Executional Excellence Never Goes Out of Style

Reflections on Why Execution Still Matters Today

 

The idea that “execution matters” has been foundational throughout my decades-long career and, if anything, is more important today than ever. When I started my business journey over 40 years ago, my first role was as a Marketing Assistant for Kimberly-Clark. My assignment? Sales training and managing my own “sales district” of grocery and drug stores carrying K-C’s brands. Every day, I’d visit 6-7 stores along my key routes. In those pre-digital days—before cell phones, personal computers, or the Internet—I would carefully jot down notes from each store visit, then complete an “After Action Report” (the famous “AAR”) after every stop. By Friday afternoons, I’d pull together my weekly expense report and compile a “weekly sales review”—a summary of all my AARs. I’d pop everything into a mailing envelope and send it off to my local district sales manager. This process and discipline were repeated daily, weekly, monthly—always with a laser focus on what was happening “in-store,” at the point of demand, and on what I could do to improve that reality. A recent stop at a local grocery store brought these early lessons flooding back to me.

Just last month, between Christmas and New Year’s, my daughter Marie and I were traveling in North Georgia and made a quick stop at an Ingle’s Grocery Store in Jasper to grab a coffee at Starbucks. The photos above are from that store visit, and I was blown away by how immaculately the end-aisle displays were set and stocked. Looking down the aisles, I noticed it wasn’t just the displays—the entire store was fully stocked and well merchandised. Keep in mind, this was during one of the busiest shopping periods of the year. To see a grocery store in such top shape was no small feat. It was a clear reminder that the team at Ingle’s—or maybe just that store—was committed to execution at the point of demand, and that it takes real work and discipline to maintain such standards.

Unfortunately, I often see great strategies, innovative ideas, and strong brand or product plans fall short of their potential. Why? Because that “last mile” (or, sometimes, the last few feet or even inches) is either overlooked or assumed. Even the best ideas don’t mean much if customers can’t find them in-store or online when they’re ready to buy.

This truth has been reinforced for me several times in just the past few days. A good friend recently launched a fantastic new product, meant to be featured with four facings in a specific location in every local grocery store in Atlanta. I visited four of those stores, expecting to see 16 facings in total, but instead found only one facing in just one store—far off the target! I snapped photos and texted my notes from each store visit, channeling my old “AAR” habit. While my friend was understandably frustrated, he appreciated the honest feedback and jumped in to fix the executional gap. Execution at the point of demand truly matters!

In another example this week, a CEO I work closely with shared that he spends every Thursday “walking stores” in person—wherever he happens to be. It’s his weekly discipline to step away from the computer and Zoom calls to physically see how his products are displayed, assess competitive activity, and observe retailer dynamics. This personal commitment not only helps him stay connected to the in-store reality but also sets a powerful example for the entire company: execution matters, and what happens in-store is a top priority.

Whatever your industry or role, I encourage you to pause and reflect on how you’re executing at the point of demand. Are you and your team taking the right actions to drive executional excellence—every day, every set, every store?

 

 

The dawn of Christmas day

 

Over the years I have shared many pictures on this blog of sunrises on Christmas morning... and I continue that tradition today.  Pictured above is a beautiful sunrise here in the North Georgia mountains on an unseasonably warm Christmas morning ... a day full of family, love, memories and stories.  This year, more than many in the past, Christmas is also filled with a heavy heart at the recent passing of my sister Alice... I shared her obituary in the previous essay that I posted.

Regardless of ( or maybe in some way fueled by) this loss, I am once again struck by the possibilities and "new beginnings" that come with each and every dawn.  In a time where so may around the world, in our country, in our communities and maybe in our families are pessimistic on the state of  the world, and society as a whole, we need to be reminded and strengthened that with each dawn... with each sunrise... we have the ability (and possibly the responsibility) to work together to make this day ahead a bit better that the yesterdays behind us.

I wish all the readers a very happy holiday season, and a Merry Christmas; my hope is that we can see the sunrises ahead as an encouragement to the work that is needed to help our world, our countries, communities and families to find a path forward filled with a bit more light, hope, peace and justice for all!

