The Human Advantage Podcast

Adam Kleckner

The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

  1. 3d ago

    Episode 015 — The Human Side of Cybersecurity and AI with Eric Richardson

    A conversation with Eric Richardson on AI, cybersecurity, trust, and neurodiversity — exploring how leaders can build safer, smarter technology systems without losing sight of the people, judgment, and different ways of thinking behind them. Episode Date: May 28th Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary: Eric Richardson has spent 30 years in cybersecurity and AI risk — from programming on an Altair 8800 as a kid to leading compliance for some of the biggest names in tech. He's also openly neurodivergent, and in this conversation he connects those two things directly. He breaks down why humans are always the biggest cybersecurity vulnerability, why companies are setting themselves up for a painful AI reckoning, and why the ability to say "I don't know" is the most underrated skill in any tech team. Main Topics: How five generations of engineers shaped Eric's entry into tech — and why he became a computer scientist instead Why neurodivergent thinkers find comfort in chaos — and why that's a feature, not a bug, in cybersecurity The AI hype cycle compared to the internet boom and the cloud migration — and what the die-off will look like Why laying off engineers for tokens is a short-term decision with a long-term bill Human in the loop: why the final decision always needs a human, and why that won't change Pattern recognition, nonlinear thinking, and why cybersecurity was built for neurodivergent minds Why asking "why" isn't obstinate — it's how the best leaders actually work What never shows up on Eric's resume: a passion for smart iteration Intriguing Quotes: "A computer can never be held accountable — therefore a computer must never make management decisions." — 1979 IBM training manual, still applies. "Humans are the weakness. We always are. We're the wetware." "Boredom is dangerous." "It took me until five years into my career to realize I needed to stop trying to prove to the world I was smart." "When I was in the worst of crisis — I get weirdly calm." "Baking is science you eat." Key Moments: [02:20] Five generations of engineers in one family — and how learning to debug bad BASIC code on an Altair 8800 in 1976 led Eric into tech. [08:29] Why neurodivergent thinkers thrive in cybersecurity: pattern recognition, nonlinear thinking, and the ability to stay calm when everything is on fire — because for some brains, juggling seven things isn't a crisis, it's just Thursday. [13:02] The AI token reckoning coming: companies replacing engineers with AI are handing SaaS companies the keys. When they can't hire back, they'll realize what they traded away. [20:01] Human judgment still matters most: AI is a tool, not a decision-maker. The 1979 IBM principle still holds — a computer must never make management decisions. [29:45] Why asking "why" is great leadership: Eric spent years asking it as a developer and getting pushback. Now he tells every team member why they're doing what they're doing — because people work better when they understand the direction. [34:00] Lightning round: cybersecurity myth to kill — humans aren't the weakness (they are). AI buzzword to retire — automation. Most underrated leadership trait — be genuine. Notable Resources: Book recommended: Project Hail Mary by Andy Weir Concepts: Human in the loop; wetware vulnerability; AI hype cycle; pattern recognition in cybersecurity; smart iteration Connect with Eric Richardson: LinkedIn: https://www.linkedin.com/in/ericcrichardson/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 015 — The Human Side of Cybersecurity and AI with Eric Richardson

