Written by Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula. Her work emphasizes enhancing emotional literacy, fostering social and emotional learning, and supporting affective development in a world that is becoming increasingly reliant on technology. Ever feel like you’re spinning your wheels no matter how hard you try? It might sound surprising, but adding just the right amount of stress can break the cycle and push you forward. This article explores how controlled challenges can ignite growth, boost motivation, and help you regain momentum. How “good stress” (eustress) can reignite your motivation and momentum without burning you out. The misunderstood role of stress We’re constantly told to avoid stress – to reduce it, manage it, escape it. And for good reason: chronic, unregulated stress can wreak havoc on our bodies, minds, and relationships. But what if avoiding all stress is actually keeping you stuck?   Years ago, I was working 120+ hours a week at a high-stress job. Eventually, the overload caught up with me, and in response, I spent years doing everything I could to avoid stress entirely. The irony? That total avoidance created a different kind of stress: feeling stagnant, uninspired, and disconnected from my sense of purpose. Here’s what I’ve learned since: Not all stress is harmful. In fact, some stress, specifically eustress, can be exactly what we need to get out of autopilot and move forward to reconnect with life. What is eustress (and why you need it) Most of us associate stress with suffering, the kind that leads to anxiety, burnout, or shutdown. That’s distress. But eustress is different. Eustress is the kind of stress that energizes and activates us. It’s what we feel when we take on a challenge that’s just outside our comfort zone, hard enough to stretch us, but not so hard that it paralyzes us. Think of it like this: You’re playing a game. If it’s too easy, you get bored. If it’s impossibly hard, you give up. But if it’s just challenging enough to engage you, you become focused, alert, and in the zone. That’s eustress. Without any stress, we risk falling into apathy, avoidance, or emotional stagnation. We stop growing because we stop engaging. Why you might be feeling stuck If you’re feeling stuck right now, it could be for two reasons:   You’re in a state of chronic distress, constantly overwhelmed or burnt out Or, you’ve landed in the comfort zone trap, where life feels flat, repetitive, or unmotivating In the second scenario, it’s not that you’re doing “too much,” you might not be doing enough of what challenges you in a meaningful way.   Signs you may have too little stimulation Low energy or fatigue Lack of purpose or direction Difficulty making decisions Avoiding risks or change Feeling emotionally numb or unmotivated How to intentionally introduce motivating stress Eustress isn’t something you wait for; it’s something you can intentionally invite into your life.   a. Set a stretch goal Pick a goal that’s slightly out of reach, but still realistic.   Set a deadline Share it with someone for accountability Make a small public commitment to raise the stakes   b. Lean into new experiences Try something unfamiliar, even a small shift in routine, can activate new energy.   Take a new class Attend an event solo Experiment with a new creative outlet   c. Use time pressure wisely Time constraints can create healthy urgency, but only if used with intention.   Try short work sprints Use timers or time-blocking to reduce procrastination Avoid perfectionism by giving yourself clear finish lines   d. Change your environment Disrupt your environment to disrupt your patterns.   Rearrange your workspace Work from a new location Take a trip, walk, or digital break to reset your system How to stay regulated, not overwhelmed The goal isn’t to stress yourself out; it’s to find your activation point without tipping into distress. Here’s how to stay grounded as you stretch: Know your signs: Learn the difference between energized challenge and anxious overload Regulate daily: Use breathwork, movement, and rest proactively – not just when you crash Set boundaries: Protect your energy while still allowing room for stretch and growth Recalibrate often: Check in with yourself regularly to adjust as needed   The magic of eustress is in its balance – just enough pressure to move, not so much that you break. Final thoughts You don’t need to eliminate stress. You need to revisit your relationship with it. The right kind of stress can be the spark that pulls you out of stagnation and into a state of clarity, action, and purpose. If you’re feeling stuck emotionally, creatively, or directionally, don’t just seek comfort. Seek challenge, with care. Ready to get unstuck? I help people move through transitions, grief, and emotional blocks by reconnecting with their nervous systems, creativity, and sense of direction. If you're ready to re-engage with life (without burning out), let's talk. Book a free clarity call . Learn more about my coaching services . Follow me on Instagram , LinkedIn ,  and visit my website  for more info! Read more from Elizabeth Huang Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula dedicated to helping individuals navigate life’s transitions with greater emotional awareness and resilience. Born and raised in California, she was deeply influenced by the American culture’s discomfort with grief and avoidance of death. This inspired her to explore a more intentional and holistic approach to life, loss, and the emotions that shape our experiences. Through her work, Elizabeth guides individuals in processing grief - whether it stems from death, identity shifts, career changes, or other major life transitions.

Written by Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula. Her work emphasizes enhancing emotional literacy, fostering social and emotional learning, and supporting affective development in a world that is becoming increasingly reliant on technology. A few years ago, I was helping my grandmother schedule a doctor’s appointment. If you’ve ever navigated the complexities of the U.S. healthcare system, you know that even securing an appointment can be challenging. The earliest available option was with a younger physician, someone likely just out of residency. Expecting hesitation or concern, I was surprised when my grandmother expressed relief. “Oh good,” she said. “Seasoned doctors think they know everything. They don’t listen. Younger ones are still afraid to make mistakes, so they pay more attention.” Her words stuck with me. On the surface, they were humorous, the idea of trusting someone because of their fear. But underneath was a deeper truth that’s often overlooked: experience doesn’t always equate to wisdom. The assumption that experience means expertise In professional environments, we often equate years of experience with quality, reliability, or even superiority. Job listings frequently require 5-10 years of experience for roles that don’t necessarily need it. We celebrate longevity in marriages, leadership, and business, often without valuing how that time was spent. Experience, while helpful, can also bring risks when it comes with complacency. The longer we’ve done something, the easier it is to operate on autopilot, to rely on pattern recognition instead of curiosity, or to fall into the trap of assuming we’ve “seen it all before.” This is particularly important in roles that require emotional intelligence, adaptability, or problem-solving, including healthcare, leadership, coaching, and consulting. The power of fresh eyes There is value in what newer or less experienced professionals bring to the table: attention to detail, active listening, and a willingness to ask questions others might not. They haven’t yet built up the mental shortcuts that come from repetition, nor are they carrying the emotional or interpersonal baggage that long-term relationships can accumulate. In high-stakes environments, whether it’s a medical office, a corporate boardroom, or a family mediation, having someone who can see a situation with clarity and neutrality can be more beneficial than someone who is overly familiar with the context but no longer engaged. This isn’t a dismissal of experience. On the contrary, experience paired with humility, presence, and a willingness to stay open is a powerful combination. But experience without those qualities can become a liability. Wisdom requires more than time Wisdom is not just accumulated knowledge. It requires reflection, adaptability, and the ability to stay present with what is, rather than relying on what was. It means remaining open to being wrong. It means listening, truly listening, rather than assuming. In leadership, healthcare, coaching, and even in personal relationships, it’s not the length of time that builds trust and effectiveness; it’s the quality of attention and the mindset with which one shows up. A question worth asking The next time you find yourself defaulting to someone simply because they have “more experience,” pause for a moment. Ask yourself: Are they still engaged, present, and willing to listen? Do they approach challenges with curiosity or assumptions? Are they open to feedback, or are they operating from a place of certainty?   Sometimes, a fresh perspective can illuminate things that experience has learned to overlook. Looking for a fresh perspective? I support individuals navigating transitions, grief, and emotional disconnection by helping them reconnect with their bodies, creativity, and inner clarity. If you’re ready to explore what’s possible beyond autopilot with presence, purpose, and perspective, let’s connect. Book a free clarity call . Learn more about my coaching services . Follow me on Instagram , LinkedIn ,  and visit my website  for more info! Read more from Elizabeth Huang Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula dedicated to helping individuals navigate life’s transitions with greater emotional awareness and resilience. Born and raised in California, she was deeply influenced by the American culture’s discomfort with grief and avoidance of death. This inspired her to explore a more intentional and holistic approach to life, loss, and the emotions that shape our experiences. Through her work, Elizabeth guides individuals in processing grief - whether it stems from death, identity shifts, career changes, or other major life transitions.

