As the CEO of Cydcor, Vera Quinn leads an organization dedicated to delivering outsourced sales solutions for emerging and Fortune 500 companies. With over two decades of experience in leadership and business development, she focuses on building scalable, people-centric systems that empower teams to achieve exceptional results. She is passionate about fostering leadership at every level and creating opportunities for personal and professional growth.
Company: Cydcor
Can you tell the Valiant CEO readers a bit about yourself and the company?
Vera Quinn: Cydcor is a leader in outsourced sales, helping emerging and Fortune 500 companies achieve impressive growth through high-performance sales teams. What makes us different is our relationship with independent sales companies. These sales companies are owned by entrepreneurial individuals who can grow into business leaders through the opportunities Cydcor provides. I’m really passionate about leadership development and organizational growth, and I enjoy working closely with people to help them unlock their full potential. With 30 years of experience, we’ve built a solid track record of acquiring quality customers for our clients. They count on us to quickly grow their market share, and in some cases, our results even outperform their internal sales teams.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Vera Quinn: One significant challenge we faced during the pandemic was the sudden shift from face-to-face customer acquisition to a predominantly virtual environment. Like many businesses, it felt uncertain about how we would sustain operations in such an unprecedented situation. However, we quickly realized we needed to adapt by embracing virtual communication and developing remote strategies to keep our team engaged and productive.
Our existing entrepreneurial culture was a tremendous asset during this time. It enabled us to pivot swiftly and reallocate our people and their skills to meet new demands. For example, our marketing team stepped up to lead initiatives around acquiring PPE, while our support and legal teams focused on understanding and implementing CDC guidelines, and a cross-functional team of people across the business raised their hands to help wherever needed – including directing people to government resources.
This proactive approach reassured both our network and clients. We also used this time for a massive focus on personal development to help us grow instead of slow. Through this experience, I was reminded of the critical importance of adaptability in effective leadership. My commitment to a people-first approach helped us navigate immediate challenges and ultimately strengthened our team’s resilience. We emerged from the pandemic even stronger, equipped with new strategies and a deeper sense of unity.
How has a failure or apparent failure set you up for later success?
Vera Quinn: I think the concept of failure is really interesting. To me, failure doesn’t resonate as a concept. We’re not born with the skills we need to succeed as adults. We grow into them. My leadership journey has been about learning and growing—often through making mistakes.
Early on, I struggled with delegation. I used to think, I’m an individual performer, so how can I trust others to take on tasks? It was tough, and I wasn’t great at it initially. But over time, I realized that empowering my team and trusting them was essential to being a good leader.
Now, I know how to delegate, have tough conversations, and coach people effectively. As I often remind myself, I’m not going to get good at something without doing it poorly first. That mindset has shaped me into the leader I am today, and I encourage others to embrace their learning process too.
I prefer to view failure as an opportunity for growth. We develop through experience and commitment, gaining the skills we need for our roles over time. I remember feeling overwhelmed and unsure of how to delegate effectively or provide proper support to my team.
Through reflection and a commitment to personal growth, I shifted my focus to nurturing leaders at all levels within the organization. I prioritize building strong relationships, offering constructive feedback, and providing support, which has led to greater success for everyone involved. I genuinely believe that every misstep along the way has shaped me into the leader I am today, reinforcing the notion that true growth comes from learning through challenges, not from avoiding them.
How do you build a resilient team? What qualities do you look for in your team members?
Vera Quinn: Building resilience starts with finding people who embrace challenges, focus on solutions, and enjoy collaborating. Challenges are inevitable, so I look for those who see them as opportunities. If someone needs everything to go perfectly from the start, or feels they have to know all the answers, they may struggle to remain resilient.
Optimism also plays a big role. If you’re surrounded by a group of smart people, you’ll figure out the answer together. That belief fosters confidence and resilience in a team. Diversity of thought is another pillar of resilience. As I’ve shared before, I don’t want everyone on my team to think like me—I need people with different strengths and perspectives. It’s about creating an environment where people feel supported, can take risks, and learn from their experiences. In my view, resilience isn’t just built by solving problems; it’s built by growing stronger after each challenge.
I prioritize qualities like adaptability, optimism, and a willingness to learn. Instead, I want team members who recognize that business is dynamic and constantly changing, understanding that each challenge is a chance to learn and grow.
I also place a strong emphasis on diversity in thought and experience. I want individuals with different strengths and perspectives contributing to our problem-solving efforts. The more varied our approaches, the better our chances of finding effective solutions. I create opportunities for my team to tackle challenges collaboratively, fostering a culture of support and teamwork.
How do you maintain your personal resilience during tough times?
Vera Quinn: Maintaining my personal resilience during tough times revolves around keeping a big- perspective and focusing on my long-term goals. Nothing is permanent—this applies to both challenges and successes. When I encounter difficulties, I step back and reflect on the purpose behind my work and the relationships I value.
Self-care is crucial for my resilience, especially when leading through a crisis. I prioritize getting enough sleep, staying vigilant about eating well, exercising, and making time for quiet reflection. These practices are vital to maintaining mental and physical health, yet they are often the first things leaders forgo during challenging times. I’ve learned that investing in my well-being is more important than ever when others are relying on my clarity, energy, and ability to make sound decisions.
I also recognize the importance of nurturing my support network. I consciously communicate openly with my loved ones about what I’m experiencing. I’ve found that being vulnerable and letting others in not only strengthens those relationships but also invites understanding and support during tough times. It’s a reminder that I’m not alone in my struggles and that people genuinely want to help.
Ultimately, maintaining a routine that includes activities that uplift me and keep me grounded, especially when things get tough. By leaning into my self-care habits and staying connected with my support system, I can navigate challenges with greater resilience and emerge even stronger.
