Member since May 2025
Ali LaValley is an award-winning leader, keynote speaker, and founder of Momentum Maverick. Known for her contagious energy and sharp insight, she inspires audiences to lead with greater clarity, courage, and purpose—equipping them with practical tools to make it happen.
With 18+ years of experience leading teams and building strategy at Fortune 100 companies like Nike, Converse, P&G, and Gillette, Ali knows what it takes to unlock potential in fast-moving, high-pressure environments. She’s a Gallup-certified CliftonStrengths coach, Dare to Lead™ trained, and a passionate advocate for women in leadership.
Ali serves on the board of Deloitte’s “The Rising Leader Collective” and is a sought-after speaker for her ability to make leadership feel both accessible and aspirational. Whether she’s on stage, in the room, or behind the scenes, she’s known for helping leaders—and the teams they lead—grow and thrive.
Few things light me up more than watching someone have an AHA moment—whether it’s discovering a strength they didn’t know they had, realizing they don’t have to be an authoritative autobot to lead well, or finally seeing a new path forward.
There’s nothing like the look on a leader’s face when they connect the dots between who they are and how they lead—and when teams shift from friction to flow by learning to work with their natural talents instead of against them.
I’m endlessly energized by the ripple effect of great leadership. One leader grows, and their whole team benefits. That impact spreads across organizations, families, and communities. The world doesn’t need more performative leadership—it needs more authentic, strengths-based leaders. And I get to help build them. That’s not just my passion—it’s my purpose.
Have you ever walked into the office and found your boss perched in a window—seven feet off the ground?
No? Just me?
It was pre-coffee, so I briefly wondered if I was hallucinating. But no. There he was: crouched like Spider-Man, staring out the window.
“What’s going on?” I asked.
He replied, “I figured out where George parks his car.”
George was the CEO. His spot was clearly labeled—no detective work required.
Then he added, “I’m waiting for him to get in.”
You see, our team had recently talked about how to share our strategy with senior leadership. We agreed: build a strong plan, then schedule a proper meeting. But Charlie—let’s call him that—had decided to take a...different approach.
He planned to accidentally bump into the CEO in the hallway. His logic: strike up a casual conversation, impress him, then land a meeting. The team gently suggested other options: “Maybe just send an email? Reach out to his assistant?”
Charlie? He sprinted out of the office in search of George. He came back an hour later—out of breath—reporting sightings of various executives… but not George.
This continued all day. Updates flew in like a sitcom: “No sign of him yet!” “He’s not in the cafeteria!” “I just missed him by the elevators!”
Finally, late afternoon, George’s voice echoed near our space. Charlie launched out of his chair, ran to intercept—and came back minutes later shouting, “I missed him! Guess I’ll send an email.”
Victory dance. V-shaped jump. Email sent.
Seconds later, a reply: “Please send over the topics you’d like to discuss, and we’ll schedule a time.”
Charlie paused. “Oh… I was kinda hoping to just… feel it out in the hallway. Maybe talk about his favorite restaurant?”
Friends, this is what happens when we skip clarity and strategy and try to wing leadership.
Lesson learned: Start with a plan. Then take bold, intentional action.
For over 18 years, I built, led, and coached global teams at Nike, Converse, Procter & Gamble, and Gillette. I invested deeply in knowing my people—their strengths, aspirations, and unique contributions. I cast bold visions, co-created strategy, and built environments where people could grow and thrive. This is strengths-based leadership.
The results were undeniable: engagement soared, goals were exceeded, and people were genuinely excited to come to work. Word spread. Leaders at all levels sought me out for mentorship, coaching, and guidance. I was selected as one of only 10 leaders—out of 80,000—for an accelerated leadership development program. And my team members? Many went on to bigger roles with more impact, thanks to the growth they experienced learning and leading together.
Still, I couldn’t ignore the bigger picture: 29 million people managers in the U.S.—most with no real training. Seventy percent of employees disengaged. That’s not just a leadership problem. That’s a ripple-effect problem.
I realized my calling wasn’t just to lead exceptional teams—it was to develop exceptional leaders. That’s why I launched Momentum Maverick: to help leaders become forces for good and growth inside their organizations, and to spark the kind of ripple effect the world needs more of.
Have you ever walked into the office and found your boss perched in a window—seven feet off the ground?
No? Just me?
It was pre-coffee, so I briefly wondered if I was hallucinating. But no. There he was: crouched like Spider-Man, staring out the window.
“What’s going on?” I asked.
He replied, “I figured out where George parks his car.”
George was the CEO. His spot was clearly labeled—no detective work required.
Then he added, “I’m waiting for him to get in.”
You see, our team had recently talked about how to share our strategy with senior leadership. We agreed: build a strong plan, then schedule a proper meeting. But Charlie—let’s call him that—had decided to take a...different approach.
He planned to accidentally bump into the CEO in the hallway. His logic: strike up a casual conversation, impress him, then land a meeting. The team gently suggested other options: “Maybe just send an email? Reach out to his assistant?”
Charlie? He sprinted out of the office in search of George. He came back an hour later—out of breath—reporting sightings of various executives… but not George.
This continued all day. Updates flew in like a sitcom: “No sign of him yet!” “He’s not in the cafeteria!” “I just missed him by the elevators!”
Finally, late afternoon, George’s voice echoed near our space. Charlie launched out of his chair, ran to intercept—and came back minutes later shouting, “I missed him! Guess I’ll send an email.”
Victory dance. V-shaped jump. Email sent.
Seconds later, a reply: “Please send over the topics you’d like to discuss, and we’ll schedule a time.”
Charlie paused. “Oh… I was kinda hoping to just… feel it out in the hallway. Maybe talk about his favorite restaurant?”
Friends, this is what happens when we skip clarity and strategy and try to wing leadership.
Lesson learned: Start with a plan. Then take bold, intentional action.
For over 18 years, I built, led, and coached global teams at Nike, Converse, Procter & Gamble, and Gillette. I invested deeply in knowing my people—their strengths, aspirations, and unique contributions. I cast bold visions, co-created strategy, and built environments where people could grow and thrive. This is strengths-based leadership.
The results were undeniable: engagement soared, goals were exceeded, and people were genuinely excited to come to work. Word spread. Leaders at all levels sought me out for mentorship, coaching, and guidance. I was selected as one of only 10 leaders—out of 80,000—for an accelerated leadership development program. And my team members? Many went on to bigger roles with more impact, thanks to the growth they experienced learning and leading together.
Still, I couldn’t ignore the bigger picture: 29 million people managers in the U.S.—most with no real training. Seventy percent of employees disengaged. That’s not just a leadership problem. That’s a ripple-effect problem.
I realized my calling wasn’t just to lead exceptional teams—it was to develop exceptional leaders. That’s why I launched Momentum Maverick: to help leaders become forces for good and growth inside their organizations, and to spark the kind of ripple effect the world needs more of.