Written by Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula. Her work emphasizes enhancing emotional literacy, fostering social and emotional learning, and supporting affective development in a world that is becoming increasingly reliant on technology. In a world that constantly pushes us to optimize everything, self-care has become another tool for productivity. This article explores how wellness trends, like meditation apps and sleep tracking, often disguise the true essence of self-care. It offers alternative practices focused on presence, emotional honesty, and true restoration to help you reconnect with yourself. What to do instead for real results Everywhere we look, we’re told to optimize: our time, our habits, even our downtime. Self-care, once a radical act of rest and restoration, has increasingly been co-opted by hustle culture. Many of today’s “wellness hacks” promise better focus, higher output, and sharper performance. In other words, productivity disguised as self-care. Think about it: Meditation apps that advertise “get more done in less time.” Journaling prompts framed as “clarity to crush your goals.” Sleep tracking is marketed as “boosting your efficiency.” These aren’t inherently harmful practices, but the why behind them matters. When the goal is simply to become a more efficient worker, parent, or partner, we lose the essence of what self-care is meant to be: tending to our nervous system, our emotions, and our whole being. Why productivity disguised as self-care falls short It keeps us in survival mode. Instead of “being,” we stay wired to “do more, be more.” It overlooks emotions. True wellness means being able to fully experience your grief, stress, joy, and complexity, not bypassing them. It leaves us unfulfilled. No amount of “optimized rest” can meet our deeper need for connection, creativity, and presence. What to do instead for real results Here are a few ways to reclaim self-care as something nourishing, not another performance metric: Shift from performance to presence. Meditate not to focus better at work, but to notice how your body feels today and take appropriate action. Redefine productivity. Ask, “What restores me?” instead of “What makes me better?” A nap, a walk, or even doing nothing can be profoundly productive for your nervous system. Welcome emotional honesty. Journaling doesn’t have to be about goals, try writing what feels messy, tender, or unresolved. Prioritize restoration. Choose activities that calm, comfort, or connect you to yourself and others, rather than fuel your output. The bottom line Wellness is not a means to an end; it is the end. When self-care becomes another item on the to-do list, we miss its power to heal and sustain us. The invitation is simple: let your practices be less about who you think you should be, and more about how you want to feel. That’s where real results, resilience, wholeness, and genuine well-being begin. Ready for deeper support? If this resonates with you and you’re ready to explore a more authentic, nourishing approach to wellness, I’d love to support you. As a life coach and grief guide, I help people soften emotional heaviness, reconnect with themselves, and create a life that feels grounded and real. You can book a free clarity session with me here . Follow me on Instagram , LinkedIn , and visit my website  for more info! Read more from Elizabeth Huang Elizabeth Huang, Life Coach & Death Doula Elizabeth Huang is a certified life coach, grief educator, and death doula dedicated to helping individuals navigate life’s transitions with greater emotional awareness and resilience. Born and raised in California, she was deeply influenced by the American culture’s discomfort with grief and avoidance of death. This inspired her to explore a more intentional and holistic approach to life, loss, and the emotions that shape our experiences. Through her work, Elizabeth guides individuals in processing grief – whether it stems from death, identity shifts, career changes, or other major life transitions.

