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Session Details

Senior Leaders

BARB ANDERSON

Chief Financial Officer, VGM Group, Inc.

Barb is VGM’s chief financial officer; a role she’s had since 2022. She is the lead financial voice of the company and provides vital strategic, analytical, and financial perspectives for the VGM family of businesses. Barb also serves on the Board of Trustees -the governing body of the VGM Group, Inc. Employee Stock Ownership Plan (ESOP). She joined VGM in 2017 as the corporate controller, where she built a strong, cohesive, and professional accounting team and strengthened financial reporting.

BRAD OLSON

President, Two Rivers Marketing

With more than 25 years as a marketing professional, Brad brings a wide variety of B2B marketing expertise to our clients. As president, Brad works closely with the talented leaders within Two Rivers, ensuring that we implement creative, market-driven strategies enabling our clients’ businesses to grow. Brad is active in the marketing industry and serves on the Iowa State University’s Marketing Advisory Council. He is also active in our clients’ industries: holding leadership positions within the Association of Equipment Manufacturers.

CHRIS WENDLAND

Chief Legal Officer, VGM Group, Inc.

Chris Wendland, JD, is the Chief Legal Officer of VGM Group. In his current role, Chris oversees all legal matters for VGM Group, ensuring compliance and providing strategic legal guidance to support the company’s growth and innovation. Chris has worked closely with VGM and all of its business units since 1997, providing legal services through his private practice. He began serving as Secretary on the VGM Board of Directors in 2008 and most recently held the role of General Counsel. Throughout this time, Chris played an integral role in key VGM acquisitions and other transactions.

CHRISTA MIEHE

Chief Communications Officer, VGM Group, Inc.

Christa is Chief Communications Officer. In this role, she guides the strategy for how we communicate with our employee owners and how VGM is perceived by the communities and industries we serve. Christa shapes culture at VGM Group as a member of the senior leadership team and shares her passion for philanthropy in overseeing the VGM Community Giving committee. Joining VGM Group in 2002 as a writer and creative assistant, she went on to hold leadership positions in event services, corporate strategy, women’s health, and marketing.

Senior Leaders

JEREMY KAUTEN

Chief Information Officer, VGM Group, Inc.

Jeremy has been chief information officer since 2018. Jeremy focuses on protecting computers, networks, programs, and data from unauthorized access, change, or destruction. In addition, he coordinates the optimization of technology throughout VGM’s business units. Jeremy has senior leadership responsibility for VGM Education and Corporate IT. He started in VGM’s Forbin division in 1997.

JEREMY STOLZ

Chief Executive Officer, VGM Group, Inc.

Jeremy Stolz is CEO of VGM Group, Inc., stepping into the role in 2024. Stolz has been with the company since 2003. In 2009, he developed and launched VGM Fulfillment, becoming president of the division in 2017. Under his leadership, VGM Fulfillment grew to become one of VGM’s largest divisions and a key player in the CPAP resupply business. In the summer of 2022, Stolz took over as president of VGM & Associates, another core VGM Group company, in addition to his role with VGM Fulfillment.

JIM NYGREN

President, VGM Insurance Services

Jim is the president of VGM Insurance Services, a division of the VGM Group, that specializes in providing insurance solutions and risk management services to over 8,000 customers in the home medical equipment, home health and hospice, physical therapy, orthotic and prosthetic, and golf and hospitality industries. He also serves as senior vice president of asset management. Jim joined VGM in 2014 and has held positions in VGM Marketing, HOMELINK, and most recently, as chief financial officer.

LINDY TENTINGER

President, VGM & Associates

Lindy is the president of VGM & Associates, taking on the role in 2024. Throughout her career, Lindy has immersed herself in HME, with a passion for advancing and elevating the industry as a whole. She is also an established thought leader on a number of topics, including branding, technology, and leadership, and regularly speaks at various industry conferences and authors articles for publication. She joined VGM in 2017 as senior vice president of marketing in VGM & Associates, later serving as president of VGM Forbin/ forbinfi, which provides digital marketing solutions, as well as IT and security/compliance services to businesses, with a focus on the HME and financial industries.

