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Harvard Business Review
21 hours ago
- Business
- Harvard Business Review
Where Traditional Succession Planning Falls Short
A senior finance executive from a large public company decides to leave on relatively short notice to join another organization. Since this will cause significant disruption to the business, the CEO and remaining executive team quickly look to their leadership pipeline to see who's ready to step into the role. Although a list of successors had previously been created and discussed, no one feels confident that any of these leaders have what it takes to excel in the position. The CEO decides to do an external executive search, for months leaving the role to an interim leader who is doing two jobs at once. Results suffer, the team stagnates, and momentum is lost. A rare occurrence? Hardly. It happens every day. As one board member at a Fortune 10 company told us, 'In my 10 years on the board, the only time we ever talked about CEO succession was when there was an actual CEO transition happening right then. Sure, it's an SEC regulation for public company boards to actively discuss CEO succession, but there are lots of SEC regulations…' Most current succession planning is ineffective, and the business world is fed up with putting substantial effort into a process that has shown such little innovation and ROI. By making just a few key changes to how succession is done, however, organizations can build a leadership pipeline ready to tackle tomorrow's challenges, ensuring business continuity and driving sustained growth in an uncertain world. Where Traditional Succession Planning Falls Short Executive succession planning has been an integral part of talent processes for decades, considered a critical lever for organizational growth and risk mitigation. And yet, what was often considered a complicated and time-consuming process has become downright ineffective in today's environment of unprecedented change and leadership turnover. In 2024, U.S. companies experienced record-breaking executive transitions, particularly at the CEO level. According to Challenger, Gray & Christmas, 2,221 CEOs departed their roles in 2024 —a 16% year-over-year increase and the highest total since tracking began in 2002. In the S&P 500, 44% of new CEOs were external hires, the highest proportion since 2000. Early trends from 2025 suggest this volatility is persisting, with turnover in critical executive roles continuing to rise. This leadership exodus has the potential to leave organizations dangerously exposed and unprepared for the future. We recently completed an internal study at our global consultancy, ProjectNext Leadership, that makes it clear that the corporate sector has raised the white flag on traditional leadership succession planning. Our research was two pronged. First we conducted a comprehensive literature review, analyzing articles and research from top publications and consulting firms over the past decade to take inventory of existing thought leadership on succession planning. Then we interviewed senior leaders at over 35 top companies to get a collective view of how succession planning is and isn't working. These leaders rated the overall effectiveness of their own succession planning process an average of 5.5 out of 10—a failing grade on most scales. When we asked leaders to rate the overall state of corporate succession planning, the process fared even worse, scoring a 4.8 out of 10. Our research echoes other findings that show current succession planning just isn't working. According to DDI's 2025 HR Insights report, based on a survey of 2,185 HR professionals and over 10,000 leaders, 75% of companies prioritize promoting employees to leadership roles from within. However, less than 20% of chief human resource officers say they actually have employees who are ready to fill critical leadership roles. On average, there are only enough internal candidates to fill less than half (49%) of open leadership positions. What's the impact? A team of researchers showed in their 2021 HBR article that the amount of market value wiped out by badly managed CEO and C-suite transitions in the S&P 1500 is close to $1 trillion a year. They estimated that better succession planning could result in 20% to 25% higher company valuations and investor returns. Why do current succession planning processes cause such frustration? Through our interviews, we discovered some 'uncomfortable truths' that highlight the challenges that need to be resolved: All talk, no action. Leaders reported spending extensive time conducting talent reviews and discussing readiness for future roles, but little time on actually developing, preparing, and grooming people for those roles. Many leaders we spoke with complained that year after year, people are perceived as no closer to being ready to advance. Why? Because so little is being done to intentionally and actively grow their capabilities. Seventy-six percent of the leaders we interviewed believe their organizations need to be more intentional around development of successors. As one leader emphatically said, 'It doesn't mean jack s**t if I have a grid full of leaders who are rated. What are we doing about it?' Another explained, 'We did a fancy assessment and then did nothing with it.' Why not? Most leaders we interviewed pointed to a lack of true organizational commitment to succession planning and the resources necessary to enable traction. It's more about politics than potential. We found that self-interest often gets in the way of identifying and preparing the best future leaders possible. Hoarding talent, feeling threatened by potential successors, or seeking a 'mini me' are all frequent traps leaders fall into. As one leader told us, 'I'll be comfortable talking about successors for my role on the day I decide that it's time for me to move on.' Effective succession planning shouldn't be reliant on how comfortable leaders are with talking about it; preparing for future leadership is just too important to suffer at the hands of individual egos. Doing a lot poorly versus doing a little well. Many companies try to create succession plans for hundreds, sometimes even thousands of roles. Because so much work goes into creating a robust succession plan, the companies most effective at creating a supply of future leaders realize that they need to focus their efforts on just the few roles that make the biggest difference. One participant told us: 'We've narrowed down our focus to a small number of critical roles that heavily impact the future of our business. We need to get that right first.' We also found that the technology tools needed to effectively support