SHAPING THE FUTURE OF BUSINESS
We are proud to present “The 5 Most Successful Chief Administrative Officers Shaping the Future 2025,” a special edition celebrating the executives who operate at the very core of organizational excellence. In an era defined by rapid transformation, operational complexity, and intensifying global competition, the role of the Chief Administrative Officer has never been more critical — or more influential.
Today’s CAOs are far more than administrators. They are strategic architects who bring together people, processes, and performance. They navigate operational challenges with precision, cultivate cultures of accountability, and design the internal systems that keep organizations resilient, agile, and ready for the future. Their work is often behind the scenes, yet their impact is felt across every function and every team.
In this edition, Inc Magazine highlights CAOs who are setting new standards across industries. These leaders are driving digital transformation, strengthening governance, optimizing workflows, and championing sustainable growth — all while ensuring alignment, support, and empowerment throughout their organizations. They bring clarity to complexity and transform corporate vision into measurable, meaningful execution.
On our cover, we proudly feature Robert Schapp, Chief Administrative Officer at Travelers Protective Association (TPA). Robert has leveraged his extensive expertise and industry knowledge to nurture a culture rooted in community, connection, and service. His commitment to high-touch leadership and genuine human engagement has earned him admiration as a transformational leader making a profound impact on TPA members and the wider community.
This edition celebrates the CAOs who quietly and powerfully shape the future of business. Their leadership reminds us that while vision sets the destination, operational excellence paves the way.
Also, don’t forget to explore our other leadership stories and insightful articles curated by our in-house editorial team.
Happy Reading ....!
Note
SCHAPPR ert
Chief Administrative Officer | Travelers Protective Association (TPA)
O N T E N T S Article 16 22 28
Leslie Drynan: A Tale Of Transformation And Dynamic Leadership
Fawn Weaver: Honoring the World’s First Known African American Master Distiller
Intel Gains Momentum in Chipmaking Race with New Nvidia Manufacturing Deal
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LeslieDRYNAN
General Manager | Port of Johnstown
A TALE OF TRANSFORMATION AND DYNAMIC LEADERSHIP
Leslie Drynan is a dynamic leader from Ontario, Canada. She is renowned for her strategic approach and extensive expertise in the Eastern Ontario municipal sector. As the General Manager at the Port of Johnstown (POJ), Leslie exemplifies exceptional proficiency and dedication. She empowers growth and makes a real difference!
The Remarkable Transition: Entering to the Port of Johnstown
Leslie dreamed of becoming a local municipal Chief Administrative Officer by 40. This aspiration began in her early 20s, inspired by a strong female CAO who mentored her at the start of her career. Over the years, Leslie made strategic career moves to enhance her skills and broaden her experience in both the upper and local tiers of municipal government. However, as she progressed, the landscape of local government also evolved. When Leslie finally achieved her goal of becoming a CAO, she soon realized that the position for which she had long aspired was no longer what it once was. Although she was fortunate to work alongside a
supportive mayor and council and had a wonderful team, she felt that her true purpose was not fulfilled. Surprisingly, an opportunity arose to lead the Port of Johnstown. While Leslie had never envisioned herself in this role, the prospect was appealing. Since the port is owned by a local municipality, she recognized that her governance experience would be transferable, allowing her to collaborate and grow the business in a way that would benefit the entire community.
Leslie’s Key Leadership Principles for Change
First, Leslie concentrates on the importance of knowing her team and becoming part of it. She states, “People are our greatest assets. If you don’t understand what makes them tick, what motivates them to come to work and contribute, you will never achieve seamless change.”
Effective communication is crucial; as a key leader, she fosters a strong workplace culture by ensuring that everyone knows how much they are valued. This is essential for creating a clear vision and strategy. Every day, Leslie shows up with a positive attitude,
Leslie Drynan
General Manager | Port of Johnstown
remembering small details about each team member. She genuinely cares about leading by example, embracing change, and involving everyone. She encourages the team to take pauses when necessary and challenges them to dig deep, empowering them to recognize their worth and her belief in their abilities.
Nurturing an Innovation and Collaborative Culture
Leslie started her career at a small desk in the corner, answering the phone. As she gradually climbed the career ladder, she adhered to only one key principle for fostering a positive workplace culture: active listening to every team member. From day one, she focused on creating a work environment that empowers all employees to speak their minds, generate new ideas, and express concerns about what may not be working. She encourages opportunities for experimentation and actively involves team members in the development of operating and capital budgets. Most importantly, she allows them to become the creators of innovation and continuous improvement.