In Memory of my sister, Alice Levisay

 

Alice Marie Levisay Obituary

Celebrating a Life of Compassion, Leadership, and Global Impact

With broken hearts, we share with you the passing of a beloved wife, mother, sister and aunt. On December 14, 2025 Alice Marie Levisay, 60, passed away in her home on Bainbridge Island, Washington due to cancer. She died peacefully, in the company of her devoted family. Born on July 14, 1965, in Berea, Ohio, Alice was the cherished daughter of Dale and Arline Levisay, by whom she is predeceased. She is survived by her husband of 33 years, Jan Willem Rosenboom, her daughter, Johanna (Hanna) Rosenboom, her son-in-law Dillon, and her loving brothers, Mark and Bill.

Raised in Murrysville, Pennsylvania, Alice excelled academically, graduating as Valedictorian from Franklin Regional High School. She continued her studies at Rice University, earning her Bachelor’s Degree in Biology. She was then awarded the prestigious Watson Fellowship, which she used to study traditional healthcare delivery systems in India, China, Egypt and Kenya. This experience was professionally as well as personally formative; she first met Jan Willem during her stay in Nairobi.

Following this fellowship, Alice began her early career in Sierra Leone, West-Africa. She worked on Lassa Fever Research and AIDS education efforts with the CDC. She found her calling to improve health care in underserved communities around the world, and continued her education at Johns Hopkins University, where she pursued a master’s degree in public health. Now married, Alice and Jan Willem moved to Cambodia in the early 90’s where Alice worked with the International Rescue Committee (IRC) and the World Health Organization (WHO), in roles focusing on rebuilding and strengthening the nation's health systems. Two years following Hanna’s birth in 1998, Alice’s commitment to improving health systems led the family to Dhaka, Bangladesh, where she worked as the health specialist for HLSP Asia focusing on health sector reform and aid effectiveness. From Bangladesh Alice returned to Cambodia for the United Nations Population Fund (UNFPA), where she would rise to the position of Country Representative. In 2010, Alice and family moved to the US, where Alice joined PATH in Seattle. A few years later she transitioned to working as an independent consultant so she could spend more time with Hanna and focus on her role as a community member. 

Alice loved her life on the island, volunteering for the salmon monitoring program, singing in various choirs and developing a community of friends. The family home welcomed guests from around the world, sharing the beauty of the Puget Sound and the Pacific Northwest. Having to give up singing, first during COVID, and later when the cancer she had been living with (and trying to subdue) since 2020 reached her lungs, was a huge disappointment to her. In her final professional role, Alice served at the Gates Foundation, leading efforts with the Global Health Agencies and Funds (GHAF) strategy, joining a team she deeply enjoyed working with.

Alice’s remarkable journey touched communities across the globe—from Vanuatu, Lao PDR and Tonga, to India, Bangladesh, Sierra Leone, Cambodia, and Bainbridge Island, among many others. Her legacy is defined by her intelligence, strength of character, unwavering willpower, and infectious laugh. Though her life was cut short by illness, the impact she made and the memories she created will be treasured by all who had the privilege to know her. Alice’s absence will be deeply felt, but her spirit will live on in the lives she changed and the love she shared.

A celebration of Alice’s life will be held later in January (and will be accessible remotely).

Jan Willem and Hanna would like to thank the medical teams at Virginia Mason Hospital in Seattle, and the nurses, social worker, nursing aids and others at Multicare Hospice, who cared for Alice with expertise, kindness and compassion.

In lieu of flowers, contributions can be made to USA for UNFPA, providing care to women and girls in underserved communities, or Helpline House, providing food assistance and social services to those in need on Bainbridge Island.

