EDITOR’S LETTER
The Architecture of Ambition: Building Value, Breaking Ceilings.
DearReaders,
Realestatehasalwayshadaspecificsound—theripofdrywall,thecrinkleofacheck,the negotiationofahardbargain.Butifyoulistencloselytoday,thefrequencyischanging.Weare movingawayfromaneradefinedsolelyby“as-is”transactionsandintoanageofsystemicempathy. Theindustryisnolongerjustaboutacquiringassets;itisaboutstewardship,strategy,andthe couragetoreimaginewhatownershiplookslike.Itismyprivilegetopresentthisspecialissue, “TransformationalLeaders:WomenShapingtheFutureofRealEstateInvesting2026,”a collectionofstoriesaboutthearchitectsofthisnewreality
Leadingthisevolutionisourcoverstar,TaniceMyers,theCo-founderofRoadWarriorInvestors (RWI).Taniceisastudyinpowerfulcontradictions:asophisticatedtechstrategistwhothrivesinthe gritofrealestate.Spending23yearsincorporatetechnology,includingadecadeatMicrosoft,she learnedthatsystemsdictatesuccess.Today,sheappliesthathigh-levellogictothe“WeBuyUgly Houses®”marketplace.Buthertrueinnovationisn'tjustoperational;itisemotional.Taniceoperates on“radical,operationalizedempathy,”provingthatyoucanbuildamassiveportfoliobyfocusingon peoplefirst.Sheisn'tjustfixingroofs;sheishelpingfranchiseesandsellersclearoutthe“head trash”ofself-doubttofindtheirownfinancialfreedom.
Taniceisaccompaniedinthesepagesbyaformidablegroupofpioneerswhoarerewritingtherules ofequityandhospitality.WespotlightJacobandArleenGarza,thedynamicfoundersofREEP Equity;KarenKoenig,thevisionaryCEOofKKFinancialSolutions;LesleyCarey,Founderand CEOofCashmereHotelGroup;andGailBronwynLese,theCEOofLeseInvestments.
Asyoureadtheirstories,weinviteyoutolookbeyondthecapratesandtheclosingcosts.Lookat theresilience.Theseleadersremindusthatthestrongestfoundationsaren’tmadeofconcrete,but ofconviction.
Sincerely,
Simran Khan Project Editor
Mirror Review Media & Tech
MYERS TANICE
Gail Bronwyn Lese 22. Jacob and Arleen Garza 32. Karen Koenig 44. Lesley Carey 54.
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Tanice Myers
Realestateinvestinghasaparticularsound.Itis theripofdrywall,thescreechofanailpulled fromanoldtwo-by-four,thecrinkleofa cashier’scheck.Itis,inthepublicimagination,abusiness ofsharpedges,fastflips,andhardnumbers.Itisaworld of“as-is,”“cash-only,”“no-contingencies.”
Andthen,thereisTaniceMyers.
Shedoesnotmovelikeatraditionalinvestor.Shemoves likeatechstrategist.Shedoesnottalklikeadeveloper. Shetalkslikeamentor,aproblem-solver,astoryteller. For23years,Tanicenavigatedthestructured,high-stakes worldofcorporatetechnologysales.Tenofthoseyears werespentatMicrosoft,auniverseofcomplex challenges,globalsystems,andbillion-dollarbusiness problems.
Today,shestandsinadifferentkindofstructure.A1970s ramblerwith“goodbones”andabadroof,oradated split-levelwhereafamily’slifehasunspooled.Sheisthe co-founder,withherhusbandPaul,ofRoadWarrior Investors(RWI)andtheownerofRealRock,LLC,a prominentfranchiseintheHomeVestors®ofAmerica network.
Youknowthebrand. “We Buy Ugly Houses®.”
Itisajuxtapositionthat,atfirst,doesnotseemto compute.Thesophisticated,empathetictechleaderand thebrightyellowbillboard.ButtounderstandTanice Myersistounderstandthatsheisnot in the“ugly”house business.Sheisinthe systems business.Andhersystemis builtonanalgorithmthetechworldisonlyjuststartingto crack:radical,unshakeable,operationalizedempathy
Taniceisnotjustflippinghouses.Sheischallengingthe “headtrash”ofanentireindustry,provingthatyoucan buildanempirenotjustonprofit,butonpurpose.The questionthatdrivesherisnot “What is this property worth?” Thequestionis “Who am I serving?” Andthe answerisalwaysthesame:People.Communities. FutureHomeowners.
TheArchitectandtheSeed
Theseedsofthisworkwereplantedlongbeforethe Microsoftcampus,longbeforethefirstfranchise. “My real estate journey actually started long before I ever called it a career,” Taniceexplains. “I grew up watching my dad manage rental properties.”
There,inthoseearlymemories,wasthefirst glimpseofthework.Therepairshehandled himself,thetenantrelationships,the“upsanddowns ofownership.”Itplantedtheseedsof entrepreneurship.
Likemanyhands-onlearners,herpathwasnot linear. “I attended college for a time but didn’t earn a degree,” shesays. “I’ve always been a hands-on learner, more driven by curiosity and experience.”
Inherearlytwenties,sheearnedarealestatelicense inWashingtonState,butthe “why” hadnotyet clicked. “I was young,” sheadmits, “and I didn’t yet see how to turn that passion into something sustainable or scalable.”
So,sheshifted.The23-yearcareerintechnology wasnotadetour.Itwasthefoundation.Inthat world,shelearnedto“workwithbusinessleaders, navigatecomplexchallenges,andguideteams throughconstantchange.”Moreimportantly,she becamefascinatedbyhow“structureandsystems cantransformoutcomes.”
WhensheandPaulboughttheirfirstrentalproperty, thetwoworldscollided.Theseedfromher childhoodandthesystemfromhercareer.
“Everything clicked,” Tanicerecalls. “I realized I could take what I had learned in corporate leadership—strategic thinking, process efficiency, and empathy—and apply it to something far more personal: helping people through major life transitions while building long-term value. That moment turned curiosity into conviction.”
Itwasaconvictionthatneededaframework.In 2018,theyfoundit,startingtheirfirst HomeVestors®ofAmericafranchise,FobesHill, LLC Theythoughttheywerejustbuyingawayto “generatemoreconsistentleadflow.”Whatthey discoveredwasthescaffoldingfortheir “why.”
TheFrameworkforEmpathy
The“WeBuyUglyHouses®”brandisabehemoth. Fornearly30years,its900-plusindependently ownedfranchiseshavehelpedmorethan150,000 homeowners.TaniceandPaulnowowntwo,Real Rock,LLCinBoiseandNorthernPoint,LLCin Seattle,andhaveownedthreeintotal.
“
The truth is, what holds most of us back women and men alike isn't the world around us. It's ourselves.
COVER STORY
“When we joined HomeVestors® of America, we thought we were buying into a brand,” Tanicesays. “What we found instead was a model that taught us what every real estate investor truly needs to be successful: Leads, Money, and Education.”
Forasystems-thinkerlikeTanice,this“trifecta” wasrevelatory.Itwasnotjusttheory.Itwasa network“rootedintrust,ethics,andcommunity.”It providedthe process thatallowedhertofocuson the people
Thisiswhatsetsherfranchiseapart.Inanindustry wherespeedoftentrumpssincerity,Tanice’steam slowsdown. “Our goal isn’t to buy every house; it’s to help every homeowner find the right solution, even if that means we’re not the buyer.”
Theyleadwithwhattheycall “The HomeVestors® of America Advantage,” asetofethicalguiderails. Theycomeon-sitebeforemakinganoffersothe numbersare“accurateandfair.”Oncetheofferis presented,thepricedoesnotchange.Theycloseon theseller’stimeline.Theyhandleallclosingcosts andcommissions.Theybuy“as-is.”
And,inamoveofprofoundtrust,theygivesellers athree-dayunrestrictedrighttocancel after signing.Foranyreason. “That consistency and follow-through have earned us trust,” Tanicesays. Itisaccountability,codified.
TheMission:BeyondtheTransaction
IfHomeVestors®ofAmerica,isthe“how,”Road WarriorInvestors(RWI)isthe“why.”
