Piya Saliba

Can you introduce Fountain Capital and describe your role within the organization?

I serve as CEO of Fountain Capital. My role is centered on leadership, long-term strategy, and relationship management. I focus on building systems that allow people and ideas to grow in a sustainable way. A large part of my work involves communication, operational oversight, and making sure our decisions align with long-term goals instead of short-term noise.

I also spend a lot of time thinking about people. That includes internal collaboration, outside partnerships, and how we create an environment where trust and consistency matter.

I’ve always believed leadership should feel steady and thoughtful. I’m less interested in visibility and more interested in building things that last.

How does your organization approach operations and collaboration?

I prefer a flexible structure. In my experience, rigid systems can slow down good ideas.

We work collaboratively and adapt depending on the needs of the project or initiative. Some work is handled internally, while other efforts involve outside specialists or strategic partnerships when it makes sense. I think the key is knowing when expertise is needed and being honest about where different people can add value.

I care a lot about alignment. Everyone involved needs to understand the objective, the timeline, and the standard we’re trying to meet.

How do you differentiate yourself in environments where many organizations compete for attention?

I think consistency matters more than volume.

A lot of people focus on appearing innovative. I focus more on whether something is actually useful, sustainable, and well executed. I also think relationships are underestimated. People remember how you communicate, how reliable you are, and whether you follow through.

Another difference is that I approach leadership with both operational thinking and creativity. My background includes a strong connection to the arts, performance, and communication. That shaped how I solve problems and connect with people.

I don’t separate creativity from business. I think they work best together.

What areas of work and community involvement are most important to you today?

Philanthropy and community support are a major focus for me.

I’m actively involved with the Nalin and Naseeb Foundation, and I also support causes connected to children and families, including the Cedars-Sinai NICU Family Council. Those experiences have influenced the way I think about leadership and responsibility.

I’ve learned that impact is often about consistency. Small actions repeated over time matter more than performative gestures.

I also stay involved in volunteer work and school-related community efforts because I think local involvement keeps people grounded.

What types of initiatives or collaborations are people usually approaching you for?

Most conversations revolve around leadership, collaboration, strategy, communication, or community-focused initiatives.

I’m usually drawn to projects where there is a clear long-term vision and where people care about the quality of the work, not just the speed of the outcome.

I also value environments where there is mutual respect. I’m careful about where I invest my time and energy.

How do you stay informed and adaptable when industries move so quickly?

I pay attention to patterns instead of headlines.

A lot of information today is reactive. I try to focus on behavior, long-term shifts, and how people are actually changing the way they communicate and work.

I also learn through conversations. Some of the best insights come from listening carefully to people in different industries and different stages of life.

Creativity helps too. When you come from a creative background, you get comfortable with uncertainty and adaptation.

Do you find that long-term relationships play an important role in your work?

Absolutely.

Trust compounds over time. People want reliability. They want honesty. They want to know that communication will stay clear even when situations become difficult.

I think loyalty usually comes from consistency rather than persuasion.

One thing I’ve learned is that relationships are maintained in small moments. Responding thoughtfully, being prepared, and following through all matter.

How do you evaluate whether an initiative or collaboration has been successful?

I look at both outcomes and experience.

The outcome matters, of course, but I also pay attention to whether the process was healthy, organized, and sustainable. If people leave a collaboration feeling respected and supported, that usually creates stronger long-term results.

Communication is a big part of that. Problems become much harder when people stop communicating clearly.

How do you approach support and communication after a project or initiative is complete?

I don’t think relationships should become transactional.

Even after something is completed, I believe in maintaining communication and staying available when appropriate. Long-term trust is built when people know they can still reach you after the immediate work is done.

I also think reflection is important. Sometimes the most valuable lessons come after a project is complete.

How do you approach decision-making around budgets, scope, and fit?

I try to be realistic from the beginning.

Not every opportunity is the right fit, and I think clarity early on prevents bigger problems later. I care more about alignment, communication, and shared expectations than volume.

I’ve definitely said no to situations where the vision, values, or expectations did not align properly.

Protecting quality is important.

What challenges have shaped you most in recent years?

One challenge is learning how to balance growth with sustainability.

There’s pressure today to move quickly and constantly expand. I’ve learned that protecting your values and maintaining stability are just as important as growth itself.

Another challenge is learning how to manage attention and energy carefully. Leadership requires emotional discipline. You have to stay calm even when situations are uncertain.

How do you encourage innovation while staying grounded operationally?

I encourage curiosity, but I also believe ideas need structure.

Innovation without execution becomes noise. Good ideas still require accountability, timelines, communication, and follow-through.

I also think diverse perspectives improve decision-making. Creativity often comes from exposure to different experiences, industries, and ways of thinking.

What role does culture play in your leadership approach?

Culture affects everything.

People do better work when they feel respected, heard, and trusted. I try to create environments where communication stays direct and where people understand the larger purpose behind what they’re doing.

I also think calm leadership matters. Energy spreads quickly inside teams and organizations.

Where do you see your work evolving over the next decade?

I want to continue building work that creates long-term positive impact.

That includes business leadership, philanthropy, community support, and creative projects. I’m especially interested in efforts that help people feel more connected and supported.

I think the future belongs to organizations that understand both systems and humanity.

How has your leadership style changed over time?

Earlier in my career, I probably felt more pressure to prove myself.

Now I value clarity, patience, and consistency much more. I’ve learned that leadership is less about control and more about creating stability for other people.

I’ve also become a better listener.

What advice would you give to future leaders and entrepreneurs?

Stay grounded.

It’s easy to get distracted by comparison, visibility, or pressure to move faster than necessary. Focus on building trust, protecting your reputation, and doing consistent work over time.

I also think people underestimate kindness in leadership.

You can be disciplined, ambitious, and operationally strong while still treating people with empathy and respect.