That failed deal gave me the tools to help build a thriving firm.

In 2015 I tried to purchase my favorite building in downtown Norfolk, Virginia. The Monticello Arcade is a beautiful 1907 historic structure where Work Program Architects, the architecture firm I co-founded in 2010, had its office. I loved that building from the moment we moved in. So when the owner, an older gentleman whose family had built it generations ago, called and asked if I wanted to buy it, I said yes. I didn’t have family money or a fortune lying around, but I was determined to try.

What followed was my crash course in real estate development. I drew up plans, worked on a cost estimate with a contractor, hired attorneys, created an LLC, and started recruiting investors. Half were longtime Norfolk residents who wanted to preserve a part of the city that they loved and were patient about returns. The other half were younger investors from wealthy families in nearby Virginia Beach who wanted to see a more walkable and bikeable city but who were eager for quicker payback.

I watched YouTube videos with my husband to learn how to model “waterfall” investment structures. I pitched people I was intimidated by and walked away with checks ranging from $100,000 to $1 million. At one point a successful entrepreneur signed a personal guarantee on an $8.5-million loan and added a million dollars of his own. His message was simple: “I see your eagerness, and I want to support that.”

I poured my life savings — $135,000 — into the project. Then it all fell apart. The seller, who had been in poor health, recovered and leveraged the project as a way to build new family interest and excitement in the historic building. They decided to keep the building in the family, and the deal was dead. I lost everything I’d put in.

I should have been devastated — and I was — but when I think back on that failed attempt to buy the Monticello Arcade, I realize it gave me something far more valuable than money: the foundation for how I lead today. In many ways it was my MBA — earned not in a classroom, but in the messy, unpredictable world of risk-taking. The lessons from that time have fueled the growth of our architecture firm ever since.

One of the biggest lessons was learning how to bring diverse stakeholders around a single vision. My investors couldn’t have been more different. To make the deal work, I had to become a storyteller. I built presentations that painted a picture of downtown’s future, showing why this project mattered not just financially but culturally. I fielded every question about parking garages and occupancy rates, but I always brought it back to the bigger story of why the arcade could anchor something more vibrant for Norfolk. 

That ability to connect people with different values to a shared goal has carried directly into my leadership at WPA. Every architecture project we take on requires balancing stakeholders with competing priorities — city officials, community members, investors, and clients — and finding the story that makes them believe in a common vision.

I also learned the importance of transparency, especially when things aren’t going well. Development projects are roller coasters. One day you’re on track, the next a setback threatens to derail the whole thing. My instinct was to hide those failures, to protect investors from the messy parts. But instead I forced myself to send out honest updates: “Here’s what went wrong today. Here’s what we’re trying to do about it.” I was braced for people to pull their money. Instead they thanked me. 

My investors told me it made them trust me more — because if I was willing to share the small stumbles, they believed I’d be upfront about bigger challenges too. That moment rewired how I thought about leadership. At WPA I’ve carried that lesson forward, sharing openly with my team when we hit roadblocks and not sugarcoating the hard stuff. It turns out people don’t expect you to be perfect; they expect you to be honest.

Then there was the lesson about asking for something that seemed impossible. The only reason any of this happened was because I asked. If I’d been too timid, too afraid of rejection, none of it would have unfolded. That experience taught me that sometimes the biggest breakthroughs come from asking for things that feel out of reach. That boldness — making the call, asking the question, taking the risk — has opened doors for WPA that I wouldn’t have dared to knock on otherwise.

These lessons didn’t erase the sting of failure, but they transformed it into something I rely on every day as a leader. I lost money, but I gained confidence, relationships, and a playbook for leading with vision, honesty, and courage. That deal didn’t get me my dream building or make me a developer, but it did make me a better CEO.

The truth is, failure isn’t the opposite of leadership; it’s where the real lessons are. That deal collapsing was out of my control, but the way I showed up, took risks, and carried those lessons forward shaped the leader I am.

Here’s the funny thing: I still love that building. Since the deal fell through, our firm has moved to another historic building a few blocks away. I often make a point to walk by the arcade, and when I do, I don’t think of failure; I think of the moment I stopped waiting for permission and started trusting myself to take big swings.

This transition model was the solution I needed to secure my succession plan.

Sometimes the right choice isn’t the easiest or most obvious one, but after extensive research and careful consideration, I transitioned my company into an employee-owned business. Here’s an inside look at why I chose this model, how we made the transition, and what the early impacts have been a year later.

