcare Dive, and Healthcare Transformers to remain updated on emerging trends. Additionally, I gain insights from seminars and discussions with healthcare leaders and our clients.
What role do you believe digital health technologies (e.g., telehealth, AI) will play in shaping the future of healthcare?
Digital health technologies will be integral to shaping the future of healthcare. Virtual health solutions help clinicians care for more patients while enabling access. For example, telehealth
and remote patient monitoring allow patients in rural areas to access care that may not be located near them. Virtual nursing and the use of video and motion ensure patients are monitored despite staff shortages.
AI, and particularly new generative AI, will shape the way clinicians and staff work. AI can facilitate everything from marketing content creation and automation to clinical decision support and predictive modeling. We’ve
helped clients use generative AI to translate patient instructions, assist call center agents with summaries and relevant suggestions, create a knowledge base chat for clinicians, and automate e-faxing. Technology is critical for organizations to continue delivering care to an aging population with limited resources. Solutions focused on improving the employee experience will reduce burnout and turnover and lead to better patient experience. According
Recognizing and supporting colleagues in achieving their goals is a priority for me
to a recent Trendlines survey of 800 healthcare and life sciences leaders, many healthcare organizations began their AI journey applying gen AI to administrative and operational use cases, given their relative feasibility and lower risk. Now, according to the survey, healthcare and life science organizations are expanding their views and investing in the use of gen AI across clinical and operational applications.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
Technology consulting has traditionally been a maledominated field. As technology has become more pervasive and opportunities opened for women to pursue careers in STEM, there has been increased representation. Avanade has been committed to increasing the representation of women and exceeded the goal of 40% of new hires being women.
What is your favorite quote?
“We rise by lifting others” -Robert Ingersoll This quote is significant because it emphasizes that effective leaders serve and empower others. It also highlights the importance of paying it forward and assisting others when one has achieved success, through activities such as mentoring and volunteering. Recognizing and supporting colleagues in achieving their goals is a priority for me.
What is one accomplishment you’re proud of?
I am proud of all my accomplishments that have led to where I am in my career today, especially the technology solutions I helped create or deploy that impacted health experience and outcomes. Recently, it was an honor to be recognized for
I measure my success by the positive impacts I have had on colleagues, clients, and my community
my success and dedication by The Consulting Report on their list of “The Top 25 Healthcare Consultants and Leaders of 2024”.
What drives you? How do you measure personal success?
I am driven to make a difference by leveraging my expertise and passion for technology to improve healthcare outcomes. Helping others is at the core of my professional and personal philosophy; I believe in serving and empowering those around me, whether it’s through mentoring colleagues, offering support to clients, or volunteering in my community. I am also committed to continuous learning, constantly seeking out new knowledge and staying abreast of industry trends and innovations. By doing so, I aim to bring the best solutions to the challenges faced by healthcare organizations, ensuring they can provide better care and experiences for their patients. I measure my success by the positive impacts I have had on colleagues, clients, and my community.
Where do you see yourself in the next 5 years?
I thoroughly enjoy my work and plan to remain in my current field. In the next 5 years, I aim to take on more responsibilities and drive Avanade’s growth strategy.
One piece of advice you would like to give to aspiring professionals from your industry.
My best piece of advice is to treat everyone with kindness and respect. You never know when a client, former colleague, neighbor, or acquaintance might be instrumental in your success or the next step in your career journey. Whenever I have faced career setbacks, it was invariably a former colleague who facilitated my transition into the next role. As you gain more experience and specialization in your career, the peer network often becomes smaller, making it increasingly important not to burn bridges.
Caroline Casabon, Vice President, Nora
Hi Caroline. Please tell us about your background and areas of expertise.
I have a very unconventional background. I began my career in the telecommunications industry, starting in an entry-level position. It didn’t take long for me to climb the ladder to a management role, thanks to an incredible manager who believed in me and supported my development. In 1997, I was presented with an
amazing opportunity to work in sports marketing and communications. This was a transformative experience where I learned a great deal about the industry, communication strategies, and navigating a predominantly male environment. After the birth of my second son, we decided I would become a stay-at-home mom—a decision that seems amusing in retrospect given my high energy levels. I quickly became involved in my
Caroline Casabon leverages her expertise and exceptional network to create lasting and fruitful partnerships between candidates and employers. She is a seasoned professional with over 30 years of experience across various fields, including leadership and executive roles, with more than 10 years in the healthcare sector and placement agencies. Passionate about people, she stands out for her dedication and peoplecentered approach. She brings more than two decades of experience in various service sectors that are fully aligned with OPS lines of services, such as security, call centers and international businesses. Her values and recognized abilities have propelled her to executive leadership roles in renowned organizations. Recently, in an exclusive interview with CXO Outlook Magazine, Caroline shared her professional trajectory, the practical tips required to manage talent shortage, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
The opportunity to make a difference in people's lives and contribute significantly to the greater good of our society is what drives me
We must stop viewing immigration as a problem and start recognizing it as a potential solution. When managed well, it can bring tremendous benefits
eldest child's school, our church, and even launched a website and online community for moms. At the time, I was among the pioneers in the web industry. This venture led to opportunities in television and radio, where I presented segments on motherhood and family life, as well as writing guest articles for magazines.