succession efforts are woefully lacking. In fact, almost every leader we spoke with said they're using archaic tools such as spreadsheets to track progress—and the use of AI-driven solutions is all but nonexistent. It's a process, not a strategy. Our interviews found that there is rarely a clear 'why' for succession planning—i.e., what purpose does it serve for our company, and how does it help us grow? Without articulating which specific business outcomes it's driving and without clear accountability to drive execution, succession planning shows up as a toothless 'check the box' exercise that's more nuisance than lever for growth. As one leader we interviewed said, 'How do we move the succession planning experience beyond a dog and pony show? Sometimes it feels like we're having the same conversation over and over again. We're not clear enough on why we do it, and as a result we lose momentum.' It hasn't kept up with the times. The business world today is fast and ever-changing. Traditional succession planning processes were built for a far more static and steady time. It's typical for leaders to be reviewed just once a year, but nowadays too much change occurs in 12 months to rely on the results of an annual process. As one leader put it, 'If succession plans are not being kept current, there is no point in doing them. Annually doesn't work—things change too fast.' How to Upgrade Your Company's Succession Planning Process Given the bleak picture leading companies paint of today's succession planning programs, it's clear that fresh approaches are needed. The good news? While few companies are getting the value they need from succession planning, there are some shining examples of those doing it well. And with a few key changes, many more companies can leverage this process for growth. We see four pivots as key to an upgrade: 1. From replacement planning to future proofing. Rather than focusing just on which candidates could step into existing roles, the real opportunity for strategic succession planning is to identify the leaders who can take your company into the future. One way leading companies are starting to do this is through 'scenario-driven' succession. One global apparel company used this method for its most recent CEO selection. By considering the most likely strategic scenarios of where the company would place 'big bets' in the next three to five years, the board evaluated which leader would most effectively succeed in each scenario, then made their selection based on their predicted direction. In this way, succession planning can answer the question, 'Who should lead if we take this path?' Scenario-based succession planning can also be used to forecast leadership demand, helping to sharpen predicted workforce needs based on likely futures and driving targeted successor development. 2. From calibration to preparation. For years, many companies have used talent reviews as the primary activity in succession planning. A set of leaders will discuss potential successors for a role, rate them against a nine-box model or something similar, and then call it done. The nature of this approach does nothing to prepare leaders for bigger roles. In our interviews, we found that companies spend the vast majority of their time on 'calibration'—passively taking inventory of where leaders are now—and minimal time on actively preparing them for future roles. By more aggressively developing key leaders with an explicit succession lens, companies can take a big step in strengthening their leadership pipelines. How is this done? One example is a large consumer goods company going through a major transformation effort. They identified a significant capability gap between the company officers and the next level below. After articulating the skills, knowledge, and relationships that future company officers will need to drive growth, they selected potential successors for an intensive development experience, which included assessments to identify individual learning needs and a nine-month cohort experience specifically designed to prepare them for larger roles. Important components included active involvement from their top executives, stretch assignments, and targeted executive coaching for key transitions when promotions occurred. 3. From exercise to execution. Traditional succession planning involves a number of time-consuming activities, including holding talent review meetings, creating talent profiles, and tracking leader information. And yet most company leaders we spoke to couldn't tell us who is accountable for succession planning results. A leader at one company we interviewed who rated their succession practices as highly effective said, 'It's all about execution. Like anything else in business, you need clear accountability, well-defined roles, and succession objectives that everyone knows are the target.' While HR can often play a key role in facilitating the process of succession planning, we found that companies that are successfully growing their leadership bench have executive leadership heavily involved in—and often driving—execution. As another leader told us, 'As soon as you give your HR function sole accountability for succession planning, it's dead in the water.' 4. From leaders as talent assemblers to leadership producers. We already know that the best leaders build teams by recruiting, developing, and retaining strong individuals who collaborate. But in a truly succession-strong organization, leaders are held accountable for developing the next generation of leaders—beyond just their own teams. The most effective organizations ask leaders to take a broad organizational view, recruiting and growing people not only for their own business, but for the long-term leadership pipeline of the whole enterprise. This also requires incentives and expectations to be aligned—leaders who hoard talent shouldn't be considered successful, even if their business unit does well on its own. To be a succession-oriented enterprise leader, one needs to adopt the mindset of an executive recruiter: always thinking about sourcing candidates for both present and future roles for the company as a whole. . . . The potential upsides of effective succession planning are huge, and yet most companies are not realizing these benefits, even though many are spending countless hours on the effort. Although most succession planning processes no longer work for today's business realities, companies can make a few key adjustments to derive far more value from this work. Those leaders who want to set their organizations up to thrive in an increasingly volatile world can't afford not to update outdated succession practices—and they'll reap big benefits by doing so.
