I recently went one-on-one with Jorge Titinger, former CEO of SGI.

Adam: First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?

Jorge: Absolutely, Adam. I believe every leader's journey is unique, peppered with its own set of challenges and milestones. My path was no exception. I was born and raised in Perú and came to the United States to go to university with the whole intention of returning as soon as I graduated. I was lucky to be in the heart of the technology revolution in Silicon Valley and attend one of the top schools in the world. As such, I started out as an engineer, I was deeply fascinated by the details of technology but soon realized my true calling lay in leadership. The transition wasn't straightforward, as a matter of fact, my first “job” was as a professional soccer player – and I bring a lot of lessons from the world of sports to the business world. I played on the varsity team of my school and was recruited to play professionally after my senior year season. I played professionally for a little over one season and then the whole league went bankrupt, so I started my “real” career in an awesome company in the technology space in Silicon Valley. Early in my career, I faced significant setbacks—projects that failed, initiatives that didn't take off as planned and learning to manage people with vastly different perspectives. Each challenge taught me something vital about resilience and the importance of adaptability in leadership.

One defining moment was during the tech downturn in the early 2000s. I was leading a team on a major project that, due to market conditions, fell through. It was a tough period that tested our perseverance but ultimately taught me the importance of strategic foresight and flexibility. Navigating through these challenges shaped my approach to leadership, emphasizing the need for continual learning and evolution. This period also underscored the importance of maintaining a strong vision and the courage to make hard decisions during turbulent times and the critical importance of building and leading strong teams and creating a high-performance culture.

Adam: In your experience, what are the key steps to growing and scaling your business?

Jorge: Growing a business requires a robust strategy, a clear understanding of your market, and an unwavering focus on your customers. Equally as important is the business culture that the leaders drive. First and foremost, understanding the customer's needs and continuously adapting your offerings to meet these needs is crucial. As the business scales, maintaining this customer focus can become challenging, but it's imperative to instill this priority across the company.

Building a competent team is equally essential. As leaders, we must not only choose individuals who are skilled but also those who share the company's vision and culture. Empowering these individuals to take ownership and lead their sections is crucial. For instance, at a tech firm I led, we decentralized decision-making, which significantly accelerated our response times and enhanced innovation across departments. There are many academic definitions of culture, but for the purpose of this conversation I would like to define it as “the intersection of what you say you do, what others observe you do, and what you actually do”. The behaviors that are required, allowed, and forbidden in your company define the culture, and it ought to be anchored in the company’s vision, mission, and values.

Financial prudence is another pillar. Efficiently managing your resources, investing in the right areas, and ensuring that every dollar spent aligns with your strategic objectives are vital practices. As we expanded into new markets, keeping a tight rein on our finances ensured that we could weather unforeseen setbacks.

Lastly, innovation must be at the core of your business ethos. In today's fast-paced environment, businesses that fail to innovate risk obsolescence. Encouraging a culture of innovation—where employees feel supported to experiment and propose new solutions—can be a major differentiator.

Adam: What do you believe are the defining qualities of an effective leader?

Jorge: Leadership transcends managing teams and projects; it's about inspiring and motivating others to achieve a common goal. Vision is critical—you need to see the future and paint a compelling picture for others to follow. Empathy is another cornerstone; understanding and genuinely caring about your team's well-being can drive immense loyalty and dedication. I am often asked to distinguish leadership from management, and in an effort to be a simplifier, I say that management is about making requests, while leadership is about making declarations. When one can make a declaration of a future that is better than what people can paint for themselves, people will follow that leader.

Integrity, however, is non-negotiable. Leaders without integrity will soon find themselves without followers. It's not only about doing the right thing when everyone is watching but maintaining those standards behind closed doors as well.

Moreover, adaptability in leadership styles can greatly enhance a leader's effectiveness. Different situations require different approaches, and a leader must be versatile enough to switch gears when necessary. For example, during a company merger, adopting a more directive style may be necessary to streamline decisions, while in daily operations, a more democratic style could foster innovation and engagement.

Adam: How can leaders and aspiring leaders take their leadership skills to the next level?

