July 2025 Featured Interview
CEO Talks Risk-Taking, Mentorship, and Learning to Let Go of the Small Stuff:
An interview with Sharon Strauss
Sharon Strauss
Photo Courtesy: Sharon Strauss
Photo Courtesy: Sharon Strauss
About Sharon:
After 20+ years in consultative B2B sales and leadership, Sharon Strauss made a bold pivot and never looked back. Today, she gets to do what she loves most: building meaningful connections, creating community, and helping professionals grow their businesses through the power of networking.
After 20+ years in consultative B2B sales and leadership, Sharon Strauss made a bold pivot and never looked back. Today, she gets to do what she loves most: building meaningful connections, creating community, and helping professionals grow their businesses through the power of networking.
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Sharon brings a strategic, tech-savvy, and people-first approach to everything she does, whether it’s leading teams, exceeding revenue goals, or designing standout customer experiences. She’s known for her energy, curiosity, and a healthy obsession with delivering value.
As CEO of ProVisors, a membership-based community built on trust and referrals, she has found the perfect place to mix her passion for relationship-building with her background in sales enablement and operations. She values collaboration, connection, and a little bit of fun along the way. About ProVisors: ProVisors is the premier national networking organization for trusted advisors — attorneys, accountants, bankers, consultants, and other seasoned professionals. With a foundation built on Know. Like. Trust., ProVisors helps members grow their businesses through meaningful, referral-based relationships. It’s more than just networking — it’s a community of like-minded leaders who understand that real connections lead to real results. With 550+ monthly meetings across the country (and virtually), there’s always an opportunity to connect and collaborate.
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"My path wasn’t planned, but I grew into leadership through experience and the support of others who believed in me before I believed in myself. It happened gradually, which afforded me the time to continue to gain confidence in managing people." ~ Sharon Strauss |
Business and Leadership Editor, Jenipher Cornelius, DSL, MBA, spoke with Sharon about her journey to the top as CEO of ProVisors and both the challenges and the help she received along the way.
Sharon shares her professional journey and how women can adjust their path by saying yes to opportunities they are unsure of in the moment. She shares advice on numerous topics, including how she stays focused and juggles multiple tasks, how taking risks can create pivotal moments in life and business, and the importance mentorship can have on someone’s life.
Can you share your path to being the CEO of ProVisors?
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To be candid, I never imagined I’d end up in leadership — this wasn’t part of some grand plan. I wasn’t the type who volunteered a lot growing up. Even in college, I joined a sorority executive team mainly for the perks, not out of a desire to lead per say. When I started at Aquent, I spent my first few years as an account manager, focused on sales and recruiting. I wasn’t aiming for leadership, but a colleague who saw potential in me asked if I’d consider managing a team. I didn’t see it in myself then, but I said yes, and that’s where it began.
That first step led to managing multiple teams and later overseeing major initiatives like rolling out Salesforce and sales training programs. My path wasn’t planned, but I grew into leadership through experience and the support of others who believed in me before I believed in myself. It happened gradually, which afforded me the time to continue to gain confidence in managing people.
At ProVisors, I started as VP of Membership, confident in managing sales teams but aware that we needed better operational systems. I identified gaps in how we tracked members and implemented new processes. When COVID hit, I pushed for a quick pivot to Zoom to keep our community connected, despite resistance. That move helped us grow significantly in 2020. I don’t know where we would be today if this hadn’t happened. I was later promoted to COO because of the work I was already doing, and eventually CEO, not because I chased the title, but because I consistently stepped up, solved problems, and earned trust along the way. |
Dinner with Dallas/Ft Worth Group Leaders
Photo Courtesy: ProVisors |
What has been the hardest thing to let go of as you have moved up in your career?
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"As CEO, you also lose that quick dopamine hit of checking things off a list. I still want to know what’s happening — whether it's with new group leaders or those stepping down — because it matters to me. But I also recognize I can’t be everywhere at once." ~ Sharon Strauss |
The hardest thing to let go of has been being in the weeds. I’m still there to some extent, but I know I’ll need to step back as others grow into their roles. Letting go of the details, especially when they don’t come naturally to others, can be tough. Helping them see what I see takes time, and that slow process isn’t always easy. As CEO, you also lose that quick dopamine hit of checking things off a list. I still want to know what’s happening — whether it's with new group leaders or those stepping down — because it matters to me. But I also recognize I can’t be everywhere at once. We’re a 40-person company supporting over 10,000 members, so I likely do more than most CEOs simply out of necessity. I still run the reports because that’s how I understand the numbers and use them to make informed decisions. I may not give up the processes that help me succeed in this role, but I do understand that growth means learning to let go of more along the way. |
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Were there defining moments that stand out in your career, and what did you learn from them?
