Member since January 2022
Kerry Siggins is the CEO of StoneAge, Inc., a global leader in designing and manufacturing high-pressure waterblasting and sewer cleaning tools and equipment used in the industrial cleaning industry. Kerry was named a Top Influential CEO in 2021 and was a finalist for Colorado’s CEO of the Year in 2017. StoneAge is recognized as a top 100 company to work for by Outside Magazine. Kerry sits on several other boards, including Chinook Medical Gear and the Fort Lewis College School of Business Advisory Board. In addition, she is an avid supporter and volunteer for multiple organizations, including Fort Lewis College, Trails 2000, La Plata County Economic Development Alliance, and the Women’s Resource Center. Kerry is a member of YPO Colorado, where she is on the executive committee of the Doing Business Globally Network. She is a dynamic, sought-after speaker who presents worldwide at corporations, universities, seminars, and conferences. She hosts two podcasts, Industrial Theory and Reflect Forward. She is an author, blogger, and contributor to Forbes, Entrepreneur, Authority Magazine, and BIC Magazine, and her blog is visited by thousands of readers each month.
I am passionate about helping leaders overcome their insecurities and embrace their flaws to become exceptional leaders. I am also passionate about employee ownership. I believe that business leaders have the duty to make a positive impact on the world and the way that shows up for me is through helping my employees create wealth and fulfillment by being owners in our company. As I like to say, we are creating the middle class from the middle out.
Imposter syndrome might not seem like a big deal, but the truth is, it’s a big, invisible thorn in a corporation’s side. Why? Because most leaders hide their flaws, insecurities and weaknesses. This is a problem because pretending to be someone you aren’t can lead to lying, cheating, hiding ugly truths, cutting corners, and leading with a big ego. All traits create ineffective leadership and can put teams and companies at risk. Sometimes hiding flaws can compel a leader to make unethical decisions – think Enron. I know because I used to be this kind of person. Imposter syndrome caused me to plummet to rock bottom. I almost succumbed to drug addiction and survived an overdose in 2006. The truth was, I was a pretty terrible person. But after my overdose, I changed my life.
I developed deep self-awareness and began to understand why imposter syndrome almost ruined my life – even though I didn’t realize I was afflicted with it at the time of my overdose. As I learned about my flaws and the value of embracing them openly, I began to grow into a leader worth following. I was named CEO of StoneAge at age 30 and have developed the company from 8M to 100M in revenue. StoneAge is a Top Company to Work in the US, and I was named a Top 10 Most Influential CEO in 2021. I know from experience what it’s like to overcome imposter syndrome and the horrible mistakes I made to run a world-class company.
After graduating from college in 2001, I was lost. From a career perspective, I knew I didn't want to be an engineer, but I didn't know who I was or what kind of job I wanted. Feeling useless, I succumbed to my wild ways again and developed substance abuse issues. I decided a fresh start would help, so I moved to Austin, TX, working for Eaton Corporation. Eaton helped me find my love for people management and the complex world of manufacturing and engineering operations. Still, my drug issues, ever-present, diminished my effectiveness and almost took me down. In 2006, I decided enough was enough. I knew I had potential and could live a more fulfilling, successful life, so I moved back to a rural town in Colorado to start over, once again. When I got to Durango, I did what you do in a small town, apply for jobs posted in the local newspaper. StoneAge was looking for a General Manager, and even though I was grossly underqualified, I applied. The co-founders saw something in me – potential, drive, smarts, and a positive attitude – so they took a risk and hired me. I had just turned 28. I was named CEO at 30.
Imposter syndrome might not seem like a big deal, but the truth is, it’s a big, invisible thorn in a corporation’s side. Why? Because most leaders hide their flaws, insecurities and weaknesses. This is a problem because pretending to be someone you aren’t can lead to lying, cheating, hiding ugly truths, cutting corners, and leading with a big ego. All traits create ineffective leadership and can put teams and companies at risk. Sometimes hiding flaws can compel a leader to make unethical decisions – think Enron. I know because I used to be this kind of person. Imposter syndrome caused me to plummet to rock bottom. I almost succumbed to drug addiction and survived an overdose in 2006. The truth was, I was a pretty terrible person. But after my overdose, I changed my life.
I developed deep self-awareness and began to understand why imposter syndrome almost ruined my life – even though I didn’t realize I was afflicted with it at the time of my overdose. As I learned about my flaws and the value of embracing them openly, I began to grow into a leader worth following. I was named CEO of StoneAge at age 30 and have developed the company from 8M to 100M in revenue. StoneAge is a Top Company to Work in the US, and I was named a Top 10 Most Influential CEO in 2021. I know from experience what it’s like to overcome imposter syndrome and the horrible mistakes I made to run a world-class company.
After graduating from college in 2001, I was lost. From a career perspective, I knew I didn't want to be an engineer, but I didn't know who I was or what kind of job I wanted. Feeling useless, I succumbed to my wild ways again and developed substance abuse issues. I decided a fresh start would help, so I moved to Austin, TX, working for Eaton Corporation. Eaton helped me find my love for people management and the complex world of manufacturing and engineering operations. Still, my drug issues, ever-present, diminished my effectiveness and almost took me down. In 2006, I decided enough was enough. I knew I had potential and could live a more fulfilling, successful life, so I moved back to a rural town in Colorado to start over, once again. When I got to Durango, I did what you do in a small town, apply for jobs posted in the local newspaper. StoneAge was looking for a General Manager, and even though I was grossly underqualified, I applied. The co-founders saw something in me – potential, drive, smarts, and a positive attitude – so they took a risk and hired me. I had just turned 28. I was named CEO at 30.
