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In this episode, Hilary Corna sits down with Marjorie Kreppel, CEO of The Counseling Center Group, to discuss scaling a mental health practice while maintaining quality care, strong culture, and human connection. Marjorie shares her journey from marketing to therapy and the challenges of expanding across multiple states. Together, they explore how technology, AI, and better processes can support growth, while emphasizing the importance of implementation, accountability, and leadership. The conversation highlights why successful scaling is about more than expansion—it’s about building systems that empower people to do their best work. TIMESTAMPS [00:50] Meet Marjorie Kreppel and The Counseling Center Group [02:00] From solo practice to a growing mental health organization [07:00] Scaling while maintaining quality care and strong values [09:30] The operational challenges of expanding across multiple states [11:20] Building better systems with technology and AI [14:30] Why creating processes isn't enough [16:00] Implementation, accountability, and continuous improvement [19:00] Aligning leadership, processes, and company culture [22:40] Rethinking the role of a CEO [23:40] Where to connect with Marjorie

In this solo episode, Hilary Corna explores how AI is changing the consulting and coaching industry, and why that might actually be a good thing. As AI makes information, frameworks, and recommendations more accessible, she challenges consultants to rethink what clients should really be paying for: not knowledge or presentations, but measurable results and lasting improvements. Drawing from her experience at Toyota and working with organizations, Hilary explains why AI cannot replace human judgment, facilitation, or the ability to drive meaningful change. She discusses the difference between delivering information and creating outcomes, the risks of automating broken processes, and why the most valuable consultants will be those who help organizations build the capability to improve on their own. TIMESTAMPS [00:50] Welcome back + Ops Edge Academy announcement [02:22] Is AI replacing consultants? [03:39] The difference between knowledge and real results [05:52] Why the consulting industry needs to rethink its value [09:04] The risks of using AI to automate broken processes [11:05] How AI can support consultants without replacing human connection [13:30] Scaling services without sacrificing client outcomes [16:06] The three skills becoming more valuable in the AI era [18:00] Lessons from Toyota: building lasting improvement capabilities [20:53] Why clients should still hire you when information is free [22:15] The future of consulting and meaningful transformation

In this episode, Hilary Corna sits down with Mahesh, Founder and Managing Director of Cosmic Electrical Limited, a Nepal-based energy company focused on transmission lines, distribution lines, and rural electrification projects. Mahesh shares how growing up in a village without electricity shaped his purpose, why bringing power to rural communities became deeply personal, and how Cosmic has impacted millions of lives through clean energy initiatives. Hilary and Mahesh also discuss the operational challenges that come with scaling a purpose-driven business, including getting processes out of the founder’s head, simplifying complex systems, building accountability, and helping teams adopt a new way of working. From EMP learnings to the “Cosmic Way,” this conversation explores how leaders can create clearer systems, stronger culture, and businesses that can eventually run without depending on the founder. TIMESTAMPS [00:50] Meet Mahesh and Cosmic Electrical Limited [01:50] How Cosmic started and why rural electrification became the mission [04:37] The village story that shaped Mahesh’s purpose [08:44] Why Mahesh joined EMP and what he wanted to bring back to the business [11:50] The biggest changes after EMP: purpose, vision, and process clarity [13:38] Simplifying project management and making processes easier to follow [16:14] The challenge of changing people’s mindset [17:37] Why simplification is harder than complication [19:06] Clarity, accountability, and “who does what, when, and how” [21:00] The myth of being CEO: “the company won’t run without me” [22:00] Why systems and culture must come before hiring senior leaders [23:41] Building a business that can live beyond the founder’s brain [26:15] Where to connect with Mahesh

