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-Alaya Brown
Leadership as Stewardship
Leadershipisoftencelebratedatthefinishline—when
milestonesaremet,targetsareexceeded,andpublic recognitionfollows.Yetthemosttransformationalleaders rarelybegintheirjourneywithapplauseinmind.Theybeginwith conviction.Withresponsibility.Withaquietunderstandingthat leadershipisnotaperformance,itisstewardship.
AnnieHolmesembodiesthistruthwithrareauthenticity.Long beforehernameenteredconversationsaroundpublicleadership andsystemsreform,shehadalreadypracticedleadershipatthe crossroadsoffaith,culture,andservice.Raisedinahousehold wheredutycamebeforevisibility,shelearnedaformativelesson: accountabilityisthehighestformofinfluence.Thatgrounding wouldgoontodefineacareernotshapedbyconformity,butby courageousre-imagination—challengingsystemsthattoooften placeefficiencyabovepeople,evenwhensuchchallengesinvite resistance,critique,andexclusion.
Acrossmorethantwodecadesinsocialimpactandpublic leadership,Anniehasbuiltalegacyofidentifyingwhatothers overlook:patternsofinequity,structuralmisalignments,and overlookedpathwaystosustainablechange.Herexecutive experiencespansnationaleducation,finance,andpolicy institutions,wheresheledlargeteams,managedmultimilliondollarbudgets,anddeliveredtransformationalequalityprograms thatinfluencedoutcomesatscale.Yet,herleadershiphasalways returnedtooneessentialquestion:Howcanimpactbeexpanded withoutcompromisinghumanity?
ThatquestionbecamealivingmissionthroughElevatedLabs LLC,whereAnnieservesasFounder.Rootedinbothlived experienceandprofessionalrigor,ElevatedLabsadvances education,wellness,andeconomicopportunitywhileaddressing thesystemicrealitiesshapingcommunityoutcomes.Under Annie’sdirection,itstandsnotascharity,butasadignity-driven frameworkforlastingtransformation.
AswespotlighttheMostTransformationalLeaderstoWatch in2026,AnnieHolmesstandsout—notsimplyforwhatshehas achieved,butfor how sheleads:withcourage,conscience,and unwaveringhuman-centeredpurpose.
Business
Business
HOLMES ANNIE
Architecting Liberation Through Strategic Innovation
Founder Elevated Labs LLC
Most Transforma onal Leader to Watch in 2026
Leadersgoontoberecognizedandawarded.
However,AnnieHolmeshadalreadypracticedand understoodleadershipatthecrossroadsoffaith, culture,andservice.Inahouseholdwhereresponsibilities alwayscamefirstandwhereherfamilydidnotseektobe recognized,sheabsorbedatruththatwouldlast,onecannot onlyperformleadership,norittobeashow,leadershipisto beaccountable,human,andeventually,stewardship.This firstgroundingwouldlaterpictureacareerthatwasless conformedandmoreofcourageousre-imaginationofthe systemsthatoftenputefficiencyabovepeopleandthatwere characterizedbyre-conceptionandevenexcommunication.
Overmorethantwodecadesinsocialimpactandpublic leadership,sheearnedareputationforidentifyingpatterns ofunfairness,unacknowledgedmisalignments,and untappedavenuestolong-termchange.Herexperience includestopexecutivepositionsinnationaleducation, finance,andpolicyinstitutions,wheresheoversawhuge teams,multimillion-dollarbudgets,andtransformational equalityprogramsthatinfluencedsystemsonascale. Nonetheless,herworkrepeatedlyreturnedtoafundamental questionregarding,howcaneffectbeincreasedwithout jeopardizinghumanity?
ThatquestionbecamearealitywhenshefoundedElevated LabsLLC,wheresheisnowservingasFounder The organizationrepresentsbothherpersonalexperienceand professionalrigor,emphasizingeducation,wellness,and economicopportunitywhiletacklingthesystemicfactors thatinfluenceneighborhoodresults.ElevatedLabs,under herdirection,ismorethanjustacharity;itisaliving foundationfordignity-driven,long-termtransformation.
