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Kim Than, Founder and CEO of Genius PR, on the Exit Risk Hiding Inside Every Founder’s Personal Brand

By: Matthew Kayser

Kim Than, Entrepreneur, Founder and CEO of Genius PR, and Co-host of Onchain Capital Podcast

Building a personal brand has become a key part of growing a business. When the founder is well known and trusted, that trust spills over to the company, faster and cheaper than any advertising campaign could achieve. That’s why so many founders are stepping into the spotlight, and why a strong personal brand has moved to be the foundation a company’s reputation is built on.

Mark Zuckerberg is the clearest case study in how deliberate this has become. He spent a decade being read as a product, an engineer who happened to run a company. Now he’s read as a physical presence, with visible reinvention and an appetite for risk. The market extends trust to people it can recognize. Founders who get that manage how they’re seen as carefully as they manage the product itself.

The economics behind this are straightforward once you see them. Trust in a person is transferable to the company that person runs, and transferred trust is cheaper than purchased attention. Elon Musk doesn’t need to buy ads for Tesla. He doesn’t need to because people already trust, or at least track, Elon Musk, and that attention routes straight to the company.

But almost nobody in this conversation asks the question that actually matters once the brand starts working. What happens to that value when you try to sell the company?

Here’s what changes. A personal brand is great for generating leads, but it also compresses the market’s uncertainty about the company itself. Investors and acquirers are pricing risk constantly, and a founder with real public credibility, real third-party validation, a real track record people can point to, reads as lower risk. A company led by a founder nobody’s heard of has more work to do than a company led by a founder the market already trusts.

There are two brands in play: yours and your company’s. Your personal brand is what people think of when they hear your name. Your company’s brand lives in its products, team, systems and reputation. The best founders build both at the same time, making themselves visible while making sure the company can thrive without them. Customers end up trusting the founder and the company, and one doesn’t replace the other. The goal is a business that stands on its own, with or without you, because that’s where the value sits at exit.

Most founders focus on one, assume it’s the whole asset, and leave value on the table when a buyer discounts the parts that were never made independent of the founder.

That discount has a name: the key-person discount. Valuation experts typically knock 10% to 25% off a company’s value when it depends too heavily on one person. Buyers have also gotten better at protecting themselves against uncertainty, and a founder-dependent business is a big source of it. In 2025, about one in four private acquisitions tied part of the price to future performance, and almost nine in ten held back some of the money after closing.

The obvious pushback here is if buyers discount founder dependence, why build a personal brand at all? Because credibility and dependence are different things. A buyer pays more for a founder the market trusts, since that trust lowers the risk on everything the company says about itself. The same buyer pays less when customers, deals and press only show up because that founder personally brought them in. The brand is an asset when it vouches for the company. It becomes a liability when it replaces the company.

I’ve seen this scenario play out countless times from a public relations perspective. Entrepreneurs approach us seeking to boost their visibility, gain media attention, and quickly establish a personal brand, and that’s the easy part. The tougher discussion is about the purpose behind this desired visibility.

If you’re building a personal brand right now, ask yourself one question honestly. Is your business elite because of you, or is it elite on its own, with you making it move faster?

About Kim Than

Kim Than is an entrepreneur, founder and CEO of Genius PR, a global media agency helping tech, AI and Web3 companies build credibility through earned media, and co-host of the Onchain Capital podcast. Named to the Forbes 30 Under 30 Europe list in 2023, he is one of the industry’s leading voices on personal branding and modern public relations. Learn more at KimThan.com and connect on LinkedIn.

Walmart Digital Price Tags Reach More Than 4,300 Stores

Walmart digital price tags have reached more than 4,300 U.S. stores as the retailer replaces paper labels with electronic displays and adds a feature that helps customers locate products. The expansion makes shelf updates faster, but it also puts renewed attention on pricing consistency, customer data, and what shoppers should expect at checkout.

Key Takeaways

  • By October 1, 2026, digital shelf labels were installed in more than 4,300 Walmart stores.
  • Walmart says the labels display centrally approved prices, with updates typically made outside shopping hours.
  • Shop to Light allows shoppers to activate a flashing shelf label through the Walmart app.
  • Research involving another U.S. grocery retailer found virtually no surge pricing following electronic shelf label adoption.

Walmart says its electronic labels can display new prices rapidly, but they do not decide when or why prices change. On September 25, CEO John Furner summarized the policy: “We price the product, not the person.”

