We asked industry experts to share a time when they went above and beyond, going the extra mile in their role and it positively impacted their career. Here is what motivated them to go the extra mile—and the results of exceeding expectations. Discover practical strategies for standing out and making a lasting impact in your field.
- Transforming Stagnation into Scalable Growth
- Reshaping Reporting for Better Decision-Making
- Going the Extra Mile for Client Success
- Championing Justice Through Perseverance
- Pioneering 24/7 Emergency Criminal Defense Service
- Elevating Executive Search with Post-Placement Integration
- Rapid Iteration Leads to Product Launch Success
- Revolutionizing Virtual Healthcare Patient Experience
- Boosting Organic Traffic Through Proactive SEO
- Owning Outcomes Beyond Assigned Responsibilities
- Rebuilding Trust Through Personal Engagement
- Commitment to Quality Cements Business Reputation
- Reorganizing Operations to Meet Customer Needs
- Bringing Structure to Chaotic Construction Projects
- From Intern to Leader Through Initiative
How Going the Extra Mile Can Positively Impact Your Career
Transforming Stagnation into Scalable Growth
One moment that shifted everything for me was when I took on a high-stakes project that, on paper, wasn’t mine to lead. A founder I was supporting had a product stuck in a holding pattern—solid technology, decent market, but stagnant growth. I wasn’t asked to fix it, but I couldn’t help diving in.
I restructured the go-to-market strategy, rewrote the positioning, rebuilt the funnel, then mapped out a phased testing plan with aggressive customer acquisition cost targets. It meant late nights, tough conversations, and more spreadsheets than I care to admit—but it worked. Within months, the business saw a 2x revenue jump and went from reactive firefighting to scalable confidence.
What motivated me? Honestly, it was the gap between potential and performance. I couldn’t stand watching something good stall for the wrong reasons. The result? I earned a seat at the table for bigger decisions, more trust from the founder, and a ton of referrals that fueled my own agency’s growth. That moment taught me the difference between good consulting and real leadership: it’s not about what you’re told to do—it’s what you care enough to own.
John Mac
Serial Entrepreneur, UNIBATT
Reshaping Reporting for Better Decision-Making
One moment that helped shape how I approach work today occurred when I was still early in my career, working as a business analyst.
I wasn’t in a leadership role yet. However, I kept noticing that our reporting process was slow and often unclear. This left our teams guessing or reacting too late, and it made it harder to feel confident in the decisions we were making.
At first, I just flagged the issue. But the more I investigated, the more I realized it wasn’t a one-off problem. So instead of just coasting and accepting the process, I presented what I had noticed and offered to help restructure how the reports were built. I wasn’t a technical expert, but I worked with the data team, learned enough of the tools to be useful, and collaborated across departments to clean up what we tracked and how we shared it.
To be honest, it wasn’t a flashy project, but from my perspective, it made a difference because our team started getting insights faster. And other teams started asking how we did it. Right then and there, I was invited into conversations that, honestly, I probably wouldn’t have been in otherwise.
That experience stuck with me—not because I got promoted from it, but because it taught me how valuable it is to take ownership over something that feels broken and see it through.
That same mindset is what I carried into my company. What we do is we don’t wait for a perfect process. We look at what’s not working for job seekers and ask, “Can we make this simpler? Can we make this clearer?” And then we go build it.
Stephen Greet
CEO & Co-Founder, BeamJobs
Going the Extra Mile for Client Success
Right after my co-founder and I left our large, structured organizations to start our small business, we were more than a little motivated to go the extra mile for our clients. When one of our very first clients came to us for help submitting a proposal, we were thrilled! Upon examining the submission requirements, however, we realized our client would need to attend a mandatory in-person pre-proposal conference. Not only was our client located across the country, but the conference would be taking place the very next day.
Our client told us they wouldn’t be able to make it in person and that they’d probably have to drop the opportunity. But this was our client, and we were determined to make magic happen! My co-founder and I mapped the drive; if we left in the next hour and drove through the night, we’d make it to the pre-proposal conference in time. So, that’s exactly what we did. We drove thousands of extra miles at 3:00 AM in winter weather and, in some areas, blizzard conditions. But we eventually made it to the pre-proposal conference on behalf of our client—and in doing so, showed the client exactly what their business meant to us.
