More to come soon. Thanks for stopping by!
]]>After taking some time off from serious training, I’ve been itching to lace up my running shoes again. There’s just something about the rhythm of the road and the challenge of pushing my limits that keeps calling me back. So, I’ve decided it’s time to dive back into training — and what better way to do it than by signing up for the Columbus Marathon in 2025!
This time around, I’m not just running to finish — I’m running to beat my personal best. My goal is to cross the finish line faster than I did in my first marathon, where I clocked in at 3 hours and 47 minutes. It’s a tough challenge, but I’m ready to put in the miles, sweat, and dedication to make it happen.
Running has always been more than just exercise for me — it’s a way to clear my mind, explore new routes, and set goals that push me forward. This year, I’m bringing that spirit back, with a renewed focus on building endurance, picking up speed, and sharing the ups and downs of training along the way.
Follow along as I document my journey with stories, progress updates, and plenty of visuals. I’m looking forward to sharing every mile, milestone, and maybe even a few missteps. Let’s hit the road together!
]]>Ever sat through a leadership seminar and thought, “This sounds great in theory… but how do I actually do it?” That’s exactly where Evidence-Based Management (EBM) steps in, and trust us, it’s not just another buzzword.
Let’s break down the essentials of EBM and the AID framework (Articulate, Identify, Deploy): a practical approach to transforming big ideas into real results.
Think of EBM as leadership’s version of “don’t guess, test.” It’s the practice of making managerial decisions using the best available evidence, typically from research and data. Sounds great, right? So why don’t more people use it?
Why EBM Isn’t Everywhere (Yet):
Enter: the AID model: your leadership GPS.
Great leaders don’t chase every fire, they pick the right ones. A leadership problem isn’t just any issue; it’s one where current outcomes aren’t cutting it and change won’t happen on autopilot.
How do you spot high-priority problems?
Pro tip: Use inspirational appeals to frame the problem. Metaphors, stories, three-part lists, and a confident pause can be more powerful than PowerPoint.
HLBs are the magic moves — small, specific follower behaviors that drive big outcomes.
Great HLBs are:
Real-World Example: Vietnam’s Malnutrition Breakthrough. By studying outlier families whose kids were thriving, researchers discovered tiny behavior differences (like adding shrimp to rice) that made all the difference. That’s HLB gold.
Now that you know what to change: how do you actually get people to do it?
Leaders often default to:
But here’s the kicker: commitment beats compliance every time.
Commitment Magic =
Don’t forget: people follow those they believe are both knowledgeable and trustworthy. Build credibility by showing up, staying informed, and rooting for others’ success (without expecting a gold star).
Leadership isn’t just about results — it’s about how you get there. Principled leaders live by four guiding values:
We often trip up not in the “what” or “how” — but in the HLB we choose to focus on. Make sure it’s actually the behavior that will move the needle and is worth the influence effort.
Being a leader doesn’t require a fancy title. It requires:
So the next time you’re faced with a leadership challenge, remember: Articulate, Identify, Deploy and do it with purpose.
]]>When I first stepped into The Ohio State University as an MBA student, I expected to dive deep into marketing theories and case studies. Little did I know that my marketing course would turn into a full-blown entrepreneurial simulation where we weren’t just learning concepts, we were living them.
Our challenge? Form a startup, Printed Pedals, and build it into the top bicycle company in a competitive market across eight quarters. We started with a simple goal: win big or go home. The competition was fierce, with teams scrambling to capture market share, improve their financials, and launch innovative products.
Our strategy revolved around a laser focus on high-priority segments: Recreation and Speed bikes. We weren’t aiming to be everything to everyone. Instead, we invested heavily in R&D to develop high-quality bikes like the Flare and Flame On, catering to competitive and recreational cyclists. Our early bet on R&D paid off. By upgrading our products regularly and adjusting our pricing strategy to stay competitive, we created a premium brand image.
We also knew that marketing could make or break us, so we doubled down on regional advertising, social media, and paid search (SEM). Targeted promotions allowed us to dominate demand in our focus regions: North America, Europe, and APAC. Our team learned that a well-executed advertising campaign not only boosts brand perception but also helps sustain long-term growth.
By the final quarter, Printed Pedals was a global powerhouse with stores in 12 cities worldwide, including Amsterdam, Rio de Janeiro, and Bangalore. Our market share soared to 29%, making us the largest player in the game. We didn’t just dominate one segment, we led in four out of five market categories. Our efforts culminated in a first-place finish and a spot in the top 10% of teams globally.
We achieved some impressive milestones:
Looking back, this wasn’t just a class project, it was an exhilarating ride that taught us how to manage a business holistically. We had to connect the dots between marketing, production, operations, and financial strategy to drive long-term success. It’s one thing to learn these concepts in theory, but applying them in a dynamic, competitive environment is where the real learning happens.
So, what’s next for us? Whether it’s the next marketing challenge, a startup pitch, or a real-world business venture, we’ll be ready, thanks to the lessons we learned at Printed Pedals.
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