Leader Q&A: Sandy Howe

SANDY HOWE was born to be a leader and help others achieve their professional goals along the way.

Founding S. Howe + Associates in 2020, the business has quickly grown to allow Howe to focus on board service, executive advisory work, and strategic investments.

“All three areas of my work are connected by a common philosophy: Think ahead, build meaningful relationships, invest wisely, and execute consistently,” Howe says. “Whether it’s creating financial independence, helping businesses grow, or cultivating trusted partnerships, I’ve always focused on playing the long game.”

Throughout her career, Howe says, she has discovered that the greatest opportunities come from trusted relationships, rarely from transactions.

“By investing in people as intentionally as I invested in my future,” she says, “I built a network of executives, entrepreneurs, investors, and board members who became long-term collaborators, advisors, and friends.”

How would you describe the work you do?

“I help companies grow. Whether I’m serving in the boardroom or advising CEOs and leadership teams, I help organizations translate strategy into execution by strengthening their operations, business development, go-to-market strategy, and leadership alignment. My goal is to help leaders navigate change, unlock growth, and create long-term value.”

How many employees do you have?

“S. Howe + Associates is intentionally a boutique advisory practice. While I’m the only full-time employee, I work with a trusted network of experienced C-suite executives and specialists who I bring in as needed. My clients range from entrepreneurial startups to global technology companies, private equity firms and corporate boards.”

How long have you lived in Wilmington?

“I moved to Wilmington in 1999. I took a chance on relocating here for a sales position with a technology company bringing broadband, video, internet, and Wi-Fi connectivity into homes. I wanted to live near the beach, even though it meant taking on what was then the company’s lowest-performing sales territory. It turned out to be one of my best decisions. I grew the territory into one of its top-performing markets, met my husband, Peter Browne Ruffin III, a Wilmington native, and built my career and life here. Since then, we’ve invested in Wilmington through historic real estate restoration, supporting local businesses, and serving as ‘self-appointed’ ambassadors for the community we love.”

Tell me a bit about your background and career.

“I’ve spent more than twenty-five years in the technology and communications industry. I started as a sales engineer at Broadband Networks, a startup fiber optics company in State College, Pennsylvania, then spent a decade at Cisco/Scientific Atlanta, where I grew our largest account, Time Warner Cable, from $53 million to more than $1 billion. From there, I spent nearly a decade at ARRIS in a series of senior leadership roles – from strategic market development to global marketing to general manager of our Consumer Products Group – helping the company scale from $900 million to $6.7 billion in revenue. I later served as EVP and president of the Americas for another technology company, Technetix.

Early in my career, I was fortunate to be part of multiple mergers and acquisitions, both as companies I worked for acquired others and as Broadband Networks, Scientific Atlanta and ARRIS ultimately became acquisition targets themselves. Those experiences gave me a firsthand understanding of what it takes to build and position a company for a successful acquisition.

Today, I bring that operating experience to a portfolio career that includes board service, strategic advisory work and investing.

I currently serve on the boards of ATX Networks and SQUAN and previously served on the public company board of Minim (Nasdaq: MINM), as well as the Technical Advisory Boards of Teleste (Nasdaq: TLT1V.HE) and Afiniti. I also advise private equity firms and investment banks on communications infrastructure, technology investments, and emerging technologies, while working with CEOs and boards through S. Howe & Associates on growth strategy, operational execution, and business transformation.”

Do you have any specific training or educational accomplishments you’d like to mention?

“I earned my degree from Penn State and later completed executive education at the Stanford Graduate School of Business. While those experiences provided a strong foundation, my greatest education has come from a commitment to lifelong learning.

Technology evolves too quickly for any degree to keep pace, so throughout my career, I’ve made it a priority to keep learning – from reading, listening, and working alongside exceptional engineers, technologists, operators, and business leaders. I’ve always believed in surrounding myself with people who know more than I do.

I’m also an active member of the National Association of Corporate Directors (NACD), where ongoing education helps me stay current on governance, cybersecurity, risk, and the evolving responsibilities of today’s boards. That commitment to continuous learning has shaped my effectiveness as a director and was reflected in my recognition by BoardProspects as one of its 100 Exceptional Private Company Board Members in 2025.

One of the best pieces of advice I ever received came from my father: ‘If you’re going to succeed in a male-dominated industry, you have to be smarter and work harder than anyone else in the room.’ Over time, I’ve learned that being ‘smarter’ isn’t about having all the answers; it’s about staying curious, continuously learning, listening, and never becoming complacent.”

What led you to start S. Howe + Associates?

“It really started with a need. Throughout my career, people regularly reached out for advice, introductions, or a different perspective. I’d always believed in helping whenever I could because I’ve long subscribed to the idea that a rising tide lifts all boats.

Whether it was mentoring a colleague, connecting someone to an opportunity, helping a customer solve a challenge, or opening a door for a friend, I never viewed relationships as transactional. I genuinely enjoyed helping people succeed.

At the time, I was in a career transition after leaving one company and exploring CEO opportunities. One of my mentors finally said, ‘Why don’t you build a business around what people are already coming to you for?’ So, I let my network know I was available. Almost immediately, opportunities started coming my way. Looking back, I realized I had spent years investing in relationships without expecting anything in return. When I launched S. Howe + Associates, those relationships became the foundation of the business. It was a powerful reminder that when you consistently help others succeed, people remember – and they’re often eager to help you succeed, too.”

What are some lessons you’ve learned about business ownership?

“Owning a business teaches you that you’re always in business development. There is no finish line. You never stop investing in relationships, making connections, and finding ways to help people. I’ve found that when you consistently add value without expecting something in return, the business has a way of following.

I’ve also learned that successful businesses pay as much attention to operational discipline and financial fundamentals as they do to vision. Great ideas only matter if they’re executed well and financially sound. As a business owner, you must understand your numbers – the financial impact, tax implications, and consequences of every decision you make.”

What things have you picked up in your career that have helped shape your leadership style?

“My leadership style is grounded in a simple belief: Leadership isn’t about having all the answers – it’s about building relationships, earning trust, and helping others succeed. That philosophy has been shaped and reinforced through my career as an executive, strategic advisor, and corporate director.

At S. Howe + Associates, I’m often the person behind the scenes helping CEOs and leadership teams see challenges from a different perspective, anticipate what’s ahead, and identify opportunities they may not have considered. My role isn’t to lead their organization – it’s to ask the right questions, provide an objective perspective, and help leaders make better decisions.”

Do you have any community outreach you’d like to mention?

“Giving back has always centered on mentorship for me – through The WICT Network (Women in Cable Telecommunications) and SCTE, and by mentoring young engineers, including students from Cape Fear Community College and other North Carolina universities, as they prepare for their careers.”

To view more of photographer Terah Hoobler’s work, go to terahhoobler.com.

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