  2. Jul 14

    Episode 014 — Where Systems Create Friction with Craig Isaak and Dr. Ryan Darby

    A conversation with Craig Isaak and Ryan Darby on workplace friction, neuroinclusion, and why so many "people problems" are really system problems — exploring how leaders can design work around how humans actually think, focus, recover, and perform. Episode Date: May 27th Host: Adam Kleckner (Head of Strategy at LinkTech) Summary: Craig Isaak brings a human-centered and neuroinclusive lens to how work gets designed. Dr. Ryan Darby brings behavioral science to the hidden friction slowing teams down. Together they make the case that burnout, disengagement, and underperformance aren't people problems — they're conditions problems. In this conversation they break down the friction tax, the fog-heat-grind framework, and why the single best question a leader can ask isn't "how do I fix this person" but "where is the system getting in the way." Main Topics: What the friction tax actually costs — and why unlike the IRS, you don't have to pay it Why burnout is less about hours and more about frustration — and how those are the same emotional process The corporate costume: how unexamined culture creates friction nobody can name but everyone feels Fog, heat, grind — the three most common sources of workplace friction and how to eliminate them Why rewarding the loud and fast thinker in meetings is a system problem, not a talent problem How job crafting happens naturally at the top and gets denied at the bottom What changes when leaders flip the question from "how do I get this person to fit" to "where is the system creating friction" What never shows up on a resume: working odd hours with clear outcomes, and being the anti-sales salesperson Intriguing Quotes: "Unlike the IRS, you don't have to pay the friction tax. You're just paying it because you've always paid it." "Another word for friction is frustration. And another word for frustrated, by the way, is anger." "The conditions were all wrong. It wasn't a people problem." "Assume credibility. That employee was hired for a reason. Start with why." "We have yet to unlock human potential. Right now we have humans capped inside systems." "One word for a truly human-centered workplace? Empathy." Key Moments: [02:43] The friction tax explained: organizations have spent decades eliminating process friction through Six Sigma and Lean, but never applied the same thinking to human interactions. That's the gap — and it's costing everyone. [07:31] Why we reward extroversion in meetings and call it intelligence. The person who speaks first gets credit. The reflective thinker who speaks last with the best idea gets overlooked. That's a system problem. [08:15] The school start time case study: shifting high school start times improved attendance, engagement, and test scores. The students were fine. The conditions were wrong. The same principle applies to every workplace. [19:01] Fog, heat, grind: lack of clarity, interpersonal conflict, and a mismatch between strengths and job requirements. Fix these three things and you eliminate most workplace friction. [28:03] Craig's neurodivergent ideation moment: wild ideas that needed a conversational partner to find the gold inside them. That's not a problem. That's where innovation lives — if the system makes space for it. [30:53] The shift that unlocks everything: stop asking how to get people to fit the system. Start asking where the system is creating friction. The answer changes everything. Notable Resources: Concepts: Friction tax; fog-heat-grind framework; job crafting; radical individualization; conditions vs. people problems; corporate costume Connect with Craig Isaak: LinkedIn: https://www.linkedin.com/in/craigisaak/ Connect with Dr. Ryan Darby: LinkedIn: https://www.linkedin.com/in/rsdarby/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 014 — Where Systems Create Friction with Craig Isaak and Dr. Ryan Darby

  3. Jul 7

    Episode 013 — Great Minds Don't Think Alike with Laura Anthony

    A conversation with Laura Anthony on neuroinclusion, disability law, communication, and why great minds don't think alike — exploring how leaders can create stronger teams by making space for different brains, different perspectives, and more human ways of working. Episode Date: May 26th Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) ________________________________________ Summary: Laura Anthony is an inclusive leader, disability and education lawyer, mediator, and neurodiversity advocate whose belief that great minds don't think alike started long before her career — with a grandmother who lost her right hand and kept painting, and a mother whose brain injury left her French intact while everything else shifted. In this conversation she breaks down why neuroinclusion is a talent, cultural, and performance imperative, why curiosity is the most underused leadership tool, and why you can't policy your way into inclusion. ________________________________________ Main Topics: ● The family origin story behind "great minds don't think alike" ● Why leaders confuse communication style with capability — and how that assumption skews everything ● The curb cut effect and why neuroinclusive design benefits everyone, not just neurodivergent people ● Why neuroinclusion is more than accommodation — it's a rising tide that lifts all boats ● How curiosity stops risky assumptions before they become wrong conclusions ● The COVID video call moment that proved a curious question beats a panicked assumption ● Why different ways of thinking matter more in the age of AI, not less ● The myth she'd retire: neurodiversity as always a superpower ________________________________________ Intriguing Quotes: "Great minds don't think alike." "Confusing communication style with capability — that's where everything else starts to skew." "Neuroinclusion is a talent imperative, a cultural imperative, and a performance imperative." "When we don't understand someone's behaviour, we fill those gaps with assumptions and stop being curious." "You can really live inclusion in the smaller moments — how you run a meeting, how you give feedback." "One word for a truly neuroinclusive workplace? Connected." ________________________________________ Key Moments: ● [02:09] The origin story: grandmother loses her right hand, keeps painting with the other. Mother survived a brain injury and lost everything — except her French. A family where ability just didn't always look how people expected. ● [09:23] The biggest leadership mistake: confusing communication style with capability. Someone processes out loud, needs more time, avoids eye contact — and it gets called a performance issue or a culture fit problem. ● [13:26] Why neuroinclusion goes beyond accommodation — if 50%+ of Gen Z identifies as neurodivergent, separate programs just keep othering the majority of your incoming workforce. ● [24:44] The COVID video call: staff think Laura's mom has had a stroke. Everyone's panicking. Laura takes a breath, gets curious, asks: "How do you like my hair?" Her mom sits up and says she hates it. No stroke. Just tired of people. ● [30:06] Why different thinking matters more in the age of AI: the tasks AI can't replicate come from out-of-the-box thinkers. Neuroinclusion isn't just the right thing — it's the competitive thing. ● [31:03] The myth she'd retire: neurodiversity as always a superpower. It glosses over real challenges and can feel dismissive to someone navigating sensory overload or a system not designed for them. ________________________________________ Notable Resources: ● Concepts: Curb cut effect; universal neuroinclusive design; neurodiversity vs. neurodivergence; curiosity as leadership tool; communication under pressure ________________________________________ Connect with Laura Anthony: ● LinkedIn: https://www.linkedin.com/in/lauraganthony/ ________________________________________ Connect with The Human Advantage Podcas Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 013 — Great Minds Don't Think Alike with Laura Anthony

