Leader Spotlight: Leading with relational equity and intentionality, with Mark Moskovitz
Mark Moskovitz is a strategic delivery leader who excels at empowering teams in Adtech, Martech, and SaaS. He is currently Director of Product Execution, Governance, and Program Management at IEEE, leading global program execution and Agile transformations. Previously, Mark was Agile Transformation Director at Jamf and Integral Ad Science, driving cross-functional alignment, scalable delivery, and operational excellence across enterprise SaaS and Adtech organizations. He is a certified SAFe Release Train Engineer with a strong track record in building high-performing teams and managing complex change initiatives.
In our conversation, Mark shares insightful perspectives on the power of intentional relationships, trust, and connection as foundational elements for effective leadership. Drawing from his extensive experience navigating complex organizational changes, he emphasizes how clarity, empathy, and genuine human connection drive alignment and success across teams. Mark’s stories about fostering relational equity, building bridges during acquisitions, and mentoring emerging leaders offer valuable lessons on leading with both heart and strategy.
Navigating complexity and change in the first 90 days
Several times in your career, you've stepped into some fairly complex cross-functional environments, often during times of organizational change. Could you share your approach to unlocking velocity and resilience in those challenging settings?
The first thing I focus on is to create clarity, especially when things are complex. Usually, it’s not that people aren't working hard; it's just that they have slightly different interpretations of what's going on or what the goal is. Aligning around the “why” of the work ensures everyone understands it the same way, and once that’s clear, their actions will start to align. From there, we have to look at friction points, pain points, and patterns that are slowing us down.
I'm reminded of an example. Our new school superintendent has been holding community forums to share what she's learned so far and gather feedback. At last night’s session, she said, “We re-audited all the books, reviewed everything outstanding, and found a budget deficit."
As a leader, being able to say, "Let's talk honestly about what's going on, let's share what we're doing and why we're doing it," is something I’ve also adapted. I want to be as honest as I can be, help align around the “why,” and then figure out where we can have the flexibility to make things succeed.
In the agile world, and specifically in the product world, we talk a lot about high velocity. That velocity doesn't mean much if teams can't adapt and shift toward the goal. If we're working hard on the wrong things, we’re just “doing” a lot of work.
From a change management perspective, it typically takes people 8–15 exposures to a message before they realize it applies to them. That’s why communication has to be multi-channel, not just a one-off email about what we’re doing and why. It’s the email, the Slack post, the office hours, the in-person coffee chats. When we were all in the office, even the poster on the bathroom stall door played its part. It’s about getting the message in front of people enough times, in enough ways, so they see it and understand where we’re headed.
As you transition into a new role, what strategies do you use during the critical first 90 days to foster relationships and accelerate trust building?
I start with a lot of listening. Unless something is illegal or on fire, I find it very disheartening for existing teams and staff when a new leader comes in and makes sweeping changes right away. I begin by listening and setting up 1:1s with both leadership and individual contributors, as well as those adjacent to the work. I also talk to customers to understand how things are going, listening for what is currently working, where the pain points are, what frustrates them, and what they hope people would better understand about their roles within the organization.
I take all that input, distill it seriously into clear themes, and then reflect it back through either making changes, unblocking something, or simply acknowledging the issues. Sometimes, people just need to feel heard, and that is enough — not to satisfy them, but to drive change. They start to build trust if you say, "I hear you, I listen. I care what you have to say." So, in a new role, it's really about building that trust quickly when I come in, and, as I mentioned, helping people feel seen. And then they see you're not just collecting data, but you're also acting on that data to drive meaningful change.
Why relational equity is a leadership game-changer
How do you define relational equity?
For me, relational equity is intentionally building relationships and getting to know people as human beings, simply for the sake of knowing them. The benefits you get out of that aren’t manipulative; they’re a natural byproduct of genuine connection.
When you've talked about the TV show you both enjoy, or shared that 18-year-old Scotch they like, you have an authentic connection and a foundation of trust. That trust allows you to say, "I know this is hard, but I ask you to trust me, and know that when you give me feedback, I'm going to truly listen." This creates space for honest dialogue; they know I won't be pushing through just for the sake of it.
One thing I've done to promote team building is have everyone buy the weird Oreo flavor of the month, but not eat it until we’re all on a Zoom together. Then we try our flavor of choice at the same time and share our reactions. It’s simple, a little silly, and not overly personal, but it creates a shared experience. People remember it and think, “That was fun… maybe you’re not such a bad person after all.” Those moments start to build connections. I’ve also done it with unusual Mountain Dew flavors; that works especially well in the U.S., though not as much internationally. But Oreos are everywhere, and there are usually one or two new flavors each month to keep it fresh.
