Name: Shane Emmons

Title: Founder & CEO

Organisation: Swept

Shane Emmons is the Founder and CEO of Swept.AI, a pioneering startup at the forefront of AI-powered auditing and monitoring systems. With 15 years of experience in the startup ecosystem, Shane has navigated the journey from seed to exit, raising $65 million in funding and achieving a nine-figure exit along the way. Driven by a passion for innovation, Shane leads Swept.AI with a focus on building robust solutions that empower organizations to detect, analyze, and address errors and drift in AI systems.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Shane's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust with employees, customers, and other stakeholders is fundamental to my leadership approach. I prioritize open and transparent communication, ensuring that all parties are well-informed and feel valued. By fostering a culture of ownership and autonomy, I empower my team to take initiative and make decisions, which not only enhances their engagement but also builds confidence among customers and stakeholders. Leading by example, I demonstrate integrity and a commitment to our shared goals, reinforcing trust across all relationships.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, *vision* is the aspirational north star—it’s the "why" that inspires action and sets the long-term trajectory for everything we do. It’s about painting a clear picture of the future we’re working toward and ensuring everyone is aligned on what success looks like. On the other hand, *mission* is the practical "what" and "how"—the actions and principles that drive us day-to-day to make that vision a reality. In the real world, using vision and mission effectively means they aren’t just words on a slide deck; they’re embedded in every decision we make. For example, at Swept.AI, our vision of creating trustworthy and transparent AI systems influences how we build our technology, interact with customers, and even shape our team culture. Our mission, which is to empower organizations to detect and address AI errors and drift, drives the way we prioritize features, engage with early adopters, and seek feedback from stakeholders. It’s not about lofty ideas disconnected from reality. It’s about making those ideas actionable. Every roadmap decision, hire, and customer interaction should trace back to those foundational elements, keeping us grounded and focused on what truly matters.

3. How can a leader empower the people they're leading?

Empowering people starts with trust—trusting that the individuals you’ve brought onto your team are capable, driven, and aligned with your shared goals. As a leader, I focus on creating an environment where autonomy thrives. This means giving people the space to make decisions, take risks, and own their responsibilities while knowing that I’m here to support them when needed. Clear communication is critical—setting expectations, sharing the bigger picture, and ensuring that everyone understands how their work contributes to the mission. I also believe in removing roadblocks, whether that’s through better tools, clearer processes, or simply being available to listen and help problem-solve. Another key is celebrating wins, both big and small, and recognizing contributions. Empowerment is as much about confidence as it is about capability, and people are more willing to take initiative when they feel valued and supported. Finally, I emphasize personal growth—helping people identify their strengths and ambitions, and providing opportunities for them to stretch and evolve within their roles. Empowerment isn’t about micromanaging outcomes; it’s about fostering a culture where individuals feel ownership and pride in their work.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

