In shortHere are John Machacek’s 10 questions for Kayla Deitch, Founder & CEO, Execla.
3 things to know
1John Machacek, Chief Innovation Officer for the Greater Fargo Moorhead Economic Development Corporation, has worked with countless startups throughout our community over the years.
2He knows their ups, and their downs, but most of all, he knows the questions to ask them.
3Here are John Machacek’s 10 questions for Kayla Deitch, Founder & CEO, Execla.
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John Machacek, Chief Innovation Officer for the Greater Fargo Moorhead Economic Development Corporation, has worked with countless startups throughout our community over the years. He knows their ups, and their downs, but most of all, he knows the questions to ask them. Here are John Machacek’s 10 questions for Kayla Deitch, Founder & CEO, Execla.
1. Will you please tell me your Execla elevator pitch?
For executives who are dissatisfied with the job applicant market: At Execla, we streamline the chaos in both their professional and personal lives.
Our approach centers on repeatable systems management. Our Executive Assistants (EA) focus on email, scheduling, and other recurring tasks that can be efficiently managed on behalf of the executive or business owner.
Once those foundational tasks are delegated and performed well, the EA can then take on micro-projects or other priorities as needed by the executive.
Our ideal client is someone who has previously hired an assistant but struggled to utilize their full potential, or someone who has considered hiring help but doesn’t know where to begin with recruiting, retaining or training them.
2. Can you elaborate more on helping with things like repeatable systems?
When we talk about helping executives with repeatable systems, it’s about building the core operations that keep their individual day running smoothly and minimizing activities that drain their energy. We define what the executive handles personally and what the EA manages, allowing them both to work proactively rather than reactively. Once those foundational routines are in place, everything becomes more efficient and scalable.
For example, with email, we’ve created a system that clearly defines what the executive handles personally versus what the EA manages. This includes sorting messages, using response templates written in the executive’s voice, and maintaining an inbox structure that keeps communication organized and actionable.
With scheduling, the EA establishes parameters and permissions so the calendar can be managed proactively without constant approval. This allows meetings and commitments to align with the executive’s priorities and energy, not just availability.
For recurring business tasks, such as reporting, follow-ups, and outreach, the EA builds systems that ensure consistency and documentation. Each process becomes repeatable, efficient, and easy to delegate or scale as needed.
Once those foundational systems are in place and running smoothly, the team can take on larger projects because day-to-day operations are streamlined. The result is structure, consistency, and more time for the executive to focus on high-value work, such as driving growth and/or increasing revenue.
3. You just mentioned the word “proactively” and it made me recall a conversation with you not long ago where you talked about wanting to train the Executive Assistants to function more proactively instead of reactively. Will you please remind me of what you mean by that and how you’d help them get in that mindset?
When we talk about training executive assistants to be more proactive instead of reactive, it’s about helping them move from simply waiting for instructions to confidently anticipating what’s needed next.
Many employees fall into a reactive rhythm because that’s how they’ve been managed; they’re told what to do, corrected when something goes wrong, and rarely encouraged to take initiative. Our approach flips that dynamic by building clarity, trust, and ownership. The most effective leaders understand that it’s far more productive to focus on what people can do rather than what they cannot, and to create a consistent, active feedback loop. Our EAs are trained to expect constructive feedback as a normal and ongoing part of growth.
First, the EA and executive establish clear agreements about what the EA can fully own and how they should manage those tasks. Next, we train EAs to study patterns; how the executive thinks, how they prioritize, and what their preferences are. Over time, that understanding allows the EA to anticipate needs before they’re even requested. For example, if I know an executive will need a certain amount of time to prepare for a high-priority activity, such as speaking at an event, I will proactively suggest rescheduling meetings that might interfere with that preparation in our weekly planning session, so we are not having to do last minute rescheduling. Thus, I am helping to set them up for success.
4. Your system of the part-time contracted work could be looked at similar as what is commonly labeled as “fractional” work. Though I often hear fractional more so with functions like HR or finance or marketing, for example. Do you see Execla as similar or different than a fractional role?
Fractional roles provide part-time executive-level assistance. What we do is somewhat similar, but also very different. While executive assistants are considered part of executive leadership, they are primarily executive-facing and are exceptionally skilled at getting their hands dirty and doing the actual work.
Fractional executive roles are valuable when an organization needs higher-level strategic guidance or oversight that comes from experience. The executive assistant, on the other hand, while they do also have valuable experience, they expect to be the one actively doing the research, managing workflows, implementing systems, and working directly with the executive to create and maintain solutions.