Once my youngest child completed middle school, I felt a strong desire to re-enter the workforce. Needless to says that it was not easy…. In 2013, I joined a United Nations agency, the International Civil Aviation Organization (ICAO), as a senior program manager. This role not only provided me with a broad understanding of aviation but also allowed me to develop expertise in aviation security. After seven years, I was ready for a new challenge and transitioned to the security industry as the General Manager for GardaWorld's training division. Following several years in senior management and executive roles within the security and private healthcare industries, along with a brief stint in aviation, I decided at the age of 54 that it was time to pursue something different. I felt fulfilled by my corporate experiences but wanted to slow down and work for myself, where I could make a tangible difference. And thus, Nora was born.
How was it to reintegrate the corporate workforce after a long absence?
Once my youngest child completed middle school, I felt a strong desire to re-enter the workforce. Needless to say, it was not easy. After staying at home for so long, it was challenging to regain confidence and feel deserving of a role at the level I previously held. There is still a significant stigma attached to being a stay-athome mom. It's as if we disappear from active
life and don't do much, don't learn anything new, or stop thriving as if we're frozen in time from the moment, we made that decision.
However, I have no regrets about that time with my children, and I love taking care of my family. In fact, the best years of my career came after those years with my kids. It allowed me to feel secure and at peace, knowing that my children had become independent and wellrounded individuals. I would make the same decision again in a heartbeat.
What do you love the most about your current role?
The opportunity to make a difference in people's lives and contribute significantly to the greater good of our society is what drives me. By applying my knowledge, experience, and talent, I aim to enhance a basic service that everyone needs. Additionally, I find immense fulfillment in working with the new generation of leaders and passing on my expertise. Furthermore, I have the chance to learn a new role in headhunting alongside my partners while participating in the creation of a new organization.
What can healthcare organizations do to ensure they hire great outpatient talent in a timely fashion?
It's crucial to move away from working in silos and embrace a culture of collaboration. As a society, we've often been caught up in blame—whether between the private and public sectors—instead of focusing on the well-being of patients and healthcare workers. During the pandemic, we rightfully celebrated our healthcare workers, but unfortunately, this appreciation has diminished over time. To address staffing challenges, we should also
When you love what you do, stay close to your team, and share your passion and work ethic, success naturally follows as a result of these combined efforts
consider immigration as a viable solution to bring in skilled, already-trained professionals to our healthcare system. Many countries are successfully utilizing this approach, providing much-needed support to their healthcare systems. We must stop viewing immigration as a problem and start recognizing it as a potential solution. When managed well, it can bring tremendous benefits.
What do you think about Talent Shortage especially in healthcare? What are the few practical tips you want to give to CEOs and hiring managers to manage this Talent Shortage?
Think outside the box! We have a wealth of talent available, with many more graduates entering the field each year. Unfortunately, many of them leave the industry due to
challenging working conditions, such as long hours, inflexible schedules, and high stress levels. To retain these talented individuals, we need to offer more flexible schedules, provide support and tools to assist them in their daily tasks, ensure continuous training, and recognize their contributions.
In addition, we should look to other industries for roles in administration and management. When we promote a nurse or other health professional to these types of roles, we loose precious resources for which we already have shortages. Evidently, the idea is not to avoid promoting healthcare workers, but let’s keep them in roles where their experience, and knowledge is best profitable.
If you need to draw a landscape of the future of the workplace, how will it look like? What disruptions do you foresee in HR over the five years?
With the increase of senior workers and business owners heading off into the retirement, I do not foresee and reduction of staff shortage. As well, we need more and more technical and traditional jobs which required less studies. We are already seeing a shift in that sense from younger generation. And I believe that we will remain in a situation where workers are choosing their employers and not jumping on any opportunity that is presented to them.
You were recently recognized as one of the Top 50 Women Leaders Montreal 2024. Our readers would love to know the secret mantra behind your success. Growing up in the '70s as a Black girl, I didn't see many inspiring Black female leaders. The
few women who were visible were often part of the entertainment industry. But I never dreamed of being an actress, model, or princess, nor did I aspire to marry well. My ambition was to be a "boss" or a businesswoman, as I would say in my adult language.
My mother was a nurse, and a great one at that, but I couldn't envision myself in the healthcare industry. Perhaps it was because I saw how hard she worked, the long hours she put in, and the state in which she would come home—often completely exhausted. This fueled my determination to carve out a successful career for myself and aim for a leadership role one day. Looking back, I realize I always had a knack for leadership. I was often the class president, the captain of sports teams, and the "bossy" one among my friends. But above all, I loved people! I enjoyed learning about them, learning from them, sharing my knowledge, and helping them reach new heights. In doing so, I was also progressing.
