In a world where corporate leadership often prioritizes metrics over meaning, Uniqueka Walcott stands apart. As the founder and CEO of Uniqueka Walcott Communications LLC, she has transformed a career that began with six-dollar-per-hour shifts at a dollar store into a billion-dollar legacy of government contract wins. But it’s not just the numbers that tell her story – it’s her revolutionary approach to leadership through empathy and curiosity.
Walcott, a Certified Professional Services Marketer (CPSM), has built her success on a foundation that many traditional CEOs might dismiss: the power of authentic voice and emotional intelligence. Her journey from retail worker to influential business leader challenges conventional wisdom about what it takes to succeed in corporate America. Through her work in proposal writing, AI ethics advocacy, and leadership development, she’s proving that empathy isn’t just a soft skill – it’s a billion-dollar strategy.
Every successful CEO has a unique approach to leadership and business transformation. What distinguishes your leadership style, and how has it evolved throughout your career? How do you inspire and align your organization toward common goals?
I lead with empathy and curiosity. This skill combination has helped me win over a billion dollars in state, local, and federal government contracts for services ranging from security and roadway design to beach restoration and bat mitigation.
Some of my CEO peers don’t believe empathy has any place in leadership or business, but it’s core to my billion-dollar bid-writer formula. Seeing your external clients as humans and expressing how your team moves beyond “just delivering the scope” to provide comfort in collaboration is one of the many examples of how empathy elevates my craft as a Certified Professional Services Marketer.
Additionally, my curiosity has empowered me to expand into personal brand building, AI Ethics, and adoption, and the future of the workplace as a speaker and panel moderator. I love elevating the voices of other experts.
Describe a pivotal moment that shaped your journey to becoming CEO. What challenges did you overcome, and how did these experiences influence your leadership philosophy? How do you maintain your drive for excellence in the face of increasing business complexity?
Thanks to an executive at a former employer many years ago who put my name in the speaker hat for Florida City and the Counties Management Association, I discovered that my voice matters—not just with other marketers and proposal writers. Being seen has inspired me to become a catalyst for helping other professionals get comfortable elevating their voices. My drive for excellence is recognizing the financial freedom my voice has created and the desire to liberate others (nod to Toni Morrison).
I want other CEOs and Senior Leaders to recognize the transformative power of their voices. Going from six dollars an hour at the dollar store to six figures without a STEM degree is possible when you can express your value.
Share a significant strategic challenge that tested your leadership capabilities. How did you navigate this obstacle, and what lessons about organizational resilience emerged from this experience?
I’ve had the opportunity to lead technology rollouts at several companies, and they are never easy, but this push for AI Adoption has been one of the most challenging for me as a leader. Instead of beginning with a series of announcements and then shifting into training and how-to manuals, I lead with uncomfortably candid conversations. I don’t have a crystal ball, but I won’t invalidate fears; we walk through them together, gathering as much information and foresight as possible.
Getting the text from one of your mentees who initially hated using AI exclaiming their love and excitement for the tools as you take the stage to teach 100+ more people is a feeling I won’t forget.
How do you approach innovation and digital transformation in your organization? What strategies have you implemented to stay ahead of market disruption while maintaining operational excellence?
The key is to put people first. It’s easy to get excited about how much time or money something will save, but it’s just an expensive lesson if people can’t or won’t learn to use the tools. For example, using gamma.app + ChatGPT to lay out a slide deck may save time with formatting, but it has no comparison to real experts when it comes to drafting the words.
Reading that 70% of software rollouts fail was an eye-opening statistic. Diving deeper, I realized there are spectrums when defining failure. This insight has helped me emphasize the individual ROI of adoption when introducing tools. Does this tool mean people won’t have to choose between work deadlines and their kid’s dance recital or that once-in-a-lifetime concert? Staying ahead means putting and keeping people first. Help them answer, “What’s in it for me?”
How do you maintain your organization’s competitive edge in today’s rapidly evolving marketplace? What insights would you share with other executives about building sustainable market leadership?
Adapt and adopt with intention. I am judicious about using automation and artificial intelligence at Uniqueka Walcott Communications, LLC. A competitive edge doesn’t always require new technology. My skills have garnered over a billion dollars in government contract wins without AI.
