Management Blueprint | Steve Preda

Steve Preda
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Interviews with CEOs and Entrepreneurs about the frameworks they are using to build and scale their businesses.

  1. 2天前

    310: Listening Well in 5 Steps with Alana Dobbins

    https://youtu.be/MB1fh2plQMQ Alana Dobbins, Executive Director of the Business Owner Success Alliance (BOSA) and Business Development Specialist at W.G. Nielsen & Co., shares how servant leadership and active listening help advisors and entrepreneurs make smarter, faster, and more aligned business decisions. Alana introduces the 5-Step Listening Framework she developed through her extensive experience in investment banking and business development: Mandate, Plan, Team, Execution, and Self-Awareness. This framework helps leaders build trust, uncover risks, and strengthen alignment between vision and execution. She also discusses BOSA, an upcoming mentorship platform connecting business owners with trusted advisors through short, video-based guidance — creating an accessible way to get sound advice at the right time. From building chemistry with clients to balancing empathy with accountability, Alana shares how genuine listening and mentorship drive growth and confidence in the world of M&A. --- Important Links: Alana’s LinkedIn Business Owner Success Alliance (BOSA) W.G. Nielsen & Co.

    31 分钟

  2. 11月3日

    309: Give Helpful Legal Advice with Pál Jalsovszky

    https://youtu.be/76GQZb8nj_Q Pál Jalsovszky, founder of Jalsovszky Law Firm — Hungary’s fastest-growing commercial law firm — shares how he built a top-tier legal practice by challenging tradition and creating a firm that reflects his values of professionalism, creativity, and clarity. We explore Pál’s journey from international firms to founding his own, and how his Straightforward Legal Advice Framework—being Practical, Specific, and Risk-Weighted—reshaped the client–lawyer relationship. Instead of theoretical opinions, Pál believes lawyers must take responsibility, quantify risk, and give actionable answers that empower clients to decide with confidence. He also discusses building a culture of collaboration, training lawyers to think like business partners, and how AI will transform the legal profession—from due diligence and analysis to redefining what young lawyers should focus on next. --- Important Links: Pál’s LinkedIn Pál’s website

    30 分钟

  3. 10月27日

    308: 4 Secrets to Growing Leaders with Adam Joseph

    https://youtu.be/Da2JjKuwqiI Adam Joseph, entrepreneur, 5-time PE-funded CEO, two-time Fortune 100 executive, and Summit OS Guide™, shares how developing people through ownership, mentorship, and trust drives leadership growth and organizational success. We explore Adam’s journey from first-time founder to leading multiple private equity–backed companies, and how his Leadership Growth Framework—Identify Talent, Launch Careers, Mentor, and Allow Them Room to Fail—has helped him build empowered, high-performing teams. Adam explains why potential matters more than experience, why CEOs must coach forward instead of managing backward, and how giving people space to fail builds resilience and confidence. He also discusses the “Burn the Boats” mindset—what it means to go all in as a leader—and shares how to balance ambition with purpose, family, and fulfillment. --- 4 Secrets to Growing Leaders with Adam Joseph  Good day. Dear listeners. Steve Preda here with the Management Blueprint podcast, and my guest today is Adam Joseph, who's an entrepreneur, a five time private equity funded CEO. A two time Fortune 100 executive and the Summit OS Guide. Adam, welcome to the show,  Steve. Thank you. It's been a long wait. I'm thrilled to be a part of blueprint. It's good to have you here on the show and, you know, let's dig in. I always ask guests about their personal why and how they manifest it in their professional life, in their business, in the practice. So what is yours?  So, I know this sounds cliche, but you know me a little bit, so I think you can validate that. I really try to live life to its fullest when it comes to my career. I love to fill my days with people that share my passion for building. When I come home, I wanna be with people I love, and when I have time off, I want to enjoy the adrenaline sports that give me energy, whether it's skiing or biking or hiking. Or climbing, whether it's with other experts or newcomers who wanna learn. For me, that's what energizes me. And I have found in my career that it's possible to do this in business as well. I can remember as a young entrepreneur, building my first company, trying to get my very small team to be as productive as possible and to work as hard as possible. And part of the magic with that was to get the most out of them. I bought two cheap hockey goals at a Costco, and every day at lunch we play a little roller blade hockey. Not only did it make them more fit, but they, we really got to know one another and, and enjoy one another aside from sling and code. And I, not only rewarded them with a little bit of fitness, but we were fortunate to get a trade sale just a few years later.  Wow.  I truly believe in all things you need to savor the journey, not grind to the finish line. It's true in a bike race, it's true over dinner, and it's certainly true with a business. Yeah, I like to say also that it's so hard to make a business successful if you don't at least enjoy the ride and you don't have fun along the way.  Absolutely. I mean, and there was absolutely times in my business career where it was nearly impossible for me to come up with that right balance and it impacted my family, it impacted my personal wellbeing. I would argue that many of the management skills I developed as an operator were so that I could make the time to recover that balance between work and everything else.  So what does it take to create the time? What does it take to have this balanced life as a top executive? It's not something that CEOs brag about, that they are having balanced lives. Well. A lot of it is being part of or building a great team. To me, the best thing you can do is have people that you know and trust, that you can not only delegate things to, but know that they'll be done as well or better than you can.Share on X 'Cause quite honestly, particularly as a growth stage, CEO, a lot of your time is spent either doing other people's j...

