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We chat about the following:

1. What actually breaks first when a company scales: people, process, or structure—and how do you know?
2. How do you build operational rigour without killing speed and culture in a fast-growing business?
3. What does “good onboarding” really look like beyond just paperwork and checklists?
4. When tools or systems fail—how do you know if it’s the software or your implementation?
5. What’s the difference between building processes for today vs. building systems that scale for the next 12–24 months?

References

1. https://www.linkedin.com/in/camilla-matias-06345a105/

Biography

Camilla Matias Morais is the Chief Operating Officer at Brex, where she leads global operations and drives the company’s execution and scale.

She joined Brex in 2018 as Head of Finance and has since held multiple leadership roles, including VP of Finance and SVP of Global Operations, before becoming COO in 2024. During this time, she has played a key role in building the systems and structures that support Brex’s rapid growth.

Before Brex, Camilla worked across finance, investment, and strategy roles at organisations including The Kraft Heinz Company and Victoria Capital Partners.

She holds a degree in Mechanical Engineering from the Instituto Tecnológico de Aeronáutica (ITA) and is known for bringing clarity, structure, and operational rigour to high-growth companies.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00 – Intro, host banter, and setup of the episode tone.

02:30 – Introduction of Camilla + context around her role and operational scope.

05:30 – Early discussion on scaling challenges and what starts to break as companies grow.

07:20 – Deep dive into onboarding systems → moving from informal to structured 0–6 month processes.

09:30 – Discussion on tools (HiBob → Rippling) and implementation challenges.

12:30 – Balancing structure vs flexibility in operations.

16:00 – Performance reviews, documentation, and accountability systems.

20:00 – Operational maturity: what “good” looks like at different stages of company growth.

24:00 – People vs process tension.

29:00 – Reflections on mistakes, lessons learned, and what they’d do differently.

34:00 – Closing thoughts, key takeaways, and wrap-up

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We chat about the following with Radhika Dutt:

1. What if traditional goal setting is actually limiting innovation rather than driving it?
2. How might teams think differently if they framed challenges as “puzzles” instead of targets to hit?
3. Are OKRs pushing organisations toward short-term optimisation instead of real problem-solving?
4. How can leaders create space for curiosity and exploration in environments obsessed with metrics?
5. What would change inside your company if teams focused on solving the right problem rather than just hitting the next KPI?

References

1. https://www.linkedin.com/in/radhika-dutt/
2. https://www.radicalproduct.com/
3. https://www.radicalproduct.com/toolkit/#OHLToolkit

Biography

Radhika Dutt is the author of Radical Product Thinking: The New Mindset for Innovating Smarter which has been translated into Chinese and Japanese. The methodology she introduced in her first book is now used in over 40 countries. She is an entrepreneur, speaker, and product leader who has participated in five acquisitions, two of which were companies that she founded. She is currently Advisor on Product Thinking to the Monetary Authority of Singapore (Singapore’s central bank and financial regulator), and does consulting and training for organizations ranging from high-tech startups to multinationals on building radical products that create a fundamental change. Radhika has built products in a wide range of industries including broadcast, media and entertainment, telecom, advertising technology, government, consumer apps, robotics, and even wine. She graduated from MIT with an SB and M.Eng in Electrical Engineering, and speaks nine languages.

Radhika is now working on her second book – it’s about why goals and targets backfire and what actually works.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

14:25 — Introducing the concept of “puzzle setting”

24:06 — What puzzle setting actually means

26:46 — Why puzzles embrace uncertainty

27:49 — The Rubik’s Cube analogy

33:22 — The “Three O’s” of puzzle setting

35:17 — Turning growth goals into puzzles

38:08 — Breaking big puzzles into smaller ones

42:46 — The shift from proving to learning

47:25 — Building critical thinking into teams

54:44 — Real business impact of puzzle thinking

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We chat about the following with Vessela Clewley:

1. What does it really take to step into leadership for the first time — and why do so many people underestimate the shift?
2. How do you build confidence as a leader when you don’t yet feel “ready”?
3. What’s the difference between managing tasks and truly leading people?
4. How can organisations better support first-time managers before they burn out?
5. What unspoken pressures do women in leadership roles carry — and how can we address them more openly?

References

1. https://www.linkedin.com/in/vessclewley/
2. https://sbohub.substack.com/
3. https://sbohub.gumroad.com/l/TheSBOAntiPlaybook

Biography

Vessela is an accomplished fCOO with a Strategy & BizOps background. She brings the power of US-style Strategy & Business Operations to Europe.

She has an illustrious career spanning Hopin, WeWork, Uber and other start ups. She has won global awards by the likes of WeWork & McKinsey, relaunched products like UberExec, and negotiated 7-figure deals for Hopin on walks in Regents park.

She is known for bringing a strategic, analytical, systems-driven approach to building companies. Her approach brings clarity, breaks down silos, and unlocks revenue growth. She puts company over functions; analytics over ego; and outcomes over optics.

Vessela typically partners with Seed–Series B founders who value analytical decision-making and high-velocity execution.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00 – Introduction & framing the conversation

~06:20 – The reality of becoming a first-time manager

~13:45 – Imposter syndrome & self-doubt

~20:30 – The responsibility shift

~28:10 – Feedback, difficult conversations & growth

~35:50 – Building confidence through action

~44:15 – The gendered expectations in leadership

~52:00 – Creating supportive environments for new leaders

~59:40 – Advice to aspiring leaders

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We chat about the following with Donna McCurley:

1. What actually makes a podcast commercially sustainable — beyond downloads and vanity metrics?
2. How do you build creative systems that scale without killing originality?
3. What does it really take to grow an independent podcast network in today’s crowded market?
4. Where do most founders misunderstand the operational complexity of media businesses?
5. Is podcasting still early… or are we already in the consolidation phase?

References

1. https://www.linkedin.com/in/myloportas/

Biography

Mylo Portas is the co-founder of Chora, an award-winning London-based podcast studio and network. He works with global brands, media organisations and creators to build distinctive, story-driven podcasts that cut through. Passionate about the intersection of creativity and commercial strategy, Mylo focuses on building sustainable podcast brands — not just shows.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

21:10 – Creative excellence vs commercial pressure

27:45 – Scaling systems without losing soul

33:20 – What brands get wrong about podcasts

38:10 – The operational backbone of a studio

43:55 – The future of podcasting

48:30 – Advice for founders building in media

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We chat about the following with Donna McCurley:

1. Who should actually “own” AI inside your GTM function — and what happens if nobody does?
2. What does real AI governance look like in practice — beyond policies and buzzwords?
3. Are AI agents creating hidden shadow systems inside your organisation?
4. Why are most AI rollouts in sales failing to drive measurable revenue impact?
5. How do you move from AI experimentation to a true AI sales operating system?

References

1. https://www.linkedin.com/in/donnamccurley/

Biography

Donna McCurley is the creator of the **AI Sales Operating System™ (AiSOS)** and a go-to advisor for SaaS revenue teams who want to turn AI from “extra noise” into a real growth engine. She leads Global Sales Enablement teams and has helped 100s of sellers cut out busywork, triple their pipeline coverage, and adopt AI workflows that actually stick.

With a background that spans classroom teaching, Fortune 500 enablement leadership, and consulting with companies like McAfee and HPe, Donna has built a reputation for stripping away complexity and focusing on what truly drives revenue. Her work blends proven sales methodologies with practical AI deployment—think Microsoft Copilot, ChatGPT, Gong, and SalesLoft stitched together into one coherent system sellers can actually use.

At her core, Donna is obsessed with solving a simple but critical problem: too many sales teams are drowning in admin work, bloated tech stacks, and outdated playbooks. Through AiSOS, she’s building a future where sellers spend less time clicking around and more time closing deals.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

07:05 – Turning Copilot into a Revenue Engine

07:15 – AI Governance in Practice

07:18 – Avoiding “Shadow AI” Systems

09:27 – Change Management & Behaviour Shift

13:19 – The Biggest Mistakes in AI Rollout

14:16 – Enablement Over Experimentation

22:00 – The Role of RevOps as AI Overseer

38:00 – Moving from AI Tools to an AI Operating System

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We chat about the following with Agata Nowicka:

1. Are high-growth founders underestimating the role of distribution from day one?
2. At Series B and beyond, is your monetisation model actually aligned with value delivery?
3. Could your onboarding and sales process be quietly eroding the value you promise?
4. Will AI fluency soon become a non-negotiable capability in your workforce?
5. Are you building an AI-first company — or just layering AI onto old plumbing?