Yahoo
16-07-2025
- Business
- Yahoo
Weather Preparedness and Resilience: Insights From the Field
NORTHAMPTON, MA / / July 16, 2025 / With hurricane season ramping up and severe weather events becoming more frequent, businesses across sectors face increasing pressure to proactively prepare for potential disruption. In our recent webinar entitled, "Disaster Preparedness: Practical Strategies for Business Continuity," Lauren Corbett-Noon, Consumer and Industrial Goods Segment Leader at Antea Group, moderated a discussion on this topic featuring Noel Russ, Incident Management (AIM) Service Leader, and Marshall Stageberg, Meteorologist. In this webinar, they shared practical insights on how organizations can strengthen their weather resilience strategies. Below, here are four key takeaways to help your organization prepare, protect, and respond more effectively. To listen to the full webinar, click the link: Webinar: Disaster Preparedness: Practical Strategies for Business Continuity by Antea Group USA 1. Contingency Planning Requires Ownership A plan sitting on a shelf isn't a preparedness strategy-it's a missed opportunity. Organizations are finding it beneficial to go beyond writing emergency response and business continuity plans. At the minimum, these plans must be: Up to date and reviewed regularly Assigned to a responsible owner within the company Practiced through regular drills with employees and responders Backed by employee training and accessible in both digital and hard copy formats Not keeping your contact information, site details, or procedures up to date can cause serious delays, lead to regulatory penalties, and make these resources useless during an emergency. 2. Don't Wait to Vet and Contract Response Partners When disaster strikes, time is critical. Pre-qualifying and contracting with emergency response vendors in advance enables rapid mobilization and can reduce costs. It is important to have agreements in place with remediation, restoration, specialized clean up, and security contractors before an event occurs. Doing so allows your organization to: Lock in rates and establish scopes of work Vet contractor safety records and insurance Receive priority response during regional crises Avoid costly delays and inflated post-disaster pricing 3. Use the Right Tools to Monitor and Forecast Weather Risk Understanding your site-specific risk is the first step to effective forecasting. Geography literacy and knowledge of forecast timescales are critical for interpreting weather data and acting early. Organizations can use trusted tools to monitor evolving risks. Such organizations include: National Weather Service and National Weather Service Point Forecasts for official daily forecasts National Hurricane Center for storm tracking National Water Prediction Center for flood modeling Storm Prediction Center and AirNow for wildfire, severe weather, and air quality By combining long-, mid-, and short-range forecasts with real-time alerts, businesses can activate protocols based on weather triggers tied to their contingency plans. 4. Protect Your People, Equipment, and Facilities When extreme weather threatens, the top priorities should be safety, operational continuity, and minimizing asset damage. Key strategies include: Employee protection: Know when to shelter in place vs. evacuate, and make sure all personnel understand the plan Equipment relocation: Move vehicles, tanks, and mobile assets prior to the arrival of an impending storm to avoid unnecessary losses Facility hardening: Take proactive steps such as clearing drainage, elevating equipment, sealing vulnerable areas, and upgrading HVAC systems, including filters, for wildfire smoke Simple measures like staging assets in advance or having backup generators can yield significant cost savings and reduce downtime. Frequently Asked Questions Q: What are the impacts of some of the budget cuts to NOAA? A: While core weather forecasting services from National Oceanic and Atmospheric Administration (NOAA) and the National Weather Service remain unaffected, budget cuts have limited the availability of specialized forecasts and event planning support from local offices due to staffing shortages. Recent hiring approvals are expected to help restore some of these capabilities over time. Q: If you had to pick two plans to concentrate on, which would you choose? A: The two most essential plans to focus on are an Emergency Response Plan, which addresses all potential facility risks, and a Business Continuity Plan, which addresses operations so they can recover quickly after a disruption. Both of these plans help identify critical functions, evaluate internal and external threats, and often encompass elements of other preparedness plans. Q: What is involved with having an emergency response plan drill? A: An emergency response drill is a valuable opportunity to test communication, coordination, and plan effectiveness by involving key responders such as contractors, Emergency Medical Technician (EMTs), and local authorities. Drills help identify gaps, allow others to review and challenge the plan, and support continuous improvement through post-drill evaluations. Looking Ahead Preparedness is not a one-time activity; it's an ongoing process of planning, training, monitoring, and refining. By taking steps now, organizations can significantly reduce both the human, operational, and financial impacts of extreme weather events. If you have questions, our team is here to help! Reach out if you want help assessing your weather-related risks or building out your response strategy today! View additional multimedia and more ESG storytelling from Antea Group on Contact Info:Spokesperson: Antea GroupWebsite: info@ SOURCE: Antea Group View the original press release on ACCESS Newswire Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Globe and Mail
