Hiring Is Broken — Leadership Coaching Is the Missing Link
Rich Baron • October 28, 2025
How Leadership Coaching Turns Talent into Transformation
The Global Hiring Disconnect
In today’s interconnected world, companies can recruit from virtually anywhere. Technology has dissolved borders, and organizations boast about being “global talent magnets.” Yet, despite this unprecedented reach, the hiring process across industries and geographies remains deeply flawed.
Recruiters and hiring managers often lean too heavily on resumes, credentials, and automated screening systems. The result? Great leaders are filtered out because they don’t fit a pre-set template, while others get hired for what looks good on paper rather than what creates sustainable impact.
Too often, hiring decisions prioritize speed over substance and optics over authenticity. Companies fill roles quickly to meet quarterly targets, not to build long-term leadership pipelines. What’s missing is a deeper understanding of who a candidate really is — not just what they’ve done.
Culture Fit Has Become Culture Filter
For years, organizations have used the idea of “culture fit” as a benchmark for hiring — a way to ensure new leaders align with the company’s values and ways of working. But somewhere along the way, culture fit shifted from alignment to elimination.
Instead of inviting diversity of thought, culture fit often becomes a culture filter — screening out leaders who think differently, challenge norms, or bring new perspectives that could disrupt the familiar. This unintentional bias leads organizations to select leaders who simply “blend in,” reinforcing existing patterns and protecting comfort at the expense of growth.
When businesses repeatedly hire the same leadership profile — the same background, same behaviors, same personality — they create cultural stagnation. Innovation slows. Blind spots deepen. Progress plateaus. Meanwhile, the rapidly changing world outside demands new thinking and adaptive leadership more than ever.
True cultural alignment isn’t about finding people who are easy to manage or agreeable to the status quo — it’s about finding leaders who can elevate the culture, not preserve it.
Leaders who:
- Ask bold questions
- Bring diverse insights and experience
- Challenge outdated beliefs
- Strengthen inclusion, trust, and collaboration
- Expand the organization’s capacity to win in new markets
Culture should be dynamic, not static. A strategic, future-focused culture doesn’t filter differences — it leverages them.
When hiring shifts from “who fits us?” to “who grows us?” — that’s when culture becomes a competitive advantage.
Leadership Readiness Is Rarely Measured
Traditional hiring models focus on what a leader has done, not who they are. Job descriptions and interviews emphasize competencies, credentials, and past achievements — all important, yet insufficient. What often gets overlooked are the deeper human capacities that determine whether a leader can thrive in ambiguity, inspire others, and drive transformation.
True leadership effectiveness relies on attributes that rarely show up on a résumé or in a structured interview:
- Emotional intelligence — how they connect, influence, and build trust
- Resilience under pressure — how they respond when things go wrong
- Learning agility — whether they grow with the role or become overwhelmed by it
- Leadership maturity — the capacity to balance confidence with humility
- Courage and integrity — making the right decisions, not just the easy ones
These capabilities fuel sustainable success — yet they remain largely invisible in the hiring process.
The result? Organizations fill roles quickly but not always wisely. When leaders fail to adapt, perform, or align with culture, the organization pays the price. Research shows that replacing an unsuccessful executive can cost three to five times their annual salary — and that’s just the financial impact.
The greater ripple effects include:
- Loss of trust among employees and stakeholders
- High-performing team members disengaging or leaving
- Momentum stall on critical initiatives
- Confusion and instability in the culture
This isn’t a hiring problem — it’s a leadership readiness gap.
Executive coaching bridges that gap. It helps organizations look beyond today’s résumé to evaluate the capacity for future leadership — ensuring the leaders they select aren’t just equipped to take the job, but to elevate it.
How Executive Coaching Can Transform Hiring
Executive leadership coaching offers a corrective lens to this broken system — not by replacing hiring processes, but by elevating them. While most organizations treat leadership as a list of credentials or past achievements, coaching goes deeper. It uncovers potential — the capacity to lead with character, resilience, and emotional intelligence in the face of real-world challenges.
Coaching brings the whole leader into view:
- Their strengths and blind spots
- Their motivators and derailers
- How they build trust and influence
- What drives their decisions and behavior
- How they align with the culture they’re stepping into
Instead of hiring based on a résumé or a first impression, organizations gain a clearer understanding of how a leader will perform, connect, and transform their environment over time.