Leslie’s Biggest Inspiration
Leslie’s biggest inspiration is her parents. Throughout her childhood, they embraced her innate firstborn, encouraging her to lead and inspire others through quiet, empathetic, and compassionate kindness.
Challenges in Male-Dominated Industries
Consistency has been the key to Leslie’s leadership success, and she has been fortunate that her reputation continually exceeds hers. She considers herself blessed for being able to work with great people who accepted and embraced her for who she is as a person. As a result, she has not faced any major challenges.
Priorities for the Port’s Strategic Plans
Leslie’s vision for the new strategic plan focuses on business and partnership development. She aims to expand the rail and marine operations while ensuring the resilience and continuity of grain operations. Another goal is to cultivate a high-performing, cross-trained team that is open to growth and committed to innovative excellence. Leslie plans to provide a motivating employee experience, including a focus on customer service and health and safety culture excellence.
Short-term Operational Efficiency with Long-term Infrastructure Investment
The Port is currently in a strong financial position, particularly in 2025. Given the aging infrastructure, the team is focusing on preventive maintenance initiatives while developing a new strategic plan and a long-term capital plan.
Previous leadership, with the support of the Port Management Committee and Township Council, has made some wise strategic investments to improve efficiencies within grain operations. Therefore, the Port will continue to rely on its internal expertise to maintain financial health.
Empowering Teams and Encouraging Growth
To empower the team and encourage growth, it is essential to lead by example. Actively listen to understand each individual’s passions and areas for improvement. Provide honest and open feedback, trust team members and offer development opportunities. Ensure that expectations are clear and foster an environment of collaboration, positivity, and authenticity, allowing people across the organization to feel grounded and accepted as their true selves.
An Edge Over the Peers
The Port of Johnstown is Eastern Ontario’s Premier Port! Its strategic location and potential make it an ideal choice for customers across the province and beyond. To maintain a competitive advantage, the Port collaborates with its contracted stevedoring company to attract more cargo, shipping business, and grain brokers. By focusing on customer service excellence, superior programs, ongoing investments in infrastructure, and operational efficiency, the Port aims to remain the preferred choice in the region.
Economic Development of Eastern Ontario: Port’s
Significance
Leslie believes the Port plays a crucial role in the broader economic development of Eastern Ontario. It serves as a gateway for international trade, facilitating the smooth movement of commodities and goods across borders. The Port supports local industries, creates jobs, and attracts investment, acting as a catalyst for economic growth in the region.
As global trade continues to evolve, Leslie and her team must strike a delicate balance between advancing economic goals and safeguarding the planet’s future.
She believes that through collaboration with companies across the sector, suppliers, customers, other industries, society, and local communities, this sector can champion a transformative shift that aligns with both local and global goals, securing a sustainable future for business and the planet.
The Port is not just an economic driver but also an integral part of the community’s social fabric. It offers jobs, supports local industries, and drives growth.
At the Forefront of Shifting Global Supply Chain Dynamics
The Port’s geographic location is a strategic asset that influences accessibility and connectivity. The team is focused on developing robust infrastructure to support the seamless flow of goods while maintaining awareness of the current and evolving political scenario.
Upcoming
Strategies for New Business and Investment
Following the completion of the strategic plan, Leslie and her team will focus on promoting the brand and communicating their priorities through enhanced marketing and efforts. The approach is simple: engage with people, start small, and build relationships and partnerships. Whether through a pilot project or long-term investment, embracing a bit of risk and having the determination to succeed will enable them to expand the business and better serve their customers.
Future Endeavors
In the dynamic field of supply chain management, the integration of marine transport and logistics is transforming the traditional role of the Port. Leslie envisions the company evolving from merely a point for loading and offloading cargo to becoming a crucial enabler of trade. The Port is adapting its strategies to align with the changing needs of global supply chains.
The infrastructure expansions will be a key priority in the upcoming discussion during the 2026 capital budget deliberations scheduled for the fall of 2025.
Additionally, there will be a focus on developing a 5- to 10-year capital plan for the port.
Weaver CEO & Founder Uncle Nearest, Inc.