My journey has been challenging and continues to be at times, but I embrace these challenges and enjoy the work. When you love what you do, stay close to your team, and share your passion and work ethic, success naturally follows as a result of these combined efforts.
I would describe my leadership style as democratic. I am very present with my team and take a genuine interest in what motivates them. I prioritize open communication and involve them in the decision-making process whenever possible. Transparency is key for me, and I
encourage my team to be transparent as well. This approach fosters unity, trust, and strong collaboration among everyone.
I make a point of walking around the office daily to greet my colleagues and remember important events in their lives, like birthdays, wedding anniversaries, and their children's graduations or important games or recitals. I do this not because it makes me look interested but because I genuinely care. We spend so much time together that it's important to know about each other. I don't want to be the kind of manager who stays in their office and is only seen by accident, at the Christmas party, or in a monthly newsletter. That’s just not who I am.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Simon Sinek, renowned author and speaker, profoundly resonates with me through his approach, philosophy, and mindset. His deep appreciation for human beings mirrors my own, and his insights are incredibly inspiring. I could listen to him for hours. Throughout my career, I’ve frequently turned to his work for guidance in building strong relationships with colleagues and team members.
What drives you? How do you measure personal success?
Personal success has evolved significantly since my 30s and 40s. I no longer aspire to climb the corporate ladder; instead, I seek balance in my life. I no longer want work to consume 70% of my time. Today, success
means prioritizing my health, being present for my family, and finding joy in my work. It’s also about mentoring the next generation of managers and applying my experiences to contribute meaningfully to society.
Where do you see yourself in the next 5 years?
I still enjoy working—it keeps me sharp— so I plan to remain involved at Nora. I love the idea of working while traveling the world with my husband. My focus may shift more towards executive coaching and supporting start-ups in their formative years. With the advancement of technology and the growing use of AI, managers and teams will need guidance not only in learning these new tools but also in navigating the changes they bring. It’s easy to feel overwhelmed by such shifts; I've experienced it before with the advent of the Internet in the workplace and the chaos of the Y2K bug, which we thought would create a disaster and in which we invested years of resources and time to manage.
Through navigating these events and changes, I've learned to find balance and adapt to major shifts. Looking ahead, what I'm most excited about is the prospect of becoming a grandmother and spending quality time with my grandkids. Ultimately, that's where my legacy lies.
What key piece of advice would you give to people considering a career in human resources?
To succeed in human resources, you must genuinely care about people and have a deep desire to understand both others and yourself. It's essential to approach the role
with humility, acknowledging that you don't have all the answers. Never underestimate the importance of emotional intelligence; it's crucial to grasp the significance of your role within the organization and the impact you have on the people you work with.
You must be prepared to stand by your decisions and uphold your values. As the bridge between executives and teams, building trust is vital. It's important to foster an environment where people feel safe to be transparent without fear of retaliation.
Barbara Zaun, Director of Entertainment Teams, Philadelphia Eagles
Hi Barbara. Please tell us about your background and areas of expertise. My career in the NFL began with earning the unique and prestigious opportunity to be an NFL Cheerleader for two different organizations, including the Philadelphia Eagles. Performing on one of the world’s largest stages, literally and figuratively, changed the trajectory of my future as it led to the position of Director of the Philadelphia Eagles Cheerleaders/ Entertainment Teams.
Prior to the NFL, I was Director of Promotions for a team in the Independent Professional Baseball League (ISBL) followed by a public relations position with an expansion franchise of the National Premier Soccer League (NPSL) prior to operating within the Major Indoor Soccer League (MISL).
I graduated from DeSales University and also earned a certificate from the Yale School of Management Executive Education Women’s Leadership Program. Public relations and
My role is the perfect combination of my passions – sports, entertainment, business, and philanthropy
A dynamic professional in the NFL for over 20 years, Barbara Zaun's approach to innovation within her role has led to many industry firsts. Barbara oversees the operation of the Philadelphia Eagles Entertainment Teams and related brand executions, leading a team of 80+. Her vast experience ranges from involvement in major sports events including three Super Bowls, international fan engagement tours, and global goodwill military tours, to the implementation of transformational initiatives and inventive brand strategies. Barbara is often a panelist on women in sports discussions and was recently a featured speaker on the prestigious Pro Football Hall of Fame's Before the Snap programming.
Recently, in an exclusive interview with CXO Outlook Magazine, Barbara shared her professional trajectory, insights on the three major trends in NFL to watch out for, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
communications, managing large teams, and the development and execution of innovative concepts and productions, are among my areas of expertise.
What do you love the most about your current role?
My role here with the Eagles provides me with an extensive platform to impact others. I have always felt the desire to be a part of something so much larger than myself and to help make a difference in the world. There is a great natural connectivity of humanity in sports. Each day, I am able to brighten lives, give back, and support others in achieving their dreams…whether through serving communities in need, creating memorable moments for fans, or through mentoring and coaching the teams I manage, which are integral aspects of my position. It is very fulfilling to have meaningful connections with people.