The Rains of 2010: Leading Through Times of Crisis

 

Lessons in Leadership from an Unprecedented Challenge in Kern County

Fifteen years ago this week, Kern County, California—home to Bakersfield and the southern Central Valley—was hit by torrential downpours that redefined local history. In a single “long weekend,” the region received nearly a year’s worth of rain, shattering records that had stood for 135 years. Typically, Kern County averages around six inches of rain annually, with just one inch expected each December. But in December 2010, the skies unleashed over 5.8 inches—an astonishing 600% above the normal monthly average. What unfolded was more than a meteorological anomaly; it was a local crisis that soon became very personal for me.

In 2009, I joined Bolthouse Farms as Chief Customer Officer—a newcomer to the world of carrot farming and its expanding line of juices, smoothies, and healthy salad dressings. Our farming operation was massive, harvesting nearly three million pounds of carrots every day. The busiest stretch of the year ran from Halloween to Super Bowl, known in our circles as “N/D/J”—the crucial November, December, January window when holiday shoppers depended on fresh carrots. The industry itself was tightly consolidated, with just two major growers—both based in Bakersfield—supplying most of the market.

As the rains began, I found myself leading a sales meeting in a Chicago hotel, far from the unfolding disaster. News of the crisis reached us not through weather reports, but through frantic calls from customers desperate for their Christmas carrot shipments. Realizing the severity, I cut the meeting short and headed back to a waterlogged Bakersfield.

Throughout my 25-plus-year career—including nearly 18 years at The Coca-Cola Company—I had never faced a threat this existential. Entering the administrative building on Brundage Lane, I understood that I was now a C-level executive in the midst of a full-blown emergency. Our harvesting operations ground to a halt; the flooded fields were impassable for our massive carrot harvesters (pictured above.) With our “fresh harvest” model, carrots picked each morning shipped out that same day, leaving little warehouse inventory. After a couple days of relentless rain, the supply chain dried up—no carrots for us, our competitors, nor our customers.

The situation outside the plant underscored the gravity. Semi-trucks lined up behind our facility—more than 250 at one point, far exceeding the usual numbers—each waiting to collect carrot orders for retailers across North America. The drivers, anxious to get home for Christmas, grew increasingly frustrated. To ease tensions, our team fired up BBQ grills and served steaks, narrowly averting mutiny. Still, the warehouse doors stayed locked.

Eventually, the rain subsided. One evening, our head of agriculture, Derek, burst into the office, mud-caked but grinning—he’d located a field dry enough to begin harvesting. That moment remains vivid: despite ruined holiday orders and financial setbacks, we found a path forward. Yes the month's financials were destroyed, the quarter and the year a mess.... but we were back harvesting, planting and serving our customers... we were back in business!  By continuing to address the problem at hand, we survived to fight another day.

Reflecting on this ordeal fifteen years later, I recognize it as just one of several “existential close calls” during my tenure at Bolthouse Farms—the most dramatic being the onset of the Covid pandemic in March 2020.  While each of these "crisis moments" had their own unique qualities,  in every crisis, my team and I relied on three guiding principles:

·      Run to the Problem: Face challenges head on, rather than avoiding them.

·      Work the Problem at Hand: Focus on actionable solutions, not distractions.

·      Prepare Yourself to Work Your Way Out: Stay ready and strengthen yourself for the path forward.

These principles, though simple, proved vital in navigating times of disruption and crisis. The rains of 2010—and later, a global pandemic ( and other challenging dramatic moments)—were beyond our control. Yet, by staying focused and resilient, we found our way to “drier fields.” Crises will come, there is no way to avoid them, but when they do try hard to remember these lessons: run to the problem, work it, and prepare to work your way out. That’s how you weather the storms and emerge stronger.

postscript: I want to say a massive thank you to those readers who were part of that "wild ride," navigating the described above deluge 15 years ago.  Many of you have stayed not only in the Ag world, but in the "carrot game" and I deeply appreciate your commitment, focus, and perseverance through hard times in the past and your readiness to face the unknown challenges/crises ahead!

 

 

 

Slow is smooth… and smooth is fast!