AnnieHolmes'storyisoneofurgencyovervision,caredrivenleadership,andthecreationoffuturesinwhich peopleandpurposemaylivetogether
RootsinService,VisioninAction
Holmes'sleadershipphilosophyemergedfromher upbringinginaBlackfamilydeeplyrootedinfaith,culture, andservice.Theseearlyexperiencestaughtherthat authenticleadershipextendsbeyondvisibility,itdemands responsibility,integrity,andstewardship.Thisfoundation wouldproveessentialasshenavigatedinstitutionsthat often-valuedefficiencyoverhumanity.
Ratherthanconformingtosystemsthatcontradictedher values,shechoseadifferentpath.Shequestionedthe
structuresthemselves,askingwhyleadershiphadtomean burnout,whyimpacthadtocomeatthecostofwell-being, andwhetherentirelynewmodelscouldbetterserve communitieshistoricallyleftbehind.
Over25years,sheisbuildinganimpressivecareerinsocial impact,movingthroughrolesthatprogressivelyexpanded hercapacitytoseepatternsothersmissed.Shedevelopedan uncannyabilitytoaskthequestionsthatunlockpurpose, alignment,andsustainablegrowthwithinorganizationsand systems.
BuildingtheFoundation:ElevatedLevels
Holmesformallylaunchedherentrepreneurialjourneywith ElevatedLevelsFoundationin2022,thoughthevisionhad beentakingshapeforyears.Thebenefitemergedfroma clearrecognition:accesstoeducation,wellness,and opportunityremainsdeeplyshapedbysystemsnever designedwithequityorwholenessinmind.
"My entrepreneurial work began with Elevated Levels, which emerged from a clear recognition that access to education, wellness, and opportunity is deeply shaped by systems many of which were never designed with equity or wholeness in mind," sheexplains.
ElevatedLevelsbecamebothaprovinggroundandaliving laboratory.Sheworkedcloselywithindividuals, organizations,andcommunitiestodevelopprogramsthat centereddignity,culturalintelligence,andlong-term sustainability.Thefoundationaddressedsocialdeterminants ofhealthinBlack,Brown,andIndigenouscommunities througharts,learning,andeconomicdevelopment.
The future belongs to leaders who can think systemically, act ethically, and build structures that sustain both people and purpose.
My entrepreneurial work began with Elevated Levels, which emerged from a clear recognition that access to education, wellness, and opportunity is deeply shaped by systems many of which were never designed with equity or wholeness in mind.
Theexperiencerevealedbothpossibilitiesandgaps.She recognizedtheneedforscalableinfrastructurecapableof supportingliberationwithoutrelyingonburnout,extraction, orcrisisresponsetheverydynamicsthatplaguemany socialimpactinitiatives.
ScalingImpact:TheBirthofElevatedLabs
In2025,HolmeslaunchedElevatedLabsLLCasthe naturalevolutionofhervision.WhileElevatedLevels establishedvaluesandcommunityfoundation,Elevated Labsprovidesthetools,platforms,andintellectualproperty requiredtooperateataglobalscale.
Thecompanyfunctionsasacreativestudioandtech incubatorwherestrategy,technology,wellness,education, tourism,andtheartsintersect.Holmespositionsitasthe institutionalhomeforherwork,aplacewhereideas cultivatedthroughElevatedLevelscanmatureintosystems thatcanbereplicated,adapted,andsustainedworldwide.
"Elevated Labs is not a departure from my earlier work; it is its expansion," sheemphasizes.
ThestudiocurrentlydevelopsAI-poweredtools,liberationcenteredcurricula,wellnesstechnologies,andcultural intellectualproperty.Eachinitiativereflectsher commitmenttobuildingfinanciallysound,culturally grounded,andstructurallyliberatingventures.
ADistinguishedTrackRecord
Holmesbringsformidablecredentialstoherentrepreneurial ventures.Herresumeincludesexecutiveleadership positionsatmajornationalorganizationswhereshe consistentlydrovetransformationalchanges.
AsChiefEquityOfficerattheCouncilofChiefState SchoolOfficersfrom2018to2022,shepartneredwiththe BoardofDirectorstobuildandimplementthe organization'sfirstinternalandexternalequityand inclusionstrategicplan.Theplangainedadoptionby58memberstateeducationleaders.