Our efforts earned the client’s trust and respect, resulting in a lucrative and mutually beneficial working relationship. And while I’m not sure I would want any of our employees doing anything like what we did, I do my best to continue showing every client that we’re just as invested as they are in winning new opportunities for their business. It’s something that’s worked well for us—and for our clients, too!
Maurice Harary
CEO & Co-Founder, The Bid Lab
Championing Justice Through Perseverance
Early in my legal career, I took on a complex employment discrimination case that several attorneys had turned down because it lacked “clear evidence” and promised a long fight. I believed in the client and in the principle at stake—she was a single mother who had been quietly pushed out after requesting accommodations for her disability. I spent months digging through records, building a timeline, and piecing together a pattern of bias the employer had tried to bury. It wasn’t easy, but we ultimately secured a strong settlement and forced policy changes within the company.
What motivated me was simple: the belief that workers deserve a fair shot, even when the odds are tough. That case helped define my reputation as someone who will take on difficult fights if they’re just—and it led directly to referrals, speaking opportunities, and eventually the confidence to start my firm. Going the extra mile isn’t about perfectionism or heroics; it’s about aligning your work with your values and doing what’s right, even when it’s inconvenient. That’s what builds both impact and trust.
Ed Hones
Attorney at Law, Hones Law Employment Lawyers PLLC
Pioneering 24/7 Emergency Criminal Defense Service
In response to the urgent needs of clients facing criminal charges, I launched NSW’s first regional 24/7 emergency criminal defense service. This initiative resulted in a 40% increase in successful early interventions, allowing clients to receive timely legal representation when they needed it most. The service now handles over 200 emergency cases annually, boasting a 75% success rate in crisis resolution.
Motivated by the critical gap in legal services during off-hours, I was driven to ensure that no one in our community faced legal challenges alone. This dedication not only improved client outcomes but also propelled my firm from a local practice to a regional powerhouse, earning consecutive listings in Doyle’s Guide rankings from 2021 to 2025.
James Janke
Partner/Director, Hamilton Janke Lawyers
Elevating Executive Search with Post-Placement Integration
When our team noticed a disconnect between the executives we placed and their long-term success at client companies, we recognized an opportunity to elevate our service beyond the industry standard. Traditional executive search typically ends once a placement is made, but we saw concerning patterns in our follow-up data—nearly 30% of placed executives weren’t meeting performance expectations within their first year.
Rather than accepting this as an industry norm, we developed a comprehensive post-placement integration program. We began conducting structured check-ins with the placed executive and key stakeholders at 30-, 60-, and 90-day intervals. These were focused assessments of integration challenges, cultural adaptation, and early wins.
We created tailored onboarding roadmaps for each executive placement, identifying potential obstacles before they became problems. This involved mapping internal relationships, clarifying expectations, and establishing realistic milestones. We also developed confidential coaching sessions where executives could safely discuss challenges they faced in their new roles.
Our fundamental belief that true success comes when our candidates drive meaningful organizational change motivated this extra effort. There’s something deeply satisfying about watching someone we’ve placed transform a company’s trajectory. Additionally, we knew this approach would differentiate us from competitors who viewed executive search as a transaction rather than a partnership.
The results exceeded our expectations. Executive retention at the one-year mark improved by 42%. Our clients reported significantly faster time-to-productivity, with new executives implementing strategic initiatives 2-3 months earlier than previously observed. Client satisfaction scores increased dramatically, leading to a 35% increase in repeat business and referrals.
Perhaps most meaningfully, this approach transformed our reputation in the market. While competitors were still focused on placement volume, we became known for ensuring lasting executive success. This positioning helped us weather economic downturns when executive hiring slowed, as organizations valued our commitment to long-term outcomes over quick placements.
The initiative ultimately changed how we define success in executive search—from simply filling positions to creating lasting organizational impact through the right leadership matches.
Julia Yurchak
Talent Sourcing, Acquisition & Management Specialist| Senior Recruitment Consultant, Keller Executive Search
Rapid Iteration Leads to Product Launch Success
Late last year, when I was preparing to launch the Dream It, Earn It Planner, I realized our first prototypes weren’t resonating as I had hoped. Rather than wait for the next sprint, I dedicated an entire weekend—with the baby monitor buzzing beside me—and personally rebuilt our core design mockups, scripted and recorded five bite-sized tutorial videos, and set up live A/B tests across Pinterest and Instagram at midnight. I even stayed up to review the first round of real-time click-through data, then pivoted our design and messaging before dawn.