My role is the perfect combination of my passions – sports, entertainment, business, and philanthropy.
What are the three major trends do you foresee in your industry in the next 12 months?
There has been significant global expansion of the NFL, and this will continue to grow over the next 12 months and in the years to come. The Eagles Entertainment Teams also represent the organization as global brand ambassadors with their most recent international fan engagement involving travel to Ghana and Australia.
In 2021, cheerleading was recognized as a sport by the International Olympic Committee (IOC) which is an integral first step to becoming an Olympic sport. It is my hope that over the
As a woman working in sports, I am very passionate about championing initiatives that provide more opportunities for women to obtain careers in the sports industry, especially football
next 12 months, strides continue to be made for an Olympic debut of the sport in the future as well as potentially leading to the National Collegiate Athletic Association (NCAA) including cheerleading as a sanctioned sport. It is very promising where the sport of cheerleading is headed which will create tremendous new opportunities for young athletes in this sport. There are continuous developments in the technology and digital space that leads to more ways to creatively engage with our fan base on gamedays and through other platforms.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
I am fortunate to work for an organization that is committed to diversity, inclusion, equity, and belonging. As a woman working in sports, I am very passionate about championing initiatives that provide more opportunities for women to obtain careers in the sports industry, especially football. The Eagles organization has been at the forefront of driving change. There is significant representation of women in senior leadership as well as coaching and football operations roles. The women in these trailblazing positions are paving the way for others to follow. I’ve been able to discuss the importance of representation in many forums including as a panelist for women in sports discussions as well as on the Pro Football Hall of Fame's Before the Snap programming. These types of authentic conversations and visibility for women are vital to creating more acceptance in this field.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
David Goggins – United States Navy Seal, Ultra-Endurance Athlete, Author, Inspirational Speaker. I have the utmost respect and admiration for U.S. active military and veterans. David Goggins is a testament to not only surviving all the odds that were against him but thriving despite his circumstances. I am passionate about supporting service members and obtained the first international goodwill military tour by the Philadelphia Eagles Cheerleaders to Bosnia, followed by Iraq and Kuwait, and now to date, our team has visited over 70 military installations worldwide. In addition to personally thanking him for his bravery and sacrifice, I would utilize the one-hour meeting to learn more about the mindset he possesses that enabled him to prevail over hardship and life’s challenges. I would
express appreciation for how he has been an inspiration to me and to people throughout the world, including through his powerful words, “Who’s gonna carry the boats?”.
Is there a particular person you are grateful for who helped get you to where you are?
When I was named Director of the Eagles Cheerleaders, I was entrusted with the tremendous privilege of upholding the rich legacy of the program, a program that has been in existence since 1948 and is part of our organization’s storied franchise history. I assumed the role as the youngest director in that position in the league at the time. I have immense gratitude for the multitude of individuals that displayed confidence in me at that pivotal time and throughout my career. I’ve gained invaluable knowledge and life lessons from their mentorship.
I focus on positive reinforcement, fostering creativity and innovation, and the desire to have every member of the team succeed
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I’m a big-picture thinker and try to view everything through an optimistic lens, which helps to maintain perspective. It is certainly easy though to be self-critical when you set high expectations for yourself, and in recent years, I’ve adopted a philosophy of remembering to be kind to myself. Utilizing self-affirmation supports a healthy mindset and the ability to stay resilient.
I have a transformational leadership style which enables me to motivate my team through a collaborative approach where each member feels invested in achieving collective goals. I focus on positive reinforcement, fostering creativity and innovation, and the desire to have every member of the team succeed. It is important for each team member to feel inspired as well as empowered. I aim to communicate in an enthusiastic and encouraging manner. This style of leadership is genuine to my personality and how I operate, and that authenticity helps to build trust which is essential in leading and motivating a team.
What is your favorite quote?
“Adversity has the effect of eliciting talents which, in prosperous circumstances, would have lain dormant.” – Horace, Roman poet. This quote has always resonated with me in my professional life as well as my personal life. It is during the times when I’ve been faced with obstacles that I have found the most inspiration and courage. Most of my successes and innovation derived from times of trials and tribulations. It was in these moments when I’ve had to rely on inner strength and thinking creatively. It has revealed
abilities unbeknownst to me and strengthened my character and fortitude.
Where do you see yourself in the next 5 years?
This is an exciting time to be a part of the Eagles organization and the NFL as fandom for the sport of football continues to expand throughout the world. In the next 5 years, I hope to see myself continuing to contribute in making an impact through my work with the organization.
What advice would you give to anyone starting out on their career in your industry?
Gain as much experience as possible in minor leagues and take advantage of internship opportunities. Working for a smaller sports team first provides exposure to all facets of the organization. When you reach a leadership position in a larger organization, your teams respect that you worked your way up the ranks and have extensive knowledge in all aspects of an operation. I often express to my teams that there isn’t a responsibility that I will delegate to them that I haven’t experienced myself. I also think it is critical to match your passion with your strengths. When most think of entering the world of sports, the roles on the field related to players and coaches come to mind. However, professional sports teams are comprised of every department you would find in any other large-scale corporation including accounting, marketing, data analytics, communications, human resources, corporate sales & service, and so forth. By combining your passion with your strengths, you can target a path where you will naturally excel and succeed long-term in the sports industry.