Jorge: Leadership development is ongoing. A key aspect is self-awareness—understanding your strengths and weaknesses and actively working on them. Formal education, like MBA programs or leadership courses, can provide theoretical knowledge and frameworks, but the real growth happens on the ground.

Mentorship is another powerful tool. Having a mentor who can offer guidance, share experiences, and provide feedback is invaluable. I’ve had several mentors throughout my career who provided insights that significantly shaped my leadership approach. I am a firm believer in building networks, and leaders should pay attention to building powerful networks and becoming part of other’s networks. Industry groups, mastermind groups, and those types of organizations provide great opportunities to build networks.

Furthermore, exposure to different roles and industries can broaden a leader's perspective and enhance their problem-solving skills. For instance, I took on roles in operations, sales, R&D, and even HR, which provided me with a more holistic view of business and honed my ability to lead diverse teams.

Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?

Jorge: First, foster a culture of transparency and accountability. It builds trust and ensures that everyone in the organization is aligned with its goals. Second, innovation should be a continuous agenda—encourage your teams to challenge the status quo and think outside the box. Third, focus on sustainability. Today’s leaders need to consider their impact on the environment, society, and future generations.

Entrepreneurs, executives, and civic leaders may have different stakeholders, but they will likely face the same types of challenges. It is about strategy, resources (financial and people), policy, processes, etc. One extra recommendation is to focus on what is truly important, oftentimes we let the urgent take over the important and it is easy to become reactive and end up focusing on the wrong issues.

Adam: What is your best advice on building, leading, and managing teams?

Jorge: Building effective teams starts with careful selection—ensuring that each member not only possesses the necessary skills but also aligns with the team’s culture and goals. This alignment is crucial for fostering a collaborative environment. Once the team is assembled, clear communication becomes key. Leaders must articulate the team’s objectives, individual roles, and expectations clearly and consistently.

Leadership in managing teams should be adaptive. Different team dynamics may require different leadership approaches. For instance, a team facing tight deadlines might benefit from a more directive leadership style, while a research team might thrive under a participatory approach where creative input is encouraged. Recognizing and responding to these needs is a hallmark of good leadership.

Regular feedback is essential, both positive and constructive. Celebrate successes openly and address issues promptly. It's also important to invest in the professional development of your team members. This not only helps them grow but also enhances their contribution to the team. For example, at one of the companies I led, we implemented quarterly skill-building workshops that significantly boosted our team's performance and morale, and enhanced capabilities that resulted in better bottom-line results.

Adam: What are your best tips on the topics of sales, marketing, and branding?

Jorge: In sales, the focus should always be on solving problems for the customer. The most successful sales strategies are those that understand and address the specific needs and pain points of the target audience. Training your sales team to approach interactions with a consultative mindset can create more meaningful customer relationships and lead to better sales outcomes.

Marketing should tell a story, not just about your product but about how it fits into the lives of your customers. This narrative should be compelling and consistent across all platforms, whether it’s social media, your website, or print advertising. Understanding the customer journey and optimizing touchpoints along this path can significantly enhance your marketing efforts.

Branding is about consistency and emotional connection. Your brand should communicate who you are and what you stand for in every interaction with the market. It's important to maintain this consistency as it builds trust and recognition. Moreover, a strong brand is flexible enough to evolve with market trends while maintaining its core identity.

Adam: What is the single best piece of advice you have ever received?

Jorge: The best advice I’ve ever received was from a mentor early in my career, who told me, "Focus on the depth of your work, not just the breadth." This advice taught me the importance of not just spreading my efforts across multiple areas but diving deep into understanding and excelling in fewer areas. This approach has allowed me to build expertise and make meaningful impacts in the fields I’ve worked in.

Adam: Is there anything else you would like to share?

Jorge: Leadership is an ever-evolving journey that requires continuous learning, unlearning, and relearning. The most successful leaders are those who remain students of their craft, regardless of their achievements. Embrace change, be open to new ideas, declare yourself a beginner to learn new skills, be curious, and always strive to better yourself and your organization. It's about continuous growth, learning, and adaptation. The moment you think you've arrived; you've already started to fall behind. Stay curious, stay humble, and keep pushing the boundaries of what’s possible. Remember, the best way to predict the future is to create it.


Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.

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