References

1. https://www.linkedin.com/in/agata-nowicka/
2. https://femalefoundry.substack.com/
3. https://www.aivisionaries.co/
4. https://www.femaleinnovationindex.com/

Biography

Agata Nowicka is the Managing Partner at AI Visionaries—an AI accelerator launched with Google to scale Europe’s most innovative AI and deeptech startups. With 12 years of experience as an angel, VC investor and founder of two tech businesses in the U.S., Hong Kong, and the UK (one exit), she is also the author of the Female Innovation Index—the largest analysis of female-led innovation and funding in Europe. Agata holds an MBA from Wharton and INSEAD and is an advisor to startups and accelerators including Techstars, the University of Cambridge Founders Accelerator, and Village Capital.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

39:04 – Introduction & Founder Focus Shift

42:04 – Monetisation Beyond Revenue

45:04 – Sales & Onboarding as Value Proof

48:04 – AI Fluency as a Workforce Standard

51:04 – Moving to an AI-First Model

54:05 – Business Complexity & “Plumbing”

48:20 – Resilience in High-Growth Environments

49:49 – Leadership in an AI Era

57:05 – The Future Belongs to Visionary Founders

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We chat about the following with Keith Wallington:

1. What actually changes in an operating model as a company scales – and what shouldn’t change, even under pressure?
2. How do you design an organisation that moves fast without creating chaos or decision fatigue?
3. When does adding structure genuinely unlock performance, and when does it quietly slow teams down?
4. How can operators tell the difference between a scaling problem and a leadership problem?
5. What questions should COOs be asking before a Series B or major growth phase to avoid painful rework later?

References

1. https://www.linkedin.com/in/keithwallington/

Biography

Focussed on Series A and Growth stage B2B SaaS businesses that deliver vital, core services to their customers.

Keith has led strategy and execution in technology businesses since the 1990’s, driving growth in Europe, the USA and Africa: His experience in driving online business models spans Retail Banking, Telecommunications, Online Live Broadcasting and Software as a Service (SaaS): He has led strategy and execution initiatives at businesses including Microsoft, Standard Bank, Omnicom/TBWA, MTN Group and Mimecast.

From 2008 – 2014 Keith spent 6 years driving growth at Mimecast, best in class and global leader in SaaS based email security, archiving and continuity: Here he assumed a number of C Level roles, including COO, spanning most of the business from Marketing to Customer Experience to Technical Operations as he championed scalable, efficient growth during this phase of hyper growth (from $6m to over $110m Annual Recurring Revenue) and global expansion from the UK base.

After preparing Mimecast for IPO Keith refocused his attention to support businesses on their growth journey. Keith invests in and assumes board roles with post Series A businesses. He engages directly and also collaborates with Venture Capital and Private Equity teams to co-invest and add depth to portfolio company boards.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

05:30 – Why operating models break during growth

12:45 – The tension between speed and structure

19:30 – Horizontal vs vertical operating models

26:00 – Decision-making at scale

30:00 – What scaling exposes about leadership teams

38:30 – Preparing for Series B (before it’s too late)

47:00 – Operating principles that actually stick

55:30 – Signals your operating model needs a reset

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We chat about the following with Edward Barrow:

1. Why do so many fast-growing companies only realise cloud spend is a problem once it’s already out of control?
2. What actually breaks when finance and engineering don’t share a common language around cloud costs?
3. Is “visibility” into cloud spend enough, or does it create a false sense of control?
4. How should operators think about financial risk when infrastructure spend is variable by design?
5. What does good cloud cost governance look like without slowing teams down?

References

1. https://www.linkedin.com/in/ebarrow/
2. https://www.cloudcapital.co/

Biography

Ed has spent his career helping high-growth tech companies align strategy with execution — first in marketing tech, and now in cloud finance.

After co-founding Idio, an AI-driven platform used by global B2B brands, he led the business through rapid growth, M&A, and a successful exit to Episerver (now Optimizely). Post-acquisition, he helped shape global product and M&A strategy across multiple acquisitions and 400% growth.

Today, Ed is the co-founder and CEO of Cloud Capital, where he helps finance and engineering leaders forecast and optimize cloud spend — without taking on financial risk. The platform gives finance teams clarity and control while enabling engineering to move fast without waste. Ed and his team are building the cloud finance layer for the next generation of tech companies — turning cloud spend into a strategic advantage, not a liability.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00–04:10 – Setting the scene: operator fatigue, reality after the “honeymoon phase,” and why this conversation matters now

06:05 – Ed Barrow’s background: from AI startup founder to cloud finance problem-solver

09:30 – The real problem with cloud spend: why “usage-based pricing” breaks traditional finance models

13:45 – Finance vs engineering: how misaligned incentives create hidden waste

18:20 – Why visibility alone doesn’t change behaviour (and what actually does)

22:50 – The risk operators don’t see: cloud spend as an uncapped financial liability

27:40 – Forecasting cloud costs without slowing teams down

32:10 – What good cloud governance looks like in high-growth companies

36:30 – Turning cloud spend into a strategic advantage, not just a cost-control exercise

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We chat about the following with Alicia Diamond:

1. What happens when you stop waiting for “perfect clarity” and start sharing half-formed ideas with your team?
2. How much operational value is lost because your best thinking happens outside formal meetings?
3. Are your leadership decisions driven by energy and context — or by calendar availability?
4. What if the real bottleneck in your organisation isn’t process, but permission to think out loud?
5. How do you create space for strategic thinking when the operational noise never really stops?

References

1. https://www.linkedin.com/in/alicia-diamond/
2. https://aliciadiamond.substack.com/
3. https://www.aliciadiamond.com

Biography

Alicia has been the right-hand, “figure it out” partner to 5 CEOs as a 2x COO and 2x Chief of Staff. She's helped visionary CEOs across diverse industries to get their most transformative ideas unstuck and into action. Highlights include launching the Long-Term Stock Exchange and proving the bottom-line impact for listed clients and founding/managing the Chinese factory behind a portfolio of direct-to-consumer brands.

She sharpened her operational prowess under the scrutiny of top-tier investors including a16z, Founders Fund, Collaborative Fund, Obvious Ventures while working in the Lean Startup methodology, at Eric Ries' startup stock exchange.

Recently, Alicia expanded from working in tech into partnering with SMB owners. She helps visionary owners achieve their growth goals through scalable technology, best-in-class operating practices, and people-first leadership.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

05:45 — The power of unplanned conversations

06:55 — Why half-formed ideas are a leadership superpower

08:30 — Meetings vs momentum

11:00 — Energy as an operational constraint

14:15 — The danger of over-polished thinking

18:00 — Creating environments where ideas can be safely unfinished

22:10 — Leadership presence over process

26:30 — Rethinking how and when strategy happens

30:45 — What operators can do differently tomorrow

We chat about the following:

1. How can a COO use the “jigsaw puzzle” metaphor to bring clarity and alignment to a fast-growing company?
2. What should a new COO actually do in their first 30, 60, and 90 days to build trust and avoid missteps?
3. How do COOs become the “leash, not the choke collar”, supporting visionary CEOs without slowing them down?
4. What simple systems can COOs introduce early on that create long-term impact without overwhelming the business?
5. How do you determine whether you’re truly operating as a COO… or actually a VP of Ops or GM in disguise?

References:

Cameron Herold

COO Alliance

YouTube Channel

Biography:

Founder of the COO Alliance & Invest In Your Leaders Course

Author of Vivid Vision & The Second In Command

Meet Cameron Herold, the mastermind behind the exponential growth of hundreds of companies. As the founder of the COO Alliance and the Invest In Your Leaders course, Cameron is a dynamic consultant who has coached some of the biggest names in business, including Sprint Telecom and a monarchy in the Middle East. Known as the "CEO Whisperer", Cameron has a reputation for guiding his clients to double their profits and revenue in just three years or less.

Cameron's entrepreneurial journey began at a young age, and by 35, he had helped build his first two $100 million dollar companies. But his greatest achievement came as the COO of 1-800-GOT-JUNK?, where he engineered the company's spectacular growth from $2 million to $106 million in revenue and from 14 to 3,100 employees - all in just six years.