One of the most impactful mentors in my life has been Keith Merron, my long-time executive coach. Keith didn’t just help me refine my skills; he fundamentally shifted how I see leadership. He introduced me to “teal” thinking—a deeper, more integrated way of leading organizations that emphasizes trust, shared ownership, and aligning with a higher purpose. Keith helped me see that leadership isn’t just about managing outcomes or fostering surface-level collaboration; it’s about empowering true ownership across the company. A pivotal moment came early in my tenure as a CTO. I was trying to lead in ways I thought were expected of me, leaning into what Keith would call “orange/green” leadership—focused on performance metrics and harmony but not fully stepping into what I truly wanted. I was stuck, feeling the tension between acting like a traditional leader and following my gut, which told me there was a better way. Keith saw this and challenged me. He asked, “What would leadership look like if you trusted the people around you as much as you trust yourself?” That question hit me hard. It wasn’t about micromanaging or even facilitating collaboration; it was about creating a culture where the team had genuine ownership and clarity of purpose. He guided me to let go of control, to lean into vulnerability, and to trust the collective intelligence of the organization. That shift wasn’t immediate—it required stumbling and recalibrating my instincts. But once I embraced teal leadership, it transformed how I showed up for my team and the results we achieved. Keith’s wisdom was a turning point in my journey, and I carry his lessons with me every day as I strive to lead with purpose and authenticity.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Maintaining focus as a leader often comes down to mastering the art of saying "no." Leadership isn’t about doing everything—it’s about doing the *right* things. I’ve learned that focus starts with clarity on what matters most: the mission, the vision, and the priorities that drive meaningful progress. When those are clear, it becomes easier to filter out distractions and delegate effectively. One of the biggest traps is the temptation to step in and solve problems for the team. Early in my career, I’d sometimes find myself in the weeds, addressing details that others could handle. Over time, and with guidance from my coach Keith Merron, I realized that true leadership is about creating the conditions for others to succeed—not being the hero who fixes everything. I also build focus by regularly stepping back to evaluate whether my time and energy are aligned with the company’s highest priorities. This often involves asking hard questions, like: Am I focused on the strategic goals, or am I being reactive? Am I empowering others to take ownership, or am I inadvertently holding them back by getting too involved? Another key for me is ensuring my calendar reflects my priorities. If something isn’t aligned with the big picture, I won’t hesitate to reassess its importance. Finally, I give myself space to think. Leadership requires perspective, and you can’t get that if you’re always in execution mode. Protecting time for reflection keeps me focused on leading, not just managing.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning as a leader is about balancing long-term vision with short-term adaptability. At Swept.AI, we have a 10-year vision—a north star that guides every decision we make. It’s ambitious but clear, giving us a sense of purpose and alignment as a team. However, as a startup, we also recognize the importance of flexibility, so we recalibrate our plans every 4–6 weeks to stay responsive to new information, challenges, and opportunities. Dwight Eisenhower’s quote, “Plans are useless, but planning is indispensable,” resonates deeply with me. No plan survives contact with reality, but the act of planning forces you to think critically, align your team, and anticipate obstacles. It’s about preparing for the unknown, not predicting it perfectly. For the week ahead, I focus on tactical execution. I prioritize my tasks and ensure the team has what they need to stay on track. I also carve out time to address any blockers and check in with key stakeholders. For the month, the focus shifts to strategic alignment. I evaluate progress against our short-term goals, recalibrate priorities if needed, and identify any emerging trends or risks. This is also when we look at the next 4–6 weeks to ensure we’re still heading in the right direction while staying nimble. For the year—or more accurately, the broader horizon—I focus on the bigger picture: Are we making measurable progress toward our vision? Are we learning from our experiments and adapting effectively? I think of this as an iterative cycle—planning, executing, learning, and adjusting. It’s a constant balancing act between staying true to our vision and responding to the realities of building something new. In the end, planning isn’t about creating a rigid map. It’s about building a compass—one that keeps you focused on where you’re going while giving you the flexibility to navigate the unexpected.

7. What advice would you give to a young leader who is struggling to delegate effectively?

For a young leader struggling to delegate, my advice is this: delegation isn’t about offloading tasks; it’s about building trust, empowering others, and focusing on where you add the most value. First, recognize that holding onto everything yourself limits not only your growth but also your team’s. You can’t scale as a leader if you’re stuck in the weeds. Delegation allows you to focus on the bigger picture—strategy, vision, and the challenges only you can address—while giving your team the opportunity to step up and develop their skills. Second, start small. Identify tasks that are important but not critical for you to handle personally. Provide clear context, set expectations, and trust the person to get it done. It’s okay if it’s not perfect; delegation is as much about coaching and feedback as it is about the immediate outcome. Third, embrace the discomfort. Many young leaders struggle to delegate because they feel they can do it faster or better. I’ve been there. But the long-term payoff comes when you invest in others, even if it takes more time upfront. Your job as a leader is to build a team that doesn’t rely on you for everything. Finally, get comfortable with imperfection. Keith Merron, my executive coach, once reminded me that true leadership isn’t about controlling every outcome—it’s about creating an environment where others can thrive. If you want your team to grow, you have to give them the space to try, fail, and learn. Delegation is a skill, not a switch. The more you practice, the more confident you’ll become in trusting your team and leading at a higher level.