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Nathan Heddleston is an accomplished professional with a diverse background in athletics, education, and transportation management. Born and raised in East Liverpool, Ohio, Nathan developed a passion for track and field at a young age, which instilled in him the values of discipline, perseverance, and leadership. He went on to attend the University of Mount Union, where he earned a Bachelor of Arts in English and Education. During his time there, Nathan also excelled as a two-time Ohio Athletic Conference Champion in track and field, further fueling his commitment to excellence.
Nathan pursued higher education by earning a Master of Arts in Teaching and Learning from Nova Southeastern University, graduating with a perfect 4.0 GPA. After completing his studies, he launched a successful career as a track and field coach at the University of Mount Union. Under his guidance, his teams won multiple NCAA National Championships, and Nathan was recognized several times as the United States Track & Field and Cross Country Coaches Association (USTFCCCA) Coach of the Year.
Transitioning from coaching to the corporate world, Nathan applied his leadership, strategic planning, and team-building skills to the field of transportation management. His career is marked by a dedication to operational efficiency, innovation, and customer satisfaction. Known for his ability to inspire teams and implement solutions, Nathan continues to lead with the same discipline and resilience he developed as an athlete and coach. He remains passionate about mentoring young professionals and fostering a culture of continuous improvement.
What inspired you to transition from athletics to business management?
The transition felt natural because many of the skills I developed as a coach—leadership, strategic planning, and team building—are just as essential in business. Coaching taught me how to motivate individuals, create plans, and adjust to dynamic environments, all of which apply directly to managing operations. It wasn’t so much a departure from what I had been doing, but rather an evolution in how I applied those same core principles to a different field. Business management offered the chance to work with larger teams and more complex systems, which I found exciting.
How do you approach operational challenges in your current role?
My approach to operations is built on a combination of preparation and adaptability. It’s about understanding the systems and anticipating potential issues before they become major problems. I like to break down large projects into smaller, manageable tasks, which helps ensure that everything stays on track. I also value open communication within the team—everyone should be clear on what the goals are and how their role contributes to achieving them. When challenges arise, we take a collaborative approach to problem-solving, working together to find the most efficient solutions.
What do you believe are the most important traits for a successful business manager?
I think resilience is key. In any business, challenges and setbacks are inevitable, and how you respond to them determines your success. Flexibility is also crucial—you have to be able to adapt to changing circumstances and learn from failures. Communication skills are essential, too. Being clear and direct helps to prevent misunderstandings and keeps everyone aligned toward the same goals. Lastly, a strong focus on continuous improvement is necessary. There’s always room to optimize processes, whether it’s improving operational efficiency or enhancing customer satisfaction.
How do you balance innovation with efficiency in operations management?
It’s a balancing act for sure. Innovation is important because it helps a business stay competitive, but it can’t come at the expense of operational stability. I focus on implementing small, incremental changes that improve efficiency without causing disruptions. For example, introducing new technologies like automated systems can streamline processes, but it’s important to ensure that the team is properly trained and that we have contingencies in place in case of unexpected issues. The goal is to keep pushing for improvements without losing sight of the core operations that keep the business running smoothly.
What advice would you give to someone just starting in business management?
My advice would be to stay curious and embrace learning. The business world is always changing, and being open to new ideas and technologies is essential. Don’t be afraid to ask questions and seek out mentors who can provide guidance based on their experience. Also, remember that management is not just about processes—it’s about people. Building strong relationships with your team is crucial to creating a positive work environment where everyone feels valued. Finally, don’t shy away from challenges—those are the opportunities where you’ll grow the most as a manager.
What role does data play in your decision-making process in business management?
Data is an essential tool for making informed decisions. In business management, it’s not just about gut feelings or intuition—data provides the facts you need to understand how your operations are performing. Whether it’s tracking customer satisfaction, measuring employee productivity, or analyzing financial performance, data gives us a clear picture of what’s working and what isn’t. I rely on data to set benchmarks, identify areas for improvement, and measure the impact of any changes we implement. However, it’s important to remember that data is just one part of the equation. You also have to consider the human element and apply context to the numbers for the best results.
How do you manage a team effectively while ensuring they stay motivated and productive?
Managing a team is about creating an environment where people feel empowered to do their best work. I prioritize clear communication and set clear, achievable goals. When everyone understands what we’re working toward and their role in that process, it’s much easier to maintain focus and productivity. Motivation comes from feeling valued and supported, so I make it a point to recognize individual contributions and encourage professional development. Regular check-ins and feedback sessions also help me stay in tune with my team’s needs and challenges. Ultimately, it’s about striking a balance between providing guidance and allowing autonomy so that people can take ownership of their work.
How do you manage the balance between short-term goals and long-term business strategies?
Balancing short-term objectives with long-term strategy requires a clear vision of where the business is headed. In the short term, you need to meet immediate needs, whether that’s delivering on a project or solving an operational issue. However, these actions should always align with your long-term goals. I focus on making decisions that not only solve today’s problems but also contribute to future growth. This might mean investing in technology or training that has immediate benefits but also supports long-term scalability. Regularly revisiting both short-term performance metrics and long-term goals ensures that we’re moving in the right direction without losing sight of the big picture.
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