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Julie Locke

Leadership Advisory Coaching and Assessment (Venture Partners, Founders & C-Suite)

Julie Locke is a partner at RHR International with two decades of experience partnering with leaders in high-performance environments. She advises and coaches venture and private equity partners, board members, CEOs, and C-suite executives in their portfolio companies. Her clients often appreciate her multicultural experience and thought partnership as their organizations bridge markets and international funding.1

Julie is passionate about working with clients committed to integrity, transparency, and accountability. She has a deep understanding of complex business strategies and operating models. Her expertise spans multiple industries and technologies, including enterprise, vertical SaaS, consumer technology, and biotech.1

Julie's educational background is extensive. She holds a master's degree in psychology from California Institute of Integral Studies, a master's degree and PhD ABD in international relations from the University of South Carolina, and a bachelor's degree in political science from Furman University, where she was awarded Phi Beta Kappa. She has completed advanced training in treating trauma from Somatic Experiencing International, holds an advanced certification in personal and executive coaching from the College of Executive Coaching, and is certified in several Level B psychometric assessments.1

Originally from Ireland, Julie has worked in both the EU and the U.S. and considers herself a global citizen. Outside of work, she enjoys spending time with her two children on the soccer field or traveling to other continents. Throughout her adult life, Julie has been an active advocate for diversity, equity, inclusion, social justice, and climate justice.1

According to professional recommendations, Julie is highly regarded as an executive recruiter, known for her ability to quickly calibrate throughout the search process and create effective solutions.2

Highlights

Apr 17 · linkedin

Let's be clear - it's not "faking it". It's fraud. Innovation requires a certain leap of faith. For founders and investors, it requires operating in a space of uncertainty for extended periods of time. But from it, paths become clearer, products take shape, customer bases evolve, revolutionary companies are built, and investments yield returns. Sometimes with lightness we might say it's "faking it until you make it". But what we are referring to in that case is leaning into faith in oneself and one's team and the incredible amount of due diligence and work it takes to get there. I am not a huge fan of the word “faking” to be honest. It’s not precise enough for me. It’s more, or less, conscious, and the actions and outcomes vary from innocuous to fatal. But there is another "faking it" cropping up in conversation these days, that from a distance appears to cast a long shadow in the venture community that I call my professional home. Let’s be clear though.  It is not based on a measure of doubt in oneself, or one’s team, company, or investment. It’s not based on leaning into the space of "not knowing" where innovation lies. What we are referring to goes well beyond “faking it”. So, let’s call it what it is. It is outright lying and conscious, calculated, deception and FRAUD. While it is true that certain economic conditions of late have created environments more conducive for fraud. At the end of the day, people commit fraud, and not all people…some people with certain traits. In psychology we refer to them as the “Machiavellians”.  It surprises some to know we have the tools to identify these traits. Increasingly here at RHR International, we are partnering with investors and founders in due diligence to identify the “tell-tale signs” of fraud, deepen analysis in human capital risk and create robust assessment protocols. The few engaging in this behavior won't castigate all. That shadow is much shorter than it might at first appear.

#investment #venturecapital #founders #venture #privateequity #technology #leadershipdevelopment #humancapital #assessment #ceos #organizationaldevelopment #humanressources   https://lnkd.in/gJrCMZxB

Nov 21 · linkedin

It's hard to believe that this is the 3rd time in 20 years of working in technology that I have seen a market that looks like this - instability, inflation, and increased costs associated with debt. These are times of uncertainty, and they are times of transition. They can lead to failure or equally so to phenomenal growth and innovation. Recently I have been thinking about what I learned about great leadership during the last 2 (dare I say) "recessions". Sharing some thoughts below.   1. The strongest leaders know that uncertainty makes people nervous. Especially as downsizing occurs, they anticipate the need to double down on the team they have in place. It may seem counter-intuitive, but these are the times to invest heavily in development, belonging and engagement. It is far more cost effective to invest in the great individuals you already have than to risk churn and recruit in a down market. 2. They know the importance of driving to outcomes and attaching metrics to success. Even when the objective shifts from growth to profitability, they understand how critical it is to never lose sight of results. 3. They keep their cash and debt front and center. They know what their runway looks like. They manage their burn rate exceptionally well and even in a downturn they invest in value creation. 4. They over communicate about everything - the vision, the strategy, the roadmap, the timelines and especially the values and culture. They inspire people to stay in the boat rowing with them, because they create a sense of safety. Their organizations and teams know where the edges of the boat are, where the boat is going and what to expect of troubling waters that lie ahead. 5. They are especially resilient, not in an armored, brittle sort of way, but instead fluidly working with change, allowing for expansion and contraction as 2 sides of the same coin.

The thing is that while many can recognize the need and desirability of the above (broadly speaking, the WHAT), despite great effort, not all leaders and teams can achieve them.  It is the art and science of leadership - the interplay and the dynamic between WHO the leader is at his / her / their core and HOW they accomplish these WHATs that is key to actually achieving them. Great companies are built by leaders who are courageous enough to look deeply at WHO they are. In that place of vulnerability is the seed for the greatest innovation and accomplishment. With 2022 almost in the rear-view mirror and 2023 straight ahead, what are you thinking about? DM me if you are ready to do a deeper dive on individual, team, company and portfolio strengths, gaps, and growth / profitability paths forward.   At RHR International we are shaping leaders who shape the world.    #founders  #leadershipdevelopment  #venture  #technology  #executivecoaching  #organizationaleffectiveness  #hypergrowth #privateequity #changemanagement #womeninleadership #diversityequityandinclusion #growthmindset #venturecapital

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Julie Locke
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San Francisco Bay Area