In this episode, Hilary Corna sits down with Jim Jacobs, CEO of Focus Insight and Human Layer AI, to talk about how AI is changing the way companies think about process, scale, and operational efficiency. Jim shares how the EMP program transformed his perspective on growth, helping him rethink his business model, rebuild processes, and identify where AI could create real leverage. Together, Hilary and Jim explore why AI should not be treated as a replacement for people, but as a tool that can augment teams, reduce repetitive work, improve quality, and lower costs when implemented correctly. They also discuss the importance of human judgment, building the right guardrails, using AI to solve real business problems, and why companies can no longer afford to keep operating the way they always have. TIMESTAMPS [00:50] Meet Jim Jacobs, CEO of Focus Insight [01:30] What Focus Insight and Human Layer AI do [02:30] How EMP changed Jim’s perspective on scaling [04:00] Rebuilding the business around AI and process improvement [06:00] Using AI to rethink roles, structure, and workflows [09:40] The risk of using AI without judgment or guardrails [12:20] Solving real process problems with AI [14:30] Focus Insight’s core customers and market research work [15:30] Lessons from process improvement and simplifying the customer experience [18:00] Why organizations are being forced to change faster than ever [21:00] AI as the next major shift in business operations [23:30] The biggest myth about being a CEO [25:00] Where to connect with Jim

In this solo episode, Hilary Corna talks about a common frustration she hears from CEOs: “If I’m not watching, it doesn’t get done.” She explains why this happens when the CEO becomes the invisible operating system of the business, and why relying on memory, check-ins, and personal follow-up creates hidden operational dependency. Hilary breaks down how leaders can move from supervision to true systems by clarifying ownership, defining what “done” means, making status visible, and building escalation into the process. She also shares a practical “vacation test” to help leaders identify where the business still depends on them—and why stronger systems should create freedom, not control. TIMESTAMPS [00:50] “If I’m not watching, it doesn’t get done” [02:00] When the CEO becomes the invisible operating system [04:30] Why memory is not a management system [06:01] A simple exercise to find operational dependencies [07:14] Building follow-up into the process [11:17] The leadership shift from safety net to system builder [13:32] The vacation test: where does the business still depend on you? [15:04] Why dependency becomes a risk as the business matures [16:30] Letting go and building systems that create freedom

In this episode, Hilary Corna explores the risk of waiting too long to define, improve, and train around how work actually gets done. Through a live operational conversation, she discusses how inefficiencies become normalized, why process and culture are deeply connected, and how unclear systems make accountability harder than it needs to be. Hilary also explains why scaling is not solved by simply adding more people, why leaders must hold a clearer operational vision before the team fully understands it, and how documenting workflows can reveal the low-hanging fruit most companies ignore for years. This episode is a practical look at what happens when organizations stop accepting “the way things are” and start building the foundation needed to grow. TIMESTAMPS [00:50] Why waiting to change creates operational frustration [01:51] Building a more autonomous and scalable sales process [02:47] The connection between process, culture, and accountability [05:57] How clarity makes accountability easier [08:05] Reviewing the workflow and identifying what needs to change [19:00] Prioritizing the biggest process gaps [20:13] Refining the RFP and partner/channel flows [45:39] Next steps: sign-off, prioritization, and implementation support [51:35] Why doing this work early prevents bigger problems later

In this solo episode, Hilary Corna shares five operational trends she is seeing as organizations return from summer and prepare for Q4. She explains why teams often come back to too many competing priorities, how unresolved process issues begin to look like people problems, and why growing companies can outpace the systems they rely on. Hilary also discusses the risks of automating inefficient processes with AI, why companies should begin reflecting on the year before January, and the practical steps leaders can take now to finish the year with greater focus and a stronger operating system. TIMESTAMPS [00:50] Returning from vacation and preparing for Q4 [02:09] Trend #1: Everyone is coming back to too much [02:45] Why prioritization matters more than moving faster [04:08] Trend #2: Process problems are starting to look like people problems [05:00] Questions to uncover the real source of operational friction [05:39] Trend #3: Growth has outpaced the company’s operating system [06:36] Identifying processes that haven’t kept up with growth [06:56] Trend #4: AI is exposing bad processes [07:52] Simplify before you automate [08:44] Trend #5: Learn from the year before January [09:29] Using PDCA to reflect, refine, and improve [10:27] Five actions leaders should take right now [10:59] Why doing a few things well beats trying to do everything [11:32] Closing + upcoming programs and resources

