When we are given the opportunity to lead… I truly believe that we’ll outperform other populations because of the difficulty we’ve experienced over time.”

| Adam roosevelt CEO, SEM North America

CRYSTAL ASHBY:

how about we start with you telling me about your journey to becoming a CEO when you are just 26 years old? Extraordinary!

ADAM ROOSEVELT:

Well, i grew up poor in virginia, 17 years trying to survive on the streets, gangs, pretty typical disadvantaged African-American story. then my mother said to me, “What’re you going to do with your life?” i made a commitment right then and there to do something more meaningful. since i thought i might want to be in politics, the best road for me seemed to be the military. so, i joined the army, was assigned to a variety of different units, NATO on cyber security, some infantry work, twice to Afghanistan, and all of that really cemented my need to commit to a larger purpose. When i transitioned, i just decided to start a business, because i knew i wanted to own something, to build and develop it. i was very competitive, and i wanted to be content at work, but I also wanted to put together a financial foundation for my family for the foreseeable future.

CA:

your young life clearly formed a strong foundation for who you have become. how does equity – and by that I mean fairness – become a practice you personally support?

Ar:

the military made me a fair and impartial leader. that’s embedded in our leadership style. i was leading a very diverse team in high-friction environments, so the right esprit de corps could mean the difference between survival or death.

CA:

holding someone’s life in your hands, that’s a very different responsibility and accountability.

Ar:

Yes, the war mentality is very different. it’s not transferable to the civilian sector, but it did teach me that a team that’s not oiled correctly can lead to disaster. Putting a team together in the civilian environment is more complex. i didn’t see the same esprit de corps, the same trust. the team’s needs, the individuals, the organization’s mission, those were different.

CA:

your answer allows us to pivot to my next question. how have your military values translated into leading your team now in a purposeful and authentic way on race-related issues, especially given the crises we’re facing now?

Ar:

I ran for office in Virginia as a Republican, so i found working with a majority of liberal employees and a small contingent of conservatives a very energized environment. i already had been branded, so i had to deploy a multifaceted and unconventional strategy. i showed intellectual diversity of thought at work and the emotional capacity to understand situations as a person of color. But it took time to unlock the trust factor. i had to role model the me behind the brand. And externally, i use social media to handle people who say i’m not African-American enough, to inform people who don’t know me.

CA:

Is there anything else you want to share around engagement with your stakeholders, your investors, your customers, to advance the purpose behind equity?

Ar:

i would say that conversation was very uncomfortable for a lot of stakeholders, investors, and employees, but we’re now moving to discussions. i’d say i fall where the government is: diversity of thought across a variety of different populations fosters innovation. And i know the African-American talent is there. there’s a genius in us because we’ve struggled for 400 years to adapt to impossible situations. When we are given the opportunity to lead, you’ll see high-quality impact to your organization. i truly believe we’ll outperform other populations because of the difficulty we’ve experienced over time.

CA:

I think you crystallized a component of who black people are. thank you for everything you have shared today, and congratulations on everything you’ve achieved.