For Bill Eismont, CIO of ULINE, the path to leadership wasn't mapped out.
For Bill Eismont, CIO of Uline, the path to leadership wasn't mapped out – it emerged organically through a combination of curiosity, mentorship, and a desire to make a broader impact.
In a candid conversation about his professional journey, Bill shared insights that challenge conventional thinking about career development and success.
Growing up in Pittsburgh, Eismont's career path took several unexpected turns.
Starting as a mechanical engineering student, he switched to business after a pivotal conversation with an accounting professor who helped him understand his true interests.
This early experience highlighted the importance of being open to guidance and willing to change direction when something isn't working.
One of Eismont's most compelling analogies comes from an unexpected source: whitewater rafting.
He recalls a moment when, faced with a boat going in circles, he naturally stepped up to coordinate the group's efforts.
"I felt like I could help people achieve a goal. It wasn't controlling them, but we all wanted to move down the river," he explains.
This natural inclination to facilitate group success would become a hallmark of his leadership style.
Throughout his 19-year tenure at Accenture, followed by roles at H.J. Heinz and Miller Coors, Eismont's progression was driven not by title pursuit but by a simple question: "How can I do more?"
His transition from CTO to CIO came from recognizing opportunities to expand his influence and create broader organizational impact.
Even so, the true weight of C-suite leadership hit Bill with stark clarity when he became CTO at Heinz. "Oh shit, what have I done?" he recalls with disarming candor.
"I'm now responsible for the technology for the entire organization worldwide."
When asked if he could sleep at night with such responsibility, Bill laughs, "Yeah, you sleep. I don't sleep about security and being hacked and all that stuff."
But Bill quickly pivots to his philosophy for handling such massive responsibility: "You have to do the best that you can. You have to surround yourself with people that can do the job."
When asked about mentorship, Eismont emphasizes that it's a two-way street.
"A mentor can't do the work for you," he notes. "The mentor can help guide you and understand what you're doing and help you navigate."
Importantly, Bill points out that mentors don't need to look like you or share your background – three of his key mentors were women who offered diverse perspectives and guidance.
Looking back, Eismont's advice to his younger self centers on balance.
"Work will always be there," he reflects.
"When I left at 10:30 last night, I came in at 7:00 this morning. Work was still there. Same work, right? Whether I got it done or not, it's still going to be there this weekend."
Bill’s ultimate career advice? "Follow the passion," he says. "If you're passionate about something, you will be good at it and people will see it. Simple as that."
Bill demystified the path to executive leadership by sharing honest, relatable moments (like the "oh shit" reaction) while emphasizing that following your interests and being genuinely curious about people and problems can be more valuable than following a predetermined career "roadmap." Thanks Bill!