A defining moment for me was leaving Aquent after 20 years with the company. It was difficult to find myself in a position where they no longer had a role for me. I kept asking if I was going to be laid off, and while they said no, they also didn’t offer a clear path forward. It left me feeling insecure, like maybe I wasn’t trusted or valued anymore. Even though I had always collaborated with my peers, I wasn’t being asked, “What do you think?” and that left me unsure of myself at times. When I joined ProVisors, it felt like I was myself again. The CEO at the time, Matt, trusted me from the start, even when I wasn’t fully sure I trusted myself. That trust was a turning point. It helped me step out of the self-doubt I’d been carrying and reminded me of what I was capable of. Getting promoted at ProVisors was another powerful moment. It was validating. Not just the title, but the recognition of the work I’d done and the value of my ideas. It taught me the importance of timing, and that even when a chapter ends in uncertainty, the next one can hold incredible opportunity. I didn’t know where that path would lead, but I knew I was ready.
Now, as CEO, I’ve had to navigate a new kind of growth. I’m approached with questions and requests that wouldn’t have gone to my predecessor, and while I want to be helpful, I’ve learned that setting boundaries and empowering leaders to lead is also part of my role. It’s not always easy, but it’s necessary; it’s part of how I continue to evolve. |
Sharon with Group Leader Mark Nielsen (Dallas)
Photo Courtesy: ProVisors |
Let’s discuss mentorship. Did you have a mentor who helped you, and have you found a way to pay it forward?
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"Mentorship, for me, is about paying forward the support I received. I believe leadership is demonstrated in everyday actions. I watch how people show up, how they lead their regions, what they volunteer for, and how they engage with others." ~ Sharon Strauss |
Yes, I’ve been fortunate to have a mentor who’s had a lasting impact on my leadership journey: Susie Hall. We started at Aquent just a few months apart, and over time, she became both a trusted colleague and a close confidante. Susie launched a division of Aquent focused on roundtable networking for creative professionals, so in many ways, our careers have come full circle. We have a standing meeting every three weeks, where we talk about work, life, and everything in between. She supported me through many pivotal moments at Aquent, and I deeply value what our relationship has become over the years. On the other side of that, I’m now mentoring a regional director I once managed. I saw real fire and potential in her a few years ago and asked if she was interested in leadership. At the time, she wasn’t ready. But when my transition to a new role began, I reached out again — this time showing her the ways she was already demonstrating leadership without even realizing it. She was ready for the promotion, and I simply helped her see that for herself. Now, I continue to serve as a sounding board, helping her walk through different scenarios, even when we don’t always agree. I offer perspective rather than prescriptions, helping her navigate the nuances of leading volunteers versus paid staff, so she understands the broader impact of her decisions. |
Mentorship, for me, is about paying forward the support I received. I believe leadership is demonstrated in everyday actions. I watch how people show up, how they lead their regions, what they volunteer for, and how they engage with others. It’s not about what you say — it’s about what you do. I lead with that mindset and strive to open doors for others, just as someone once did for me.
What advice would you give to young women who aspire to be in leadership.
Life is a working interview. If you want something, show up and overperform. You don’t need to show off, but you do need to give your best. Volunteer, stretch yourself, go beyond the bare minimum, but only if it’s authentic. People can tell when it’s not.
What advice would you give to young women who aspire to be in leadership.
Life is a working interview. If you want something, show up and overperform. You don’t need to show off, but you do need to give your best. Volunteer, stretch yourself, go beyond the bare minimum, but only if it’s authentic. People can tell when it’s not.
Dinner with South Florida Group Leaders
Photo Courtesy: ProVisors |
No one taught me in college that networking could be a career. I’ve learned that being curious and asking questions about what interests you can lead to unexpected paths. I didn’t know roles like TV producer (which I am sure I would have enjoyed) or what I do now even existed. Today, I connect with incredible people as part of my job. Your path can change, so be flexible [when opportunities arise].