Written by Barbara Suigo, Senior HR Consultant, Author, Charisma Expert Barbara Suigo is a charisma expert, HR consultant, and author. Specializing in the development of soft skills, she has published the "Charisma Trilogy" and offers personalized training and coaching programs for leaders and professionals. When charisma becomes a tool for domination rather than trust, leadership can appear sane while quietly turning destructive. In recent years, the topic of managerial psychopathy has forcefully entered the debate on leadership and organizational power. The figure of the “psychopathic boss” evokes disturbing images: no longer just serial killers in thrillers, but elegant, charismatic executives who, behind a reassuring smile, conceal dangerously antisocial personality traits. This is not mere pop psychology borrowed from cinema. Recent research suggests that a surprisingly high percentage of top managers display precisely these characteristics. A forensic study cited by expert Nathan Brooks estimated that around 21% of senior executives show clinically significant psychopathic traits, a percentage comparable to that found among prison inmates. In other words, in some boardrooms, we may find as many “masks of sanity” as in prison, with the difference that behind bars, no one compliments you by calling you “boss” when you burn down an entire department. How did we arrive at this unsettling reality? To understand it, we must retrace the evolution of the concept of psychopathy, from a clinical and criminological phenomenon to a structural problem of contemporary managerial leadership. From the mask of sanity to white-collar criminals: The origins of the problem In 1941, American psychiatrist Hervey Cleckley published The Mask of Sanity, the seminal work that first outlined the clinical profile of the psychopath. Cleckley described individuals who appeared perfectly normal, free from delusions or overt signs of madness, often charming and socially well integrated, the “mask of sanity,” precisely, yet hiding a profound disorder: an inability to feel empathy or remorse, and a failure to conform to moral norms. These individuals may seem healthy and engaging, but behind the façade lies an emotional void and a dangerously irresponsible personality. The idea of a “master of deception,” devoid of ethical restraints yet impeccable in public life, captured the imagination of the time, suggesting that “undercover” psychopaths could be lurking anywhere in society. Cleckley thus laid the groundwork for recognizing psychopathy not only in the cells of violent criminals, but potentially also in the refined living rooms of respectable society. Almost in parallel, criminologist Edwin H. Sutherland challenged the belief that crime was exclusive to the underprivileged or to traditional “antisocial types.” In his book White Collar Crime (1949), Sutherland coined the term to describe crimes committed by respectable, high-status individuals in the course of their professional activities. In other words, even the elegant, educated executive, the banker, the industrialist, the politician, could turn out to be a criminal, albeit using different means and methods than a street thief. Sutherland documented how major corporations and powerful figures defrauded, deceived, and exploited others on a massive scale, often with impunity, displaying an alarming disregard for the common good. Cleckley and Sutherland, each in their own field, thus posed a deeply unsettling dilemma: what if some of our leaders, professionals, and managers with respectable appearances were in fact disguised psychopaths? If we combine their contributions, psychology showing that psychopaths can wear the mask of the ordinary person, and sociology revealing unsuspected crimes among the unsuspected, we arrive at the premonition of a figure that had until then been little explored: the successful psychopath, the one who does not end up in an asylum or in prison, but sits in luxurious offices and positions of power. From prison to the office: The psychopathic model as corporate leader For decades after Cleckley, the study of psychopathy remained largely focused on criminal and forensic contexts. Starting in the 1970s, Canadian clinician Robert D. Hare, inspired by Cleckley’s work, developed systematic criteria to identify psychopathic traits, culminating in the creation of the Psychopathy Checklist-Revised (PCL-R), still the most widely used diagnostic tool today. Hare began to notice something familiar among the most ruthless white-collar professionals. In collaboration with industrial psychologist Paul Babiak, he studied cases of apparently brilliant corporate executives whose behavior was manipulative and destructive. In 2006, the two published Snakes in Suits, bringing to a broader audience the idea that some colleagues and superiors might be psychopaths camouflaged in the workplace. Anyone who has dealt with such a boss will recognize some classic signs. The true managerial psychopath is not necessarily explosive or overt, but subtle and refined. They smile while taking your project out of your hands, flatter you with compliments laced with hostility, steal your ideas with the grace of a professional thief, and, when something goes wrong, manage to convince you that it was your fault. This type of individual tends to rise to leadership positions, where their antisocial behaviors can flourish under institutional protection. Studies show that the prevalence of psychopathic traits in managerial roles is higher than in the general population. Estimates vary, but range from 3-4% to over 15% of senior managers. Their ruthless management style creates toxic environments, demoralizes staff, erodes trust and collaboration, and, in the long run, undermines organizational stability. If such a psychopath reaches the top, the risks increase exponentially: reckless decisions, fraud, data manipulation, organizational bullying, and a general contempt for any value that does not coincide with personal interest. Real cases and pop culture: From the myth of the “jerk boss” to courtroom chronicles The theory of managerial psychopathy has found dramatic confirmation in numerous events over recent decades. Every major corporate scandal carries with it a lingering suspicion: is it possible that at the top were individuals devoid of scruples, capable of lying, manipulating, and taking risks without remorse? Bernie Madoff, architect of a colossal $50 billion Ponzi scheme, is often cited as an emblematic example: affable and respected on the outside, yet a serial deceiver utterly indifferent to the victims of his fraud. The same applies to Enron executives, protagonists of the early-2000s energy collapse, described in several studies as displaying behaviors consistent with psychopathic traits. The global financial crisis of 2007-2008 also fueled similar reflections. Some authors have argued that many Wall Street executives whose actions cost the world trillions of dollars exhibited a severe lack of ethics and empathy. Outside the United States, comparable examples abound. The case of Italian businessman Sergio Cragnotti, former “King Midas” of Cirio, is particularly telling. Celebrated in the 1990s as a brilliant entrepreneur, his group collapsed in 2003, leaving a €1.2 billion hole and thousands of ruined savers. In the face of disaster, there was no remorse, no genuine assumption of responsibility, only ostentatious confidence, carefully calibrated statements, and a self-narrative as a victim or misunderstood genius. Neoliberalism, extreme competition, and the selection of “predators” At this point, the question becomes inevitable: are we dealing only with “deviant” individuals, or does a system exist that favors the rise of such personalities? Many scholars suggest that contemporary capitalism, particularly in its neoliberal form, has created a fertile environment for psychopathic traits in managerial leadership. A system that rewards ruthlessness, greed, and extreme competition inevitably advantages those who naturally lack a moral conscience. Those willing to do anything to win are not stigmatized, but often celebrated as models of success. The documentary The Corporation offers a striking metaphor. If we were to treat a corporation as a person from a psychiatric perspective, argue Joel Bakan and Robert Hare, it would meet many criteria for clinical psychopathy: disregard for others’ feelings, inability to form authentic relationships, lack of guilt, and respect for rules only when convenient. The consequences are plain to see: devastating financial crises, global fraud, organizations reduced to rubble, and toxic cultures that consume people as disposable resources. Conclusion: Recognizing (and containing) the snakes in power From the criminal asylums of the 1940s to today’s boardrooms, the concept of psychopathy has taken an unsettling yet illuminating journey. Today, we know that knives are not required to create victims. Sometimes a pen, a signature, or a decision made without empathy is enough. This awareness forces us to dismantle a persistent myth: that success is automatically synonymous with competence, integrity, or human value. It is not. Recognizing managerial psychopathy means learning to distinguish between the decisive, responsible leader and the manipulative predator disguised as a leader. At a societal level, it also means rethinking the models of success we celebrate. As long as we continue to idolize the ruthless executive or the lone man in command who wins at any cost, we will continue to create fertile ground for psychopaths in power. Perhaps it is time to recalibrate our concept of leadership, valuing empathy, responsibility, and moderation, qualities that do not appear on the Psychopathy Checklist, but without which no organization can truly be considered healthy. This article is drawn from my forthcoming book, Charismatic Psychopaths. The Dark Side of Charisma, an analytical work that explores how certain forms of charisma, apparently effective and seductive, can become instruments of manipulation, domination, and relational destruction in contexts of power, leadership, and work. Follow me on Facebook , Instagram , LinkedIn , and visit my website  for more info! Read more from Barbara Suigo Barbara Suigo, Senior HR Consultant, Author, Charisma Expert Born in Italy and naturalized as a French citizen, Barbara Suigo is an HR consultant, author, coach, and trainer specializing in the art of charisma. With solid experience in corporate communication and extensive training in NLP, persuasion, and storytelling techniques, she supports professionals and companies by offering personalized coaching, training programs, and in-depth content. Barbara is the author of the Charisma Trilogy, a work that deeply explores how to develop and harness personal influence and leadership presence. She has also published other books focused on personal and professional growth, solidifying her role as a leader in the field of soft skills development. Essential References: Hervey Cleckley, The Mask of Sanity; Edwin H. Sutherland, White Collar Crime; Robert D. Hare, Without Conscience; Paul Babiak, Robert D. Hare, Snakes in Suits; Jon Ronson, The Psychopath Test.