    27 分钟

  4. 10月20日

    307: Squash Limiting Beliefs in 4 Steps with Tinsley Galyean

    https://youtu.be/7Gq4_nY3n_Q Tinsley Galyean, CEO of Curious Learning, is on a mission to eradicate illiteracy worldwide by helping people reframe how they think, learn, and lead through curiosity. We explore Tinsley’s journey from the MIT Media Lab to co-founding Curious Learning, a non-profit transforming education for children in over 200 countries. He introduces his Eliminate Limiting Beliefs Framework, which guides leaders to let go of defensiveness, open up to curiosity, ask questions to understand, and create awareness of their assumptions. Tinsley explains how curiosity dissolves barriers to change, why awareness precedes transformation, and how these principles can drive both personal growth and global literacy. He also shares stories of communities teaching themselves to read and offers a surprising belief that 90% of leaders would disagree with—challenging traditional notions of control and leadership. --- Squash Limiting Beliefs in 4 Steps with Tinsley Galyean Good day, dear followers of the Management Blueprint Podcast. My name is Steve Preda. I'm the host and my guest today is Tinsley Galyean, the CEO of Curious Learning, a nonprofit that is working to eradicate illiteracy around the word. And Tinsley received an Emmy nomination for his work on the Discovery Channel and has recently authored Reframe: How Curiosity and Literacy Can Define Us. So please, welcome Tinsley Galyean to our show.  Thank you, Steve. Thank you for having me here.  Yeah. It's great to have you and you have a really inspiring nonprofit.  Thank you.  Normally, I don't have  nonprofits on the show, but yours was an exception because I really like what you're trying to achieve here. So let's start with my favorite question, which is, what is your personal why and how are you manifesting it with Curious Learning?  That's always a good question. Thank you. I'll take a quick moment to do a little bit of background to lead up to that because I think like most people, my personal why has evolved over time. So I, my background is in computer science, electrical engineering, as well as design and media. I ended up doing my PhD work at the MIT media lab in the early nineties. Then was in the world of technology and media, mostly kids, space, and often had an educational component for a couple decades as a result of that. And then shifted my work more towards kind of nonprofit philanthropic work and was asked to work with the Dalai Lama to start the Dalai Lama Center for Ethics and Transformative Values at MIT. From there, asked to come back to MIT and teach and start to get involved in research projects. One of those research projects was asking whether children could learn to read if the only resource they had was a tablet with some curated apps on it and left to their own devices. This kind of skunks work research project was done in remote Ethiopia and gave kids that had no access to school and no one in the village that were literate that access to these tablets and left them alone for a year. And after a year, they were roughly at the same place. They would've been in a well-resourced US kindergarten, which was an astonishing realization. And I was kind of at the right time, at the right place with the right history and the right skills to say, you know, what does this mean? Can we replicate this? Can we scale it? What could the impact be globally if we could make it a reality? And you know, that kind of became the birth of Curious Learning, you know, in terms of getting back to your real question, which is the personal why during that journey I came to believe and understand that a big part of what we're doing as humans in our lifetime is learning and growing.Share on X That's one of the most rewarding things we can do, and when we can do it for ourselves and we can promote that and encourage that in others, that that's at the core of our being. I've come to a place where I'm working on an entity that...