Describe your leadership style. Authentic for sure. I am who I am. I am not going to change that. I couldn’t mimic Matt’s leadership style. People would see right through that because that is not me. Our meetings are different now. It’s hard to explain, but the vibe is different. We are giving personal testimonials in our team meetings nonstop, to the point that we run over. I don’t stop that in the meetings because it’s important to me for the team to hear how they have all been supportive to one another. I know we have other work to do, but I don’t want to glaze over the energy of teamwork. I [always put] 150% into the work I am doing. My brain doesn’t let me do anything different, so I am always on the go. I think people see me working hard all the time and that resonates with them. |
What habits or routines help you stay focused and grounded?
I think I am a little OCD. I’m very organized and action-oriented. Anything that needs my attention stays in my inbox; everything else gets filed for later. I live by my calendar and time-block my work to stay on track. If it’s not written down, it doesn’t get done. I also rely on to-do lists and often look ahead to knock out future tasks early. I don’t procrastinate. If something needs to be done, it gets done, even if it’s not my favorite task.
I think I am a little OCD. I’m very organized and action-oriented. Anything that needs my attention stays in my inbox; everything else gets filed for later. I live by my calendar and time-block my work to stay on track. If it’s not written down, it doesn’t get done. I also rely on to-do lists and often look ahead to knock out future tasks early. I don’t procrastinate. If something needs to be done, it gets done, even if it’s not my favorite task.
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If you were to pick two or three things you want to continue to focus on to grow in your leadership, what would they be?
One area I’m continuing to grow in is developing and using my skills at the 30,000-foot level — learning to sit in the vision and think strategically about the future of the organization. That means giving myself the space to step out of the day-to-day details and focus on where we’re headed long-term. What do we want our structure to ultimately look like? To do that well, I know I need to shift from being in the weeds to taking more of a balcony view. Another area I’m working on is distinguishing what’s truly urgent from what can wait. I’ve struggled with feeling like everything needs to be handled immediately, which can create unnecessary pressure. Matt pointed this out during our time working together, and it’s something I continue to work on — developing a better sense of urgency without treating everything like a fire that needs putting out. Learning to prioritize more effectively is part of my growth as a leader. What message would you give your younger self?
"Have more self-confidence. Life will teach you a lot along the way, but don’t doubt yourself." Still, I don’t think I would change anything about my life. Every experience has taught me something valuable. I truly believe life takes you where you're meant to go, and even the difficult moments serve a purpose. There are so many examples that validate this mindset, whether it was hiring decisions, letting someone go, or facing tough calls. Each step led to growth, even if it didn’t feel like it at the time. One value I hold tightly is accountability. Everyone makes mistakes; but what matters is owning them. I’m incredibly forgiving when someone takes responsibility. But when accountability is lacking, that’s where I struggle most. |
Sharon with Regional Director Erika Buenaventura (South Florida) &
Group Leader Maria Castillo-Dominguez Photo Courtesy: ProVisors |
What do you want your legacy as CEO to be?
I’m working to build that legacy every day at ProVisors. We serve professionals like attorneys and CPAs, but that doesn’t mean they don’t want connection, friendship and fun. I’m not a traditional corporate person; I even had to buy professional clothes when I started going into the office. To me, you don’t have to fit the typical corporate CEO mold to be a great one. You can lead with empathy, create a fun, caring culture, and still make tough decisions when needed.
We don’t sell a product; our people are our business. If they’re not happy, engaged or connected to our community, we fail. My legacy is to make sure our people are valued, supported, and enjoy the work we do together.
I’m working to build that legacy every day at ProVisors. We serve professionals like attorneys and CPAs, but that doesn’t mean they don’t want connection, friendship and fun. I’m not a traditional corporate person; I even had to buy professional clothes when I started going into the office. To me, you don’t have to fit the typical corporate CEO mold to be a great one. You can lead with empathy, create a fun, caring culture, and still make tough decisions when needed.
We don’t sell a product; our people are our business. If they’re not happy, engaged or connected to our community, we fail. My legacy is to make sure our people are valued, supported, and enjoy the work we do together.
Where do you find sanctuary?
Physically, I love being near water (not IN water, but near it). I love the ocean view from our home. That relaxes me. I also really love television — great shows, guilty pleasure reality TV. You name it, I watch it. It helps me take my mind off things.
Physically, I love being near water (not IN water, but near it). I love the ocean view from our home. That relaxes me. I also really love television — great shows, guilty pleasure reality TV. You name it, I watch it. It helps me take my mind off things.
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