This shift replaces guesswork with insight.
It replaces hiring for the job with hiring for the future.
It creates leaders who are not only competent but culturally catalytic.
Executive coaching doesn’t just help select leaders — it develops them. It accelerates integration, strengthens culture, and ensures leaders don’t just enter a role, but elevate it. When coaching becomes part of the hiring equation, organizations don’t just fill positions. They build leadership capacity — and that’s where lasting success truly begins.
Leadership Assessment as Insight, Not Gatekeeping
In many organizations, leadership assessments are treated as binary tools — instruments that “pass” or “fail” candidates rather than reveal their depth, drivers, and development potential. This mindset turns valuable diagnostic tools into gatekeeping mechanisms that can block great talent instead of illuminating it.
A deeper problem lies in how these assessments are being interpreted. Many HR teams rely on internal staff who may not be certified or formally trained to interpret widely used hiring assessments such as DISC®, Myers-Briggs Type Indicator (MBTI®), Hogan Assessments, CliftonStrengths®, and similar behavioral or personality inventories. Without the right expertise, these tools are often misapplied or oversimplified — reduced to color labels, preference types, or quick-fit categories that seem helpful on the surface but lack the depth needed for high-stakes selection decisions.
This creates a false sense of confidence in the results. Leaders may be screened out because they don’t match a preferred profile, while others are advanced based on traits that look appealing in theory but don’t translate to real-world leadership effectiveness.
Worse, misinterpretation can introduce bias, unintended exclusion, and costly mis-hires — all while giving organizations the illusion of objectivity.
Assessments are powerful only when paired with trained interpretation, leadership context, and professional debriefs that explore:
- Why a leader behaves the way they do
- How they respond under stress or change
- What motivates their decisions
- Where their blind spots or derailers exist
- How they will influence culture and performance
It’s particularly important when using powerful leadership assessments such as the Mattone Leadership Enneagram Inventory (MLEI)
— instruments designed to reveal core leadership drivers, emotional composition, and patterns that impact performance from the inside out.
When used correctly, these tools don’t categorize leaders — they unlock insights that drive better hiring and smarter development.
Executive coaches ensure assessments don’t become gatekeepers to opportunity, but gateways to growth — for both the leader and the organization.
From Hiring to High Performance
Hiring a leader shouldn’t be the finish line — it should be the launchpad for lasting success. Executive coaching ensures that organizations don’t simply bring leaders into a role, but set them up to amplify performance, trust, and culture from day one.
Coaching supports leaders in navigating the nuances of global cultural intelligence — not just understanding new environments, but learning how to influence, communicate, and build trust across diverse teams and markets. A leader who excels in New York may struggle in São Paulo or Singapore if they don’t understand the underlying cultural dynamics. Coaching equips them to adapt without compromising authenticity — turning cultural differences into strategic strengths.
The impact is especially powerful during the first 90 days, when alignment, credibility, and relationships are either accelerated or jeopardized. Instead of a traditional orientation, coaching creates an integration and acceleration plan that helps leaders connect their vision to the organization’s strategic priorities and people faster — and with greater confidence.
Beyond the individual level, coaching enables leadership teams to move from reactive hiring to proactive talent strategy. It helps organizations build a pipeline of future-ready leaders — expanding leadership capacity ahead of demand rather than scrambling to fill gaps when they arise.
In this way, executive coaching does more than enhance hiring outcomes. It elevates the entire leadership ecosystem — transforming new hires into cultural catalysts and ensuring every leadership decision builds capability for tomorrow, not just coverage for today.
A Message to Leaders Seeking Development
If you’re a leader looking to advance your career, the flaws in the hiring process can feel discouraging — but they don’t have to define your path. The key is shifting focus from getting hired to becoming undeniable.
Executive coaching helps you do exactly that. It sharpens self-awareness, strengthens emotional intelligence, and aligns your leadership identity with your purpose. More importantly, it helps you understand how others experience you — and how to authentically communicate your value in any context or culture.
Through assessments, reflective dialogue, and targeted development plans, you begin to lead from your core, not your credentials. You learn how to show up not just as a qualified candidate, but as a transformational leader — someone who can elevate people, performance, and culture wherever you go.
