Thank you for joining us, Amy. Before we dive in, our readers would love to get to know you. Can you share the backstory about what brought you to your career path?

Like many leaders, my journey wasn’t planned. My mother needed help running her technology business, so I stepped in during the day while taking classes at night, to finish my degree. I learned the business from the ground up — everything from logistics to vendor relations. This is where I experienced my first taste of leadership, and it evolved from there. I realized that I loved building something meaningful and eventually took the leap to co-found my own technology company, PIER Group.

Can you share one of the most interesting or surprising stories that happened to you since starting your career?

One of the most interesting and deeply meaningful moments for me was when we were recognized as one of the Best Places to Work in Indiana. It was our five-year anniversary, and I wanted to confirm that the culture that we sought out to create, was being realized by our team, and thus we decided to apply. The evaluation was based solely on anonymous employee surveys, so we had no idea how we’d fare. At the awards banquet, names were announced starting at #72. When we hit the top 10 and still hadn’t been called, our team sat in total shock. Then they announced us as #5 — and that recognition, driven entirely by how our people felt working at PIER Group, meant everything.

What do you think makes your company stand out?

Without a doubt — it’s our people. I can create a culture, but it’s our team who brings it to life. It’s the team that truly makes the Partner, in our name, come to life for our customers. For this reason, we treat our people fairly and equally, regardless of their title. Whether you’re in operations, engineering, or sales; each team member shares in the company’s success. Be it our incentive trips, or profit sharing opportunities; when the company exceeds its targets, everyone benefits.

You are a successful business leader. What are three character traits you believe were most instrumental to your success?

1. Persistence. I’ve never been afraid to ask for something — even if the answer might be “no.” When we started PIER Group, we didn’t have an extensive financial track record. But I still went to manufacturers, distributors, and banks, asking them to believe in our potential. Some said no, but those who took a chance on us — like Ingram Micro, are still with us today.

2. Grit and hard work. In the early years, we worked around the clock. I knew failure was possible, but I wasn’t afraid of it. That determination to give everything we had — while tough on my health — built the foundation for everything that followed.

3. Generosity. We believe in sharing our success. No one at PIER Group should feel like they’re in this alone. From unexpected bonuses to making sure every team member feels valued, we go out of our way to recognize contributions. We’ve built something special, and it’s only because of the people around us.

Let’s jump to the main focus of our interview. What was the pivotal decision that transformed your approach to leadership?

The biggest shift came during a very personal time in my life — when one of my children was diagnosed with leukemia. I had no choice but to step away from the business for a while. That decision changed me. It taught me that great leadership isn’t about being “all-in” all the time. It’s about building systems, mentoring others, and trusting your team to lead even when you can’t be present. That time away forced me to rethink control, trust, and what it means to lead with empathy.

How did that decision impact your growth as a leader?

It reshaped everything. I learned that empowering others — truly stepping back and trusting — is far more impactful than trying to do it all myself. It also made me a better listener and a more compassionate leader. I became more attuned to what others might be going through and how I could support them both professionally and personally.

What were the long-term effects of that decision on your company?

It created a stronger, more sustainable organization. The team stepped up in ways that still make me proud. It also reinforced our culture of ownership and trust. We don’t just rely on one person or one role — our success is shared, and our team is empowered.

How did you handle doubt during that time?

I leaned into my faith and surrounded myself with mentors and inspirational content. I also made wellness a priority — something I hadn’t always done. And my kids gave me perspective. They reminded me of what truly matters and why I work as hard as I do.

Ok super. Here is the main question of our interview. What are your “Five Things You Need to be a Transformational Leader”? If you can, please share a story or an example for each.

1. Character Lead with integrity. All eyes are on you, and the way you act sets the tone for your team and culture.

2. Assertiveness Don’t shy away from tough conversations. Speak up when needed, but always listen first. You can be bold and respectful at the same time.

3. Humility Recognize that your success isn’t just your own. I’ve had the privilege of working alongside incredible people — and I never take that for granted.

4. Patience Success doesn’t happen overnight. I’ve learned to slow down, accept timing, and trust the process — especially when managing large, high-stakes projects.

5. Listening Transformational leaders know when to talk — but more importantly, when to listen. The best outcomes often come from the ideas and perspectives of others.

Were there any unexpected rewards from that pivotal choice?

Absolutely. The pride I feel watching my team step into their roles and lead is beyond anything I expected. It’s a different kind of fulfillment — and honestly, it’s even better than doing it all myself.

How has that decision shaped the advice you offer to new leaders?

I always say: be mindful. Don’t just react — step back, understand the broader impact, and include your team in the journey. Leadership isn’t about control. It’s about influence and trust.

If you could start a movement that would bring the most good to the most people, what would it be?

I would start a movement focused on whole-person wellness in the workplace. Especially in the tech and IT space, where burnout is real, we need to create environments where emotional, spiritual, and physical well-being are supported. When people feel well, they work well — and lead even better.