Written by Luther Lockard, Posture & Movement Coach, LMT Luther has over 27 years of experience educating and treating the public, elite athletes, & pain management clients with chronic musculoskeletal and soft-tissue alignment and postural issues. Most people think of exercise as something that happens outside of daily life, at the gym, on a mat, or during a scheduled workout. But from a musculoskeletal and fascial perspective, the most important movements we perform each day are far more ordinary: standing up, sitting down, bending over, reaching, pushing, pulling, and transitioning between positions. These transitions quietly shape how force moves through the body. When movement between positions is poorly coordinated, the body compensates. Over time, those compensations accumulate into stiffness, instability, pain, and reduced resilience. When movement transitions are trained intelligently, the opposite occurs. Posture improves, strength becomes more efficient, and the body adapts with far less strain. This is where fascia-based movement principles offer a powerful and often overlooked lens. Fascia: The missing link in everyday strength Fascia is the connective tissue network that links muscles, bones, joints, and organs into a single functional system. Rather than acting in isolation, muscles transmit force through fascial lines that span the entire body. From a functional standpoint, this means strength and flexibility are never local. They are systemic. When we move from standing to sitting, sitting to standing, or bending and returning upright, different fascial lines lengthen, stabilize, and transfer load depending on the phase of movement. Understanding which lines are stretching and which are stabilizing during these transitions changes how we train, and how we age. Why movement phases matter more than isolated exercises Traditional exercise often isolates body parts, legs one day, core another, stretching separate from strengthening. But daily life does not work that way. The body moves in phases, not parts. For example: Standing to sitting requires controlled lengthening through the front of the body while the deep core stabilizes. Sitting to standing demands coordinated force transfer from the hips through the trunk. Bending forward and returning upright relies on elastic loading through the back of the body and controlled stabilization through the core. Training these phases intentionally builds strength that transfers into real life. Stretching and isometrics: A smarter pairing One of the most effective ways to train fascial systems is by pairing: Dynamic or positional stretching in one phase of movement, with Isometric strengthening in the complementary phase. This approach respects how fascia behaves. It stores, releases, and transmits tension based on direction, timing, and load. For example: As one fascial line lengthens to allow movement, another must stabilize to maintain integrity. Isometric holds teach the nervous system how to manage force without excess motion. Over time, this improves postural tone, joint efficiency, and movement confidence. Rather than chasing flexibility or strength alone, the goal becomes coordination. Everyday transitions as training opportunities When viewed through a fascia-based lens, ordinary movements become powerful training tools: Standing to Sitting Sitting to Standing Sitting to Lying down Bending to Standing upright Reaching, pushing, and pulling Each transition challenges specific fascial pathways to either lengthen, stabilize, or transmit force. When these transitions are poorly managed, the body compensates. When they are trained deliberately, movement becomes smoother, quieter, and more efficient. This is especially important for individuals dealing with: Chronic musculoskeletal pain Postural fatigue Gait inefficiencies Age-related stiffness or instability Why this matters for longevity and independence Loss of independence rarely comes from a single injury. It comes from gradually losing the ability to transition safely and efficiently between positions. The inability to rise from a chair, bend and return upright, or stabilize during reaching tasks often marks the beginning of decline, not the end. By training the quality of movement transitions rather than isolated strength, people build: Better balance More efficient posture Reduced joint strain Greater confidence in daily movement This approach shifts exercise from something reactive to something preventive. Conclusion How you move between positions matters more than how much weight you lift or how long you stretch. Fascia-based movement training reframes strength, flexibility, and posture as integrated systems. Systems that are shaped every time you sit, stand, bend, or reach. When these transitions are respected and trained with intention, the body adapts with resilience rather than breakdown. In the end, the goal is not perfect posture or endless exercise routines. The goal is a body that moves efficiently, absorbs load intelligently, and supports you through the demands of daily life. That is where real strength lives. Follow me on Facebook , Instagram , LinkedIn , and visit my website for more info! Read more from Luther Lockard Luther Lockard, Posture & Movement Coach, LMT Luther Lockard is a professional bodyworker with 27 years of experience, which includes the services of Posture & Alignment Coaching, flexibility training, personal training, medical massage, reflexology, craniosacral, Reiki, therapeutic touch, healing touch, and other energy-based modalities. Luther has over 2000 hours of professional training in bodywork, which includes Brain-Based & Corrective Exercise Movement Coaching.