Cameron is not just a successful business leader, but also a captivating speaker. The current publisher of Forbes magazine, Rich Karlgaard, stated "Cameron Herold is the best speaker I've ever heard...he hits grand slams”.

When he's not on stage, Cameron continues to teach through his Second In Command podcast and his bestselling books, including Vivid Vision, Meetings Suck, Free PR, Double Double, and The Miracle Morning for Entrepreneurs.

Cameron is a top-rated international speaker and has been paid to speak in 26 countries and on all 7 continents, including Antarctica in early 2022. He is also the top-rated lecturer at EO/MIT's Entrepreneurial Masters Program and a powerful and effective speaker at CEO and COO leadership events worldwide.

Summary:

00:03:35 – The COO as a jigsaw puzzle builder

00:11:29 – How to use AI as a COO (and where it goes wrong)

00:11:52 – Advice for the first 90 days

00:14:26 – Why early relationship-building matters

00:15:20 – “Be the leash, not the choke collar”

00:16:20 – How to say “no” without shutting people down

00:28:00 – What’s missing in EOS & how COOs fill the gap

00:32:42 – Pick satellite projects, not messy ones

00:33:16 – Avoid big disruptive changes early

00:36:00 – Are you really a COO… or something else?

00:59:23 – Final takeaway

In this special wrap-up episode, Bethany and Brandon look back on the last ten weeks of The Operations Room — the highlights, lessons, and chaos that shaped Season 2 — and share a sneak peek of what’s coming in Season 3.

We reflect on:

• What it really feels like to step into a CEO role (and why it’s lonelier than expected).
• The intensity of leading through change — and learning to switch off when the buck stops with you.
• The balance between growth, leadership, and staying human.
• The power (and pain) of performance reviews done right.
• Why our next season will dive deep into AI, leadership, and rethinking operational strategy.

Plus, we reveal our guest line-up for Season 3 — including returning favourites like Keith Wallington and Cameron Herold, and new voices exploring AI, sales, and the future of strategy.

Love The Operations Room? Please support us by rating and reviewing it here.

You can also share your guest suggestions — one slot left for next season!

Summary

00:00 – Welcome and season recap

02:00 – Bethany’s first 90 days as CEO

07:30 – The reality of responsibility and loneliness at the top

11:50 – Brandon’s reflections on scaling a high-growth team

15:40 – Lessons from performance and salary reviews

20:00 – What’s coming next: AI, leadership, and puzzles vs OKRs

26:00 – Behind the scenes: planning the next season

28:00 – Our Substack

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

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We chat about the following with Matt Lhoumeau: 

1. How do you balance the need for structure with the chaos of fast-growing operations?
2. What happens when marketing becomes a true conversation rather than a one-way message?
3. Why are standards and expectations so critical to building trust in a growing team?
4. How can leaders create clarity without stifling creativity?
5. What’s the real difference between being busy and being effective?

References 

• https://www.linkedin.com/in/mattlhoumeau/
• https://www.concord.app/
• https://eu1.hubs.ly/H0lMWln0

Biography 

Matt Lhoumeau is the CEO and co-founder of Concord, the leading provider of AI-powered Agreement Intelligence solutions. With over a decade of experience transforming how businesses manage contracts, Matt helps operations leaders unlock strategic value from their agreements and turn contracts from cost centers into profit drivers.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

04:05 – AI tools and operational leadership.

08:05 – The power of systems thinking in AI bots

12:01 – Using AI to challenge you

15:16 – AI-first mantra

19:40 – Legal department AI substitutes

22:36 – Being a systems owner

24:30 – ChatGPT as a therapist

27:37 – Using AI to evolve and be durable

31:34 – How tools and frameworks are used over time.

34:58 – The balance between AI and human intervention

35:19 – Evolving with AI

37:05 – The right inputs

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We chat about the following with Jonny Burch: 

• How can rethinking the office itself completely change how people connect, collaborate, and feel part of a company?
• What happens when leaders stop managing people — and start designing environments where people can do their best work?
• Is your company culture something you say — or something you can feel when you walk through the door?
• What’s the real cost of ignoring the “unwritten rules” that shape how your team communicates and collaborates?
• How do you balance flexibility, belonging, and performance when your team is spread across screens and cities?

References 

• Https://linkedin.com/in/jonnyburch
• Https://jonnyburch.com
• hackweeks.com
• toy.studio
• foundupnorth.com

Biography 

Jonny Burch is a designer and exited founder exploring AI through a product lens. He scaled Deliveroo’s consumer design team and went on to found Progression, a platform focused on skills, personal development, and career growth. After raising over $6M from US and UK investors and successfully exiting in 2024, he's now taking time to reflect, supporting teams with AI adoption at hackweeks.com as well as incubating future products under his personal software practice toy.studio. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

06:30 – Maximizing time as a CEO

08:30 – Office culture and space design

10:30 – The CEO Roundtable Retreat

17:00 – Building trust as a COO and CEO

19:30 – Force multipliers and structure

21:00 – Why growth makes CEOs feel disconnected

22:30 – The SaaS Flywheel and diagnosing business health

26:30 – Delegation done right

27:30 – Becoming the CEO

30:00 – The emotional weight of leadership

31:45 – How leadership changes your brain

32:30 – The paradox of influence and isolation

33:30 – Knowing your limits

34:30 – Lessons for leaders

36:00 – Final reflections

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• We chat about the following with David Pullan: 
• How can leaders use storytelling to make their ideas unforgettable?
• What makes a message stick in people’s minds long after the meeting ends?
• Why do leaders often overlook the importance of how they communicate, not just what they say?
• How can storytelling build trust and psychological safety within teams?
• What practical steps can leaders take to transform everyday communication into moments of influence?

References 

• https://www.linkedin.com/in/david-pullan-4b0619a/
• www.thestoryspotters.com

Biography 

David Pullan and his wife and business partner, Sarah Jane McKechnie, first met in a rehearsal room over thirty years ago and have been collaborating ever since. From acting alongside Shirley MacLaine, performing for Henry Kissinger, and filming in the former Yugoslavia (with Robert Downey Jr dancing on the table), to cooking a chicken live on stage, their careers have been defined by spotting, shaping and sharing stories in unexpected ways.

Together, through their company The Story Spotters, they draw on their backgrounds as performers, coaches, scriptwriters and hypnotherapists to help clients master the communication moments that matter. Their book, The DNA of Engagement, offers a story-based approach to building trust and influencing change in today’s noisy corporate world.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:14:40 – Why stories matter more than facts

00:17:37 – Meeting people where they are

00:20:23 – How stories help ideas stick

00:23:04 – A leader’s process for shaping communication

00:28:27 – Common mistakes leaders make with storytelling

00:31:07 – Switching gears: the role of vulnerability

00:36:26 – How authenticity shapes perception

00:39:13 – Balancing emotion and logic in leadership stories

00:42:03 – Why psychological safety is essential

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Aušrinė Keršanskaitė: 

1. How can leaders tell the difference between true resilience and simply powering through burnout?
2. When is “just-enough process” better than perfect systems in a growing company?
3. Which of the five types of resilience—optimistic, stoic, pragmatic, active, or existential—do you rely on most at work?
4. What happens when imposter syndrome hits even the most experienced operations leaders—and how can you use it to grow?
5. Why might learning to walk away from the wrong role or battle be the most resilient decision of all?

References 

• https://www.linkedin.com/in/ausrine
• www.operationsnation.com

Biography 

Aušrinė Keršanskaitė is a seasoned operations leader, community builder, and connector at heart. With over a decade of hands-on experience guiding startups from scrappy pre-seed beginnings to thriving Series B stages, she knows firsthand what it takes to build strong foundations and empower people along the way.

For the past five years, Aušrinė has been the driving force behind Operations Nation, a community-powered knowledge hub that connects and empowers hundreds of operations leaders around the world. Operations Nation offers a safe, supportive space for ops professionals to share advice and “ops war stories,” helping each other survive, grow, and thrive in their careers.