RWIistheplatformsheandPaulbuilt,bornfrom “the miles driven, the people met, and the stories that stay with us long after a property sells.” Its missionissimple: “to empower real estate investors to make a meaningful difference in the lives of People, Communities, and Future Homeowners.”
Thisisnotamarketingslogan.Itisacasefile.
Tanicesharesastorythat,forher,definestheentire mission.“One story that still moves me,” she begins, “involves a woman who had cared for her partner for nearly twenty years after a devastating accident.
When he passed away, the state placed a $400,000 medical lien on their home. She was ready to walk away with nothing.”
Atraditionalinvestorwouldseeonlythelien. Aproblemtoobig,toomessy.Tanicesawa person. “We connected her with a legal team that negotiated the lien down to just over $400. That moment wasn’t about profit—it was about restoring dignity and giving her closure.”
Thisisthework.Thehouseisjustthe containerforthehumanstory
ThisphilosophyhasevolvedRWIintoa platformfor“Edutainment.”OnTikTok,Meta, andLinkedIn,theyshareshortskitsand real-lifestories. “We’ve learned that some of our most powerful teaching tools are the unbelievable, real-life situations we encounter,” Tanicesmiles.Itisawaytoshare genuineinsightswithhumorandheart, demystifyingtheindustryandprovingthat ethical,emotionallyintelligentinvestingisnot justpossible,butpowerful.
TheMentorintheField
Tanice’sworkisnowenteringitsthirdact: scalingherpurpose.AsaDevelopmentAgent forHomeVestors®ofAmerica,sheandPaul arenowthementors,coachingnewfranchise ownersacrosstheirterritories.
“Our goal is to meet each franchise owner where they are,” sheexplains.Itisabespoke, personalizedapproach,aholdoverfromher corporateleadershipdays. “We spend one-on-one time understanding what success looks like for them.”
Herleadershipisnotdeliveredfromapodium. Itisdeliveredfromthefield. “Paul and I believe that credibility in this business comes from doing the work yourself—walking the properties, meeting sellers face-to-face, and solving problems in real time. When our franchise owners see us in the field, they know we’re not just speaking from theory.”
Thisiswhereherleadershiphasbeentested.Not justinguidingfranchisees,butinherownbusiness. “In real estate investing, not every deal ends in profit,” “We’ve had projects where shesaysfrankly unexpected costs, shifting markets, or hidden damage erased margins completely. Those moments force you to lead through loss—to stay calm, analyze what went wrong, and move forward smarter.”
The world doesn't need more perfect people; it needs more people who believe in themselves enough to take the rst step and then follow through. “
Itreinforceshumility Anditiswhythe HomeVestors®ofAmericanetworkoffellowagents andownersremainscritical. “We’re never leading alone,” “That culture of collaboration sheinsists. allows us to continue growing.”
Theresultsaretangible. “We’ve watched franchisees who started part-time, juggling corporate careers, build enough momentum within a year or so to leave their W-2 jobs entirely,” Tanicesays,theprideinher voiceevident. “Watching them step into that independence... is incredibly fulfilling.”
TheViewfromtheRoad
Aftercompleting“wellover500transactions”and coachingdozensofowners,whatdoesimpactreally looklike?
ForTanice,itisnotjusttheclosingnumbers.Itisthe “ripple.”
“One that stands out,” sherecalls, “was a renovation in Boise where we removed a wheelchair ramp we didn’t need for the rehab. Instead of discarding it, we donated it to a local family whose young daughter faced mobility challenges. Seeing her use that ramp for the first time was unforgettable—it turned a construction project into a connection.”
Thisisthephilosophyinaction.Itislookingbeyond thedumpsterandseeingthecommunity.
Inanindustryrockedbypost-2020volatility,rising rates,laborcosts,andnewregulations,Tanice’stechbredadaptabilityhasbeenkey.Sheisnotlockedinto onemodel.
“We’ve adapted by refining our four primary exit strategies—assigning contracts, wholesaling, fixing and flipping, and buying and holding. These multiple exits are essential for maintaining cash flow and flexibility.”
Now,asanemptynesterwithherdaughterin college,sheandPaulareembracinganewseason. Theyareinaperiodof“balance.”Theytravel,write, andexplore.Paullovesclassiccars,andTaniceloves weavingtheirdiscoveriesintothestoriesthatcapture theheartofRWI.
“Balance isn’t about separating work and life,” Tanice muses. “It’s about integrating them.” Shefindsher resetinwhatshecalls“studiotime”—yoga,Pilates,or Zumba.SheandPaultakelongwalks.Theyputtheir phonesaway “It’s not about perfection—it’s about awareness.”
Hervisionforthefutureisclear:toexpandRoad WarriorInvestorsasanationalstorytellingplatform. Sheisnotinterestedinworkshopsoronlinecourses. Herstrengthis“inthefield.”Sheislookingfor partnersinproductionandcontentto“bringmoreof thosestoriestolifeinabiggerway.”
“We’re not tired yet,” shelaughs. “In fact, we’re just getting started.”
TheHeadTrash
WhenTanicespeaksonwomen’sleadershippanels, sheoftenhearsthesamequestionsaboutmotivation, aboutfear.Heranswerisalwaysthesame.
“The truth is, what holds most of us back—women and men alike—isn’t the world around us. It’s ourselves.”
Shecallsit“headtrash.”Thedoubts,thefears,the “stories we tell ourselves about why we can’t succeed.”
“The turning point comes when you decide to stand up for yourself—loudly, proudly, and unapologetically,” shesays. “No one else can do that for you.”
Thisisthefinal,andmostimportant,systemshehas built.Asystemforsilencingself-doubt.Itiswhat allowedhertoleavea23-yearcareerandstartagain.It iswhatsheandPaulpracticedaily,givingeachother honestfeedback“evenwhenit’suncomfortable, becausethat’swhererealgrowthhappens.”
Itisthemessageshewantstoleavewitheveryperson, especiallyeverywoman,readingherstory
“Stop standing in your own way,” Taniceinsists,her voiceamixofcorporatestrategistandcompassionate mentor “Put down the self-doubt, silence the noise, and go after what you want with integrity and heart. The world doesn’t need more perfect people; it needs more people who believe in themselves enough to take the first step and then follow through.”
“Never
GAIL BRONWYN LESE
The Compassionate Force
Investing in Humanity’s Health
doubt that a small group of thoughtful, concerned citizens can change the world, indeed, it is the only thing that ever has.” “
Thepathfromtheoperatingroom,specificallyonewhere secondsmatterandthepatientmightbeachildwithabullet intheirbrain,tothestrategiccommandcenterofamultimillion-dollarinvestmentfundisnotwell-trodden.Infact,it maybequiteunique.However,forGailBronwynLese,it waslessaboutmakingadramaticleapbetweenworldsand moreaboutrecognizingthattheunderlyingprincipleswere surprisinglysimilar.Bothenvironmentsrequiretheabilityto processoverwhelmingamountsofinformationquickly, assessriskwithcoldprecision,andmakedecisionsthathave profoundandlastingconsequences.
Today,astheCEOofLeseInvestments,Gailapplies lessonsforgedundertheharshestmedicallightstothe complextaskofdirectingcapital,definingsuccessnotjust byfinancialreturns,butbyametricshecalls“Returnon HumanCapital.”Inanissuededicatedtothemost inspiringwomenleadersin2025,GailLesestandsout–not justforhersuccess,butfor how shemeasuresit.
Thisisthestoryofaleaderwholearnedaboutinvesting frombothlegendaryfinanciersandthemostvulnerable children,structuredintodistinctphasesofherextraordinary career
TrainingGround:WherePhilosophyMetLifeandDeath
Beforesheeversawastocktickerorabalancesheet,Gail Lesewasalreadystudyingcomplexsystems.Her undergraduateworkincludedamajorinPhilosophy,afield dedicatedtoquestioningfundamentaltruthsand understandingethicalframeworks.Itinstilledinheradeepseatedcommitmenttohumandignityandmutual understanding,aquestshedescribedasparticipating“in humanity’scollectiveandindividualeffortstolivea commitmenttothehabitualsolemnityoftreatingeach otherwithdignityandrespectandmutual understanding.”Thiswasnotanabstractacademicexercise forher;itwasablueprintforhowtoliveandwork,adrive shecallsthe“SineQuaNon”ofherlife.