Nashville, TN – Lowe Insights has officially opened its calendar for select speaking engagements in 2026, announcing availability for its founder, Dr. Nashay Lowe , a global conflict transformation scholar-practitioner known for her interactive, dialogue-driven approach to leadership, institutional management, and social change. While Dr. Lowe does deliver keynote addresses, Lowe Insights is best known for its Resolution Sessions ™: immersive, conversation-centered experiences designed to foster authentic connection rather than passive consumption. These sessions are intentionally structured to move audiences beyond inspiration and into shared understanding, reflection, and collective insight. Resolution Sessions may take the form of: storytelling circles fireside chats interactive dialogues and workshops mediatated conversations for teams, leaders, and communities Rather than presenting fixed answers, Dr. Lowe creates intentional spaces where participants think together, listen differently, and surface dynamics that are often left unspoken. The emphasis is on presence, participation, and connected learning, particularly in moments shaped by complexity, change, or tension. In addition to speaking engagements, Dr. Lowe is also available to serve as a moderator or guest host for panels, live conversations, and special events. She brings extensive experience leading interviews, focus groups, and group-based discussions across academic, nonprofit, organizational, and general public settings. This facilitative approach is also central to her work as host of The Resolution Room, a breakout podcast recognized for its thoughtful questioning, grounded facilitation, and ability to guide conversations toward clarity on complex social, cultural, and leadership issues. Organizations planning events, retreats, convenings, or facilitated conversations in 2026 are invited to explore speaking and moderation opportunities with Lowe Insights. Speaker inquiries may be submitted via the official request form or directed to this email . About Lowe Insights Lowe Insights™ is a thought-leadership brand dedicated to transforming how people understand and navigate conflict. Through research-driven frameworks practiced through Resolution Sessions, digital tools, and The Resolution Room podcast, the company helps individuals and organizations cultivate clarity, curiosity, and connection. Founded by Dr. Nashay Lowe, Lowe Insights combines academic research, lived experience, and storytelling to reimagine conflict as information rather than interruption, empowering people to approach tension with intention and insight. Media Contact Rachel Walker Receptionist 615-212-5986 Email

Written by Anne-Sophie Gossan, Special Guest Writer and Executive Contributor A career change isn’t just a professional decision. It’s an identity shift. Many people feel the pull long before they feel ready to act, and the questions they ask themselves (“Is this the right move?”, “What if I fail?”, “Where do I even start?”) are far more common than they realise. There’s a moment, quiet but impossible to ignore, when the old path stops fitting. Not because you’re failing, but because you’ve evolved beyond it. This article is for that moment. The one where you know something needs to shift, but you’re not sure how to begin. What people are really asking about career change When that inner shift begins, the questions that rise to the surface aren’t logistical, they’re deeply human. They sound practical on the outside, but underneath, they’re carrying something much heavier. Questions like: How do I know if I’m making the right decision? What questions should I ask myself before switching careers? How do I explain a career change in interviews? What if I’m burned out and not actually meant to change careers? But these aren’t really questions about jobs. They’re questions about identity, timing, fear, and meaning. They’re the questions that show up when the identity you crafted to succeed no longer feels like the whole of you, and you’re finally brave enough to admit it. Underneath every one of them is the same quiet longing: I want a life that feels like mine again. 1. Get honest about why you want to change Before you make any big move, pause long enough to understand what’s really driving you. Most people assume career change comes from failure. However, often it comes from something far more complex. There are usually two forces at play: Expansion A pull toward something bigger, truer, more aligned. It sounds like: I’m ready for work that matches the person I’ve grown into I’m craving more meaning, depth, or impact Escape A push away from something that no longer fits. It sounds like: I’m exhausted from holding everything together I can’t keep performing at this level without losing myself Both are valid. Both deserve attention. And both require different next steps. For me, the truth wasn’t straightforward. I didn’t leave the corporate world because I couldn’t handle it. I did handle it. I thrived under pressure for years. I built the reputation. I became the person people relied on when things got hard. On the outside, it looked like strength; on the inside, it became a role that no longer gave me room to breathe. The more capable I became, the narrower my role felt. The more I delivered, the more I was expected to hold. And the more I held, the less space there was for who I actually was. That’s what made it confining, not the work itself, but the way it kept me locked inside a version of myself I had long since grown past. I had succeeded, and still felt empty. That’s when I realised my desire for change wasn’t just about getting away from something. It was about growing toward something, a kind of expansion I couldn’t access in the life I had built. Coaching wasn’t a fallback plan. It was a coming back to who I really am. Getting honest about your “why” isn’t about judging it. It’s about naming it so you can choose your next step with clarity instead of urgency. 2. Reconnect with what actually matters to you Values aren’t abstract. They’re the internal signal that keeps you from repeating the same misalignment in a different job. Ask yourself: What do I want my work to feel like day-to-day? What do I want to be known for? What do I no longer want to tolerate? Skipping this step is the fastest way to end up in another role that drains you. 3. Identify the skills you want to carry forward You’re not starting from zero. You’re starting from experience. List the skills that light you up: Strengths you enjoy using Abilities people consistently recognise Tasks that make you feel alive And the ones you’re ready to release: Work that drains you Roles that no longer make sense for you Work that no longer aligns This contrast creates clarity fast. 4. Explore the future version of you Career change is ultimately about identity. Who are you choosing to be next? Try this prompt: “One year from now, I want to be someone who…” Finish the sentence without overthinking. This helps you see whether your desired path aligns with your future self, not just your current frustration. 5. Understand the emotional side of change Fear isn’t a sign you’re on the wrong path. It’s a sign you’re leaving the familiar. Common emotional blocks include: Fear of failure Fear of disappointing others Fear of losing stability Fear of starting again Normalising these fears makes them easier to navigate. For a deeper dive into the psychology of change, the American Psychological Association offers excellent research-backed insights: Navigating change: Understanding and overcoming feelings of uncertainty and loss 6. Test before you commit You don’t need to quit your job to explore a new direction. Try: Shadowing someone in the field Taking a short course Doing a small freelance project Having informational interviews Small experiments reduce risk and build confidence. 7. Build a support system Career change is easier when you’re not doing it alone. Consider: A coach who can help you clarify your direction A mentor who’s walked this path A community of people also navigating change Support doesn’t remove uncertainty. It makes it navigable. Final thoughts Career change isn’t a single decision. It isn’t a single leap. It’s a series of small, courageous choices that move you closer to the life you want. If the old path no longer fits, trust that there’s a reason. And trust yourself enough to explore what comes next. If you’re standing at the edge of change and want clarity, direction, and grounded support, reach out. You don’t have to navigate this transition alone. And you don’t have to wait until you feel “ready.” Follow me on Facebook ,  Instagram , LinkedIn ,  and visit my website  for more info! Read more from Anne-Sophie Gossan Anne-Sophie Gossan, Transformational Career Coach Anne-Sophie Gossan spent 25+ years in the corporate world navigating high-stakes environments and career transitions. She spent years building a career and a home, juggling the demands of raising two boys while holding down a very demanding job. When redundancy struck, it shook her confidence and identity in ways she hadn’t anticipated. She decided to qualify as a coach and to create Inner Spark Coaching: Reimagine Your Story, a safe space where her clients can reclaim the unstoppable version of themselves that’s always been there. Through coaching, conversation, and deep transformation, she guides individuals into their next chapter with clarity, confidence, alignment, and renewed purpose.