What strategies do you use to manage stress and maintain focus during a crisis?
Vera Quinn: During a crisis, I’ve learned that it’s crucial to maintain a long-term perspective. In the midst of challenges, it’s easy to become overwhelmed by the immediate circumstances, but nothing is permanent, whether it’s a difficult business moment or a personal struggle. Keeping this in mind helps me stay grounded. I always remind myself to refocus on the larger purpose behind my work, remembering the bigger goals and the positive impact I’m striving to make.
In addition to focusing on maintaining my mental and physical health. I find that journaling, in particular, is extremely valuable when things feel particularly intense. Writing down my thoughts and emotions allows me to process what’s going on, helping me achieve clarity and release any built-up tension. It’s in these quiet moments that I often gain fresh insights into challenges, giving me a clearer mind to tackle them.
Staying focused during a crisis also involves being intentional about how I spend my time. It’s easy to be distracted by urgent matters, but I make sure I allocate time for thinking, planning, and supporting my team. By sticking to my priorities and maintaining my routines, I can manage stress effectively and remain focused on what truly matters.
How do you communicate with your team during a crisis?
Vera Quinn: During times of crisis, clear and transparent communication is one of the most important aspects of leadership. I make it a priority to keep my team informed regularly. When faced with uncertainty, people want to know what’s going on and how they can contribute, and I make sure they are equipped with the information they need. This transparency helps build trust, ensuring that everyone feels aligned, supported, and part of the solution. In addition to keeping the team informed, I also make sure to be available for one-on-one conversations. Not everyone feels comfortable speaking up in group settings, so I create space for more personal communication, where individuals can share concerns or ask questions. This open dialogue is crucial because it helps to surface potential issues early on and gives team members the confidence to voice their thoughts.
It’s especially important to encourage a culture of mutual support during these times. I want to ensure that team members feel comfortable communicating not just with me but with each other as well. In a crisis, collaboration becomes even more critical, so I foster an environment where feedback is given and received openly, and where people can work together creatively to solve problems.
Through all of this, I aim to convey a sense of calm and focus. As a leader, my demeanor can set the tone for the team, so I make an intentional effort to stay grounded and composed, even when things feel chaotic. This helps my team stay focused and believe in our collective ability to overcome whatever comes our way.
What advice would you give to other CEOs on building resilience in their organizations?
Vera Quinn: Building resilience within an organization starts with creating a culture where adaptability is valued. Businesses are constantly facing new challenges and changing circumstances, so it’s vital to foster a mindset where employees view change not as a threat but as an opportunity for growth. Encourage your team to embrace challenges and use them as steppingstones to improve, develop, and innovate. When leaders model resilience, it encourages employees to do the same.
Investing in leadership development is another key component. Strong leaders are the foundation of resilient teams. I focus on helping my team members develop not only their technical skills but also their emotional intelligence and decision-making capabilities. Leaders need to be able to remain calm under pressure, make clear decisions, and guide their teams through turbulent times. The best way to ensure this is to create opportunities for growth and to provide mentorship.
In times of crisis, building trust is essential. Leaders should invest in their teams before a crisis happens, making sure that relationships are strong and that communication flows smoothly. Crises are high-pressure situations where people are often stressed and emotions can run high, so it’s critical that team members trust each other and are willing to collaborate even when there are disagreements.
Lastly, I believe that it’s important to not just prepare for crises but to make it a practice to reflect on them afterward. After the storm has passed, take the time to assess what went well, what didn’t, and what could have been done differently. Use this feedback to adjust your strategies and improve. Continuous learning is a key aspect of building long-term resilience.
How do you prepare your business for potential future crises?
Vera Quinn: Preparing for future crises involves a combination of strategic planning, risk management, and cultivating a resilient mindset throughout the entire organization. One of the first steps I take is to ensure that we have strong, adaptable systems in place. We regularly assess potential risks—whether they are market shifts, supply chain disruptions, or unexpected events like the pandemic—and develop contingency plans for different scenarios. This proactive approach ensures we are ready to respond effectively when unforeseen challenges arise.
However, it’s not just about creating operational strategies. I place a heavy emphasis on fostering a culture of resilience within my team. It’s not enough to just have the systems in place; people need to be mentally and emotionally prepared to handle the unexpected. This is why leadership development is such an important part of our preparation. By empowering leaders at all levels, I ensure that decision-making is distributed and that we have strong problem solvers ready to step up and take action when necessary.
In addition, I make it a regular practice to celebrate what went well in the past and reflect on what could have been handled better. After each crisis, we conduct “retrospectives,” where we analyze how we performed and identify opportunities for improvement. This reflection is critical for avoiding the repetition of past mistakes and for refining our approach to future challenges. By using these experiences as learning opportunities, we continuously evolve and prepare ourselves to face whatever comes next.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Vera Quinn: The most important lesson I’ve learned about leadership during a crisis is that it’s about staying grounded and maintaining a clear focus, even when everything around you feels chaotic. It’s not about having all the answers right away, but rather about ensuring your team feels supported, aligned, and equipped to navigate the uncertainty. Leadership in crisis requires adaptability, transparency, and empathy. I’ve learned that, in times of uncertainty, your team looks to you for reassurance. If I remain calm and composed, I help my team stay focused and confident. It’s also crucial to lead with empathy. Acknowledge the stress and emotional toll that crises can have on people and make sure you are available to listen, provide support, and help them through the tough times.
A great leader doesn’t just steer the ship in calm waters; they guide the team through the storms, ensuring that everyone feels valued and capable of handling what comes next. I’ve learned that how you care for your people during a crisis is just as important as how you manage the crisis itself. True leadership shows up when things are difficult—not just in terms of business direction but in supporting the people who make the organization run.