Sheprovidedexecutiveleadershipformultiple departments,contributingtothemanagementofa$55 millionannualbudget.Underherguidance,theCouncil implementedanAnti-RacismActionPlanacross58states andterritories,resultingin39newstateequityofficesand activelyinfluencingstate-levelpoliciesandlegislationin threestates.
ShecollaboratedcloselywiththeChiefDevelopment Officertoraiseseven-figureimpactgrantsfor organizationaloperationsandstateprograms.Shealso providedstateeducationleaders,federallegislators,and policystakeholderswithequity-focuseddatastrategiesthat createdtargetedprogramsforsystematicallymarginalized studentpopulations.
Priortothatrole,sheservedasSeniorVicePresidentof Equity,Inclusion&HumanCapitalatOpportunityFinance Networkfrom2016to2017.Shemanagedteamsand budgetsacrossthreedepartmentswhileleadingstrategic implementationofnationalindustryequityandinclusion initiatives.
Herearliercareerincludedservingasthefounding ExecutiveDirectorofUniversityDiversityandInclusionat CaliforniaPolytechnicStateUniversity,whereshe developedcomprehensivediversitystrategicplansfora universityserving20,000studentsand5,000employees.
Sheholdsmultiplemaster'sdegreesineducationfrom PennsylvaniaStateUniversityandcompletedallbut dissertationrequirementsforadoctorateinAdultEducation andLifelongLearning.Herdissertationexploredhow peopleofcolorlearntonavigatepredominantlywhite workplaces,researchthatclearlyinformshercurrent systems-buildingwork.
RedefiningBalanceandLeadership
Holmesapproachesprofessionalandpersonalchallenges throughwhatshecalls"alignmentoverbalance."She learnedearlythatsustainableleadershiprequireshonoring thefullhumanexperienceratherthancompartmentalizing lifeintoseparatespheres.
"Balance, for me, is not about separation, it is about alignment," shesays.Sheprioritizesclarityoverchaos, beingdeeplyselectiveaboutprojects,partnerships,and pace.ForHolmes,restisn'tareward,it'saprerequisitefor sharpleadership,expandedcreativity,andimproved decision-making.
Balance, for me, is not about separation, it is about alignment.
StrengthsandContinuousGrowth
Holmesidentifiesattunementashergreateststrength,the abilitytoreadpeople,systems,andenvironmentswith clarityandcompassion.Thisskill,sharpenedthroughyears ofcommunity-centeredworkandc-suiteleadershipin diversity,equity,inclusion,andjustice,continuestodefine herapproach.
Peopletrustherbecausesheleadswithintentionand followsthroughwithcare.Shedescribesherselfas visionary,disciplined,andgroundedinintegrity
Shehasintentionallydecoupledheroperationsfrom artificialconstraintsofurgencyandconventionaltimelines. Instead,sheviewstimeasafluidresourcealignedwith wisdomandsustainableexpansion.
Thisphilosophyextendsthroughoutherorganizations.She designsworkaroundliferatherthanlifearoundwork,fully integratingherpersonalvalues,family,faith,cultural grounding,andjoyintohowshebuildssystemsandleads organizations.
Whenchallengesarise,shemeetsthemwithdiscernment ratherthanurgency.Sheasksbetterquestionsinsteadof rushingtowardsolutions,relyingonemotionalintelligence todriveherprocesses.Thisapproachmodelsleadershipthat remainsbothcompassionateanduncompromisinghonoring boundarieswhiledeliveringexcellence.
TheClarifyingImpactofCOVID-19
TheCOVID-19pandemicservedasaclarifyingmoment forHolmes.Whileworkingatthetoplevelsofpublic policy,shewitnessedfirsthandhowfragileexistingsystems trulywere—andhowurgentlynewmodelswereneeded.
Ratherthanmerelyreactingtothecrisis,shereflectedand redesignedherapproach.Thepandemicunderscoredthe importanceofadaptability,wellness,andlong-term resilienceovercrisismanagementalone.Thoseinsights directlyinformedhercommitmenttobuildinginfrastructure throughElevatedLabsthatcouldwithstandfuture disruptions.