14-07-2025
- Business
- Globe and Mail
AI-powered Platforms Ease Hybrid Cloud Management
A growing number of enterprises are adopting advanced hybrid cloud management platforms to improve operational efficiency and ensure business continuity, according to a new global research report published today by Information Services Group ( ISG) (Nasdaq: III), a global AI-centered technology research and advisory firm. The 2025 ISG Provider Lens ® global Private/Hybrid Cloud — Data Center Solutions report finds that the hybrid cloud management platform (HCMP) market is growing rapidly as providers integrate edge computing, enhance disaster recovery and introduce automation enabled by AI and ML. Increasingly complex hybrid cloud environments, growing cybersecurity threats and evolving regulations are driving demand for HCMPs with these new capabilities. 'AI is becoming a foundational element of hybrid cloud management,' said Anay Nawathe, ISG cloud delivery lead for the Americas. 'Enterprises are seeking it out in solutions that provide a path from reactive, manual management to proactive, intelligent automation.' The financial sector has made the largest investments in advanced HCMPs, though the adoption rate is now faster in the healthcare industry, ISG says. Growth is especially strong in Asia Pacific and Latin America, where many enterprises are pursuing digital transformation for greater agility, security and cost efficiency. The addition of AI and edge computing are significant catalysts for this adoption trend. Disaster recovery and resiliency are among the fastest-growing demands within hybrid cloud management, especially in Asia Pacific. AI-enabled HCMP and resiliency solutions aid integration of private, public and edge cloud environments, the report says. They offer real-time monitoring of hybrid cloud environments, predictive analytics and AI agents that can automate complex workflows. Leading solutions also look for security threats and automate regulatory compliance. Enterprises are using these features to better manage and optimize resources and automatically detect and fix anomalies. Companies are embracing resiliency platforms with AI for their ability to conduct continuous risk assessments, predictive disaster recovery and automated failovers, ISG says. Some vendors have helped enterprises significantly improve their return on cloud investments through AI-powered automation, which reduces training costs and improves operational visibility. These resiliency platforms can predict capacity needs and optimize workload placement for high availability and business continuity. Advanced cloud management platforms that offer comprehensive cost visibility, AI-enabled insights and financial accountability are helping enterprises optimize cloud resources through FinOps, one of the top priorities for most organizations, the report says. AI and ML can give organizations a more detailed understanding of cloud spending across platforms and identify and recommend cost-saving opportunities. 'As enterprises increase their reliance on complex hybrid cloud architectures, they face a growing number of cloud monitoring and management responsibilities,' said Shashank Rajmane, senior manager and principal analyst, ISG Provider Lens Research, and lead author of the report. 'Solution providers are easing those burdens and ensuring efficient, resilient operations with innovative AI-powered features.' The report also explores other trends in private and hybrid cloud solutions, including increasing demand for zero-trust security architectures and advancements in backup and storage for faster data restoration. For more insights into private and hybrid cloud challenges faced by enterprises, plus ISG's advice for addressing them, see the ISG Provider Lens ® Focal Points briefing here. The 2025 ISG Provider Lens ® global Private/Hybrid Cloud — Data Center Solutions report evaluates the capabilities of 36 providers across two quadrants: Hybrid Cloud Management Platforms and Resiliency Platforms. The report names Broadcom (VMware) and HPE as Leaders in both quadrants. It names BMC Software, CloudBolt Software, Cohesity, Commvault, Dell Technologies, Flexera, HCLSoftware, IBM, Rubrik, ServiceNow and Veeam as Leaders in one quadrant each. In addition, Nutanix is named as a Rising Star — a company with a 'promising portfolio' and 'high future potential' by ISG's definition — in one quadrant. Customized versions of the report are available from ManageEngine and The 2025 ISG Provider Lens ® global Private/Hybrid Cloud — Data Center Solutions report is available to subscribers or for one-time purchase on this webpage. About ISG Provider Lens ® Research The ISG Provider Lens ® Quadrant research series is the only service provider evaluation of its kind to combine empirical, data-driven research and market analysis with the real-world experience and observations of ISG's global advisory team. Enterprises will find a wealth of detailed data and market analysis to help guide their selection of appropriate sourcing partners, while ISG advisors use the reports to validate their own market knowledge and make recommendations to ISG's enterprise clients. The research currently covers providers offering their services globally, across Europe, as well as in the U.S., Canada, Mexico, Brazil, the U.K., France, Benelux, Germany, Switzerland, the Nordics, Australia and Singapore/Malaysia, with additional markets to be added in the future. For more information about ISG Provider Lens research, please visit this webpage. About ISG ISG (Nasdaq: III) is a global AI-centered technology research and advisory firm. A trusted partner to more than 900 clients, including 75 of the world's top 100 enterprises, ISG is a long-time leader in technology and business services that is now at the forefront of leveraging AI to help organizations achieve operational excellence and faster growth. The firm, founded in 2006, is known for its proprietary market data, in-depth knowledge of provider ecosystems, and the expertise of its 1,600 professionals worldwide working together to help clients maximize the value of their technology investments.
Yahoo
14-07-2025
- Business
- Yahoo
AI-powered Platforms Ease Hybrid Cloud Management
Enterprises seeking efficiency and resiliency flock to providers offering advanced automation, security, system visibility, ISG Provider Lens® report says STAMFORD, Conn., July 14, 2025--(BUSINESS WIRE)--A growing number of enterprises are adopting advanced hybrid cloud management platforms to improve operational efficiency and ensure business continuity, according to a new global research report published today by Information Services Group (ISG) (Nasdaq: III), a global AI-centered technology research and advisory firm. The 2025 ISG Provider Lens® global Private/Hybrid Cloud — Data Center Solutions report finds that the hybrid cloud management platform (HCMP) market is growing rapidly as providers integrate edge computing, enhance disaster recovery and introduce automation enabled by AI and ML. Increasingly complex hybrid cloud environments, growing cybersecurity threats and evolving regulations are driving demand for HCMPs with these new capabilities. "AI is becoming a foundational element of hybrid cloud management," said Anay Nawathe, ISG cloud delivery lead for the Americas. "Enterprises are seeking it out in solutions that provide a path from reactive, manual management to proactive, intelligent automation." The financial sector has made the largest investments in advanced HCMPs, though the adoption rate is now faster in the healthcare industry, ISG says. Growth is especially strong in Asia Pacific and Latin America, where many enterprises are pursuing digital transformation for greater agility, security and cost efficiency. The addition of AI and edge computing are significant catalysts for this adoption trend. Disaster recovery and resiliency are among the fastest-growing demands within hybrid cloud management, especially in Asia Pacific. AI-enabled HCMP and resiliency solutions aid integration of private, public and edge cloud environments, the report says. They offer real-time monitoring of hybrid cloud environments, predictive analytics and AI agents that can automate complex workflows. Leading solutions also look for security threats and automate regulatory compliance. Enterprises are using these features to better manage and optimize resources and automatically detect and fix anomalies. Companies are embracing resiliency platforms with AI for their ability to conduct continuous risk assessments, predictive disaster recovery and automated failovers, ISG says. Some vendors have helped enterprises significantly improve their return on cloud investments through AI-powered automation, which reduces training costs and improves operational visibility. These resiliency platforms can predict capacity needs and optimize workload placement for high availability and business continuity. Advanced cloud management platforms that offer comprehensive cost visibility, AI-enabled insights and financial accountability are helping enterprises optimize cloud resources through FinOps, one of the top priorities for most organizations, the report says. AI and ML can give organizations a more detailed understanding of cloud spending across platforms and identify and recommend cost-saving opportunities. "As enterprises increase their reliance on complex hybrid cloud architectures, they face a growing number of cloud monitoring and management responsibilities," said Shashank Rajmane, senior manager and principal analyst, ISG Provider Lens Research, and lead author of the report. "Solution providers are easing those burdens and ensuring efficient, resilient operations with innovative AI-powered features." The report also explores other trends in private and hybrid cloud solutions, including increasing demand for zero-trust security architectures and advancements