Mark Winters built his career at the intersection of leadership, structure, and strategic decision-making. His work spans engineering, Fortune 50 environments, early-stage ventures, and the development of frameworks that are now used by leadership teams across the country.

In this episode of Decision Points, Scott Wood sits down with Mark Winters, entrepreneur, co-author of Rocket Fuel, and a leading EOS Implementer. They examine the experiences that shaped his approach to organizational performance. Mark discusses his early life in Poteau, Oklahoma, the academic shift that moved him from engineering to business, and the time he spent at Procter and Gamble, where he learned important lessons about accountability and operational discipline.

The conversation follows Mark’s early entrepreneurial ventures, including the launch of a cyber café concept, the challenges of capital structure and investor alignment, and the lessons learned inside organizations such as Amoco and a Los Alamos startup. He explains how these experiences informed his thinking on leadership behavior, decision-making, and the realities of building and scaling companies.

Mark reflects on the development of the Visionary and Integrator model, the role of EOS in supporting organizational clarity, and how leadership chemistry influences long-term success. He also previews his upcoming book, Visionary, which encourages leaders to confront blind spots and strengthen their impact over time. His insights offer founders, executives, and investors a clear look into the frameworks that support sustainable organizational growth.

Real estate markets reward those who understand cycles, manage risk, and recognize when to create their own path. Adam Herrin has built his career at those intersections. From Celina, Texas, to Division I football at Rice University, to the deal rooms of HFF during the Great Financial Crisis, his trajectory reflects disciplined thinking, strategic repositioning, and a willingness to act when others hesitate.

In this episode of Decision Points, Scott Wood sits down with Adam Herrin, Founder and Managing Partner of Formation Interest, to examine the decisions and inflection points that shaped his development as an operator and investor. Adam discusses the early discipline that competitive athletics instilled, the lessons learned working through the 2008–2009 downturn, and how visibility into distressed capital markets sharpened his understanding of risk, timing, and execution.

Adam details his progression from analyst to producer at HFF, the launch of an industrial capital markets team, and the strategic rationale behind co-founding Urban Logistics Realty. He reflects on the complexities introduced by the pandemic, how shifting visions required a reset, and why choosing to start again offered the clarity needed to build Formation Interest with intention. He also addresses the core principles that guide his approach to leadership, team construction, and sustainable business practice.

The conversation offers a clear view into how Adam evaluates opportunities, balances quality of life with professional ambition, and thinks about long-term value creation in competitive real estate sectors. His experience provides investors and founders alike with practical insight into market cycles, strategic differentiation, and the discipline required to build platforms that last.

For Will Coleman, frustration with ride-hailing turned into a vision for something better. As co-founder and CEO of Alto, he set out to create a new kind of mobility company—one built on consistency, safety, and hospitality.

In this episode of Decision Points, Will shares how a decade at McKinsey prepared him for the leap into entrepreneurship, and how a dinner-table conversation with his wife sparked the idea for Alto. Launched in 2018, Alto took a radically different path than its competitors: a vertically integrated model where drivers are employees, vehicles are company-owned, and every ride is designed to deliver the same trusted experience.

Will opens up about the turbulence of building a company in a volatile industry. When COVID-19 hit, Alto saw revenues fall 96% overnight. Instead of folding, they doubled down on their strengths—cleanliness, safety, and service—emerging stronger with expansions into Houston, Los Angeles, and beyond. Strategic partnerships, including a recent deal with Uber, further demonstrate Alto’s ability to adapt and scale.

Looking ahead, Will shares his vision for the autonomous future. With infrastructure already in place, Alto is positioning itself to integrate self-driving technology seamlessly into its service—bridging human-driven and autonomous rides under one consistent brand. More than just a tech story, Alto is also an employer story: offering benefits, stability, and culture in a gig economy defined by uncertainty.