Fawn
Fawn Weaver
Honoring the World’s First Known African American Master Distiller
While traveling abroad, Uncle Nearest CEO, Fawn Weaver, came across a New York Times article about the little-known story of a formerly enslaved master distiller Uncle Nearest, who taught Jack Daniel how to make Tennessee whiskey. After knowing Uncle Nearest and Jack Daniel’s story, Fawn Weaver followed the story down to Tennessee and invested $1 million of her own money in 2016 to found the brand, Uncle Nearest Premium Whiskey, and later to establish the $50 million 323-acre Nearest Green Distillery in Shelbyville, Tennessee.
Presently, Uncle Nearest Premium Whiskey is the fastest-growing American whiskey brand in U.S. history. It has been ranked among the top 1000 companies honored on the 2022 Inc. 5000 list. With a massive growth of over 3,000% since its first year and nearly 700% during the Inc. 5000 list, Uncle Nearest joined the illustrious group of organizations like Meta, Microsoft, and others, who gained their first national exposure on the list. In October 2022, Uncle Nearest crossed the $100 million sales mark and is expected to more than double that total by the end of 2023.
In addition to being at the forefront of Uncle Nearest Premium Whiskey, Fawn Weaver is also founder of Nearest Green Foundation, which offers full scholarships to every descendant of Uncle
Nearest, the world’s first known African American master distiller.
The Inc. Magazine spoke with Fawn Weaver about her entrepreneurial journey and the future of Uncle Nearest Whiskey.
How do you diversify your organization?
In my company, diversity begins at the top and continues throughout our ranks. Our company is 50 percent women and nearly 50 percent BIPOC. From SVP on up, our leadership team is more than 75 percent women, LGBTQI+, and people of color. All ideas are welcome at Uncle Nearest, whether you’re a chief executive or an administrative assistant. If I have an idea and an admin has an idea that the consensus believes is better, my idea is overridden. When you bring together a coalition of intrapreneurs from every background, you will naturally appeal to all audiences - which is our target - in some way, shape, or form.
What would you say has been your greatest accomplishment?
Leading authentically from my heart and following my gut, even when what it is advising, is the opposite of what everyone else has done or is doing. So many leaders feel the need to shapeshift and become like other great leaders that have come before them. I do not have that urge in the least.
Being a key person in this environment is very challenging and all-consuming - are you prepared for the challenge? (How would you Control the Situation)
I am prepared for all challenges, and rest assured they come daily. I do not believe it is possible to control any situation, but I am able to control how I handle a situation. I am a believer that whatever you focus on grows. For this reason, I do not focus on challenges. I acknowledge their existence, seek wisdom to resolve them properly, and then keep my eyes squarely focused on the overall goals I have set for my company.
What
is your “Secret Sauce?” i.e., what are the 3-5 Leadership Principles that you have discovered and executed that have contributed to your success?
The first is I have surrounded myself with an incredibly diverse group of leaders who challenge my vision and help me execute at the highest level. The second is I operate with excellence. For me, excellence is never the goal - it is the baseline. The third is I read A LOT about the wisest and most successful people who have come before me. Napoleon Hill left us a treasure trove of proven leadership principles in Think And Grow Rich and The Law of Success. I do all ten of the laws mentioned and continue to work on the mastery of each. The fourth is I have a partner, my husband Keith Weaver, who is my greatest supporter. I am a believer that what one person can do is no comparison to what two, headed in the same direction with the same goals, can do together. Lastly is my “Box Me In” prayer. For every consequential decision, I pray a very simple prayer. “God, if this is for me, please open the door in a way that no man can close it, including me. And if this is not for me, please close this door in a way that no man can open it, including me.” This prayer has allowed me to only open doors that are a part of my God-given destiny, so I get an enormous amount accomplished every year because I’m not wasting time pursuing things that are not in the best interest of me, my family, my team members, or my organization.
What does success look like for you?
Success for me is doing everything with excellence, consistently, and letting the chips fall where they may. It is sleeping eight hours a night with complete peace, knowing that all you have done throughout the day will carry you on to the next. It is observing a day of rest every week with complete confidence that what I got done in the six days I worked with excellence is more than most people get done in a year. Success for me is a purpose-driven life in which the reward itself is not success at all.