Senior Leaders

MATT WALLER President, HOMELINK

Matt has served as president of HOMELINK since 2021. Prior to becoming president and a member of the senior leadership team, Matt served as HOMELINK’s senior vice president of sales and marketing, where he helped successfully develop and implement five new product lines and transformed the home & vehicle modifications department. He has been with VGM since 2012, starting as director of sales in VGM’s Forbin division.

PETER MARTIN

President, VGM Fulfillment

Peter is the newest member to the Senior Leadership team of VGM, serving as president of VGM Fulfillment. Prior to joining VGM, Peter was on the leadership team at Target Corp since 2012, most recently serving as group vice president – food supply chain, where he was responsible for all aspects of Target’s $10 billion food and beverage supply chain operations across the United States.

SARA LAURES

Chief People Officer, VGM Group,

Inc.

Serving as chief people officer since 2020, Sara oversees people and culture strategy, human resources, talent acquisition, organizational development, and facilities management, and manages corporate projects that support VGM’s multiple businesses and its employees. Sara has grown Women in Leadership at VGM and helps guide the Diversity, Equity, and Inclusion Committee. Sara joined VGM in 1998 and has held positions in HOMELINK and VGM Education.

2026 Class Roster

ELP Capstone Presentation

Scoring Sheet

Presenter Name(s):

2026 Cohort

Total Possible Points: 100

Quick Reference: Score to Points Conversion

2026 Program Syllabus

INSTRUCTORS CELL

Ann Thomas 319-830-5462

Brooke Kraft 319-939-7064

Goals of the Program

OFFICE LOCATION

VGM Headquarters (B2)

To formalize VGM’s approach to workforce planning and engagement.

• Develop and retain high potential employees.

• To prepare the future leaders of our organization.

• To provide a platform for mentoring and coaching throughout the organization.

Expectations

• 90% attendance and participation of class discussions (that means you can miss one session).

• Doing all assigned work.

• Active listening and questioning.

• Participants are expected to set and achieve personal and professional goals, enhancing overall development.

• Participants will be expected to write and turn in personal reflections that align with learning, when assigned.

• Participants will gain knowledge in financial analysis, understanding financial statements, and making informed financial decisions.

• The program culminates in a capstone project where participants are expected to participate in the process of group planning and delivery of the project.

Course Materials

• Assessments: CliftonStrenghths, Insights Discovery

• Microsoft Teams

• PowerPoint

• Cloverleaf

• Digital Handbook

• Name tent

Reflection Prompts

After each session, we highly encourage you to reflect on what you have learned and how it can impact your interactions, work, and goals. Here are some prompts to guide you.

OPTION 1

Classic Reflection

Take a few moments to reflect on today’s presentation and discussion. What ideas or moments stood out most to you, and why? Consider how these insights show up in your day-to-day work and where you can intentionally apply them moving forward.

OPTION 2

Application-focused

As you reflect on this session, identify one or two key takeaways that resonate with you. How do these insights connect to your role today, and what is one practical way you can put them into action in the coming weeks?

OPTION 3

Growth-oriented

Think back on the themes and conversations from this presentation. What challenged your thinking or reinforced what you already knew? Reflect on how you can translate those takeaways into meaningful impact on your work and leadership approach. Develop and retain high potential employees.

Mar. 10

Jun. 16

Jul. 14

Sept. 8

Oct. 20

How VGM Generates Revenue

A. VGM Associates & Fulfillment

B. HOMELINK

C. VGM Insurance

D. The van Halem Group

E. 2RM

F. Strategic Imaging

G. VGM Education

H. Forbin

I. United Publications

Sells interactive online courses for HME and DMEPOS providers allowing licensed professionals to satisfy continuing education requirements.

Combines a membership-based service model for HME providers with large-scale medical supply distribution and logistics services. This includes membership fees that provide rebates from contracted manufacturers and product fulfillment by processing, warehousing, and shipping CPAP supplies nationwide.

