The Portfolio Executives

The Portfolio Executives

The Home of Fractional Leadership

Jose Solera

Railinc Corporation executive management team is pictured on Friday, November 22, 2013 at Railinc Headquarters at 7001 Weston Parkway, Suite 200, Cary, NC 27513. (©2013 Kevin Seifert Photography | www.kevinseifertphotography.com | 919.208.9458) Railinc is the railroad industry’s most innovative and reliable resource for IT and information services. Railinc supports business processes and provides business intelligence that help railroads and rail equipment owners increase productivity, achieve operational efficiencies and keep their assets moving. Railinc is a progressive, team-based organization whose work is critical to the ongoing operations, growth and success of the freight rail industry. Our work helps railroads move valuable freight from one location to another, from whomever they serve to wherever they need to go. Railinc values employees and relies on their input for growth and continuous innovation. We promote an honest exchange of ideas by maintaining a casual work environment. We believe that a comfortable setting helps facilitate enthusiastic, communicative and harmonious teamwork. Railinc employees are not “numbers” or “pictures on a badge”; rather each is treated and respected as an individual. Those are just some of the reasons why Railinc was named one of the 2011 "Best Places to Work" in the Triangle by the Triangle Business Journal.
  • Specialism: When growth starts to feel like drag, I help CEOs and senior leaders regain control.
  • Track Record:
    • CIO for a medical insurance company.
    • Director roles at Railinc, Symantec, and Intel.
    • Leadership coach at Duke University for 15+ years using the Six Domains of Leadership™.
    • Program planning and execution support for:
    • Lucid Motors
    • Aerojet Rocketdyne
    • Duke University Medical Center
    • Known for aligning leadership quickly and converting fragmented efforts into executable plans.
  • Offer:
    • I work with your leadership team when technology and other initiatives fail to deliver.
    If you are:
    • Pulled into most decisions because your team lacks clarity or alignment
    • Seeing execution slow down despite adding people and structure
    • Experiencing technology as complexity instead of acceleration
    • Investing in AI, but not seeing meaningful business impact
    You are facing a breakdown in alignment, decision-making, and execution. As AI lowers the cost of execution, judgment becomes the constraint. I help you:
    • Clarify what matters
    • Align leadership using the Six Domains of Leadership™
    • Build executable plans using Commitment-Based Project Management (CBPM)
    • Establish a cadence that drives accountability and results
    This is advisory work. Direct. Focused. Built for speed.
  • Jose says: ““I can deliver in two days what would normally take weeks.” This comes from compressing alignment into clear, executable direction.
  • Try me: coachsolera.com If execution feels slower as you grow, we should talk.
See My Colleagues

I focus on one problem:

  • Organisations grow.
  • Complexity increases.
  • Execution slows down.

Not because people are not capable, because the system they operate in no longer works.

  • Too many priorities.
  • Unclear decisions.
  • Constant rework.

This focus began in 2007, when I was asked to plan a complex initiative. That became the foundation of my work: turning confusion into clear, executable direction.

A defining example was at Lucid Motors, where a software organisation needed to plan and execute within an eight month deadline.

  • 65 people.
  • 25 teams.
  • High complexity.
  • Fully remote.

In two days, we built a plan the organisation could execute. The constraint was not effort. It was alignment.

Along the way, I’ve learned that execution does not fail randomly. It fails predictably when priorities compete, decisions are unclear, progress is not visible, and teams are not aligned.

Fix these, and execution accelerates.

I work as an advisor to leadership. Using the Six Domains of Leadership™ and Commitment-Based Project Management, we:

  1. Identify what is breaking execution
  2. Establish a clear direction
  3. Build an executable plan
  4. Install a cadence that sustains performance

Then I step back once the system is working.

Currently, I support a client as a CTO, using AI to accelerate architecture and planning while maintaining execution discipline. In parallel, I advise leaders on:

  • Technology alignment
  • Program execution
  • Leadership effectiveness

Going forward, I work with organisations where growth has introduced friction, where more capability has not produced better results.

That is fixable.

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