A firm believer that operations is the backbone of every great company, Aušrinė combines her operational expertise with a deep passion for bringing people together and building community wherever she goes.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

05:00 — Balancing speed versus sustainability in scaling operations

11:00 — Timing back-office investments and compliance readiness

15:00 — Re-orgs, structural resilience, and organizational adaptability

17:00 — Introduction to the Five Types of Resilience framework

21:00 — Deep dive into each resilience type with personal stories

28:30 — Imposter syndrome and trusting your gut as a leader

33:00 — Redefining success and boundaries in operations roles

37:00 — Shared vulnerability and leadership resilience

39:30 — Final takeaway: putting your own oxygen mask on first

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following: 

• How should leadership roles evolve as a company shifts from startup to scale-up?
• What’s the real cost of not shipping products regularly, beyond just revenue impact?
• How can meeting culture be reshaped to truly drive collaboration and outcomes?
• Where’s the balance between a CEO’s product vision and a COO’s operational priorities?
• How do you hire quickly for growth without compromising cultural fit?

References 

• https://www.linkedin.com/in/themathiasmeyer/
• https://intentionalorganization.com
• https://intentionalorganization.com/book
• https://www.linkedin.com/in/saralouhicks/

Biography 

Mathias Meyer is an executive coach, repeat startup founder, and writer based in Berlin. A former CEO and CTO, he has grown multiple remote teams to successful exits, including Scalarium (Amazon), Travis CI (Idera), and Reaction Commerce (Intuit). Today, through The Intentional Organization, he coaches and advises leaders navigating the challenges of scaling their businesses and themselves. Outside of work, Mathias enjoys nature, cultivating his vegetable garden, and fermenting produce.

Sara Hicks is a seasoned product leader and founder, having held senior roles at Yahoo!, Etsy, and Media Temple before launching her own company, Reaction Commerce, where she served as CEO until its acquisition by Mailchimp (later Intuit). Now based in Los Angeles, she partners with Mathias at The Intentional Organization, supporting founders and executives through coaching, mentoring, and facilitation.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:05:58 – Leadership in growth

00:08:21 – Shipping momentum

00:10:57 – Fixing meeting culture

00:14:47 – Scaling challenges

00:18:12 – Product alignment

00:24:30 – CEO/COO dynamics

00:31:05 – Trust as a leadership asset

00:37:40 – Vision vs. operations

00:41:15 – Hiring for fit

00:44:50 – Final reflections 

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• We chat about the following with Jillian Reilly: 
• What does it really take to be an effective facilitator of change within an organisation?
• How can operators lead confidently in uncertainty without overpromising outcomes?
• When should leaders rely on intuition over data—and how do they build that instinct?
• Can resilience be intentionally developed, or is it only forged through hardship?
• How do you balance empathy with accountability when leading teams through tough transitions?

References 

• https://www.linkedin.com/in/jillianreilly/
• https://jillreilly.substack.com/
• www.tenpermissions.com

Biography 

Jillian Reilly is a founder, writer, keynote speaker, and consultant with 30 years’ experience in social, organisational, and personal change across Africa, Asia, and Central Europe. She helps people navigate change and accelerate growth, and is the author of The Ten Permissions (forthcoming), which challenges outdated approaches to adult life in the 21st century. Her memoir, Shame: Confessions of an Aid Worker in Africa, reflects on her early career in international development. Jillian’s work has been featured in the Washington Post, Newsweek, and the LA Times, and her TEDx talk Vain Aid offers insights from the aid industry. She also created the Courageous Conversations podcast, funded by the Ford Foundation, spotlighting African activists.  

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:06:10 – Becoming a change facilitator

00:08:43 – Leading in uncertainty

00:10:46 – Trusting intuition

00:14:19 – Navigating profound change

00:18:29 – Leading without a grand vision

00:22:40 – Building resilience

00:28:15 – Reframing setbacks

00:35:50 – Holding onto purpose

00:42:10 – Empathy vs. accountability

00:44:05 – Final reflections

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We chat about the following with Helen Goldberg: 

• How can founders avoid becoming the bottleneck when every decision passes through them?
• What should drive hiring decisions—current skill gaps or future strategic needs?
• How is the evolving role of marketing reshaping sales strategy and growth?
• Can AI truly transform legal and operational processes without compromising quality?
• What’s the most effective way to empower sales teams to take ownership of results?

References 

• https://www.linkedin.com/in/helen-goldberg-1339801/
• www.legaledge.co.uk

Biography 

Helen is COO at LegalEdge, working with CEO Donna to deliver fractional in-house counsel services for scaling companies. She focuses on using the right people, processes, and technology to simplify legal work, integrate it into operations, and ensure lean, scalable solutions. Passionate about avoiding “over-lawyering,” Helen champions pragmatic, commercial legal strategies that help clients prioritise what matters, manage risk, and close deals faster.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:03:41 – Founder decision bottleneck

00:08:24 – Smarter hiring

00:09:07 – Marketing’s new role

00:13:56 – AI in legal operations

00:15:25 – Scaling the team

00:16:49 – Sales team empowerment

00:17:10 – Contract management rules

00:17:31 – Quarter-end readiness

00:43:37 – Startup legal essentials

00:43:45 – Scale-up legal strategy

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We chat about the following with Dirk Sahlmer: 

• How should leaders balance ambitious growth metrics with the realities of current team capacity?
• When does leadership involvement cross the line into micromanagement—and how can you avoid it?
• Can offshoring and distributed teams truly maintain a unified culture and performance standard?
• What does a “bootstrap future” look like, and is it a viable model for scaling sustainably?
• How can a central operations team best support rapid growth without slowing innovation?

References 

• https://www.linkedin.com/in/dirksahlmer/
• https://www.saas.wtf

Biography 

Dirk Sahlmer is the Head of Origination at saas.group, a serial acquirer of small, capital-efficient SaaS companies. Known for his insightful LinkedIn posts and newsletter articles on SaaS industry trends and M&A topics, he is a respected voice in the SaaS community.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:07:06 – Measuring progress towards the future vision

00:10:30 – Leadership decisions in action

00:13:13 – Workforce shifts and offshoring

00:17:57 – The “bootstrap future”

00:20:49 – Building a central operations team

00:22:59 – Avoiding micromanagement

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We chat about the following with Anna Tavis: 

• If career growth is no longer about climbing the ladder, how should we redefine success in professional development?
• Are our current learning systems truly preparing people for real work, or are they just ticking boxes outside the flow of everyday tasks?
• Could AI-powered coaching finally make professional development as personalised and responsive as a sports coach with their athletes?
• What happens to the manager’s role when AI takes over much of the supervision—does it free them to become genuine mentors?
• How do we ensure AI-driven development tools enhance equity and well-being, rather than deepen existing gaps?

References 

• linkedin.com/in/annatavis
• https://www.sps.nyu.edu/homepage/academics/divisions-and-departments/division-of-programs-in-business/human-capital-management/coaching-and-technology-summit.html
• https://www.amazon.com/Humans-Work-Practice-Creating-Workplace/dp/1398604232
• https://www.amazon.com/Digital-Coaching-Revolution-Employee-Development/dp/1398612510

Biography 

Dr. Anna Tavis is Clinical Professor and Chair of the Human Capital Management Department at NYU’s School of Professional Studies. Recognised on the Thinkers50 Radar (2020) and among the Top 100 Global Influencers in People Analytics (2023, 2024), she co-authored Humans at Work (2022) and The Digital Coaching Revolution (2024).

Her global career spans business, consulting, and academia, including senior roles at Motorola, Nokia, United Technologies, and AIG Investments, as well as faculty positions at Columbia University, Williams College, and Fairfield University.

Her Harvard Business Review articles, “HR Goes Agile” and “The Performance Management Revolution,” co-authored with Dr. Peter Cappelli, have been featured in HBR’s Must Reads, Definitive Management Ideas of the Year, and Agile: The Insights You Need.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:13:29 – Defining professional development

00:15:21 – Why traditional tools fall short

00:18:30 – AI-driven coaching in action

00:25:04 – Rethinking career growth

00:30:24 – Responsible AI rollout 

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We chat about the following with Matthew Stone: 

• What message are you sending when you cancel a one-on-one — and is it the one you want employees to hear?
• Could listening more than you speak be the simplest way to strengthen trust and engagement?
• One-on-ones aren’t just meetings — how can they become your most powerful tool for retention and inclusion?
• Without proper training, are managers unknowingly missing the real value of one-on-ones?
• How can ending every one-on-one with clear commitments turn talk into tangible results?

References 

• www.emeiconsulting.com

Biography 

Matthew has spent decades working with some of the world’s leading organisations supporting their cultural evolution. He has designed and led transformational programmes at Group Board and Executive level on an individual and team basis in the areas of leadership, strategy, delivery and performance management and has advised on the attraction, development and retention of leading industry talent.

