Leadership in Motion: How EO Shaped John Bevitt’s Leadership Journey

John Bevitt joined EO in 2019 with a simple intention. He wanted to grow. What followed was a series of decisions to lean in, say yes to opportunity, and explore what leadership could look like for him. Over time, that curiosity evolved into commitment, leading him to spend more than half of his EO journey serving on the board. His story reflects what can unfold when you choose to step forward and make the most of what EO offers.

By his second year, John had already stepped up as a Forum Moderator. From there, one opportunity led to another. “When I was coming out of being a moderator, I got invited to join the board,” he recalls. “I started as Member Engagement Chair, moved to Forum Chair, and then into Governance and Finance to prepare for my presidency.” 

Each role demanded more. Each one gave more back. “Every time I stepped into a new role, it helped me become a better leader in my business.”

That growth did not come from holding a title. It came from being in the room. “I’m surrounding myself with other leaders. It pushes me to step up and be the best version of myself,” he says. In EO, leadership is not abstract. It is shaped in real time, alongside people who challenge how you think, decide, and show up.

Now serving as Chapter President, John operates at full stretch. He is scaling his business, raising two young children, and leading a board of high-performing entrepreneurs. Taking on more has not slowed him down. It has sharpened his focus. “Even though I’ve taken on more than I ever have, I actually got the results from it as well,” he says. With less time available, he became more purposeful. He prioritised better, delegated more effectively, and stayed anchored to his vision.

That clarity traces back to a pivotal moment in his life. “When I became a dad for the first time, I realised how much spare time I had before. I couldn’t waste any time.” Stepping into the presidency brought a similar shift. “All of a sudden, I had no time to waste. I had to be very intentional with where I spend my time. I learned that I can be much more productive than I ever thought I could be.”

The deeper transformation, however, came from how he redefined leadership.

Before EO, John believed leadership came with a title. “You needed a defined role to lead,” he says. It never quite sat right. It felt forced and disconnected from how he wanted to show up. Through his EO journey, he discovered a different model. Leadership here is built on influence, not authority.

Surrounded by peers – some of who run larger and more complex businesses – hierarchy carried little weight. Influence had to be earned. John learned to lead through relationships, empathy, and understanding. He let go of ego because without that shift, influence simply would not follow.

Stepping into the presidency became his defining moment. “As much support and guidance as you get to prepare you for president, nothing prepares you for being the leader of the chapter,” he reflects. He found himself responsible for shaping strategy, setting direction, and aligning a group of equally driven leaders.

What challenged him most was the human dynamic. “Being the person to drive, inspire, and help other leaders on their own journey was the biggest challenge. We all operate so differently, and we’re all used to being the decision-maker in our own business.” Bringing that group together around a shared vision required him to elevate how he led, every single time he showed up.

That is where another shift took hold. It helped him grow and learn from the experience and insights he gained while taking the path of leadership in EO. “One of the biggest realisations is leading with humility. My job isn’t to have the answers. It's my job to bring us together as a team to solve it together.” It is a simple idea, yet powerful in practice. Leadership is not about having the solution. It is about creating the conditions for better solutions to emerge.

Alongside this, John began to see how strong organisations are built. EO Melbourne’s systems, rhythms, and experienced chapter support acted as what he calls “guard rails”. These structures help leaders stay aligned and maintain clear direction. Watching this in action gave him clarity. He brought the same discipline into his own business and strengthened its foundations for scale.

Looking back, John is clear. The board is not just a responsibility. It is one of EO’s most valuable learning platforms.

“When I started, a tenured member told me, ‘try everything, try every product, give everything a go, and look for the value.’ The board is essentially another product of EO. It is not just a role that needs to be filled. It is an opportunity for members to become better leaders.”

He took that advice seriously. From Forum, where he developed emotional intelligence and reflection, to events that expanded his thinking, each experience added a layer. Yet nothing shaped his leadership more than stepping forward.

And if given the choice again, he would not hesitate.

Because beyond the time, the challenge, and the responsibility, the return is clear. Growth that sharpens how you lead. Perspective that reshapes how you think. A deeper understanding of what leadership really means.

John’s journey leaves a simple question. If the opportunity is there, how might you choose to explore it?