  4. Jul 7

    Episode 013 — Great Minds Don't Think Alike with Laura Anthony

    A conversation with Laura Anthony on neuroinclusion, disability law, communication, and why great minds don't think alike — exploring how leaders can create stronger teams by making space for different brains, different perspectives, and more human ways of working. Episode Date: May 26th Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary: Laura Anthony is an inclusive leader, disability and education lawyer, mediator, and neurodiversity advocate whose belief that great minds don't think alike started long before her career — with a grandmother who lost her right hand and kept painting, and a mother whose brain injury left her French intact while everything else shifted. In this conversation she breaks down why neuroinclusion is a talent, cultural, and performance imperative, why curiosity is the most underused leadership tool, and why you can't policy your way into inclusion. Main Topics: The family origin story behind "great minds don't think alike" Why leaders confuse communication style with capability — and how that assumption skews everything The curb cut effect and why neuroinclusive design benefits everyone, not just neurodivergent people Why neuroinclusion is more than accommodation — it's a rising tide that lifts all boats How curiosity stops risky assumptions before they become wrong conclusions The COVID video call moment that proved a curious question beats a panicked assumption Why different ways of thinking matter more in the age of AI, not less The myth she'd retire: neurodiversity as always a superpower Intriguing Quotes: "Great minds don't think alike." "Confusing communication style with capability — that's where everything else starts to skew." "Neuroinclusion is a talent imperative, a cultural imperative, and a performance imperative." "When we don't understand someone's behaviour, we fill those gaps with assumptions and stop being curious." "You can really live inclusion in the smaller moments — how you run a meeting, how you give feedback." "One word for a truly neuroinclusive workplace? Connected." Key Moments: [02:09] The origin story: grandmother loses her right hand, keeps painting with the other. Mother survived a brain injury and lost everything — except her French. A family where ability just didn't always look how people expected. [09:23] The biggest leadership mistake: confusing communication style with capability. Someone processes out loud, needs more time, avoids eye contact — and it gets called a performance issue or a culture fit problem. [13:26] Why neuroinclusion goes beyond accommodation — if 50%+ of Gen Z identifies as neurodivergent, separate programs just keep othering the majority of your incoming workforce. [24:44] The COVID video call: staff think Laura's mom has had a stroke. Everyone's panicking. Laura takes a breath, gets curious, asks: "How do you like my hair?" Her mom sits up and says she hates it. No stroke. Just tired of people. [30:06] Why different thinking matters more in the age of AI: the tasks AI can't replicate come from out-of-the-box thinkers. Neuroinclusion isn't just the right thing — it's the competitive thing. [31:03] The myth she'd retire: neurodiversity as always a superpower. It glosses over real challenges and can feel dismissive to someone navigating sensory overload or a system not designed for them. Notable Resources: Concepts: Curb cut effect; universal neuroinclusive design; neurodiversity vs. neurodivergence; curiosity as leadership tool; communication under pressure Connect with Laura Anthony: LinkedIn: https://www.linkedin.com/in/lauraganthony/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 013 — Great Minds Don't Think Alike with Laura Anthony