Through his direct experience in multiple settings, he understands organisational ecosystems from Board to early careers and their associated challenges. A master coaching practitioner, 

Matthew has spent his life exploring and embracing techniques and philosophies from around the world committing his life to building and refining approaches to individual and collective development. These include an understanding of who we are and who we could be at depth, pathways that engineer our optimal development and the interplay of peer to peer development.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

18:14 – Curiosity over metrics in accountability conversations

31:06 – The starting point for emotional intelligence

35:28 – Building trust during onboarding

36:42 – The value of executive coaching

38:46 – Vulnerability as a leadership tool

41:26 – Preparing for difficult conversations

43:36 – One takeaway for leaders

Going forward, we'll be releasing 10 episodes at a time, starting June 5th 2025.

Join our WhatsApp community: https://chat.whatsapp.com/J8w0bDV0pBtHUPzlvmzTgb

Stay tuned!

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We chat about the following with Steven Rogelberg: 

1. Are your one-on-ones actually driving engagement, or are they just another meeting on the calendar?
2. What message are you really sending when you cancel a one-on-one—and how does it impact employee trust?
3. Why is listening more than speaking the secret to making one-on-ones truly effective?
4. How can structured one-on-ones boost productivity, retention, and even inclusion within your team?
5. Are most managers failing at one-on-ones simply because they’ve never been trained to do them well?

References 

• https://www.linkedin.com/in/rogelberg/
• stevenrogelberg.com

Biography 

Dr. Steven G. Rogelberg is a Chancellor’s Professor at UNC Charlotte and a leading expert on meetings. An award-winning organizational psychologist, he has over 200 publications, 12,000+ citations, and received the prestigious Humboldt Award for his research. Adam Grant calls him the “world’s leading expert on how to fix meetings.”

His book The Surprising Science of Meetings appeared on 25+ “best of” lists, including The Washington Post’s #1 leadership book to watch. His latest book, Glad We Met: The Art and Science of 1:1 Meetings, has earned high praise, including recognition from SHRM and Forbes.

Rogelberg has been featured on CBS This Morning, CNN, BBC World, NPR’s Morning Edition, and major publications like The WSJ, NY Times, Bloomberg, and National Geographic. His keynotes have been delivered worldwide at top organizations including Google, Amazon, Pfizer, and the United Nations.

In 2022, he testified before the U.S. Congress and was the inaugural winner of SIOP’s Humanitarian Award.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

14:40 The Importance of One-on-Ones

17:48 Common Mistakes in One-on-Ones

23:40 Building Trust and Connection

26:51 Key Elements of Effective One-on-Ones

27:22 Surprising Insights from Research

30:34 Training and Supporting Line Managers

33:28 Creating a Culture of Effective Meetings

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We chat about the following with Charlie Cowan: 

• Is AI more accessible than we think?
• What’s the difference between AI agents and workflows—and why does it matter for businesses looking to scale?
• How can organizations build their own AI-powered tools instead of relying solely on SaaS solutions?
• What role does leadership play in AI adoption, and why is AI literacy now a must-have skill for future executives?
• Can a simple “power hour” or habit shift really transform your productivity—and what does AI have to do with it?

References 

• https://www.linkedin.com/in/charliecowan/
• www.charliecowan.ai
• www.kowalah.com

Biography 

Charlie works with CEOs and senior leaders looking to embed AI behaviours across their organisation.

With a 25 year career in SaaS, consulting and enterprise sales, Charlie bridges the gap between AI technology and practical applied use cases that help teams work smarter and faster.

Charlie is the author of two books - How To Sell Tech and The Revenue Operations Playbook.

Charlie is the founder of Kowalah, an AI-powered platform that helps buying teams to run a great buying processes, pick the right vendors and reduce the fear of messing up.

Charlie built Kowalah as a solo-founder using AI development tools.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

26:36 Introduction to AI Adoption for Non-Technical Executives

027:16 Understanding AI Optimism vs. Pessimism

28:08 Defining AI Policies for Effective Implementation

29:52 The Concept of Agentic AI

31:23 Distinguishing Between Agents and Workflows

33:01 Building Effective AI Agents

37:49 Evaluating Future Tech Stacks for AI Integration

43:05 Empowering Leadership in the Age of AI

46:06 Navigating AI Tools for Policy Management

46:23 Crafting Effective Prompts for AI Tools

49:54 Building a Data Repository for Enhanced Insights

51:44 The Power Hour: Maximizing Productivity

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We chat about the following with Eric Collins: 

1. What makes the COO the true "source of truth" in scaling a venture-backed company?
2. How can COOs balance growth while CFOs maintain financial discipline—and why does this partnership make or break success?
3. Why is succession planning not just a CEO concern, but a critical step for every COO aiming to lead?
4. Can a COO ever match a founder's passion, or is their power found in something entirely different?
5. What does it really take for a COO to transition into the CEO seat—and what role does backfilling play in that journey?

References 

• https://www.linkedin.com/in/ericdcollinsba/?originalSubdomain=uk
• www.impactxcapital.com

Biography 

Eric Collins is a serial entrepreneur, investor, and host of Channel 4's The Money Maker. He’s held leadership roles at AOL, TimeWarner, SwiftKey/Microsoft, and Touch Surgery/Medtronic.

Appointed by President Obama to the Small Business Administration’s Council on Underserved Communities, Eric now serves on the boards of Cirata, UnLtd, Crux, and Autograph ABP. A sought-after speaker and Audi brand ambassador, he’s consistently featured on The Powerlist of influential Black Britons.

His award-winning book, We Don’t Need Permission (Penguin), advocates for investing in Black and underrepresented entrepreneurs as a powerful driver of social change.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

23:55 The unique role that the CEO plays in a scaling organisation 

28:05 The value of the COO next to the CFO

30:58 Progressing as a COO

33:11 CEO and COO Succession Planning

33:51 The Passion of Founders vs. COOs

39:56 Planning for Success as a COO

43:16 Setting the Agenda in Board Meetings

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We chat about the following with Chris Hatfield: 

1. What if naming your anxiety was the first step to taking back control?
2. How can leaders foster vulnerability without losing authority?
3. Is your ‘stress container’ full, and how do you know when it’s overflowing?
4. Are we truly addressing the root of anxiety, or just applying quick fixes?
5. What if managing mental health was less about avoidance and more about sitting with discomfort?

References 

• https://www.linkedin.com/in/chrishatfieldsalespsyche/
• www.salespsyche.co.uk

Biography 

A sales mindset and well-being Coach and Author of Sales Psyche. With over 15+ years of experience working with the likes of Meta, Google, Salesforce, Experian and O2. Focused on supporting salespeople and leaders in developing a healthy and high performing mind. Also founded a run community, Run Your Mind, that is focused on mental well-being. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:31 Understanding Anxiety

16:52 The Nature of Anxiety in Men

19:14 Coping Mechanisms for Anxiety

20:36 Proactive vs Reactive Approaches to Anxiety

22:46 Identifying When Anxiety Becomes a Problem

25:10 The Importance of Vulnerability in Leadership

29:01 Understanding the Stress Container Exercise

36:05 The Importance of Reflection and Action

37:59 Tools for Managers to Address Anxiety

34:14 Creating a Mental Health Culture in Organizations

39:18 Training Managers for Mental Health Awareness

42:49 Sales-Specific Strategies for Managing Stress

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We chat about the following with Eric Stone: 

• Is your workplace culture truly driving success, or just a ‘flavor of the week’ experiment?
• How can leaders balance structure and empowerment without losing control?
• What does a simple story like ‘Johnny the Bagger’ reveal about ownership and impact at work?
• Are we equipping employees with the right tools and trust, or just expecting results without support?
• What makes relationships the hidden engine behind high-performance workplace cultures?

References 

• https://www.linkedin.com/in/eric-stone-clear-path/
• ericdstone.com and clearpathventures.com
• https://www.instagram.com/clearpathventures_/ c. https://www.facebook.com/profile.php?id=100040382190383 d. https://www.youtube.com/@ericdstone1/about

Biography 

ERIC D. STONE’S passion for business led him to an influential twenty-six-year career at the iconic rental car company Enterprise Holdings, where he quickly became one of the most decorated Regional Vice Presidents in the company’s history. His ability to connect and motivate employees from all different generations and demographics allowed his teams to sustain top-level results and a culture of pride. Eric attributes much of this success to his ability to create, ignite, and sustain a high-performance culture—one that enabled him to lead his teams through challenges like 9/11, the Great Recession, the COVID-19 pandemic, and the Great Resignation—along with an extraordinary ability to adapt to the unexpected and help others do the same.