A New Paradigm: Hiring for Leadership Potential
The future of global hiring depends on more than algorithms or credentials. It depends on the ability to recognize and develop human potential. Executive coaching brings the science of leadership and the art of transformation together — ensuring organizations don’t just hire leaders, but grow them.
In a world where every company claims to be talent-driven, the differentiator isn’t how you hire — it’s how you develop who you hire.
About the Author
Rich Baron is the Chief Operating Officer and Director of Global Coaching Projects at John Mattone Global (JMG), where he also serves as a Master Certified Intelligent Leadership Executive Coach. With more than 30 years of experience in cultural transformation, operational leadership, and executive development, Rich has a proven track record of helping leaders at every level — from emerging talents to seasoned CEOs — unlock their potential and build high-performance cultures.
Rich is also the co-host of Mainline Executive Coaching ACT, recognized by FeedSpot as one of the top executive coaching podcasts worldwide. The show’s recognition is based on global rankings across web traffic, social media influence, and audience engagement, reflecting its growing impact on leaders and organizations around the world.
If the years since the pandemic are any indication of what we can expect in this ever-changing business world, leadership needs to be stronger than ever. With rapid changes in business worldwide, the leadership skills we need are changing. Strong, versatile leaders are needed to face the challenges we will inevitably see - leaders who can adapt, strategize, and motivate their teams through complex situations. However, studies show that organizations and leaders alike are far from prepared to combat these challenges. What Do The Studies Show According to the Bersin by Deloitte report High-Impact Leadership Development , organizations with stronger “leadership maturity” are 11 times more likely to have a high number of leaders who can build talent for competitive advantage. And they’re 7 times more likely to have a high number of leaders who can inspire people to follow them. Unfortunately, the report also found that capable leadership talent is very rare. Only 60% of leaders in organizations show commercial acumen and business judgment; 48% are seen as driving change and innovation; and only 44% build talent for competitive advantage. Regarding rare leadership talent, in a study conducted by Kaiser Leadership Solutions , using a 360-degree instrument called the Leadership Versatility Index, they assessed over 24,000 senior managers from a variety of industries around the world. The results showed that less than 10% of the leaders in this study had the versatility and timing to be effective leaders. That means that more than 21,000 of the leaders studied do not have the versatility and timing to be truly effective in reading and responding to change with a wide repertoire of complementary skills and behaviors. Despite the studies that show that leadership skills and development are lacking, there has been a disturbing trend in organizations cutting L&D budgets and individual leaders putting the brakes on their own development. Or worse yet, ignoring the importance of leadership development altogether. A Short-Sighted Approach This lack of investment in leadership development is a short-sighted approach that ultimately hurts both the individual leaders and the organization. Effective leadership is crucial for the success of any organization, as leaders set the tone for the rest of the team and drive the company toward its goals. Additionally, in today's rapidly changing business landscape, it is more important than ever for leaders to be adaptable, agile, and able to navigate uncertainty and change. Investing in leadership development is key to ensuring that leaders have the skills and knowledge needed to thrive in this environment. Organizations must prioritize leadership development and allocate the necessary resources to support the growth and success of their leaders. By investing in leadership development, organizations can create a culture of continuous learning and improvement, drive innovation and growth, and ultimately, achieve sustainable success in the long run. Without ongoing development and training, leaders can stagnate in their skills and become less effective in their roles. This can lead to decreased employee engagement, lower productivity, and ultimately, a negative impact on the bottom line. Hitting the Pause Button Simply put, businesses and leaders are falling behind in preparing for the upcoming business challenges they will certainly face. This fact was shown in another leadership development survey of almost 18,000 human resource professionals and business leaders from around the world. The findings showed that 83% believe it is critical to the success of their organizations to develop leaders at all levels. Despite this, less than 5% of businesses have integrated leadership development at all levels. According to the Global Leadership Forecast 2021, “fewer than half of leaders feel they are effective in leadership skills that will be most critical for future success. This means that strong, versatile leaders are not being developed and prepared for future business challenges. As an executive coach, the most disturbing trend that I have seen in organizations, and individual leaders alike, is pumping the brakes on leadership development. Many of the excuses I have heard are that the L&D budget was cut, or we plan on revisiting leadership training next year, or my personal favorites, we are too busy to focus on that right now. With all the issues in poor employee retention, lack of leadership pipelines, poor talent selection, toxic bosses, and failing organizational culture (which is a direct result of poor leadership), it is no wonder you don't have the time. More than likely your time is now