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Episode 57 – Blitzscaling Your Company as a Leader with Chris Yeh

What does it take for a company to grow so big and so successfully in no time? Blitzscaling is defined as “an accelerated path to the stage in a startup’s life-cycle where the most value is created.” In this episode, you will learn how your role as a leader is central and essential to Blitzscaling.

Chris Yeh is foremost an author but is also an investor, entrepreneur, blogger, and a family guy. 

In this Episode:

  • Chris’ latest book success and the concept of Blitzscaling
  • How Blitzscaling is attuned to a winner-take-all kind of market
  • How other geographies and markets can benefit from Blitzscaling
  • Critical growth factors and growth limiters 
  • How a successful Blitzscaling leader is an infinite learner and the steps toward transformation

 

Connect with Chris Yeh!

Website  ///   Book   ///   Global Scaling Academy

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Episode 56 – Developing EQ in Business with Bob Tinker

Building your business isn’t about the IQ and the strategies alone because achieving growth lies in your EQ and how well you can learn to let go of your ego for the sake of the company.

Bob Tinker is an Enterprise CEO, innovator, multi-time entrepreneur, start-up guy, and founder of MobileIron

In this Episode:

  • The challenges and learnings Bob garnered through MobileIron
  • How the founder’s oath has to be about the mission and not about himself
  • How IQ is as important as EQ in business development
  • The missing link between product market fit and unlocking growth 

 

Connect with Bob Tinker!

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Episode 55 – “What Happens When You Have A Mess” in An Entrepreneur’s Point of View with Kate Byrne

How would you feel if you step into an organization knowing everything’s working out, but soon you find out you have to deal with other people’s mess? This is a great dilemma to which every people experience in every aspect. It is important to deal with it by surrounding yourself with the right people. You also need to be in the right mindset to get through this kind of a mess. 

Kate Byrne is the president of International Media – a company of media and event brands that ensures people’s social, environmental, and economic systems thrive together. She has played executive leadership roles at Future LLC, Tides Foundation, George Lucas Education Foundation, and many others. She focuses on technology and advancing its ability to media, revenue, and promote social good. 

In this Episode:

  • How do you deal with a situation where you inherited other people’s mess? 
  • The sense of knowing what stays and goes out of your organization
  • Transparency and accountability of a leader
  • Know more about Kate’s mindset models
  • Why working alone is NEVER an option
  • Diversity and inclusion in the company

 

Connect with Kate Byrne!

Intentional Media

Conscious Company

Episode 54 – Data Driven Marketing with Mike Moran

As a founder, it was you who created the company from the ground up. You certainly have the knowledge and skills to run it and bring the organization to a level where you have envisioned it to be. However, like most founders, you may not know everything – just like everybody else. This is especially true when it comes to the kind of marketing that you can scale side by side cost and revenue. In this episode, learn how to apply data-driven marketing based on the kind of business you have using a data-driven culture and mindset.

Mike Moran is a digital-social media marketing consultant and the President of Mike Moran Group LLC. Previously, Mike was with IBM for 30 years and rose to the Distinguished Engineer position at the technical executive level. At present, he is also a senior strategist at Conversion, a leading marketing consultancy, as well as at Revealed Context. At SoloSegment, he is currently a senior consultant. His expertise is in web metrics, search technology, text analytics, and internet marketing. He is sought-after as a consultant, professional speaker, executive coach, and author. 

In this Episode:

  • Mike’s technical and data-driven marketing background and how he founded his own company
  • How much founders are using data and know about sales, technology, CRM systems, etc. but lacking in marketing
  • The difference between transactional and long-term value kind of business in relation to data-driven marketing
  • How digital marketing helps you assess the success of your efforts inexpensively in comparison to traditional marketing activities
  • Using the feedback loop to help you make necessary changes along  the way
  • How to build a marketing culture that is based on understanding the market instead of spending money on activities
  • Using data to make decisions over using your own judgment

 

Connect with Mike Moran!

Website

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Episode 53 – The Tech Path to Growth with Matt Benati

How can you lead your company to a path of growth as a founder? The tech and martech space offers founders revolutionary tools that can accelerate the growth that you desire. However, being clear about your direction as to what kind of growth you want to achieve for your company is important to establish at the start. It is important to learn from the experts in the space to keep abreast with tech and martech evolutions and consolidations.

Matt Benati is co-founder and CEO of LeadGnome, a revolutionary AI Software as a Service which mines reply email for marketing and sales alignment. Matt believes that communication can optimize revenue generation. He is passionate about everything Account-Based. Previously, Matt was VP Marketing at LogMeIn and VP Global Marketing at Attunity. He also held senior roles at IBM and Netezza. He’s been with 4 to 5 startups and he loved every moment of it.

