In this episode of the Oneness Leadership Podcast, Namita speaks with Tom Dusenberry, a veteran executive in the global gaming industry whose career journey began on the loading dock and eventually led him to become President of Hasbro Interactive. Through decades of industry transformation, Tom experienced firsthand how leadership evolves alongside technology, markets, and people.

Tom shares how moving across manufacturing, engineering, sales, marketing, and product development gave him a unique perspective on leadership and decision making. He reflects on embracing change rather than resisting it, navigating workplace dynamics with honesty, and supporting people through both success and failure.

The conversation also explores how artificial intelligence is reshaping industries and leadership roles, and how professionals can stay relevant in a rapidly changing environment. Tom offers practical insights on hiring, leadership responsibility, and maintaining integrity while building organizations that continue to innovate and grow.

About The Guest

Tom Dusenberry is a senior games and interactive entertainment executive with decades of experience across toys, games, and digital media. He is the founder of Dusenberry Entertainment and has held major leadership roles including former CEO of Hasbro Interactive, Games.com, and Atari. Public profiles also describe him as a longtime executive in the sector with more than 30 years of experience and over $3 billion in game sales.

Connect with Tom

LinkedIn: 
Phone: 978-828-7825 (Mobile)
Email: tom@tomdusenberry.com
Website: dusenberryentertainment.com (Personal)

Show Notes

In this conversation, Namita sits down with Tom Dusenberry to explore leadership, reinvention, and the mindset required to grow through decades of industry change. Tom shares the remarkable journey that began with his first role working on a loading dock and eventually led him to lead one of the most influential companies in the gaming industry.

Over the course of his career, Tom moved across nearly every function inside an organization. From manufacturing and engineering to sales, marketing, and product development, these experiences gave him a deep understanding of how businesses operate from the ground up. This foundation later shaped his leadership style and helped him guide teams through major transitions within the gaming industry.

Tom explains why embracing change became one of the most important lessons in his career. Rather than fearing organizational shifts or new leadership, he chose to treat those moments as opportunities to demonstrate value and reinvent himself. This mindset allowed him to grow alongside the industry as gaming expanded from a relatively small market into a global business worth hundreds of billions of dollars.

Namita and Tom also discuss the human side of leadership. The conversation explores how leaders navigate workplace dynamics, support employees during difficult decisions, and balance honesty with empathy. Tom shares real examples of hiring decisions, performance challenges, and how recognizing the right fit for a role can sometimes mean helping someone move in a different direction.

The discussion also turns toward the future of work. As artificial intelligence reshapes many industries, Tom offers a grounded perspective on how leaders and professionals can adapt. Rather than resisting technological change, he believes individuals must learn how to work with new tools while maintaining judgment, accountability, and ethical responsibility.

Throughout the episode, Tom emphasizes that leadership is not simply about authority or hierarchy. It is about communication, integrity, and helping others align around a shared mission. His story offers practical lessons for leaders navigating change, building teams, and evolving alongside the industries they serve.

Topics discussed in this episode

Tom Dusenberry’s journey from loading dock worker to executive leadership
How cross functional experience strengthens leadership perspective
Why embracing change creates new opportunities for growth
Navigating workplace dynamics and organizational transitions
Hiring decisions, performance management, and leadership responsibility
The difference between corporate leadership and entrepreneurial leadership
How artificial intelligence is reshaping industries and workforces
Maintaining integrity, communication, and alignment within teams

Q&A From the Conversation

How did your career begin in the gaming industry?

My career actually started on the loading dock. I was receiving raw materials and bringing them into the warehouse. Over time I moved through many different parts of the company. I started in manufacturing, then engineering, then sales, marketing, and eventually product development. After about twenty two years of working across these functions, I had a strong foundation that later allowed me to lead the company and eventually become President of Hasbro Interactive. Starting from the bottom helped me understand the business at every level.

What leadership lesson did you learn early in your career?

One of the earliest lessons I embraced was the importance of accepting change. Many people try to resist change because it creates uncertainty, but I learned to see it as an opportunity. Whenever new ownership or management came in, many people worried about losing their jobs. My approach was to work harder and show the new leadership what value I could bring. Change became a moment to reinvent myself.

How should professionals navigate workplace politics while staying authentic?