The Search for the Right Succession Plan

For over 30 years I have dedicated my life to growing Ocaquatics Swim School into a thriving, mission-driven business. We now have five indoor, warm-water swim schools with 165 incredible team members teaching 6,500 swimming lessons per week. We have built a culture rooted in social and environmental responsibility, and I wanted to protect that. I knew that whatever succession plan I chose had to prioritize our people — not just profits.

In our 25th year in business, I started looking seriously at what would happen to Ocaquatics when I was ready to step back. Like many business owners, my first thought was family succession. My son had worked in the business for years, and I hoped he would take over. But he made it clear that Ocaquatics was my dream, not his, and I respected that.

With that decision made, I started exploring how to transition ownership 

to my team. I wanted to find a model that would:

• Preserve our mission and culture
• Give employees a real stake in the business
• Ensure financial stability for the company and team
• Be affordable and sustainable long term
  
  

Exploring alternative succession plans led me to look into employee stock ownership plans (ESOPs), co-ops, management buyouts, and even a DIY approach with stock options, but each had complexities that didn’t align perfectly with our goals. Then I learned about employee ownership trusts (EOTs). Once I started researching, I realized it was exactly what I was looking for. 

Why We Chose an Employee Ownership Trust

An EOT is a business structure that holds shares in trust for the benefit of employees. It differs from an ESOP in that it is a profit-sharing plan, not a retirement benefit plan. Employees do not have to buy into the business or hold individual shares — it is collectively owned for the long term. This model appealed for several reasons:

It protects our mission. The EOT legally ensures that Ocaquatics remains true to its purpose of providing high-quality swim education, empowering employees, and supporting the community. Unlike a traditional sale where new owners could shift priorities, the EOT preserves our values indefinitely.

It creates financial stability for employees. Under private ownership, profits often benefit only a few. With an EOT, all employees who qualify share in the financial success of the company. This fosters a deeper sense of ownership and long-term commitment. 

It provides a smooth transition. Many succession plans require a single leader or management team to step up and purchase the business. With an EOT, there is no financial burden on employees as the company is purchased out of the cash flow of the business over the term.

It strengthens our culture. At Ocaquatics, we emphasize servant leadership, leadership development, and a culture of ownership that we call our OWN IT culture. Employee ownership amplifies these principles.

It diversifies employees’ financial security. Each year after paying expenses and debt, the remaining profits are shared among employees. Half of this payout is distributed as cash bonuses, and the other half is contributed to employees’ 401(k) retirement accounts. Unlike an ESOP where most of an employee’s retirement savings are tied up in company stock, our profit-sharing model ensures diversification. This protects employees from economic downturns or industry-specific challenges.

The Transition Process

Once we decided on an EOT, we worked with an advisor to ensure a smooth transition. Here’s what the nine-month process looked like:

1. Structuring the trust. We set up a trust to hold 100% of Ocaquatics’ shares. This ensures that no outside entity can take control of the company.
2. Governing the company. A trustee and trust advisor were chosen to oversee the transition and uphold the EOT’s mission. Leadership within Ocaquatics continues to operate as usual with a continued emphasis on employee education and transparency.
3. Financial planning. I structured the deal as a seller-financed transaction, allowing for flexibility if the company ever faced financial hardships.
4. Educating employees. We provided extensive financial education for our team members, teaching them about how the business operates, financial performance metrics, and what it means to be an employee-owner.
   
   

On March 1, 2024, Ocaquatics officially became a 100% employee-owned company. Two days later we held a teamwide event to tell them the news. Initially there was confusion, then disbelief, then joy. Employees realized that their jobs were secure, and they had a real stake in the future of the business.

The First Year of Impact

We have now celebrated our first anniversary of employee ownership. The transition has been smoother than expected thanks to two years of preparation, financial literacy education, and cultural alignment.

Early impacts of the transition include:

• Increased engagement. Employees take more ownership in their role in the business.
• Improved financial literacy. We’ve increased training efforts on business finance and profitability.
• Excitement for the future. Employees feel a greater sense of job security and pride in their work.
  
  

If you’re considering selling your business, ask yourself: Do I want to protect my company’s values and mission? Do I want my employees to benefit from the business they helped build? Do I want to leave a lasting impact?

If the answer is yes, an employee ownership trust might be the right path for you.

For me this transition wasn’t just about succession — it was about building a lasting legacy. I started Ocaquatics with nothing but a passion for teaching kids how to swim. Now, more than three decades later, I’ve ensured that the people who built this business will own it for generations to come. 

