Leading with Intention: Mastering the Art of Strategy and Negotiation

Join Molly Baker, founder of Indie Consulting, and Lori Murphree, as they explore what it means to lead and work with intention in high-stakes industries. They dive into the art of strategic negotiation, building trust through collaboration, and how confidence and kindness can coexist at the deal table. If you’re navigating how to lead with both strength and empathy, this conversation offers meaningful insight into forging that path with purpose.

MB (Molly Baker): What’s top of mind for you professionally right now?

LM (Lori Murphree): My clients are always top of mind. The work I do is intense, and I’m constantly thinking about how they’re doing, what challenges they might be facing, and how I can support them better. It’s not just transactional—I’m emotionally invested in their success. Another big focus is building a firm that represents the change I want to see in the industry. I'm very intentional about creating a company with 50% women, which a lot of people say can't be done in this space. But I'm proving them wrong. And of course, family is always in the mix—especially my nephews. Their well-being influences how I think about travel and balancing professional and personal priorities.

MB: What are you really good at?

LM: I’m a strong negotiator, and I don’t take that lightly. It's not just about numbers; it's about understanding people—what they value, what they fear, and what they hope for. I approach negotiation like a conversation that gets both parties where they need to be. I also love storytelling, especially through numbers. Taking complex data and weaving it into a strategic narrative is something I do well, and it helps clients see their own value in a new light. That skill has made a big difference in the deals I help structure.

MB: What has been the most pivotal moment in your career?

LM: Joining a nonprofit that mentors high school students from under-resourced communities was a turning point for me. It started as a way to give back, but I quickly realized I was learning just as much from the students as they were from me. They reminded me of the power of resilience and the importance of believing in yourself even when the odds are stacked against you. That experience also reinforced my own entrepreneurial mindset—that discomfort and uncertainty can actually push you to grow. And, of course, founding my own company was a huge milestone. It was the moment I said, "I want to do this differently."

MB: What inspired you to become a mentor?

LM: I didn’t have a lot of mentors growing up. I was the first in my family to go to college, and I didn’t even know you had to apply. I worked as a hairdresser in high school to help pay for college, but people assumed that’s what I wanted to do long-term. That experience shaped me. I mentor because I want others to have access to guidance I didn’t have. Many of the students I work with don’t have parents who can help them navigate these big life decisions. Some don’t speak English or aren’t present. Helping them see their options is incredibly fulfilling.

MB: What led you to start your own company?

LM: I was already doing the work—bringing in business, running execution, managing client relationships—but I wanted to build something that reflected my values. I wanted a culture that prioritizes integrity, creativity, and collaboration. I’ve worked with so many incredible clients who are trying to change the world through their own companies. That inspired me to think, "Why not me?" So I took the leap and started Evalla.

MB: What’s been the biggest challenge in that journey?

LM: Honestly? The admin. I love numbers, I love strategy—but managing everything at once is overwhelming. From legal to HR to financial reporting, it’s a lot of hats to wear, especially while actively working on deals and growing the business. I used to think I understood what founders go through. I didn’t. Not until I was in it myself.

MB: How would you describe your leadership style?

LM: It’s definitely evolved. I expect a lot from people—that’s how I was raised—but I’ve learned that patience and empathy are just as important. I’m still figuring out how to balance being the boss and building a culture of trust. That means listening more, being open to new ways of doing things, and giving people the space to grow.

MB: Who has had the biggest impact on you professionally?

LM: My parents, first and foremost. My dad was direct and expected perfection. My mom had the same expectations but delivered them with grace. That contrast taught me a lot about communication and emotional intelligence. I've also had amazing mentors—one of whom still sits on my advisory board today. He taught me how to negotiate with both strength and fairness, and I still call him when I need perspective.

MB: Tell us who you are and what you do.

LM: I’m the founder of Evalla. We do M&A advisory within the marketing services space. I work on both the buy and sell sides—recently on deals like OKRP with Barkley and Dreamscape with SPM Group. Our name comes from “evolve” and “alahi,” meaning change—because we’re trying to bring more creativity, diversity, and integrity into this space.

MB: What does your day-to-day look like?

LM: There’s no typical day. Some days I’m buried in emails or financial models; other days I’m on the road meeting with clients or speaking at events. I might be writing a confidential information memo, advising a client on deal terms, or reaching out to potential buyers. The work is varied and fast-paced, but that’s what I love about it.

MB: What’s your favorite part of the job?

LM: Helping someone achieve a life-changing exit. I love the strategy, the negotiation, the storytelling—but ultimately, I do it for the founders who have poured their lives into their businesses. Helping them get the retirement they deserve, or set themselves up for the next chapter, is incredibly rewarding.

MB: What do people misunderstand about M&A?

LM: That it’s easy. It’s not. Deals can fall apart at any moment. There’s so much work happening behind the scenes that people never see—from legal complexities to emotional dynamics. It’s not just about making introductions. It’s about aligning values, managing risk, and pushing through when things get tough.

MB: What’s one thing you wish you knew earlier in your career?

LM: That confidence matters as much as competence. Learning to speak with clarity, to anticipate reactions, and to bounce back when something doesn’t land perfectly—those are things I had to learn the hard way. But they’ve made me better at what I do.

MB: Did you imagine yourself doing this at 21?

LM: Not even close. I thought I wanted to work in advertising. I didn’t know what M&A was. But my path took a few unexpected turns—from marketing to grad school to investment banking. And somewhere along the way, I realized that helping businesses grow and evolve was exactly where I was meant to be.

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