---
title: "Brandon Jones of Throughline: Why Visual Strategy Maps Are More Powerful Than Multi-Year Approvals"
url: "https://authoritymag.co/articles/brandon-jones-of-throughline-why-visual-strategy-maps-are-more-powerful-than-multi-year-approval"
publisher: "Authority Magazine"
author: "Doug Noll"
authorUrl: "https://authoritymag.co/authors/doug-noll"
interviewee: "Brandon Jones"
company: "Throughline"
category: "Business"
datePublished: "2023-04-28T16:06:39.571Z"
dateModified: "2026-11-12T17:07:02.180Z"
tags: "Business"
---

# Brandon Jones of Throughline: Why Visual Strategy Maps Are More Powerful Than Multi-Year Approvals

*The CEO of Throughline shares how transforming complex defense challenges into visual communications secured $100 million in critical funding and reshaped his leadership philosophy.*

> We are a united team, often referring to each other as ‘Throughliners.’ This is what makes us special.

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As*part of our series called “5 Things I Wish Someone Told Me Before I Began Leading My Company” I had the pleasure of interviewing Brandon Jones.*

*Brandon Jones is the CEO of Throughline, an enterprise and design strategy firm that helps government and commercials leaders move from intent to impact by using transformative communications and humanized technologies. Jones believes in the power of visual communications and leads with curiosity, transparency, and empathy. Since 2010, Jones has successfully navigated the C-Suite by holding the role of CIO within government agencies, commercial organizations, and non-profit associations.*

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**Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?**

When I was serving as CIO of the [Naval Facilities Engineering Systems Command](https://www.navfac.navy.mil/) (NAVFAC), there was a complex international cybersecurity concern that was causing a threat to the U.S. Navy. For context, NAVFAC is the [United States Navy’s](https://www.navy.mil/) engineering systems command that provides the Navy and [United States Marine Corps](https://www.marines.com/) with facilities and expeditionary expertise. At the time, Operational Technology, which includes both Industrial Control Systems (ICS) and Building Control Systems (BCS), were being connected online. Therefore, we needed to ensure that the same protections that were afforded to our information systems were extended to ICS’ and BCS’. Threat actors were using ICS and BCS as attack vectors that could do harm to the U.S. Navy.

To build resilience in the face of this concern, I needed NAVFAC leadership and ultimately the broader Navy leadership to approve substantial funding increases and the hiring of new government employees around the globe. These asks were too critical to our nation’s security to enter the typical multi-year approval cycle and I knew that it was my responsibility to tell this story in a compelling manner that could drive informed decision making. That’s when I consulted with the enterprise design and strategy firm, [Throughline](https://www.throughline.com/), to bring clarity to an incredibly complex matter. Through multiple co-creation sessions with their team, I built a one-page visual strategy map tailored to deliver an impactful message to NAVFAC leadership. After presenting this map to my stakeholders, I was granted $100 million in funding and 100 full-time employees to tackle the cybersecurity concern head on. That was the moment I realized the true power of visual communications.

To this day, that visual strategy map is used at NAVFAC to communicate their IT operations on a global scale. This experience transformed my own communication methods and ultimately led to my current role as CEO of Throughline, where I work with our teams to deliver that same impact to our clients across all sectors.

**Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?**

In my favorite novel, *The Alchemist*, author Paulo Coelho writes, “when you really want something to happen, the whole universe will conspire so that your wish comes true.”

To attain this power of belief, you must visualize your dreams becoming reality. This process transforms your wishes into tangible goals as they take shape on that piece of paper, a mood board, or the creative space of your choice. Once you allow yourself to lean into these goals, the choices and events in your life become steppingstones to achieving your greatest dreams.

**Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?**

Definitely. There are two books that made a significant impact on my leadership style. The first, *The Alchemist*, not only inspired the way I live my life, but also shaped how I lead.