Jed Meyer, Chief Executive Officer, St. Cloud Financial Credit Union
Hi Jed. Please tell us about your background and areas of interest.
My roots are firmly planted in a blue-collar upbringing, with a family deeply committed to giving back to the community. My grandparents served as foster parents in Hennepin County for over 50 years, adopting three uncles in the process. My parents also embraced this spirit by adopting a brother and sister in an open relationship, while I remained their biological child. Growing up in such a family, I learned
the importance of contributing to others’ success, a value that has shaped my personal and professional journey. While I was initially driven by titles, status, and financial success, I realized that true fulfillment comes from making a meaningful impact. This led me to take a significant pay cut to pursue a role that allowed me to align my work with my values, including my volunteer efforts with city councils, children’s clinics, and foundations. These experiences have given me a platform to
Our vision is to create meaningful connections that allow our members to thrive, ensuring that our credit union remains a vital part of their financial well-being
With a lengthy tenure in the banking industry, Jed Meyer was appointed President and CEO of St. Cloud Financial Credit Union in 2014. Under Meyer, the 94-year-old credit union experienced phenomenal growth, surpassing 325% during his tenure. What sets Meyer apart is his innovative approach to growth, focusing on mission-driven strategies that prioritize human connection and emotional engagement. This unique emphasis on culture and community involvement sets SCFCU apart from others. Meyer’s career trajectory, combined with dedication to community and youth, has established him as an inspiring and influential CEO in the industry and a respected leader within his community. Recently, in an exclusive interview with CXO Outlook Magazine, Jed shared his professional trajectory, insights on the mission and vision of St. Cloud Financial Credit Union, the best piece of advice he has ever received, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
do what I’ve always wanted: make a difference in the world while achieving success in a more fulfilling way.
What was the inspiration behind establishing St. Cloud Financial Credit Union? What is its mission and vision?
St. Cloud Financial Credit Union was initially founded by postal employees, though I’m not entirely sure about the exact inspiration behind its establishment. However, our mission and vision are clear. We are committed to making a difference for our members by fostering a member-focused culture, creating an enthusiastic environment for our employees, and taking purposeful action within our community. Our vision is to create meaningful connections that allow our members to thrive, ensuring that our credit union remains a vital part of their financial well-being.
What are the three major trends do you foresee in your industry in the next 12 months?
In the next 12 months, I anticipate three significant trends in our industry. First, we will see heavy consolidation driven by the rapid pace of change, the increasing costs associated with those changes, and the growing pressures around cybersecurity. Additionally, the fight for talent and human capital will emphasize the need for economies of scale that ensure long-term success, regardless of our current standing. Second, the nature of money and its movement is undergoing a transformation, with new technological advancements and financial infrastructures revolutionizing how we interact with our communities and members. Our role
in financial responsibility will evolve, and we must decide whether to lead the narrative or simply react to it. Lastly, the turnover of executive leadership and board members over the past decade presents both a threat and an opportunity. While we risk losing invaluable experience, new leadership can redefine the balance between collaboration and competition, ensuring that our industry remains strong through strategic partnerships. It’s essential to remember that while competition is necessary, collaboration should never be sacrificed, as it is one of the key strengths that has made our industry successful.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received? Throughout my career, I have been fortunate to have several mentors who have significantly influenced my growth. My grandfather was one of the earliest to shape my perspective, teaching me that while I may not be able to control the world around me, what I earn through hard work is mine to keep. This advice has been a guiding principle in my life, emphasizing the importance of accountability and tenacity. Another piece of advice that has stayed with me is the idea that you can learn something from every person you interact with, even those you don’t enjoy working with. In fact, some of my most valuable lessons have come from challenging relationships. Additionally, I have been influenced by coaches and strong leaders from diverse backgrounds who have enriched my understanding of strategy, community engagement, and business acumen.
It’s essential to remember that while competition is necessary, collaboration should never be sacrificed, as it is one of the key strengths that has made our industry successful
What is it that motivates and inspires you in your everyday life?
My motivation comes from a deep-seated desire to do good in the world. I find that when we simplify complex issues and apply common sense, we often discover that many people share the same goals. My work is not driven by the pursuit of maximum stock value or personal ego, but by a commitment to strengthening our organization and, by extension, our members. Authenticity is crucial to me—it’s about showing genuine care for others, rather than offering empty platitudes. I believe that by uncommoditizing the financial industry and fostering trust, we can make a significant impact on people’s lives. I’m also deeply humbled and grateful for the platform I’ve been given to lead. My inspiration comes from the opportunity to make a difference without expecting anything in return, which often leads to extraordinary results.
What are you particularly proud of in your career?