    23 分钟

  5. 10月6日

    306: Create a Culture of Curiosity with Bill Ryan

    https://youtu.be/GAHLR_NnQz8 Bill Ryan, Founder of Ryan Consulting, helps organizations maximize their investment in technology and people by ensuring they work together efficiently and effectively, regardless of location. We explore Bill’s journey from technologist to consultant and his mission to connect people “over time and distance” by giving them what they need at the time of need. Bill introduces his Culture of Curiosity Framework, a leadership model designed to foster innovation, engagement, and problem-solving inside organizations. The framework emphasizes being willing to say “I don’t know”, making it safe to ask “why”, encouraging employees to figure out solutions, and provoking thoughtful conversation that sparks collaboration. Bill also shares why curiosity is the foundation of leadership, how leaders can model vulnerability to build trust, and why he views learning and development not as an expense but as a strategic investment in long-term performance and retention. --- Create a Culture of Curiosity with Bill Ryan Good day. Dear listeners, Steve Preda here with the Management Blueprint Podcast, and my guest today is Bill Ryan, the founder of Ryan Consulting, helping organizations maximize their investment in technology and people by ensuring they work together efficiently, effectively, regardless of location. Bill, welcome to the show. Thanks, Steve. Glad to be here.  Well, I'm excited to have you and, to hear about your personal why and how you are manifesting it in your practice and activities.  I love that question. You told me you were gonna ask it. It made me think for a little bit and it took me back to like my very, very beginning part of my, of my career and it was all about how to use technology to send the message across time and distance. And I think that's my fascination is my focus has really been centered on how to connect people over time and distance to the things that they need to support their performance at the time of need. And it's kind of guided me through the various levels of technology of the various boxes we needed, the various places we stored information. But the way I kind of manifested is that it's all about centered on the person and making sure we meet their need at the time of need so that they can be successful.Share on X  That's fascinating because ultimately you have to meet your clients where they are, and you can't just put them in a box or put them on a cookie cutter framework and just hope that it'll do the job you need to figure out what they need and how you adjust to that. Now, this is a good segue because you developed a framework called Strategy On A Page. It's really a five step process and you call it SOAP. And other than the acronym I'm trying to still figure out what the connection of SOAP and this process is. Maybe you can enlighten me and also tell me about this process that you have come up with.  Well, and I wanna be clear, I didn't invent this somewhere earlier in my career. I ran across this idea of a strategy on a page, and it was really, and it stuck with me, it has stuck with me through all of my years about how we as, as leaders, can convey our strategy to both our stakeholders, but also our leaders in a clear and succinct manner. So at the end of a process that I'll talk about in just a minute, is this one pager, a strategy on a page. But to collect it, I have found kind of takes five key steps. And the first part really is about talking to the people in the organization and at all levels. And you said something just a moment ago that I think is so important because where I focus this idea of this soap results in is that it's not a cookie cutter. So you have to really go talk to the people at all organizations, the part-timers, the hourly employees, the front office, the back office, the middle managers, supervisors, leaders, executives. But you have to really go talk to them and ask 'em a lot of questions 'caus...

