In the world of governance — public companies, global nonprofits, private enterprises, and multigenerational family businesses — few leaders have the breadth, clarity, and impact of Elaine Eisenman. As the Managing Director at Saeje Advisors, Elaine guides organizations through strategic growth, governance challenges, and leadership transitions. Her journey spans board leadership roles at organizations such as DBI, Inc. (parent company of DSW), Harvard Vanguard Medical Associates, Active International, Fidelity Capital startups, and the Center for Creative Leadership. She is also the former Chair of the Board of the Private Directors Association and a founding member of Women Corporate Directors Foundation. Her résumé is extraordinary, but what makes Elaine stand out is the wisdom gained from every challenge, disruption, and inflection point along the way.
When I sat down with Elaine for C-Suite Success, I expected insights. What I didn’t expect was the raw honesty and humanity behind her success story. For Elaine, success isn’t a milestone or a title; it’s “a rolling goal,” measured not by accolades but by impact and enjoyment. “I’ve never strived for success,” she told me. “I’ve always strived to do well.” Her philosophy is grounded, refreshing, and deeply personal, shaped by a childhood with an overachieving father who treated every achievement as insufficient. When Elaine was awarded the top dissertation prize in her doctoral program — a moment that would validate most scholars — she was stunned. “I always felt like a failure,” she said. That moment, however, gave her the rare opportunity to pause, breathe, and acknowledge her own capability. Still, she insists her career has been less about deliberate ambition and more about “opportunism and having impact.”
Finding her voice has been one of Elaine’s greatest personal triumphs. Growing up at a time when girls were expected to be “seen and not heard,” she internalized the message early. After a teacher told her parents she raised her hand too much in class and didn’t give boys a chance to speak, she stopped using her voice for years and didn’t rediscover its power until her first job as a nurse, where casual condescension from physicians forced her to confront a hard truth: she had something valuable to say — and she wasn’t going to let anyone diminish it. That turning point sparked a lifelong dedication to using her voice not only to advance her own goals, but to help others find theirs. “Using my voice to have impact,” she said, “may be the biggest success of my entire life.”
Elaine’s insights into generational dynamics are equally compelling. She believes young women and men face very different challenges today—and, surprisingly to some, she believes young men may have it tougher. “Young men with voice are being treated as if they have ADD,” she said. “Boys being boys are getting medicated, and bright girls are getting medicated. People don’t have the tolerance to listen anymore.” Her concern isn’t political; it’s practical. Every future leader needs space to develop confidence, communication skills, and presence. Our culture, she worries, is increasingly quick to quiet them rather than guide them.
One of the most powerful lessons Elaine shared came from her time as EVP and COO of a retail company navigating a unionization threat. When she approached the CEO with “a big problem,” he replied, “No, you have a big problem, because you came to me with a problem and not a solution.” That was a defining moment in her career. “I’d never thought of it that way,” she said. “It changed my entire perspective on leadership.” Now, she passes that lesson on to the next generation of managers: your role is not to spot the problem but to own it and bring solutions forward.
Much of our conversation centered on disruption, when to pursue it, and when not to. I’ve long believed that success requires leaders to disrupt old systems and create new value. Elaine challenged me on that idea. “The challenge,” she said, “is knowing when disruption is necessary and when it’s not.” Many leaders assume that everything preceding them is flawed and must be rebuilt. Her argument is for a more nuanced approach: sometimes success requires reframing, reemphasizing, or enhancing what already works. Not every situation calls for what she calls “Disruption with a capital D.” Sometimes the real progress comes from “small d” changes — thoughtful evolution rather than sweeping revolution.
Her work with entrepreneurship policy advisors illustrates this beautifully. Across Latin America, Europe, and the U.S., she has helped scale established companies so they can grow sustainably, strengthen local economies, and create long-term jobs. These companies aren’t asking for their worlds to be turned upside down. They need roadmaps, not wrecking balls. For communities in places like Colombia and Scotland, this kind of growth is transformative. The “non-sexy” industries — manufacturing, beauty, professional services — are the ones that drive real economic expansion.
Elaine is also deeply optimistic about AI, though she cautions that it must remain a tool, not a panacea. Her biggest concern is that smaller businesses will be left behind due to fear, cost, or lack of technical expertise. The potential is enormous, but accessibility will determine whether AI becomes a great equalizer or a widening chasm.
Elaine’s insight is profound, her humility disarming, and her commitment to lifting others undeniable. Her success isn’t defined by titles or accomplishments but by the impact she has on people, organizations, and communities around the world. And that, in every sense, is the true mark of a leader.
Watch the full interview on C-Suite TV or listen to the podcast on C-Suite Radio (or wherever platform you listen to podcasts).