  5. Jun 30

    Episode 012 — From the Track to the Next Chapter with Norris Frederick

    A conversation with Norris Frederick on the transition from professional athlete to entrepreneur, finding identity beyond performance, and using discipline, storytelling, and lived experience to build a life that feels aligned. Episode Date: May 19th Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary: Norris Frederick is a three-time US bronze medalist, former professional long jumper, and one of the most decorated athletes in Washington State history. After 13 years competing at the world's highest level, he walked away — not at the finish line but at a feta cheese moment in Athens. In this conversation he talks about what it actually feels like to leave the only identity you've ever known, why elite athletes confuse focus with depression, and how the discipline of elite sport built the foundation for everything he's building now. Main Topics: How a late bus and a punishment sport became a three-time Olympic bronze medal career Living at the Olympic Training Center ranked number two in the world — with the number three ranked athlete as your roommate Why elite athletes confuse focus with depression The moment in Athens when Norris knew it was over — and got offered a job by Oakley in Bermuda before he even jumped What the corporate world gets wrong about routine, burnout, and going through the motions Why the hardest part of entrepreneurship is people — not skill, not strategy What AI shortcuts are going to cost the next generation of creators Intriguing Quotes: "I wasn't thinking about legacy or reputation. I was thinking about what happens next." "A lot of athletes confuse focus with depression. I didn't know the difference until you pointed it out." "I'd rather fail going 100% than fail being like, I didn't have my whole heart in that." "It was probably the loneliest 13 years of my life — because who could you actually talk to?" "How much work people put into figuring out how to cut corners — when they could have just done the job." "One thing I'm building toward? Happiness." Key Moments: [03:11] How Norris ended up in track: showed up late to the basketball bus, got punished with a spring sport, wore basketball shoes to his first meet, jumped 6'4" in the high jump, and never looked back. [09:31] The depression-versus-focus moment: going home after practice, lights out, watching YouTube videos of other long jumpers until midnight, staring at the ceiling. Adam said he was depressed. Norris said he was focused. Adam was right. [14:43] The loneliness of the highlight reel: 13 years where his life was measured in feet and inches. Nobody saw the hours alone storyboarding. They just saw Instagram and called it inspiring. [24:47] The Athens moment: standing on the runway thinking about feta cheese. Then Bermuda — no spikes, no jersey, all camera gear. Got offered a job by Oakley on the spot. [29:44] What the corporate world can learn from elite sport: people burn out doing the same thing for 20 years the same way athletes burn out. The question is the same — what now? [33:36] Lightning round: transition in one word — motivated. Hardest part of entrepreneurship — people. What athletes won't admit when competition ends — depression. What he's building toward — happiness. Notable Resources: Concepts: Athlete identity transition; elite performance psychology; storytelling as entrepreneurship; discipline carried forward Connect with Norris Frederick: Website: https://www.norrisfrederick.com/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 012 — From the Track to the Next Chapter with Norris Frederick