"That push into innovation never left my bloodstream," Holmesreflects.
Sheopenlyacknowledgesonelearningedge:herrefusalto participateinurgency-drivenculture.Whilethischallenges conventionalexpectations,ithastaughtbothHolmesand thosesheworkswiththevalueofpacing,sustainability,and depthneededtothrive.
RecognitionandImpact
Holmes'sworkhasearnedsignificantrecognition.She receivedtheProfilesinDiversityJournalDiversityLeader Awardthreeconsecutiveyears(2019,2020,2021). PennsylvaniaStateUniversityhonoredherwiththeJustice, Equity,DiversityandInclusionAlumniLeadershipAward in2022.ShealsoreceivedtheInternet2.0Conference VisionariesAwardin2023andrecognitionasoneofthe Top100InnovatorsandEntrepreneursthatsameyear
AMessageforAspiringLeaders
Holmesisofferingstraightforwardadvicetothoseseeking tocreateimpact: "Start where you are, build with integrity, and allow your work to evolve." Sheemphasizesthatclarity comesthroughaction,reflection,andcouragelessonsshe learneddirectlyfrombuildingElevatedLevels.
Sheencouragesleaderstoleadwithdiscernmentratherthan urgencyandtohonortheirhumanityasfiercelyastheir ambition. "The future belongs to leaders who can think systemically, act ethically, and build structures that sustain both people and purpose," shestates.
LookingForward
HolmesenvisionsElevatedLevelsandElevatedLabsas complementaryexpressionsofasingularcommitment: buildingafuturewhereleadershipprioritizeshumanity, creativityholdssacredvalue,andliberationbecomes structuralratherthanaspirational.
"Liberation is not a destination, it is a daily choice. Choose alignment over exhaustion, purpose over performance, and integrity over approval. Build systems that love you back. When you honor your wholeness, success becomes sustainable and joy becomes inevitable," shedeclares.
Asshecontinuesbuildingwhatshecalls"oneliberated systematatime,"shedemonstratesthattransformational leadershipdoesn'trequireself-erasure.Instead,itdemands thecouragetoreimaginesystemsentirely,thedisciplineto buildinfrastructurethatservesratherthanextracts,andthe wisdomtorecognizethattrueliberationmustbeboth deeplypersonalandgloballyscalable.
ForAnnieHolmes,theworkcontinuesnotasadistant dream,butasadailypracticeofarchitectingtheconditions wherepeopleandentirecommunitiescanlivefully, creatively,andfreely
Balancing People, Performance, and Pressure
Modernbusinessleadershipisnotdefinedbya
singlecategoryofexcellenceanylonger.Itis not,forexample,enoughtobeavisionary leaderbutlackhumanity,ortobeadesignerandnothave theabilitytoinspire,ortobeafocusontheemployeesand notproducegoodresults.
Today'sleadershipisanart—ambitionandsustainability, speedandstability,empathyandaccountabilityarethe dimensionsthatneedtobebalanced.Leadershadto undergomorepressurethanbefore.Besideshigher stakeholderdemands,disruptionishappeningallthetime andorganizationsaregettingmorecomplicated.
Atthesametime,theworkersareaskingmorefortheir worktobemeaningful,theywantflexibility,development, andmostimportantlyatrustworthyemployer.Leadersare requiredtoperformwithoutexhaustingtheteam,carryout changeswithoutdestroyingtheculture,andmakedifficult decisionswithoutharmingtheirreputation.Thisisthe modernleadershipequation:people,performance,and pressure—allatonce.
People:TheFoundationofSustainablePerformance
Inpresent-dayorganizations,peoplearenotmerelya resourceanymore.Theyaretheexecutionengine.Strategy turnsintorealityonlywhenthereistalent—therearethose whobuild,sell,innovate,servecustomers,andsolve problemswithanuncertainfutureacrosstheentire company
Nevertheless,talentrequirementshavechanged.The workersexpectmuchfromthecompaniesbesidesjustjob securityandmoney.Theyrequirepurposefulwork, opportunitiesfordevelopment,goodleaders,asafe atmosphere,andhonor.Theleaderswhodonotpay
attentiontosuchrequirementsmightstillgenerateshorttermprofits,buttheywillbefacedwithturnover,lackof commitment,andreducedcapacityastheirconsequences.
