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Hello and welcome to Modern CEO! Im Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. Its the time of year when we all make promises to ourselves. Im committing to read more, procrastinate less, and squeeze in an extra hour of piano practice a week. I asked other CEOs to share their 2026 New Years resolutions; here are seven responses, in their own words. Omar Abbosh, chief executive officer, Pearson My resolution next year is to climb a tough peak in the Chamonix Valley in France. The why is because its been on my list for 15 years, and its overdue. The how is a detailed set of logistical, physical, mental, and family preparations. Guru Gowrappan, CEO, Asurion I am obsessed with customer experience, so my New Years resolution is to personally use and engage with every customer touchpoint across [device insurance company] Asurions products and services on a regular basis to ensure we are delivering truly world-class experiences. I am a huge user of our productsand was even before my tenureand when I tested a few touchpoints just before joining, the insights I was able to share with the team were immediately actionable and improved real customer journeys. I am also currently going through the same training we require of all of our customer-facing employees so I can also be on the ground, supporting our customers directly. Marcin Kleczynski, CEO, Malwarebytes My life mantra is, Evolve or die. True in business and tech, true in daily life. That means my New Years resolution has three prongs. For my mind, to read as many books as possible. For my body, to do 100,000 push-ups. And for my business, to talk to at least five customers a week. I want to make sure we dont forget the power of humans in cybersecurity amidst all the focus on AI. Gerrit Marx, CEO, CNH My New Years resolution is to accelerate the shift toward AI-powered predictive farming. AI can now read field, machine, and environmental signals in real time, giving farmers earlier clarity to boost productivity and reduce uncertainty. When growers can anticipate issues and fine-tune inputs with precision, it strengthens efficiency, sustainability, and the long-term health of their most valuable assetthe soil. Penny Pennington, managing partner, Edward Jones My resolution is to be even better at being human. Thats different from be a better human. Theres an active debate right now about what being human is all about, and I believe being human is an advantage and to be greatly prized. A better human means I am measuring myself against humans. To be actively part of the debate about human and machine, I would like to set a challenge for myself to be better at being what only a human can be. Fundamentally, I believe that what sets us apart is that we value and thrill at emotions [that] are uniquely human. I believe the joy of epiphany is uniquely human, and I want more epiphany in my life in 2026. Scott Strazik, CEO and president, GE Vernova The world needs much more energy than it has today, and a larger portion must be electric power for people and communities around the world to thrive. In order to deliver the breakthrough innovations that will meet surging global demand, the industry is going to need thousands of innovators, builders, scientists, and engineers. In 2026, all of us at GE Vernova are committed to investing in programs and opportunities that encourage the brightest and the best young minds to choose careers in our sector and shape the future of energy. Graham Weaver, founder and CEO, Alpine Investors My New Years resolution is to have more fun, be lighter, and enjoy myself moreespecially at work. I think its easy to take life and work too seriously. But when I really reflect, life is about sharing an epic journey with extraordinary people. I know that when I look back, Ill see this time Im in right now as the good old days. I want to have the awareness to recognize that while Im in them, not just after theyve passed. What will you achieve in 2026? What are your personal or professional resolutions for 2026? Send your resolutions to me at stephaniemehta@mansueto.com. Id love to feature some of the most compelling commitments in a future newsletter. Read more: the best of 2025 The Businessweek 2025 Jealousy List Barack Obama shares his 2025 favorites The best design of 2025, according to Fast Company
Category:
E-Commerce
My bus rolls into Port Authority. I’ve got 10 minutes to get across town for my first meeting. I sprint down the escalator, run through droves of people, and arrive at a subway turnstile. I swipe my MetroCard through the magnetic reader, step forwardonly to get crotch-checked by a locked metal bar and flipped the finger by a screen that displays PLEASE SWIPE AGAIN. I give it another swipe. INSUFFICIENT FARE. To refill my MetroCard, I power walk toward the kiosk. It refuses to read my credit card. I swipe a few more times. Nothing. I sift through my back pocket, discover a crumpled ten-dollar bill, and slide it into the machine. It won’t accept my cash. I waffle-iron the bill flat with my hands and feed it back in. [Photo: Luiz C. Ribeiro for NY Daily News/Getty Images] The kiosk spits out my refilled MetroCard. Baked into its awful blue and yellow design is this same awful experience, on repeat. The MetroCard has been a defining artifact of New York City’s subway system for more than three decades. In that time, some might argue, it has become an icon of design. I respectfully disagree. Design is inextricable from experience. The MetroCards design is as outdated as its technology. Fortunately, after years of poor MetroCard experiences like mine, the MTA has made its final update to the swiping technology. In 1993, the MetroCard was introduced as a replacement for subway tokens. It existed for decades as New Yorkers dominant method for accessing the subway. But in 2019, the MTA announced they were introducing