Change management isn’t always about sweeping reforms or meticulously measured outcomes—it’s about identifying opportunities for improvement, no matter how small or initially unmeasurable, and taking action. True process improvement stems from a deep awareness of inefficiencies, a willingness to listen, and the courage to act. Drawing from firsthand experiences—from janitorial work to military service to leading complex defense turnarounds—this article highlights 17 practical lessons that emphasize creativity, flexibility, and collaboration. The message is clear: lasting change is often driven by those on the ground who see what others overlook and have the drive to make things better, one improvement at a time.

Agile methodologies have emerged as a powerful catalyst for transformation within large organizations, especially in complex and rapidly evolving sectors like healthcare. Drawing from my experience at Sentara Health, this article explores how embracing agile practices can streamline operations, foster a culture of adaptability, and drive meaningful cost and efficiency gains. By shifting away from rigid project management frameworks toward iterative, cross-functional collaboration, we unlocked greater innovation and responsiveness across the organization. As the healthcare industry continues to face mounting pressures, the adoption and scaling of agile methodologies—supported by technology and a commitment to continuous learning—are proving essential for achieving long-term organizational agility and improved patient outcomes.

Scott Keys is a seasoned manufacturing executive with over 41 years of leadership experience in the automotive industry. Known for his expertise in lean manufacturing, six sigma, and operational excellence, he has successfully led large-scale production initiatives, optimized global manufacturing footprints, and navigated complex contract negotiations. Throughout his career, he has held senior leadership roles at Cooper Standard, Nisco LLC, and NSK Corporation, where he drove efficiency, process improvement, and workforce development. With extensive international experience across Japan, Canada, Mexico, Europe, and India, Scott brings a global perspective to manufacturing strategy and operations. Now retired, he seeks to leverage his wealth of industry knowledge in board and advisory roles, offering strategic insights and leadership to organizations aiming for operational excellence and sustainable growth.

Building and sustaining high-performance teams in project management requires more than just technical expertise—it demands strong leadership, emotional intelligence, and a commitment to fostering a supportive and empowering environment. Without direct authority, project managers must rely on communication, trust, and people skills to guide their teams effectively. A key component of this is investing in meaningful training opportunities that align with individual growth and career development, ensuring that team members feel valued and equipped for success. Beyond training, transparency, active listening, and an open-door policy create a culture of collaboration and innovation. When leadership is authentic and teams feel safe to take risks, performance flourishes, leading to increased loyalty and long-term success. However, sustaining this high-performance culture requires ongoing effort—complacency can lead to decline. Effective leaders continuously engage with their teams, encourage feedback, and nurture an environment where everyone works towards a shared vision.

Fund accounting is a nuanced field that demands a balance of technical precision, strategic thinking, and adaptability. Unlike traditional corporate accounting, its focus lies in ensuring compliance, transparency, and accuracy in areas like net asset value (NAV) calculations and investor reporting. Drawing from over two decades of experience, the author shares key strategies, emphasizing the importance of robust internal controls, leveraging advanced technologies to streamline operations, and staying proactive with compliance. Equally vital is fostering a collaborative team culture and embracing continuous improvement to navigate evolving regulations and market demands. By blending expertise with innovation, fund administrators can excel in a dynamic financial landscape.

In construction management, leadership is more than a title—it’s the foundation of success. Drawing from decades of experience, Gary Mierkey emphasizes the critical role of resilience, innovation, and servant leadership in navigating the unique challenges of construction projects. Resilience enables leaders to adapt to changing conditions and uncover solutions by fostering collaboration. Innovation drives creative problem-solving, essential for addressing evolving demands. Servant leadership, marked by empathy and clear communication, builds trust and alignment among stakeholders. Together, these principles transform obstacles into opportunities, shaping not only successful projects but also strong, cohesive teams.

n today’s dynamic and interconnected world, diversity, equity, and inclusion (DEI) are essential components of effective project management. Beyond fulfilling ethical obligations, DEI serves as a strategic advantage that drives innovation, improves decision-making, and strengthens team cohesion. This article explores how project managers can integrate DEI into their practices by building diverse teams, fostering inclusive environments, and ensuring equitable opportunities for all contributors. With practical strategies, case studies, and solutions to common challenges, it highlights the critical role DEI plays in delivering successful project outcomes and shaping the future of project management in a globalized workforce.