Shop these cozy fall favorites and discover products that are better for people and planet.

Prosperous Pours: Candles Igniting Opportunity
Prosperity Candle’s studio is a place of new beginnings where women who resettled in the U.S. from overseas refugee camps earn a living wage as candlemakers. The B Corp’s candles contain all-natural soy and coconut waxes, pure cotton and wood wicks, and essential oil fragrances. Promoting reuse and repurposing, the social enterprise sells candles in teacups, bowls, baking dishes, and measuring cups.

Conscious Steps: Socks That Rock
Embrace slow fashion with Conscious Step’s durable, fair trade- and vegan-certified socks made from organic Indian cotton. Each purchase directly supports a nonprofit. Shop by cause, with designs inspired by the mission, such as socks that protect bison by partnering with the National Parks Conservation Association. Adult, kid, and toddler sizes are available. Eco-packing is plastic-free.

Make a Statement: Sustainable Scarves 
TBCo uses natural and recycled wool fibers to create statement pieces that positively impact the planet, like the Merino Wool Triangle Scarf. The B Corp reduces waste by repurposing materials, such as making blankets from used garments, as well as using fully recyclable packaging. TBCo also donates to environmental and humanitarian charities.

Wrapped in Love: Eco-Centered Comfort
Bearaby employs responsible social, environmental, and chemical practices, including a plastic-free supply chain. It makes knitted, weighted blankets from 100% organic cotton to help you fall asleep faster and feel calmer, such as the chunky-knit Cotton Napper. You can also cuddle up with a weighted stuffed animal, weighted sleep mask, heated lap pad, or knot pillow.

There was never one grand moment when everything changed. No crisis, no revelation. Just a steady pulse — an inner voice that’s been there for as long as I can remember: Do good in the world.

It’s not a motto or a marketing line. It’s the question I try to keep close. Not every decision or partnership hits the mark, but I do my best to run them through one filter: Will this do some good?

That’s why our company, World Centric, gives 25% of its profits to organizations working on environmental and social issues around the world. It’s not philanthropy on the side. It’s built into our DNA.  

People often ask why we chose such a big number — 25%. Most companies would never go that far. The truth? I sometimes wonder why it’s not 75%.  

It’s not a question that haunts me, but one that lingers — an ongoing reflection. Through conversations like this, I realize we can do more. Maybe it’s time to stretch to 50%. The truth is, the world isn’t in a good place — environmentally, socially, or spiritually — and we can’t afford to hold back. We need to do more.  

Yet, the practical side of me hesitates. There’s a quiet fear: What if the business needs the money? What if we can’t pay salaries? Doing good can’t mean putting our people at risk. It’s a delicate balance between generosity and responsibility, between vision and survival.  

Still, the pull toward good is stronger than the fear. I never question our commitment to giving 25%; that’s non-negotiable. What I reflect on is whether we could give even more — and how to do that responsibly, without jeopardizing the people and purpose that make the giving possible.  

When I think about the bigger picture, I believe the evolution of humanity has to be about love, compassion, empathy, sharing, and care — not personal gratification, comfort, or accumulation. We need to bring the same tenderness we show our families to the world itself because in the end, there is no real difference. Suffering is suffering.  

If I leave any legacy behind, I hope it’s this: that doing good isn’t a side act or a sacrifice — it’s the most natural thing a leader can do.

It was a warm California afternoon, the kind that hums with possibility. I was sitting in a circle of extraordinary leaders in Los Angeles — people I had admired from afar for years. The energy in the room was electric yet deeply peaceful, like every heart had been cracked open. I felt like I had finally come home.

As the conversations unfolded, something inside me began to shift. One by one, these incredible souls looked into my eyes with tears streaming down their faces, telling me how much our connection meant to them — how our conversations had changed something within them. I could feel their love and sincerity land in my chest, almost too big to hold.

In that moment surrounded by giants of impact and authenticity, I felt small in the most beautiful way. I realized that leadership isn’t about striving or proving; it’s about remembering who you are and allowing love to move through you.

For years The Backyard Peace Project had been on my heart waiting for the right time. But sitting there, bathed in the warmth of that afternoon light and the truth of those connections, I suddenly couldn’t remember a single valid reason why I hadn’t begun.

Quietly I whispered to God, “If You want me to do this now, please show me.” From that moment forward, miracles began to ripple through my life and my business — doors opening, people appearing, everything aligning. That was the day I stopped waiting and started leading from love.

Before that day I was afraid of being seen — not the polished version of me that had it all together, but the real, raw, imperfect woman who had walked through trauma, heartbreak, and healing.