Thisphilosophicalgroundingcollidedwithbrutalrealityin herpediatricmedicaltraining.Sheworkeddirectlywith severelyindigentchildrenandfamilies,volunteeringasa physicianatplacesliketheLAFreeClinic.Atthattime,this clinicwastheLargestproviderofHealthcareto disadvantagedandimpoverishedchildrenintheStateof California.Here,thestakeswereabsolute.Shefacedcases requiringemergencyproceduresliketakingbulletsoutof children’sheadsandspinalcords,andtreatingSubdural Hematomasresultingfromviolentabuse.
Advocacyforthesechildren'sHumanRightsatthe StateandNationalLevelbecamepartofherwork.
Theenvironmentwasanintense,unforgivingschool ofriskmanagement.“AsaVeryJuniorResident Physician,youareliterallyintheEmergency Room,you...haveliterallyaverypreciousFew Minutes(thisisNOTanexaggeration)…tomake afullyinformedDiagnosticDecisiontosavethat Child'sLife,”Gailshared.Therewasnoroomfor hesitation,noluxuryofextensiveanalysisparalysis. Itwasaboutsynthesizinglimitedinformation, assessingprobabilities,andactingdecisivelyto preservelife.
Thiscrucibletaughtherlessonsaboutpressureand consequencesthatfewbusinessschoolsevercould. ShefoundinspirationintheexampleofAlbert Schweitzer,themulti-talentedfigureknownforhis service,guidedbyhisbeliefthat:“Thepurposeof humanlifeistoserveandtoshowcompassion andthewilltohelpothers.”ForGail,serving otherswithlastingconsequencesprovidedthe greatestprofessionalsatisfaction.
TheMarkets:Risk,Returns,andReynolds Metals
Thetransitiontofinancemightseemabrupt,butfor Gail,itwaslessachangeinpurposeandmorea shiftinthetoolsusedforservice.Sheattended HarvardBusinessSchoolforthreedistinctreasons: acommitmenttopublicservice,adesiretomaster theethicsofbusinessandfinance,andaviewof nationsandeconomiesascomplexbusinesseswith identifiableBalanceSheets,IncomeStatements,and CashFlowStatements.Shesawtherapid-fireworld ofglobalstockandcapitalmarketsassurprisingly akintotheemergencyroom,requiringblink-of-aneyedecisionsbasedonavailabledata.
Hercapabilitieswereputtothetestimmediatelyat FidelityInvestments.FromJanuary2001toJanuary 2003,shewasentrustedwithmanagingthe$100 millionUSDpublicly-tradedFidelitySelectFood andAgriculturePortfolio.Thisperiodincludedthe economicfalloutfromthehorrendous,life-losing eventsof9/11,leadingtooneoftheworstfinancial marketdeclinesintheUnitedStates'history While manyportfoliossufferedsteeplosses,Gailnavigated thedownturnwithstrategicprecision.
Herinvestmentphilosophywasconcise: InvestinLeadership,Vision,and Valuation.Everythingwasa“Buy”ora “Sell”basedonthesethreeparameters.But theunderlyingengineofhersuccesswasher approachtorisk.“Ithinkthedefining parameterofmydecisionswhileinservice astheFundManagerisandhasalways beenRISKmanagement,”sheexplained. Thisfocus,honedinmedicineandrefinedby mentorsMr.NedJohnson,Chairmanof FidelityInvestments,andthelegendary PeterLynch,provedincrediblyeffective. “So much of what I know and have learned about investing I learned from them,” she stated.
Theresultswerestarkagainstthemarket backdrop.Withinjust9monthsoftaking overthefund,sheachievedoneofthehighest returnsforinvestorsintheUnitedStates.She outperformedtheBenchmarkS&P500bya remarkable29.3%,maintainingalowBetaof 0.20–atechnicalindicatorshowingthefund wassignificantlylessvolatilethantheoverall market.Thisdistinguishedperformanceledto thefundbeingrecognizedasoneof“The BestMutualFunds”byBusinessWeekon October8,2001.
Additionally,theindependentrater MorningstarincreasedtheFund’sratingto itshighestlevelof5starsfrom3stars, specificallyacknowledgingits3-year performanceduringhertenure.Thiswasnot luck;itwasacalculatedoutcomeofapplying arigorous,risk-awareframeworkdeveloped acrossseeminglyunrelateddisciplines.She had,inessence,treatedthevolatilemarket likeapatientincriticalcondition,focusing onstabilizationandvitalsigns(risk management)whileidentifyingopportunities (Leadership,Vision,Valuation)forrecovery andgrowth.
TheNewMetric:ReturnonHuman Capital
Today,atLeseInvestments,Gailhascodified herapproachintothefirm’scoremission: SociallyResponsibleImpactInvesting.
Thisgoesbeyondsimplyavoidingharmfulindustries;it activelyseeksinvestmentsthatgeneratepositivesocietal outcomesalongsidefinancialgains.Thekeyinnovationis theirmeasurement.“Specifically,wemeasureandinvestin ReturnonHumanCapital,notjustReturnonInvestment Capital,”Gailstated.Thisisnotasoft,feel-goodmetric;itis abeliefthatinvestmentsthatgenuinelyimprovelives,health, education,andopportunityarefundamentallymore sustainableandvaluableinthelongterm.
JustasinvestorschooseLeseInvestments,thefirmchoosesits investorsandthecompaniesitsupports.Thismutualselection ensuresalignmentonvaluesandgoals.Thiscommitmentruns deepforthoseinvolved.Many,includingGailherself,commit toworkingforfreeformanyyearsandinvestingsignificant personalresources.Gailstatedshehasinvested“100%ofmy networthandlife’searnedassets”intoherbusinesses.Itis aninvestmentstrategybackednotjustbyaportfolio,butby personalconvictionandsacrifice.
Gailalsoseesacrucialdistinctioninleadershiproles.“I personallyhavealwaysthoughtthattheword ‘Manager’isaPoorSubstitutefortheword‘Leader’,” sheexplained.“BigHugeDifference.OurWorldNeeds Leadership.”Buildingeffectiveteamsrequiresfinding individualswhopossessnotjustcompetence,butalsothe visionanddriveforimpact.
ResilienceForged,PerspectiveGained
Gailapproacheschallengesnotasfailures,butassimply being“AfraidtoTry.”Thisperspectiveislikelyhard-won. Handsdown,oneofherproudestandmostdefining experienceswasthebondwithheryoungersister.“For variousreasons,Itrulyraisedmyyoungersisterandshe trulyraisedme.Ihaveessentiallybeenasingle‘Mother’ sinceIwasveryyoung,”Gailshared.Thisprofound responsibilityandmutualcare,sheexplained,“hasmade mewhoIamtoday.”Itwasarelationshipwhere,inadeep sense,“wesavedeachother,”andshefeelsshe“would benothingwithouther.”Thisdeepsenseofpersonal commitmentandcareunderscoresherprofessional philosophy.Herconnectiontoanimalsalsoprovidesavital anchor;shehasrescuedtwoGoldenRetrievers,noting, “actually they rescued me, just saying.”
“
We are not the ‘Storm’, We Are the Mindfulness that Holds IT.
Herperspectivehasalsobeenbroadenedbyatruly globalcareer.Shehasworkedin,traveledin,and livedinninecountriesandeven3Emirates.In addition,shehastraveledthrough,visited,and workedin32UnitedStatesandWashington,D.C., plustheCaribbean.“Travelingandmeeting others(caringforothers)andgainingmutual perspectiveissoveryimportantinlife,”she emphasized.
Shealsodrawsstrengthandguidancefromkey figures.Ms.DorisBuffett,thepioneeringWoman FounderandLeaderoftheSunshineLady Foundation,wasaLeadInvestorinGail's businessesandaprofoundinfluence.“That womanwasaForceofNature,”Gailshared, feelingMs.Buffett's“SunshineRadiatesand GlowsfromtheHeavensAbove.”