being spent chasing the tiger by the tail, putting out fires, and trying to keep your head above water. So, a quick question, do you think your excuses will help solve the problems? Or perhaps employing the age-old wisdom that if we just ignore it, it will go away. The trend of cutting L&D budgets has been a concern of employees globally. In February 2023, we featured an episode on our podcast, Mainline Executive Coaching ACT, entitled, "Dear Employees, Your Budget Has Been Cut." It has been downloaded and listened to in over 90 countries and 1000 cities worldwide, and is still one of our top downloaded episodes with continued daily downloads to this date. This goes to show that this is not just a concern for organizations in the United States, but globally as well. Quite frankly, this is an urgent situation that needs to change. Versatility Will Be The Key The need for leadership development is greater than ever. Over the past three years, business dynamics have shifted so dramatically, that the moment to maximize the benefits of strong and equipped leaders is now. Versatility in leadership skills is the master capability for leading in a VUCA world — that is, one characterized by volatility, uncertainty, complexity, and ambiguity. Versatility is, "the ability to read and respond to change with a wide repertoire of complementary skills and behaviors." For instance, some circumstances call for leaders to take charge, force difficult issues, and make tough decisions, while others require leaders to enable, support, and include people. Similarly, organizations sometimes need leaders to focus on their future strategic direction and at other times to focus on day-to-day operations and execution. Versatile leaders can seamlessly move between opposing behaviors. They can step up and make a call just as easily as they can bring people together to make group decisions. They can read the room and adjust their behavior accordingly, from asking questions and listening with an open mind to driving the team to achieve success. They can also envision change in big-picture terms and focus on the tactical details of implementing change. Versatile leaders can read the business, from playing out the chessboard five moves ahead to making the next move swiftly and with precision. Focusing on the Future It is time to stop pausing or ignoring leadership development altogether, or worse, simply putting someone in a leadership role because they are strong individual contributors in their jobs. The ripple effects of poor leadership have resulted in skyrocketing turnover rates, poor customer retention, disengaged employees, and high costs associated with replacing the employees who left. To be successful and competitive in the future, developing versatile, strong leaders is imperative. Organizations that value leadership development with a focus on building a strong leadership pipeline full of well-trained, versatile leaders will inevitably see greater innovation, stronger financial performance, highly engaged employees, and strong employee retention. Going forward, organizations and individuals alike need to engage or reengage in leadership development. However, do not make the mistake of bringing back leadership training that the company invested in 10 years ago. Or worse yet, relying on someone in the organization who participated in those programs in the past to take on the task of leadership development today. The days of marathon seminars focused on a particular leadership skill are in the past. Quite frankly, they did not work then, and certainly will not work now. A Training Evolution Leadership training has evolved, and executive coaching is the sturdy bridge that connects individual leadership effectiveness with outstanding organizational performance . It can help organizations attract and retain exceptional leaders and help executive teams to improve their performance. In addition, online coaching platforms that feature ongoing, bite-sized, dynamic, and hybrid training sessions with accompanying implementation tools coupled with one-on-one coaching have proved to be very effective. Intelligent Leadership Online Academy (ILOA) which was created during the pandemic by the world's top executive coach, John Mattone is one such platform that is trusted and respected by the top executives and technologists at some of the world's top companies. Wrapping Up Today's leaders need more proficiency than ever before. No one knows what our disruptive world will throw at leaders next. However, if the past three years are any indication of what lies ahead, organizations and individuals must be prepared to face those challenges. Those organizations with strong, versatile leaders who possess a wide and balanced repertoire of complementary competencies, skills, and behaviors, combined with the wisdom to know which one to use in a given situation, are likely to be most effective at leading their people, teams, and organizations through the turbulence. And we know that this meta-competency — versatility — can be learned, coached, and developed. Reach out to me here to find out more about executive coaching, and ILOA. Or schedule time with me here for a discussion on how your future and the future of your organization can look. About the Author Rich Baron serves as the Chief Operating Officer and Director of the Global Coaching Project at John Mattone Global, where he also holds the title of Master Certified Intelligent Leadership Executive Coach. With over 30 years of rich experience in cultural transformation, operational leadership, executive roles, and coaching leaders at every level—from emerging talents to seasoned CEOs—Rich has a demonstrated track record of success. Rich co-hosts "Mainline Executive Coaching ACT," a podcast that is recognized by Feedspot as the leading Executive Coaching Podcast worldwide. The podcast's acclaim is based on an evaluation of numerous factors, including web traffic, social media followers, and timeliness.