I told myself I was waiting for the right time, for the right resources, for the right clarity. But beneath those practical excuses was a quiet, persistent fear that if I stepped fully into my vision, people might not understand me, that they might dismiss The Backyard Peace Project as naïve or too ambitious, that my heart, laid bare, would be met with silence.

I had spent years guiding others to dissolve their fears, to rise into their truth — yet I was still holding onto my own limiting belief: that my light was somehow too much or not enough, depending on the day. I thought I needed to earn the right to lead such a movement, to have all the answers before beginning.

That weekend in LA shattered that illusion. As those remarkable leaders spoke love and truth into me, I realized I didn’t need to be ready — I just needed to be willing to let love lead, willing to trust that my story, my scars, my heart were enough.

When I came home I could feel the shift still alive in my body. It was like something inside me had been switched on — a steady hum that wouldn’t quiet down. I didn’t have a business plan or a launch strategy; I had a calling that refused to wait any longer.

The first thing I did was simple but terrifying: I spoke it out loud. I told my husband, my children, and a few trusted friends, “I’m starting The Backyard Peace Project.” Saying it made it real. There was no going back.

Then I did what I always teach my clients — I took the next loving step, even without the full picture. I opened my laptop, created a blank document, and typed: The Backyard Peace Project – Global Peace Begins at Home. My hands were shaking. I didn’t know what would come next, but I knew I had to move.

I began reaching out to people who inspired me — leaders, changemakers, healers, and friends. I shared my vision, my heart, my why. Some said yes immediately. Others simply held space for me. But every conversation felt divinely guided, like invisible threads weaving something far bigger than me.

In the weeks that followed, I started designing what the movement could look like: communities, ambassador programs, online gatherings, even a book that would give others a voice. I built the first version of the website myself at the kitchen table, often late at night with a cup of tea and a heart full of wonder.

There were plenty of messy moments — tech failures, self-doubt, tears of joy and fear. But for the first time, I didn’t try to fix or hide them. I realized that beginning meant giving myself permission to show all the messy parts of me so others could feel safe to do the same.

So often we see polished leaders who, without meaning to, make others feel like they’re falling short. I never wanted to lead that way. I wanted people to see me — all of me — the parts still in progress, the parts still learning, because when we allow our imperfections to be visible, we give others permission to stop pretending, to breathe, and to believe that they too can begin exactly where they are.

That’s how peace begins — in truth, not perfection.

The most surprising thing that’s happened since launching The Backyard Peace Project hasn’t been external success — though the community, the ambassadors, and the global support have been incredible. The real transformation has been internal.

I learned that if you want peace in the world around you, you must first cultivate it within yourself. It sounds simple, but living it is a lifelong practice. Peace isn’t passive — it requires integrity, standards, ethics, and values that you honor even when it’s uncomfortable. It asks for clarity and boundaries that protect what is sacred within you.

There have been moments when this has meant releasing people, projects, and dynamics that I once thought I needed, letting go — with love — so that I could remain aligned with the higher vision of what I’m here to create. That was never easy, but it was necessary because peace can’t thrive where there’s chaos, compromise, or self-abandonment.

Through this journey I’ve realized that leadership rooted in peace is fiercely honest. It’s not about keeping everyone happy or holding everything together; it’s about standing in truth with grace, and in doing so, something extraordinary happens: The world around you begins to reflect the peace you’ve cultivated within.

That’s the greatest miracle of all — discovering that world peace really does begin in our own backyard, in our own hearts.

If every CEO on the planet were in one room, and I had just one minute to speak, I would say this:

Lead with heart. Lead with compassion, empathy, and understanding. The world doesn’t need more control — it needs more connection.

Listen not with the intent to reply but with the intent to truly understand — because every voice, every story, every perspective holds a piece of the puzzle we’re all trying to complete.

Lead with forgiveness — toward yourself and others. Lead with strength that is grounded in grace. Speak the truth, but speak it with the intention to uplift and enrich, not to divide.

Lead by example, not by image. Lead in a way that elevates, expands, and celebrates others. Let your success be measured not only by what you build, but by how many people rise because you believed in them.

Above all, lead with love because when love becomes the foundation of leadership, peace stops being a dream — it becomes the legacy we leave behind. World peace begins with us, and it starts in our own backyards. 

There’s a better way to bring consumers their cocoa fix — and it can be profitable.