Electronic labels remove the need to replace paper tags for routine adjustments. Walmart says a centralized approval process still controls updates, while a separate light in each tag can help shoppers locate products.

Walmart Digital Price Tags Expand With Shop to Light

Walmart’s digital shelf label program began in 2024 with a test at its Grapevine, Texas, store. In March 2026, the company said approximately 2,300 U.S. locations had installed the technology. By October 1, more than 4,300 locations had digital labels, according to CNBC’s reporting on the expansion.

Each display replaces a paper shelf tag showing the price for a particular item. Staff can send centrally approved changes electronically rather than walking aisles to replace labels. Walmart says this makes markdowns and promotional updates quicker to apply and easier to align with register totals.

That speed does not necessarily mean products change price more often. Walmart says employees review approved updates, generally implemented outside normal shopping hours.

The rollout includes a customer-facing feature announced October 1. With Shop to Light, shoppers select an item in the Walmart app and activate a small LED on the corresponding shelf label. The flash identifies the product’s location among similar packages rather than changing its price. The lights are built into electronic labels rather than separate shelf signs.

Greg Cathey, Walmart’s senior vice president of digital transformation, told CNBC that customers had triggered roughly five million label flashes since the feature began reaching limited stores during the summer. Two related tools, Pick to Light and Stock to Light, help employees assemble online orders and find shelf positions for incoming inventory.

The expansion coincides with a shift toward value shopping, as retailers emphasize pricing and convenience for consumers managing household costs. The rollout connects product location, labeling and store tasks through the same displays.

Walmart Says Pricing and Shopper Data Remain Separate

The main pricing issue is who approves updates and whether prices change according to the person making a purchase. Walmart says its digital price tags cannot independently select or modify prices.

On September 25, Furner said the company would not change a price based on a customer’s income, shopping history, urgency or perceived willingness to pay. He also rejected price differences based on the time of day. Those are company commitments, not an independent audit of transactions.

The company’s limits on personalized pricing extend to Sparky, Walmart’s AI shopping assistant. Walmart says information customers share with Sparky will not be used to raise their prices or conceal lower-priced options. The commitment does not mean identical prices at every location.

Personalized pricing involves prices influenced by information about a specific customer. Surge pricing involves temporary increases linked to periods of heightened demand. Digital shelf labels are a display technology, so installing them alone does not establish either practice.

Researchers from the University of Texas at Austin, the University of California San Diego, and Northwestern University examined transaction data from another U.S. grocery retailer. That chain introduced electronic shelf labels at more than 100 stores beginning in 2022. Researchers found virtually no surge pricing before or after the change. In that dataset, temporary price surges affected about 0.0042% of products on an average store-day before adoption, with no statistically significant increase afterward, according to the researchers.

The research does not examine Walmart, and findings at one retailer cannot establish how others use the technology. It does show that faster price displays do not necessarily mean frequent temporary price increases.

Privacy is a separate concern. Walmart says its shelf labels operate on a closed system without cameras or microphones and do not collect customer information or track shopping behavior. Shop to Light works through the Walmart app, but the company says its flashing-light feature does not affect the price displayed.

Walmart’s separate app and online services process customer information. Its statement about shelf labels should not be interpreted as a claim that all its shopping services are free of data collection. For the tags themselves, the retailer says their functions are price display and product identification.

Store and Online Prices May Still Differ

Even without personalized pricing, customers can encounter different prices for what appears to be the same product. Walmart’s published guidance says stores may adjust prices to manage inventory, clear surplus merchandise or respond to local competition.

The retailer also says prices on its website and app can differ from store prices. Those distinctions matter when a customer compares a phone listing with a shelf label. A difference between shopping channels does not, by itself, indicate the label has identified an individual.

Walmart says electronic labels are intended to align shelf prices with register totals. Approved changes are generally implemented outside shopping hours to keep prices consistent during the day. Those procedures do not guarantee that a mismatch can never occur.

If a register total differs from the shelf label, shoppers can compare product size, package count and variety with the tag and ask an associate to review the discrepancy. Promotions may apply only to specific products or conditions, making the exact item more relevant than a neighboring label.

When a shopper sees a mismatch, Walmart digital price tags can be checked against the register price for the same product. Reviewing package size and sale terms with an associate helps establish whether the displayed price applies.

Frequently Asked Questions

Do Walmart digital price tags change prices automatically?

Walmart digital price tags do not independently set prices, according to the company. Price updates go through Walmart’s centralized approval process and typically occur outside shopping hours.

