How I went from a kindergarten teacher to principal at a Big 4 consulting firm: a ‘contagious culture of change’

ary·ConsultingHow I went from a kindergarten teacher to principal at a Big 4 consulting firm: a ‘contagious culture of change’By JB McGinnisBy JB McGinnis JB McGinnis is the lead alliance partner for Deloitte’s Amazon/AWS

He is responsible for the leadership and development of the US-based Cloud Executives gram.JB McGinnis.JB McGinnisIf you had told me years ago, as I was arranging storybooks and finger paints in my kindergarten classroom, that I would one day lead cloud and AI transformation initiatives for some of the world’s largest organizations, I might have laughed in disbelief

After all, in the ’90s, “cloud” was just something in the sky that we looked at outside during recess and not the backbone of modern

Yet, my journey from teaching young children to guiding enterprises through complex nological change has shaped my core belief: the most innovative organizations are those that intentionally cultivate a contagious culture of change

My early career as a kindergarten teacher was more than a first job; it was a masterclass in leadership, adaptability, and the power of learning environments

In a classroom, every day is different

You learn to expect the unexpected, to adapt on the fly, and to create a space where curiosity and growth are not just encouraged but celebrated

These lessons have foundly influenced my apach to leadership and organizational transformation in the corporate world

The power of a contagious culture When I transitioned from education to consulting, I quickly realized that many organizations struggle not because they lack access to cutting-edge nology, but because they haven’t built the right cultural foundation to support innovation. nology alone doesn’t drive transformation; people do

And people thrive in environments where learning, experimentation, and adaptation are woven into the fabric of the organization

That’s why I advocate for what I call a “contagious culture of change.” This is a culture where curiosity is infectious, employees feel safe to ask questions and challenge the quo, and try new things

It’s a culture that doesn’t just tolerate change, it actively seeks it out and embraces it fully, knowing that every new challenge is an opportunity to learn and grow

Lessons from the classroom The parallels between teaching and leading nology transformation are striking

In both settings, success has hinged on creating an environment where people feel empowered to learn

In my classroom, I saw firsthand how children flourish when they are encouraged to explore, make mistakes, and try again

The same is true in the workplace

When leaders foster psychological safety, model vulnerability, and celebrate learning, teams become more resilient, creative, and engaged

One of the most powerful tools I brought from teaching into my consulting career is the ability to break down complex concepts into digestible, relatable bite-size pieces

Whether I’m helping a client begin their mainframe modernization journey or implement an AI-driven operational efficiency and automation initiative, I apach each conversation with the mindset of an educator: How can I make this accessible? How can I spark curiosity and excitement? How can I create a sense of d purpose and possibility? Becoming a talent magnet Organizations that prioritize a culture of innovation and change don’t just adapt more quickly; they also become magnets for top talent

Today’s workforce is looking for a working environment that’s dynamic, meaningful, and forward-thinking

When employees see their organization as a place where they can learn, grow, and make an impact, they tend to be more engaged, motivated, and loyal

I’ve learned that the most successful teams are those that embrace broad perspectives and encourage continuous learning

I also recognize that innovation often comes from unexpected places

More companies are actively seeking out individuals with non-traditional backgrounds and people who — me — may not have started their careers in nology, but who bring unique insights and experiences to the table

Embracing the modern workforce The nology landscape is evolving at an unprecedented pace, and so is the definition of talent

A specific degree or career path is no longer a prerequisite for success in

In fact, some of the most impactful contributors are those who bring fresh perspectives from outside the traditional mold

My own journey — from the classroom to the boardroom — is a testament to the value of diverse experiences

Organizations should rethink their talent strategies and build teams that draw from a wide range of educational backgrounds and career experiences

By fostering environments where broad perspectives are valued, organizations can tap into new sources of creativity and innovation

Why culture matters now more than ever In today’s dynamic environment, the ability to innovate and adapt is not just a competitive advantage, it’s a necessity

Organizations that cling to the quo risk being left behind

But those that invest in building a culture of continuous learning and change are better positioned to thrive, no matter what the future holds

My journey has taught me that leadership is less having all the answers, and more creating conditions where others can learn, grow, and succeed

Whether you’re leading a classroom or a cloud migration, the principles are the same: foster curiosity, embrace change, and never stop learning

As we look to the future, I’m excited to continue helping organizations harness the power of culture to drive meaningful, lasting transformation

Because at the end of the day, it’s not just nology, it’s people, potential and the contagious power of change

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