Maintainingbalanceinthemidstofsuchintensity requiresdeliberateeffort.Gailfindsreplenishment innatureanddaylight,bothliterallyand metaphorically. “The more time I spend in nature, the happier and more fulfilled I feel,” shesaid. “It'slikeIcanbreathe.”Herrescuedanimal companionsalsoprovideherwithgroundingand energy
GuidingLightsandthePathAhead
Lookingforward,Gail’sdedicationtopublic serviceremainsaconstantstaronherhorizon. Havingrunforpublicofficepreviously,sheseesa futurepathwayinservingthecommunitymore directly. “Since I was a very young girl, I have always known that I have wanted to be a Public Servant,” shestated. “Someday, pursuing that, again (as always, really) will be on my Horizon.”
“
With Great Power Comes Great Responsibility.
Whenaskedforafinalmessagetoreaders,Gailoffered severalguidinglightsthatilluminateherpath.Shecited thetimelesswisdom,popularizedbyVoltaireand memorializedthroughUncleBen'swarningtoayoung PeterParker,a/k/aSpider-Man:“WithGreatPower ComesGreatResponsibility.”
ShealsodrewuponMargaretMead'spowerfulreminder: “Neverdoubtthatasmallgroupofthoughtful, concernedcitizenscanchangetheworld,indeed,itis theonlythingthateverhas.”
Perhapsmostprofoundly,Gailspokeoftheenduring influenceofDistinguishedLuminaryNobelPrize WinnerElieWiesel.Hislighthasbeena“Sacredly, Really,ProfoundlyPropelled...Propulsive “LocomotiveFORCE”throughoutherlife,even throughoutallofits“twistsandturns,”especially wheneveroneisinthedarkestofnightsandthelightest ofdays.
Shequotedhisprofoundwordsfromtheforewordtoone ofhislatestversionsofhisMagnificenttriumphof literature, Night,shared “To and For All of Our Collective Humanity for All of Time Forward”:
“Hopefully,then,someofwhatIhavewritten throughoutthesedecadesmaybeofvaluetosome readers.However,itmaybe—See,Ihavenotkeptmy lipsclosed.”
Gailfindsimmensetruthandeternalwisdominthevery permanenceandperspicacityofthesewords.Their “Magnificently, Glowing, Resplendent Light of Ephemeral Wisdom and Truth to Power,” forallof eternityandforalloftimeforward,guidesher
Sheconcludeswithapowerfulpersonalmantraderived fromthisunderstanding:“Wearenotthe‘Storm’,We AretheMindfulnessthatHoldsIT.”
FROM “SECRETARY” TO CEO The Freight Boss
Who Rewrote the Rules
Youdon’tstumbleintoaleadershiproleinamale-heavyindustry
Youtakeit.
Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.
That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.
Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.
TheJobSheTookJusttoPaytheBills
Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.
Sheneededajob.Anyjob.
Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:
Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair.Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.
It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.
Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.
TheMoveThatAlmostBrokeHer
Yearslater,Dianajoinedaformercolleague— someoneshehadmentored—athisnewfreight forwardingcompany.Sheworkedoncommissionand crushedit.
Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever
Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”
Shekeptsayingno.
Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.
Thencamethemomentthatflippedtheswitch.
TheTitleThatLitaFire
Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary.
Nothispartner.Nothisright-hand.Noteven"headof operations.”
Secretary.
Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.
Dianawenthomeandtoldherhusbandshe wasready
TexasGlobalServicesWasBorn
Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.
Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.
Mostpeoplequitintheearlyyears.
Shedidn’t.
TheFive-YearRule
Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.
Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.
Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.
TheLessonsThatTurnEmployeesinto Owners
Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:
Trucking
· Seetheopportunityinsidethejobyouhate. Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later
· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.
· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.
· Usedisrespectasfuel.
The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.
· Survivelongenoughtogetgoodrates. Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.
WhyHerStoryHitsDifferent
Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday That’snotDiana’soriginstory
Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher.
Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.
IfYou’reThinkingAboutStartingYour OwnThing
Youdon’tneedtobeready.Youneedtobe willing.
Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.
Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.
Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.
Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow
Ocean Freight
Air Freight
Jacob & rleen Garza
How REEP Equity Creates Value and Opportunities for Multifamily Investors
KeyPoints:
● REEPEquitywasestablishedbyfoundersJacobandArleenGarza. TheGarzas,asahusband-and-wifeteam,balancecompany,and clientneedswitha“peoplefirst”approach.
● Since2012,REEPEquityhasbought,sold,andmanaged$720Mof multifamilyassets,managingmorethan5,500unitsacrossSan Antonio,Houston,andAustin.Thecurrentportfoliocomprises twenty-threepropertieswithatotalof4,171units,valuedatover $600million.
● TheGarzasbelievethatwhiletherealestateindustrymayface headwindsinthemonthsahead,themultifamilysectorishereto stayandwillremainresilient.
Investorsoftenfavormultifamilypropertiesforthemonthly cashflowtheygenerate.Rentsarepredictable,and typically,unitscanbeeasilyturnedoverandre-leasedto ensureasteadycashflowyearinandyearout.
Realestateinvestingremainsareliablemethodfor buildinganindividual’scashflowandwealth.
Onepopularwaytoinvestinrealestateisbyowninga collectionofrentalproperties.Propertieswithonlyone residentialrentalunitarecommonlycalledsinglefamilyproperties,whileapartmentcomplexeswith morethanfourrentalunitsareknownasmulti-family properties.
MirrorReviewrecentlyinterviewedJacobandArleen Garzawhohighlightedacommonmisconceptionamong newinvestors:thinkingthatmultifamilyinvestingisonly fortheultra-wealthy.However,thisisnottrue.According toGarza,“Realestateinvestingisnotlikethestockmarket. Manypeoplearestillchoosingtoinvestincertificatesof depositsandretailinvestments,forinstance,butare frustratedwithlacklusterreturnsontheirinvestments.”
(ThefollowingQ&Ahasbeeneditedforlengthandclarity.)
MirrorReview:Canyoudiscussthediversitywithin yourgroupofmultifamilyinvestorsandhowyour servicescatertovaryinglevelsofexperience,from seasonedinvestorstothosejuststarting?
TheGarza’s:Multifamilyinvestingappealstoadiverse groupofinvestors.Ourclientscomefromaroundtheworld andhavevaryinglevelsofexperience-fromseasoned investorstothosejuststarting.Weworkwithamultitudeof investors,includingteachers,engineers,doctors,and individualsfromvariouswalksoflife.Whatunitesthemis
Don’t wait for someone to tell you to get started. Take the initiative. Go full force! “
adesiretobuildlong-termwealthand meetfinancialgoalsthroughpassive income.
Sixty-fivepercentofourclientsinvest withusrepeatedly,evidencethatwe consistentlymeettheirobjectives.By providingaccesstomultifamily investments,weassistinvestorsin hedginginflation,providingtax reductionbenefits,protectingcapital, anddiversifyingtheirportfolios,paving thewaytowardsretirement,college savings,secondhomes,worldtravel, andmore.Wetakeprideinhelpingour investorscreategenerationalwealth andrealizetheirdreams.
MirrorReview:Inyourstatement, youmentionedaverticallyintegrated structure.Howdoesthisstructure provideREEPwithanadvantagein investmentopportunities?
TheGarza’s:Ourverticallyintegrated structurewithourin-house managementteamgivesREEPan
Jacob and Arleen Garza, REEP Founders, Victoria Fraser-Garza (REEP Manager, Acquisitions and Capital Events)
Jack Garza (Manager of REEP Development)
Vanessa Garza (REEP Brand Engagement Specialist)
Selecting the right investment partner can
make all the difference.”
advantageinrecognizingandcreating value,providingincomparableservice andopportunitiestoourinvestors.We focusonacquiringunderperforming, income-producinginvestment opportunities.Weinvestandhavea stakeinthegame.Unlikeothers,we investourowncapitalandoperate propertiesdirectly Thissharedinterest asbothaninvestorandmanager enablestheagileexecutionofbusiness plansthatdrivereturns.
Asweexpandourcommunityof investors,ourcommitmentremainsthe same:tosatisfyeachpersonthrough personalizedservice,transparencyin communications,andstrategic investments.Theroadaheadpromises newopportunitiestohelpourclients achievefinancialfreedom.Alongside ourin-housePropertyManagement team,REEPResidential,wecanfulfill thiscommitment.