Today’sleadersrealizethatpeoplemanagementisnotan isolatedleadershipfunction,itisattheheartof performance.Theyinvestintheareasofprovidingclarity, coaching,development,andculture.Throughconsistency, theybuildtrust.Theydevelopthetypeofatmospherethat hasnolimitsonqualitybutfullsupport.Itisnota coincidencethatwehavestrongteams.Theyarethe productofleadershipdesire.
Performance:ResultsWithDiscipline
Throughtheyears,leadershiphaschangedintoavery people-centricone,buttheperformancestandardisstill heretostay Theissuehasonlyescalated.Growth, innovation,andexecutioninbusinessesarethefastestever. Therivalsarenotslowingdown.Theprofitsareshrinking. Thecustomersaregettingmoreandmoredemanding. Modernleaderswillnothavetheoptiontobeeitherpeople orperformance-oriented;theywillhavetobeboth.There willbeaneedforclearpriorities,measurableoutcomes, anddisciplinedexecution.Itwillrequiretheaccountability oftheteamswithouttheelementoffear.Itwillrequirethe settingofambitioustargetswithoutchaos.
Pressure:TheNewOperatingEnvironment
Pressurehasceasedbeingararephenomenon.Ithas becomeanormalpartoflife.Thebusinessleadershaveto copewiththeambiguitiescausedbytheupsanddownsof theeconomy,changesinregulations,newtechnologies, unreliablesuppliers,andconsumerswhosebehaviorsare hardtopredict.
Thepressurewillalwaysrevealtheweaknessesinthe leadership.Someoftheleaderswouldbefoundmeddling, therebycausingtheorganizationtoslowdownbygoing throughthelengthyprocessesofapprovalandtryingto avoidrisks.Otherswouldbefoundoverreacting,changing directiontoofrequentlyandthustiringtheteams.The performancelevelisloweredinbothsituations.
Conclusion
Currentbusinessmanagementisnolongeraboutonesingle skill.Itconsistsoftheblendingofthinkingintermsof systems,understandingofhumanpsyches,anddisciplinein execution,withtheabilitytowithstandpressure,forming thewholepackageofmodernleadershiprequirements.
Theleadersofmoderntimesareevaluatednotonlybythe endresultsbutalsobythemeansthroughwhichthose
resultscameabout.Theyareexpectedtobetheoneswho bringabouttheculturesoftheorganizationswherepeople cankeepperformingevenwhentheconditionsarehardto predict.
Theyhavetobetheoneswhomanagetokeepthetrust whilemaintainingthespeedofthemomentum.Theyhave tobetheoneswhopushtheperformanceupwardswithout draggingdowntheemployeesthroughover-exhausting them.
Theleaderswhowillbeabletowalkthispathwitheaseand gracewillnotonlybethesameasthenewbusinesssuccess ofthefuturebutalsobethebest,astheworld'sleadershipis nolongerabout,inthemodernworld,eitherpeopleor performance.Ithasbecomeamatterofgivingboth,and thattoo,underpressure,withnodoubtabouttheleader's character.
OWNING Decisions AND Consequences
Ultimately,leadershipisadecision-makingrole.The
hierarchyoftitles,thestrategydecks,andthe structureoftheorganizationmaybeimportant,but theydonotdefineleadershipasimportantlyasjudgment does.Intimesofuncertainty,whenthestakesareattheir highest,andtheoutcomesaregoingtohaveanimpacton thepeopleandthedirectionofthebusiness,theleadersare notjudgedbytheirknowledgebutbytheirchoices.
Toleadwithjudgmentistogobeyondthemereactof makingdecisions.Itinvolvesmakingdecisionsclearly, underpressure,andwithaccountability.Itisaboutrealizing thatbeinginauthorityisnotthesameasbeingpowerful;it isaboutbeingresponsible.Witheverymajordecision,there areconsequences,andthecredibilityofleadershipwill dependonwhetherthoseconsequencesareaccepted.