The most important thing is to stay true to yourself. During times of change, different people have their own agendas or incentives. Sometimes they may try to involve you in something that benefits them but may not be right for you. It is important to understand your own values and stand by them. Leaders appreciate honesty and authenticity when they see someone acting with integrity.

You moved across many different departments during your career. How did that shape your leadership style?

I often describe leadership as managing a sphere around you. You need to manage upward with your leaders, manage sideways with your peers, and manage downward with your team. At the same time, you also have to understand the external environment and the customer. Because I had worked in many areas of the organization, I was able to understand how all of these pieces connect.

How do you handle situations where someone you once worked with as a peer or subordinate later becomes your boss, or vice versa?

That situation can be difficult for people emotionally. I once had a colleague who initially saw me as a subordinate. Later we became peers, and eventually I became her supervisor. She initially struggled with that shift and resigned. Instead of accepting that outcome, I went to her home and spoke with her and her husband to understand her concerns. We talked through the opportunities ahead, and she eventually returned. Later she told people that I had been the best boss she ever had. Leadership often requires personal conversations and empathy.

Can leaders truly be friends with the people they manage?

I try to keep a distinction between professional relationships and personal friendships. There is a business responsibility that leaders have to the organization, and sometimes difficult decisions must be made. If friendships develop, they should be genuine and meaningful, but leaders must remember that their primary responsibility is to the organization and its mission.

What should leaders do when someone on their team is not performing well?

A leader’s role is to provide clear and honest feedback. Instead of listing many faults, it is often better to focus on the few things that will help someone grow. One example I often give is communication. Many people struggle to say no during negotiations or discussions. Instead they delay or avoid clarity, which creates confusion. Helping people communicate clearly and directly can dramatically improve their effectiveness.

How do you evaluate whether someone is truly contributing to the organization?

In many organizations, power is often associated with the number of people reporting to someone. But I believe the real measure is impact on the business. Sometimes an individual contributor with no team may be the person driving innovation and shaping the future direction of the company. That person may be far more valuable than someone managing a large team but simply executing instructions.

What advice would you give people who experience layoffs or career setbacks?

The first step is to acknowledge what happened and learn from it. Mistakes happen in every career. What matters is how you respond. Sometimes a role is simply not the right fit. That does not define who you are. What you can do is reflect on the experience and move forward in a direction that better aligns with your strengths.

How do you see artificial intelligence shaping the future of work?

AI is already transforming many industries. In some cases, work that once required several people can now be done by one person with the help of AI tools. That creates both challenges and opportunities. The key is not to fight AI but to learn how to work with it. Treat it as a tool that helps you do research, analyze information, and improve productivity while still applying your own judgment.

How do you personally use AI in your daily work?

I treat AI as a tool, not a solution. I may use it to help generate ideas or research, but I always review and edit the output carefully. Everything that goes out under my name must reflect my own thinking. AI can make us more efficient, but leaders must remain responsible for the final decisions and communication.

What advice would you give to emerging leaders?

Leadership is about communication and alignment. You need to express a clear direction and then help others understand and support that direction. When people begin to align around a shared goal, leadership becomes powerful because those individuals also begin to lead others. That is how organizations move forward together.

Key Takeaways

Leadership often grows from experience across many parts of an organization. Moving through different roles builds a deeper understanding of how teams, operations, and strategy connect.

Change is inevitable in every industry. Leaders who embrace change and treat it as an opportunity to learn and reinvent themselves often discover new paths for growth.

Authenticity matters when navigating workplace dynamics. Staying true to your values and communicating honestly builds long-term trust with both leadership and teams.

Impact is more important than hierarchy. The people who create innovation and new ideas can sometimes contribute more to a company’s future than those managing the largest teams.

Clear communication is a core leadership skill. Being direct about what is possible and what is not helps avoid confusion and strengthens professional relationships.

Leadership requires balancing empathy with responsibility. Supporting individuals while making decisions that serve the organization is one of the most difficult but necessary parts of leadership.

Career setbacks or role misalignment do not define a person’s potential. Often a different environment or position allows individuals to thrive and succeed.

Artificial intelligence is transforming industries and the nature of work. Professionals who learn how to work with new tools while applying human judgment and critical thinking will remain valuable in the evolving workplace.