Meet the Change Maker; An Interview with Cara Kresge, Co-Founder of Proof of Concept

At Proof of Concept our strength lies in the incredible people who make up our community.  We are surrounded by visionaries, experts, and change makers who are passionate about tackling human capital challenges and shaping a better future. Through our new Meet the Change Maker series, we’re introducing you to the people behind the ideas, sharing their stories, insights, and the moments that have defined their professional journeys.

To kick things off, we’re sitting down with Cara Kresge, Co-Founder of Proof of Concept. As a driving force behind our mission, Cara brings a unique blend of expertise, creativity, and vision to everything we do. In this interview, she shares what fuels her passion for collaborative problem-solving, the lessons she’s learned along the way, and the crucible moments that shaped her leadership journey.

Get ready to be inspired by Cara’s story and the powerful vision she has for Proof of Concept and beyond.

Cara Kresge is a recognized workforce industry expert with over 20 years of experience designing, implementing, and optimizing contingent workforce programs for companies of all sizes. Throughout her career, Cara has worked with executives and teams to develop strategies, create operational excellence, and deliver innovative solutions. As the co-founder and Growth Officer of two companies—C Squared Workforce Solutions and Proof of Concept—Cara is focused on crafting tailored solutions for clients and fostering collaboration to tackle industry-wide challenges. Cara’s passion lies in simplifying user experiences, driving workforce innovation, and helping others achieve their business and career goals.

Q: If you could solve one major challenge in your industry, what would it be, and why is it so meaningful to you?

A: One of the biggest challenges in our industry is the inability of program teams—whether on the client or provider side—to effectively influence change. At its core, this stems from a chronic attachment to specific outcomes or a rigid belief in how things "should" be, rather than pausing to truly understand the bigger picture.

For example, aligning a contingent workforce program with a company's overarching strategy requires stepping back to ask critical questions: What is the company’s top-line strategy? How can this program drive that strategy forward? And how can we adapt to meet evolving business needs?

Through Proof of Concept, I hope to shift the way we approach problem-solving. It’s not just about solving the challenge at hand but about fostering creative, flexible strategies for implementing change. When we let go of ego, focus on what truly benefits the audience, and approach challenges with an open mind, we unlock the gateway to adoption and meaningful progress.

Q: What do you believe is the most important skill or mindset for excelling in your area of expertise?

A: One of my greatest strengths is the ability to step back, gain perspective, and quickly identify what’s critical to each person involved in a project or initiative. Once you uncover that “golden thread” of shared priority—the one thing everyone agrees is most important—you can align the team around a common purpose and drive progress forward.

When challenges or conflicts arise (as they inevitably do), consistently bringing the focus back to that shared priority helps the team stay grounded and ensures execution even during tough times. Maintaining clarity and alignment is the key to sustained momentum and success.

Q: What’s the biggest obstacle you’ve faced in your career, and how did you approach and overcome it?

A: Early in my career, I thrived in fast-paced start-up environments where the focus was on solving problems quickly and delivering results. I was often thrown into high-pressure situations before I felt ready, but I excelled by jumping in, figuring things out, and working tirelessly to fix issues for clients. It was an incredible learning experience, but it came at a cost—I didn’t develop some of the softer skills necessary for long-term success, like building consensus, influencing stakeholders, or taking the time to bring others along in the process.

When I transitioned into a leadership role at a larger organization, where politics and collaboration played a bigger role, I found myself struggling. Progress was slower, priorities often conflicted, and I wasn’t equipped to navigate those dynamics effectively.

To overcome this, I had to shift my mindset. I sought out mentors, enrolled in classes, and read extensively on leadership and influence. The process wasn’t easy (so painful, in fact!) but it helped me develop the skills I needed to gain alignment, communicate effectively, and balance urgency with collaboration.

Even now, I continue to work with executive coaches, rely on mentors, and seek out opportunities to grow. I’ve learned that success isn’t just about solving problems quickly—it’s about fostering relationships and creating environments where everyone can move forward together.

Q: How do you define success, and how has your understanding of it changed throughout your career?

A: Early in my career, I thought of success as something deeply personal; achieving a certain job title, earning a specific salary, or reaching individual milestones. Over time, and especially since co-founding C Squared [Workforce Solutions] and now Proof of Concept, my perspective has shifted.

Today, success is less about “what I want to achieve” and more about “what I want to create” and “who I can help.” It’s become about others…the volume of people I can support in reaching their goals and the positive impact I can make on organizations and communities.

Ultimately, my goal is to leave a legacy of contribution. When I retire, I plan to dedicate my time to volunteering with marginalized and underserved communities, carrying this mindset forward into service. Success, for me, is about maximizing impact while I can and helping others achieve their goals.