When you think of leadership built on resilience, adaptability, and purpose, Jay Moore’s journey stands out. A proud alumnus of the Lally School of Management (Class of ’91), Jay spent over 38 years at General Electric (GE), navigating some of the company’s most complex challenges. Today, he's still leading—this time by mentoring others and giving back to the next generation.
Finding His Footing at GE
Jay’s time at GE was a masterclass in career growth and self-awareness. Over nearly four decades, he relocated more than a dozen times and held leadership roles across Plastics, Healthcare, NBC Universal, and Corporate Headquarters. GE’s structure offered unique opportunities to explore different industries under one roof—but thriving in that environment took more than just talent.
“It was an exciting opportunity,” Jay said with a smile. “But success wasn’t handed out—it had to be earned every month and every year where we reset the performance clock each year.” His approach was grounded in three key traits: focus, continuous learning, and taking smart risks. “I always looked at my job description and thought, ‘What else can I do to add even more value?’”
A major part of Jay’s leadership philosophy was simple: listen first, act second. “In every new role, the first six months were about intentional listening,” he said. “You have to understand what’s working, what’s not, and what the organization really needs from you. Then you thread that into a shared vision with the team.” His strong “say-do ratio”—doing what you say you’ll do—quickly became a hallmark of his leadership style.
Jay also had a passion for teaching. At GE, he played a key role in the Kaizen Promotion Office, where he helped standardize lean practices and build a culture of transparency, continuous improvement, and problem-solving across global teams.
A Pivotal Leadership Moment
One of the most defining chapters in Jay’s career came early on, during a high-stakes supply chain integration in GE’s silicones group. A flawed due diligence process led to months of service delivery issues. “It was my first real leadership role,” Jay recalled. “We were working six days a week, using the seventh day to reflect and plan for the following week. But by the end of the year, we exceeded our KPIs.”
This experience, built on grit, teamwork, and customer focus, shaped Jay’s perspective on leadership for years to come. It cemented his belief that the most effective leaders tackle problems head-on—with facts, transparency, and a deep respect for the people on their team.
The Power of Networks (Not Just Mentors)
Interestingly, Jay didn’t have a single mentor guiding him through his career. Instead, he developed a network of peers and leaders who supported and challenged him at different stages. “Your brand is everything,” he said. “You have to contribute, but you also have to give back.”
He believes real leadership is about reflection, honest conversations, and lifting others as you climb. “Some of my biggest growth moments came from team members telling me I was wrong,” he said. “That kind of honesty makes you a better leader—and a better person.”
The Next Chapter: Giving Back
After retiring from GE, Jay didn’t slow down. Today, he serves as an advisor to businesses and an active mentor to emerging leaders. His focus? Helping organizations and individuals lead with authenticity and navigate change with resilience.
He’s also deeply engaged in volunteer work, especially with programs that support youth development and education. “You’ve got to give back,” he said. “It’s about bringing people along with you as best you can.”
Lessons for Future Leaders
Jay’s advice to aspiring leaders is refreshingly grounded:
- Stay curious—you’re never done learning.
- Build relationships that challenge and support you.
- Be honest with yourself and your team.
- Don’t be afraid to take a chance—or ask someone to take a chance on you.
He also credits his family’s support throughout his career, especially during ten major relocations. “Leadership doesn’t happen in a vacuum,” he said. “It’s about community, both at work and at home.”
Leading with Legacy
As we wrapped up our conversation, one message came through loud and clear: leadership isn’t just about where you end up—it’s about how you lead, who you lift along the way, and the legacy you leave behind.
“We’re all human,” Jay said. “The best leaders own their mistakes, learn from them, and move forward—together.”