Sowing the Future: Antony Sormann and the Growth of EO Melbourne

Returning to EO Melbourne after a few years away, Antony Sormann stepped into a chapter that felt both familiar and astonishingly new. The modest beginnings he once knew had blossomed into a thriving, dynamic community, a living testament to the power of connection and shared vision. The transformation filled him with pride.

“It's nice to come back to see how strong it is. It's great that there are a lot of tenured members that I still know of or recognise from when I was here previously, which shows the strength of EO. If people find value in the organization, they stick around. When I wasn't a member, I probably encouraged half a dozen people that they needed to become members. So, there's a few people who are members now that joined in the time that I wasn't, as a result of me encouraging them. Now, I'm very happy to be back,” he remarks.

Even as an EO Alumni, Antony never fully stepped back. He remained woven into the chapter’s fabric by mentoring members and attending Presidents’ Lunches, Christmas parties, and other chapter events. He became a trusted sounding board for incoming presidents, offering wisdom shaped by his own board experiences. The seeds he once nurtured were now bearing fruit, and watching them flourish brought him quiet satisfaction.

“EO Melbourne has grown dramatically, and it’s amazing turning up to events where there are literally hundreds of people. It has the budget to put you to a really nice venue, to feed people properly, and to truly make it an event. Whereas in those very early days, we were doing things pretty cheaply.”

Back then, with only seven or eight board members, every role demanded hands-on commitment and more. Antony spent six years on the board, culminating as President in FY 2014–2015. “By the time I stepped down from the presidency, the chapter had already grown reasonably significantly. We were probably just under 100 members at that stage, and obviously now it’s grown much, much bigger. It’s a lot more organised and a lot wealthier, too. There’s actually money to do things. Whereas in those very early days, we were struggling to budget properly or to put on events with any real significance. It’s been a real learning journey watching it evolve from what I’d call an early-growth chapter.”

Interestingly, Antony hadn’t set out to join the board. “When I first became a member of the organisation, I really had no intention of stepping up. But we were a small group, and roles needed to be filled. Initially, it was more out of the organisation’s necessity than any real desire of my own. But once I’d taken on that first role, I stayed involved and continued serving on the board. It remained attractive to me because I could see we were helping to shape the organisation at a local level, and I could see there were some really good people involved.”

Serving on the EO board became a masterclass in leadership. Antony honed a disciplined approach to governance: respecting timetables, preparing thoroughly, engaging with key stakeholders, and entering each meeting clear on what outcomes he wanted to achieve. These skills, such as leading productive discussions, managing teams, and driving results, proved invaluable far beyond EO.

Attending five or six Global Leadership Conferences further expanded his perspective. Structured, shared, and global in scope, these experiences exposed him to international speakers, high-calibre conversations, and a network of peers spanning continents. Each year on the board brought a new mix of personalities, broadening his network and deepening his appreciation for the people side of business.

For Antony, leadership is a lived practice rather than a fixed title. Surrounded by self-motivated entrepreneurs, he sees it as action: “Getting up and getting on with things, bringing others along as momentum builds. The natural status of any transaction is dead. If something is to stay alive, someone must take responsibility for moving it forward. Leadership comes down to deciding what actions need to be taken and then taking them. Right or wrong, action beats inaction every time.”

The EO Path of Leadership offered Antony a roadmap through this journey; a progression from local engagement, to board participation, and ultimately to global exposure. Each step challenged him, expanded his perspective, and sharpened his instincts. For Antony, the EO Path of Leadership isn’t just a framework; it’s a lived curriculum.

More than strategy or structure, Antony discovered that EO leadership is about the people you meet along the way. The connections you cultivate, the contributions you make, and the continuity you foster form a living legacy. “What I like is being able to turn up and say I’m connected to people.” These bonds have compounded over time, resurfacing in unexpected moments, a quiet reminder that the impact of leadership extends far beyond the boardroom.

For anyone contemplating the EO Path of Leadership, Antony’s journey is proof: stepping forward, serving with purpose, and engaging deeply with your community doesn’t just grow the chapter. It shapes you into a more capable, connected, and inspiring leader.

Beyond Membership: How Damian Found Real Value Through the EO Path of Leadership

“If you like EO and you like what EO can give you, you wouldn’t even be close to getting the most out of EO until you actively participate in the Path of Leadership,” says Damian Blumenkranc, an EO member since 2016.