Eric is the author of the award-winning book Jumpstart Your Workplace Culture and an international speaker on leadership, employee engagement, and creating high-performance organizations. He retired from Enterprise in 2018 and founded Clear Path Ventures, which specializes in guiding young professionals and businesses as they navigate their path to success.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

17:17 Core Thesis of 'Jumpstart Your Workplace Culture'

18:25 Understanding Employee Engagement

19:04 Building Strong Relationships in the Workplace

20:17 Leadership's Role in Workplace Culture

23:57 Effective Communication Strategies

26:54 The Johnny the Bagger Story: A Lesson in Ownership

30:05 Empowerment vs. Accountability in Leadership

31:04 Balancing Standardization and Empowerment

32:33 Ego and Leadership: Letting Go of Control

34:18 Identifying and Nurturing Culture Carriers

36:12 The Importance of Clear Communication and Culture 

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We chat about the following with Charlie Cowan: 

• How can professionals stay updated in an era where AI is rapidly disrupting industries like sales and marketing?
• With AI advancing faster than its everyday adoption, how can businesses bridge the gap between innovation and practical implementation?
• How can non-developers leverage AI tools to accelerate product development while overcoming emotional and technical challenges?
• In a world where restrictive AI policies hinder adoption, how can organisations balance data privacy concerns with fostering innovation?
• Rather than replacing jobs, how can AI be used to supercharge teams, enhance leadership effectiveness, and drive productivity?

References 

• https://www.linkedin.com/in/charliecowan/
• charliecowan.ai
• https://v0.dev/
• https://replit.com/ai
• https://lovable.dev/
• Bolt.new
• https://www.cursor.com/
• https://codeium.com/windsurf
• https://notebooklm.google.com/

Biography 

Charlie Cowan helps organisations accelerate AI adoption, guiding CxOs in embedding AI-driven processes to unlock new opportunities. As the founder of Kowalah, an AI-powered buying platform, he built the business from scratch—without prior coding experience—using AI tools. Now, he shares his journey to inspire others to embrace AI innovation.

An author of four books on sales, revenue operations, and go-to-market strategy, Charlie provides practical insights for scaling startups and sales teams. Passionate about AI and business transformation, he continues to drive conversations on the future of AI adoption and leadership.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

20:13 Introduction to Charlie Cowan and His Journey

23:14 The Impact of AI on Business and Personal Reinvention

25:35 Building Koala: The Journey of a Non-Developer

28:00 Navigating Challenges in AI Development

30:48 Balancing Consulting and Product Development

31:27 Leveraging LinkedIn for AI Insights

32:40 The AI Bubble and Company Policies

34:55 Embracing AI: Opportunities and Risks

41:28 Transforming Organisations with AI

44:02 Innovative Tools for Information Management

46:38 Practical AI Applications in Leadership

49:23 Final Thoughts on AI and Automation

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We chat about the following with Cassie Young: 

• How can leaders ensure that their "first team" prioritises organisational success over individual functions?
• What steps can teams take to align incentives and build trust to resolve conflicts more effectively?
• How does empathy in communication and transparency enhance team dynamics, especially in structured yet flexible meeting cadences?
• Why is developing P&L fluency and understanding market dynamics essential for senior executives, and how can organisations address these gaps?
• How can leaders strategically network and cascade critical insights to maintain clarity and alignment within teams?

References 

• https://www.linkedin.com/in/cassyoung/
• https://www.primary.vc/

Biography 

Cassie Young is a General Partner at Primary Venture Partners, a $1B AUM early-stage venture capital firm in New York, backing companies like Chief, Alma, and K Health. She leads B2B software investments and oversees the firm's portfolio impact team, the largest of its kind among seed funds globally.

Previously, Cassie was Chief Customer and Commercial Officer at Marigold (formerly CM Group), where she led global operations and strategy across a portfolio of marketing tech brands, following Marigold’s acquisition of Sailthru in 2018. At Sailthru, she held multiple executive roles, ultimately serving as Chief Revenue Officer. Earlier, she led marketing and analytics teams at GLG, Savored (acquired by Groupon), and TheLadders, starting her career as an analyst at Citigroup.

A Duke graduate with an MBA from Tuck School of Business at Dartmouth, where she earned the Dero Saunders Award, Cassie is passionate about advancing women in leadership. In 2023, she launched On the Business, a program helping hundreds of senior women in software enhance their P&L fluency and boardroom skills.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

08:12 Introduction and Context Setting

19:17 Understanding the Concept of First Team

21:00 The Importance of Team Dynamics

21:35 Creating a First Team Mindset

23:00 Fostering Cross-Functional Collaboration

24:13 Aligning Incentives for Team Success

28:25 Overcoming Pushback on Team Engagement

31:12 Communicating with Empathy

34:04 Effective Meeting Cadences

41:03 Navigating Conflict and Accountability

42:23 Essential Skills for Executives

46:06 The Role of Founders and Leadership Styles

48:43 The Importance of Alignment and Communication

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We chat about the following: 

• How do COOs turn their knowledge gaps into strengths through experience?
• What can personality tests like the Enneagram teach us about effective COOs?
• How do COOs balance servant leadership with the challenges it brings?
• What’s the secret to building a powerhouse CEO-COO relationship?
• How can COOs use self-awareness to grow as leaders and advisors?

References 

• https://www.linkedin.com/in/diviniaknowles
• www.daijo.io
• www.cooroundtable.com

Biography 

Divinia Knowles is an accomplished operator and coach with extensive experience supporting startup and scale-up COOs, CEOs, and leadership teams through growth, exit, and beyond. With a career spanning roles as COO, CFO, CEO, and Board Advisor, Divinia has worked with companies like Pact Coffee and Mind Candy, helping scale global brands and drive success.

As the founder of the London COO Roundtable, Divinia has built a thriving network for operational leaders. Since 2017, she’s coached over 150 executives, combining advanced coaching accreditation with expertise in organizational psychology, resilience, and team dynamics.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:42 Exploring COO Strengths and Weaknesses

26:36 Personality Types and Archetypes in Leadership

28:09 The Shadow Side of COOs

29:06 Servant Leadership

30:21 The Relationship Between COOs and CEOs

35:24 Ruminating vs. Acting: Different Leadership Styles

37:24 Embracing Public Speaking and Thinking on Your Feet

39:28 The Ruminator: Processing Information Over Time

41:04 The Caregiver Archetype in Leadership

45:39 Balancing Empathy and Performance Management

47:54 The Nature of Relationships in Leadership

48:44 Directness and Good Intent in Communication

49:33 Embracing Self-Awareness and Personal Growth

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We chat about the following: 

• How do COOs build trust with key decision-makers while staying behind the scenes?
• What’s the secret to thriving in a role that demands constant adaptability?
• How can COOs master resource allocation when scaling feels chaotic?
• Why is being an external spokesperson a game-changer for COOs?
• How do COOs and CEOs create a partnership that drives success?

References 

• https://www.linkedin.com/in/diviniaknowles
• www.daijo.io
• www.cooroundtable.com

Biography 

Divinia Knowles is an accomplished operator and coach with extensive experience supporting startup and scale-up COOs, CEOs, and leadership teams through growth, exit, and beyond. With a career spanning roles as COO, CFO, CEO, and Board Advisor, Divinia has worked with companies like Pact Coffee and Mind Candy, helping scale global brands and drive success.

As the founder of the London COO Roundtable, Divinia has built a thriving network for operational leaders. Since 2017, she’s coached over 150 executives, combining advanced coaching accreditation with expertise in organizational psychology, resilience, and team dynamics.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

04:49 Introduction to COO Strengths and Weaknesses

19:23 Exploring COO Strengths

20:33 Identifying Gaps in COO Skills

21:22 The Role of External Spokesperson

26:37 Resource Allocation Challenges for COOs

31:16 Understanding Financial Reports and Business Metrics

32:44 The Importance of Financial Forecasting

31:23 Exploring Business Models and Metrics

40:18 Future-Facing Opportunities in Business

46:04 Strengths-Based Management and Just-in-Time Learning

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We chat about the following with Shane Harris: 

• What role does sustainable growth, cash flow positivity, and dynamic budgeting play in a company’s success?
• How can company culture and strategic alignment influence decision-making and long-term growth?
• Why is understanding customer lifetime value and identifying productive customers critical for sustainable business strategy?
• What steps should startups take to prepare for a successful exit?