One of the things I am most proud of is my role in the development of others. I have had the privilege of mentoring EVPs who have gone on to become CEOs, and being part of their success has been incredibly rewarding. My career has taken me on a fascinating journey, where I have seen relationships evolve— from reporting to someone, to becoming peers, to even working together in business. A pivotal moment in my leadership journey came during a conversation with a colleague named Sarah. She observed that I was more driven and direct at work while being passive at home. She challenged me to be the same person in both settings and that advice has been transformative. It helped me realize that my strengths as a leader and as a human can—and should—be consistent across all areas of my life. This insight has shaped my
approach to leadership, both at home and in my professional career.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to lead within the financial services industry in a role that not only ensures the survival of the industry but also helps it thrive. I am passionate about the member-owned cooperative structure, where people can be vulnerable about their finances and work towards living the lives, they desire. While I don’t have a specific role in mind, I am committed to being in a position that allows me to advocate for and advance the credit union movement, ensuring that it remains a vital part of our communities.
What’s a productivity tip you swear by?
A productivity tip I swear by is to avoid solving problems too quickly. When we rush to a solution, we often rely on our immediate skill set, which can lead to a narrow focus on barriers and challenges. Instead, I advocate for holding the tension and staying with the “blue sky” possibilities before working backward to manage risks and probabilities. This approach allows us to explore solutions that may not align with our usual methods, leveraging the strengths of others and focusing on what’s best for the organization as a whole, rather than what’s best for me individually. It’s about stepping back, seeing the forest for the trees, and considering the broader implications of our decisions. This mindset not only fosters better outcomes but also encourages collaboration and innovation within the team.
One of my favorite quotes is inspired by Theodore Roosevelt’s speech “The Man in the Arena.” It highlights that it’s not the critic who counts, but the person who is actually in the arena—striving valiantly, facing challenges head-on, and persisting despite failures. True credit belongs to the person who puts in the effort, who knows the great enthusiasms and devotions, and who, even if they fail, does so while daring greatly. This idea resonates with me because it emphasizes the value of perseverance and courage, reminding us that real achievement lies in striving, not just the outcome.
One piece of advice you would like to share with aspiring professionals from your industry.
One piece of advice I would share with aspiring professionals is to understand that what got us here won’t necessarily get us where we need to go in the future. The passion and the cooperative model that have served us well must now be complemented by fresh, individual talents that can drive us forward. It’s easy to fall into the trap of repeating the same industry platitudes and relying on the camaraderie of familiar relationships, but true progress requires challenging the status quo. Don’t be afraid to take risks, make business decisions that prioritize members, staff, and the community, and then seek collaboration within the industry. Avoid complacency; bad strategies aren’t killing our industry; the absence of strategy is. It’s crucial to define your value proposition and take action, even if it means going against the grain. Remember, life is 10% what happens to you and 90% how you react to it. This industry will survive only if we are willing to embrace change and take bold steps forward.
Ashley Larochelle, Vice President of People & Culture, Thermacell Repellents, Inc.
What do you love the most about your current role?
I love that I am able to learn and growth with the business as we expand globally. Each day is full of variety, new challenges, and an abundance of opportunities to learn. I’m obsessed with learning new things and teaching and coaching others too.
Hi Ashley. Please tell us about your background and areas of expertise. I have 16 years of business administration experience working with both large and small companies in the finance, pharmaceutical & nutraceutical industries. My areas of expertise include people, culture and social impact strategy development. I have a passion for transforming the traditional “HR” function by adding more humanity into business and creating a virtuous cycle where both people & business unleash their unique potential and thrive.
I have a passion for transforming the traditional “HR” function by adding more humanity into business and creating a virtuous cycle where both people & business unleash their unique potential and thrive
Ashley is the Vice President of People & Culture at Thermacell Repellents, a company with a mission to liberate people who love the outdoors from the harmful effects of insects. She has passion for transforming traditional “HR” by adding more humanity into business and creating a virtuous cycle where people & business unleash their unique potential and thrive. As an avid outdoors family, Ashley, her husband and daughter enjoy traveling, ATVing, snowmobiling, and boating! When they aren’t adventuring, you can find them on their mosquito-free patio with friends and family catching a sporting event or movie around the fire. Recently, in an exclusive interview with CXO Outlook Magazine, Ashley shared her professional trajectory, insights on how leaders should encourage a healthy work-life balance for employees, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
What initiatives do you think should be implemented to support employee well-being and mental health within organisations, and how should leaders encourage a healthy work-life balance for employees?
Leaders should model work-life balance for their folks. For example, ensuring they take their paid time off, put that out of office message on, planning and delegating in advance to ensure they actually honor their rest time. Walk the talk if you will. In those rare occurrences that business can’t wait, and they are unable to model it fully, leaders should be more thoughtful of the optics of catching up at night, early in the morning. While they may not expect the same from their team, it becomes a hidden expectation of this is
what it takes to get ahead and can cause burnout for people who aren’t getting compensated the same way. I highly recommend leaders are more intentional about leveraging technology like the send later button in outlook before hitting send at 1am on those emails they’ve been needing to catch up on! One other major way for leaders to encourage balance is to ensure they are checking in constantly on what’s on the plate of their team, and what are the most important things right now (i.e. next 90 days). Not every team member is going to raise their hand and ask for help prioritizing so it is important to create a rhythm for connection and environment where people feel safe to be vulnerable. After practicing it for awhile, it becomes the norm, and everyone is better for it.