  6. Jun 23

    Episode 011 — Neuroinclusion Without the Overcomplications with Conway Brew

    A conversation with Conway Brew on late autism diagnosis, masking, psychological safety, and why neuroinclusion does not have to be overcomplicated — it starts with better language, stronger leadership, and creating space for people to show up as they are. Episode Date: May 13th Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary: Conway Brew is a healthcare executive who masked his autism for decades before receiving a late diagnosis. What changed wasn't who he was — it was having the language to explain it. In this conversation he breaks down why neuroinclusion doesn't require corporate-level change, why subjective performance metrics quietly push out neurodivergent talent, why panel interviews are everyone's nightmare, and how assuming positive intent changes what your whole team is capable of. Main Topics: What high-functioning masking actually looks like — the exhaustion, the oversharing instinct, the strategic silence Why a late diagnosis only gives you language, not a new identity The language problem in corporate reviews: what is executive presence, really? How to lead neurodivergent people without requiring self-disclosure Why Conway interviews for personality, not skill — and what Richard Branson and SEAL team selection have in common Panel interviews: why they should go, for everyone Assume positive intent — and why it sometimes only lasts until 9am What neuroinclusion actually requires: not corporate programs, better people leaders Intriguing Quotes: "The only thing that changes with a late diagnosis is I now have the language to explain what I'm going through that I didn't have before." "Executive presence — if you ask five executives to explain it, you'll probably get four different answers, maybe five." "I like to hire adults, treat them like adults, and expect adult level work in return." "It's not as hard as you think it is. It doesn't require corporate level change. It just requires better people leaders." "Assume positive intent. Sometimes it only lasts till nine o'clock in the morning, but I try." "I've specked my character all wrong and I can't go back and redo it like I can in a game." Key Moments: [02:09] Why Conway went public: his therapist asked if he had a platform. He did. So he used it — specifically to counter the claim that neurodivergent people can't hold executive roles. [03:41] The mixing board metaphor: autism isn't a linear spectrum. Some dials are at 11, some at zero. If you've met one autistic, you've met one autistic. [11:31] The two things people leaders can do without requiring disclosure: change the language in talent reviews, and make performance metrics actually measurable. [18:36] Conway's leadership philosophy in practice — the team doesn't ask permission for time off, they manage their own deliverables. It takes people a while to believe he means it. [24:09] How Conway interviews: personality over skill, every time. Skills can be trained. If someone blows up the team dynamic, no skill set fixes that. [32:43] Lightning round: one word for how he thinks — root cause. Workplace norm to redesign — going to an office. Remove from performance reviews — anything subjective. One thing leaders overcomplicate about neuroinclusion — everything. Notable Resources: Concepts: Autism as a mixing board not a linear spectrum; masking; executive presence as unmeasurable metric; output-based leadership; psychological safety; assume positive intent Connect with Conway Brew: LinkedIn: https://www.linkedin.com/in/conwaybrew/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 011 — Neuroinclusion Without the Overcomplications with Conway Brew

  7. Jun 16

    Episode 010 — Building Opportunity That Actually Works with Bob Newman

    A conversation with Bob Newman on dyslexia, ADHD, accessibility, and why building opportunity that actually works means moving beyond labels, honoring different ways of thinking, and creating environments where people can truly succeed. Episode Date: May 11th Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary: Bob Newman got a theater degree because reading and writing were hard and talking to people felt natural. Twenty years later he's a sales and business development leader, neurodiversity and accessibility advocate, and founder of a business helping parents navigate a neurotypical world after their child gets a diagnosis. In this conversation he breaks down why only 3% of people with a disability disclose it at work, why accessibility is not a disability-specific issue, and why the real cost of not building inclusive systems shows up on your bottom line. Main Topics: How Bob's dyslexia and ADHD shaped a career built on connection, not convention Why context determines whether neurodivergence is a superpower or a struggle The 3% disclosure problem — and why 74% of managers are uncomfortable having the conversation What companies still get wrong about accessibility: assuming no raised hands means no problem Why accessibility isn't disability-specific — 84% of disabilities are acquired during working years The universal design argument: all of us will need accommodation at some point, some of us just get there first What Bob would tell every employer: grade me on the output, not how I get there Why inclusion isn't kumbaya — it hits your bottom line Intriguing Quotes: "Getting the right answer in school isn't alone the right answer. They want to see you did it the way they want you to do it." "Only 3% of people with a disability disclose that to their employer. Three." "Accessibility in the workplace isn't a disability-specific need. All of us want to be accommodated in a way that we can show up as our most authentic selves." "Grade me on the output of my work. Don't grade me on how I do it or where I do it." "We're not advocating for the heck of it. You will have higher returns, more efficient workers. It's going to impact your bottom line." "We are so much more than a little piece of paper." Key Moments: [02:33] Bob's origin: parents who saw brightness in context, not just challenge. A mother who became a guardian angel — making sure he had what he needed when teachers just saw problems to manage. [05:50] The superpower debate settled: in middle school, the last thing Bob wanted was to be different. As an adult, when it started earning him money, it became a power. Context is everything. [09:39] The disclosure gap: 3% disclose, 74% of managers are uncomfortable having the conversation. With 50%+ of Gen Z associating with some form of neurodivergence — the math doesn't add up. [19:43] Devon's science test story: got four wrong out of 200, received a C minus because of spelling. Bob's response: that's what it means to navigate a neurotypical world as a neurodivergent person. [28:49] The universality of accessibility: 84% of disabilities are acquired between 18 and 64. If you're not building for it now, you're building for your future self. [39:35] Why Bob seeks out early-stage startups: the chaos is where he thrives. The day tomorrow won't look like the day yesterday — and that's where he climbs fastest. Notable Resources: Bob's business: helping parents navigate a neurotypical world after a neurodivergent diagnosis — no instruction manual exists, so he's building one Concepts: Universal design; disclosure gap; accessibility as business strategy; hyper-focus; output-based performance Connect with Bob Newman: LinkedIn: https://www.linkedin.com/in/newmanrobertj/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 010 — Building Opportunity That Actually Works with Bob Newman