Since the official recognition of Mount Everest as the world's tallest peak, it has become a significant fascination for mountaineers. For many decades, there has been ongoing debate regarding the possibility of successfully reaching its summit. The earliest documented evidence of a climber considering the feasibility of scaling Everest dates back to 1885. It wasn't until 1924 that the first real attempt at the summit was made on the 29,032-foot tall mountain that mountaineers around the globe realized that it might be possible to stand at the top of the world. There were several attempts after this time but it wasn't until 1953 when Tenzing Norgay and Edmund Hillary finally stood on the summit that the world realized that Everest had finally been conquered. I had the privilege in my early twenties to meet Dick Bass who was the founder and owner of Snowbird Ski Resort in Utah, and the oldest person, at that time, to reach the summit of Mount Everest at age 55. I was in awe to be talking with not only the owner of one of my favorite ski resorts but someone who had stood where only the bravest and most skilled climbers in the world could lay claim. Fast forward to recent years and Mount Everest has been transformed into a tourist destination, where long queues at the summit surpass even those at Disneyworld. With sufficient funds to hire a guide and a moderate level of climbing experience, anyone can now aspire to reach an altitude comparable to that of a cruising 747 Jumbo Jet. The ability to be recognized as one of the elite climbers in the world has been reduced to the limit of your patience to stand in long lines and the depths of your wallet. However, do not be fooled by the lure of adventure that Mt. Everest holds, it is not for the faint of heart or the unprepared. The Death Zone Tragically, the number of fatalities in the pursuit of conquering the world's highest peak has surpassed 300, with the remains of over 200 climbers still resting on the mountain. Each of these individuals was once driven by a strong desire to stand atop the world. Climbers understand a fundamental rule: reaching the summit is merely the initial half of the journey, and true congratulations are only warranted upon safely returning to base camp. However, the harsh reality is that the majority of deaths occur during the descent after the climbers have successfully reached the summit. This sobering fact underscores the immense challenges and risks involved in this perilous endeavor. Why is this the case? The climbers have a strong desire to reach the highest point on Earth and they devote a significant amount of money and time to their endeavor. They spend up to two months on the mountain, moving between camps and adjusting to the high altitude. However, the time frame for climbing is limited, so time management becomes crucial. Once they reach the death zone, which is above 8,000 meters (26,000 ft), they cannot stay for long due to the harsh conditions. When they are only a few hours away from reaching the summit, many push themselves beyond their physical and mental limits to achieve their goal of standing at the top, even if it's just for a brief moment. Unfortunately, this is where many climbers encounter serious problems. Once the climbers find themselves deep within the death zone, their ability to concentrate on safely descending becomes increasingly difficult. The lack of oxygen impairs their balance and cognitive function, while frostbite can lead to a loss of coordination. This makes it challenging to distinguish between altitude sickness, cold-related injuries, and sheer exhaustion. Unfortunately, any of these conditions can leave a climber stranded, resulting in death from exposure. In these situations, not only is the individual at risk, but their team is also put in danger. Given the extreme nature of climbing at such altitudes, climbers may be forced to make the heart-wrenching decision to leave a fellow climber behind. This is a decision that professional climbers understand and are prepared to make, even though it comes with great emotional turmoil. The presence of long queues at the summit has intensified the very real possibility of never making it out of the death zone. In 2019, a highly experienced climber from Utah finally fulfilled his 40-year ambition of reaching the summit of Mt. Everest. This individual, much like Dick Bass before him, had previously conquered numerous other towering peaks around the world. Upon reaching the summit, he contacted his wife to share the exciting news. Tragically, moments later, he suffered a heart attack and collapsed. Despite the efforts of his guides to bring him down the mountain, the long queues of approximately 300 climbers still striving to reach the summit hindered their progress. Regrettably, his guides were compelled to leave him behind as his final resting spot lies just off the trail near the top of the summit. This incident serves as a poignant reminder that even individuals with extensive experience and a strong support system can encounter unforeseen challenges. It is a stark example of how devastating the consequences can be, especially for those who are ill-prepared, lack adequate support, or choose to disregard their readiness and attempt to reach the summit hastily and prematurely. It underscores the importance of thorough preparation, recognizing one's limitations, and respecting the risks involved to ensure safety during such arduous