Meg Gluth is the owner and CEO of Catalynt Solutions, Inc., formerly TRInternational.
Company: Catalynt Solutions
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
Meg Gluth: I am Meg Gluth, the owner and CEO of Catalynt Solutions, Inc., formerly TRInternational, one of the largest certified women-owned chemical distributors in North America.
Catalynt was recognized by the Puget Sound Business Journal as part of the 2023 Middle Market Fast 50 list, and I was one of five owners honored as the Business Journal’s Middle Market Fast 50 Leaders of 2023. I am also a proud recipient of the Ernst & Young Entrepreneur Of The Year® 2023 award.
How has your approach to leadership evolved to meet the changing expectations of today’s workforce, especially regarding remote and hybrid work?
Meg Gluth: My approach to leadership has evolved to be future-focused and rooted in continuous learning. I believe that, as a leader, one of my biggest responsibilities is to stay educated about market trends, workforce dynamics, and economic cycles. The COVID-19 pandemic was a ‘bad booze’ moment—something we had to get through, but not get hung up on. The key is to move forward and keep our vision clear, anticipating what’s next instead of getting stuck on what’s passed.
With hybrid work, for instance, I brought our office schedule to three days in person instead of four. It’s a balance that honors the need for flexibility without diluting our in-office culture. I’m always looking ahead to ensure we’re focused, planting seeds now that will bloom in the years to come. Leaders need to look at the whole cycle of business and avoid reacting solely to present circumstances. Staying educated, reading, and always knowing where we’re going allows us to stay grounded through uncertainty.
What specific strategies have you implemented to foster Diversity, Equity, and Inclusion (DEI) within your organization?
Meg Gluth: At Catalynt, fostering DEI isn’t about following checklists or looking for certain backgrounds on paper. My approach has always been to look beyond the resume and focus on the qualities that actually drive success: curiosity, adaptability, and alignment with our company’s values. I don’t care if someone’s path has been traditional or unconventional; what I care about is whether they have the drive to learn quickly, the resilience to overcome challenges, and the commitment to be an A player in our culture.
My own journey didn’t follow a typical path, so I know firsthand that potential isn’t always tied to background. Today, typical career paths are evolving across industries, and I believe in building a team that reflects this new reality. We’re not just looking for people with the right experience on paper; we’re looking for those who are genuinely invested in contributing to our shared mission and who bring diverse perspectives that make our team stronger.
This approach has allowed us to build a team that’s not only diverse in backgrounds but united in values and work ethic. We prioritize qualities like accountability, creativity, and a desire to grow, and we give people the support and resources to make a real impact. That’s how we foster true inclusivity—by giving everyone a fair shot based on who they are today and the potential they bring to our future.
How do you keep your team engaged and motivated in a workplace culture that increasingly values flexibility and work-life balance?
Meg Gluth: Engagement and motivation go beyond perks or flexible hours; they’re about creating a culture of integrity and self-leadership, where each person feels empowered to rise. As leaders, we often start by trying to learn the right ways to lead others, diving into books, seminars, and advice on managing teams. But through my own experience, I’ve realized that true leadership starts with leading oneself. When you can hold yourself accountable, commit to growth, and build integrity into your own actions, you naturally inspire others to do the same.
In my organization, I focus on cultivating an environment where people don’t just show up—they rise. This foundation of self-leadership is vital because it’s what gives our team members the confidence and motivation to work through challenges, learn from mistakes, and continuously improve. They see that I’m committed to the same growth and accountability I expect of them. This alignment fosters trust and integrity, qualities that drive engagement on a level that goes beyond policies or benefits.
Building a culture of integrity also means confronting mistakes directly and constructively. I don’t believe in holding grudges over errors, but I do believe in calling people to recover and rise from them. In challenging moments, I often tell my team, ‘I’m sorry this happened. Now, recover.’ It’s not about being harsh; it’s about showing that we have confidence in their ability to move forward. This approach has been effective because it combines accountability with empathy, encouraging resilience and fostering a transparent, growth-oriented environment. Team members know where they stand with me, and they know they’re capable of learning and advancing, even after a misstep.
Leadership through self-accountability also means modeling the values I want to see. If I expect my team to take ownership and show resilience, I have to be prepared to do the same. When external challenges arise, my role is to face them without getting stuck in negativity and to lead my team toward solutions. When I make mistakes, I acknowledge them openly and work toward a constructive path forward. By setting this example, I show that integrity is not just a value we talk about—it’s a value we live by.
Part of maintaining engagement also lies in recognizing that work isn’t just about hard skills or output. It’s about the human side of leadership and caring for each individual. When a member of my team faced a health crisis, we continued her pay and benefits, helped coordinate meals, and created a return-to-work plan that supported her recovery. This wasn’t a cost to the company; it was an investment in a valued member of our team. It’s moments like these that show our commitment to the well-being of every team member and demonstrate that our culture of integrity includes empathy and support.
Prioritizing both emotional intelligence and accountability not only enhances engagement but also strengthens our business. Teams that feel valued and supported are more loyal, innovative, and resilient. By building a foundation of self-leadership, integrity, and care, we create an environment where each person is motivated to contribute their best, trust in our vision, and work toward shared goals. This is how we maintain engagement—not just by offering flexibility, but by building a culture that truly values each person’s growth and integrity.
What do you see as the biggest challenges in preparing for the future workforce, and how are you addressing them?
Meg Gluth: The biggest challenges in preparing for the future workforce are ensuring adaptability, fostering self-leadership, and bridging generational expectations. Today’s new workforce, particularly Gen Z, entered during a unique period marked by flexible work environments and higher starting salaries. Many of them came of age professionally during COVID, where remote work and instant flexibility became the norm. This generation has high expectations, and while I value the fresh perspectives they bring, I believe a willingness to learn and an ability to drive forward when things are tough are essential skills that must be nurtured for long-term success.
I graduated from law school during the 2008 recession when jobs were scarce, and many people struggled to make ends meet. That environment taught my peers and me to become problem solvers, resilient in the face of challenges. Preparing the future workforce means instilling these same qualities, regardless of the starting conditions they’ve experienced. As a leader, I prioritize hiring for resilience and a growth mindset over just experience.
I also see the shift in workplace culture as an opportunity to reinforce empathy and loyalty within our team. Today’s workers value companies that treat them as people, not just resources. I believe it’s possible—and essential—to build an organization that respects individuals while upholding high standards. This balance of soft-skills and accountability is central to preparing for the future: we want people to know they’re valued here, but we also expect them to contribute meaningfully to our shared goals. I call this human-centered capitalism and I believe it is truly the way forward.
How has the shift toward digital and remote collaboration affected your company culture, and what adjustments have you made to maintain a strong, cohesive team?
Meg Gluth: Digital and remote work have required us to be more intentional about culture and connection. While technology keeps us efficient, it’s important to remember that remote work shouldn’t weaken our standards or the quality of our team dynamic. That’s why I moved to a three-day in-office schedule; it maintains face-to-face interaction and a sense of unity without losing the flexibility people value.
We’ve also become more selective in who we bring on board. Remote work made it easier for some to ‘clock in and check out,’ and that doesn’t align with our culture. By keeping only those who are ‘in it to win it,’ we reinforce the work ethic and commitment that make our team strong. Technology is a tool, but culture is built on people. Our goal is to ensure that everyone is aligned with our vision and standards, regardless of where they’re working from.