Consuming chocolate is an ancient ritual long savored as a delectable treat — but it has a dark side. A majority of the world’s cocoa beans are grown in West Africa due to optimal growing conditions, where there’s a disturbing history of illegal deforestation and child labor that continues today.

Companies like Alter Eco Foods defy these practices, offering a better alternative. Founded in 2004, the public benefit corporation’s core principles are restoring ecosystems, improving livelihoods, and reducing waste. Alter Eco’s name refers to finding an alternative ecosystem for delivering food. Its chocolate, quinoa, and granola are grown in thriving environments by small-scale, fair trade farmers; made with clean, organic ingredients; and packaged using recyclable or compostable materials. 

Not only did Alter Eco become B Corp certified in 2009, but it also became Climate Neutral certified in 2010, offsetting 100% of its carbon emissions by planting and protecting trees in Central and South America in partnership with PUR. In 2013 Alter Eco launched the first commercially compostable candy wrapper in its chocolate truffle product line; and in 2016 it came out with the first commercially compostable pouch for its quinoa line. In 2020 it started the Alter Eco Foundation to further its commitment to combat climate change and inequality through regenerative agriculture. As opposed to industrial farming, regenerative agriculture nourishes soil, secures farmers’ livelihood with a variety of crops, creates shade that improves working conditions, and builds resilience to climate change. 

“We believe helping farmers embrace regenerative agriculture and agroforestry will be one of our biggest successes for years to come, as these changes not only provide the tools for these farmers and their families to be successful but help to restore the planet a little at a time,” Alter Eco CEO Keith Bearden tells Real Leaders.

Some Bitter, Some Sweet

While dark chocolate bars are the company’s mainstay, it has put out some less successful items that it later discontinued, including grass-fed milk chocolate, coffee, and rice products. “It was really finding the products where we could differentiate ourselves,” Bearden says. As for a recent win, in 2022 the company launched a no-sugar-added granola line. “We were looking for something to get into different categories. We found that we could source oats quite readily from regenerative farms. We were able to fit it into our brand DNA.” To differentiate its granola in a somewhat saturated market, Alter Eco identified another issue with consumers today — sugar — so it sweetens its granola with date powder and monk fruit. “The market has been very supportive of us. This category has quickly become almost 20% of our sales.”

The company’s greatest hurdle has been churning a profit. “Staying true to the mission has never been a challenge for the team; however having a sustainable and profitable company has been a challenge. Many companies that try to practice conscious capitalism struggle with how to support those in their supply chain while delivering a quality product and at that same time making money to continue to invest and grow the business. I’m proud to say we have somewhat mastered this formula over the past few years, and this has given us the opportunity to continue to invest and grow the business.”

How did they do it? “It’s a matter of starting out with understanding that no business, no matter how impactful you may be — to the climate, or to fair trade and wages, or to sustainable farming — if you don’t make money at the end of the day, unless you’re a nongovernmental organization, then you only can exist for a finite period of time. So when I got involved with Alter Eco, it was a classic natural product company founded with all the right principles, and everybody wanted to do the best that they could in the world, but they were losing money — and losing a lot of it.”

Bearden joined Alter Eco’s board in 2021 and became CEO in 2023, partnering with Trek One Capital to lead the acquisition of the company from a private equity group. “Unless they found a buyer, the company was on the verge of going away,” Bearden says. “They asked me to step in as CEO and help turn the company around.”

Remarkably he says it only took him three months to do just that. He shares his key moves: “I’ve done a number of turnarounds, and being on the board for a few years, I knew what levers to pull. I had this formula already laid out. You’ve got to find that balance of how can I make money but still stay true to the things that are our core principles as a company? The changes I made were really focused on looking at operational efficiencies to make the company profitable. So we made changes in logistics, staffing, and supply chain. We moved our warehouse. It was risky, but it saved over a million dollars. We discontinued products that weren’t performing well. We focused on products that were performing well. We went to market and managed our trade spend. We did a number of different things, but we’ve had a significant change in the position of the company financially to the point that now we are profitable and sustainable for the long haul. We’re up 16% in sales in 2024 from 2023, and 2023 was flat to the year before that.”

With those major changes behind him, Bearden sees his biggest risk today as ingredients’ price fluctuations — mainly cocoa beans. The cost of organic, fair trade cocoa beans tripled from January to April 2024. “The only advantage there is that the entire world is playing by the same rules,” Bearden notes. “So we went to the market and explained the situation of why we had to increase our price. For the last three years in Western Africa, there’s been an El Nino, and 60% of the world’s crop comes out of Western Africa. So it’s a matter of educating the market on the value associated with your products and finding the market that will understand it, embrace it, and pay for it.”