In this Episode:

  • How product-market fit is rarely achieved immediately and instead requires massive interviews and homework
  • Defining Ideal Customer Profile as ICP equals Ideal Account Profile plus Ideal Buyer Profile
  • The dynamics between founder leadership, marketing, and technology in attracting and winning customers
  • The quality of leads is more important than the number of leads
  • Keeping up with the evolutions and consolidations in the tech stack/martech stack industry
  • Counting on account reps and other resource experts to guide you through the consolidations instead of doing the discovery on your own as a founder

 

Connect with Matt Benati!

Website

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Episode 52 – Enhancing Marketing Competency with Kate Bradley Chernis

Not all marketers are superheroes. As a founder, you need to equip your marketing team with the right tools that can help them become more organized and highly competent. Find out how tools can help you eliminate redundancy, wastage, and disorganization especially using Lately as a platform. 

Kate Bradley Chernis is the co-Founder and CEO of Lately, a marketing software company. Realizing that a marketer’s function can be pulled together in an all-in-one Marketing Dashboard, Lately is now the only platform that organizes and produces content, implements project management, and does analytics in one place. Kate is happy to help marketers and companies of all sizes organize and automate towards business success.

In this Episode:

  • How founders, like Kate herself, often have to deal with a lot of challenges and how they overcome them
  • How Lately as a platform helps marketers do their job better and faster with more organization and assistance
  • How to use Lately to get your messaging right and consistent for SEO and ultimately, for your customers
  • How your company persona can reflect your own personality to make it more human
  • How to develop a natural pitch for marketing

 

Connect with Kate Bradley Chernis!

Website

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Episode 51 – Personal and Corporate Transformation with Julie Roehm

Not all individuals follow a traditional path in their careers. Some unique ones explore different careers not for a lack of sense of stability but the passion to ignite transformation where transformation can be most fulfilling. Julie Roehm has been CMO, Chief Storyteller, Chief Experience Officer, and marketing consultant in the marketing space. But what she really is, is an igniter of transformation.

In this Episode:

  • How Julie has transitioned to various careers in the marketing space by feeding her natural sense of curiosity
  • How Julie brought in her transformational expertise as CMO at Abra Autobody and Glass
  • How to collaborate internally to set a transformational culture
  • How to become truly customer-centric
  • How Julie is looking at company culture for her next transformational opportunity based on recommendations from her trusted network
  • How a sense of fulfilment from effecting transformation can be more important than your ego

The transcript of this insightful interview is available exclusively here.

Connect with Julie Roehm!

Website

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Episode 50 – Building a Customer-centric Company with Manoj Phatak

Having developed a product is only the beginning. The company must continue to pivot as necessary to be finally molded into one that the customers need and want. As such, the customer has to take center stage in trying to develop that product that will bring the company success. 

Manoj Phatak is the founder & CEO of ArtRatio, a boutique manufacturer of conservation vitrines that incorporate intelligence and connectedness for use in arts, antiques, and the retail space. 

In this Episode:

  • How Manoj got the inspiration for something as unique as ArtRatio as an electronics engineer
  • How the product should be continually modified and built towards what the customers need and how the company should pivot alongside these transformations
  • How to feed customers’ passion in your products by making the whole company and its team members equally passionate about it as well

 

Connect with Manoj Phatak!

Website

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One Reason Marketing Struggles in the C-Suite

Marketing often feels like an outsider in the C-suite of most organizations. Less than 5% of the CMOs and marketing leaders interviewed last year for the book said that their role enjoyed “status” among leadership or felt like they were part of the inner circle. The vast majority indicated that they were constantly having to prove their worth or value.

One of the big reasons for this is that marketers tend to have an optimistic outlook that clashes with the disposition of the leadership. This isn’t the sole reason marketers feel out of place on their leadership teams (other examples cited by CEOs were not understanding marketing, use of marketing jargon, and lack of alignment to business goals). But marketing’s sunny disposition is causing some discord with their colleagues.

Marketers Are Optimists

We make our career choices and stay in a career because of philosophy and outlook. While people may try marketing and move on, those who stay and thrive in the profession are optimists. The discipline of marketing requires those acolytes to think of a bright future where their programs lead customers joyously to the product. The role requires an outlook toward a better future. Every activity is meant to be a catalyst for the customer. This doesn’t mean that marketers are naive or lacking in business acumen, but they lean toward best-case scenarios. There aren’t too many gloomy, Eeyore-like pessimists in the marketing ranks. Marketers are great at parties but insufferable on long road trips.

Optimism Is a Luxury in the C-Suite

The rest of the leadership typically has a pessimistic attitude. They can’t afford to focus on the absolute best-case scenario. These leaders can be charismatic and upbeat, and they can inspire greatness, but they are all planning for worst-case scenarios. CEOs, CFOs, and CIOs are exceptionally focused on what-if scenarios where things go horribly wrong. Their organizations are counting on them for direction, money, and security. The pressure of those expectations alone leads them toward worst-case planning.