It’s not often I reference a television character in my writing, but today I’ll make an exception for Phil Dunphy from “Modern Family.” In one hilarious scene, Phil rallies his family for a fire drill and uses the phrase “slow is smooth… and smooth is fast” to encourage a calm but swift exit from the house. That moment has stuck with me, and I’ve even repeated it to my own family in similar situations. 

Today, I want to explore how this idea can help leaders and teams focus not only on what they do (their deliverables and results) but also on how they do it (the processes that drive those outcomes).

Recently, as executive chair of a thriving private company’s board, I led a quarterly board meeting. The session was productive and hit all our critical objectives. Despite the meeting’s seemingly deliberate pace, we wrapped up 20 minutes and ahead of schedule. Once again, Phil’s motto echoed in my mind—“slow is smooth… and smooth is fast!” Embedded in this saying are two essential principles worth remembering.

Slow is smooth…

By establishing clear, methodical, and repeatable routines for your work, your organization, and your team, you set the stage for reliable performance. Such consistency minimizes errors, reduces unnecessary rework, and limits variability—especially important in today’s competitive, complex environments. As a leader, it’s crucial to create and uphold these disciplined processes and to demonstrate them through your own actions.

Smooth is fast…

It’s easy to envision how streamlined, well-honed business processes can lead to faster achievement of goals. As illustrated in our recent board meeting, executing a process smoothly and methodically enabled us to complete our work more efficiently, finishing over 10% earlier than expected.

My advice to readers is to review your core business processes, or start building them if needed, and continually refine them to be more systematic and repeatable. When your words and actions align in supporting these disciplined approaches, and when leaders model these behaviors personally, you’ll see better outcomes for your teams and organizations.

 

The story of the "Fairview Flyer"

 I started posting essays on this platform over 16 years ago... and from the beginning I wanted to share    lessons of leadership and life. stories, insights and experiences  (literally on the masthead of my blog) that might be insightful to the reader.  Here we are today with this essay being the 297th posted on the blog,  and with well over 225,000 page views to date I have been surprised and humbled by the breadth and impact of my "stories."  Today's essay is focused on a simple tomato, and the pure exhilaration that has emerged through this past gardening season!

For decades, I have been growing two varieties of heirloom tomatoes that have been passed to my by family and friends.  One I have written about that comes down from my grandmother that is a yellow tomato variety, on relatively short plants,  with very sweet somewhat small fruit that she grew for many years/decades, possibly from before I was born.  The second variety was passed along from my friend Dave Carfang's family, who were given this tomato ( "The Carfang Big Pinks) in the early 70's.  It grows on very long tomato vines, and produce large beautiful pink tomatoes, some as large (or larger) as 1 pound. Here is a picture of those two varieties from this past season.  I always knew that heirloom tomatoes were "open pollinators" meaning that they could possibly "cross pollinate" with other nearby tomatoes but over the years/decades I never had that "problem."

Well here we come to the spring of 2025, with tomato seedlings in the garden growing well and I notice an unusual phenomenon.  I had 14 seedlings in the garden that I raised from seeds from last year, seven of Mama's yellow tomatoes and what I THOUGHT were seven of the "Big Pinks."  Well to my amazement, one go the big pinks looks different from the others and ALL of them were from the seeds of one or two tomatoes from 2024.  Mama's tomatoes have serrated ( jagged) leaves and the "Big Pinks" have smooth leaves and lo and behold one of the "Big Pink" seedlings had serrated leaves.  I wrote about this dynamic back in May, you can see that essay here, https://fylegacy.blogspot.com/2025/05/innovation-can-come-from-some.html

The reality hit me mid-summer as the plants reached maturity and started putting off fruit.  Mama's tomato plants grew to about 5ft or so and stopped.  The "Big Pinks" grew to about 8-9 ft and stopped but this new "heirloom hybrid" just kept on growing.  As it put on fruit, I realized that the tomatoes were different and unique... larger than Mama's, smaller than the "Big Pinks" and had a touch of yellow/orange on the shoulders.. pictures below!

Well to say the least I was excited and amazed, the plant kept on growing and it prolifically put on fruit. I pulled the tomato plant/vine out of the garden this week and it was over 13 ft long.