Over nearly a decade with Entrepreneurs' Organization, Damian has done far more than attend events or sit on the sidelines. He has consistently rolled up his sleeves, stepping into leadership roles that started as the Chapter Communications Chair, and spanned all the way to Chapter President, Regional Council member, and now a Global Growth portfolio role, helping drive initiatives that expand membership and support the launch of new EO chapters around the world.

For Damian, the Path of Leadership was never about titles. It was about proximity — a front-row seat to leadership in all its forms. “Leadership in EO lets you observe how great leaders think, act, and inspire,” he explains. “You see different styles, different cultures, different ways of making decisions — and you learn quickly what works, what doesn’t, and why.”

That exposure extended well beyond leadership theory. EO leadership opened the door to global travel, cross-cultural experiences, and an inside look at how a complex, volunteer-driven global organisation actually functions. But perhaps most unexpectedly, it also became the foundation for something deeper.

“There is no better way to build lifetime friendships around the world,” Damian reflects. “When you work alongside people toward a shared goal, especially in a volunteer environment, those relationships go far beyond surface-level connections. You’re not just networking — you’re building trust, shared memories, and friendships that last.”

EO, after all, is a community run by volunteers. “If you want to be part of that community, you can’t sit on the sidelines,” Damian says. “Everyone has to pitch in. At some point, it’s only fair to do your bit — and I knew it was my time.”

And pitch in he did.

During his leadership journey, Damian turned ideas into action, helping launch initiatives that delivered tangible value for members and the chapter alike. These included a new chapter website, enhanced member-to-member benefits, a worldwide LinkedIn pod initiative, SAP partnership packages, and structural changes to board size and permanent staffing.

Under his presidency, EO Melbourne also achieved several major milestones: hosting its first-ever chapter retreat outside Australia and reaching Mega-Chapter status for the first time.

“I reckon the most rewarding part, by far, was the chapter retreat,” Damian says. “When all that member energy came together, we spent days creating an experience most of us will never forget. The connections forged there strengthened the chapter, deepened inter-chapter relationships, and proved that something bold like this could not only be done — but done exceptionally well. If that’s not a legacy, it’s certainly proof of what’s possible.”

The lessons Damian gathered through EO leadership didn’t stay neatly within the organisation. He brought them straight back into his business — even while recognising that leading volunteers and running a company are fundamentally different challenges.

“In your own business, you have authority, hierarchy, and levers you can pull,” he explains. “In EO, those levers simply don’t exist. EO will never be anyone’s first priority — family and business come first — so EO often comes third, at best.”

“As a result, motivation and accountability look completely different,” he adds. “You’re sometimes faced with tough calls involving friends and peers who are volunteering alongside you. That makes leadership more nuanced, more human, and often far more challenging.”

Stepping into the presidency pushed Damian well outside his comfort zone — and the timing offered no shortcuts. He stepped in without a full year of preparation, without serving as President-Elect, during a period of significant post-COVID change. He inherited a board he hadn’t built, led an overseas retreat, and simultaneously took over a new business in an industry entirely new to him.

“It was an extraordinarily challenging year — and an equally powerful opportunity,” Damian reflects. “I grew in ways I didn’t expect, learned more than I imagined, and came out stronger for having said ‘yes’ when it would have been far easier to step back.”

Throughout his EO leadership journey, learning became a constant companion. From past presidents, current peers, global leaders, and those who followed him, Damian absorbed lessons in humility, communication, preparation, organisation, and perspective.

“Perhaps the most powerful realisation,” he notes, “was understanding that every leader sees the world differently and values different aspects of their role. That shift in perspective stays with you. It opens your mind.”

The experience taught him to let go of what he couldn’t control, lean into collaboration, and practise leadership through service rather than authority. It sharpened his ability to manage time, juggle competing priorities, and experiment with leadership styles he may never have the opportunity to test within his own business.

Most importantly, it strengthened his adaptability and resolve. Each role required him to meet people where they were, adjust his approach, and stay open to learning — reinforcing the idea that real growth often begins when you’re willing to flex. Not always easy for a strongly introverted individual.

“EO has so much more to offer when you choose to step forward and volunteer,” Damian says. “Take the journey. Take the leap. Bring the effort and commitment it deserves — and the rewards will follow.”