MirrorReview:Canyoushareyour educationalandprofessional journeysanddiscusshowyour familydynamichasinfluencedthe cultureandvaluesofREEPEquity, especiallyasyouinvolveyouryoung adultchildreninexpandingyour legacybusiness?
JacobGarza:BeforeREEPEquity,I foundedPropertyAutomation Software,whichbecamethe#1selling propertymanagementsoftwarefor smalltomid-sizedproperty managementcompanies.Thecompany had21,000customersin9countries, managingover3.9millionunits.Asthe soleshareholder,Isuccessfullysoldthe companyin2007.
ArleenGarzaholdsaBachelor’sin BusinessAdministrationinFinance. Beforeventuringintorealestate,she heldvariouskeyrolesinthefinancial servicesindustry,attainingtheposition ofSeniorVicePresident.Herroles
includedNationalHispanicMarketingManager,Retail BankingCenterManager,InternationalPrivate BankingManager,andCreditOfficer Throughoutthis period,Arleensharedherexpertiseonnationaland localmediaprograms,educatingconsumersinboth SpanishandEnglishonpersonalfinancial management.
Aftersuccessfulcapitaleventsintheearlyandmid2000s,weventuredintopropertymanagementby acquiringasmallapartmentcomplex.Thishands-on experienceallowedustounderstandtheintricaciesof incomeandexpensedriversinfluencingproperty value.WeestablishedREEPEquityin2012witha commitmenttoa“peoplefirst”approach,balancing theneedsofthecompanyandclients.Inourroles, Arleenmanagesthecompany’sgrowththrough acquisitionsandcapitalevents,whileIoverseeequity, operations,andtheoverallvisionofthecompany.Our legacybusinessisflourishing,nowwiththeactive involvementofouryoungadultchildren.Today,our businesshasgrowntomanageover$720MMin assets.
MirrorReview:YoumentionedthattheTexas Trianglemegaregionisasignificantpartofyour investmentstrategy.Couldyouelaborateonthe primarydriversofgrowthanddemandinthis region,andhowyouleveragetheminyour investmentstrategy?
TheGarza’s:Ourinvestmentstrategyfocuseson regionsthatattractmajorcorporaterelocations,and jobs.‘Texas’isboomingwithnewbusiness opportunitiesandresidents.Withnostateincometax andapro-businessenvironment,Texasattractsnew ventures,particularlywithintheTexasTriangle megaregion.
Thisarea,linkingDallas,Houston,andSanAntonio, constitutesthe15th-largesteconomyintheUnited States.Fourofthenation'stenmostpopulouscitiesare locatedwithinthisregion.Fueledbybothexpansion andmigration,theTriangleleadsinU.S.growth.
Currently,REEP’sportfoliohas23propertiesinthis region,totaling4,171unitsvaluedatover$600 million.Asbusinessinfluxcontinuesunbalancing supply,Texaspresentsprimeinvestmentprospects. OurholdingsinthethrivingTrianglepositionusto capitalizeonthisflourishingmarket.
MirrorReview:Theexceptionalworkplace cultureatREEPcomesfromitspeople.Howdoes thecompanyactivelyinvolveandengage employeesinkeepingthispositiveculture?
TheGarza’s:ForREEP,it’smorethanjust investinginproperties;it’saboutbuilding relationships.Wedothisthroughourcommitmentto collaboration,positivecommunityimpact,and fosteringacultureofcontinuouslearningforour team.
Westriveforexcellenceineverythingwedo,setting highstandardsandcontinuouslyseeking opportunitiestogrow,innovate,andimprove.We inspireourteamsbysharingthevisionandgiving themthefreedomandtoolstoreachtheirgoals.
Ourpositiveandinclusiveworkplacedirectlycomes fromourteam’scommitmenttoworkingtogether andembracingdiversity Wedidn’thavetoteach thesebehaviors—ouremployeesnaturally understandthatembracingdifferentperspectives leadstogreatersuccessforeveryone.Thereisa reasonwehavebeenfortunatetobe2023award winnersoftheNationalApartmentAssociationTop EmployeroftheYear,TopWorkPlacesbytheSan AntonioExpress-News,andtheFastTrackAwardfor thefifthyearinarowbytheSanAntonioBusiness Journal.
MirrorReview:Consideringthepotential headwindsintherealestateindustry,you expressedconfidenceintheresilienceofthe multifamilysector.Canyouelaborateonthe factorsthatcontributetothisresilience?
TheGarza’s:Multifamilystandsoutforits stability,andwespecializeinfindingopportunities toaddvaluetopropertiesandthecommunitieswe serve.
Therealestateindustrymightfacechallengesinthe monthsahead,butthemultifamilysectorishereto stayandwillremainresilient.Whileeconomic changesmayaffectotherassetclasses,demandfor apartmentswillremainconstant.Peoplealwaysneed aplacetolive.That’swhywe’reconfidentREEP willreach$2billioninassetsundermanagement withinfouryears.Ourgrowthtrajectoryisrobust despitebroaderindustrychallenges.
“
You may not initially have everything you need to get started but you will learn it along the way.
STOP MARRYING YOUR FIRSTIDEA
How Strategic Detachment
Creates Breakthrough Wins
Letmetellyouatruththat’smade—and saved—millionsforCEOswhoplaythelong game:Youcan’tmarryyourfirstidea.
Ilearnedthatthehardway
TheOfferThatWentNowhere
Ihadwhatfeltlikeabrilliantidea.Myapartmentin Porto,Portugal,sitsemptywhenItravel.Manyofmy friendsfantasizeaboutworkingremotely,tastingthe “digitalnomad”lifestyle.SoIthought—perfect.I’doffer themthechancetostayinmyplace,free.
They’dgetatasteoflocationfreedom.I’dgetthe satisfactionofhelpingthemtakeasteptowardabigger life.Win-win,right?
Ireachedouttosevenpeoplewhoseemedlikeperfect fits.
Result?
Nothing.Notasingle“yes.”
Sure,Igotpolitereplies.Afew“That’samazing!”and “I’dloveto,but…”Butnoaction.
Iwasstunned.Inmyhead,I’dpicturedatleasttwo peoplesayingyesbeforeIfinishedmakingtheoffer Instead,Iwasleftstaringatalistofpeoplewhoseemed interested—butweren’tmoving.
TheAutopsyofaDeadIdea
Here'swhereIwentwrong:Ididn’tfollowmyownrules.
Iteachentrepreneursthatastrongofferneeds:
1. Aclearproblem—andprooftheaudiencefeelsit now,notlater
2. Asolutionthatconnectsdirectlytothatproblem.
3. Awhythatmattersemotionally,notjustlogically
4. Messagingthatjoinstheconversationalreadyin theirheads.
5. Acompellinghookthatmakessaying"no" feelexpensive.
6. Therightaudiencesizewithskininthe game.
Ididnoneofthat.
IassumedmyfriendswantedwhatIwantedfor them.Ioffereditwithzerourgency,zerocost, andzerocommitment.Which,ironically,is exactlywhatItellmyclientsnottodo.
So,whatdidIget?
Politeenthusiasm.Andnothingelse.
The
RealProblemWasn’tThem
Iwasn’tjustattachedtotheidea—Iwasweddedtoit.Inmyhead,I’d alreadydecidedthey’dloveit.IskippedthepartwhereIactually confirmedwhethertheyneededit,wantedit,andwerereadyforitnow
Worse,my“samplesize”wassevenpeople.That’snotevenatest—it’s adinnerparty
Andhere’sthebigbusinesstruthIhadtoswallow: Justbecausesomeonesaystheyloveanideadoesn’tmeanthey’llacton it.
It’snotmalice.I’stiming.Peoplehavelives.Prioritiesshift.Meaning welldoesn’tcreatemomentum.
ThePivotThatChangedEverything
OnceIgotovermybruisedego,IaskedthetwoquestionsI should’vestartedwith:
· What’sthereallessonhere?
· HowcanIpivotwithoutclingingtomyoriginalpictureof success?
That’swhenIflippedtheoffer.