The second book, *Who Moved My Cheese*, by Spencer Johnson, M.D., is one I read every year for guidance. There is a question in this book that I have painted on a wall in my house to evoke daily inspiration: *“What would you do if you weren’t afraid?”*

By asking myself this question daily, I have been able to pivot and build my career that includes leadership roles across the public and private sectors and non-profit organizations.

This question allows you to imagine the art of the possible, look into the future, and mentally prepare for how you might step into that next phase.

**What do you think makes your company stand out? Can you share a story?**

For over 17 years, our people have exemplified world-class culture, creativity, and courage. Together, we’ve built an organization that consistently delivers innovation as markets shift and industries change. We are a united team, often referring to each other as ‘Throughliners.’ This is what makes us special.

To elaborate further, our team helps leaders articulate their intent to make a meaningful impact by working visually and co-creating with our clients. We create timeless visual solutions that resonate with diverse audiences to build understanding, garner buy in, and empower transformation.

I’ve seen Throughliners courageously roll up their sleeves, dive into complex problems, and deliver creative solutions using visual techniques. While the end state is often unknown at the beginning, the delivery is always legendary.

Now, as we embark on the next phase of our company, our people are enabling Throughline to scale in different markets and with current clients.

**You are a successful business leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?**

One of my mentors, former Deputy Assistant Secretary of the Navy, Elliot Branch, shared six instrumental character traits that leadership looks for when passing the torch. When I learned these from Elliot, I knew this knowledge would guide my entire career. Now, as I lead Throughline 12 years later, I encourage all my employees to embody these traits.

1. Intellectually curious
2. Mentally tough
3. Critical thinker/writer
4. Flexible
5. Excellent project delivery skills
6. Imaginative/Ever curious

**Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?**

As the CIO of an insurance company, I was faced with a difficult decision when the company was presented with two potential projects that were both promising but required a significant investment of time and resources. The first was a partnership with a major technology company that would bring significant financial benefits and create a single source of truth for the organization. The second was an innovative new product that had the potential to revolutionize the industry but would require a significant investment of time and resources to develop.

I recognized that both projects had potential for success but knew we could only pursue one. Therefore, I assembled a team who carefully weighed the pros and cons of each option. After several weeks of intense analysis, they still couldn’t come to a consensus on which path to take.

As the leader, I knew that it was ultimately my responsibility to make the final decision. I carefully considered the potential outcomes of both options and weighed the risks and benefits of each. Ultimately, I chose to pursue the innovative new product, even though it would require significant investment and a longer development timeline.

I recognized that, by pursuing the new product, the organization would be taking a risk. However, I believed that the potential benefits of the innovative new product, both in terms of financial gain and industry recognition, would outweigh the risks.

My decision was not without its challenges. The development of the new product took longer than expected, and there were setbacks along the way. In the end, we were ultimately successful in bringing the new product to market.

Leadership often requires making difficult decisions and taking calculated risks. It also demonstrates the importance of carefully weighing the pros and cons of each option and making decisions based on a clear understanding of the potential outcomes. As a leader, it is important to have the courage to take risks, but also the wisdom to know which risks are worth taking.

**Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?**

The difference is that C-Level executives take ownership of not only their actions, decisions, and failures, but those of the entire organization. True leaders take accountability. When leadership takes ownership, it cascades down through the teams. Then, everyone is working towards a common goal because they know the leader is 100% invested and 100% focused on removing roadblocks to make things better.

**What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?**

The two myths I encounter the most are that C-Suite executives do not share information and they are unapproachable and not personable. My school of thought is the opposite. I lead with transparency andvulnerability.

I believe in always sharing the *why* to provide transparency company-wide on why decisions are being made and why we are moving into certain industries, for example. I want input from the team to make the best decision possible. I want everyone to understand where they fit in and why they are critical to the success of our company.

Second, vulnerability creates empathy and builds trust. You spend about one-third of your life at work. I encourage everyone in my organization to be human and acknowledge we are all dealing with something. We work on a level of humanity where we share what we are going through. You never know when a colleague can shepherd you through a certain life event.

