Teamwork

TEAMWORK

by Katie Neitz

Photos: Richardo River

In April, Matthew ’89 (left) and Nathan Johnson ’89 will co-deliver the Freeman College of Management’s Walling Lecture as part of Freeman Week.

Identical twins Matthew ’89 and Nathan Johnson ’89 didn’t just attend Bucknell together — they now co-lead several businesses, the largest being TruConnect. As co-CEOs, they’ve transformed that company into a thriving business that breaks down financial barriers to wireless connectivity, ensuring underserved communities have access to essential digital tools. Leading five companies, they’ve mastered collaboration, delegation and trust — key components of any successful partnership.

Matthew: It happens naturally. We don’t have formal conversations about who handles what. When a challenge arises, one of us instinctively takes the lead, and the other trusts that decision. We have a very unique situation because we think alike and trust each other’s judgment.

Nathan: Exactly. We don’t micromanage each other, and that lets us be in multiple places at once. We can divide our time between meetings in Washington, D.C., state capitals and international operations without losing momentum.

What are the advantages of co-leadership?

Matthew: The biggest advantage is that the company benefits from two minds on every major decision. We bring complementary strengths to the table, and our similar problem-solving approaches keep our decisions consistent.

Nathan: Another advantage is continuity. One of us is always available, whether for travel, negotiations or strategic decision-making. In a single CEO structure, all that responsibility falls on one person, which can slow things down.

How do you endure alignment in decision-making?

Matthew: Since we grew up together, we have a built-in trust that removes ego from the equation. We don’t compete for control or recognition — it’s about what’s best for the business. Many co-CEO arrangements fail when leaders fight over who’s the “real” CEO. For us, the title is secondary to the company’s success.

Nathan: We also communicate constantly. Our thought processes are so similar that if one of us makes a decision, the other would have likely made the same choice. This consistency provides clear direction for our team.

What advice would you give to others considering co-leadership?

Matthew: Trust is essential. If you’re second-guessing your co-leader, it won’t work. You must share the same vision and have confidence in each other. Another key factor is hiring the right executive team. Taking the time to hire the right people pays dividends.

Nathan: Your team’s strength directly impacts the company’s success. We’ve made mistakes in both directions — hiring too quickly and not acting fast enough when someone wasn’t the right fit. Surround yourself with people who complement your strengths, and the business will thrive.

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