Rebecca Roby ’s legal career has been shaped by some of the world’s most recognizable brands and by a steady commitment to intellectual property as a business-critical discipline.  With senior in-house roles at organizations including Ulta Beauty, Hard Rock International, and Red Bull, she has built a reputation for navigating global trademark portfolios, marketing compliance, and emerging risks tied to technology and brand enforcement. Her path into trademark law was neither abstract nor accidental.  It grew out of hands-on exposure to investigative work, international collaboration, and the operational realities of protecting assets at scale. Over time, those experiences evolved into leadership roles where legal strategy and business priorities intersect daily.  In this sit-down, Roby reflects on her early influences, lessons learned through professional recalibration, and why returning to trademark law feels like a deliberate and confident next chapter rather than a step backward. Inside Trademark and Brand Law: An Interview with Rebecca Roby What originally drew you to the legal field, and how did your interest in intellectual property and brand protection take shape? Rebecca Roby:  I was a paralegal at Skadden Arps in NYC. I ended up supporting a career trademark paralegal and loved the investigative work she was doing into counterfeit goods. I also loved the international element of managing a global trademark portfolio, correspondence, and building relationships with lawyers around the world.  During a merger of pharmaceutical companies, I also loved the rush feeling of working on the assignment process of all the assets to the new entity. I thrived on the organizational requirements and the time pressure. I went off to law school knowing I wanted to become a trademark attorney. What inspired you to take on in-house leadership roles at global brands like Red Bull and Hard Rock International? Rebecca Roby:  While I appreciate the years I have spent with law firms to enhance my legal skills and knowledge, I have always enjoyed working on the other side, directly advising a business unit and being involved in a project for a company at all phases.  I have felt that when you are with a law firm, you may only know bits and pieces of a client's business that they wish to share with you. When you are in-house, you get to know the full picture, which helps even more to provide well-rounded and informed legal counsel. How has the rapid evolution of AI changed the way brands must approach IP protection and marketing compliance? Rebecca Roby:  In some respects, AI may be helpful as it relates to software tools used to manage a trademark portfolio, performing clearance work, or seeking out infringements online, but there is a flip side to the use of AI that may be concerning to brands.  AI may make it easier for counterfeit products and infringing logos and brands to be created. Also, through the use of AI, it may be more difficult to determine the origins of the counterfeiting or infringing items. Can you describe a moment of professional failure and what it taught you? Rebecca Roby:  In recent years, I found it hard to visualize the direction I wished my career to take and made some poor decisions that impacted my growth. While I love the professional and intellectual growth from in-house counsel roles, I found external life pulling me in other directions, which clouded my vision.  So, I took some time off to refocus on my priorities while also reshaping my career goals. I am proud that I recognized the break I needed and have used the time wisely, making me ready to enter the second act of my professional career. How did that experience change how you approach risk, strategy, or leadership today? Rebecca Roby:  The time off allowed me to give attention to my family’s needs while also remembering what area of law I love the most, trademarks. While I am thankful for the diverse experiences I have had via various in-house roles, I have come back to my roots in trademark law and have given myself grace to acknowledge that holding an expertise in only one area of the law is enough. I am enough as a trademark professional. What unique legal or strategic perspective do you believe sets you apart in the industry? Rebecca Roby:  I believe that, because I have worked for several brands across multiple industries and for executive teams with differing leadership styles, I bring a unique perspective based on these varying experiences to any new brand in the future.  My experiences are vast and diverse, so not necessarily one-dimensional. Using my experiences, I have learned to adapt to the setting I am in while also recognizing that each organization has a different style and there is more than one way to be a valuable contributor. What advice would you give your younger self entering law school? Midway through your legal career, you may have a crisis of professional direction. That is ok and in fact common. Give yourself grace even if others do not. When that occurs, do not be too hard on yourself. Always believe in your gut instinct and never forget the joy that brought you to the door of trademark law to begin with. Many people take stock of their career choices, and you do not always have to know the answer or direction immediately. Where Focus and Experience Converge Roby’s reflections reveal a professional narrative grounded in depth rather than breadth for its own sake. Her return to trademark law is framed not as a narrowing of scope, but as an intentional alignment between expertise, fulfillment, and impact.  After years advising global brands across industries, she brings both technical command and institutional understanding to the work of protecting identity and value in an increasingly complex marketplace. As brands confront new challenges, from AI-driven infringement to global enforcement pressure, her perspective points to the importance of clarity, adaptability, and confidence in one’s core discipline. For Roby, the next chapter is defined less by reinvention than by refinement, rooted in the area of law that first captured her attention and continues to hold her professional respect. About Rebecca Roby Rebecca L. Roby  is an accomplished legal executive with more than two decades of experience in intellectual property, marketing law, and brand protection. She has held senior in-house roles at Ulta Beauty, Hard Rock International, and Red Bull, where she led global trademark strategy, marketing compliance, and enforcement initiatives. Rebecca holds a JD from Washington University School of Law and a BA from Mount Holyoke College. Connect and Learn More Rebecca Roby on LinkedIn Rebecca Roby’s Blog

