About Us

For most of my professional life, my career was my life. That's how I chose to live from the time I entered the Air Force and throughout my jobs in Logistics Companies and Operations, Information Technology and Consulting, my life was my career. I consciously made that decision, but I realize that most do not. Most people want a career and a life and tend to compromise on both.

One thing common thread that carried through most of my jobs was that I seemed to care more about trust within the company and between the company than the leaders of the company. This was also a feeling held by many other people. This gap in trust led many people to believe they cared more about the company's customers and reputation than the company cared itself.

Based on the 2024 PwC Trust Survey, this gap or lack of trust and caring continues to widen and, whether true or perceived, drives a wedge between the employees and business leaders, especially the executive leaders. Distrust or lack of trust is often unspoken and insidious, but its impact manifests itself in employee and mid and entry level leaders quality of work, morale, commitment and directly impacts a company's products, services and customer relations. People simply don't work as hard or care about their work they do if they do not trust, feel trusted or believe they are appreciated by their leaders.

I not only worked to mend the trust gap between the company and its employees, I too felt the gap. Rather than slacking off, I chose to depart and move on to another company which in the end had the same type of internal trust and caring gap.

In the latter part of my career I attended a Tony Robbins event that flip a switch in me and led to a more holistic view of myself, my life balance and my leadership. From then, it was like eating that first potato chip, I had to have more. The more I learned about personal development and psychology, the more it connected with my leadership style that worked (most of the time), but could not explain why or teach it to others.

As I continued to study more about and better understood myself, human beliefs, emotional drivers and actions, I found that of much of my success as a leader was explained by personal development models, life coaching principles, Neurolinguistic Programming and ancient beliefs and philosophies. Business leadership training and experiences and human psychology started coming together, but man it took most of my career to learn and figure this stuff out.

About 15 years ago, while I was driving between Las Vegas, where I had my home, and Long Beach, CA where I worked and had an apartment, a 4 hours drive I made about twice a month, I realized I had another purpose in life. This purpose was to combine my career experiences as a leader in logistics and business with my studies and appreciation for personal development and life coaching. I looked for the simplest, models and techniques I could find and find real world examples from my experiences to help leaders rapidly understand and use to build trust and and unify people into Ultra-performing teams.

Finally, tied in my model of People, Process and Technology to focus on bringing the "Us" back to the forefront of business leadership.

My dream came to fruition when I founded my company, Businesses Are People Too (tricky name huh?).

When I work with clients, either as individuals or in teams, my goal is to transfer my knowledge to them so they can use and share it with other to create more effective, profitable and mutually beneficial relationships between leaders, teams and businesses.