Andrew Pryor’s leadership at Consumer Direct Care Network exemplifies how strategic software development can drive meaningful business transformation. By aligning technology initiatives with operational goals, he has streamlined workflows, enhanced system reliability, and fostered a culture of innovation within his team. His emphasis on cross-functional collaboration and continuous improvement ensures that technology not only supports but actively propels the company’s mission forward. As CDCN navigates an evolving industry, Andrew’s forward-thinking approach—leveraging modern development practices and emerging technologies like AI—positions the organization for sustained success in delivering high-quality in-home care services.

I’m excited to share my executive biography, highlighting my journey in global program management, international business, and strategic leadership. With a passion for fostering trust and collaboration, I’ve had the privilege of working with diverse teams across industries to deliver exceptional results.

Christopher L. Adams is a results-oriented leader with over two decades of experience in operational excellence, quality management, and process improvement. A certified Six Sigma Black Belt and Lean Practitioner, Chris has successfully led transformative initiatives across manufacturing and healthcare, delivering measurable improvements in efficiency, quality, and profitability. Known for his strategic vision and collaborative approach, he has implemented groundbreaking solutions such as optimizing patient care workflows and enhancing manufacturing quality metrics. Chris is passionate about fostering innovation, empowering teams, and driving sustainable growth, making him a trusted advisor and change agent in any organization he serves.

Jason Cerrano is a seasoned leader with a multifaceted career spanning mechanical engineering, public safety, entrepreneurship, and corporate innovation. Currently serving as the Business Line Leader at IDEX Fire and Safety, Jason drives strategic initiatives in product development, patent management, and operational excellence, solidifying IDEX’s position as an industry trailblazer. With experience ranging from manufacturing engineering to firefighting—where he earned the Silver Medal of Valor—Jason combines technical expertise with frontline decision-making skills. His passion for technology and problem-solving, coupled with his proven leadership, makes him a dynamic force in advancing safety and innovation across industries.

I am excited to share my professional biography, highlighting my experience in cybersecurity, financial services, and operational leadership. With over 40 years of expertise, I am passionate about guiding organizations to growth and success.

Virginia Greene is a seasoned executive with over 20 years of experience in construction management and accounting, specializing in project finance, financial reporting, and operational efficiency. She is known for her strong character, work ethic, and commitment to excellence, consistently driving results while fostering a culture of accountability. Throughout her career, Virginia has excelled in guiding small to mid-sized companies through complex financial challenges, ensuring projects remain on budget and deadlines are met. Her strategic mindset allows her to lead organizations with clear goals, while her communication skills help build strong relationships and facilitate collaboration at every level of an organization.

Betty Brano is a seasoned Project Manager and Certified Interior Designer with over 18 years of expertise in delivering high-impact projects across government, commercial, hospitality, and healthcare sectors. Her extensive experience spans interior design, space planning, sustainable material specification, and full-cycle project management, including budgeting, contractor coordination, and client relations. Known for her strategic approach, technical proficiency, and ability to manage complex projects, Betty has consistently delivered exceptional results while fostering strong client relationships and driving cost-saving initiatives. As a leader in the industry and Chairperson of the NYC Metro DEI Design-Build Subcommittee, she is committed to advancing inclusive practices and setting new standards of excellence in design and construction.

Continuous improvement is a cornerstone of success in the automotive repair industry. By integrating methodologies like Lean and Six Sigma, repair shops can streamline workflows, reduce waste, and foster a culture of ongoing development. Training programs, feedback loops, and collaborative team sessions empower technicians to refine their skills, embrace innovation, and adapt to evolving industry standards. This approach not only enhances productivity and service quality but also strengthens the shop's ability to remain competitive and deliver exceptional customer satisfaction.

Effective leadership and team building are critical to success in the dynamic automotive services industry. Clear communication, trust, and shared goals form the foundation of cohesive teams. Regular training programs and open feedback loops not only enhance collaboration but also drive continuous improvement. Mentorship plays a pivotal role in shaping future leaders, fostering a culture of growth and innovation. By cultivating these principles, leaders can create a motivated and skilled workforce, ensuring long-term sustainability in an ever-evolving field.