Inside the Leader's Mind

David Suson

What if the biggest leadership breakthroughs happen not from learning something new—but from seeing yourself differently? Welcome to Inside the Leader's Mind, where host David Suson—executive coach, keynote speaker, and creator of The Perception Code™—sits down with high-performing executives, founders, and thought leaders to unpack the internal shifts behind their external success. This isn't just another leadership podcast. It's a deep dive into the stories, identity shifts, decisions, and moments that changed everything. Each conversation explores how leaders spot limiting patterns, shift their perception, and spark action that leads to real performance, real results—and real impact. If you're a leader who wants to lead with more clarity, empathy, and influence, this is your new go-to podcast.

  1. 2d ago

    The Best Leaders Lead With Questions | Chris Alexander

    Summary Chris Alexander of Synergy Team Power talks with David Suson about what one plus one equals three really means, and how leaders create it at work. At 23, Chris started a pharmaceutical business in his garage, filling and labeling tubes on the weekend and selling them to doctors during the week. Within two years he had a manufacturing plant. That early success brought his biggest lesson. Chris and his partners looked hard at how they were leading, turned the triangle upside down, and put customers and frontline people first. Today he helps CEOs and teams line up their vision, values and goals so people do their best work because they want to. He also explains the deep inspirational point, the two wheels of the leadership bicycle, and the question any leader can ask when something feels off.   Takeaways One plus one can equal three. When people are in sync, the result is bigger than the sum of the parts. You can't lead others if you can't lead yourself. Success works from the inside out. Clear expectations, quality communication and consistent accountability start with the leader. Strong cash flow can hide what needs attention, so look at your systems and processes while business is good. Inverting the triangle means treating customers and frontline employees as the most important people in the business. Have to comes from fear and want to comes from desire. People who want to take the initiative on their own. Everyone has a deep inspirational point, the real reason they come to work. Helping people find it builds engagement. Picture a bicycle. The back wheel is systems and skills. The front wheel is coaching and leading. You need both. Lead with questions. A good question gets people thinking and brings them into the conversation. When something is off, ask what your own input into the situation was.   Soundbites "You can't lead others if you cannot lead yourself." "Everything begins from the inside out." "Money and success can hide a lot of problems." "Want to and have to are two different things." "Lead with questions. Don't lead by telling."   Contact links for the guest Website: www.synergyteampower.com Email: calexander@synergyteampower.com   Keyword tags Chris Alexander, Synergy Team Power, synergy, leadership, teamwork, company culture, employee engagement, intrinsic motivation, leading with questions, coaching, inverted triangle, self-leadership, alignment, entrepreneurship, Inside the Leader's Mind, David Suson

  2. 2d ago

    The Three Things Every Employee Needs | Tom Hardy, Hapco

    Tom Hardy is President and CEO of Hapco Pole Products, an American manufacturer celebrating 75 years of making aluminum light poles. He talks with David Suson about his path to the CEO chair, from moving his young family to Mexico early in his career to leading Hapco through a major expansion of its U.S. manufacturing.Tom shares what changed when he got the title, how he keeps ideas coming from his team, and the three things he believes every employee needs. He also talks about how younger employees want to receive feedback, why Hapco is capturing the knowledge of its long-tenured employees, and the advice from his high school football coach that he still uses every day. Takeaways Many CEOs get there when the right skills, the right timing and the needs of the business come together.A move to another country can speed up a career. Tom spent a little over two years in Mexico in the early 2000s and came back ahead of his peers.A lateral step can be a step forward. Tom watched a product manager with strong IT skills make that move and become a chief technology officer within a year or two.Tom's advice to new graduates: become a subject matter expert in something, and over time you become valuable to someone.When you cannot use an idea, say so kindly and ask people to keep bringing them.The strongest CEOs do not do it alone. They surround themselves with experts and give them the vision.Pop your head in and ask anyone at the company what you should be talking about that you are not. When you hear the same theme from different departments, look there.Tom's three things for managing people: do they know what their job is, do they have the tools to do it, and do they know the company cares about them.Hapco is learning that its younger employees may want a review on a screen first, so they can digest it before talking about it.Tom believes clarity is what most employees need: what you want done, when, and how. Soundbites "Maybe this one doesn't work, but don't stop bringing me ideas." "You can't really plot where you're going until you know where you are." "None of it does anything without the people." "Make no mistake, we are a people business here." "Did we win the day?" "We feel like we're just getting started." Contact links for the guest Website: www.hapco.com LinkedIn: linkedin.com/in/tom-hardy3 Keyword tags Tom Hardy, Hapco Pole Products, CEO, leadership, manufacturing, American manufacturing, getting the best out of people, employee engagement, succession planning, career growth, lateral career moves, generational differences at work, clear communication, company culture, Inside the Leader's Mind, David Suson