    21 分钟

  6. 9月29日

    305: Build Nimble Relationships with Jon Ferrara

    https://youtu.be/dQWQko3fGZ8 Jon Ferrara, CEO of Nimble, has devoted his career to helping people grow their businesses by turning contacts into lasting, valuable relationships. We explore Jon’s journey from creating GoldMine, one of the first successful CRMs, to founding Nimble, a relationship-focused CRM that brings contact management back to its roots. Jon shares his personal “Why” — to grow his soul by helping others grow theirs — and explains why relationships, not technology, are the real key to business success. He introduces his signature frameworks: the Five F’s of Relationships (Family, Friends, Food, Fun, and Fellowship) for building authentic connections, the Five E’s of Brand-Building (Educate, Enchant, Engage, Embrace, and Empower) for expanding influence, and the Three P’s (Passion, Plan, Purpose) for achieving personal and professional goals. Jon also describes how Kanban-style workflows and selective automation enable entrepreneurs and teams to manage contacts at scale without losing the human touch. --- Build Nimble Relationships with Jon Ferrara Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is John Ferrara, the CEO of Nimble, a pioneering relationship focused CRM company. John has dedicated his career to helping people grow their businesses by turning contacts into lasting valuable relationships. John, welcome to the show.  Thank you, Steve. I'm so excited to be here. Thank you for inviting me for this conversation. Hopefully the listeners are going to be able to take away nuggets that will help them achieve their dreams.  Well, definitely you have a really interesting framework and topic, and business that works on that and in that area. So let's get to it. But before we start talking about your business, I'd like to ask, what is your personal why and how are you manifesting it through your work at Nimble and Beyond? Steve, I think my personal why is that I am on this planet to grow my soul in the brief period of time that I'm here. And I believe that the best way to grow your soul is by helping others grow theirs. The analogy I like to use is I found that I got better at chess the more people I taught how to play chess. Yeah. I mean, that's the best way of learning– teaching others.  Yeah. And I think, it's the best way of growing is growing others. Okay. Well, I couldn't agree more. It's the way to multiply yourself or your knowledge in others. That's definitely a good way to grow.  Yeah. And my summary is the more people you outgrow, the more you will grow.  I mean, it's the old what was this business?  Zig Ziglar? Zig Ziglar. You know, if you have enough people to get what they want, then you're gonna get what you want.  It really is the basics, like life is about the basics. It's not that complicated.  That is true. So tell me a little bit about your work in CRM and then you founded Goldmine, one of the first successful CRMs, and then you are now running Nimble. So what was the lessons from building Goldmine and what inspired you to then move on to Nimble and create something, a next generation CRM.  From my perspective as helping to pioneer contact management– call it Outlook and CRM, call it Salesforce, is at the heart of all that are contacts– their relationships, and that's why CRM stands for ‘customer relationship management’, and it grew out of the contact management market. You really have to know the past in order to understand the present, and you could actually predict the future if you have a good handle on all of these things.Share on X And contact management started with The Rolodex. As we became civilized into these larger cities, and more and more people were engaging with each other, we had to manage our contacts. And so the Rolodex was the initial step at managing that, and that evolved into what I call the six by nine index card system,

