In Conversation with Beyondsoft Leaders: Mark Ray, Executive Director

Leadership is about building trust with my team to speak up about challenges, learn from one another, and grow. I focus on listening rather than talking to create space for honest conversations and shared problem solving.  

Mark Ray, Executive Director, U.S.

In this Q&A, I sat down with Mark Ray, our Executive Director, who leads a long-standing partnership with one of our U.S. based Fortune 100 clients with operations around the world.

Sharon: It’s great to chat with you. Can you tell us about your role and your leadership philosophy?

Mark: I’ve been working at Beyondsoft for over 10 years, starting as a Site Director and now working as Executive Director. I lead a 250+ person team delivering quality assurance for a Fortune 100 client. As a trusted partner to the client for over 25 years, my team designs and implements test frameworks, quality checks, and issue resolution across hardware and software. Our work goes beyond traditional testing, it requires a deep understanding of the full product lifecycle to ensure updates meet regulatory requirements and remain compatible with other vendors’ software.

My leadership philosophy is simple. I’m not a textbook leader. I lead by listening, asking clarifying questions, and trusting the people around me. Managing a team of more than 250 means I rely on my directs to handle the day-to-day operations and they know I trust them to lead. That trust goes both ways.

On average, my directs have been working with me for 5.5 years. We meet weekly to talk through operations issues, and I let them take the lead. I pay close attention to how they collaborate and work through issues together. It’s not about stepping back, I am intentional in creating a culture where team members respect diverse perspectives, support each other, and step in when needed.

Sharon: I see that you are creating a balance between having a hands-on approach and not being too intrusive. You want your team to be self-reliant and be confident in making decisions. Tell me more about how you use this approach to solve some of the key challenges you’ve faced in the past 10 years.

Mark: The business and economic landscapes have changed over the past 10 years. What worked a decade ago may no longer apply. Past success is just that, it remains in the past. Clients expect more, and the bar is higher.

One challenge I continue to face is the shifting perceptions around managed services. Many still see it as transactional, when in reality, it plays a strategic role especially for large enterprises.

My team keeps learning, adapting, and listening to our client, key stakeholders, and user feedback to improve on quality assurance. We focus on speed, compliance, and minimizing disruption. My role continues to articulate the value we deliver: faster releases, smarter operations, and enabling our client and their employees to focus on what matters most.

When there is an employee performance issue. I focus on understanding the root cause, creating a path forward, and checking in along the way. The trust I’ve built with my team makes it clear that I am invested in their success.

Sharon: Thank you for sharing your insights. We value the work you and your team do to drive client success in a constantly changing landscape and your perspective on managing performance issues with empathy. Can you share how you develop future leaders in your team in this business climate?

Mark: I travel extensively to stay connected with my team, client, and their stakeholders. I make time for candid conversations with team members about their career goals. They know I’m here to support their growth, whether that means advancing at Beyondsoft or moving on to opportunities we can’t offer. Leadership isn’t just about retention. It’s about helping my team members succeed, even if that path takes them elsewhere.

Sharon: You’re an empathetic leader as your practical approach is more valuable than reading thought leadership books. I’m curious, how do you manage your personal development?

Mark: My tight travel schedule doesn’t leave much room for formal learning, so I’ve learned to grow on the go. Personal development isn’t a checklist for me. It’s rooted in listening. I learn from my team: how they think, what they need, and how they respond to different situations.

I have very good memories in recalling people, situations, and outcomes. I take notes of what works and what doesn’t, adjust my communication style, and avoid micromanaging.

One lesson I learned early is never to cling to past success. Past success is a stumbling block to future success. I’ve seen many people hold on to their past successes and they hold you back.

For me growth comes from being present, paying attention, turning everyday conversation into meaningful action.   

Sharon: Final question, what is the most important skill a leader should have?

Mark: What has helped me be a leader is listening, really listening to what people need to succeed. Leadership is about helping others grow, even if it means they eventually move on to new opportunities.

I’m grateful for the smart and hardworking team around me. I wouldn’t be successful without them. My goal is to support them in the same way, whether that’s within my team or not.

Great teams lift each other up. Leadership is about stepping outside of yourself and helping others move forward, wherever they’re headed.

Summary

Effective leadership means investing in your team’s success and staying present to support both client and team needs. Good leaders create space for honest conversations, encourage learning, and adapt their communication style to fit the moment, without micromanaging or dwelling on past success.

At Beyondsoft, our leaders lead our teams to drive your business success. If you have an IT challenge that impacts your business,  let’s connect.