    The Three Things Every Employee Needs | Tom Hardy, Hapco
  3. Sep 4

    Why Leaders Give Power Away | Nicole Saunders, Higher Logic

    Summary Nicole Saunders has spent 15 years studying how people connect, why they engage, and what gets them to move together. She joins David Suson to take apart a belief most leaders never examine: that leading means having the strongest point of view in the room. Nicole is Senior Director, Customer Experience Strategy at Higher Logic, and her path there ran through journalism, freelancing, startups, and community leadership at Zendesk. Her argument is that the real work is handing power away, and that almost everything good she has built came from getting out of her own way first.   Takeaways Show up with a service mindset. Nicole walks into cross-functional rooms saying she is not precious about the outcome, which dissolves the defensiveness that kills collaboration before it starts. Ask what someone does outside of work before you ask what they do for work. People tell her no one has ever asked them that, and it makes them memorable to you. Level set at the top of every conversation. Here is why I asked you here, here is what I hope to cover, does that sound good? She uses it in board rooms and when she calls her mother. True leadership is getting out of the way. Create the conditions for collaboration, let the good ideas happen, then pull the threads back together and confirm the next steps. A no is usually a not now. Nicole pitched one project every year for six years before it was approved, and nothing about the idea had changed. The timing had. Disagree and commit is part of being a good team player. Say why you disagree, support the initiative anyway, and be ready to learn from the outcome either way. People want to say yes far more than you expect. Nicole learned this recovering from hip surgery, when accepting help deepened her friendships instead of burdening them. Lean into strengths instead of repairing weaknesses. Moving someone from a one to a four still leaves you a four. Moving a seven to a ten gives you a ten. Humans are messy. Design the ideal program, then treat hitting 70 percent of it as a win. As AI makes written content harder to trust, face to face contact becomes the thing people can verify. Nicole expects community to become the new moat.   Soundbites "I am not precious about the outcome. I want to understand what you're working towards, and I want to figure out how I can help you." "Most leaders feel this need to come in and put their stamp on something. I think true leadership is actually getting out of the way." "Everyone is more interesting than you think they are when you first meet them." "Somebody going from a one to a four, they're still only a four after all that effort. But going from a seven to a ten, well, now they're a ten." "The only thing that people really know that they can trust is talking to another actual human face to face." "It's impossible to get alignment if you don't know what you're aligning people to."   Contact links for the guest LinkedIn: https://www.linkedin.com/in/nicoledsaunders/ Email: nsaunders@higherlogic.com Website: www.higherlogic.com   Keyword tags leadership, community building, customer experience, cross-functional collaboration, influence without authority, disagree and commit, building trust, employee engagement, customer retention, AI and human connection, servant leadership, Higher Logic, Nicole Saunders, David Suson, Inside the Leader's Mind

    Why Leaders Give Power Away | Nicole Saunders, Higher Logic
  4. Aug 13

    What Data and AI Can't Detect | Elizabeth Rea, Insightful

    Summary On this episode of Inside the Leader's Mind, David Suson sits down with Elizabeth Rea, founder of Insightful, who advises CEOs, founders, investors, and board members on what their data cannot show them. She calls her approach Expanded Intelligence, an ability to perceive hidden agendas, true character, and unspoken dynamics that logic, data, due diligence, and AI cannot detect. Her access opened after a near-death experience at sixteen and expanded dramatically about fifteen years ago, but she kept it private for decades, worked discreetly with U.S. federal agents on cold-case murder investigations, and only recently went public. Elizabeth and David talk about the accountant who was misrepresenting a firm's financials to its bank, the hidden second decision-maker who unlocked an acquisition worth tens of millions, the con man she identified by his golf pants, and why she believes inside technology, not outside technology, is the coming competitive edge.   Takeaways Data, logic, experts, and conventional due diligence cannot detect a hidden agenda, cloaked character, or a lack of integrity, because business is ultimately done by people. Everyone has intuition, which she describes as access to non-local intelligence. What distinguishes her work is that the details are specific and verifiable, so a client can act on them. She kept her ability private for decades out of fear of being judged, and says the thing that was in the way was her own concern about other people's scorn. A C-suite hire in Silicon Valley costs roughly a million dollars once recruiting and relocation are counted, and a bad one can cost nine to fifteen times that. The people who do the most damage inside a company often look excellent on paper and are charming, charismatic, and popular, so no one catches it until it is too late. The work is not only about spotting risk. In one acquisition, showing more deference to the owner's assistant, an unrecognized second decision-maker, unlocked a deal worth tens of millions. The higher a leader rises, the more people package the truth for them, and clients rely on Elizabeth precisely because she has no attachment to the outcome. AI can only see what has already been recorded, so as leaders offload more cognition to machines, perceiving what was never recorded becomes the real advantage.   Soundbites "In business, people lie. And they even lie to themselves." "Outside technology is great, but it's old news. Inside technology, like this, is what is going to deliver the competitive edge." "I don't sell it. I just show it." "What was in the way was me. Isn't that always the thing that's in the way?"   Contact links for the guest Website: www.insightful.foundation LinkedIn: https://www.linkedin.com/in/elizabethannrea/   Keyword tags Elizabeth Rea, Insightful, expanded intelligence, non-local intelligence, executive advisory, due diligence, executive hiring, mergers and acquisitions, leadership decisions, intuition, hidden agendas, character assessment, investor insight, high stakes decisions