That extra effort paid off immediately: by Monday afternoon, we had exceeded our initial sales projection by 20% and secured a feature in a top women’s entrepreneurship newsletter. More importantly, the “overnight MVP” mindset became a defining case study for my team—demonstrating that rapid, hands-on iteration not only builds better products but also solidifies your reputation as a leader willing to do whatever it takes.
Kristin Marquet
Founder & Creative Director, Marquet Media
Revolutionizing Virtual Healthcare Patient Experience
In my professional experience, one of the high points came from a project which saw me work to improve healthcare providers’ support of patients via virtual healthcare services.
At the time, my role was in marketing, but I identified a void in how providers were engaging with and informing their patients of virtual healthcare’s value and what it had to offer.
What pushed me out of my comfort zone was the fact that many patients, which at the time included a large group of tech neophytes, were having issues with virtual healthcare.
Closing that information gap was going to have large-scale benefits for the healthcare providers as well as the patients that looked to them for that care.
I went above and beyond what was asked of me.
I conducted primary research, which included collecting input from providers and patients to identify what the issues were.
We found out things like virtual appointment scheduling and access to follow-up care information were very confusing.
From that research, I worked with our training and product teams to put together very easy-to-use guides for patients.
We included step-by-step instructions, FAQs, and video tutorials to cover all bases and reach all audiences.
Also, I worked with the healthcare providers to streamline internal processes.
We created onboarding templates and virtual care protocols, which in turn gave the providers better tools to do their jobs more efficiently.
The results of the project were very positive.
Healthcare providers reported a large drop-off in patient support issues, which in turn gave them more time for what is really important.
Also, patients reported feeling much more confident in the virtual healthcare platform, and we saw a 40% increase in engagement.
On a personal note, this project solidified my standing as a customer-focused problem solver and a go-to person for very complex issues.
This project also showed that if you go the extra mile with a patient-first approach and present practical solutions, you can bring about large-scale positive change for your clients and their communities.
Spencergarret Fernandez
SEO and Smo Specialist, Web Development, Founder & CEO, SEO Echelon
Boosting Organic Traffic Through Proactive SEO
We had a national retail client that was experiencing a traffic decline just in time for the holiday season. I spent an entire night reviewing more than 500 product URLs, updating 70 meta descriptions manually, and rebuilding their seasonal keyword strategy dynamically.
I wasn’t consulted, but I understood that if we didn’t act quickly, they’d lose revenue on Black Friday. In 3 weeks, we raised organic traffic by 47% and turned a projected Q4 decline into a record quarter.
That choice eventually led to us gaining three new long-term retainers, which were referrals from the client’s in-house marketing group. Sometimes the quickest path to growth is solving a problem before others see it.
Callum Gracie
Founder, Otto Media
Owning Outcomes Beyond Assigned Responsibilities
What I really think is going above and beyond is not about working more hours; it’s about owning outcomes that no one asked you to handle. One example was during a rebrand project for a founder-led DTC brand. My role was strictly strategy, but I noticed their product pages lacked conversion clarity—no urgency, poor messaging, and no emotional trigger.
Without being asked, I rewrote three pages and created a quick Loom video explaining the changes and why they mattered. The founder implemented them the same day. Within two weeks, they saw a 31 percent lift in product page conversions.
What motivated me was simple: I saw a gap that was costing them growth, and I knew I could fix it. That single move led to three direct referrals, a long-term retainer, and my positioning as a partner, not just a consultant.
If you want your career to advance, solve problems beyond your scope. That is what gets remembered.
Sahil Gandhi
Brand Strategist, Brand Professor
Rebuilding Trust Through Personal Engagement
One moment that stands out for me happened when I closed a deal that should’ve been a win. But two weeks after onboarding, frustration set in, and they began disengaging and preparing to walk away.
It wasn’t my job to fix the implementation because I had a team for that. But I could see the gap was deeper than a process issue. It was a trust issue.
So I personally reached out, flew across the country, and sat with their team in a conference room for two days. Not to pitch, not to save face, but to just listen, understand where we missed the mark, and rebuild the relationship from scratch.
That experience changed how I think about leadership. And reminded me that going the extra mile doesn’t always mean doing more; it sometimes means getting closer. That trip didn’t just save the account but also turned that client into one of our strongest advocates. And it taught me that the moments where you choose to show up, even when you don’t have to, are the ones that shape how people will remember you.