a tap-and-go system called OMNY. That year, they installed it on Staten Island buses and across 16 subways as part of a pilot program. Over the next four years, they installed OMNY machines throughout all five boroughs. Manhattan and Brooklyn were early adopters. By November 2024, 60% of riders were using OMNY, according to Shanifah Rieara, the MTAs chief customer officer. Running two systemswith their duplicative costsmeant we had to set a certain date, she says. But that date was continually delayed due to slow installation and technical issues with the remaining vending machines. Now, with an OMNY reader and vending machine at nearly every transit location, the MTA will say goodnight to the MetroCard. And theyll save at least $20 million in operational costs. A Design That Wouldnt Go Away The MetroCard design remained more or less the same since the ’90s. Why? Were wedded to the nostalgia and the brand, says Rieara. We had no interest in changing it. [Photo: MTA] When it was redesigned in 1997, the look of the MetroCard was novel. There were new gradient and perspective tools at the designer’s disposal. Someone at the MTA had a field day: they created a glowing yellow sunset, a reflection, and a skewed MetroCard logo, which mimicked a train. This design looked fast. Riders would have expected a frictionless swiping experience, not a constant PLEASE SWIPE AGAIN.” In contrast, the original MetroCard design from 1993 was less ambitious. It was also more honest. The gradient was pure utility: it directed the rider to swipe left. And that MetroCard logo? It floated in a vague 3D space. The design didnt mimic. It didn’t overpromise. [Photo: MTA] Transit card design shouldn’t put you to sleep. In Hong Kong, they have the Octopus card, which features a dynamic yellow, green, and blue infinity loop. Paired with a small typographic Octopus logo, the cards modernist design looks like something out of Chermayeff & Geismar & Havivs studio. Its confident. And since 1997, the cards functionality has delivered upon the designs promise with mostly reliable tap-and-go service. [Image: Octopus] One of my favorite parts of the Octopus card? It embraces being a collectible item. Riders can customize their cards with ornaments like Pokémon keychains and plastic googly eyes from the movie Minions. This level of customization creates the perception of quality serviceyou wouldn’t chuck your tricked-out card in the trash next week. David Bowie collector’s edition Metro Cards, 2018. [Photo: Eduardo MunozAlvarez/VIEWpress/Corbis/Getty Images] Over the years, MetroCard riders would receive special cards, but the design was a half-measure: a partial print on the back of the card. It looked like an ad. These cards featured a range of icons, from artist Barbara Kruger to baseball player Jackie Robinson to musician Olivia Rodrigo. For a plastic card that was often reissued, the MTA could’ve treated each of these heavy-hitters to a full redesign of the card. Other countries do it. [Photo: Eye Ubiquitous/Universal Images Group/Getty Images] Londons transit card, the Oyster, will occasionally trade in its signature two-tone blue for a special design on the front of the card. Theyve celebrated the royal wedding of William and Kate, the Queens Diamond Jubilee, the 150th anniversary of the Underground, and even the 20th anniversary of the Oyster card itself, which debuted in 2003. These designs arent anything to write home about, but at least they create a shared celebratory moment for the rider. [Photo: John Phillips/UK Press/Getty Images] Looking Ahead Oysters parent company, Transport for London, licensed its scanning technology to the MTA for the OMNY. So far, Ive had a solid experience with the new card. Every Thursday afternoon, I rush downtown to my office after teaching a class at School of Visual Arts in Gramercy Park. I need to catch up with three hours of missed work and meetings, and unlike my Port Authority MetroCard nightmares, the OMNY taps without a hitch. That keeps me sane. This functional experience is reflected within OMNY’s design. That black and white card is straightforward, no b.s. It uses Neue Haas Grotesk, aligning with the utilitarian typography of the MTA’s graphics system. The inline cutaway of the letters signal road lanes and railroad tracks, the barcode highlights the card’s scanning technology. This design isn’t overly dramatic like the MetroCard of yore. [Photo: Schvaxet/Wiki Commons] But is a functional design enough for New Yorks transit card of the future? Design is culture. The comedian Kareem Rahma turns a MetroCard into the microphone for his podcast. The store OnlyNY sells MTA-licensed merch, like metal subway signs and mini-lampposts. To others, those objects are utility. To New Yorkers, they’re identity. The OMNY card is a real opportunity to intertwine culture and design. This year, the MTA proved they truly care about design: they unveiled an animated movie by designer Giorgia Lupi, titled A Data Love Letter to the Subway. Their new subway mapthe first update in 50 yearsnods to a classic design by Massimo Vignelli. And most subway stations finally have digitized schedules with slick typography. If the MTA continually updates the OMNY card, in print and digital form, it will become a cultural artifact. New York is full of designers with pride whod love to create a special edition OMNY. Champions Design could give the card attitude. Collins could celebrate civic glory. Center could give it a sports flair. These special designs would create a shared moment among New Yorkers. But, those designs need to hit at the right moment. When Zohran Mamdani takes the NYC mayoral office in January, design shouldnt sit at the bottom of his to-do list. He’s got audacious ideas. If they go well, great design will cement the experience in our minds. A free bus that runs on time? A special-edition OMNY card would floor us with a sense of New York pride.
