I recently went one-on-one with Justin Golden, CEO of Stephen Gould.
Adam: Thanks again for taking the time to share your advice. 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?
Justin: Packaging and supply chain solutions may not always grab headlines, but it touches virtually every consumer experience. I’ve been lucky to work in a space where things like innovation, operations, branding, and personal relationships all intersect. I often say that I grew up with, in, and around Stephen Gould. As a teenager, I spent summers learning about all the different parts of the business. Those early insights gave me a hands-on appreciation for how many moving pieces there are – what it takes to really build strong relationships with customers while still maintaining our distinct company culture.
Some of the most important lessons I’ve learned have come during uncertain, difficult moments like economic downturns and supply chain disruptions. I’m talking about those experiences where the playbook isn’t immediately obvious. In those situations, you’re not going to have all the answers. But if you’ve surrounded yourself with great people and actually take the time to listen, then you can adapt quickly in the face of that uncertainty.
Adam: In your experience, what are the key steps to growing and scaling your business?
Justin: It’s all about relationships. We’ve been in business for more than 85 years; that’s because we’ve stayed close to customers and evolved alongside them. Growth is crucial, but it’s got to be the right type of growth: sustainable growth that fosters trust over time. But you still have to adapt and evolve. Markets change quickly, consumer behavior changes, supply chains shift, and technology evolves. Part of keeping up is listening to those around you: your customers, your employees, your advisers. Their perspectives can help you figure out where you should invest before it’s too late.
Adam: What are your best tips on the topics of marketing and branding?
Justin: Branding can’t just be marketing. It’s the full customer experience from inception to purchase. Packaging, service, communication, speed, and quality all come together and contribute to brand perception. In today’s environment, consumers are incredibly informed, and expectations are high. Delivering every step of the way matters more than ever.
Adam: What do you believe are the defining qualities of an effective leader?
Justin: I’ve said some of this earlier, but it’s about striking the right balance. On the one hand, you’ve got to lead and be decisive. On the other hand, you can’t have all the answers or pretend to; that means listening to those around you and encouraging their perspective, especially when they go against preconceived notions.
That requires a certain level of vulnerability. Being willing to admit when you don’t know something or when you’ve made a mistake creates space for others to speak up, share ideas, and contribute their expertise. In my experience, trust is built when people feel safe to offer their perspective and know that it’s okay to be wrong along the way.
If I could add two more things, I think effective leadership is really about creating trust and showing empathy. I’m talking about authentic empathy. You can still hold people accountable to high standards while building a culture where people feel supported and valued. Those things are not mutually exclusive.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Justin: Spend time outside your comfort zone and try to see as much firsthand about your business as possible. I can only speak to my experience, but working all of these different jobs across Stephen Gould prepared me for today better than any book or course. I was tested, forced to deal with uncertain situations where we didn’t have a playbook. But the more exposure you have to different functions, industries, and perspectives, the better decisions you make. Looking back, I firmly believe that it made me better and more prepared for today.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Justin: First, play the long game. Lasting success usually comes from consistency and being authentic.
Second, surround yourself with people who challenge you. The strongest organizations and communities are built by teams with diverse perspectives, not by everyone agreeing all the time.
Third, build resilience. Every leader faces setbacks, moments where things don’t go according to plan. Testing yourself in those uncertain times helps prepare you for similar situations in the future.
Adam: What is your best advice on building, leading, and managing teams?
Justin: Culture matters. You can have incredibly talented individuals, but if people don’t feel aligned around a shared mission, it becomes very difficult to build a great team. Communication is also key. Teams perform better when expectations are clear and people are informed, especially in fast-moving moments.
Adam: What is the single best piece of advice you have ever received?
Justin: One of the best pieces of leadership advice I’ve received is to meet people where they are, not where you want them to be. For those in leadership or management roles, it’s easy to focus on the vision and where the business needs to go next. But successful growth and transformation only happen when people understand the path forward, feel included in the process, and have the support they need to get there.
That idea connects closely to another important lesson: leadership is about serving others, not yourself. Meeting people where they are requires listening, empathy, and a willingness to help remove the obstacles in their way. The role isn’t about having all the answers; it’s about empowering your team and creating an environment where people can do their best work. When your people succeed, the business succeeds.