Inthecurrentworldsituation,wherethelevelofscrutinyis veryhighandthenatureofbusinessischangingrapidly, judgmenthasbecomethemostimportantassetthataleader canpossess.
JudgmentIsMoreThanIntelligence
Intelligenceistheonewhocollectsinformation.Theone makingthedecisionistheonejudgingwhattodowithit. Ananalysisofsituationscanbeperformedbyalotofvery competentpeople.However,onlyafewcanmakethe decisionwhenitisstilluncomfortable,evenafterbeing analyzed.Thecomplexityismadeintoasinglepointof confusionbyjudgment.Itmixeslogicwithcontext, combinesdatawithexperience,andcouplesambitionwith ethicalawareness.
Thisisthereasonwhyjudgmentcannotbereplacedby automationorpassedontosomeoneelse.Toolscangive insightsthatarehelpfultotheleadersbutthenagain, judgmentisthehumanactofchoosingthedirection, acceptingtrade-offs,andtakingresponsibility
OwningtheDecisionMeansOwningtheTrade-Off
Eachmajordecisioninvolvesatrade-off.Mostofthetime leaderserr,andthishappensintwoways:eithertheyevade makingchoicessoasnottobecriticizedortheyselectand donotrecognizewhathasbeensacrificed.Judgmententails theopposite.Itinvolvestrade-offownershipthatis explicitlystated.
Aleaderwhoiscuttingcostsmustownuptowhatisbeing cut—speed,capability,comfort,andinvestment.Aleader whoischoosingaggressivegrowthmusttakethe risk—quality,cashflow,reputation,sustainability.Not acknowledgingthetrade-offsleadstoconfusionandlaterto blame.Themostpowerfulleadersmakethedecisionsina straightforwardmannerandcommunicatethetrade-offsin anhonestway Thistransparencyshieldstheexecutionof theplanandcouncils'trust.
JudgmentUnderPressureRequiresEmotional Discipline
Leadersunderpressureprocesstheirthoughtsdifferently.It shortenstheduration,intensifiestheemotions,andnarrows thehorizon.Stresscanmakeleaderstobereactive, defensive,orhaveafalsesenseofsecurityintheso-called easysolutions.
Thepracticeofrulingbyreasonisanissueofemotional control.Thetopbrassoughttotemporarilypause,calm theirminds,andletnoonebuttheirrationalitydictatetheir choices.
Theyneedtospotthedifferencebetweenwhatneedstobe donequicklyandwhatisreallyneeded.Theyneedtoslow downjustabittogetthelightofunderstanding—andthen taketheboldeststep.Cold-headednessintoughtimesputs oneaheadofthepack.
MakingDecisionsThatBuildTrust,NotJustResults
Today’sleadershipdoesnotsolelyrelyonperformance.It reliesontrust.Judgmentandfairnessarethequalities
thataleadercanalwaysfallbackto,andeventuallythey willbuilduptrusteveninhardsituations.Theteamknows themanagementiscareful,andnotmakingquickdecisions.
Thestakeholdersareawarethatthecompanyistakinginto accounttherisksandnotignoringthem.Thecompanyis witnessingthebenefitsofhavingadecision-makingprocess thatistrustworthy.
Thisbecomesevenmoreimportantinasituationof uncertainty Whenpeoplearounddonotknowwhatthe externalsituationwillbe,theywillseekforpredictabilityin theirownorganization.Leaderswilldothatbybeingstrict andfairwiththeirdecisions.
Conclusion
Toleadwithjudgmentisthemainthingthathasthe capacityofdifferentiatingbetweenthegoodandthebad leaders’presence.Itisthepowerofmakingdecisionswhen itisnotclear,ofexplainingtheoptionsandtheirrespective prosandconsinaplainmanner,andofbeingresponsible fortheoutcomesarrivingwhentheycome.Judgmentisa trustbuilder.
Accountabilityisacredibilitybuilder.Together,theyarethe characteristicsofleadershipmaturity.Finally,leadersdonot becomepartofthememoryforthemerefactthattheywere decision-makersforsomanytimes.
Theydoremember,however,byvirtueoftheirjudging quality—andbytheirreadinesstotaketheconsequences, particularlywhenitwasmostcrucial.
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