Francesco Saltarelli didn’t start his career with a grand plan. He started with soil under his nails. Growing up in Montreal, some of his most important lessons happened in his grandfather’s backyard. It was a modest garden filled with grapevines, tomatoes, and basil. Francesco spent hours there, helping plant, water, and harvest. “That’s where I learned patience,” he says. “You can’t rush living things. You have to work with them.” Early Influences That Shaped His Design Thinking As Francesco grew older, the city around him grew denser. Backyards became smaller. Rooftops became unused space. Yet he kept noticing how much better people felt when they had even a small connection to nature. “I was always sketching,” he says. “I’d look at a yard or a rooftop and imagine how it could feel calmer, more useful, more human.” That interest led him to study horticulture and landscape design at a local college in Montreal. There, he learned plant science, soil health, and sustainable landscaping practices. But more importantly, he learned how design choices affect how people live day to day. “Good design isn’t about showing off,” he says. “It’s about how a space works at seven in the morning and again at the end of a long day.” Learning the Trade in the Real World After finishing his studies, Francesco worked with several established landscaping firms across Montreal. The work was hands-on and demanding. He learned construction methods, project planning, and how teams coordinate on complex builds. Those years also showed him what didn’t work. “I saw beautiful projects that people barely used,” he says. “They looked great in photos but didn’t fit real life.” That gap stayed with him. He wanted to design spaces that weren’t just visually pleasing but truly livable. Founding Saltarelli Outdoor Design in 2014 In 2014, Francesco took a risk and founded Saltarelli Outdoor Design. He started small, focusing on residential projects in neighborhoods like Westmount and Notre-Dame-de-Grâce. From the beginning, his approach was different. He spent more time listening than talking. He asked how clients moved through their day. Where they drank coffee. Where they wanted quiet. “If I don’t understand how someone lives, I can’t design for them,” he explains. This mindset quickly shaped his reputation. Clients noticed that his spaces felt natural, not forced. Comfortable, not staged. Redefining Rooftop and Urban Outdoor Spaces As Montreal continued to grow upward, Francesco leaned into one of the city’s biggest challenges: limited outdoor space. Rooftop terraces became a major focus of his work. He approached them carefully. Quebec’s climate demands smart choices. Plants need to survive real winters. Materials need to last. “Every rooftop is a system,” he says. “Light, wind, drainage, weight. You have to respect all of it.” His designs often include integrated lighting, custom planters, and water features built to handle the local climate. Sustainability plays a central role. Native plants. Eco-conscious materials. Thoughtful drainage systems. “I don’t believe sustainability has to be complicated,” he says. “It just has to be intentional.” A Career Built on Listening and Craft Over time, Saltarelli Outdoor Design became known for maximizing urban environments without overdesigning them. Francesco also made a point to work with local artisans and suppliers whenever possible. “It keeps the work grounded,” he says. “And it supports the community that supports you.” He’s open about the learning moments along the way. Early in his career, he took on a rooftop project that stretched his experience. “I should have slowed down,” he admits. “But asking for help saved the project. That experience taught me to respect the process.” Staying Inspired Outside of Work Outside of design work, Francesco finds inspiration cycling through the city, taking photos, and exploring Quebec’s national parks. He still gardens at home, carrying forward the habits he learned as a child. “When I feel stuck, I go back to basics,” he says. “Plants don’t care about deadlines. They care about care.” Building Ideas That Last Francesco Saltarelli’s career hasn’t been about fast growth or flashy statements. It’s been about steady work. Paying attention. Respecting both people and place. “Small choices add up,” he says. “That’s true in gardens and in careers.” From a grandfather’s backyard to Montreal rooftops, his work shows what can happen when ideas are shaped patiently—and built to last.

In November 2025, actor Anthony Anderson joined Shaquille O’Neal on The Big Podcast with Shaq . The episode covered a wide range of topics, from movies and comedy to sports. Anderson’s unique sense of humor and storytelling skills made the conversation lively and entertaining. The episode quickly became a highlight for fans of both entertainment and sports. Anderson reflected on the experience as a chance to share stories in a relaxed setting. He noted that podcasts allow a more personal connection with the audience. “It’s different from an interview on TV. You can dive deeper, have fun, and be yourself,” Anderson explained. Movies and Career Insights A significant portion of the podcast focused on Anderson’s career in film and television. He discussed his journey from early roles in movies like Me, Myself & Irene  and the Barbershop  franchise to starring in Emmy-nominated television shows such as Black-ish . Anderson emphasized the importance of persistence and versatility. He described how each role offered lessons that shaped his approach to storytelling and producing. “Every project teaches you something new,” he said. “You learn how to work with different teams, handle pressure, and keep evolving.” Shaq and Anderson also played a game testing their knowledge of film. The segment highlighted Anderson’s sharp memory and love for movies, while keeping listeners engaged with friendly competition. “I’ve always enjoyed learning about films. Playing that game was a reminder of how much fun it can be to mix knowledge and creativity,” Anderson reflected. Comedy and Unexpected Talent Anderson’s humor was on full display during the podcast. He shared funny anecdotes and interacted with Shaq in ways that had listeners laughing. A particularly memorable moment came when Anderson demonstrated his unusual talent for farting on cue. The segment became an instant highlight, leaving Shaq laughing so hard that he teared up. Anderson explained that the segment was less about the gag itself and more about connecting with the audience. “Comedy is a way to bring people together. When Shaq laughed, it reminded me how shared humor can break barriers and make conversations more open,” he said. Sports and Shared Interests The conversation also touched on sports, an area both Anderson and Shaq are passionate about. Anderson spoke about growing up in Compton, California, where sports were a major part of his life. He described how teamwork, discipline, and competition from his youth influenced both his personal and professional life. Anderson connected these lessons to his work in entertainment. He pointed out that collaboration, preparation, and focus are key in both sports and acting. “Being part of a team teaches you skills that apply everywhere. Whether you’re on a basketball court or a film set, it’s about respect, timing, and effort,” Anderson noted. Why Podcasts Matter For Anderson, podcasts like The Big Podcast with Shaq  provide a platform to reach audiences in an authentic way. Unlike traditional interviews, podcasts allow for long-form conversation, storytelling, and interactive segments that reveal personality. He shared that audiences enjoy the behind-the-scenes insights and real-life stories. “People want to see the human side of entertainment,” Anderson said. “They want to hear about challenges, funny moments, and what it’s like to build a career over time.” Where to Listen The full episode, including all segments from movie trivia to unexpected comedy moments, is available on YouTube, Apple Podcasts , and iHeartRadio . Listeners can watch clips, relive the funniest moments, and gain insight into Anderson’s  approach to creativity, collaboration, and humor.

