Talent development tends to get more attention at large corporations, which often have dedicated human resources teams, formal mentorship programs, and structured promotion pathways. But Michael Polk, speaking from his experience as CEO of Implus LLC, makes the case that smaller private companies may actually do more for their people, even without the formal infrastructure.

Learning Through Responsibility

At Implus, a fitness accessories company with a 16-brand portfolio owned by Berkshire Partners, employees take on real responsibilities early. They interact with sourcing and manufacturing decisions, work alongside retail partners, and contribute to brand strategy in ways that would typically require years of climbing a corporate ladder. For Michael Polk, this compressed exposure is not a compromise. It is a feature. “They grow and learn by doing,” he has said of the people inside private organizations, contrasting that approach with the more structured but often narrower development paths at public companies.

Polk’s own role at Implus reflects the same principle. Rather than delegating through management layers, he works directly with his team, bringing the experience of his public company career to bear on daily decisions. This is what he calls a player-coach model: senior leaders who are genuinely involved in the work, not just accountable for its outcomes. The proximity creates stronger trust between leaders and teams and sharper awareness of what is actually happening in the business.

Mentorship That Actually Happens

Michael Polk Newell Brands has described one of his primary goals at Implus as building the next generation of leaders. In a private company setting, that aspiration is not an annual talking point. It shows up in daily interactions, in the conversations Polk has with his team about difficult choices, and in the autonomy, they are given to own outcomes. The results he has achieved at Implus, transforming its operating model and positioning the company for growth, reflect what happens when talent development is treated as a core business function rather than a side program. Read this article for additional information.

Find more information about Michael Polk on https://www.businessmole.com/former-newell-brands-ceo-michael-polk-how-a-strategic-corporate-move-reshaped-newell-brands/