We Fixed It, You're Welcome

Apple has a new CEO. But should John Ternus try to change Apple — or protect what already works?

Chris Deaver, former Apple and Disney leader and co-founder of BraveCore, joins Aaron Wolpoff and Melissa Eaton to unpack one of the biggest questions facing Apple's next chapter: how do you evolve a company without losing the culture that made it great?

Chris brings an unusually close perspective to the conversation. He worked in leadership development at Apple and worked extensively with John Ternus over more than a decade as Ternus developed into the leader Apple ultimately chose to succeed Tim Cook.

The conversation explores why Steve Jobs and Tim Cook were so different, why that difference actually helped Apple, and why John Ternus doesn't need to become either one.

They discuss Apple's collaborative culture, the shift from "Think Different" to "Different Together," the company's approach to AI and privacy, the future of AR, the challenge of creating Apple's next major product category, and the pressure on a new CEO to deliver a "mic drop" moment.

Chris also explains why Apple's current transition is less about fixing a broken company and more about preemptively positioning a healthy company for its next phase.

In this episode:

Why Steve Jobs chose a fundamentally different successor in Tim Cook

What Apple actually needs from John Ternus

Why culture may be Apple's most important product

The shift from "Think Different" to "Different Together"

Why Apple promotes people based on principles, not just results

The danger of a CEO trying to control every function

Apple's "category one" philosophy

What Disney's succession problems can teach Apple

Why Apple's approach to AI is different

Privacy vs. AI's dependence on massive amounts of data

Why Apple doesn't need to be first

The future of AR glasses

What would make consumers actually want Apple's next wearable

Why Apple's next major product doesn't have to replace the iPhone

The pressure on John Ternus to deliver a major signal

Why Apple should preserve its culture while evolving its operating mechanics

Why Apple needs to sell the thesis, not just live it

What you will learn

Why Steve Jobs and Tim Cook were intentionally different leaders

Why Apple needs the right leader for the right phase, rather than another Steve Jobs

Why Apple's culture may actually be its most important "product"

How Apple shifted from **"Think Different" to "Different Together"

Why John Ternus's biggest challenge isn't hardware — it's becoming a truly enterprise-wide CEO

Why Apple promotes leaders who demonstrate its principles, not just performance

How Apple's "category one" philosophy allows leaders to own their expertise while trusting other leaders to own theirs

Why CEOs can damage companies by trying to have their hands in everything

What Apple's approach to AI reveals about its commitment to privacy

Why Apple may deliberately refuse to be first in AI

Why "we don't care about being the first, we care about being the best" is central to Apple's strategy

Why AR could become Apple's next meaningful product category

What Apple needs to prove before consumers will actually want AR glasses

Why Apple's biggest challenge may be explaining the use case, not building the technology

Why the pressure for a "mic drop" product announcement could become a problem for Ternus

What Apple can learn from its failed succession stories

Why Chris sees the current situation as preemptive positioning rather than fixing a broken company

Why Ternus needs to become a deeper collaborator rather than trying to impose a singular vision

Why Apple should "sell the thesis, don't just live it"

Why the best future for Apple may involve preserving its culture while changing the mechanics around it

Notable quotes

"The culture is the gift that keeps on giving." — Chris Deaver

"For Apple, incremental is revolutionary." — Chris Deaver

"Apple's always been a company that is first about getting the principles right." — Chris Deaver

"We don't care about being the first, we care about being the best." — Chris Deaver

"You don't want to be educating the consumer about this. You want them to experience it." — Chris Deaver

"There's not really a broken per se." — Chris Deaver

"It's almost a preemptive, like, let's not let it break." — Chris Deaver

"Do you really wanna rush Michelangelo's sculpture?" — Chris Deaver

About our guest

Chris Deaver is the co-founder of BraveCore, a leadership and culture consultancy focused on helping organizations build cultures around co-creation and collaboration. His LinkedIn describes his work as spanning two decades inside organizations including Apple and Disney

Connect with Chris Deaver:

Linkedin - LinkedIn

Website - BraveCore

Connect with We Fixed It

, You're Welcome: Website- https://www.wefixeditpod.com

Instagram - https://www.instagram.com/wefixeditpod

Linkedin - https://www.linkedin.com/company/wefixeditpod

YouTube -https://www.youtube.com/@WeFixedItPod

If you liked this episode, don’t forget to subscribe, leave a review, and share it with your friends! Keep listening to find out how we fix companies and put them back better than we found them.

Disclaimer
A quick disclaimer. We are going into this somewhat cold and nothing we say should be construed as legal advice, financial advice or anything that would get us in trouble. These are our views and opinions. We’re here to ask the kinds of questions everyone’s thinking, have an engaging conversation and maybe come to some conclusions that we feel are worth exploring.

By the end, if we fixed it, you’re welcome. All trademarks, IP and brand elements discussed are property of their respective owners.

