Second in Command: The Chief Behind the Chief with Cameron Herold
Aug 4, 2026 · 13 min · 5 segments
What if the most important team you lead is not the one you actually run? In this solo episode, Cameron Herold tells the story of coaching a 400-person company that had become the best place to work…
I want to talk briefly for about the next fifteen minutes around an idea that I've had over the last bunch of years around leadership and around people.
And, um, then we're going to turn it over to our guest speaker, Salim, in about fifteen minutes.
So I was coaching a company in Florida, uh, this is going back about ten years now, a company called BlueGrace Logistics.
They just ranked as, uh, the number one company to work for in the state of Florida.
He was president of his YPO chapter, and I'd been coaching them for four years.
But when we were at the four hundred person mark, there was some politics starting to creep in.
In fact, it wasn't just creeping in, it was like a black mold that had kind of spread over the leadership team.
It was like this ooey, gross kind of black mold of politics and silos and kind of turf wars and pointing fingers and bullshit that just shouldn't be there in a best company to work for, a best place to work, total open office environment, a CEO who was amazing.
I did, um, four years in a row, I went down and spoke at their conferences and coached a lot of their people in person.
What's the most important team for the wide receiver of the Cincinnati Bengals? It's the entire team.
Yeah.
Everyone thinks, well, the wide receiver's on the offensive team, so of course that's his most important team, right? The CFO is in charge of finance, of course that's his most important team.
When we built one eight hundred Got Junk, the most important team that any of the six of us on the leadership team was responsible for was the leadership team.
So the leadership team was my primary, and then it was marketing and sales and PR and the call center, right? Our head of finance was leadership team, and then finance.
And if you ask any of us the most important team, it was one eight hundred Got Junk.
I want to talk briefly for about the next fifteen minutes around an idea that I've had over the last bunch of years around leadership and around people.
And, um, then we're going to turn it over to our guest speaker, Salim, in about fifteen minutes.
So I was coaching a company in Florida, uh, this is going back about ten years now, a company called BlueGrace Logistics.
They just ranked as, uh, the number one company to work for in the state of Florida.
He was president of his YPO chapter, and I'd been coaching them for four years.
But when we were at the four hundred person mark, there was some politics starting to creep in.
In fact, it wasn't just creeping in, it was like a black mold that had kind of spread over the leadership team.
It was like this ooey, gross kind of black mold of politics and silos and kind of turf wars and pointing fingers and bullshit that just shouldn't be there in a best company to work for, a best place to work, total open office environment, a CEO who was amazing.
I did, um, four years in a row, I went down and spoke at their conferences and coached a lot of their people in person.
What's the most important team for the wide receiver of the Cincinnati Bengals? It's the entire team.
Yeah.
Everyone thinks, well, the wide receiver's on the offensive team, so of course that's his most important team, right? The CFO is in charge of finance, of course that's his most important team.
When we built one eight hundred Got Junk, the most important team that any of the six of us on the leadership team was responsible for was the leadership team.
So the leadership team was my primary, and then it was marketing and sales and PR and the call center, right? Our head of finance was leadership team, and then finance.
And if you ask any of us the most important team, it was one eight hundred Got Junk.
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