    What Data and AI Can't Detect | Elizabeth Rea, Insightful
  5. Aug 13

    The Engineer Who Became a Homeopath | Dr. Jo Polich, ActivMend

    Summary On this episode of Inside the Leader's Mind, David Suson sits down with Dr. Jo Polich, a former director of engineering turned homeopath, inventor, and founder of ActivMend. Dr. Jo held senior technology roles at IBM and Alcatel, worked on satellite chipsets and fiber optic manufacturing, and holds three engineering degrees, two of them in materials engineering. Then her two-year-old daughter spent a year with stomach problems no specialist could diagnose, and a homeopathic remedy she grabbed almost at random from a Whole Foods shelf resolved it in a day. That sent her back to school for a medical license and into a second career. Years later she ruptured her own ACL, treated it with a topical she had improvised for patients, and walked into the head of orthopedics at Northwestern with an unswollen knee. He told her she had discovered something remarkable. Dr. Jo and David talk about walking away from a respected engineering title, why she tells customers not to buy her product, the difference between irrational optimism and denial, and what it took to win the first modern homeopathic patent.   Takeaways Homeopathy drew her in precisely because it was not supposed to work. She saw it resolve her daughter's year-long illness, then researched it and could not explain the result. Engineering turned out to be ideal training for homeopathy, which she says demands more analytical rigor than anything else she has done. Her career was spent troubleshooting manufacturing problems, where following false data is fatal. Leaving engineering cost her professional respect. Say you are an engineer and people assume you are smart; say you are a homeopath and, in her words, they look at you like you have grown a new ear out of your head. After rupturing her ACL she had near-complete flexion at one month without anti-inflammatories, and the head of orthopedics at Northwestern told her she was doing better than 90 percent of his patients who used them. A conservative orthopedist told her he could not get a homeopathic study approved even if he sponsored it, so she took the work to plastic surgeons and dermatologists instead. In a controlled study they dropped a three pound bar twenty inches onto a hip to produce consistent bruises, and prevented them entirely rather than just resolving them. Allergan licensed the technology, the first time a major pharmaceutical company embraced an arnica-based product. The patent office initially refused any homeopathic product outright. Clinical data reversed that position and produced the first truly homeopathic patent in modern times. ActivMend's website states plainly what the product does not work on, including shin splints, high ankle sprains, and long-degraded tendon injuries. If a customer emails about a condition it will not help, staff tell them not to buy it. Irrational optimism is fine as long as the data supports it. The moment the data says no, you have to follow the data, and she says the same to the startups she advises. Her empathy runs high enough that her challenge is dialing it down, and she credits listening as the route to it. If you really listen to someone, it is hard not to reach their humanity.   Soundbites "It was the fact that it's not supposed to work that intrigued me." "I have been the head of orthopedics for thirty years and have never seen a fully ruptured ACL that's not swollen." "Irrational optimism is fine based on the data that you have." "If you ever speak to any physician and they say I can fix anything, you should leave the office." "I have given to the world so much more by making that change than I ever could have as an engineer."   Contact links for the guest Website: www.activmend.com Email: dr.jo@activmend.com   Keyword tags Dr. Jo Polich, ActivMend, homeopathy, career change, engineer to entrepreneur, arnica, sprains and strains, OcuMend, Allergan, medical patents, radical honesty, startup advising, women inventors, empathy in leadership

