PLANADVISER: In what ways do you influence business decisions or firm growth through your operational role?
Black: As a lead client service consultant, I help shape business decisions by connecting client needs with internal operations. My work with clients and colleagues gives me a practical view of where processes can be improved, the client experience can be strengthened and broader business goals can be supported.
By bringing together perspectives from clients and internal teams, I help ensure decisions are grounded in the realities of day-to-day service delivery, while remaining aligned with strategic priorities. Those perspectives are not always naturally aligned, and I enjoy navigating those challenges to find common ground and support positive outcomes for both our teams and our clients.
I believe sustainable growth is built on scalable processes and consistent client experience. Whether contributing to process improvements, supporting organizational change or helping teams adopt new ways of working, I focus on creating solutions that strengthen service delivery, improve efficiency and position CBIZ for continued success.
PLANADVISER: What leadership skills are most important in operations today?
Black: The leadership skills most important in operations today from my perspective are communication, adaptability and the ability to build trust during times of change.
Operational leaders are often responsible for implementing changes that impact how people work every day. In my experience, successful outcomes depend not only on the quality of a solution, but also on helping people understand why the change matters and how it supports a larger goal.
As someone who works closely with both clients and internal teams, I have learned the importance of bridging the gap between strategy and execution, turning ideas into practical solutions that work in the real world. Clear communication and active listening help create alignment, while adaptability allows leaders to respond as priorities, business needs and stakeholder perspectives evolve.
Most importantly, operational leaders must build trust. Change affects everyone differently, and effective leaders take the time to understand those perspectives, address concerns and help people feel confident moving forward. When people trust the process and understand the purpose behind it, meaningful and lasting change becomes possible.
PLANADVISER: What’s your favorite book or podcast?
Black: My favorite book is “Grit,” by Angela Duckworth. Its message that long-term success is driven by perseverance, resilience and continuous improvement has resonated with me throughout my career.
Whether supporting retirement plan clients, improving processes or helping teams navigate change, meaningful progress rarely happens overnight. It requires patience, persistence and a commitment to continuous improvement.
The book’s focus on a larger purpose also aligns with the ever-changing retirement plan industry. Much of our work is focused on helping organizations and participants achieve long-term success for their participants, and that perspective has influenced how I approach both client service and operational leadership. Whether encouraging clients to stay focused on their long-term goals or helping teams embrace positive change, I have found that lasting results often come from consistent effort over time.