Alter Eco markets its products in the U.S., Canada, Australia, and New Zealand. Shoppers can find Alter Eco products primarily in organic/natural grocers such as Whole Foods, Sprouts, and The Fresh Market, but it has started to expand into more mainstream retailers as well like Albertsons, Publix, and Harris Teeter. “That’s where we really see the growth opportunities,” Bearden notes.

His best advice for other impact CEOs goes back to profit. “If you aren’t profitable and can’t see a path to profitability, you have to rethink your mission,” Bearden says. “I admire everyone who is trying to have a positive impact on the world around us, but if you cannot achieve a level of profitability that allows you to sustain your being and grow, your impact will be significantly minimized. Don’t underestimate what the consumer will pay or do to support your mission if indeed the mission is one that has true measurable impact.” 

At the 2025 Real Leaders UNITE gathering in San Diego, Hugh & Grace was awarded the Most Transformative Company Award, a recognition that highlights organizations achieving extraordinary growth while creating a lasting, positive impact on people’s lives.

Hosted at the Lodge at Torrey Pines, the event brought together 150 top CEOs and purpose-driven executives to celebrate companies reshaping industries with integrity and innovation. Hugh & Grace earned this year’s honor by posting the fastest three-year growth rate among nominees and by reaching more people with its wellness solutions and education than any other contender.

“Hugh & Grace exemplifies what it means to grow with purpose,” said Kevin Edwards, President of Real Leaders. “Their work in advancing health and well-being proves that business success and positive impact go hand-in-hand.”

Founded with a clear mission—to help people elevate their health and well-being—Hugh & Grace has become a leader in making wellness accessible, effective, and empowering. Their philosophy centers on the belief that what goes on, in, and around the body matters. By offering science-backed products that support hormone health and reduce harmful chemical exposure, coupled with expert-led education, the company enables individuals to take control of their health and lead more balanced lives.

The recognition at Real Leaders UNITE 2025 reinforces Hugh & Grace’s position as a transformative force in the wellness industry, proving that growth and purpose can—and should—coexist. As the company continues to expand, its commitment remains rooted in empowering people to feel their best while shaping a healthier, more sustainable future.

With this milestone, Hugh & Grace not only sets a standard for transformative business success but also inspires other organizations to align their growth strategies with meaningful impact.

Every time I was asked to retouch a photo of a woman beyond human capacity, something inside me fractured. I blurred out scars that tell stories, smoothed skin that didn’t get society’s permission to age, cinched waists, erased bellies, polished people into fiction. At a certain point I stopped seeing the work as creative and started seeing it as complicit.

I told myself it was just a job, that I’m a designer, not a decision-maker. Other people told me how lucky I was to do what I love, but deep down I knew better. My talent had been hijacked to sell a version of the world I didn’t believe in — and that’s when my soul started to crumble. It didn’t happen overnight. There was no dramatic event, just a quiet ache that built. I dreaded Mondays. I woke up exhausted from a job that was supposed to look glamorous. I was burning out not from the hours but from the pit in my stomach.

So I walked away. Not because I had a plan but because I finally had the guts to set a boundary. That’s when I decided to reclaim my creative power, to start building the world I actually wanted to work and live in.

I founded Creative Chi as an act of rebellion and restoration. I was done building brands that broke people. I wanted to build brands that set people free. I built Creative Chi on the belief that business can be done on purpose, and creativity should be used to create the world we want to live in.

I didn’t want to create more noise in the market. I wanted to help people tune in to their truth. So we flipped the process: purpose before positioning, soul before strategy, identity before design.

We asked our clients to go deeper, to get clear on who they were before they ever touched a color palette, to stop outsourcing their voice, to own what they stood for loudly and unapologetically.

It wasn’t always easy. Some clients pushed back. Others walked away. Because this kind of branding isn’t cosmetic, it’s catalytic. It asks hard questions. It exposes the fluff. It forces the real stuff to come forward. But the ones who stayed? They built brands that didn’t just convert, they connected; they didn’t just grow, they aligned; and they didn’t just look good, they felt like truth.

Creative Chi earned certified B Corp status and became a 1% for the Planet partner. We’ve helped sustainable startups, mission-driven CEOs, and community-rooted businesses not just look good, but be aligned. 

We’ve said no to misaligned projects, walked away from big budgets, and never once regretted it — because I know what it feels like to be the talent behind the curtain silencing your values, editing the truth, and designing for a world you wouldn’t want your kid to grow up in. I know what it feels like to come home to your work again, to harness your real power.