Does Shop to Light change the amount a shopper pays?

No. Walmart says Shop to Light activates a small LED beside a product to help customers find it, while the label’s pricing function remains separate.

Can digital shelf labels identify or track customers?

Walmart says its electronic labels do not contain cameras or microphones and do not collect customer information. The company’s statement applies to the shelf labels rather than every data function within its shopping app.

Why might Walmart prices differ online and in stores?

Walmart says prices may vary by store because of inventory levels and local competition. The retailer also states that prices on its website or app may differ from those available at physical locations.

RoxAnne Eli Brings Tailored Health Support to Midlife Professionals

Midlife health challenges can affect more than a woman’s personal well-being. For women navigating perimenopause and menopause during peak career years, changes in energy, focus, resilience and confidence can also affect how they perform and lead in the workplace.

RoxAnne Eli, founder of Apex Executive Wellness, is addressing this intersection through the RED DRESS™ Method, a science-based framework designed to help high-performing women in business address the health challenges that accompany perimenopause and menopause which can affect energy, focus, resilience, confidence and performance.

“Supporting women in the workplace is a critical talent-retention, productivity and strategic business strategy,” Eli says.

A board-certified Holistic Health Practitioner, Functional Diagnostic Nutrition Practitioner and avid biohacker, Eli has more than 30 years of experience in the corporate health promotion and population health industry. She founded Apex Executive Wellness specifically for women in business who refuse to let menopause symptoms dictate how they perform which can potentially compromise the work they love.

Addressing Health Within the Demands of Executive Leadership

Eli created the RED DRESS™ Method after experiencing firsthand how hormonal changes were affecting her own career performance.

Rather than focusing solely on symptom management, the framework is designed to help women uncover the root causes of symptoms affecting their energy, focus, resilience and confidence and provide symptom resolution through realistic strategies that fit the demands of a corporate executive’s schedule and life.

Through Apex Executive Wellness, Eli provides concierge-level health restoration and transformation programs based on a core principle: knowing the factors contributing to symptoms is important, but knowing how to resolve those symptoms for good, with lifestyle changes that fit into a busy lifestyle, is imperative.

Her personalized guidance starts with data-driven approaches to uncover the root causes contributing to a woman’s symptoms. She then helps women translate health improvement recommendations into practical action steps that work within the realities of their fast-paced careers and busy lifestyles.

This approach brings together Eli’s experience in corporate health promotion, wellness and leadership with personalized, data-driven strategies intended to help women optimize their health while continuing to lead and contribute to the success of their organizations.

Connecting Women’s Health and Workplace Performance

Eli’s work also extends to organizations where she addresses the role women’s health can play in workplace performance, leadership and career longevity.

“Showing up, meeting deadlines, KPIs and metrics isn’t the same as functioning at full capacity,” Eli explains. She goes on to say “Employers who are serious about retaining their top talent, must make menopause support part of their talent retention strategy.”

Organizations invest years in developing exceptional women leaders. When those women do not have adequate support, that investment is at risk. Menopause symptoms can impact their ability to successfully lead teams and projects, increase time away from work and lead accomplished professionals to voluntarily reduce their responsibilities or leave the organization altogether. In which case, companies lose decades of seasoned judgment, trusted relationships and women whose ideas and mentorship strengthen the entire organization.

Through her corporate workshops and speaking sessions at conferences, Eli addresses the relationship between women’s health, workplace performance, leadership and career longevity. Her work challenges employers to look beyond just education and support groups when considering menopause-related support. Organizations should ensure their benefits packages offer comprehensive menopause-related offerings, access to in-network menopause-specific practitioner programs, bioidentical hormone replacement therapies and menopause-specific lifestyle and behavior change coaching programs.

Eli’s woman-centered work earned her a feature in Grit Daily’s Ones to Watch: Visionary Women Changing the World in 2026, which was syndicated on Apple News and MSN.

Bringing Greater Attention to Menopause’ Impact on Careers.

Eli is also the creator of The Hostile Takeover: How Menopause Hijacks the Careers of High-Performing Women, a thought leadership movement that brings greater attention to the impact midlife health challenges can have on women’s careers and the organizations that rely on their leadership.

Through the RED DRESS™ Method and Apex Executive Wellness, Eli is focusing on personalized health support for high-performing women while continuing a broader conversation about women’s health in the workplace.

Her work connects the physical, emotional and mental changes women may experience during perimenopause and menopause with the realities of demanding careers, emphasizing both health optimization and the ability to continue leading and contributing within their organizations.