Elevating fundamentals such as human-driven customer service is an underestimated differentiator. We had phone calls and in-person meetings before Zoom chats and pre-recorded webinars.
Describe your approach to identifying and capitalizing on new market opportunities. How do you balance risk-taking with responsible business stewardship?
New market opportunities aren’t always in news headlines or hot takes around technology. I find the most opportunity in conversations with existing and interested clients. They are often casually chatting and sharing concerns. It’s my job to listen and ask more questions to assess if our marketing communications company has the correct answers. Even as a little girl, I would punctuate my conversations with “Do you understand?” I want to give the people I’m in business and the community the respect of being seen and heard.
What is your philosophy on building and maintaining corporate culture? How do you ensure your organization’s values translate into tangible business results?
Everyone is a co-conspirator in creating the culture. I want people to feel comfortable sharing their ideas with me—even if they fear I won’t agree. I try to speak less and listen more so I don’t miss the mark when there is an opportunity for collaboration and growth. Is hosting a Lean In Circle tone deaf? Too time-consuming? Tell me. It won’t ruin my day—my role is to serve.
Do you need to swap a few meetings for e-mails to create more time for completing tasks? It’s safe to share.
How do you approach talent development and succession planning? What strategies have you found most effective in attracting and retaining top talent?
We often think about succession planning for the C-Suite levels. We can’t overlook our entry-level personnel. Creating a replicable internship program is one of my proudest career accomplishments. Getting to teach young and aspiring professionals how to navigate corporate spaces and develop skills that empower them to earn well is powerful. I had an intern show up on her first day at the office – late wearing a stylish shorts romper; I could have embarrassed her and sent her home. Instead, I used it as a teaching moment, educating them on the aesthetics and places to get inexpensive business attire while wearing my thrifted finds – I teach this program to other leaders.
How do you balance the interests of various stakeholders – shareholders, employees, customers, and the community? What principles guide your decision-making in complex situations?
You can’t. Balance is a myth. Sometimes, you have to disappoint people confidently. The one thing you must do is avoid making it a habit to disappoint yourself. For example, after Freddie Gray’s death in Baltimore – I refused to allow the SMPS Maryland Programs Committee to host the “Building Tomorrow’s Baltimore” event in the typical “list the upcoming contracts” and shake hands fashion. This was 2015, and I insisted that the conversation include candid conversations about gentrification, food deserts, and environmental justice. My insistence meant having Jay Brodie of the Baltimore Business Journal as our moderator; he exceeded expectations as it was the highest-rated event of the program year.
Equity and inclusion drive many of my decisions.
Share your approach to board relationships and corporate governance. How do you foster productive dialogue and alignment at the highest levels of the organization?
Having me on your board of directors is an invitation to accountability. I served two years on the Board of Directors for Proposal Industry Experts. Ben, one of the co-founders, still jokes about how I let them have it on day one of service. Their mission and values were strong about fostering diversity, equity, and inclusion. However, their platform name raised my brow, and I pulled their card. I look forward to building a board for our company that has the same commitment to keeping us accountable.
How do you address environmental, social, and governance (ESG) responsibilities while driving business growth? What role does corporate citizenship play in your leadership agenda?
Step one is to strive to operate with awareness surrounding your business practices’ environmental, social, and governance impacts. There is so much we just don’t know when we jump on trends. For example, I speak about AI adoption to raise awareness and empower people to make better-informed decisions about AI use. It was eye-opening to learn how much water is consumed to cool AI infrastructure and how it can also be used to identify certain cancers earlier or prevent droughts. It’s not all good or bad–we must be wise. Many follow the headlines and trends in the fight to stay relevant. Leaders are readers who ask great questions.
Looking forward, what emerging trends do you see reshaping business leadership? What legacy do you hope to leave in your industry and the broader business community?
The future of business leadership will be more empathetic and curiosity-driven. Wealth will be redefined less by material acquisition. The age of celebrating celebrities without substance will end. My legacy will be inspiring people of all ages to access and use the power of their voices to elevate humanity (not just themselves), fully understanding that expressing their voices isn’t just words. It’s also a judicious commitment to action that does not abandon rest, joy, or beauty.
To learn more about Walcott’s approach to leadership and business transformation:
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