If you’re dreading Monday, this is your sign: You don’t have to leave your soul at the door to build something meaningful, but you might have to burn some things down first.

Armanino ranked No. 8 on the 2025 Real Leaders Top Impact Companies list for balancing the planet’s lefts and rights. 

Armanino is a B-Corp certified, top 20 accounting and consulting firm dedicated to empowering businesses through innovative solutions in audit, tax, consulting, and technology. Armanino’s purpose is to be the most innovative and entrepreneurial firm that makes a positive impact on the lives of its clients, its people, and its communities. Here Armanino CEO Matt Armanino shares his knowledge and experience with Real Leaders.

Real Leaders: How do you thrive in the impact space?

Matt Armanino: Thriving in creating and sustaining impact requires — in every part of an organization — a relentless commitment to purpose-driven leadership and a culture that encourages continuous innovation. Every day we think about how we can better embrace a mindset of continuous evolution and focus on helping clients solve their most challenging problems.

We leverage technology and data to uncover new ways to drive efficiencies, but we also recognize that impact starts with human connection. Building a culture that empowers teams to think boldly, take ownership, and pursue initiatives that align with our broader mission allows us to stay ahead of the curve and deliver impactful results. Success in this space is about balancing growth and purpose and being unwavering in your commitment to both.

RL: What milestones have you achieved this year?

Armanino: Armanino celebrated its 16th annual Great Give day of service in May 2024. A firmwide day of community service, we had record-breaking participation with 20,512 volunteer hours in support of 158 unique organizations across the globe. Our team members took a day off to participate with service projects of their choice to make an impact in their communities and beyond. Over 16 years Armanino team members have contributed over 92,320 hours in support of various nonprofit organizations and community projects — the equivalent of more than 44 years of full-time work. In 2024, 2,155 Armanino team members participated in activities ranging from environmental cleanups and food packing to educational programs and social support service.

Armanino also completed its second annual Treedom Canopy Challenge, a firm-wide fundraising effort to plant as many trees as possible by Earth Day. This partnership was in collaboration with Treedom, a certified B Corp that engages in tree-planting projects worldwide. Thanks to the generosity of Armanino employees, friends, and the Armanino Foundation’s matching contributions, the initiative surpassed its goal, supporting the planting of 2,794 trees, which removes nearly 700 tons of carbon dioxide this year alone.

RL: What is the biggest challenge you’ve overcome?

Armanino: One of the most significant challenges we faced was adapting to rapid technological disruptions while maintaining a human-centric approach. The pressure to innovate can overshadow the importance of staying connected to the needs of your people. We tackled this by integrating robust feedback loops and educational processes within our teams, ensuring that our adoption of tech advancements, specifically AI, was directly informed by those on the front lines — our in-house experts of AI leaders. 

RL: What is your best strategy for finding investors?

Armanino: We also reimagined our talent development strategies, recognizing that to keep pace with industry change, our people need more than just technical skills; they need to think critically and lead confidently in dynamic environments.

RL: What is your long-term, mission-oriented dream?

Armanino: Armanino’s long-term mission is to lead the accounting and consulting industry into a new era where impact and innovation go hand-in-hand. We envision a future where our firm isn’t just a service provider but a strategic, trusted advisor that empowers businesses to achieve their highest potential. This includes being mindful of the impact we have on our environment and local communities.

Our goal is to expand our influence beyond traditional services, leveraging our expertise to create differentiated platforms, tools, and partnerships that drive systemic change in how businesses operate when tackling their biggest challenges. 

RL: What is your best advice for fellow impact CEOs?

Armanino: Stay anchored to your purpose and be fearless in your pursuit of it. Lead with empathy, and empower your people to think like owners. Cultivate a team that’s skilled and deeply invested in the mission; their passion will drive innovation and resilience in ways that no strategy document ever could. And remember, impact doesn’t happen in isolation — engage with your community, listen to your stakeholders, and build partnerships that amplify your efforts. Never hesitate to seek out others who can help turn your vision into reality.

I made the leap from a draining career to a purpose-led life. Here’s how you can too.

I was fortunate to have had plenty of coveted career opportunities — from a young marketing trainee with a fast-tracked curriculum to becoming a business unit head in a C-suite position in a prime A-list market. I had a track record of being sent on special assignments abroad that stretched my bandwidth of business, brand, leadership, and cultural experiences. If there was something to fix, I was sent and expected to deliver results. 

