Engineering leader Dan Blundell shares how he measures his performance with Suzan Bond, founder of Constellary.

An interview with Pat Caldwell, Chief People Officer of Send about navigating compensation at startups & scaleups. Interviewed by Suzan Bond, founder of Constellary.

Jacob Smith, a former founder of startup Packet talks with Constellary founder Suzan Bond about GTM strategy.

Katie Harper, COO of Kard tells Suzan Bond how she managed isolation as a COO.

Suzan Bond, Founder of Constellary speaks with Emily Lincoln-Gordon about holding the COO and interim Chief Product officer (CPO) roles at the same time while at Attest. 

A conversation with Constellary Suzan Bond and Zac Smith, former co-founder and CEO of Packet.

Suzan Bond, Founder of Constellary interviews María de Antón about transitioning from Customer Success Leader to VP of Product

Laura Del Beccaro talks to Suzan Bond about her journey from software engineer, to CEO to successful exit.

From a fintech startup COO to CEO with Rupert Whitten, CEO, of Atrum.

Breaking the bamboo ceiling as an Asian female leader with Michelle Tran, Head of Strategic Partnership, SVP at Vestwell

An interview with Dan Storms about being the first product leader at a startup

Scaling decision-making is critical for startups to grow in size and organizational complexity. Unless we consciously decide to adjust how we make decisions as we shift into the next phase, it can become cumbersome or ineffective. James Trunk, VP of Engineering at Griffin talked with me about how they scaled decision-making at the Fintech startup.

We often believe that we need to have functional expertise to lead others but in my experience, that’s not true. We can lead without having discipline expertise – something Edwina Johnson knows well from her time as COO of Fintech startup Alloy where she built and managed a team with broad expertise.

Our conversation highlighted just how strong COOs are at working cross-functionally across an organization. Edwina – like the best of them – understands how to drive alignment around a common goal without using positional authority. There are so many lessons about collaboration and leading without functional expertise in this interview. I hope you enjoy Edwina’s wisdom as much as I did.

Kelly Port, VP of Product at Elsmere Education talked about her time as the EVP of Product Development and Commercialization at GutCheck leading the product from revenue decline to successful exit. We talked about the importance of curiosity for product leaders, how to realign the organization around a new product direction, and her advice for other product leaders who need to reinvigorate a stale product.

Sheree Atcheson, Group Vice President of Diversity and Inclusion at Valtech is the author of Demanding More. Sheree talked with me about her experience leading global teams. We talked about our shared belief about why the discovery process is so critical for new leaders in a business. We also talked about the importance of bringing others along, especially when in an organizational leadership role. That alignment is so critical. Finally, we talked about the need to have embedded ways to listen. This is so important for all leaders.

Leaders are often expected to be superhuman, which also means being infallible. But leaders are decidedly human. They get sick just like the rest of us. They also get diagnosed with serious and chronic illnesses. Having a disability at work can be challenging for anyone. Navigating chronic illness while also carrying the responsibility of leadership can feel overwhelming.

Meri Williams, CTO of Pleo talked with me about what it’s like being a CTO while navigating Ehlers-Danlos – a painful condition that can be debilitating. During our conversation we talked about how the limitations of a chronic illness impacted the way they saw themselves, how they changed their leadership style, and their wisdom for those who find themselves newly diagnosed while leading.

Leading at a startup is very different from leading at a growth-stage company or a large enterprise. When taking a leadership role, considering the phase of business is really important. David Yee, VP of Engineering at the New York Times spoke about his journey from startup exec to leading at a large company.

We talked about what the transition from startup founder to big enterprise leader was like, being an experienced leader in a new organization, and what it means to “do the right thing” as a leader.