Iturnedthe“freestayinmyapartment”intoaVIPStrategy WeekendinPorto—apaidexperiencewherebusiness ownersworkwithmeontheirbiggestbusinesschallenges, face-to-face,inanenvironmentthatfuelsstrategicthinking.
Thistime,itlanded.
Why?Becausenowithadtheelementsthatactuallydrive action:
· Clearproblem:Entrepreneursneededfocusedtimeto workontheirbusiness,notjustinit.
· Logicalandemotionalpayoff:They’dleavewithclarity, strategy,andexecutionsteps—resultstheycouldfeeland measure.
· Skininthegame:Payingmeantthey’dprioritize showingupandimplementing.
· Rightaudience,rightmoment:Iputitinfrontofpeople activelysearchingforabreakthroughnow,not “someday.”
TheLessonYouCan’tIgnore
Yourfirstideaisn’tsacred.Thefasteryoureleaseit,the fasteryoufindtheversionthatworks.
Icould’vewastedmonthstryingtoconvincemyoriginal grouptotakemeuponthefreestay.Icould’vedoubled downonsellingsomethingtheydidn’tseeasurgent.But detachingfromtheoutcomefreedmetospotthebetter opportunity
Thesameprincipleapplieswhetheryou’repitching investors,launchingabiotechproduct,orsellingconsulting. CEOswhoscalefastdon’tjustinnovate—theydiscard quicklywhenaconceptdoesn’tconvert.
How
toSpotWhenYou’reWeddedtoanIdea
Askyourself:
· AmIignoringrealfeedbackinfavorofwhatI imaginedwouldhappen?
· DoIkeeppushingthesameofferwithoutrevisiting theproblemitsolves?
· AmImoreinvestedintheideaitselfthaninsolving thecustomer’sactualneedrightnow?
Ifyouanswer“yes”toanyofthese,you’renot testing—you’redefending.Anddefensedoesn’tscale.
ACEO’sPlaybookforStrategicDetachment
Here’stheprocessInowfollow—andcoachothersto use—whenanofferstalls:
1. StepBack.Removeyouremotionalinvestment. Thinklikeanexternalstrategist,notthecreator
2. CheckYourAudience.Areyouspeakingtothe rightpeopleattherighttimeintheirdecision cycle?
3. RefinetheProblem.Isthepainurgentenoughfor themtoactnow?
4. RebuildtheOffer.Increaseclarity,urgency,and commitment.Givethemareasontoprioritizeit.
5. RetestFast.Smallaudience?Smalllaunch.Don’t waitsixmonthstofindoutifthepivotworks.
FinalWord
Ifyourofferisn’tlanding,stopforcingit.Release yourattachmenttowhatshouldwork.Thefasteryou moveonfromthedeadweightofyourfirstidea,the fasteryoufindtheonethatcreatesrealtraction.
TheCEOswhowinbigaren’ttheoneswiththebest firstideas.They’retheoneswhoadjustfasterthan themarketshifts.
So,askyourselftoday—not“HowdoImakethisidea work?”but— “What’sthenextbestversionIcantestnow?”
Thereisacertainkindoffreedomthatcanonlybe
understoodonthebackofaHarley-Davidson,a feelingofcommandoveryourowndirectionasthe landscapeofSurprise,Arizona,unfoldsaroundyou.For KarenKoenig,thisisnotjustaweekendhobby;itisa metaphorforalifelivedonherownterms.Sheisawomanof fascinating,harmoniouscontrasts.SheisaretiredAirForce Majorwhoonceoversaw24-hourbombermissionsinthe IndianOcean.Sheisaquilterwhopatientlystitchestogether intricatepatternsfromdisparatepiecesoffabric.Sheisan authorwhochallengesoutdatedmodelsofleadership.Andshe isafinancialplannerwhoteacheswomen,entrepreneurs,and peoplenavigatingthebewilderinglandscapeofdivorcehowto takethehandlebarsoftheirownfinanciallives.
TounderstandKarenKoenig,youmustunderstandthe unconventionalpaththatledherhere.Hersisnotthestoryof aprodigywhoclimbedtheladderonWallStreet.Itisthestory ofawomanwhobuiltalifeinthestructured,male-dominated worldsofthemilitaryandaerospace,thentookthediscipline, strategy,andresilienceshelearnedthereandfuseditwiththe hard-wonempathyofpersonalcrisis.Shehascreateda financialpractice,KKFinancialSolutions,whichisas uniqueasherjourney.Itisaplacewhereaclient’smoney mindsetisgiventhesameweightastheirmarketportfolio, andwherethegoalisnotjusttoaccumulatewealth,butto buildalifethatfeelsasfreeandintentionalasarideonthe openroad.
TheMakingofaMajor
Karen’sstorybeginsinthedisciplinedrhythmofamilitary familyinNebraska.Structure,service,andasenseofduty weretheairshebreathedfromanearlyage.Inspiredbyher parents,sheenlistedintheAirNationalGuardattheageof 21,startingherjourneyasanElectronicMechanic.Overthe next26years,shewouldbuildadistinguishedcareer, eventuallyearninghercommissionandretiringasaMajor
Hertimeinthemilitarywasamasterclassinleadershipunder pressure.ShedevelopedsignificantcommunicationsandIT skills,servingasaCommunicationsCommanderwhere, duringatwo-yearactivedutytourinsupportoftheNational GuardBureau-directedOperationJumpStart,she managedtheCustomsandBorderProtection(CBP)P-25 project.Thiscriticalinitiative,whichwasonepartofthe largerOperationJumpStart,involvedupgradingthestate emergencyradiofrequenciesfromanalogtodigitaltoenable vitalinter-agencycommunication.Shealsoleddiverseteams inhigh-stakesenvironmentswhereclarityandcalmwerenot justvirtues,theywereessentialforsurvival.
DuringadeploymenttoDiegoGarciainsupportof OperationIraqiFreedom,sheservedasaServices Commanderindirectsupportofthebombermissions. Inthiscapacity,shemanagedover132contract personnel,oversaw300recreationandsportsactivities withover10,000participants,andhaddirectoversight of3Morale,Welfare,andRecreation(MWR)facilities servingover9,600patrons.Itwasthislarge-scale responsibilityforpersonnelandlogisticsthat highlightedherstrategicmindforresource management.Sheimplementedareusablewater containerinitiative,aseeminglysmallchangethat ultimatelysavedtheAirForceover$100,000annually.
Afterhermilitarycareer,Karentransitionedintothe aerospaceindustry,whereshemanagedthecomplex logisticsandbudgetingformultimillion-dollar projects.Theseexperiences,inthemilitaryandin aerospace,werehercrucible.Theytaughtherhowto thinkstrategically,howtomanagevastresources efficiently,andhowtoleadwithasteadyhandthrough thefogofuncertainty Thesewerenotskillsshewould leavebehind.Theywouldbecometheveryfoundation uponwhichshewouldbuildhernextchapter,achapter sheneversawcoming.
TheCrossroadsofaNewLife
ThemostpivotalmomentinKaren’slifedidnot happeninawarroomoracorporatehighrise.It happenedduringherowndivorce.Suddenly,the structured,predictablepathshehadknownwasgone. Shewasfacedwiththedauntingtaskofcompletely rebuildingherfinanciallifefromthegroundup.Itwas aperiodofprofoundstressanduncertainty,butitwas alsoamomentofpowerfulrevelation.Sherealized howdeeplyunpreparedmanypeople,especially women,arefortheseismicfinancialshiftsthatcome withmajorlifetransitions.
“That experience made me determined to help others avoid the stress and uncertainty I went through,” Karenreflects.Itwasinthecrucibleofherown vulnerabilitythatshefoundhertruecalling.Her passionforfinancialplanninggrewfromadesireto combinethestrategicmindsetshehadhonedover decadeswiththecompassionandclaritythatpeopleso desperatelyneedduringtheirmostdifficulttimes.She hadspentacareermanagingmissionsandbudgets; now,shewouldmakeithermissiontohelppeople managetheirlives.
“
If
you focus on building relationships, delivering real value, and continually learning, success will follow.”
Letmetellyousomething mostpeoplewillnever sayoutloudinameeting, apodcast,ortheirLinkedInpost:
Theloudestpeopleintheroomare notalwaysthemostpowerful.The fastestrunnersdon’talwayswinthe race.Andthepersonyouthinkis “ahead”mightjustbesprinting towardawalltheydidn’tsee coming.
