Profile - Black Elites

Founders. Visionaries. Industry Leaders.

Discover the people building enduring companies and shaping the future of business. Through in-depth interviews, founder stories, business playbooks, and behind-the-scenes insights, Black Elites Profiles explores the journeys, strategies, and lessons of entrepreneurs and executives creating the next generation of category-defining brands.

In Profile

David Rawlinson Took on the Internet’s Biggest Threat to TV Shopping

Reinventing a legacy business starts with figuring out what people actually loved about it. When David Rawlinson took over Qurate Retail in 2021, he inherited QVC and HSN, two brands built around...

Anok Yai Won Everything. Three Weeks Later, She Was Fighting for Her Life

Three weeks after Anok Yai stood on the stage at London’s Royal Albert Hall and was finally, after two prior losses, crowned Model of the Year, she was lying in a hospital bed at NYU Langone...

Chris Womack Took Over One of America’s Biggest Nuclear Problems and Finished the Job

Most executives climb by mastering one thing. Not Womack. After joining Southern Company in 1988, he bounced through government affairs, communications, HR, power generation. Along the way, he...

Kevin Hart: From $25 Comedy Sets to a $400 Million Fortune

Kevin Hart used to count his money in twenties. Not investment tranches or box-office multiples, but twenty-dollar bills handed to him after a set at a Philadelphia comedy club, back when $25 was the...

Calvin Butler and the Fight to Keep Power Affordable in the AI Age

Somewhere in six different states, a bill lands in someone’s mailbox with a name on it: BGE, ComEd, PECO, Pepco, Atlantic City Electric, Delmarva Power. Different logos, same parent company...

Ifeoma Ozoma Took On Big Tech — and Rewrote the Rules for Every Worker

In 2020, Ifeoma Ozoma left Pinterest with more than a career setback behind her. As a public-policy manager, she’d helped shape the company’s response to vaccine misinformation and other...

From Punchlines to Empire: The Cedric the Entertainer Story

Long before he was trading one-liners with sold-out arenas, Cedric Antonio Kyles was processing paperwork as a corporate claims adjuster. It’s a detail that tends to get buried under the fedoras...

Reggie Fils-Aimé Didn't Try to Beat Nintendo's Rivals. He Changed the Game Nobody thought Nintendo needed reinventing. Not really. When Reggie Fils-Aimé joined Nintendo of America in 2004, the company was falling behind fast. Sony's PlayStation 2 and Microsoft's Xbox owned the console market. The GameCube had moved about 21.7 million units worldwide. The PS2? Over 155 million. Not even close. Everyone assumed the answer was obvious: build something more powerful, go head-to-head on specs. Fils-Aimé didn't buy it. He thought Nintendo's real opportunity was people who never called themselves gamers in the first place. Forget chasing rivals on horsepower. Grow the audience instead. It was a real gamble. If it flopped, Nintendo could've slid even further behind. It didn't flop. It set up the Wii's massive breakout. The Bet: Give Away the Thing That Explains the Thing Before the Wii launched in 2006, Fils-Aimé pushed hard for one idea: pack Wii Sports in the box, free. Iwata said no at first. Nintendo had always treated its games as premium products, moneymakers in their own right. Giving one away meant walking away from serious revenue. But Fils-Aimé wasn't thinking about generosity. He was thinking about acquisition. His own words later: "The goal of Wii is to expand gaming from its current niche to a mass-market medium." Nintendo eventually caved and bundled it in the Americas. The results speak for themselves. Wii sold 101.63 million units worldwide, dwarfing the GameCube's 21.74 million. Wii Sports, riding that bundle, reached at least 82.79 million copies. The real lesson here isn't just "give stuff away." It's sharper than that. Sometimes a product's biggest value isn't in selling it. It's in using it to kill the customer's doubt about something else. Three Rules Behind Reggie's Decisions Expand the category instead of fighting over it. While everyone else polished the existing game, Reggie asked who else could be playing. "You have to pursue new innovative ideas that break the mold." The Wii went after families, older adults, casual players — not the graphics-chasing core crowd. Still unmistakably Nintendo, just reaching further. Make the innovation explain itself. A great product still dies if nobody can explain why it matters in one sentence. Nintendo's goal: make it "crystal clear what the proposition is." That's exactly why the Switch got pitched so simply — a home console you can take anywhere. Clean. No confusion, unlike what happened with the Wii U. Treat failure as research. Find the exact assumption that broke. Then rebuild around it. The Wii U had two problems: nobody understood what it was for, and there wasn't enough great software to keep people playing. Nintendo tackled both head-on with Switch. The $100 Million Idea That Became a 13.56 Million-Unit Warning The Wii U was the cautionary tale nobody talks about enough. After the Wii's 101.63 million in sales, Wii U limped to just 13.56 million. Fils-Aimé later admitted where it went wrong — positioning was muddy, and the software pipeline dried up. But Nintendo didn't scrap the idea. It fixed it. Switch kept the off-TV flexibility Wii U tried to offer, but made the portability the whole point, impossible to miss. By June 30, 2026, Switch had sold 156.59 million units worldwide. Fils-Aimé helped get it off the ground, though most of that success came after his 2019 retirement. The Network Behind the Contrarian Iwata and Miyamoto brought the institutional weight and creative firepower — though both pushed back on the Wii Sports idea at first. NOA executive Mike Fukuda backed Fils-Aimé up when it mattered, during negotiations. Doug Bowser took over as Nintendo of America president when Fils-Aimé retired in 2019. His real edge, though? Position. He sat right between American consumers, retailers, and Nintendo's leadership in Kyoto. Less a lone genius, more a translator — someone who could turn what he saw in the market into strategy Kyoto would actually listen to. The Move to Copy: Bundle the Proof Ask yourself one question: What could a customer experience in five minutes that makes the rest of your pitch pointless? Whatever that is — build your demo, your trial, your onboarding, your bundle around it. Don't rush to squeeze maximum revenue out of that layer. Instead, test whether giving up some margin there pays off in conversions, retention, or a bigger market overall.

Reggie Fils-Aimé Didn’t Try to Beat Nintendo’s Rivals. He Expanded the Market

When Reggie Fils-Aimé joined Nintendo of America in 2004, the company was getting left behind. Sony’s PlayStation 2 and Microsoft’s Xbox dominated the console wars, and Nintendo’s...

Ted Colbert Went From Boeing CIO to Running Its $26.5 Billion Defense Business

Few CIOs are handed the keys to a $26.5 billion defense business. In 2022, Ted Colbert made that unusual leap at Boeing, moving from the company’s top technology role to president and CEO of its...