Provides technology, digital marketing, and managed IT services to external businesses through subscription-based services, ongoing support, and project-based consulting. Generates recurring revenue through subscriptions, marketing services, and web hosting to help small medical and financial businesses connect with their customers. Also bills clients based on hourly time-and materials project work.

Consulting services specializing in audit defense, appeals and compliance work for our customers. Our rates are based on type of service-reactive or proactive. Reactive services (audits, appeals) are hourly. Proactive (compliance packages, proactive claims audits) are either monthly or project fees.

Connects insurance companies with its large network of healthcare providers. Generates margins based on the spread between what the contracted rate the insurance company pays for a claim and the contracted rate remitted to a healthcare provider for the service.

A business-to-business marketing agency that provides a wide variety of marketing services including creative services, content marketing, digital and media services, and public relations.

Sells print and digital advertising within two main publications. Hosts premier industry event which include sponsorships and attendee revenue.

Receives premiums for coverage that our captive takes the risk on. Our captive provides general and professional liability insurance coverage for durable medical equipment and orthotics and prosthetics manufacturers. They also receive commissions for settling other types of insurance policies where another insurance company takes the risk on the policy.

Printing service that includes traditional marketing materials (booklets, newsletters, and pamphlets) as well as custom branding on items like office attire, drinkware, and golf equipment.

Part 1: Goals for the Program

Using the session overviews, what are 3-5 goals you have for yourself going through this program?

Part 2: Goals for Your Work

What are 3-5 goals you have for yourself in your work?

Insights Discovery Colors

Insights Team Color Wheel

CliftonStrengths Team Table

Gallup CliftonStrengths Themes

CliftonStrengths® Themes

Achiever

® People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive.

Activator

® People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They want to do things now, rather than simply talk about them.

Adaptability

® People exceptionally talented in the Adaptability theme prefer to go with the flow. They tend to be “now” people who take things as they come and discover the future one day at a time.

Analytical® People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all of the factors that might affect a situation.

Arranger

® People exceptionally talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to determine how all of the pieces and resources can be arranged for maximum productivity.

Belief

® People exceptionally talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their lives.

Command® People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions.

Communication® People exceptionally talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters.

Competition® People exceptionally talented in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests.

Connectedness®

Consistency

Context

People exceptionally talented in the Connectedness theme have faith in the links among all things. They believe there are few coincidences and that almost every event has meaning.

® People exceptionally talented in the Consistency theme are keenly aware of the need to treat people the same. They crave stable routines and clear rules and procedures that everyone can follow.

® People exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history.

Deliberative® People exceptionally talented in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate obstacles.

Developer

® People exceptionally talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from evidence of progress.

Discipline® People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create.

Empathy

® People exceptionally talented in the Empathy theme can sense other people’s feelings by imagining themselves in others’ lives or situations.

Focus®

People exceptionally talented in the Focus theme can take a direction, follow through and make the corrections necessary to stay on track. They prioritize, then act.

Futuristic® People exceptionally talented in the Futuristic theme are inspired by the future and what could be. They energize others with their visions of the future.

Harmony

® People exceptionally talented in the Harmony theme look for consensus. They don’t enjoy conflict; rather, they seek areas of agreement.

Ideation® People exceptionally talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena.

Includer

® People exceptionally talented in the Includer theme accept others. They show awareness of those who feel left out and make an effort to include them.

Individualization® People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively.

Input

® People exceptionally talented in the Input theme have a need to collect and archive. They may accumulate information, ideas, artifacts or even relationships.

Intellection® People exceptionally talented in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions.

Learner

® People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them.

Maximizer

® People exceptionally talented in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb.

Positivity

® People exceptionally talented in the Positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do.

Relator

® People exceptionally talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal.

Responsibility

® People exceptionally talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty.

Restorative™

Self-Assurance®

Significance

People exceptionally talented in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it.

People exceptionally talented in the Self-Assurance theme feel confident in their ability to take risks and manage their own lives. They have an inner compass that gives them certainty in their decisions.