References 

• https://www.linkedin.com/in/shanecharris

Biography 

Shane is a seasoned tech executive with a passion for building high performance teams, optimizing business systems and establishing KPI frameworks that drive scalable growth. As COO of enterprise software company Cameyo, acquired by Google, he has a proven track record of strategic leadership through scale and exit. Prior to Cameyo, Shane led operations and helped grow Vasion (formerly PrinterLogic) from 13 to 300+ employees and over 35x revenue growth. Shane has an MBA from Duke University where he graduated at the top of his class.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

06:46 Introduction

27:05 Startups, goals, and roadmaps

28:07 No frills

28:49 Cameo's Exit Strategy and Company Culture

30:42 Exit strategies

32:18 The Value of Bootstrapping vs. Funding

33:54 Navigating Growth Paths and Strategic Decisions

35:26 The Role of Operations in Business Success

39:38 Preparing for Acquisition: Metrics and Data

42:58 Stages of Development and Strategic Objectives

47:40 Lessons Learned for Future Exits

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We chat about the following with Jon Calvert: 

1. How can startups effectively protect their innovations through intellectual property (IP)?
2. What are the key differences between patents, copyrights, and trade secrets, and when should each be used?
3. How can a well-crafted IP strategy enhance a startup's valuation during funding rounds or mergers and acquisitions?
4. What steps should startups take to meet the criteria for patentability, such as novelty and inventiveness?
5. How can education and awareness about IP help startups maximize its value and explore alternative financing options like IP asset-based lending?

References 

• https://www.linkedin.com/in/joncalvert/
• www.clearviewip.com
• https://www.deloitte.com/au/en/services/financial-advisory/perspectives/deloitte-ip-360-survey.html

Reading list:

Protecting Intellectual Property: What Startups Need To Know

What is Intellectual Property? 

IP Competitive Benchmarking — ClearViewIP

IP Due Diligence — ClearViewIP

IP Sales, Licensing & Tech Transfers — ClearViewIP

IP Valuations — ClearViewIP

Valuing Intellectual Property Assets

Biography 

A globally recognised IP Strategist, Jon helps clients drive business value and competitive advantage through effective management of their intangible assets. Jon has advised investors, Boards and C-suite executives on hundreds of transactions and built winning Value Creation and Risk Management strategies for some of the World’s most innovative and successful organisations.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

03:07 Introduction to Intellectual Property and Its Importance

14:22 Understanding Patent Types and Their Roles

16:33 When Should Startups Consider Patents?

19:35 What is Patentable? Exploring Novelty and Inventiveness

23:15 User Interface Design and Intellectual Property

25:25 Building an IP Strategy for Startups

27:52 The Role of IP in Funding Rounds

35:37 IP Asset-Based Lending: A Financial Strategy

38:39 Valuing Intellectual Property for Buyers

43:56 Final Thoughts on IP Education and Strategy

Additional Resources

Short essential e-learning:

WIPO Academy: DL001E - DL-001 Primer on Intellectual Property

EPO Course: IP strategy 

Further learning:

Academy Course Catalog

DL-170 Specialized Course on the Essentials of Patents

DL301E - DL-301 Patents

DL-302 Trademarks, Industrial Designs and Geographical Indications

DL-450 Intellectual Property Management

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We chat about the following with John Fraser: 

1. How can companies effectively educate employees to ensure the success of their ESOPs?
2. What steps should organizations take to navigate the complexities of share options and stakeholder involvement?
3. How can companies balance basic implementation steps with long-term implications when designing share schemes?
4. At what point should companies transition from spreadsheets to dedicated tools for managing share data?
5. What are the best practices for communicating compensation strategies and leveraging resources like the Index Ventures report?

References

• https://linkedin.com/in/john-fraser-a1bb8876

Biography 

John Fraser brings a wealth of experience with over 20 years in finance and accounting. He spent 4 years specializing in VAT with HMRC and 10 years in the oil and gas industry, working with a NYSE-listed company in diverse roles spanning statutory reporting, management accounting, FP&A, internal audit, and controllership. For the past 6 years, he has been a key contributor at Peak, leveraging his expertise to drive financial excellence.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

19:52 Introduction to ESOP and Its Evolution

21:17 Navigating the Initial Steps of ESOP Implementation

24:05 The Importance of Employee Education and Communication

26:07 Challenges in Seeking External Support for ESOP

26:58 Strategic Considerations for Future-Proofing ESOPs

29:00 International Considerations and Cross-Border Challenges

32:21 Choosing the Right Share Management Tools

40:12 Final Thoughts and Key Takeaways

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We chat about the following with Trecilla Lobo: 

• How can your organisation prepare early for the IPO journey, ensuring alignment across teams and addressing unique challenges in advance?
• What steps can you take to foster collaboration and effective communication among all stakeholders during the IPO process?
• How to address the cultural shifts and employee retention challenges?
• What strategies should be implemented to ensure compliance with regulatory requirements and adapt share schemes effectively for the post-IPO landscape?
• What does a clear and actionable post-IPO strategy look like for your organisation, and how will it guide long-term success?

References 

• https://www.linkedin.com/in/trecillalobo
• https://resources.ledgy.com/ipo-readiness-playbook

Biography 

People Leader with 20+ years of experience building, scaling, and transforming  VC/PE backed companies (fintech, biotech, B2B, and B2C) through their people.  With a strong track record of exits including IPO.  I grew my career in the people function with listed companies and transitioned those skills to building companies with a strong scaling and transforming smaller high-growth tech companies across multiple locations from 100+ to 2,500+. 

Experience of Fintech, Biotech and deep tech.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

20:18 What is unique about the IPO journey

21:04 What happens to the people after an IPO?

22:16 Key Work Streams in IPO Preparation

25:50 Post-IPO Challenges and Cultural Shifts

28:49 Preparing for Exit Events: IPO vs. Acquisition

31:00 Best Practices for Early IPO Preparation

39:33 Share options

40:40The Role of External Expertise in IPOs

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We chat about the following with Andrew Richardson: 

1. What does high performance truly mean in the context of your organisation, and how can it be clearly defined to align with its goals?
2. How can a culture of ownership, where employees feel empowered yet aligned with organisational objectives, be fostered to enhance motivation and success?
3. In what ways can feedback and challenges be incorporated into daily management practices to ensure they are continuous, constructive, and impactful?
4. How can leaders balance the focus on results and behaviours to create an environment of abundance, reducing competition and fostering collaboration among team members?
5. What role should managers play in transforming performance management from a task-oriented system to a behaviour-changing practice that supports team development and success?

References 

• linkedin.com/in/andrew-richardson-34404b33
• www.foundationpartners.co.uk

Biography 

Andrew is the Co-founder & Managing Partner of Foundation Partners, an EU-focused People, Talent & HR Consultancy. The group has worked with over 200 high-growth technology companies and venture funds over the last 7 years. 

Early in his career, he scaled award-winning technology consulting company La Fosse from 10-250 people. He went on to be Co-founder of Eka Ventures a $100m Consumer technology venture fund. Most recently he was Director of People & Ops for Napo, a growth stage technology company. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

6:32 Introduction to Performance Management

22:50 What are the three things a company can do to encourage high performance? 

23:52 Defining High Performance Culture

24:54 Ownership

26:21 Facilitating Results in Organizations

27:15 Creating an Abundant Work Environment

28:35 Focus

29:26 Creating a Culture of Abundance

32:20 Rethinking Performance Management

34:20 The Importance of Continuous Feedback

35:36 Ownership

41:40 Documentation in Performance Management

43:30 High performance vs values

45:56 Key takeaways

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We chat about the following with Simon Menashy: 

• The European VC market’s significant changes in the last few years.
• Sustainable growth prioritised over growth at all costs.
• What are the main challenges the software market is facing?
• What are realistic exit expectations? 
• What are the crucial components for a successful exit?