undertakings. Applying this to Leadership How does this relate to leadership? When we neglect to invest time and effort in developing and refining our skills, planning, preparing for the future, and executing tasks, the consequences can be severe. As an executive coach, I often observe the same pattern among individuals who attempt to expedite their leadership aspirations at an unreasonable pace. In today's society, there is a prevalent desire for instant job satisfaction, a rapid path to achieving prestigious titles, wealth, and the corner office. We have been deceived into believing that attaining a high-ranking position automatically grants us recognition, power (although it should be noted as presumed), and the accompanying benefits that we erroneously associate with it. This cycle often leads individuals to be oblivious to the reality of their situation. Consequently, they experience burnout, stress, underperformance, high turnover rates within their team, and ultimately, a mediocre career. Nonetheless, this could have been prevented by dedicating time to honing leadership skills, being patient with the learning process, and properly planning for the future. By doing so, leaders can ensure long-term effectiveness in their careers. Promoting too early Organizations can unintentionally contribute to the failure of emerging leaders by prematurely promoting individuals who excel in individual contributor roles into leadership positions. It is essential to thoroughly prepare someone before placing them in a leadership role to avoid potential difficulties. If there are indications that a person may not yet be ready for leadership, there are ways to address these concerns. These include offering educational opportunities, providing mentors, and giving them access to additional resources. It is also crucial to have strategies in place to minimize any negative impacts and ensure the success of both current and future leaders. It is crucial to recognize that not everyone possesses the necessary qualities for a leadership position. Employing effective programs like the Intelligent Leadership Online Academy (ILOA) can help identify employees with the potential and ambition to become leaders. Simply assuming that someone who excels in their current role will automatically excel as a leader is irresponsible and lacks foresight. How to ensure readiness for leadership roles Many aspiring leaders, and organizations alike, often wonder how to properly prepare for the challenges they will face in leadership positions. Here are some ways to effectively prepare for the challenges that leaders will surely face: Work with an Executive Coach. Executive Coaches are necessary because leaders are necessary. Continually focus on learning and personal development of leadership talents. Developing strong communication and interpersonal skills are examples of crucial skills needed for effective leadership. Actively engage in leadership training programs, workshops, and seminars that focus on the areas where you need the most development. Improve your knowledge base by reading books and articles on leadership topics. Actively seek mentorship from seasoned leaders. Join professional networking groups that can provide valuable insights and connections with experienced leaders. Maintain a positive attitude, learn from mistakes, be open to feedback, and step outside of your comfort zone. By actively working on self-improvement and taking proactive steps to develop necessary skills, aspiring leaders can set themselves up for success in any leadership position. Wrapping up Leaders, much like individuals climbing Mount Everest, can sometimes be caught off guard by the demands of their role until they are fully immersed in it. The responsibilities and pressures placed on leaders are immense, often expecting immediate performance. These are skills that are not always taught in educational or professional settings, and they require a personalized approach that an executive coach can provide. Failing to prepare for the expectations of leadership can be a major reason why many individuals struggle in such positions, similar to climbers who face disappointment after getting close to the summit. I hope this discussion has underscored the importance of readiness for a leadership role. In addition, organizations must recognize the need for investment in their leaders to fully unlock their potential and set them up for success in their careers. I hold exceptional, disciplined leaders in high regard, much like those courageous adventurers who were well-prepared and understood the risks associated with reaching the pinnacle of the world. About the Author Rich Baron serves as the Chief Operating Officer and Director of the Global Coaching Project at John Mattone Global, where he also holds the title of Master Certified Intelligent Leadership Executive Coach. With over 30 years of rich experience in cultural transformation, operational leadership, executive roles, and coaching leaders at every level—from emerging talents to seasoned CEOs—Rich has a demonstrated track record of success. Rich co-hosts "Mainline Executive Coaching ACT," a podcast that is recognized by Feedspot as the leading Executive Coaching Podcast worldwide. The podcast's acclaim is based on an evaluation of numerous factors, including web traffic, social media followers, and timeliness. It boasts an impressive following in more than 80 countries and over 830 cities globally.