    28 分钟

  7. 9月22日

    304: Drink Yourself to Trust with Sri Kaza

    https://youtu.be/x9I054pknWM Sri Kaza, serial CEO (most recently of BriteCap Financial) and author of Un-Convention: A Small Business Strategy Guide, joins me to share how unconventional thinking and the Trust Equation Framework can transform client relationships and small-business strategy. Sri explains how he discovered entrepreneurship through his own career, from Y2K programmer to global sales executive to CEO, and why developing people is at the heart of his personal “Why.” We explore Sri’s memorable experience selling software in Japan—where karaoke, izakayas, and takoyaki roulette taught him more about trust than any sales manual—and how David Maister’s Trust Equation Framework — credibility × reliability × intimacy ÷ self-interest — later helped him make sense of it. Sri also unpacks the principles behind his book Un-Convention: why small businesses can leverage their proximity to customers, nimbleness, and purpose to outperform bigger competitors, and how to avoid “empty-calorie” expansion by focusing on the right customers. --- Drink Yourself to Trust with Sri Kaza Good day. Dear listeners. Steve Preda here with the Management Blueprint podcast, and my guest today is Sri Kaza, a serial CEO, most recently of a FinTech company called Bright Cap Financial. But importantly, he is the author of Unconvention: A Small Business Strategy Guide. Sri, welcome to the show.  Thanks for having me, Steve. Appreciate the opportunity to chat.  You have a very fascinating story. So let's dive in. But let's start with my favorite question. What is your personal why and what are you doing to manifest it in your businesses and in your practice?  So, you know, my personal why is I love developing people and getting the most out of myself and helping them get the most out of themselves and it's kind of led me to down the path of writing this book and getting out and working with small businesses because, you know, entrepreneurs are a fantastic, I'd say, lever for me to help somebody kind of build something or get the most got to themselves. To me, giving back in this way is something that's just, feels almost natural, feels like something that I can really feel good about and do more of. Okay, so why are entrepreneurs so close to your heart?  Well, you know, I didn't realize it until much later in my career, but I, you know, I learned that I'm kind of an entrepreneur myself, you know, looking backwards. It's pretty easy to tell that, but I wouldn't have known, or I wouldn't have thought about it that way, you know, growing up and when I look around and look at the people I've mentored or worked with today, I get most inspired by the people who find ideas and kind of make the most out of them when they put 'em into entrepreneurship.  Well, awesome. So you have been running different companies. I mean, you, you talked before and I learned that you traveled around the world as a sales executive and, and CEO. So what's the most memorable story from your international travels that you could share with us?  When I was really young, I'd started my career as an engineer. I started out as a, I thought I'd be a chemical engineer. It turned out I was gonna be a programmer because it was around the time of Y2K and every business in the world wanted to kind a rewrite their software to do something different, get out of the big Y2K bug. I flipped that early career being a programmer into sales. When I learned that, you know, an important piece of selling software was to get somebody credible in the room who could explain how the software or the technology worked. I did so well that my superior said, ‘Hey, why don't you, why don't you go out to Japan? We're about to have a product in Japan and we need somebody there to help us sell that product.’ So, of course, you know, at 20, I don't know, 22, 23, I really didn't know much about anything. Of course, I thought I could do whatever they asked and I'm perfectly capab...

    31 分钟

  8. 9月15日

    303: Don’t Change People with Patrick Seaton

    Patrick Seaton, President and Owner of Innovative Management Tools and creator of the Change OS™ Framework, helps leaders and organizations proactively navigate change with clarity and structure. Drawing on decades as a corporate manager facing growth, chaos, and constant change, Patrick built tools to give leaders a roadmap for facilitating change instead of simply reacting to it. We explore Patrick’s journey from survival-mode middle manager to building 28 frameworks for change facilitation, culminating in Change OS™. Patrick explains why traditional “change management” became a messy junk drawer of tactics, and how the Change OS™ Framework reframes it into seven clear steps. In this conversation he walks us through four of them—Change Management, Change Preparation, Change Enablement, and Change Readiness—showing how proactive preparation of people, skills, and motivation creates far better outcomes than simply “dealing with it.” Patrick also shares why people don’t actually resist change—they resist being changed—how to create internal champions who spread buy-in, and why slowing down up front helps organizations go faster later. Important Links: Patrick’s LinkedIn Patrick’s website

    23 分钟
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Interviews with CEOs and Entrepreneurs about the frameworks they are using to build and scale their businesses.

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