The Dark Night of My Soul

Despite having the money, the penthouse, and the car, my last two career assignments catapulted my life into the dark night of my soul. I experienced an emptiness within that was beyond any comprehension. I thought I was losing my mind. I thought nobody could possibly relate to what I was going through. I pleaded with the heavens to give me a fresh perspective so that I wouldn’t take life for granted. 

Soon after, I had a near-death experience through a car accident on a seven-lane highway. Two years later, I had a blacking-out experience during a meeting, which I attributed to feeling exhausted and depleted after traveling five countries in two weeks for work. In between these frightening experiences, I remember flashing my bold slide in the boardroom that declared an objective of becoming No. 1 in the market and suddenly thinking, “Is this what my life is all about?” It no longer satisfied me. I wanted to throw up at this sudden realization. It was surreal. I didn’t know where to go, whom to talk to, or why I suddenly felt this way. 

The whispers of my discontented soul grew louder over time. The black-out experience reduced me to nothingness — my mind felt completely blank like it had rebooted to zero. I didn’t know what to think, what to question, and where to go next. For a person who was highly paid to make decisions, I realized that without my mental and physical health, I would have no work. I surrendered and declared to someone up there, “You win. I’m listening.” 

My Search for Meaning

This catapulted me to a deeper search for the meaning of my life journey — to get answers and find a way out of this seemingly bottomless pit. I tried many transformational courses, workshops, and detox programs. I frequented these places so often that even the alternative medicine practitioner determined that he couldn’t help me and that ultimately, I had to change my own life. 

Eventually I quit work to force myself to find what was next — to isolate myself from the part of my life that didn’t fulfill me anymore. I traveled to different countries listening to spiritual teachers and authors and even staying in a monastery for weeks to find some peace. 

Finding My Purpose

During my sabbatical, I reconnected with one of my spiritual mentors, Master Del Pe. He told me about the organization he founded — the Wisdom Institute for Leadership and Global Advancement (WILGA) — and its mission to awaken wisdom in leadership and conscience in entrepreneurship. 

He challenged me to study energy medicine, universal philosophies, and esoteric psychologies at WILGA, which led me to their practical application as wisdom in leadership. I felt an inner calmness realizing that this is what is needed for today’s business leadership. I knew I had stepped into a higher meaning and purpose in life — the reason for the dark night of my soul.

I learned a few things through this journey. First, we need to heal our past to step forward into a re-defined, more meaningful future. We need to change the lens through which we see things to plan our lives around a new future. This process of illumination requires us to step out of the darkness by facing it and then healing it. Secondly, we need new scaffoldings of consciousness within which to define our North Star and create the new. If not, we will just return to old habits by default with little awareness of who we really are. 

I took a big leap from the corporate world into the field of mentoring, which helped me know myself more deeply and transform how I would conduct business in the future. I thoroughly researched what it means to be the best leader possible. Learning to fill in the crevices of this lack of higher consciousness in business was my anecdote and my mission.

To make a lasting change in the business world, there must be a step-change in consciousness that dictates the choices, values, virtues, and philosophies with which we run our lives. I hope more business leaders explore how to develop their higher consciousness so we can change the face of business. As Albert Einstein said, “We cannot solve our problems with the same thinking we used when we created them.” Let’s change the narrative together. 

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Steps to Develop a Higher Consciousness

1. Create a sustainable transformation. Get a high-value mentor to raise your awareness to any unperceived limitations and be willing to rise above them. Have an action plan for it and the humility to tackle 360-degree awareness with your mentor.
   
   

2. Leave your negative baggage behind. Health concerns and blockages limit your highest potential. Address them on all five levels — physical, vitality, emotional, mental, and spiritual. Consider working with a reputable energy medicine practitioner to assess your health with precision. Self-care is the foundation of a robust self-development strategy. 
   
   

3. Study new concepts about life. Study universal philosophies, esoteric science, and psychology to gain higher truths about how the world works. This expansion of consciousness will equip your next steps in business and in handling people. With this continuous refinement and polishing of your character, you can evolve to the best leader of leaders that you can be. As you evolve, you will contribute to the development of those you lead. This is why you have to be the change you wish to see.
   
   

4. Accept that it’s an ongoing process. You will constantly peel off the layers and perceive new levels of truth. Truth is important to human development and determining life purpose — which may be entirely different from your work purpose. Keep evolving because life is a moving target. 
   
   
   
   
5. Repeat these steps over and over again. Self-mastery takes time, but it is one of the best legacies you can leave behind.