To learn more about RoxAnne Eli, Apex Executive Wellness and the RED DRESS™ Method, visit apexexecutivewellness.com.

Richard W. Johnson on How Leaders Can Turn Change Into Momentum

Business rarely unfolds exactly as planned. Markets shift, customer expectations change, priorities evolve, and circumstances can force teams to reconsider strategies that once appeared sound. In those moments, the ability to adapt can determine whether an organization loses momentum or finds a better path forward.

Richard W. Johnson has seen this dynamic throughout his career leading high-performing sales teams. When unexpected changes emerged, he learned that success did not always come from staying committed to the original plan. Sometimes, the better decision was to pivot.

For Johnson, that mindset is at the center of The Pivot Advantage. His approach can be summarized in three words: Adapt. Execute. Win.

Knowing When the Original Plan No Longer Works

Persistence is often associated with successful leadership. Staying committed, working through obstacles, and refusing to give up can all be valuable qualities. But persistence without adaptation can become a liability when circumstances have fundamentally changed.

A strategy that worked yesterday may not produce the same results tomorrow. Continuing to follow it simply because it was successful in the past can prevent leaders and teams from responding to what is happening in front of them.

The ability to pivot begins with recognizing that reality.

A pivot does not necessarily mean abandoning a goal. It can mean changing the route used to reach it. The objective may remain the same while the strategy, priorities, or execution plan changes.

That distinction is important for professionals who equate changing direction with failure.

Adaptation Is a Leadership Skill

Johnson’s experience leading sales teams reinforced the importance of responding quickly when conditions changed. Instead of treating unexpected developments as reasons to stop, he approached them as situations requiring a new plan.

This creates a different definition of adaptability.

Adaptability is not simply reacting to whatever happens. It involves assessing the situation, determining what has changed, and deciding what needs to happen next. The strongest response is not always the fastest reaction. It is the ability to make a deliberate adjustment without losing sight of the larger objective.

For leaders, this requires flexibility without abandoning accountability.

Teams still need direction. Employees still need clarity. Performance still needs to be measured. A pivot should therefore create a new path forward rather than create confusion about where the organization is going.

Execution Turns a Pivot Into Progress

Recognizing the need for change is only the first step.

A strategy has little value if it never moves beyond discussion. Once a pivot has been identified, execution becomes critical.

This is where Johnson’s emphasis on Adapt, Execute, and Win becomes particularly relevant. Adaptation determines how the approach changes. Execution determines whether that new approach produces movement.

Leaders can spend significant time analyzing changing conditions, but eventually a decision must be made. Teams need to know what they are doing differently, why the change matters, and what success looks like under the new approach.

A well-executed pivot can restore momentum because it replaces uncertainty with action.

A Pivot Is Not a Sign of Weakness

One of the most important ideas behind Johnson’s philosophy is that learning to pivot is not a sign of weakness.

Professionals can sometimes feel pressure to remain committed to an initial decision because changing course may appear inconsistent. Leaders may worry that adjusting strategy will make them appear uncertain or less confident.

But refusing to change simply to protect the appearance of consistency can carry a greater cost.

Strong leadership requires the judgment to recognize when an adjustment is necessary. Changing course because new circumstances demand it can demonstrate awareness, discipline, and strategic confidence.

The willingness to pivot can also create opportunities that were not visible under the original plan.

Turning Change Into Competitive Momentum

The business environment will continue to change. No strategy can eliminate uncertainty, and no leader can control every external variable.

What leaders can control is how they respond.

Johnson’s perspective offers a practical framework: adapt to the reality of the situation, execute the new strategy with purpose, and remain focused on winning rather than defending the original plan.

That mindset can apply well beyond sales. Professionals navigating career changes, organizations responding to new conditions, and leaders managing unexpected challenges can all benefit from understanding when persistence should give way to adaptation.

The competitive advantage may not belong to the person who always gets the first strategy right. It may belong to the person who recognizes when the strategy needs to change—and has the discipline to make the pivot work.

For Richard W. Johnson, that is the central lesson of The Pivot Advantage: success is not always about staying the course. Sometimes, winning requires knowing when to change it.

Learn More and Connect with Richard W. Johnson

Website: Richard Johnson Group

Book: The Pivot Advantage

Instagram: @RichardJohnson6696

LinkedIn: Richard W. Johnson

Facebook: Richard W. Johnson / Richard Johnson Group LLC