Chase Whitehead in

Chase Whitehead

Enthusiast · DISC type i
Business Owner at Clean Eatz
📍 Cincinnati, Ohio, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
15 Years
Current Role
Business Owner
Location
Cincinnati, Ohio, United States
Personality Overview

How Chase shows up

Amiable & Agreeable
Consensus Focused
Story Driven

Unlike D or C types, they are convinced more by stories and testimonials. They are more about building relationships than just cutting deals. They are generally friendly, so be careful when relying on their word.

Priorities

Topics Chase cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

12-2019
Business Owner
Clean Eatz
9-2015
Business Owner
Orangetheory Fitness
7-2015 - 8-2017
Project Manager
Duke Energy Corporation
8-2014 - 7-2015
Contract Engineering Manager
Duke Energy Corporation
1-2013 - 8-2014
Distribution Design Engineer
Duke Energy Corporation
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
2010 - 2012
Master of Business Administration (M.B.A.)
University of Cincinnati Carl H. Lindner College of Business
2007 - 2012
Bachelor of Science (B.S.)
University of Cincinnati
Social presence
in
Behavioral profile

DISC profile (public)

i

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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