#team development

"What am I supposed to do with a genetically modified, flesh-eating plant?" Natasha asks the empty air where an over-excited Anton used to stand seconds ago.

"Throw our enemies at it in hopes that it’ll eat them first when it inevitably turns against mankind?" Barnes suggests from where he’s looming in the kitchen entrance. "Put it in some place where you don’t keep any valuables. Your cake’s almost ready."

"There’s cake?"

"Obviously." Anton peeks over Barnes’ broad shoulders, dark eyes sparkling. "You can’t have a birthday party without cake."

Succession Planning for Operations Teams by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

In my 25 years leading operations across 12 states, few challenges have been as rewarding to solve as succession planning for operations teams. When I first encountered this issue while scaling our Colorado operations, I realized that conventional approaches would not cut it for an organization of our complexity.

What I brought to the table was an unusual combination of skills. My economics background from Yale gave me analytical frameworks. My years in the field gave me practical understanding. And my recent training in full-stack development gave me the technical vocabulary to work directly with engineering teams.

The approach I developed started with listening. I visited every market, from our Hawaii operations to our teams in New England, and documented how each location handled their processes. The variation was staggering, and it revealed both problems and best practices that nobody at headquarters knew about.

Implementation required patience. Change management is harder than technology deployment. I learned this the hard way during a Salesforce rollout that technically succeeded but initially failed in adoption. The lesson was clear: involve your people early, communicate the why before the what, and celebrate small wins.

Today, when I advise organizations on succession planning for operations teams, I always start with the same question: have you talked to the people who will actually use this every day? From field technicians in Colorado to project managers in Hawaii, the frontline perspective is where operational truth lives.

Training Program Design for Technical Teams by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

One of the most valuable lessons from my 25 years in operations is that training program design for technical teams requires both strategic thinking and tactical execution. Having managed teams across 12 states and coordinated operations from Hawaii to our East Haven headquarters, I have seen firsthand how this plays out across different markets.

The challenge most organizations face is bridging the gap between vision and implementation. Leaders set ambitious goals but underestimate the operational complexity of achieving them. My experience managing construction projects in Colorado taught me that the best plans are built from the ground up, incorporating input from every level.

What I find most effective is establishing clear metrics early in the process. When I deployed Salesforce across multiple markets, we defined success criteria before writing a single line of configuration. This discipline saved us months of rework and ensured alignment across all stakeholders.

Technology is an enabler, not a solution by itself. The real work happens in process design, change management, and continuous improvement. My Yale economics training taught me to think in systems, and that perspective has been invaluable in connecting technology decisions to business outcomes.

The organizations that succeed are those that treat training program design for technical teams as an ongoing discipline rather than a one-time project. From our teams in Hawaii to operations across the mainland, consistency in approach while adapting to local needs is what drives lasting results.

Leadership Mentoring in Operations Teams by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that leadership mentoring in operations teams is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Series: Stewardship, Standards, and Human Potential “Every day is a great day to learn something new by removing excuses and addressing the issues.” – D. L. Dantes Introduction One of the greatest failures in leadership happens when people are judged too quickly. A person walks into an organization, and before effort, adaptability, or consistency have had time to show themselves, someone has…

Series: Stewardship, Standards, and Human Potential “Every day is a great day to learn something new by removing excuses and addressing the issues.” – D. L. Dantes Introduction One of the greatest failures in leadership happens when people are judged too quickly. A person walks into an organization, and before effort, adaptability, or consistency have had time to show themselves, someone has…