In this special mashup episode, Hilary Corna brings together some of the strongest moments from the podcast so far in 2026. The episode highlights key themes around proactive leadership, continuous improvement, operational maturity, and the hidden ways companies normalize inefficiency. From avoiding a “wait and see” culture to stopping the habit of rewarding firefighting, Hilary shares practical reminders for leaders who want to build healthier systems, reduce chaos, and create teams that improve before things break. To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [00:50] Avoiding a “wait and see” culture [02:20] The hidden cost of waiting too long to improve [02:49] Three ways to build a more proactive culture [04:23] Why companies wait until something breaks [05:38] Stop rewarding firefighting [07:07] Why you can’t scale chaos [07:40] Improving while things are still working [08:27] When continuous improvement becomes corporate theater [09:33] The difference between looking like you’re improving and actually improving [11:30] Why employees lose trust in new initiatives [12:35] Real continuous improvement is consistent, not flashy [13:17] Most businesses don’t have a talent problem — they have a system problem [14:28] The three stages of organizational maturity [16:26] Why variability creates chaos [17:11] Three starting points for creating more clarity [18:06] How small process issues become company culture [19:23] Challenging “the way we’ve always done things”

In this episode, Hilary sits down with Meghan Freed, CEO of FreedMarcroft, a Connecticut-based family and divorce law firm. They discuss the myth that entrepreneurship creates instant freedom, why employees should not be expected to “think like owners,” and how small operational issues can quietly become part of a company’s culture. From Toyota’s “Stop the Line” principle to the importance of surfacing problems early, this conversation is full of practical insights for leaders building teams, systems, and healthier workplaces. To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [01:34] From practicing law to starting a firm [06:00] Learning how to run a business—not just practice law [11:53] Scaling the firm and building a pipeline for new lawyers [15:20] The myth that entrepreneurship creates immediate freedom [17:49] Why employees should not be asked to “think like owners” [20:23] Toyota’s “Stop the Line” principle and valuing employee time [24:09] How inefficiency becomes normal in company culture [26:31] Psychological safety, problem-solving, and “golden eggs” [29:40] Workarounds, process debt, and imperfect technology [35:31] “Happiness Matters”: Meghan’s leadership philosophy [38:39] Where to connect with Meghan

In this solo episode, Hilary Corna shares the personal story behind her passion for Japanese culture, process improvement, and Toyota. She reflects on how childhood curiosity, studying Japanese, taking a leap to work abroad, and eventually joining Toyota in Singapore shaped the work she still does today. Hilary also shares why she left Toyota, how her first book came to life, and why she still feels called to help organizations improve after nearly two decades. To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [00:50] Hilary's origin story [04:30] Studying abroad in Japan and making meaningful connections [08:40] Moving to Singapore with no job and betting on herself [10:40] Landing multiple offers — and finally Toyota [14:20] Bringing Kaizen and PDCA from manufacturing to dealerships [18:10] How childhood curiosity turned into a lifelong calling [19:20] Why Hilary eventually left Toyota [21:50] Why the work still feels meaningful today

In this solo episode, Hilary Corna shares reflections after speaking at EMP (a highly competitive, MIT-based program connected to the origins of EO). After dozens of conversations with founders and leadership teams, one theme kept coming up: most companies aren’t struggling because growth stopped—they’re struggling because growth started to feel heavier than it should. Hilary explains the concept of “invisible drag,”why revenue growth can mask operational problems for a long time, and how complexity creates variability → friction → leadership dependency.  To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [00:50] Back from speaking at EMP (what it is + why it matters) [01:20] Why growth starts feeling heavier than it should [02:25] “Invisible drag” explained (the hidden accumulation) [03:35] Misdiagnosis: “people problem” vs operational maturity gap [04:35] The loop: complexity → variability → friction → dependency [05:05] Why real improvement is lots of small fixes (not one big leap) [07:00] What CEOs really want: leverage + less rescuing [07:30] Operational maturity isn’t control—it’s leadership freedom [08:05] If it feels heavy, you may have outgrown your old way of operating [10:00] A key check: are your processes evolving as fast as complexity/revenue? [11:00] 3 takeaways + questions to reflect on