® People exceptionally talented in the Significance theme want to make a big impact. They are independent and prioritize projects based on how much influence they will have on their organization or people around them.

Strategic® People exceptionally talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues.

Woo®

People exceptionally talented in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with someone.

Copyright © 2000, 2020 Gallup, Inc. All rights reserved. Gallup® CliftonStrengths® and each of the 34 CliftonStrengths theme names are trademarks of Gallup, Inc. SED_Col_Res-CSQRC_enUS_011619N_bk This document may be copied or reproduced for individual use. It cannot be altered or modified without the written permission of Gallup.

Leadership Standards

CREATEYOUR FUTURE

1. CREATE YOUR FUTURE

Leadership Focus: Growth & Development

• Guides others with feedback and mentorship

• Takes initiative to develop themselves and others

• Demonstrates learning agility and seeks continuous improvement

2. OWN YOUR OWNERSHIP

Leadership Focus: Accountability & Respect

• Accepts responsibility for team outcomes

• Models accountability and demonstrates ownership of successes and failures

• Demonstrates professionalism and reliability

3. PROTECT OUR COMPANY

Leadership Focus: Judgment & Trust

• Leads with sound judgment and ethical decision-making

• Builds a culture of trust and integrity

• Considers the broader impact of decisions on the organization and our people

4. CHEER EACH OTHER ON

Leadership Focus: Team Empowerment

• Shares credit and celebrates team wins

• Motivates through collaboration, inclusion, and compassion

• Supports others’ success and well-being

Leadership Standards FINDTHEFUN INYOURDAY

5. FIND THE FUN IN YOUR DAY

Leadership Focus: Culture & Connection

• Creates a positive, engaging team environment

• Connects through shared experiences

• Encourages authenticity and joy at work

6. PROVIDE MEANINGFUL & MEMORABLE SERVICE

Leadership Focus: Commitment & Communication

• Communicates with clarity and intent

• Aligns team goals with overall business strategy and initiatives

• Models honesty and humility in interactions with customers, partners, and coworkers

7. WELCOME CHANGE

Leadership Focus: Agility & Vision

• Embraces change with curiosity and courage

• Provides direction during uncertainty

• Models adaptability and alignment

MAKEA DIFFERENCE

8. MAKE A DIFFERENCE

Leadership Focus: Impact & Purpose

• Aligns team efforts with meaningful outcomes for customers and community

• Encourages innovation that drives positive change

• Supports employees in finding meaning and value in their work

Power of One Leadership Proficiency Rubric

BEGINNER

LEADERSHIP STANDARD

Create Your Future

LEADERSHIP FOCUS

Growth & Development

LEADERSHIP STANDARD

Own Your Ownership

LEADERSHIP FOCUS

Accountability & Respect

Maintains or starts an active IDP with 1–2 role-aligned goals and a next-step plan.

Actively seeks feedback and new learning opportunities.

INTERMEDIATE ADVANCED EXPERT

Updates the IDP at least quarterly with evidence of progress.

Seeks multi-source feedback at least monthly and shares 1 learning takeaway with the team quarterly.

Coaches at least 1 teammate each quarter using a defined skill target and follow-up.

Confirms scope, due dates, and quality standards with stakeholders (for example delivers on time in 85% of cases). Flags risks with a recovery plan. Demonstrates professionalism through preparation, respectful communication, and adherence to policies and team norms. Identifies emotions or reactions after an interaction or situation has escalated.

Provides proactive status updates at an agreed cadence (for example delivers commitments on time in 90% of instances).

Owns mistakes without deflection.

Sets clear expectations and addresses conflict using facts and curiosity and escalates appropriately when needed. Identifies emotional reactions in the moment and recognizes when to pause or adjusts behavior.

Actively develops self and team by communicating expectations of learning and offering development opportunities. Assigns stretch opportunities aligned to needs and documents outcomes for at least 2 team members annually. Mentors or coaches at least 1 colleague with agreed, measurable goals.