    The Engineer Who Became a Homeopath | Dr. Jo Polich, ActivMend
  6. Aug 10

    The Toilet Seat That Reads Your Vitals | Olivia Lew, Casana

    Summary On this episode of Inside the Leader's Mind, David Suson sits down with Olivia Lew, CEO of Casana, the company behind the Smart Seat, a device that passively monitors vital signs like heart rate, blood pressure, and oxygen levels at home, with no wearables, cameras, or microphones required. Olivia grew up on Martha's Vineyard as the daughter of two doctors, which shaped her early draw to healthcare even as her parents discouraged her from becoming a physician herself. Her path to Casana wound through nonprofit work, business school, and a chance reconnection with a family she once nannied for, which led to a chief of staff role and years as a healthcare investor at General Catalyst. Olivia and David talk about what separates founders who succeed from those who just present well, how the Smart Seat actually works, the leadership challenge of balancing excitement and fear six days into a product launch, and the surprising role Mandarin Chinese once played in her career.   Takeaways The Smart Seat is a standard toilet seat with embedded EKG electrodes, a pulse oximeter sensor, and load cell sensors that measure heart rate, heart rate variability, respiratory rate, blood oxygenation, blood pressure insights, and bathroom patterns, all without wearables, cameras, or charging. Olivia grew up on Martha's Vineyard, the daughter of two doctors, and her parents actively discouraged her from medicine given how frustrating the system had become. A chance reconnection fifteen years after nannying for a summer led Olivia to a chief of staff role and then years as a healthcare investor at General Catalyst. The best founders share a personal, hard to shake connection to the problem they're solving, not just a polished pitch. Many aging tech products fail not because older adults dislike technology, but because remembering to wear, charge, and check another device is its own burden. Casana's product launched six days before this recording, and Olivia is navigating the mix of excitement and fear that comes with an eighteen person team watching the market respond. Building culture on a mostly remote team takes deliberate effort, since the informal cues people once picked up in an office no longer happen automatically. Olivia's biggest leadership lesson has been learning to make decisions and stand by them rather than waiting to have all the answers, and to lean on her network when she doesn't.   Soundbites "This conversation is about much more than just an unusual product." "Everyone seeks relevancy." "You gotta stand by it, and you can order something else next time." "We just launched last Tuesday, and it's so exciting. We're so excited to be here." "I don't think this is just inning one."   Contact links for the guest Website: www.casanacare.com LinkedIn: https://www.linkedin.com/in/olivia-lew-a330014/   Keyword tags Olivia Lew, Casana, Smart Seat, healthcare investor, health tech CEO, General Catalyst, women in leadership, career pivot, remote work culture, product launch, founder mindset, chief of staff, home health monitoring, leadership journey

    The Toilet Seat That Reads Your Vitals | Olivia Lew, Casana
  7. Jun 2

    Logan Cuvo: From Hockey Burnout to Building Best Dam Tape

    Summary Logan Cuvo, CEO of Best Dam Tape, joins David Suson to share how losing his hockey identity became the start of a new entrepreneurial path. After years of chasing elite hockey, moving away from home at 15, and facing the pain of being benched and burned out, Logan had to decide who he was without the sport that shaped him. That transition led him to build a bootstrapped sports tape company while still in college, now used by NHL and NCAA teams. This conversation explores identity, resilience, imposter syndrome, ego, friendship, and what young leaders can teach more experienced ones. Takeaways Logan Cuvo built Best Dam Tape while still a full-time college student. His hockey dream ended earlier than expected, forcing him to rebuild his identity. Elite athletics taught him discipline, commitment, teamwork, and mental toughness. He believes athletes often "die twice": when their sport ends and when life ends. Best Dam Tape grew from a $9,000 inventory investment into a brand used by NHL and NCAA teams. Logan says imposter syndrome is real, especially in big rooms with powerful people. A key leadership lesson he has learned is to separate ego from decision-making. He believes young people can earn trust through genuine relationships and follow-up. Soundbites "Athletes die twice." "Either you consume the stage or you let the stage consume you." "I will not fail. I cannot fail." "Separate your ego from yourself and your decisions." "People across the world want to work with people that they like." "Don't undermine the power of friendship." "None of us have any idea really what we're doing." Timestamps 00:01 Welcome to Inside the Leader's Mind 02:30 What is Best Dam Tape 06:11 Building a business while graduating college 06:50 Growing up in hockey 08:18 Moving away from home at 15 10:09 When hockey stopped feeling like the future 11:41 Feeling like he let people down 14:12 Turning pain into a business idea 15:07 What hockey taught him about confidence 17:20 Rebuilding identity after disappointment 19:14 Imposter syndrome and big rooms 20:42 NHL teams, Walmart, and the moment it became real 22:11 Bootstrapping and staying scrappy 26:12 What older leaders miss about ego 28:46 Advice for people in an in-between season 31:10 Why friendship matters in business 33:20 Logan's favorite films 34:39 How to connect with Logan Contact links for the guest Email: logan@bestdamtape.com Website: bestdamtape.com Social: @bestdamtape