in backup and storage for faster data restoration. For more insights into private and hybrid cloud challenges faced by enterprises, plus ISG's advice for addressing them, see the ISG Provider Lens® Focal Points briefing here. The 2025 ISG Provider Lens® global Private/Hybrid Cloud — Data Center Solutions report evaluates the capabilities of 36 providers across two quadrants: Hybrid Cloud Management Platforms and Resiliency Platforms. The report names Broadcom (VMware) and HPE as Leaders in both quadrants. It names BMC Software, CloudBolt Software, Cohesity, Commvault, Dell Technologies, Flexera, HCLSoftware, IBM, Rubrik, ServiceNow and Veeam as Leaders in one quadrant each. In addition, Nutanix is named as a Rising Star — a company with a "promising portfolio" and "high future potential" by ISG's definition — in one quadrant. Customized versions of the report are available from ManageEngine and The 2025 ISG Provider Lens® global Private/Hybrid Cloud — Data Center Solutions report is available to subscribers or for one-time purchase on this webpage. About ISG Provider Lens® Research The ISG Provider Lens® Quadrant research series is the only service provider evaluation of its kind to combine empirical, data-driven research and market analysis with the real-world experience and observations of ISG's global advisory team. Enterprises will find a wealth of detailed data and market analysis to help guide their selection of appropriate sourcing partners, while ISG advisors use the reports to validate their own market knowledge and make recommendations to ISG's enterprise clients. The research currently covers providers offering their services globally, across Europe, as well as in the U.S., Canada, Mexico, Brazil, the U.K., France, Benelux, Germany, Switzerland, the Nordics, Australia and Singapore/Malaysia, with additional markets to be added in the future. For more information about ISG Provider Lens research, please visit this webpage. About ISG ISG (Nasdaq: III) is a global AI-centered technology research and advisory firm. A trusted partner to more than 900 clients, including 75 of the world's top 100 enterprises, ISG is a long-time leader in technology and business services that is now at the forefront of leveraging AI to help organizations achieve operational excellence and faster growth. The firm, founded in 2006, is known for its proprietary market data, in-depth knowledge of provider ecosystems, and the expertise of its 1,600 professionals worldwide working together to help clients maximize the value of their technology investments. View source version on Contacts Press Contacts: Laura Hupprich, ISG+1 203 517 Julianna Sheridan, Matter Communications for ISG+1 978-518-4520isg@
Forbes
10-07-2025
- Business
- Forbes
Hawaiian Native Eagerly Explains Fees To Clients At This $105 Billion Life Insurance Advisory
Chelsea Maeda Courtesy of Winged Keel Group Name: Chelsea Maeda Firm: Winged Keel Group Location: New York, NY Total Value of Policies: $105 Billion Background: Chelsea Maeda was born and raised in Hawaii, the youngest of three children. After attending Columbia University, where she studied statistics and music, she interned at Winged Keel and joined the firm full-time in 2008. 'I never expected to end up on the sales side,' she says. 'But I saw the impact we were having and wanted to stay.' She rotated through analytics and design roles before moving into a client-facing position in 2012. In 2020, she became a principal and joined the firm's executive management committee. Building Relationships: Maeda works with high-net-worth clients, focusing on business continuity planning and private placement life insurance. 'We help protect key executives whose absence could materially impact their company,' she says. In the private placement space, she helps clients use life insurance as a tool for tax-efficient investing. Much of her role now involves partnering with financial advisors at institutions and wirehouses to help them integrate life insurance products into broader client strategies. Competitive Edge: Maeda credits her team and firmwide infrastructure as key differentiators. 'Life insurance is often one of the longest-held assets a client owns,' she says. 'We've built a platform that can service those policies far into the future.' She also points to the meaning behind the firm's name. 'A winged keel stabilizes a sailboat from below,' she says. 'That's how we see our role—providing strength behind the scenes.' Investment Philosophy/Strategy: 'Education is central to everything we do,' says Maeda. 'There are long conversations—often with multiple deep dives—to help clients understand how these products work.' She says her background in statistics helps her explain the pricing and structure of insurance products in a transparent way. 'I walk clients through every fee and charge,' she says. 'It's about making the product understandable and aligned to their specific goals.' Best Advice: 'Character, competence, and commitment,' she says. 'Do what's right even when no one is looking.' And to clients who ask how much insurance they need? 'Enough that you can sleep at night knowing your family is protected—not more than you're comfortable with,' says Maeda. 'That's the right number.' Forbes