Delivers commitments on time (for example in 91–95% of cases) including under pressure. Holds self and team accountable by quickly addressing misses and communicating next steps. Maintains trust in difficult conversations through candor, care, and professional composure. Anticipates emotional reactions/triggers and self regulates in real time, even under pressure, understanding how behaviors can affect team outcomes.

Designs and sponsors scalable learning practices adopted beyond the team. Develops leaders as coaches and mentors to strengthen succession and bench readiness. Recognized as a learning role model who normalizes innovation, reflection, and continuous improvement across the organization.

Ensures commitments are delivered on time (for example in 95%+ of cases). Improves reliability beyond own team. Builds an accountability culture with clear goals, metrics, and retrospectives that reduce rework and escalations.

Trusted for integrity and maintains emotional regulation even in high stakes or unclear situations and coaches others to do the same for the benefit of the team or broader organization.

LEADERSHIP STANDARD

LEADERSHIP FOCUS

Judgment & Trust

Protect Our Company Completes required compliance, privacy, and security training on time. Follows data, confidentiality, and approval procedures. Applies a decision check (stakeholders, risks, policy alignment), escalates issues within 2 business days, and maintains clear, appropriate information sharing across all channels.

Assesses downstream impact before deciding and documents rationale for significant decisions. Identifies risks and mitigations, engaging relevant SMEs. Builds trust through consistent follow-through, early communication of changes, and alignment between intent and action.

Leads proactive risk reviews and implements guardrails to prevent repeat financial, reputational, and operational issues. Coaches others on ethical judgment and addresses policy drift. Balances speed with stewardship through principled, auditable, and explainable decisions.

Serves as a trusted advisor on complex ethical dilemmas. Consulted at least quarterly on high-risk decisions. Shapes standards and decision frameworks that strengthen governance and reduce preventable risk. Demonstrates long-term stewardship by consistently protecting customers, teammates, and organizational assets through political savviness.

Power of One Leadership Proficiency Rubric

BEGINNER

LEADERSHIP STANDARD

LEADERSHIP FOCUS

Cheer Each Other On Provides weekly, specific recognition tied to behaviors or outcomes. Consistently names contributors and ensures accurate credit. Offers support when teammates are overloaded and actively builds team connection and momentum.

Team Empowerment

LEADERSHIP STANDARD

LEADERSHIP FOCUS

Culture & Connection

Find The Fun In Your Day Participates in team check-ins and expresses appreciation. Intentionally builds relationships by connecting with at least one new colleague quarterly. Respects boundaries by raising workload or well-being concerns early and proposing practical adjustments.

INTERMEDIATE ADVANCED EXPERT

Uses recognition to reinforce values and performance and ensures contributions are visible to key stakeholders. Actively invites input from quieter voices and alternative viewpoints with curiosity and appreciation. Provides monthly coaching feedback outside 1:1s using a shared format (e.g., SBI) and agrees on next steps.

Facilitates monthly connection opportunities (e.g., celebrations, learning shares, peer kudos) with inclusive remote/hybrid participation. Addresses conflict proactively and solution-focused, resetting norms when needed. Uses feedback to remove at least one recurring friction point per quarter.

Builds psychological safety by normalizing questions and mistakes and running at least one quarterly retrospective. Facilitates conflict resolution while preserving relationships. Develops others through mentoring and coaching, resulting in measurable improvements in team effectiveness over time.

Uses simple measures to improve engagement and collaboration quarterly. Maintains morale during busy periods by making progress visible, celebrating wins, and removing obstacles. Strengthens connection across the business unit through partnerships and shared practices with adjacent teams.

Establishes scalable empowerment and recognition practices across teams and locations. Champions inclusion and cross-functional collaboration by removing barriers and silos. Drives measurable gains in engagement, retention, and team effectiveness through consistent culture-building leadership.

Models daily positivity and connection without reliance on formal programs or trainings. Coaches other leaders on culture-building with improving engagement and retention. Builds cross-company community that strengthens belonging, collaboration, and resilience.