    Logan Cuvo: From Hockey Burnout to Building Best Dam Tape
  8. May 7

    Fail Fast, Learn Faster: Aras Sheikhi on Risk, Resilience, and Rebuilding From Zero

    Summary Aras Sheikhi, CEO of Janus Innovation Hub, has rebuilt his life from zero four times -- in Iran, Dubai, Australia, and now San Diego. A former faculty member at Sharif University of Technology, Aras found his calling as a bridge between academic research and industry need. After a successful exit in Australia, he launched Janus to support first-generation immigrant founders who have the resilience to build but need the right mentors, playbook, and community to thrive. Aras and David also explore neurodivergent entrepreneurship, why failure is just compressed learning, and what it really means to build your wings on the way down. Takeaways Immigrants are wired for entrepreneurship. Having rebuilt their lives, networks, and identity from scratch, first-generation founders carry resilience and flexibility -- the two traits that matter most in a startup journey. Mentorship only works when it's matched correctly. A mentor who hasn't lived the same concerns can't truly advise. Janus pairs founders with mentors from their own communities who understand the full picture -- visa stress, cultural pressure, and business all at once. Failure is compressed learning. Reframing failure removes the stigma and keeps founders moving. If you haven't pivoted or failed, you probably haven't built anything meaningful yet. Name it and tame it. When you rename failure as a compressed lesson, you can own it instead of avoid it. Language shapes how founders process setbacks and keep going. Neurodivergent thinkers see over the fence. Through co-founder Mustafa and the Nordic Frontier pipeline with Vanderbilt, Stanford, and UCSD, Aras is building ecosystems that treat neurodivergent thinking as an asset, not a limitation. Soundbites "Immigration is like building your wings on a way down when you don't have a safety net." "The idea is not important at all. The things you need are resiliency and flexibility." "If you know how to negotiate with your fear, congratulations -- welcome to the club. You are an entrepreneur." "When we see the fence, neurodivergent people see over the fence." "If I don't fail on a daily routine, something happened -- I'm on my safe side. And that is not development." Timestamps 00:01 -- Introduction: Aras Sheikhi, CEO of Janus Innovation Hub 01:14 -- From Iran to Dubai to Australia to San Diego: the full journey 07:07 -- When academia stopped being enough and the bridge role emerged 09:21 -- Seeing talent in others as a core leadership ability 11:25 -- Why immigrant founders need a different playbook 13:53 -- Mentor matchmaking: why community alignment matters 15:29 -- Life and business are interwoven -- especially for immigrants 17:18 -- Why immigrants may be naturally suited for entrepreneurship 20:06 -- Nothing to lose: the risk advantage of starting over 23:15 -- Where early-stage founders get stuck most often 25:07 -- How to destigmatize failure and keep moving 27:53 -- What pivoting signals about a founder's mindset 29:33 -- Defining neurodivergent: seeing over the fence 31:27 -- Mustafa and the founding of the Nordic Frontier pipeline 35:24 -- What changes when investors see neurodivergent thinking as an asset 39:32 -- The obstacle that became the path 43:49 -- The question Aras wishes people would ask him Contact Links LinkedIn:  https://www.linkedin.com/in/aras-sheikhi-9210b54b/ Website:  janusinnovationhub.com Keyword Tags Immigrant founders, entrepreneurship, startup ecosystem, Janus Innovation Hub, neurodivergent entrepreneurs, resilience, failure mindset, compressed learning, mentor matchmaking, San Diego startups, early stage startups, pivot strategy, Nordic Frontier, Vanderbilt University, UCSD, Stanford, Inside the Leader's Mind, innovation hub, immigrant leadership, ecosystem building

    Fail Fast, Learn Faster: Aras Sheikhi on Risk, Resilience, and Rebuilding From Zero

About

What if the biggest leadership breakthroughs happen not from learning something new—but from seeing yourself differently? Welcome to Inside the Leader's Mind, where host David Suson—executive coach, keynote speaker, and creator of The Perception Code™—sits down with high-performing executives, founders, and thought leaders to unpack the internal shifts behind their external success. This isn't just another leadership podcast. It's a deep dive into the stories, identity shifts, decisions, and moments that changed everything. Each conversation explores how leaders spot limiting patterns, shift their perception, and spark action that leads to real performance, real results—and real impact. If you're a leader who wants to lead with more clarity, empathy, and influence, this is your new go-to podcast.