If we go back to the idea that your outlook decides your role, these leaders tend to be risk analyzers. They assess risk and look to minimize risk at every turn. It is challenging to be optimistic by nature and to look at risk mitigation at the same time.

Sales teams are especially optimistic in their forecasting, but sales leaders have been burned with optimistic forecasts and tend to be more measured in their outlook. The other major disciplines in an organization (operations, engineering, etc.) all tend to plan for and approach realistic plans with a good dose of worst-case analysis built in. But none of those roles have anywhere close to the level of optimism that marketing has.

Tensions in the Ranks

Marketing’s sunny side has a natural tension with the rest of leadership. The other departments are planning for their possible futures and looking to mitigate risk at every turn. They will make bold moves, but it is with a clear eye on the risks associated with those moves. Most marketers’ exuberance and excitement overshadow any risk mitigation they perform and result in discussions around the possibilities, the upside of marketing.

For leaders who are looking to mitigate risk, marketing often comes across as either not acknowledging risks or looking for ways to increase risk with their programs and activities. One team is tuned to growth, while the other is homed inon protection. This should cause some natural tension, but marketing tends to discount risk and focus on growth.

Make the Tension Healthy

Marketing can take a true leadership role in the organization and help create a healthy tension with their peers and ultimately help the company make informed decisions about their future. But marketing needs to take the lead on these activities. Since their optimistic outlook makes them a minority on the leadership team, marketing will need to find a way to work within the team dynamic.

1. Seek to Understand

CMOs often focus on building great teams. In fact, most of them see this as one of their top priorities. But CMOs should be focused on relationships external to their marketing teams. They need to build strong relationships across the other disciplines and let a trusted VP focus on the inner workings of marketing. CMOs should not only look at the goals and objectives of each discipline but also understand the philosophy of their peers in leadership. For instance, knowing that a leader has a legal background might be a clear signal that their default outlook is to scan the horizon for danger and actively look for risk—even annoyingly so. Knowing how they view the world will tell you more about how to collaborate with them than knowing their top three business objectives.

Tip: Listen to Jerome Nadal of Rambus talk “Business Mindset” on the podcast.

2. Align to the Nomenclature

Marketing leaders should focus their language to mirror that of the rest of the C-suite. Marketing tends to use its own jargon to talk about programs and activities. “Eyeballs” or “impressions” don’t speak to the business objectives of the rest of the organization. Translating the value of marketing activities into their language—using words like revenue, risk, churn,etc.—will make marketing more relatable and viewed as part of the C-suite, not some outsider.

Tip: Listen to Margaret Molloy of Siegel+Gale talk “The CMOs Role Today” on the podcast.

3. Show Your Work

Marketing should showcase the worst-case scenarios for teams and leaders, even if the end result is taking a risk. Marketing most often presents the final scenario to their leadership peers, falsely leading them to believe that risk was considered. Simply altering your proposals to include and acknowledge risk and worst-case scenarios will go a long way to building trust and supporting marketing’s role in helping protect the organization.

4. Scout the next steps

Odds are you will take a few detours along the way. Every founder talked to the book Beyond Product had at least 1 major pivot along the way. Many have 2-3 over the years until they finally ascend to their successful marketplace. As the leader, keep looking for what that next right place may be for your company. Unless you as a leader set it, the company has almost no chance of finding it by itself.

No Bullet of Silver

As with most of life, there is no one single quick solution to complex problems. The dynamics of leadership teams are too multifaceted to think that a few conversations will correct them. But marketing has an inherent challenge in aligning to the rest of the organization, and it is marketing’s job to fix it. You need to put yourself in the seats of your contemporaries and acknowledge their point of view—or you can find another line of work. Firefighters and pediatricians are generally the happiest in their professions.

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The author gratefully acknowledges Kevin Smith, as the cartoon is a clear mimic of his very funny scene in Chasing Amy

 

Episode 49 – The Blue Delta Jeans Success with Nick Weaver and Josh West

Starting a business from scratch with almost nothing but your strengths has its
advantages including developing resourcefulness and tenacity.

Nick Weaver is co-founder and COO of Blue Delta Jeans. Josh West is co-founder and
CEO of Blue Delta Jeans. Both Nick and Josh admit to making “custom jeans that fit”.

In this Episode:

  • How Blue Delta Jeans was born out of necessity and how Nick and Josh overcame founder’s fear and ignorance
  • How Nick and Josh used scalable processes, local human capital, and their strengths to build a successful business
  • How Blue Delta Jeans started with a purpose of solving a universal problem and having a clear business map
  • How Nick and Josh made use of advocates to hit it big with corporate gifting
  • Blue Delta Jeans’ 2-part growth model

 

Connect with Blue Delta Jeans!

Website

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