Different But Similar
2026 so far has maybe been my busiest year. Maybe that’s an outcome of significant growth and opportunity. I mean, heck, 2023 was a record year. In the three years since…Yulista has doubled. I’ve gained new friends, experiences, and new perspectives. The last 30 days is a microcosm of the entire year. I participated in two strategic planning sessions, in two unique locations, with two different groups of people, supporting two very differently structured organizations.
One was for Yulista, a family of for-profit companies owned by an Alaska Native Corporation. I get to be the CEO of Yulista. The other was for the EOD Warrior Foundation, a nonprofit whose board I serve on—and whose mission is deeply personal to me as a former EOD operator.
At Yulista, I asked our facilitators to help us define a winning team during our annual planning session. What’s that look like? Better than that, what does that feel like? And even better yet, for who? As part of the session, members of our leadership team delivered “YuTalks”—10-minute, TED-style talks intended to challenge and inspire us. A few years ago I came up with the YuTalk idea; little did I know how impactful those would be over the years.
No one coordinated their messages. And as they prepped, they didn’t even know that we were going to focus on the concept of winning. Yet, taken together, they described the anatomy of a winning team. Here are some of the highlights:
Everything is figure-out-able. - HR
Find a brand worth riding for. - Proposals
Nothing matters if we aren’t taking care of each other. - Contracts
You don’t win every hand; strong fundamentals keep you in the game. - Corp Dev
The edge comes from repetition, not one heroic hand. - Finance
You don’t get there alone. - Group Exec
Take care of what matters most. - Operations Leader
Say yes—even when it is uncomfortable. - Sub Exec
Find joy through purpose, not performance. - BD Exec
We had an amazing week of planning but more importantly, fellowship. Yulista has been “winning” at a clip far exceeding the industry average over the last few years. But that’s not actually how we have defined winning to us. Winning contracts is the outcome of our team having the right mindset and set of non-negotiables.
A few weeks later, the EOD Warrior Foundation gathered to discuss a different set of strategic questions: Who needs us most? How do we best support EOD warriors and their families? How do we raise the resources required to fulfill that responsibility? How do we disarm challenges in the community? Combat the suicide numbers? And help with the mental health crises? The people that support and work with that board are humbling to sit next to. You hear powerful stories. Gain insights from those who have much deeper experiences than you. Navy Captains, Generals/Admirals, Senior Enlisted, Investment Bankers, Attorneys, the passionate staff…I got to hear a story at dinner from someone I respect immensely and was captivated the entire time..fellowship.
At Yulista, we have thousands of people doing work, and we know that when we build the right team, the mission gets served. EODWF has a very small, very committed staff and the same rings true. We have the right team, board, and volunteers with the mission in mind, the people get served. Know exactly who needs you and you can learn what kind of team to build. Some differences for sure, different context and structures, but very similar destinations.
And while one is for profit and one is non-profit, the links and connections between them became clear. Service. And there is enormous power in purpose. Neither organization exists simply for itself.
Yulista is a for-profit enterprise, but profit is not its final purpose. Our performance creates opportunity and benefits for Alaska Native shareholders and communities, while enabling us to deliver critical capabilities to customers serving our nation. Similar to Saban and Wooden who coached players to do things the right way and the scoreboard will take care of itself.
The EOD Warrior Foundation is a nonprofit, but compassion alone is not enough. It must execute, earn trust, raise funds, and make disciplined choices so it can stand beside EOD warriors and families through injury, loss, transition, and help disarm challenges that confront the EOD family.
Revenue, fundraising, growth, and scorecards all matter. But they become meaningful only when we remember who is on the other side of the plan.
Once purpose is clear, the kind of team we need to become gets much clearer too.