Ilearnedthislessonthehardway
TheTrapWeAllWalkInto
WhenIwas29,sittinginaFortune 500conferenceroom,IwassureI wasbehind. Behindinsalary.Behindin promotions.Behindinthe imaginaryraceeveryambitious personthinksthey’rein. Ilookedatcolleaguesbuying houses,launchingsidehustles, gettingfeaturedinbusiness magazines,andIthought,“IfIdon’t catchupnow,I’mdone.”
SoIdidwhatmostofusdowhen panickicksin:Ispedup.Isaidyes toeveryproject,stayedintheoffice tillmidnight,workedthrough weekends,andrepliedtoemails beforemycoffeewasevenpoured.
Andyouknowwhathappened?
Iwasn’twinning.Iwas bleeding. Notjustenergy—butstrategy, relationships,andperspective.The verythingsthatmakeinfluence sustainable.
That’swhenIlearned:Speed withoutclarityisjustnoise.
Why“KeepingUp”IsaBroken Game
Here’stheuncomfortabletruth:The world’smostsuccessfulleaders— theonesyouneverseesweatingon Instagram—arenotchasingpace. Theyarecontrollingrhythm.
Theydecidethebeat.Everyoneelse adapts.
Thisisnotlaziness.Thisisnot “manifesting”withoutaction.This isdeliberate.Controlled.Ruthlessin itsrefusaltoberushedbysomeone else’scalendar
I’llputitplain:Whenyouletthe market,yourpeers,orsocial mediasetyourtempo,youhave alreadysurrenderedpower.
WhatYouLoseWhenYouRush
Let’sstripthisdowntowhat actuallyhappenswhenyouletthat pressureto“keepup”dictateyour moves:
· Youstopthinkinglong-term. Quickwinsfeelgood.Buttheycan trapyouincyclesofreactivework thatdon'tbuildequity—financialor otherwise.
· Yousignalweakness. Yes,movingtoofastcanmakeyou lookdesperate.Partners,investors, andclientscansmellwhenyou’re operatingfromfearinsteadof intention.
· Youdrainyourleverage. EverymajordealI’veclosed happenedbecauseIhadthepatience tolettheothersidemakethefirst mistake.Rushersdon’tgetthatluxury
· Youburnyourteam. Ifyou’releadingpeople,remember: yourpacebecomestheirpace.Ifyou runthemragged,theywilleitherquit orquietlydisengage.
TheMythof“TooLate”
Ioncehadlunchwithatechfounderwho exitedhiscompanyfor$180million— at57.
Hetoldmehedidn’teven start intech untilhismid-40s.Beforethat,hewas sellingindustrialcleaningequipmentin theMidwest.
HesaidsomethingI’llneverforget: “Iwasn’tlate.Iwasrightontimeforthe businessIwasreadytorun.”
Thinkaboutthat.
Rightontime.Notaccordingtohis peers.Notaccordingtoventurecapital trends.Butfor him
That’sthepartsocialmedianever showsyou—thedecadesoflearning thatmakea“sudden”successstory possible.
HowtoReclaimYourPaceWithout LosingMomentum
Let’sgettactical.Becauseit’sone thingtonodalongandsay,“Yes,I shouldslowdown,”andanotherthing toactuallyadjustwhenyourinboxis screaming.
Here’smyblueprint:
1.Auditthenoise.
Listeverydemandonyourtime. Thenask:“Whobenefitsmostfrom medoingthisquickly—meorthem?” You’llbesurprisedhowmuchofyour urgencyisbuiltforotherpeople’s gain,notyours.
2.Protectdecisionspace.
Blockactualhoursinyourcalendar eachweekforthinking,notdoing.If youdon’tprotectmentalspace,the onlydecisionsyou’llmakeare reactive.
3.Setyourownmilestones.
Insteadofchasingexternal benchmarks—titles,revenue numbers,mediafeatures—define what“ahead”lookslikeforyouin 3,5,and10years.
4.Communicateyourpaceasa strength.
Whensomeonetriestorushyou,say: "Wemovewithprecision,notpanic.
That’swhywewin.”
Watchhowfasttheystart mirroringyourtone.
5.Usepauseasanegotiation tool.
Silenceunnervespeople.When youdon’trushtorespond,they revealmorethantheyintended. Dealsgetbetter.
TheCEOMindsetShift
Inboardrooms,paceispower.
Theexecutiveswhoknowwhento pauseadecision—toleta competitoroverextend,towatcha trendmature,towaitforbetter terms—aretheoneswho dominateinthelongrun.
Thisisn’tjustaboutbusiness.It’s about life
Ifyoucanmasteryourowntiming, youcanwalkintoanyroom,any deal,anychallenge,without feelinglikeyou’recatchingup.
Andhere’sthekicker:onceyou stoptryingtokeepup,you’llstart noticingsomething—thepeople youthoughtwereaheadareoften justbetteratlookingbusy.
TheFreedominOwningYour Timeline
WhenIfinallysloweddown, Ididn’tloseground.Igainedit. Opportunitiesdidn’tdisappear Thewrongonesdid.
IstartedseeingpartnershipsI’d neverhavenoticedbefore.Ihad thebandwidthtomentoryounger leaders.Ibuiltanetworknotby chasing,butbybeingsteady enoughthatpeopletrustedI’dbe aroundinfiveyears.
That’sthequietadvantage:Youstop livinginreaction,andstartleading fromintention.
ReadThisBeforeYouRushAgain
Nexttimeyoufeelthatitch—theone tellingyouyou’refallingbehind— Iwantyoutorememberthis:
Thereisnouniversaltimeline.There isonlyyourcapacityandyour readiness.
Youcan’tbelatetoyourownlife. Andinbusiness,youcan’tbelateto theopportunityyou’vebeenpreparing toown.
Here’sthechoice:
Youcankeepplayingcatch-upin someoneelse’srace.
Oryoucancontroltherhythmso completelythatyoustoprunning altogether—andstartmovingexactly whereyouneedto,exactlywhenyou needto.
Onewillexhaustyou. Theotherwillmakeyouimpossibleto overtake.
Yourpaceisyourpower.Protectitlike equity.
In the gilded world of luxury hospitality, where opulence has long been the primary currency, Lesley Carey is building something different. Her ventures, the Cashmere Hotel Group and Empowered in Paradise, are guided by a quieter, more profound principle: that true luxury doesn’t just surround you; it transforms you from within.
TherewasatimewhenLesleyCarey’sunderstandingof luxurywasshapedbytheimpeccablestandardsofhighendhotelsaroundtheworld.Hercareerwasajourney throughthesebastionsoffive-starservice,aworldofcrisp linens,attentivestaff,andflawlessexecution.Buta pivotalchapterinherprofessionallife,afive-yeartenure workingwiththeteambehindtheNBChitshow The Biggest Loser Resorts,wouldfundamentallyalterher perspective.AstheFounderandCEOofCashmere HotelGroupandEmpoweredInParadiseLuxury WellnessRetreats,thisexperiencebecamethecatalyst forherlife’swork.
Itwasthere,inanenvironmentdedicatedtoprofound personalchange,thatshewitnessedsomething extraordinary.Shesawindividualsarrivecarryingthe weightoftheiroldlivesand,throughacombinationof physicaleffort,nutritionalguidance,andadeeply supportivecommunity,leaveasentirelynewpeople.It wasaraw,powerful,anddeeplyhumanprocess. “Witnessing firsthand how a nurturing, holistic approach can spark profound personal transformation inspired me deeply,” sherecalls.Theexperiencecrystallizedanew visionforher. “It became clear that luxury could no longer be just about opulence—it needed to nourish the mind, body, and soul.” Thisrealizationwasthecatalyst foranewkindofenterprise,onethatwouldseektofuse theeleganceofluxuryhospitalitywiththelife-altering powerofpurposefulwellness.