From my experience, if a company is short-staffed, having a long-standing executive assistant is often more beneficial than relying solely on a fractional leader. That’s not to say there isn’t value in having both. I work with teams that utilize both, and they do complement one another very well, but they serve two very different purposes.
Through our operational staff and a growing network of EAs, at Execla we ensure that each executive assistant has consistent support and mentorship. I serve as a direct resource for both the EA and the executive, while our Director of Operations brings expertise in social media and marketing. Together, we are building a network of professionals and experience that supports every layer of our clients’ success.
5. What is your “why” on starting this company?
My “why” was that I’d always wanted to try being a full-time entrepreneur. I wanted to focus full-time on building something of my own. My mom and dad have owned their own businesses for the last 20 years, and so I grew up in that universe. I am drawn to it, and I definitely belong there.
I’d spent years supporting executives and teams, and I knew how much more effective leaders could be when their systems worked for them instead of against them. When I first started, I jumped into doing what I already knew best, administrative and operational support, and spent about two years working fractionally for different executives, studying what worked and what didn’t.
Then I read “Buy Back Your Time” by Dan Martell, and it completely shifted my perspective. I realized the real value wasn’t just in completing projects, it was in helping executives reclaim their time by systemizing the daily operations that drain them. One of my clients was interested in trying out the methods in the book as a means to test it out, and we both agreed that their productivity immediately increased
The discovery of how crucial it is for an EA to first manage repeatable systems completely flipped Execla’s model in the best way. People often make excuses for doing their own email or scheduling, saying things like, “It’ll take me just as long to ask for help as it will to do it myself.” It could not be further from the truth. When those systems are delegated properly, it unlocks efficiency, creativity, and more time for the work that matters for increasing revenue.
I’ve made constant pivots to refine the business. One of the first came after my first contract with a local restauranter didn’t pan out. That experience was 100% worth it; it taught me to pay attention to what isn’t working and to never get married to a single idea. Early on, I was nervous about feedback, but I’ve since learned to welcome it. Many of Execla’s best refinements have come directly from client feedback. Not everyone is an ideal client, and that’s okay; the goal is to work with leaders who value systems, trust, and those with an abundance mindset. It is crucial for an entrepreneur or consultant to develop a niche clientele if they want to be profitable. It helps them to identify with the customer in their marketing if they have an ideal client profile that they are targeting in messaging.
6. Since part of the Execla model is part-time roles, have you done part-time jobs and side gigs to not only pay the bills, but also to use those experiences towards your business planning?
When I first started my business, I landed what I thought was a great consulting gig, and I took a leap of faith choosing that over staying in my full-time job. As I mentioned previously, that didn’t pan out the way I’d hoped, and after that, I went about three or four months without a single client. Instead of quitting, I kept networking: showing up to events, connecting with people, and talking about what I could do. It was a scary time, but I worked hard and just kept putting one foot in front of the other, day after day.
Eventually, one of those connections reached out and asked if I could help with a grant report, which included organizing data tables and presenting the findings for the final submission. That turned into my first real project, and the woman I worked with ended up becoming one of my mentors, Solli Frank with Kajaer Consulting in Bismarck. Between projects, I did whatever work came my way. I even painted an entire 18-plex apartment building by myself one month just to pay my mortgage. I didn’t mind those side gigs because they gave me flexibility. I could still research, learn, and build the foundation for what would eventually become Execla, without being tied to a W-2 job.
A big part of my early success came from the North Dakota Women’s Business Center. I attended their summit in Medora, and that single event opened the door to so many connections. The NDWBC community gave me trusted relationships, and all my first clients came directly from people I met there, and connections made by their leadership.
That same mindset of building relationships and networks eventually carried into the next phase of my business; expanding internationally and connecting with talented executive assistants in Pakistan.
Kayla with her employee, Khadijah, in Pakistan.
About the NDWBC:
The North Dakota Women’s Business Center (NDWBC) is a statewide resource and advocacy organization dedicated to empowering women entrepreneurs through education, mentorship, and connection. As the state’s leading partner and voice for women business owners, NDWBC helps women start, grow, and strengthen their businesses by offering guidance, networking, and professional development opportunities. Funded in part by the U.S. Small Business Administration and the North Dakota Department of Commerce, the center provides a supportive environment where women can share their goals, challenges, and achievements while learning from one another’s experiences
7. I’m glad you brought that up, as I planned on asking about that. I was going to ask about how you show up to meet others, network and build relationships, and how you got connected with the woman from Pakistan, who is now your Director of Operations. For the reader, I know this because you connected her with me, while she was at NDSU for the Spring 2025 semester. She was a very impressive individual and I think it’s not only great that she is helping you work on Execla, but you are helping her by providing this opportunity. What more can you tell me about this?