Jeff Mains
Founder and CEO, Champion Leadership Group
Commitment to Quality Cements Business Reputation
One moment that stands out was during a full kitchen renovation project in Magnolia, Texas. The clients had previously installed tile flooring throughout their home and wanted the exact same tile extended into the kitchen. I sourced 1,000 sq ft of what I believed was the correct match, but at around 800 sq ft, I noticed a slight color variation. It was a different batch—and it didn’t sit right with me.
Instead of brushing it off, I got on the phone and called every store I could find across multiple states. Eventually, I found the right batch in Dallas. After a full day’s work, I drove four hours to pick it up myself, waited for the store to open the next morning, then turned right around and drove back—tile in tow—just so the subcontractor could finish the job on time.
“My name is on this project” was what motivated me to do right. My client trusted me with their home, their money, and their vision—and I take that personally. That extra mile not only saved the project but cemented my reputation as someone who follows through and fights for quality. It reminded me that excellence isn’t just about design—it’s about integrity. And that’s how I’ve built a business that people refer to again and again.
Melody Stevens
Owner, Design On A Dime Interiors
Reorganizing Operations to Meet Customer Needs
One example of going above and beyond in my role was during a peak summer season when our HVAC company was overwhelmed with service requests. We were short-staffed, and scheduling errors began to pile up, causing customer frustration. I took the initiative to reorganize our scheduling process, manually reviewing and adjusting each appointment to optimize technician routes and minimize delays.
What motivated me was seeing how the disorganization was affecting both our team’s morale and our reputation. I stayed late several evenings that week to ensure every customer was contacted and informed, while also coordinating overtime and reshuffling low-priority tasks. This hands-on approach not only stabilized our operations but also helped us meet our service commitments during a critical period.
The result was a noticeable drop in missed appointments and an increase in positive customer feedback. Management recognized my efforts with a performance bonus and more strategic responsibilities moving forward. It reinforced the value of stepping up during high-pressure times and showed how strong office support can directly impact the success of the field team.
Daniela Perez
Manager, Breezy Blast
Bringing Structure to Chaotic Construction Projects
A few years ago, I was brought in by a contractor working on a commercial space who had lost their drafting support mid-project. The timeline was tight, the scope was messy, and there were missing markups and coordination issues across trades.
Instead of just handling the technical scope they brought me in for, I took a step back, reviewed the site context, caught gaps in the existing plans, and helped them get their files in order.
I ensured everything was organized, issued clean, coordinated drafts for permit review, and kept the flow moving without them having to chase updates.
What motivated me wasn’t just the project but also knowing that when things fall apart in this industry, it’s the person who can bring structure back to the table that earns long-term trust.
And I’m not wrong, because that client came back with more work, referred me to others, which opened the door to a new tier of commercial contracts for my team.
Sometimes going above and beyond isn’t about doing something flashy; sometimes it’s about doing the work others can’t or won’t do when the pressure’s on. And that, for me, is what builds a reputation that lasts.
Brian Curran
Founder, Drafting Services
From Intern to Leader Through Initiative
When I joined my company as a content writing intern, I didn’t view my role as limited to writing blogs. From day one, I sought ways to contribute beyond the scope of my job. I ended up working on various projects—writing cross-functional content, assisting the marketing team, and even appearing in brand reels. If something seemed meaningful for the company, I enthusiastically participated.
What truly motivated me to go beyond was a combination of factors: I believed in the company’s mission, I had the encouragement of a very supportive CTO (to whom I report directly), and I’ve always had a strong internal drive to learn, grow, and take ownership.
One specific example of this was when our team began expanding. I voluntarily took on hiring responsibilities—screening candidates, reviewing assignments, providing feedback, and helping develop the process itself. Later, I also assisted in onboarding and mentoring newer team members, not just through edits, but by establishing quality standards and workflows to streamline everyone’s tasks.
The result? Two years later, I’ve organically grown into the most senior content writer at the company. Today, I not only lead and guide the team on content but also contribute to hiring, training, and workflow design.
Going above and beyond was never about seeking “extra credit” for me—I genuinely cared. I treated the company as if it were my own, and that mindset helped shape my journey from intern to team leader.
Dr. Paavas Sharma
Content and SEO, Allo Health