TheFirstExpressionofaNewPhilosophy
Lesley’sfirststepinbringingthisvisiontolifewas thecreationofEmpoweredinParadise,aseriesof luxurywellnessadventureretreats.Thesewerenot designedtobesimplevacations,butimmersive journeys.Thegoalwastooffersomethingfarbeyond traditionalrestandrelaxation.Shecurated experiencesinsomeoftheworld'smostbreathtaking destinations,creatingaspacewhereindividualscould reconnectwiththemselves,resettheirgoals,and embraceasenseofempowerment.
Theretreatswerealaboratoryforherevolving philosophy.Theycombinedactivitieslikesurf lessons,mountainhikes,andislandritualswithdeep internalwork,includingbreakthroughmindset coachingandmindfulnesspractices.Thisfusionof adventureandintrospectionwasdesignedtoawakena person’spotential,notjustofferanescapefromtheir dailylife.Thesuccessoftheseretreatsconfirmed Lesley’sbeliefthattherewasapowerful,unmetneed fortravelexperiencesthatofferedgenuine transformation.
BuildingaSanctuary:TheGenesisofCashmere HotelGroup
In2019,Lesleytooktheprinciplesshehadhoned withherretreatsandappliedthemtoamore permanent,physicalmodel.Shefoundedthe CashmereHotelGroup,acompanybornfroma desiretochallengeandredefinethetraditionalluxury hotel. “I wanted to create something different—something that wasn’t just about lavish surroundings, but about an experience that truly transformed guests,” sheexplains.
Shesawaworldwherestressanddisconnectionwere becomingrampant.Inresponse,sheenvisioneda collectionofsanctuariesthatcouldofferempowerment, healing,andrichsensoryexperiences,allwrappedinthe eleganceoftrueluxury TheCashmereHotelGroupwas createdtomeetthisneed,bringinganewdimensionof meaningfulindulgencetodiscerningtravelers.Thegroup wouldcometoencompassnotjustCashmereResorts, butalsocontinuetheworkofEmpoweredinParadise andincludeTheLavenderHotelCollection,eachbrand speakingtoadifferentfacetofherholisticvision.
TheDualPillarsofaModernBrand
Today,Lesley’senterprisestandsontwocomplementary pillars,eachofferingadistinctbutphilosophically alignedexperience.
TheCashmereHotelGroupfocusesoncreatingrefined yetculturallyimmersiveboutiquehotels.Theproperties arecuratedtoblendmodernelegancewithadeeprespect forlocalheritage,whichisexpressedthroughart, cuisine,andarchitecture.Guestsenjoytailored experiences,frombespokeitinerariesandin-room wellnesstreatmentstocuratedculinaryadventures featuringlocalflavors.Sustainabilityisacornerstoneof thebrand,witheco-consciousoperationsandresponsible tourismpracticeswovenintothefabricofevery property
WhatsetsCashmereapartisitscommitmenttoquiet sophistication. “We appeal to travelers who seek discretion, intimacy, and serenity—not just flashy luxury,” Lesleynotes.Thisexperienceisfurther enhancedbydata-drivenpersonalization,whichensures thateachstayfeelsuniquelycraftedtotheguest’s desires,elevatingtheirvisitbeyondmere accommodationintosomethingdeeplypersonal.
EmpoweredinParadise,ontheotherhand,continues itsmissiontoprovidetransformationalretreatsthat weavetogethermind,body,andsoul.Theseexperiences areactiveandparticipatory Thefusionofdeepinternal workwithadventureremainsakeydifferentiator A particularlynotablefocusoftheretreatsisthewomen’s empowermentprograms. “Designed by and for women,” Lesleysays, “they blend healing, leadership, and entrepreneurship within stunning, inspiring destinations.” Anonlinecommunityandcoaching ecosystemextendtheimpactoftheretreatfarbeyondthe physicaljourney,creatingalastingnetworkofsupport.
Together,thesetwobrandsstandoutintoday’sexperiencedrivenmarket.Cashmereprovidesanelevated,serene luxurygroundedinculturalsoul,whileEmpoweredin Paradiseoffersamoreactivepathtopersonalgrowth throughintentionalcommunityandlife-changingtravel.
AnEcosystemofExcellenceandEmpowerment
TheclientswhogravitatetoLesley’sbrandsaretypically discerninghigh-net-worthindividualswhovalueprivacy andimpeccable,personalizedservice.Theirexpectations arehigh,andLesleyhasbuiltanecosystemdesignedto meetthem. “They expect nothing less than flawless attention to detail—whether that’s a private dinner prepared by a celebrity chef, seamless transportation by private jet or helicopter, or exclusive access to the world’s leading luxury brands,” sheexplains.Privacyisparamount, andherteampridesitselfondeliveringtheseextraordinary momentswiththeutmostconfidentiality.Toachievethis, shecollaborateswithanexclusivenetworkofworldrenownedchefs,eliteaviationproviders,andiconicfashion andhospitalitybrandsthatshareherdedicationto excellence.
ThiscommitmenttoexcellenceismatchedbyLesley’s dedicationtowomen’sempowerment,aprinciplethat guideseveryfacetofherbusiness.Shedesignshospitality experiencesthattransformherpropertiesintoplatformsfor growthandconnection.Thismanifestsinpartnershipswith femaleentrepreneurs,artisans,andcreatives,apracticethat infusesherhotelsandretreatswithauthenticstoriesand talent.Mentorshipisalsointegraltohercompanyculture, withtrainingandleadershipprogramsdesignedtohelp womenateverylevelbuildconfidenceandadvancetheir careers. “My goal is to create environments where women feel truly seen, supported, and empowered to thrive,” she says.
TheLeaderattheHelm
Leadingacompanywithsuchadynamicandpersonal visionmeansthatnotwodaysarealikeforLesley “One day I’m navigating strategic decisions, the next I’m pushing creative boundaries or engaging with partners and clients,” shesays.Shefindstheconstantchallengeandthe opportunitytoinnovatetobeinspiringandenergizing.
Thisjourneyhasnotbeenwithoutsignificanthurdles. “One of my proudest achievements is building something unique—something that no other company in the luxury space offers,” shereflects. “However, the journey hasn’t
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Never give up. Keep pushing boundaries, break through barriers, and most importantly know your worth.
Jim Bullard
Bree Lorentzen
Louie Spetrini
been without obstacles.” Theonsetof theCOVID-19pandemicwasamajor challengethatforcedhertopivotand focusintenselyonbuildingthe foundationofCashmereHotelGroup fortwoyearsunderextremelydifficult conditions.Asawomanfounder,raising capitalinatraditionallymaledominatedindustrywasanother significanthurdleshehadtoovercome.
Lesley’sapproachtothesechallengesis oneofmindfulresilience. “During tough times, my go-to mantra is to step back, breathe, and then face the challenge head-on with renewed focus,” shesays. “Persistence and resilience are key.”
AFutureofPurposefulGrowth
ThepathaheadfortheCashmereHotel Groupisoneofanambitiousand thoughtfulglobalexpansion.Europeis attheforefrontoftheseplans,witha focusonestablishingapresenceinItaly andGreece,followedbyanextension intoBali,Indonesia Thegoalisto createunforgettable,immersive experiencesineachnewlocation, stayingtruetothebrand’scommitment toculturalauthenticity.Ahighlighton thehorizonisacollaborationwitha renownedcelebritychef,apartnership thatpromisestoelevateherculinaryand retreatofferingstonewheights.
Tofuelthisambitiousprofessional journey,Lesleyreliesonagrounded personallife. “Maintaining a healthy work-life balance is a priority I hold dear,” shesays. “Family and friends are my anchor—they provide joy and perspective beyond the professional sphere.” Outsideofwork,Lesley indulgesherloveforcooking,which shefindsbothcreativeandtherapeutic. Shealsoenjoysgolf,swimming,and travelingwhenevertimeallows.These activitiesrechargeher,allowingherto bringfreshenergybacktoherwork.
Herfinalthoughtsareadirectmessagetoaspiringleaders, especiallywomenenteringabusinessworldthatcanoften feelunwelcoming.Itisamessageforgedfromherown experiencesofbreakingthroughbarriers. “Never give up,” shesayswithconviction.
“Keep pushing boundaries, break through barriers, and most importantly—know your worth. Walk into every room, especially those dominated by men, with confidence and purpose. Own your space unapologetically.”