**What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?**

The most common leadership mistake I have seen C-Suite leaders make is not creating a common bond immediately upon taking office. To avoid this, I recommend sharing your leadership philosophy right away. When I became the CEO of Throughline in February, I shared 10 foundational beliefs on how I operate. I did this to create a common bond with my team. You must be a part of the team before you lead the team. Through sharing my leadership beliefs, everyone was able to get to know me and how I lead. In addition, they can hold me accountable as we work together.

**In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?**

People care is the most underestimated aspect of running a company, and this includes mental well-being and career progression. While healthy tension occurs in any organization, it is important to address pain points and insecurities before they fester and potentially lead to negative team dynamics. I believe people care is not only the most underestimated aspect of running a company but the most important.

Yes, you must hit your revenue goals, stay within budget, cut costs, and focus on profitability to stay in business. In the end though, the people run the business. If you don’t have the top talent and can’t keep the top talent, you won’t be able to grow or sustain your business.

**Ok super. Here is the main question of our interview. What are your “Five Things You Need to Be a Highly Effective C-Suite Executive”? If you can, please share a story or an example for each.**

**1. Engaging and enlisting support from the board.**

Our Board of Advisors are an extension of our growth and sales team. They believe in what we do and support us by looking at financials and knowing the risks. They are executives from diverse backgrounds who are viewing their own businesses and networks to think about how they can help accelerate Throughline’s trajectory.

**2. Trust in the leaders of the organization.**

At Throughline, we have Executive Sponsors who are aligned directly below the C-Suite. My operating model is to build the utmost trust between myself and this leadership team. I curated a team whom I trust completely to guide me on where we will be the most successful in every situation. I trust their decisions and I do not micromanage. While I drive conversations on overarching goals we work towards, I trust that they will make the best decisions. This ties back to my leadership philosophy of having extreme ownership to create a team environment built on trust. Everyone has a role to play, and a leader must trust that everyone is doing their best to successfully execute their goals.

**3. Engage with clients to ensure excellent client experience.**

My personal goal is to engage with all clients and build relationships. I’m very passionate about the work Throughline delivers and I want to know that clients receive the utmost care. Through creating this direct relationship with clients, they know they can reach out anytime should they need support. I have found this is what elevates and differentiates good leaders from great leaders.

**4. Keep a strong connected pulse on the organization.**

When you have an opportunity to scale, you need to be ready to rapidly adjust your workforce. If you have three new clients, you may need to quickly onboard and staff dozens of employees.

Even if new people are onboarding, they all must be trained to understand the company culture. One-team one-fight is my way of thinking. To do this well, you must be able to adjust skillsets, have a pulse on the organization, see and predict the revenue coming in, and understand the profitability. Know how you are staffing and growing while also knowing the risks. This is where the character trait of flexibility comes in; keep your head on a swivel to adjust accordingly for the benefit of your people and organization.

**5. Manage your personal time properly.**

To think about the future of the organization, you must determine where your time will have the greatest impact. Know your priorities and be intentional with your time to build a successful organization.

**In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?**

In my opinion the top three ways to create a fantastic work culture are providing transparency, encouraging vulnerability, and being purposeful about making work fun.

**You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)**

In my senior year of college, I was very entrepreneurial with real estate and vending machines. I even wanted to start an organization called the Future Leaders Foundation. My entrepreneurial spirit and hustler mentality led to many business endeavors.

Today, while I didn’t start that organization, I believe more than ever in educating the younger generation on the core competencies and character traits that it takes to be an effective leader. I want to create a pathway, so the younger generation has the same foundational knowledge that paved my journey and led to my role today as CEO.

**Thank you for these fantastic insights. We greatly appreciate the time you spent on this.**

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A*bout the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on*[this](https://podcast.dougnoll.com/podcast-guest.)*link to learn more and apply.*

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Source: https://authoritymag.co/articles/brandon-jones-of-throughline-why-visual-strategy-maps-are-more-powerful-than-multi-year-approval (Authority Magazine, Business). Interviewee answers are first-person statements of the guest. Index of all pages: https://authoritymag.co/llms.txt