Today we’d like to introduce you to Andrea Steinbrenner.
Andrea, we appreciate you taking the time to share your story with us today. Where does your story begin?
Andrea Steinbrenner is the Chief Executive Officer and Partner of Exit Consulting Group, Inc. (ECG). A dynamic and versatile executive, she brings a wealth of experience across multiple industries, always striving to leave businesses stronger than she found them. With a deep commitment to guiding companies and clients toward their best possible outcomes, Andrea is known for her strategic leadership, clear communication, and ability to drive meaningful change. Andrea’s career began in the Midwest, where she quickly ascended the managerial ranks in the retail sector. After marrying a naval officer, she pursued a degree in accounting at San Diego State University. She then joined TGG Accounting, a mid-sized outsourced accounting firm, where she rapidly advanced to become a fractional CFO. In this role, she worked across diverse industries, including construction, manufacturing, retail, professional services, financial services, cannabis, hospitality, franchises, and e-commerce. Seeking new challenges, Andrea transitioned into operations, serving as VP of Operations and playing a pivotal role in scaling the company from fewer than 100 clients to over 250. After earning her EMBA, Andrea founded Canopy Consulting, a business advisory firm. In 2019, she was introduced to Exit Consulting Group as a consultant, then moved into the role of COO in July 2020. By October 2022, she had stepped into the CEO position, where she now leads ECG with a focus on strategic growth, operational efficiency, and cultural integrity. Andrea believes that success begins with active listening. She prioritizes understanding the unique goals, challenges, and priorities of both clients and staff, ensuring that solutions are tailored to drive success while maintaining alignment with company values. She describes business structures as a rainforest, where executives operate in the canopy with a broad perspective while the ground level thrives with organized chaos. As the bridge between strategy and execution—her “Tarzan” analogy—Andrea ensures seamless communication and alignment across all levels of an organization. Beyond her professional life, Andrea enjoys baking, hiking, reading, and spending time with friends and family. She and her husband, Todd, also share a passion for raising poodles. For Andrea, success is about seeing people thrive—helping businesses and individuals reach their highest potential is what drives her every day.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
When people look at me, they often see the highlights — the titles, the companies I’ve started, the growth milestones. What they don’t always see are the struggles behind the curtain. Leading multiple businesses while trying to grow my own career has been one of the most rewarding, but also one of the most challenging journeys of my life.
Time is my biggest enemy. Each company pulls me in a different direction, and every day feels like a negotiation with my calendar. I’ve had to learn the hard way that I can’t be everywhere, I can’t solve every problem, and I can’t give 100% to everything at once. That realization was painful at first, but it forced me to build teams I trust — and to let go.
Another challenge is identity. Am I the CEO of one company? The founder of another? An advisor? An investor? At times, I’ve struggled to define who I am outside of these ventures. Building my personal career while also driving these businesses forward means I constantly have to balance depth with breadth — being credible in my own right while also giving each company the leadership it deserves.
The financial side is no less complicated. Every company always needs more — more capital, more reinvestment, more resources. Deciding where to allocate limited funds is a daily balancing act, and the weight of those decisions sits squarely on my shoulders.
But the hardest part, honestly, is the personal cost. The sacrifices aren’t always visible. Family time, health, friendships — those are the first things to slip when I’m running at full speed. There are nights I lie awake asking myself if I’m spreading too thin, if I’m giving enough to the people who matter most outside of business.
What keeps me going is the vision. I believe in the companies I’m building. I believe they can outgrow me, that they can thrive with strong teams and systems in place. And I believe that even though the path is messy, every struggle is shaping me into a stronger leader.
I’ve learned that leading multiple companies isn’t about doing more — it’s about becoming more. Becoming someone who can delegate without guilt, say no without hesitation, and align people and resources to the right priorities.
The truth is, growing a career and multiple companies at the same time is a constant balancing act — but it’s also the greatest classroom I could ever ask for.
Appreciate you sharing that. What else should we know about what you do?
I often describe myself as a bit of a Tarzan — I know all the layers of the rainforest and how they connect, from the ground floor to the canopy, and even how the outside world shapes the ecosystem. In business, that means I have a deep understanding of the inner workings of companies, how teams function, how markets shift, and how external influences create ripple effects. My strength is connecting those dots across businesses, people, and industries in ways others might not see.
What sets me apart is perspective. I spent the majority of my career as an employee before stepping into ownership and CEO roles. That gives me a unique lens — I understand what it feels like to be on the front lines, and I also know what it takes to lead from the top. I can bridge the gap between strategy and execution, because I’ve lived on both sides of it.
I specialize in building alignment — between leaders and teams, between companies and markets, between long-term vision and day-to-day execution. I’m most proud of my ability to help organizations grow without losing their soul, and to create environments where people feel seen, valued, and connected to a bigger mission.
At the end of the day, I’m not just climbing trees in one corner of the forest — I’m swinging branch to branch, connecting ecosystems, and making sure the entire rainforest thrives.
Any advice for finding a mentor or networking in general?
For me, finding mentors and building a strong network has never been about chasing titles or forcing relationships — it’s been about curiosity and genuine connection.
What’s worked well is approaching people with a learner’s mindset. Instead of asking, “Will you be my mentor?”, I ask thoughtful questions about their journey, their failures, and their perspective. Often, those one-off conversations naturally evolve into ongoing relationships. Mentorship isn’t always formal — some of my most impactful mentors probably wouldn’t even call themselves that.
I’ve also learned that networking works best when it’s not transactional. I try to show up with value first — connecting people, sharing insights, or simply being a good listener. That builds trust and makes people want to invest back in you.
Another thing that’s helped me is diversifying my network. I don’t just seek advice from CEOs or industry veterans. Some of the best insights have come from peers, younger professionals, or people completely outside of my field. That mix of perspectives helps me see the “whole rainforest,” not just one tree.
Most importantly, I’ve found that consistency matters more than intensity. Instead of showing up only when I need something, I make an effort to keep in touch, celebrate others’ wins, and be present in the relationship. Over time, that turns contacts into real allies.
Contact Info:
- Website: https://exitconsultinggroup.com/
- LinkedIn: https://www.linkedin.com/in/andreasteinbrenner/
- Youtube: https://www.youtube.com/watch?v=SorXy0xgam0
