Going Far, Together: The Quiet Power of Partnership

By Harold Westervelt, CEO of TrueComp  

In any leadership role, there comes a moment when you pause and take stock—not just of where you’re going but also of how you’re getting there and who’s coming with you. Since stepping into the role of CEO at TrueComp, I’ve been reflecting on the kind of progress that lasts—the kind that’s measured not just in metrics but in trust, alignment, and shared vision. 

There’s a proverb I’ve always appreciated: “If you want to go fast, go alone. If you want to go far, go with others.” It’s not just about collaboration—it’s about how we define success. For me, that idea keeps coming back as a quiet guidepost: real impact requires partnership. 

Whether you’re leading a company, serving a public agency, or building something new, the instinct to go fast—solve quickly, scale aggressively, win independently—is familiar. And yet, over time, I’ve seen the most meaningful outcomes happen when we slow down enough to build with people, not just around them. 

Partnership is often framed in terms of strategy or speed to market. But I’ve come to see it as a leadership mindset—one rooted in mutual respect, shared responsibility, and long-term thinking. True partnership asks us to look beyond the transactional and toward the transformational. It challenges us to be clear about our values and generous with our efforts. 

Last week, TrueComp announced a new relationship with Carahsoft—an organization whose reputation for enabling government success speaks for itself. It’s a privilege to align with partners who share our focus on public service and long-term impact. More importantly, this collaboration reflects a belief that no matter how powerful a product or idea might be, it becomes exponentially more valuable when brought to life in the hands of others who care deeply about the mission. 

To me, being a good partner means consistently showing up. It means listening closely, responding with integrity, and staying open to new ways of working together. It’s also about knowing when to lead, when to support, and when to get out of the way so others can thrive. 

That mindset extends beyond the boundaries of any single company. It shows up in the way agencies work together across departments, in how leaders build coalitions to support their workforce, and in how public institutions align around the needs of their communities. These aren’t just partnerships of convenience—they’re partnerships of purpose. 

And within agencies themselves, partnership is just as critical. HR and finance teams, often seen as operational counterparts, can unlock powerful insights when they move in sync—informing smarter negotiations, more strategic hiring, and a clearer view of where talent and budget truly intersect. People are a public agency’s most valuable asset—and treating talent like a core competency starts with how we work together to attract, support, and retain them.  
  
I feel incredibly fortunate to be part of an organization that values this deeply. At TrueComp, we’re committed to helping public sector leaders navigate complexity with clarity and collaboration. We know we can’t do that alone.  

So, whether you’re a customer, a teammate, a collaborator, or a fellow traveler in this space, here’s to going far—together.