Travis Braulick did not build his career by chasing shortcuts. He built it by showing up, staying consistent, and doing the hard work when results were not guaranteed. Over more than a decade in the financial services industry, his path reflects steady growth shaped by discipline, learning, and a strong sense of responsibility to others. “I’ve always believed that success is earned, not given,” Braulick says. “What you’ll be remembered for is what you did to help others.” Early Life and Small-Town Foundations Braulick grew up in Sleepy Eye, Minnesota, a small town where community and accountability mattered. Sports played a major role in his early life. He competed in football, baseball, and hockey in high school, experiences that shaped his mindset long before his career began. Sports taught him discipline and patience. They also taught him how setbacks are part of progress. Those lessons would later carry into his professional life. He graduated from Sleepy Eye Public High School in 2004. From the start, he understood that effort and consistency mattered more than quick wins. Entering a Demanding Industry Braulick entered the financial services industry in 2014, joining Bankers Life as an agent. The early years were not easy. Building a client base required resilience and belief. “Starting out in the financial business is hard,” he says. “I kept believing in myself that I would be able to overcome any obstacles that would come my way.” Those early challenges forced him to develop habits that would define his career. He began setting weekly, monthly, and yearly goals. This structure helped him stay focused when progress felt slow. Growth Through Setbacks and Learning Between 2017 and 2023, Braulick’s career gained momentum. He became a Top 25 Producer at Bankers Life and earned recognition as a President's Honors Elite Member. He was also named a Jackson National Stars Award winner from 2021 through 2024. Despite these achievements, he never viewed success as final. “There are always setbacks in my business,” he says. “It’s what you do to overcome them. Learning from your mistakes and always trying to get better.” That mindset kept him grounded. Instead of relying on past wins, he focused on continuous improvement. He regularly attended wealth conferences to gain new ideas and perspectives for his clients. “You can never stop learning,” Braulick explains. “Hearing different ideas helps me think about how to serve clients better.” A Career Built on Availability and Trust One theme runs consistently through Braulick’s career. Availability. He believes trust is built through presence, not promises. “Being a phone call away matters,” he says. “Clients need to know I will answer and be there in their time of need.” This approach shaped how clients experienced working with him. Trust grew through reliability and communication, especially during uncertain moments. He learned that financial stress is rarely about numbers alone. It is often about fear, responsibility, and not wanting to let others down. Over time, his role evolved from advisor to long-term partner. Clients relied on him not just for planning, but for steady guidance through life changes. Influence of Family and Community Family has played a central role in Braulick’s journey. His mother, Laurie, has been his biggest influence. “She’s always been someone I can lean on in a teaching and learning moment,” he says. That influence shaped how he approaches both work and life. He values relationships, community involvement, and giving back. He supports local programs, including the Sleepy Eye United Football Program and area baseball teams. Staying connected to his roots has helped him keep perspective as his career advanced. Leadership and the Next Chapter In 2024, Travis Braulick joined Investment and Insurance Services Broker-Dealer Calton as a financial advisor, advancing to a leadership role as Vice President of Investment and Insurance Services. For him, leadership is not about titles. It is about responsibility. “Knowing that I have clients, family, and friends that rely on me keeps me focused,” he says. He defines success personally. “Success is not what others make of you,” he explains. “Success is what you make for yourself.” Balance Beyond the Office Outside of work, Braulick prioritizes balance. He enjoys golfing, watching Minnesota sports teams, and supporting local high school athletics. These activities help him recharge and stay present. “Being able to do the things I enjoy gives me the recharge I need,” he says. That balance supports his long-term consistency. It allows him to stay patient, focused, and steady for the people who rely on him. Bringing Big Ideas to Life Through Consistency Travis Braulick’s career is not defined by one moment or one achievement. It is defined by a series of small, disciplined decisions made over time. From small-town beginnings to industry recognition, his progress reflects belief, learning, and responsibility. His story shows how big ideas are often built quietly. Through consistency. Through trust. And through showing up when it matters most.

Jonathan Charrier did not start his career with a rush to scale or a pitch deck. He started with curiosity. Growing up in Montreal’s Rosemont neighborhood, he spent weekends walking public markets with his family. He noticed how food, textiles, and small details carried stories. Those early moments stayed with him. “Those markets taught me to slow down and look closely,” Charrier says. “You learn a lot just by paying attention.” Both of his parents worked in hospitality. Service was part of daily life. He learned that how something is offered matters as much as the thing itself. That lesson would shape how he later approached business. Early Education and a Curiosity Beyond the Classroom Charrier studied international business at a local college in Montreal. The coursework gave him structure. Travel gave him context. In his early twenties, he spent two years moving through France, Italy, Peru, Brazil, and Morocco. He volunteered on vineyards, visited cooperatives, and spent long days in small workshops. He noticed a pattern. Many producers made exceptional goods. Few had access to larger markets. “I kept meeting people who were incredibly skilled but invisible outside their region,” he says. “That gap stayed in my mind.” Instead of rushing home with a business plan, he stayed longer. He listened. He asked questions. He learned how trust works across cultures. Travel Experiences That Shaped a Business Model Those travels became the foundation for Charrier Global Imports. But at the time, the idea was still loose. Charrier kept notebooks filled with names, product samples, and observations. He learned which partnerships felt right and which felt forced. “Not every good product should be exported,” he says. “And not every opportunity should be taken.” This restraint would later become a defining trait of his work. Launching Charrier Global Imports in Montreal In 2012, Charrier returned to Montreal and rented a small warehouse in the Mile End. He launched Charrier Global Imports with a tight, curated selection. Olive oils from Provence. Peruvian textiles. Moroccan spices sourced from a women’s cooperative. There was no big launch. Growth came through word of mouth. “I focused on doing a few things well,” he says. “Consistency builds trust faster than scale.” He worked closely with suppliers he already knew. Relationships came first. Products followed. Growing Through Focus, Not Speed As demand increased, Charrier resisted the urge to expand quickly. He limited new suppliers. He reduced product turnover. He stayed hands-on with sourcing and quality control. One early mistake reinforced that approach. In one season, he added too many products at once. Inventory moved slowly. Cash was tied up. Some supplier timelines slipped. “That was a turning point,” he says. “I learned that growth without focus creates stress for everyone involved.” He scaled back. He re-centered on fewer partnerships. The business stabilized. Ethical Sourcing as a Daily Practice Today, Charrier Global Imports serves boutiques, restaurants, and online customers across North America. Charrier still travels regularly to meet producers. He prefers long meals over quick calls. “You can’t build trust on spreadsheets alone,” he says. “Time matters. Presence matters.” Ethical sourcing, for him, is not a label. It is a daily practice. It means listening to feedback. It means adjusting expectations. It means saying no when a deal feels wrong. “Every product carries a story,” he says. “If you rush it, you risk losing the meaning.” A Typical Day and a Grounded Routine Charrier’s days start quietly. Coffee. A notebook. No phone. “If I write down three real priorities, the day stays manageable,” he says. Mornings are spent on operations and supplier communication. Afternoons are for problem-solving. Evenings are often reserved for cooking or cycling along the Lachine Canal. “Movement clears my head,” he adds. What His Career Shows About Building Work That Lasts Charrier does not frame his career as disruptive. He frames it as deliberate. His work shows how steady ideas, tested slowly, can lead to sustainable growth. “Bigger is not always better,” he says. “Sometimes staying small enough to care is the advantage.” His approach stands out in an industry often driven by speed. By focusing on relationships, restraint, and consistency, Jonathan Charrier has built a business that reflects his values and his city. “I never wanted to build something loud,” he says. “I wanted to build something that lasts.”