Can you share an example when relational equity made the difference between success and failure in your work?
During a post-acquisition integration at a previous organization, there was significant tension between the new teams and the existing ones. The product team wanted to move very fast, but engineering was pulled in multiple directions because there were different technologies at play.
My role was to build relationships on both sides of that acquisition. I already had connections from my previous company, but I needed to establish new ones with incoming leaders, new technologies, and different approaches to work. The challenge was: How do we actually mesh this together? And my philosophy always is that if your own “house” is in order, whether you’re acquiring or being acquired, it becomes a stable “home” others can learn from.
That’s what happened here. Our organization was very put together, and we used that stability to bring both sides to the same table, surface where the misalignments were, reset expectations, and create a shared process that incorporated the best of both worlds.
Key to that success was that we listened and adapted in both ways, which preserved the morale and the trust. Without that relational equity, it could have devolved into figure-pointing, delays, chaos, or office politics. Relationships matter, and sometimes they’re hard to build, but they’re truly the difference between moving forward together or falling apart.
Sustaining team relationships through intentional connection
Have you ever been surprised by a relationship that developed, maybe with someone you didn't expect to become an ally or one that was particularly hard to build?
There’s one relationship I often joke about. When I first stepped into the product governance space, a senior engineering leader was openly skeptical about the agile changes I was introducing. He didn’t love the new structure I was bringing to our planning process. Instead of pushing back, I listened to his concerns. For him, it was about losing control, autonomy, and ownership. So I reframed it: Here’s what you gain, and here’s why it’s beneficial.
It took time and plenty of patience, but eventually, I got him to “come to the table with his ego sitting next to him instead of in front of him,” which I take as a win. He began to see the improvements the changes brought, and over time, he became an advocate. He even coached other engineering leaders through the transition. Now, every so often, he checks in to see how I’m doing, offers help, and sometimes even suggests opportunities where I could make an impact.
For me, the goal of building relationships is to simply form genuine human connections, not to get something out of them or be manipulative. When that connection is real, care flows both ways. People want to see others succeed, grow, and advance. I aspire to be like Fred Rogers, who made you feel like you were the only person in the world when he spoke to you. That’s the kind of leader I aim to be; one who’s present, focused, and committed to helping people grow.
You mentioned that reframing can be key to getting people on board. How do you determine if your messaging is resonating?
During another acquisition — different from the earlier example — the acquired company had its own processes and systems, but they weren't as buttoned-up as ours. No amount of reframing or conversation convinced them to align with the way the larger organization worked. Part of the resistance was about control, but culture played a role too. This was an international team, and they believed we were forcing an “American” way of working. That wasn’t true because we had global teams working this way, but that was their impression.
Ultimately, it took a senior, C-level leader to say, "This is the direction we’re taking. Stop trying to control everything — you’re either on board or you’re not." You hope that it never gets to that point. Ideally, you build alignment through relationships, reframing, and giving people time. We spent a year trying — flying internationally, meeting in person, and investing real money to make it work — but the acquired organization just didn't feel like they had to listen, or they had to get on board.
Having been on both sides of acquisitions, I understand why. When you’re acquired, it’s hard to suddenly say, "Okay, I guess we’re part of this new company now." You've built your own culture and ways of working, and, yes, your own “skeletons in the closet.” As a leader, you have to help people see the value of being part of a larger organization and guide them forward. Even if you have your own concerns, you work them up the chain rather than airing them to your team, not to hide anything, but to maintain alignment and unity. Once your own questions are answered, it’s much easier to lead others through the change.
Using operational tools and team dynamics
When you notice misalignment between teams, do you find it’s generally due to relationship issues or a lack of clarity?
Sometimes it's both. When clarity is missing and there’s no relationship, people won’t ask questions or try to understand. For me, even in those cases, I start by building relationships and getting to know what’s really going on.
You might notice signals, like teams talking about their sprint or quarterly goals in slightly different ways, or misalignment about which customers or technologies they're focusing on. When you track OKRs or KPIs, you might see targets slipping. That’s a signal to dig deeper. But if you show up like the “big bad wolf” and say, “You’re not hitting your numbers,” people won’t be honest. They’ll keep everything green until it’s too late.
Building trust on a personal level, not necessarily with every single person all the time, but with key individuals, makes a difference. You don’t need to share deep personal stuff, though sometimes that happens naturally. Even just acknowledging someone’s experience, like, “I know you’ve been moved around a lot and that’s frustrating,” shows you see them. Then you can approach the team and say, “The signals show we might be falling behind or drifting off course; help me understand.” Coming from a place of empathy instead of accusation helps people open up and share what’s really going on. That creates opportunities to realign.
