George Carralejo has built his life and career on the principles of discipline, focus, and constant improvement. A former Division I athlete, he learned early how to compete at the highest level and perform under pressure. Those years on the field shaped his mindset and taught him the value of preparation, resilience, and teamwork.
After college, George transitioned from sports to business. He brought the same competitive drive into his career, quickly earning leadership roles and working alongside top performers in multiple industries. As a business executive, he has led teams, guided organisations through change, and helped companies exceed ambitious goals. His coaching background allows him to mentor both individuals and teams, pushing them to reach their full potential.
George’s approach is direct and practical. He focuses on identifying what matters most, setting clear priorities, and following through with consistent action. He believes in applying lessons from elite sports—like recovery, feedback, and focus—to achieve sustainable success in business.
Beyond his professional life, George is committed to personal growth and helping others do the same. He is passionate about building high-performance cultures where people can thrive and reach their best. His life’s purpose is to help individuals become the best version of themselves, whether that’s in the boardroom, on the field, or in their own personal goals.
From the stadium to the executive suite, George Carralejo’s journey shows how the habits of top-level competition can create long-term success in every area of life.
Q&A: From competing as a Division I athlete to leading teams as a business executive and coach, George Carralejo has spent his life surrounded by high performers. In this conversation, he shares how those experiences have shaped his understanding of success — and how others can apply those lessons in their own lives.
Q: How does George Carralejo define success?
George Carralejo:
For me, success isn’t a single moment. It’s the accumulation of small wins over time. In sports, you don’t win a championship on one play — you win it in the months of training, in the early mornings when nobody’s watching. In business, it’s the same. Success is built in the habits and decisions you make consistently.
Q: Has your definition of success changed over the years?
Carralejo:
Absolutely. As an athlete, I used to measure success by the scoreboard. Later in business, it was hitting revenue or performance targets. Now, I see it as a combination of results and good processes. If my team or I have learned something new, improved a skill, or built stronger relationships, that’s incremental success. The scoreboard still matters — but if you do things correctly over time, the score will take care of itself.
Q: What daily practices contribute most to your success?
Carralejo:
I am an avid reader. I also enjoy exercising, particularly running. Most of my best ideas come to me when I am running; it’s meditative for me. I believe in the importance of reading. Reading allows me to take other people’s experiences and learn from them. This minimizes some of the mistakes I would otherwise make, because I have learned from the indirect experience of others.
Q: Can you share an example from your athletic career that shaped your business success?
Carralejo:
I remember a game where we were down at halftime, and our coach changed the game plan completely. It was a risk, but it worked — we came back and won. That taught me that you can’t be afraid to pivot when the current strategy isn’t working. In business, I’ve applied that in moments when a project needed a mid-course correction, even if it meant abandoning months of work. There’s a difference between quitting and pivoting.
Q: What role does feedback play in achieving success?
Carralejo:
A huge role. I think feedback should be constant, not just during annual reviews. When I was competing, coaches gave feedback in real time — during practice, during games. That immediacy made it easier to adjust and improve. In business, I try to give my teams that same type of timely input. It keeps everyone aligned and moving forward.
Q: What’s one belief you hold about success that others might not agree with?
Carralejo:
That focus is a competitive advantage. In sports, we trained hard but we made sure to focus on what drives results. In business, people think working non-stop is a badge of honour, but so much of that work is chasing activity over achievement. Focus on the important things first and much of the rest falls away as just noise.
Q: How do you handle setbacks?
Carralejo:
I treat them like game film. After a loss in sports, we’d review the footage to understand what went wrong. In business, I do the same — break down the situation, identify where the execution failed, and adjust the plan. The key is to learn quickly so you can get back into action.
Q: What advice would you give someone who’s struggling to find their version of success?
Carralejo:
Start small. Pick one area of your life to improve and work on it consistently. Don’t try to overhaul everything at once. Also, surround yourself with people who challenge you. I’ve never grown by staying in my comfort zone.
Q: What’s a unique strategy you’ve used to help others succeed?
Carralejo:
I don’t know if I do anything unique. I try to meet people at their level and use stories to teach and motivate. I have to come up with analogies that fit their personality and be cognizant not to always fall back on sports, which is my comfort zone.
Q: Has there been a moment where you redefined what success meant for you personally?
Carralejo:
Yes — when I started coaching others. I realised my success wasn’t just about my own performance anymore. It was about helping someone else reach their potential. That shift in focus has been one of the most rewarding parts of my career.
George Carralejo’s journey shows that success isn’t a straight path. It’s built through consistent habits, adaptability, honest feedback, and a willingness to learn from both wins and losses — lessons equally at home on the field and in the boardroom.