What Makes You an Effective Leader
I genuinely care about my team members and their families. When people in my company say we are a family, they aren’t just talking about those in our company. They are also talking about each other’s spouses, parents, siblings, and children. Our company gatherings undoubtedly will always have the family members of our team members there because their happiness means a great deal to me. I am asking them to spend nearly as many waking hours working in my company as they are spending with their family, so the least I can do is genuinely care about their wellbeing and their ability to show up every day as their whole self.
Brief us about your company’s future perspectives.
Uncle Nearest is the fastest-growing American whiskey company in U.S. history, which includes Bourbon, and is the most-awarded Bourbon of 2019, 2020, 2021, and 2022. Prior to the founding of our company, there was no major spirit brand in history to be founded by a Black American. More than 90 percent of the volume of spirits come from six spirit conglomerates founded by, led by, and majority owned by white men. Uncle Nearest is the first to enter the space with the ability and backing to become the first independently owned spirit conglomerate founded, led, and owned by a Black American. We are building the seventh spirit conglomerate and have begun investing in other brands with an eye on prudent acquisitions to
continue building. Our future perspectives are all well beyond the next five, 10, or even 20 years. Unless God takes me home sooner, you can rest assured I will be building this until I can’t any longer and then ensure my successor is well-equipped to continue the growth.
INTEL GAINS MOMENTUM IN
CHIPMAKING RACE WITH
NEW NVIDIA MANUFACTURING DEAL
Intel’s recent partnership with Nvidia could be a game-changer in the chipmaker’s ongoing quest to regain its status as a top player in semiconductor manufacturing. This collaboration, which focuses on Intel offering cutting-edge foundry services for Nvidia’s upcoming graphics processing units (GPUs), could really boost Intel’s ambitions for next-generation chip production while also providing Nvidia with an additional supply source in today’s tight global semiconductor market.
For Intel, this agreement is about so much more than just landing a big-name client. The company has poured years and billions into trying to reclaim its spot at the top of the manufacturing game after losing ground to competitors like Taiwan Semiconductor Manufacturing Company (TSMC) and Samsung. CEO Pat Gelsinger has put his leadership on the line with a bold plan that aims to roll out five process nodes in just four years, leading up to the much-anticipated Intel 18A process. By bringing Nvidia on board, one of the most demanding and technically savvy customers out there, Intel is sending a strong message that its manufacturing prowess is starting to earn respect among its industry peers.
Analysts are pointing out that Nvidia teaming up with Intel is a big deal, especially considering their long-standing rivalry. Nvidia, known as the top dog in GPU production, has frequently gone head-to-head with Intel in fields like high-performance computing and AI accelerators. However, Nvidia’s dependence on TSMC for cutting-edge manufacturing has become trickier due to capacity issues and geopolitical tensions surrounding Taiwan. By branching out its supply chain with Intel, Nvidia not only lessens its risks but also strengthens its position for future talks with TSMC.
For Intel, this deal is a significant step in proving the effectiveness of its foundry services model. In the past, Intel mainly focused on manufacturing chips that it designed itself, but now the company is shifting gears to become a global foundry, similar to TSMC. Nvidia’s participation could be seen as a strong endorsement, potentially drawing in other prominent customers and helping Intel ramp up its new fabs in Arizona, Ohio, and Europe.
The implications reach far into the tech world as well. To manufacture Nvidia’s next-gen GPUs, we need the latest in lithography, packaging, and power efficiency techniques. If Intel can rise to the occasion and meet these demands, it would showcase its capability to hit the highest industry standards. This could potentially pave the way for more business from AI companies, hyperscalers, and even rivals in the x86 market.
Despite the progress, there are still hurdles to overcome. Intel needs to show it can deliver consistently after facing years of delays with its process node rollouts. If they stumble in keeping up with Nvidia’s timelines, it could shake confidence and jeopardize their foundry ambitions. On top of that, Intel has to navigate the tricky situation of manufacturing for a competitor while still pushing its own GPU and AI products.
Even with the risks involved, the Nvidia deal highlights the changing landscape of the semiconductor industry. As the demand for advanced chips skyrockets due to AI workloads, no single manufacturer can keep up with this rapid growth on their own. It’s becoming essential for even the fiercest competitors to collaborate.
If Intel manages to deliver for Nvidia, it could be a game-changer, establishing the company as a serious contender against TSMC and Samsung, and signaling that its next generation of chip manufacturing is finally here.