Taking the time to pause and have these conversations isn’t about stopping work; it’s intentional and necessary to keep everyone moving in sync. It takes effort, but it’s worth it.
How can the rollout of OKRs, portfolio reviews, and planning change the relationship dynamics between teams?
When OKRs, portfolio reviews, and planning are executed well, they change the tone of how teams interact because there's clarity. Instead of just executing tasks, people understand how their work contributes to those broader goals. OKRs give teams a shared language, portfolio reviews create transparency, and quarterly business reviews or sales updates offer visibility. Suddenly, you're not just focused on your own swim lane. You see the whole picture, or as I like to say, the whole parade.
There's a ‘90s song with a line about only seeing what’s in front of you until you finally see the whole parade. Without that perspective, you’re just looking at the elephant in front of you and avoiding what it drops. With it, you see how your work fits into the larger strategy and how it ultimately helps customers — maybe by making the product easier to use or understand, which delights them in their daily work.
I remember working to align multiple product and engineering teams on a big initiative. Each team had slightly different priorities, and you could see the misalignment. We brought everybody into the same room with a common set of OKRs, and suddenly, the conversation shifted. Teams stopped negotiating just for their own scope and started talking about shared outcomes.
Leadership development and personal growth
Throughout your career, you've helped guide several executives into elevated roles. Can you walk us through one of those experiences and your role in shaping that growth?
One of my strengths and passions is to develop people and see them succeed, even if it means sometimes forgoing opportunities I could have taken myself. A story I’m especially proud of is of someone who reported to me, started as a scrum master, and consistently showed up with intention. They asked great questions and really cared about people, which is something you can’t easily teach.
And at first, they struggled to find their voice. As a woman and a minority in the tech space, they were hesitant to speak up about issues or improvements. I had the opportunity to mentor them, provide feedback, and create spaces for them to lead, thanks to the authority I had to do so. It wasn’t always easy, because feeling “different” often makes people want to stay quiet. Eventually, she moved into a manager role. She wasn't quite sure, but she leaned in, and she wanted to try it. She was already mentoring and coaching people who didn't report to her, and that showed her natural care and leadership. Today, she's leading a team. She's showing up for others in the same way that people showed up for her.
To me, this reinforces the idea that we all rise by investing in others. Generosity in leadership isn’t something to hold back. We need to be generous to anybody and everybody. Yes, sometimes you get burned, but often a simple encouragement like “You’ve got this” often unlocks leadership potential.
I'm an extrovert, so having conversations comes naturally for me, but not everybody is. Different people have different ways of working. If you’re introverted, it doesn’t mean you can’t communicate; it means you might have to be a bit more intentional about it. Creating spaces and coaching people as the individual humans they are is important. “Just talk more” isn’t usually the right advice. What I like to say is that, just like preparing for a speech or big project, introverts might need to prepare to lead a session, product review, or business report. That might mean clearing their schedule the day before to save their energy or taking the rest of the afternoon off after the meeting to recharge.
Understanding what you need to show up well, for yourself and your team, and knowing how to recharge is key. It might sound generic, but it’s valuable. There’s a saying I like: “If you don’t take care of yourself, you can’t take care of others well.” It’s true. You should give generously, but without rest and recharge, you won’t be as successful or generous as you could be.
What mindset or habit has had the biggest impact on how you build and sustain professional relationships?
It's feeding people and bringing them together. But more than that, it's about being intentional with connection. It’s not just about building relationships in general, but about making intentional connections beyond the usual work check-ins or roadmap discussions. Maybe someone shares a story in a meeting, and you remember it, like, “Oh, you mentioned so-and-so from Love is Blind. What do you think about the current season?” As humans, we connect over the strangest things. Someone might mention growing up in Chicago and loving dipped Italian beef, and suddenly, you have a shared connection point. Sharing food is important too.
But honestly, what I keep coming back to is Fred Rogers. When you talked to him, you felt like you were the only person in the world. That kind of intentionality and care resonates deeply with me. It’s about being generous in recognition and support, even behind the scenes when no one’s watching. But when you’re face-to-face, that personal, intentional connection matters so much.
It’s also about small acts, like sending a thank-you note, giving someone a “You got this” message, or making sure their manager knows they did a great job. We often don’t make time for those moments, but they build real connections. It’s about acting like the person you’re with is the only one in the room.
At work, we sometimes dread meetings or presentations, but how we show up, how we prepare, and how we recharge matter. Advancing in your career isn’t just about doing good work. It’s also about creating connections and making sure people know the good work you’re doing. Because if no one knows, there’s no opportunity for growth or advancement.
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