LEADERSHIP STANDARD

LEADERSHIP FOCUS

Commitment & Communication

Provide Meaningful, Memorable Service Clarifies scope, timing, and quality with customers or partners upfront. Communicates status and next steps on an agreed cadence, meeting response and service norms in 90% of cases; owns service recovery by acknowledging impact within one business day, sharing a plan, and confirming closure.

Anticipates needs and presents options with pros and cons aligned to team and business goals. Solicits feedback after key deliverables and implements at least one improvement in the next cycle. Escalates risks early to reduce surprises, rework, and clarification requests over time.

Sets clear service standards (SLAs, quality checks, handoffs) and coaches consistent delivery. Uses voice-of-customer and service data to improve satisfaction and reduce rework, tracking trends quarterly. Builds durable relationships through humility, clarity, and follow-through in difficult conversations.

Defines and scales service-excellence practices across teams through training, metrics, and continuous-improvement routines. Recognized as a role model for clear, authentic communication that builds trust and loyalty. Creates systems that sustain service quality and predictability organization-wide.

Power of One Leadership Proficiency Rubric

BEGINNER

LEADERSHIP STANDARD

Welcome Change

LEADERSHIP FOCUS

Agility & Vision

Adopts new processes and tools by required dates and applies learning within 30 days. Clearly communicates changes, impacts, and support needs while asking questions early. Recognizes the importance of regular updates to stakeholders.

INTERMEDIATE ADVANCED EXPERT

Identifies adoption barriers and proposes solutions. Supports peers through change with coaching and resources. Communicates quick wins with weekly updates during active change and keeps teams aligned amid ambiguity by using data and feedback to guide next steps.

Leads change initiatives with a structured approach and clear ownership. Measures adoption and outcomes and adjusts monthly based on feedback. Builds change capability by teaching others to plan, communicate, and reinforce new behaviors.

Drives enterprise transformation by building cross-functional coalitions and aligning systems, processes, and incentives. Anchors new behaviors into culture by updating operating rhythms, role expectations, and reinforcements.

Recognized as a change leader who delivers outcomes with high engagement and low disruption.

LEADERSHIP STANDARD

Make A Difference

LEADERSHIP FOCUS

Impact & Purpose

Defines success measures (time, cost, quality, customer impact) and reviews results at completion. Identifies one improvement per quarter. Connects daily work to purpose by clearly explaining the “why” behind priorities.

Uses data to prioritize improvements and deliver measurable outcomes. Brings options and innovation to discussions, captures and shares lessons learned. Clearly communicates impact through before/after results and what will be repeated or stopped.

Leads cross-functional initiatives that deliver significant value, tracks benefits, and shares results broadly. Secures resources and simplifies processes to remove innovation barriers and protect time. Helps influence teammates to find meaning by highlighting progress and customer or community impact.

Sets innovation and impact direction through a strategic portfolio aligned to customer and business needs. Influences enterprise priorities to create corporate social responsibility. Delivers sustained, scalable impact through enduring improvements.

Level Differentiators

BEGINNER

reliable fundamentals and self-management

INTERMEDIATE

consistency plus coaching others on the team

ADVANCED

leads outcomes across teams and builds repeatable practices

EXPERT

scales systems, sets standards, and improves outcomes across teams and the broader organization

Definition Guide

OBSERVATION

Specific, factual examples of behaviors (what happened, when/ where, impact)

ADOPTION

Evidence that change is used in practice (usage, completion, behavior change, outcomes)

BEHAVIOR CHANGE EVIDENCE

Observable changes (new practice adopted, old behavior stopped, feedback applied)

COACHING VS. MENTORING

Coaching builds a specific skill/ performance; mentoring supports broader growth/career

COMMITMENT

A clear deliverable with scope, due date, quality bar, and owner

CONFIDENTIALITY / CAN’T BE SHARED

Information restricted by policy, privacy, legal, security, or business sensitivity

DECISION CHECK / DECISION LOG

A quick, documented review before acting, goal, stakeholders/ approvers, options, key risks & policy alignment, decision, rationale, and next steps