  8. Jun 9

    Episode 009 — Procurement is a People Business with Tim Harvey

    A conversation with Tim Harvey on why procurement is really about people, collaboration, and trust — and how bringing different voices, stronger communication, and a more human approach can change the way businesses make decisions. Episode Date: May 11th Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary: Tim Harvey stumbled into procurement the same way most people do — by accident. Twenty-plus years later he's Director of Procurement at CompSource Mutual Insurance and one of the clearest voices in the room on why procurement is fundamentally a people business. In this conversation he breaks down why cost is the most overvalued metric in the room, why the same vendors and the same decisions keep producing the same results, and why the most powerful phrase in the English language is "I don't know — but I'll find out." Main Topics: How Tim fell into procurement via a warehouse P card and never looked back Why procurement equals people — contracts, costs, and complexity all come down to relationships The most powerful phrase in business: "I don't know, but I'll find out" Getting younger, more diverse talent into procurement — and why it starts with listening to them first AI as a tool not a replacement — and why empathy is the last thing it will touch The cool kids club problem: same vendors, same decisions, same results What happens when innovation only lives on the product side and never reaches operations What never shows up on Tim's resume but drives everything he does Intriguing Quotes: "If you can read at a third grade level, you can do procurement. In the end, 100% of the time, it comes down to people and relationships." "The most powerful phrase in the English language is I don't know — but I'll find out." "A spreadsheet can only tell part of the story. It doesn't say everything." "I don't want somebody just like me. I've been good enough at being me. I need you to be you. Now we can be a strong team." "Whatever your preconceived notions are, whatever your biases are — put those to the side. Find out what the people want. The only way you'll find out is by asking." "It's underutilized. Underappreciated. I'll say that." Key Moments: [06:12] Tim's core belief: contracts, specs, and complexity all resolve the same way — through people. Communication failure is almost always what caused the problem in the first place. [08:29] What procurement leaders can do to make the process more human: just be honest. "I don't know, but I'll find out" gets you further than any glitz-and-glamour sales pitch. [15:58] The empathy gap in hiring: Tim's experience job hunting after running his own business — automated rejections, silence for weeks, and the very human question of "why don't they like me?" [24:14] The same-vendor trap: complacency, 5% price increases that get signed off without question, and companies too big to fail doing exactly that. [31:47] Lightning round: most overvalued metric — cost. Most undervalued — ROI that doesn't show up on a spreadsheet. Best business lesson from sports or food: cook for the judges, not yourself. [34:10] What's not on Tim's resume: a knack with people, built through hard mistakes over decades. He spent years beating himself up for not being his father. Turns out he was always his mother's child — and she did essentially the same job. Notable Resources: Concepts: Procurement as people strategy; diversity of thought vs. diversity of appearance; culture add vs. culture fit; alignment; ROI beyond cost savings Connect with Tim Harvey: LinkedIn: https://www.linkedin.com/in/timothy-harvey-cscp-lss-65b512153/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 009 — Procurement is a People Business with Tim Harvey
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About

The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

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