Jason Wild

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598 appearances 1 recordings 1 series first heard Aug 2026 last heard 6 Aug

Jason Wild’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 1 in all, peaking in Aug 2026 with 1.

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The Home Service Expert Podcast · Jason Wild | Every "No" He Heard Was Worth $12 Million · 6 Aug 2026 podcast

stock premium prices and valuations.

Well, it's the perception of the future of innovation coming from these companies.

But yet most of the people who get promoted or in the C-suite positions tend to be fairly operational, right?

So we wrote this book as basically a love letter of how do you actually create environments to lead innovation and use leadership authority

not to be top down and to really kind of blow up this myth of the lone genius and really what these leaders do to create environments where people are willing and able to innovate time and time again.

So that's what got me really excited about writing this book.

Yeah, I think it's a great question.

Well, I think clarity of purpose is one of the most important things to get value out of any initiatives, especially innovation.

So for me, I've worked with many large companies, enterprises, and what I've seen sometimes is this thing that I call the Swiss Army Knife Syndrome, where these big companies are so big that they try to be good at everything.

I have kids and I have debates with my kid that nothing is world-class in a Swiss Army knife, but everything is good.

You can argue the scissors are pretty world-class, Tommy.

They're very sharp.

Small, but pack a big punch.

So to your point, I think too many organizations try to be that Swiss Army knife and don't make the tough decisions around where they want to be world-class and therefore execute flawlessly.

And not just execute flawlessly operationally.

and in continuously redefining the lower cost structure, but also execute flawlessly in their innovation agenda.

And if you're working on innovation stuff that's not aligned to those priorities and your purpose, it's kind of like, why are you doing it?

So one of the leaders that we talk about in the book that is really fascinating is the former CEO of MasterCard, Ajay Banga, who joined MasterCard in the early 2010s,

did employee survey.

One of the first things he did, innovation ranked at MasterCard at that time, 26 out of 27.

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