I think organizations should really look at their PTO packages and ways of working with folks out as a way to ensure folks are able to avoid burnout. For example, instead of folks saving their vacation time for the holidays, Thermacell commits to a company-wide global shutdown between Christmas and New Years. This is a way that everyone shuts down together, so no one is coming back to an inbox full of emails and feeling behind. We start the year off right and it builds great momentum in the early part of our seasonal business sprint with everyone being fully rested and recovered together. Additionally, we offer 12 paid weeks of parental leave for new parents to use intermittently in their child’s first year.
We are now looking at adding sabbaticals to our package after folks reach certain years of service to incentivize longer tenure and a commitment to keeping people refreshed and reinspired. With proper planning and excellent communication anything is possible even in small businesses.
What strategies do feel are necessary to foster a culture of diversity, equity, and inclusion within global organisations, and how to measure their effectiveness?
I believe that the most effective strategies for DEI are ensuring that companies have representation in leadership roles which can only be done with hiring, developing & promoting
With proper planning and excellent communication anything is possible even in small businesses
from within. Additionally, DEI strategies only work when they are deeply supported from executive sponsors but driven and authentically led by members within the community and are inclusive to allies as well. At Thermacell, we have 3 current DEI committees: Women in Business, Communities of Culture, and LGBTQ+. Each of these committees has a dedicated executive sponsor who plays the role of coach for the committee chair. They serve as an enabler to help the committee advance its agenda within the organization, spending most of their time learning and teaching, and in some cases influencing process and policy change where we weren’t aware we had blind spots. We are in our infancy (year 2) on launching these committees, but fully expect effectiveness to look like great attendance as a % of headcount at their education sessions, and perhaps some real projects for my team to tackle if needed. Secondly, we ensure that the concept of diversity is broad across the organization. We value all types of diversity in the traditional sense, but also diversity of experience & thought. We nourish this concept by having all of our teams take personality assessments and map our unique humanness to take time to appreciate each other’s superpowers and determine the best ways to leverage those while working together. The AI platform we use syncs to calendars and gives daily coaching on how to work together best with the people you are meeting with daily. Effectiveness of this program is hard to measure, but we do test the value via surveying employees formally and anecdotally. It’s now part of nearly every onboarding and annual retreat process for teams.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Being from New England this is probably very cliché to say I would want to meet Tom Brady! He was an underdog for years and through relentless hard work and dedication became a titan in his industry and now beyond it. I would love to learn from him more about his mental toughness and unwavering drive for success and just how he does it.
Is there a particular person you are grateful for who helped get you to where you are?
It’s hard to just name one because I believe I have a village of support beginning at home with my husband! Related to my career opportunity, I absolutely wouldn’t be where I am today without Robert Craven of Scale Passion. He and I worked together for 6yrs at MegaFood as a dynamic duo of vision and activation. I learned a ton from him on organizational leadership, leading with purpose and creating positive impact. Our time together was invaluable for my career progression, and I will forever be grateful for his willingness to coach, trust, and give me runway.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I keep my mind healthy on the daily by creating moments of oxygen in my very busy calendar to take a few minutes of respite. Sometimes that means a walk, going for a drive to get a coffee, or just walking to the office connecting with people and high fiving. Additionally, I am
In the next 5 years I see myself leading a world class global People, Culture & Social Impact team
very intentional with my calendar to scheduled time for weekly reflection of wins, challenges, and gratitude. I motivate my team with short and long moments of teaching/coaching wherever I can. I teach them something new, or how to do something better, and then empower them to run with it next time. The personal and professional confidence that it builds is invaluable to self-actualization and inspires them to continue to do more and better.
What is your favorite quote?
Wake up and look for the opportunities you want, if they aren’t there, make them!
Where do you see yourself in the next 5 years?
In the next 5 years I see myself leading a world class global People, Culture & Social Impact team. Thermacell has a lot of runway ahead and I’m excited to help bring it and our people to their fullest potential.
What advice would you give to anyone starting out on their career in your industry?
Learn everything about how your business runs, how it makes a profit, who does what and why. Learn how your role can contribute to top and bottom-line results. Make your knowledge of the innerworkings of the company a valuable asset as you build relationships and serve company leaders and employees to enable frictionless execution of the mission and to deliver business results with urgency. Help create the virtuous cycle of the business winning so it can invest back in its people and so on. I see a lot of very passionate people leaders fail where they can’t connect their why to the business need.
