As a longtime technology executive and three-time CEO, Chris Heim brings a blend of operational rigor, strategic insight, and human-centered leadership to his role as a mentor with MESA. After 11 years in CEO roles, Chris is now launching his own advisory firm, Heim Leadership, where he focuses on helping CEO’s with people-first leadership, business operating systems, and digital transformation.
We sat down with Chris to learn more about his journey, his approach to mentoring, and the lessons he shares most often with founders.
Tell us a little about your background, Chris.
I’ve spent my entire career in IT, starting in software development and consulting before moving into executive leadership. Early on, I realized I naturally sit at the intersection of technology and business. That has really been the defining thread of my career.
Over the past 11 years, I’ve served as CEO three times, most recently at Atomic Data. Prior to that, I led the organizations Rimage Corporation and AbeTech, and I was part of a startup called GearWorks. While I didn’t found a company myself, I’ve been deeply involved in startup environments and scaling businesses.
At this stage in my career, I’m excited to be building Heim Leadership. The focus is on helping organizations strengthen leadership, implement effective operating systems, and navigate digital transformation, especially as AI continues to evolve.
On the personal side, my wife and I have been married for 28 years, we have two adult children, and I’m also the mayor of the City of Medicine Lake. I love challenging myself with endurance events. I’ve done an Ironman, climbed Mount Kilimanjaro, and try to take on a new challenge every year. It’s a great outlet from the intensity of running businesses.
Was there a moment in your career that fundamentally changed how you think about building a business?
One of the most impactful experiences came during my time at GearWorks. We had a strong product and were selling it directly, but everything changed when we partnered with Verizon. Overnight, we went from five salespeople to effectively 2,000 through their channel.
That experience taught me the power of go-to-market strategy and channel partnerships. It also reinforced the importance of clarity. When you scale distribution like that, you cannot rely on one-on-one conversations. You have to clearly articulate your value so others can sell it for you.
Another key moment was implementing a business operating system (Traction EOS) during my time at Rimage. Initially, I resisted it because I had my own way of doing things. Over time, I came to understand how critical it is to have a structured operating cadence. You can have great people, strategy, and technology, but without alignment and discipline, it becomes very difficult to scale.
How long have you been a MESA Mentor, and why did you decide to get involved?
I’ve been a mentor for about four years. I was introduced to MESA through Dan Kinsella and had several friends already involved.
For me, it comes down to giving back. People invested in me throughout my career, and this is a way to do the same for others. It also fits naturally with my background in technology and leadership. On top of that, the MESA community is made up of people I respect, and I’m proud to be part of it.
When you first meet a founder, Chris, what are you listening for?
I try to understand the “why” behind what they’re doing.
Entrepreneurs need conviction. They have to believe they’re right in order to take the risks required to build something. At the same time, they have to be coachable and open to receiving input from others. I want to understand their motivation, the problem they are solving, and what is personally driving them.
Once I understand that, I can better support them. It allows me to challenge their thinking in a constructive way and help them identify gaps without undermining their confidence – to help them be the best version of themselves and to create the best outcome for their business.
How do you balance giving advice with letting founders figure things out themselves?
I approach mentoring the same way I think about my board work: nose in, fingers out.
It is tempting, especially as an operator, to step in and solve problems–– but that’s not the role. The real value comes from asking thoughtful questions that push founders to think more deeply and make better decisions. If they ask for my perspective, I will share it, but the goal is to help them become stronger leaders, not to run the business for them.
What’s one piece of advice do you find yourself giving over and over again?
Focus.
Founders often see many opportunities, which is part of what makes them effective. The challenge is that trying to do too many things at once usually does not work.
The more focused and clear you are, the easier it is for customers to understand where you fit and why you matter. While it can feel limiting, focus is what ultimately drives traction and growth.
What motivates you to keep mentoring, Chris?
Giving back is a big part of it. People helped me along the way, and I want to do the same.
I also genuinely enjoy the work. There is an element of living vicariously through entrepreneurs. I have a lot of respect for what they are building.
The MESA community is another major factor. It brings together an impressive group of leaders, and being part of that network is rewarding.
I also continue to learn, especially with how quickly AI is evolving. Watching founders build in that kind of environment is both fascinating and challenging.
What would you say to others about MESA?
MESA represents something important. Entrepreneurship requires independence and confidence, but it shouldn’t be done in isolation. Being part of a community like MESA gives founders access to experienced mentors, perspective, and support that can make a meaningful difference.
For experienced leaders, it is also an opportunity to give back. Someone helped you at some point in your career. This is a way to return that investment and help strengthen Minnesota’s innovation ecosystem.