In this solo episode, Hilary Corna calls out an uncomfortable truth: in many organizations, “continuous improvement” has quietly turned into corporate theater—a lot of activity that looks like progress, but doesn’t actually change anything. Hilary breaks down what real continuous improvement looks like day-to-day (stability, daily problem solving, psychological safety, and leadership maturity), plus how her team can help companies rebuild the system behind the work. To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [00:50] The uncomfortable truth: continuous improvement has become corporate theater [01:39] “Rehearsing” improvement vs actually improving [02:36] The real standard: if behavior doesn’t change, improvement didn’t happen [03:30] Vulnerability + transparency: why leaders avoid showing the “mess” [04:30] Initiative fatigue: when employees stop believing it’ll stick [06:08] What real CI looks like (better questions + smaller daily problem solving) [07:37] Kaizen without sustained adoption = expensive performance

In this solo episode, Hilary Corna shares a real-time update from inside her Ops Edge Academy cohort—and a pattern she sees in almost every company trying to improve operations: the moment when “a few small fixes” suddenly turn into a web of dependencies. She explains why that discomfort is actually progress (not overcomplication), how scoping exposes the work that was already there, and what it looks like to shift from being busy to being coordinated. She closes with a simple question to help you spot whether you’re making isolated improvements—or coordinating a systemized shift. To join The Ops Edge Academy waitlist, visit www.HilaryCorna.com or email [email protected] TIMESTAMPS [01:30] The moment every company hits: when “a few fixes” suddenly explode [02:20] Scoping exposes reality [03:10] The reframe: clarity doesn’t reduce work—clarity reveals work [03:30] From chaos to coordination: why one coordinated plan changes everything [04:00] “Busy” vs “coordinated” [05:00] Incremental change vs rushing the rollout [06:40] The execution truth: you won’t over-communicate—most teams under-communicate [07:00] The Toyota rule of thumb: tell people (at least) 10 times [08:00] The stall point: trying to implement everything in isolation [09:20] The closing question: isolated improvements or a systemized shift?

In this solo episode, Hilary Corna explains why most companies don’t improve until something actually breaks—and how that creates a “firefighting” culture that feels productive, but quietly makes the business fragile. She reframes the problem as a behavior issue (what gets rewarded), not just a process issue, and shares how healthy organizations build momentum by improving while things are still working. Hilary introduces PDCA as a simple habit (not a giant initiative), shows how small improvements compound over time, and closes with a practical challenge you can run this week to build operational “health” instead of constantly managing emergencies. TIMESTAMPS [00:50] The “sting” statement: most companies only improve when something breaks [01:22] The hidden cost: by the time you react, you’ve already paid the price [01:27] What “70% working” looks like (messy handoffs, inconsistency, rework) [02:03] Real consequences: lost clients, lawsuits, damaged social proof [02:32] You’re not alone—and why proactive improvement is the harder (better) path [02:57] The uncomfortable truth: it’s not a process problem, it’s a behavior problem [03:03] How organizations reward firefighting (and ignore prevention) [03:48] When your best people become expert “reactors” instead of system designers [04:13] The ceiling: you can’t scale chaos (more people/meetings won’t fix it) [04:40] What scalable companies do differently: improve when things are working [05:16] PDCA as a simple habit (Plan–Do–Check–Act), not a massive initiative

In this solo episode, Hilary Corna explains what she calls the most dangerous (and most ignored) phase of business growth: the moment when everything looks fine on the outside—clients are coming in, the team is busy, the reputation is growing—but internally, execution feels heavier than it should. She breaks down the subtle signs you’re relying on effort instead of design, why issues become “normal” and stop getting questioned, and the three hidden costs that quietly stall growth: decision drag, leadership bottlenecks, and repeated problems that never truly get solved. Hilary closes with the mindset shift that changes everything—and a simple way to identify where to start improving flow and repeatability. TIMESTAMPS [00:50] The question: “Things look good… so why does something feel off?” [01:50] Defining the “It Looks Like It’s Working” phase [02:08] What it looks like underneath: heroics, slow approvals, and normalized friction [04:30] The three hidden costs this phase creates [04:34] Hidden cost #1: Decision drag [05:07] Hidden cost #2: Leadership bottlenecks (unblocking vs leading) [05:38] Hidden cost #3: Repeated problems that never get solved—just handled [06:23] The shift: from “How do we get this done?” to “Why is this so hard?” [07:54] If you’re dependent on “lynchpin” people, it’s a repeatability problem