Scott Newton, Managing Partner, Thinking Dimensions Global Consulting & Board Member
Hi Scott. Please tell us about your background and areas of interest. I grew up in Western Canada and became interested in International Business early in my career. Following a role in Operations Management and TQM/Six Sigma, I went back to school and attained an MBA degree based on two continents (Europe/North America.) I transitioned my career over to Strategy starting in 2002 and ever since have been working all over the world on assisting organizations to grow, take better decisions, and create value.
Today I work on a portfolio career including Strategic Advisory, Non-Executive Director Board Roles, Executive Education and Facilitation, mentoring and investing with Scale Up companies, and M&A/Transformation.
How do you measure the success of Sustainable Value Creation initiatives, and what metrics do you use to evaluate their impact?
Sustainable Value Creation has three elements to consider:
In terms of metrics to evaluate impact, you must look beyond just Financial KPIs, and understand how the organization(s) are improving the long term conditions of your ecosystem
Scott Newton is the Managing Partner of Thinking Dimensions, and a Non-Executive Director. Scott works with Boards, CEOs, Private Equity, and senior leaders on Strategy, M&A, Value Creation, and Digital Transformation with an emphasis on embedding sustainability into their business models today and for the future. His experiences have taken him to North America, Latin America, Europe, MENA, and Asia Pacific regions assisting global organizations in major change. Scott and his teams focus on building new business model portfolios, future proofing the organization, and linking impact to sustainable growth and profitability opportunities. The organizations Scott works with achieve speed, alignment, and most importantly sustainable results.
Recently, in an exclusive interview with CXO Outlook Magazine, Scott shared his professional trajectory, insights on the most significant challenge Fortune 1000 businesses will face in the next 5 years, his favorite quote, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
1) How are you measuring and creating long term value for all the stakeholders?
2) What will the business look like in the future and why will this be a success?
3) Why will investors, employees, and customers choose to work with this organization?
In terms of metrics to evaluate impact, you must look beyond just Financial KPIs, and understand how the organization(s) are improving the long term conditions of your ecosystem.
With experience working with over 250 CEOs and Senior Business Leaders, what are some common leadership traits or skills that you believe are essential for driving sustainable growth and profitability?
Leadership traits that are essential include:
1) Leading by example: behaviours are consistent and modelled without exception
2) Inspiring in communication: not only are leaders effective in their communication, they are both inspiring and memorable
3) Ability to see the bigger picture: going beyond “where are we today” and understanding how industry shifts and the implications globally turned into concrete actions
Looking ahead, what do you see as the most significant challenges facing Fortune 1000 businesses in the next 3-5 years?
Attraction and retention of talent will be the single largest challenge the Fortune 1000 face in the next 3-5 years. A combination of shifting demographics together with changes in what future employees expect from their careers create a “perfect storm” for employers
in recruiting and incentivizing top talent for the future.
Secondly, the acceleration of technology will change the competitiveness and industry positioning for organizations that today are leaders and tomorrow will be under threat. Responses to this require a rethinking of both innovation and the portfolio of business models that will best create value long term.
Demands for energy, communications, and the skills necessary to manage widescale transformation will require leaders that can master both attraction and retention of talent together with leading the ever-changing learning organization of the future.
How do you stay up-to-date with emerging trends and technologies that may impact your clients' businesses, and how do you incorporate that knowledge into your consultancy's offerings?
Great question! My teams and I are continuously exploring new technologies, trends, and looking to where emerging players may be creating the future. In my role as a lead mentor at Techstars for example, I have the opportunity to meet with the leading scale up founders and assist them in building and creating the industry changing platforms and offerings for tomorrow.
In my roles with executive education and teaching I am continuously exposed to new research, global thinkers, and studying the “weak signals” that indicate significant changes in industry and society when we look to the future
I encourage every professional to look for where they can learn something new, and continuously apply that learning to drive meaningful impact
In my roles with executive education and teaching I am continuously exposed to new research, global thinkers, and studying the “weak signals” that indicate significant changes in industry and society when we look to the future.
What role do you believe culture plays in driving sustainable growth and profitability, and how do you help clients assess and address cultural gaps or challenges?
Culture is how work gets done and why decisions are taken and acted on in the organization.
You cannot have sustainable growth without a healthy sustainable business culture.
In assessing gaps and challenges, start by considering the values of your organization which are both written and unwritten. Compare those beliefs and values to the behaviours in day-to-day business activity. Are there gaps?
Now, to fix any outstanding gaps start with the leadership team and the board, and lead by example. Tolerating toxic behaviours will lead to it spreading throughout the entire organization.
What is your favorite quote?
"You may have to fight a battle more than once to win it." Margaret Thatcher
What is one accomplishment you’re proud of?
Recognition for three years as the “Executive Program Professor the Year” for my work on Strategy and Transformation.
What drives you? How do you measure personal success?
Impact. We all have an opportunity to assist in contributing to improving the world, and it is our impact in doing so that will determine personal success.
One piece of advice you would like to give to aspiring professionals from your industry.
Always Be Learning. The world is constantly changing and the opportunities to learn are everywhere. I encourage every professional to look for where they can learn something new, and continuously apply that learning to drive meaningful impact.