 I took one of the best tomatoes it produced this summer and let it "over-ripen" on the vine and used it as my source for seeds.  I am so eager to get to late January when I start my tomato seeds and see if they are fertile and if I can propagate this new variety... which I have named "The Fairview Flyer."  

My focus in the essays that I have posted across all these years has been on the idea of "finding your legacy," the concept that if we can act intentionally in our families, our communities, our companies and our country we can leave all of those environments in a better place than when we found them.  I never thought that this concept might include creating a "new" tomato variety that I can pass along to generations of gardeners that may follow me... maybe someday marveling at the "Fairview Flyer" years/decades after I have passed, wondering about its humble origins as they enjoy the delicious tomatoes, or bemused but the amazing length of the vines at the end of the season.  I promise to add a postscript to this essay early next year once the seedlings get going!!

“Foreign for you…Common for many”

 

 

It’s important to remember that regardless of age, tenure, or experience… you are never too old to learn new lessons.  I relate deeply to this “truism,” and this essay is centered on a piece of coaching, and some important learning that I experienced about a year ago.

In the fall of 2024, I had been asked to dive into a new role, and I was doing my due diligence investigating the opportunity to see if it was fit.  I talked to various constituencies, board members, founders, and senior executives of the company and the more I dug, the more uncomfortable I became.  Across my career of now over 40 years, I had worked for large public companies (e.g. The Coca-Cola Company) and a large private PE backed company, Bolthouse Farms.  I had never been involved with venture backed startups early in their growth cycle which was the situation that I was “investigating.”   As part of my investigation process, I went out to California to meet live with some of the team, and my concerns grew.  There seemed to be dissonance withing the board, and certainly some “noise” between certain board members and management.  I grew uncomfortable with the unsettled nature of the current dynamics, and my doubts grew on whether this opportunity for a good idea for “yours truly!”

In hindsight, I am thankful that my next move was NOT to bail, but to look for advice and coaching.  While I had personally NEVER worked closely with a VC backed company, I did have a contact, the brother of a close friend, who runs a very prominent venture capital company in the bay, and I reached out to him for some advice.  Knowing how busy he was (and is) I texted him asking for 5 min across the next day to so for a quick call.  He texted back almost immediately saying he had 10 min. at 6pm later that day and to call his cell then. Later that day I found a quiet spot with good cell coverage and gave him a call.

True to his word, he was running between meetings/commitments and had 10 minutes to talk.  Skipping the pleasantries, I dove into the situation and described the situation I was considering, and the “dysfunctional” dynamics that I was experiencing.  Very quickly Tony (name changed to protect the helpful!) said “Bill, stop-stop… just because something is foreign to you doesn’t mean it’s not common for many!!!”  That line ( ignore the double negative for now) literally stopped me in my tracks.  He said that my experience working in large public companies, or for a large private company backed by a single PE firm, was limited and that it was common/typical for VC backed startups to have these dynamics.  The “noise” among varied VCs on the board happened all the time in “Tony’s world.”  The dissonance between different VC board members and management was common, etc., etc.  

After being brought to a standstill, “Tony” suggested that if I could open my thinking, I could be very helpful to the company with its current dynamics and challenges… helping coalesce the board into a stronger, clearer voice for management… and that I could be productive coaching and helping the founders and other executives at the company grow and build skills as the company advanced.

To say the least, I took those 5 minutes of coaching and advice to heart.  Late last year I dove into the role, and it’s been an incredible ride… a great learning one for me personally and one where I am working hard to have the impact that “Tony” suggested I could have.  I wanted to share this story less about my current professional activities, but more about learning, growing and seeking advice/support/council late in one’s career.  It’s easy and all too common for folks with decades of experience to think that have “learned all there is to know,” and that they are the “teachers,” and all others are the “students.”  As my story shows, that one-way, myopic viewpoint is a limiting idea, and I am thankful for “Tony’s” nudge/advice… my professional life is richer and fuller because I listened to what he had to say!