What happens when one of America's most iconic snack brands becomes a multi-billion-dollar acquisition that’s not as sweet as it once seemed?

In this episode of We Fixed It, You're Welcome, the team tackles Smucker's $5.6 billion acquisition of Hostess and asks why beloved brands like Twinkies, Ho Hos, Ding Dongs, and Donettes have struggled since joining the Smucker's portfolio.

Joining the discussion is Rebeca Johnson, former VP of Marketing at Frito-Lay and a veteran CMO who has spent decades transforming legacy brands. Together, our panel explores why operational fit matters just as much as brand equity, how evolving consumer habits have reshaped the snack aisle, and what Smucker's could do to turn the Hostess situation around.

In this episode:

Why Smucker's acquisition has struggled despite Hostess' iconic status

The operational mismatch between grocery and convenience store distribution

Why nostalgia alone can't revive legacy brands

How healthier consumer preferences changed the snack category

The importance of shopper psychology and shelf placement

Our own product innovation ideas including healthier Twinkies and Smucker's-inspired flavors

Why great acquisitions fail despite strong financial models

How social media, influencer marketing, and cultural relevance could revive Hostess

The team's complete turnaround strategy for one of America's most recognizable snack brands

If you enjoy lively conversations about business strategy, branding, marketing, operations, acquisitions, and customer experience, this episode is for you.

Connect With the Show

Subscribe for more deep dives where we fix big business problems with fresh perspectives.

🌐 Websitewww.wefixeditpod.com

📲 Follow Us

Instagram: https://www.instagram.com/wefixeditpod

LinkedIn: https://www.linkedin.com/company/wefixeditpod

YouTube: https://www.youtube.com/@WeFixedItPod

If you enjoyed this episode, don't forget to Like, Subscribe, and leave a review. Share it with someone who loves business strategy, branding, or marketing.

Disclaimer

A quick disclaimer. We are going into this somewhat cold, and nothing we say should be construed as legal advice, financial advice, or anything that would get us in trouble. These are simply our views and opinions. We're here to ask the kinds of questions everyone is thinking, have engaging conversations, and explore ideas worth discussing.

If, by the end, we fixed it... you're welcome.

All trademarks, intellectual property, and brand elements discussed remain the property of their respective owners.

Research suggests that 30–50% of today’s work tasks could technically be automated. And yet most of us feel busier than ever.

So what’s going on?

In this episode, we sit down with author, AI strategist, and business coach Steve Ferman to unpack the “automation irony”: the more tools and systems we add, the less time we seem to get back. Instead of blaming the technology, we dig into the real blockers—governance gaps, cultural resistance, change management failures, rising expectations, and leadership blind spots that prevent automation from delivering the relief it promises.

This isn’t an anti-AI episode. It’s a pro-leadership one.

About Our Guest

Steve Ferman is a tech executive, AI strategist, and certified Scaling Up business coach with over 40 years of experience building, scaling, buying, and selling technology companies. Learn more: https://4pillarcoach.com

Key Topics & Takeaways

Why automation isn’t a tech problem — it’s an operations problem

AI sprawl and shadow AI inside organizations

The danger of implementing tools without governance or guardrails

Why efficiency gains often lead to raised quotas, not reduced workload

The “walled garden trap” and siloed automation efforts

How automation quietly shifts burden upstream and creates hidden burnout

Why layoffs blamed on AI increase fear and stall adoption

The cultural gap between automation promise and employee experience

The need for executive alignment before tool selection

Why adoption requires enablement, not just software licenses

The Core Insight

Automation is not failing.

Leadership strategy is.

Companies often start with the solution — buying the newest AI tool — instead of identifying the operational bottlenecks they actually need to solve. Without executive buy-in, guardrails, and employee engagement, automation simply becomes another layer of work.

And when time is saved?

Organizations often fill it immediately with more output expectations, reinforcing the productivity paradox instead of relieving it.

Strategic Fixes Proposed

1️⃣ Start with Operations, Not Software

AI should solve clearly defined operational friction, not chase trends. Diagnose before you deploy.

2️⃣ Build Governance Early

Create AI councils, guardrails, usage policies, and clear expectations. Avoid AI sprawl.

3️⃣ Ask Employees First

“What are two tasks you hate doing?”

Automate those first to build trust and momentum.

4️⃣ Protect Reclaimed Time

Hard-code reclaimed hours into the operating model.

Allocate portions to:

Innovation

Upskilling

Strategic thinking

Reduced workload

5️⃣ Redefine Productivity

More output is not always better output.

Innovation, morale, and long-term sustainability matter.

6️⃣ Treat AI Like a New Colleague

Onboard it. Train around it. Clarify when human judgment overrides automation.

7️⃣ Keep Humans in the Loop

AI lacks empathy, emotional intelligence, and true reasoning.