IDP (INDIVIDUAL DEVELOPMENT PLAN)

A written plan with 1–2 rolealigned goals, actions, dates, success measures, and check-ins; “active” = updated with progress and next steps at least quarterly

OPERATIONAL METRICS

On-time delivery, cycle time, rework, SLA attainment, quality defects, satisfaction

WORK ARTIFACTS

Plans, deliverables, decision logs, emails, meeting notes, playbooks

OUTCOMES VS. OUTPUTS

Outcomes = measurable results; outputs = activities/deliverables produced

POLICY DRIFT

When written policy stays the same but day-to-day practice shifts over time often due to technological advancements or workflow efficiencies.

PSYCHOLOGICAL SAFETY

Team climate where people can ask questions, disagree, and admit mistakes without blame

QUICK WIN

A small, time-bound improvement that shows progress and builds momentum

RETROSPECTIVE

Structured review of what worked/ didn’t and agreed actions (with owners/dates)

SBI

Situation, Behavior, Impact

Capstone Project 2026

The ELP Capstone is a practical demonstration of leadership in action. Participants will access their current work environment and intentionally apply concepts from the program. Participants are encouraged to ground their work in real challenges, engage stakeholders for input, and reflect on what they learned through the process.

Cohort members will choose one of the two pathways:

1. Leveraging emerging technology to increase impact.

2. Exploring industry trends with the potential to transform our workplace.

Presentations will be completed in groups of four, with two groups presenting on each pathway. A strong capstone will not only showcase technical understanding but also address change management, including how to build trust, set guardrails, and support team members as new ways of working are introduced.

A PowerPoint template will be provided, though teams may adapt it to support your story. Final presentations should be approximately 20 minutes.

Option One

Emerging Technology Maximization in Everyday

Work

This pathway focuses on how leaders can responsibly and effectively integrate emerging technology such as AI integrated tools into their own workflows and the work of their teams. This capstone may explore questions such as:

• Where are we spending time on low-value, repetitive tasks?

• How might AI improve efficiency, quality, or insight without replacing critical human judgment?

• What are specific use cases within the business unit that show value?

Example: Insight-Driven Risk Identification - AI analyzes claims and coverage data to surface trends or emerging risks, supporting better proactive guidance without replacing professional judgment.

Option Two

Exploring Emerging Trends That Will Shape the

Future of Work

This pathway focuses on identifying and analyzing emerging trends (technological, social, economic, or industry specific) that have the potential to significantly reshape how we work, lead, and create value. Look beyond current state operations and examine what is coming next with emphasis on how leaders can proactively respond rather than react. Through research, select one emerging trend relevant to VGM and assess its potential impact on people, processes, customers, and culture. This capstone may explore questions such as:

• What signals suggest this trend is gaining momentum?

• How could it disrupt or enhance our current ways of working?

• What opportunities or risks does it present for our organization?

• How should leaders prepare teams for what’s ahead?

Example: AI-Free Trust Revolution - Human-created content, human judgment, and transparent decision-making become differentiators in response to skepticism toward AI-generated work.

Session Notes And Reflections

Program Introduction And Trust & Change

MAR. 10 •

2-4

P.M. • D4 EXECUTIVE BOARDROOM

Speaker:

Notes:

Reflection Prompts →

EQ & Communication

APR. 14 • 2-4 P.M. • WALSH THEATER

Speaker:

Notes:

EQ & COMMUNICATION REFLECTION

Reflection Prompts →

Decision Making & Senior Leader Panel

MAY 12 • 2-4 P.M. • WALSH THEATER

Speaker:

Notes:

DECISION MAKING & SENIOR LEADER PANEL REFLECTION

Reflection Prompts →

Reflection Prompts →

Capstone Presentations and Graduation Celebration

OCT.

20 • 2-5 P.M.

Speaker:

Notes:

• WALSH THEATER AND EMPLOYEE OWNERS LOUNGE (B2)

CAPSTONE PRESENTATIONS AND GRADUATION CELEBRATION

Reflection Prompts →