Systems, Bravery, and What Comes Next - in conversation with Kim Foxx
Cape Town, South Africa — The wind is still high from the morning’s paragliding runs, and we’re sitting at a small café tucked into a quiet corner of Sea Point. Kim Foxx has just landed — literally — from a solo glide off Signal Hill. She’s relaxed, energized, and smiling. “I figured if I’m going to talk about brave systems leadership, I should probably do something that reminds me what fearlessness feels like,” she laughs.
Q: Paragliding solo on your first trip to Cape Town — that’s bold. Why here, and why now?
“A lot of people come to Cape Town for the beauty — which is undeniable — but I came here for the perspective. After nearly eight years of leading one of the largest prosecutor’s offices in the country, I needed space to think bigger. Cape Town is a city that knows contradiction: natural wonder next to deep inequality, historical trauma alongside radical hope. It felt like the right place to reflect on what kind of systems I want to help build next.”
Q: You’ve been described as a fearless reformer. How do you think about fear — and how do you lead through it?
“I think bravery is often misunderstood. It’s not the absence of fear — it’s acting despite it. Leading through change, especially in entrenched systems like criminal justice, means stepping into conflict, discomfort, and criticism. It means saying, “We’re not going to do things the way we’ve always done them,” and having a plan to back that up. Fear is inevitable. But I’ve learned to use it as a compass — if I’m uncomfortable, I’m probably moving in the right direction.”
Q: Let’s talk about that legacy. When you look back at your time as Cook County State’s Attorney, what stands out — and what’s misunderstood?
“We disrupted a 45-year status quo. From ending cash bail to rebuilding the leadership pipeline, my team and I didn’t just reform — we reconstructed. We brought in new talent, built strategic partnerships, and introduced structures that outlast any one person in office. I think what people sometimes miss is that reform isn’t just about pulling things down — it’s about building something better in its place. That’s the work I’m most proud of.”
Q: And now that you’ve stepped away from public office, what kind of impact are you focused on making next?
“I’m not done. Not even close. The difference is, now I get to be more targeted. I’m working with organizations, boards, and leaders across sectors — from sports and entertainment to finance and philanthropy — who understand that systems thinking isn’t just for government. Whether it’s governance, culture change, or long-term risk mitigation, I help leaders identify where their systems are stuck and how to transform them to serve people better.”
Q: What kind of leader are you when you walk into those rooms now?
“I’m a translator. A bridge-builder. I’ve sat with grassroots activists, CEOs, union leaders, and policy wonks — often in the same day — and gotten them to move toward shared goals. That’s my superpower. I don’t get distracted by noise; I focus on outcomes. I lead with institutional bravery, but also deep respect for every stakeholder in the room. Change isn’t sustainable unless everyone has a voice in it.”
Q: So what’s next — the next mountain or, in this case, the next flight?
She smiles and looks toward the ocean.
“I’m interested in working with institutions that are ready to evolve, who don’t want to wait until the next crisis to act. I want to bring everything I’ve learned about courage, governance, equity, and action into new arenas. Maybe that’s in the boardroom. Maybe it’s through investing in civic tech. Maybe it’s by helping rethink public safety from outside the system.
But wherever it is, I’ll still be the one asking: “What are we really trying to build here — and are we brave enough to do it?”
Thank you for sharing, Kim.
Connect with Kim on LinkedIn.