The human element remains essential.

Who This Episode Is For

Executives implementing AI initiatives

HR and People & Culture leaders

Founders and startup operators

Technology and operations leaders

Anyone feeling busier despite automation

The Big Question This Episode Answers

Is automation actually freeing us, or are we just running faster on the same wheel?

Final Take

Automation can absolutely give us time back.

But only if leaders resist the temptation to immediately reinvest every reclaimed minute into higher output expectations.

The real opportunity isn’t just efficiency.

It’s reinvention.

If done right, automation shifts work from execution to strategy, from repetition to creativity, from burnout to innovation.

But that shift requires intentional leadership, cultural clarity, and guardrails.

Otherwise, we're stuck with the burden of knowing we'll never catch up, no matter how many time-saving tools we add.

Subscribe for more deep dives where we fix big business problems with fresh perspectives.

Steve Ferman: https://www.linkedin.com/company/4-pillar-coach/

• Website – www.wefixeditpod.com

• Follow us on:

Instagram – https://www.instagram.com/wefixeditpod

LinkedIn – https://www.linkedin.com/company/wefixeditpod

YouTube – https://www.youtube.com/@WeFixedItPod

If you liked this episode, don’t forget to subscribe, leave a review, and share it with your friends!

Keep listening to find out how we fix companies and put them back better than we found them.

Disclaimer

A quick disclaimer. We are going into this somewhat cold and nothing we say should be construed as legal advice, financial advice or anything that would get us in trouble. These are our views and opinions. We're here to ask the kinds of questions everyone's thinking. Have an engaging conversation and maybe come to some conclusions that we feel are worth exploring. By the end, if we fixed it, you're welcome. All trademarks, IP and brand elements discussed are property of their respective owners.

See Privacy Policy at ⁠https://art19.com/privacy⁠ and California Privacy Notice at ⁠https://art19.com/privacy#do-not-sell-my-info⁠.

In this episode of "We Fixed It. You're Welcome," the hosts explore cultural and product differences between the United States and Canada. They discuss unique Canadian offerings like specialty sauces at Subway, higher quality fast food, and distinctive snack flavors.

The conversation delves into consumer preferences, brand loyalty, and government regulations affecting product quality and availability. The hosts examine why some American brands struggle to expand into Canada and vice versa, highlighting the importance of understanding local markets.

They also touch on the impact of government monopolies on alcohol sales in Ontario and the potential for cross-border product exchanges. The episode concludes with recommendations for Americans to explore Canadian products and for businesses to consider expansion strategies carefully.

See Privacy Policy at ⁠https://art19.com/privacy⁠ and California Privacy Notice at ⁠https://art19.com/privacy#do-not-sell-my-info⁠.

Are too many people being promoted into leadership roles? As a result, are companies becoming too top heavy? If we’ve created a system that values managers over executers, is this a recipe for disaster?

In this episode, we’re joined by Ron Hetrick, Principal Economist at Lightcast and one of the most influential labor economists in the country. Together, we unpack one of the most important questions facing today’s labor market: whether modern organizations are overloaded with managers and what that means for productivity, hiring, layoffs, and career paths.

Drawing on decades of labor market research and macro workforce data, Ron explains why middle managers are often the first cut during layoffs, how that decision can negatively impact companies, and why a contributor-based evaluation might be a better approach.

This dynamic conversation digs into provocative questions we’re all asking, challenges assumptions, and poses some very real solutions about improving our collective thinking about the labor force.

If organizations want stability, they must create career ladders where experts can grow financially without being pushed into management roles if it creates misalignment.

As Ron explains during the episode:

The farther your role is from creating revenue or protecting margin, the harder it becomes to justify during restructuring.

About the Guest: Ron Hetrick

Ron Hetrick is a leading labor economist and Principal Economist at Lightcast. He previously worked at the U.S. Bureau of Labor Statistics and advises Fortune 100 companies, policymakers, and workforce strategists.Subscribe for more deep dives where we fix big business problems with fresh perspectives.

• Website – www.wefixeditpod.com

• Follow us on:

Instagram – https://www.instagram.com/wefixeditpod

LinkedIn – https://www.linkedin.com/company/wefixeditpod

YouTube – https://www.youtube.com/@WeFixedItPod

If you liked this episode, don’t forget to subscribe, leave a review, and share it with your friends!

Keep listening to find out how we fix companies and put them back better than we found them.

Disclaimer

A quick disclaimer. We are going into this somewhat cold and nothing we say should be construed as legal advice, financial advice or anything that would get us in trouble. These are

our views and opinions. We're here to ask the kinds of questions everyone's thinking, have an engaging conversation and maybe come to some conclusions that we feel are worth exploring.

By the end, if we fixed it, you're welcome. All trademarks, IP and brand elements discussed are property of their respective owners.