Category:
E-Commerce
I started building Simple in 2019 with a vision that one day, a digital product could help people fix their health as effectively as a human. Five years later, we turned this vision into a company with 160M in ARR, and a team of more than 150 people across multiple countries. If you only look at the highlights, my story can look like a straight line of an entrepreneurs journey. However, getting there required me to rebuild my own thinking and habits. You see, I have ADHD, and a mind that constantly scans for what can go wrong. For years, I treated that as a bug. It only became my superpower once I learned how to direct it. That isn’t an easy journey, but these lessons helped me master my mind and turn a bold idea into a sustainable, fast-growing business. Consistency beats intensity When you see most weight-loss products, theyre usually based on the principles of intensitywhether thats a 30-day challenge or extreme dieting. They sell well, but they rarely stick. Ive tried most of these methods myself7-day water fasts, restrictive eating, vegan, keto, and much more. However hard I tried to push through, nothing worked in the long term. In Simple, we tried a different approach where consistency beats intensity. That means designing features like daily check-ins and context-aware prompts around this idea of helping users sustain effort. The same principle changed how I work. Early in my career, discipline meant 18-hour days, which led me to rock bottom. Discipline doesnt mean doing it all. It means focusing on what actually matters. It means saying no when necessary, doing the tasks that you find boring, and avoiding the temptation to fix everything at once. Your anxiety is helpful if you learn when not to listen to it When my cofounder left the company in 2021, about a year and a half after we started, I suddenly became responsible for everything at once. Frankly, it wasnt what I expected. If you have an anxious brain, you probably know this well: your mind runs endless what if scenarios. I was constantly thinking about what could go wrong, and I couldnt relax. Overtime, I realized that most of my fears had no real basis, but a few were extremely useful early warnings, so my job was to learn the difference. I wrote down everything that was bothering me, then asked myself these three questions: 1. Is this a real problem, or just me spiraling? 2. If its real, can I do something about it in the next 24 hours? 3. If yes, what is the smallest concrete action? You need to believe that it will work, regardless of how irrational it seems When we first pitched Simple, there was little evidence that an app could coach health as well as a human. Given the fact that it was prior to the AI boom, not many believed we could do it. The early version product focused on intermittent fasting. It worked, but we knew it was only one piece of the puzzle. Moving from a simple fasting tracker to a full weightloss coach (and eventually to a holistic AI health coach) required out-of-the-box decisions. If you want to innovate, many people will disagree with you, but you should still move forward. We had to redirect resources from a working funnel toward a vision that didnt yet exist in our metrics. If you dont radiate a basic conviction that things will work (even while you are brutally honest about risks), nobody will bet their career on your idea. Discipline and high standards are an ultimate form of self-love For a long time, I thought self-love meant giving myself more rest or treating myself gently. Some of that is important, but in moderation. The more honest definition of self-love I came to is this: Loving yourself is also discipline, confidence, and high expectations. Its wanting the best for yourself, and asking the maximum from yourself. When youre scaling a company fast, its easy to become the weak linkyoure sleep-deprived, which means that youre slow to make decisions. You avoid hard conversations, and you keep the wrong people in the team too long. When youre not consistent in your standards and habits, not only do you betray yourselfyou also betray your team, because youre not showing up as a leader when they need you to. Decisions that concern other people will hurt, but you still have to make them One of the hardest parts of scaling Simple was making changes to the leadership team. Some hires were clear mistakes, while others were great at an earlier stage but became a brake on the company later. Firing or moving on from such people can be emotionally painful because you invest trust and hope in them. What helps me with this is to separate the person from the role. You can value their contribution, and still accept theyre no longer the right fit. Giving them more time wont turn a bad hire into a great fit. Itll only make the situation more expensive, so rip off the band-aid, but dont forget to show your appreciation. Your company scales at the same speed you do In 2023, I realized our biggest bottleneck wasnt our market, investors, or team. It was me. I placed my attention on growth and marketing, and I struggled to see what the company really needed to improve. I vividly remember the day I realized, because it was the day Simples growth trajectory drastically changed. I cut back on experiments and focused on the product and science behind it. Within a year, we repositioned Simple from a tracking app to a weightloss coach, and our AI coach became a central part of the product. At the same time, retention improved, and so did our financial metrics. Around the same time, I wrote a phrase in my notes that I come back to often. The universe gives me exactly as much energy as I need to handle my goals. If the goals become bigger, more energy will come. And since then, Ive learned that every new stage of company growth is also an invitation to become a new version of myself.
Category:
E-Commerce
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