That connection is one of my favorite parts of this journey, because it perfectly represents how life somehow brings us what we need when we need it and in ways we never expect it. I first met Khadijah while she was at NDSU through a fellowship program. She wrote a very impressive 250-word essay that won and paid for her study abroad program. We immediately hit it off; she was sharp, curious, and incredibly talented, especially in marketing and social media. At the time, Khadijah was helping me improve my presence on LinkedIn, and what started as a small collaboration quickly grew into something much bigger. She has a give-first mentality, and I see a lot of me in her.
After she returned home to Pakistan, we stayed in touch, and I found myself missing the way we worked together. So, I reached out to see if she’d be interested in helping Execla, and that conversation led her to step into the role of Director of Operations. Now she helps manage projects, build systems, and supports our growing network of executive assistants internationally.
What’s most meaningful to me is that this partnership goes both ways. She’s helping me grow Execla, and I’m helping her build experience, leadership skills, and professional opportunities that can be difficult to find where she lives. We talk regularly not just about work, but about personal development, purpose, and the kind of leadership we both want to model. It’s been such a rewarding relationship, and it’s a perfect example of how connection and shared vision can transcend geography. She’s truly become an integral part of the Execla story.
Bringing our first EA trainee, Ruqaiya, into Execla has been one of the most meaningful parts of this journey. She’s talented, ambitious, and eager to learn, and now she’s learning to work in a way that’s sustainable, supportive, and growth focused. Khadijah, has been instrumental in that process. She’s mentoring Ruqaiya directly, helping her develop both the skills and the mindset needed to operate proactively and lead from behind. While we have been training, Ruqaiya has been instrumental in helping us build our processes for onboarding and working with executives. She brings optimism and patience to everything we do as a team.
What we’re doing through this training model goes beyond traditional executive assistance as we know it. We’re giving highly skilled professionals in developing countries the opportunity to work remotely doing challenging, meaningful work without sacrificing their health or well-being. Anyone who is driven by a sense of purpose can benefit from hiring Execla to provide them with an EA, as they are then in turn providing an opportunity for someone who is highly skilled, gritty, but seeking a healthy working environment and remote flexibility.
Seeing both women grow, gain confidence, and contribute in such meaningful ways makes me feel like I’m doing something that genuinely matters, and not just for Execla, but for the world. On hard days, that sense of purpose keeps me going.
8. That’s great to hear. As I start to wrap this up, if you could pose a question, or share some basic info to the Executive Assistants out there, what might that be?
I’d love to hear from local professionals, especially moms and parents, about what matters most to them in their work. Would you value the flexibility of part-time, fractional roles that let you prioritize family and design your own schedule, even if it means earning less than a full-time income?
At Execla, we’re exploring ways to create meaningful, professional work that can be done during school hours or at times that fit your life. We want those who are ambitious and drawn to challenging work, who are self-motivated, and need personal balance and autonomy. I want to understand whether that kind of flexibility is something our local professionals truly want, because if it is, we’re ready to build it.
If you want to reach out and provide feedback, you can! Just scan the QR code. Those that are interested in our services can submit their contact information there as well.
9. If you could jump in a time machine and visit Kayla from the past, what kind of hindsight advice would you give yourself?
I would tell myself what my husband told me a couple days ago… “Just do not give up. Everything you are doing is so impressive, and I want to see where you go in the next couple years.”
I would also add this mantra, as it is something I tell myself often and that I want other aspiring entrepreneurs to hear… “On the hard days, just keep putting one foot in front of the other. Show up and do the best you can. Show people you are well intentioned and keep wearing your heart on your sleeve. You can only be you, and you are enough.”
10. What can we do as a community to help you and Execla succeed?
If you know of someone that needs our services, tell them about us! We just finished our new website and are launching it this month. Ruqaiya is ready to be paired and eager to meet her executive!
About John
John Machacek has been helping local startups with the Greater Fargo Moorhead Economic Development Corporation for over a decade. Before joining the GFMEDC team, Machacek’s career path has varied in areas such as banking, accounting, and management in the non-profit, food & retail sectors.
Editor of Fargo INC! — covering the founders, companies, and ideas shaping business in Fargo-Moorhead. Eleven years in, still no opinions, no politics, all business.