References 

• www.linkedin.com/in/simonmenashy

Biography 

Simon Menashy is a Partner at MMC. He specialises in AI-related investments, and has led deals such as Ably, Senseye and Signal AI.

Simon joined MMC in 2011. He is a member of the Investment Committee and co-leads the investment team. As one of the most active AI investors in the European early-stage venture market, Simon has led, sponsored or worked on close to 150 deals with more than 60 companies over the past decade.

Simon believes AI innovation will happen at multiple layers of the tech stack, and is focused on investments from the application layer down to the data pipelines that feed the models. 

Simon’s background is in tech and media strategy consulting at Deloitte. He holds a degree in Physics and Space Research and previously started an IT consulting business.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:49 The Evolution of the European VC Market

18:39 Navigating the New Normal in Funding

22:02 The Software Market's Challenges and Opportunities

26:13 Where should COOs be looking and how should they be pitching themselves?

27:21 Identifying Hot Areas for Investment

27:45 The Role of COOs in Today's Market

28:29 The State of Exits in the VC Landscape

30:39 Resetting Expectations for Exits

36:54 The Future of the VC Ecosystem

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We chat about the following with Mark Farnell: 

• How is AI impacting marketing operations? 
• Where to start with building a marketing tech stack.
• Why it's important to consider the complexity and scalability of current platforms.
• Regularly reviewing and optimising the marketing tech stack is crucial for success. Use the first year or two to understand if a tool is a long-term solution before committing to a multi-year contract.
• What value does Intent data platforms provide? 
• Why sales enablement is crucial for getting the most value out of marketing automation tools.
• The build vs. buy decision based on your current situation and long-term plans.

References 

• https://www.linkedin.com/in/markfarnell/

Biography 

A senior marketing operations leader with more than 12 years experience in marketing technology and process. I build and scale the platform and insight needed to understand and grow predictable pipeline.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

6:42 Introduction and Background

17:36 The Impact of AI on Marketing Operations

18:01 Challenges of AI in Marketing Content

19:02 The Value of AI in Marketing

20:26 Building a Comprehensive Marketing Tech Stack

23:26 Vendor Management and Tech Stack Optimisation

24:29 Introduction and the Importance of Long-Term Tool Evaluation

25:44 Essential Tools for a Startup's Series A Toolkit

34:39 Challenges and Value of Intent Data Platforms

35:08 The Build vs. Buy Decision

37:14 Importance of Clean Data and Data Research Approaches

39:14 Key Takeaway: The Importance of Data

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We chat about the following with Daniel Harris: 

• What to consider when negotiating equity packages.
• What are the different equity schemes, such as sweet equity, and their implications?
• When to be aware of with tax implications and when to seek expert advice.
• Paying attention to strike prices and their impact on the value of equity.
• How to align incentives and interests between founders, management teams, and employees.
• Is it possible to ensure alignment between company strategy and compensation structure?

References 

• www.linkedin.com/in/daniel-harris-a7333511
• www.pwc.com

Biography 

I lead the Reward team in the Regions and have over 20 years’ experience of advising companies (both public and private/ private equity backed) and their remuneration committees on all aspects of executive compensation, including the design and implementation of tax efficient and commercially effective pay structures and management incentive plans in the UK and overseas.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

13:56 Introduction and Relevance of the Topic

02:43 Exploring Different Equity Schemes

24:33 Equity Structures in Different Stages of a Company's Lifecycle

26:47 Considerations for US Taxpayers in Negotiating Equity Packages

30:56 Key Elements of a Good Equity Package

34:13 Changes in Strike Prices and EMI Scheme in the UK

36:16 Balancing Performance-Based Vesting

39:45 The Benefits of Accelerated Vesting

41:00 Understanding the Differences in Equity Compensation Systems

41:57 Main Takeaways

We chat about the following with Ben Read and Andy Wright: 

• How can trust and delegation enhance command and control in leadership?
• What behaviours and actions are essential for building trust and psychological safety within a team?
• How do confidence, humility, and self-regulation impact leadership effectiveness in high-pressure environments?
• What role does continuous learning and development play in personal and professional growth for leaders?
• How can leaders use mistakes as opportunities for improvement while maintaining team trust and integrity?

References: 

• https://www.linkedin.com/in/ben-read-7681b8161/

Biography: 

Ben is the founder and CEO of redeployable, and has spent over 10 years in the military as part of the Royal electrical and mechanical engineering unit. 

Andy Wright is the former regional VP for Salesforce, and also spent over 20 years in the military as a pilot.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Background

18:56 Command and Control in the Military

20:23 Translating Military Values to the Business World

22:26 Building Trust and Psychological Safety

24:24 Psychological Safety and Leadership

29:21 Leadership Under Duress

30:02 Self-Regulation and Understanding Your Role

34:03 Training, Education, and Development

37:32 The Importance of Humility in Leadership

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We chat about the following with James King: 

• How can we align talent identification with individuals' strengths, interests, and values to maximise performance?
• How can cognitive tests and psychological profiling improve our ability to assess baseline skills and training potential?
• What role do simulations and role plays play in assessing candidates for specific roles effectively?
• How can focusing on concordant goals and real-life scenarios reduce bias and improve talent identification outcomes?
• What strategies can we implement to ensure a rigorous and comprehensive assessment process across multiple roles?

References: 

• https://www.linkedin.com/in/acceleratingexcellence/
• https://jamesaking.com

Biography: 

King is the bestselling author of 'Accelerating Excellence- The Principles that Drive Elite Performance’. James is a trusted advisor to elite military units, owners, leaders and superstar athletes (EPL, NFL, NBA, MLB and NHL).

Within business he has built, managed, led talent identification and development programs within derivatives trading that have generated billions of dollars in net profit. 

James has presented case studies on his successes at the University of Oxford, Harvard University, Princeton and the Massachusetts Institute of Technology (MIT).

King is the host of 'The Accelerating Excellence' Podcast. Guests have included General Stanley McChrystal, Mark Shapiro and Sir Clive Woodward.

King holds a first-class degree in Applied Sports Science and an MSc in Performance Psychology, both from the University of Edinburgh.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Overview

15:59 The Science of Excellence and Performance Sciences

16:48 The Importance of Talent Identification

18:33 Identifying the Parts that Matter for Excellence

20:37 The Concept of Concordant Goals

21:00 Assessing Baseline Abilities and Responsiveness to Training

22:59 Designing Simulations and Role Plays for Assessment

26:15 Making the Assessment Process Hard and Accurate

29:34 Tricks of the Trade in Talent Identification

30:00 Simulating Real-Life Scenarios for Evaluation

34:37 Implementing a Rigorous Assessment Process for Multiple Roles

38:02 Taking Ownership of the Talent Identification Process

39:47 Resources

42:34 Main takeaways

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We chat about the following with Nellie Wartoft: 

• Why trust is a crucial element in building successful organisations.
• How leaders can give trust before they can receive it.
• Why transparent and authentic communication is key to building trust.
• The importance of constant communication.
• Transparency around the pros and cons of change.
• Leaders need to adapt and change as their companies grow, understanding that what worked in the past may not work in the future.
• Why building trust and creating a psychologically safe environment are essential for effective communication and collaboration.
• What is the effect of Virtual backgrounds on trust?
• The importance of setting the right example. What is the right example?

References 

• https://www.linkedin.com/in/nelliewartoft/
• https://tigerhall.com/

Biography 

Nellie Wartoft, CEO and founder of Tigerhall since 2019, aims to overhaul how large enterprises approach driving change, transformation and knowledge sharing. With expertise from leading Sales & Marketing at Michael Page, she recognized the clash between traditional communication and modern content consumption, inspiring Tigerhall’s creation. Under her leadership, Tigerhall gained global recognition, attracting Fortune 500 firms and securing over $10 million in venture capital. Tigerhall operates in 32 countries and 12 markets, facilitating organisational engagement that drives buy-in and support for change and transformation initiatives.

Nellie’s entrepreneurial prowess earned her acclaim, including recognition on the 2021 Gen T list of Leaders of Tomorrow. Additionally, she’s a Swedish National Champion in skeet shooting and contributes to industry development on boards like the Swedish Chamber of Commerce Singapore. Driven by innovation and a global outlook, Nellie continues to lead Tigerhall in transformative change, solidifying her legacy as a visionary in technology and business.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction and Background

17:23 The Importance of Trust in Organisations

18:57 Giving Trust to Receive Trust

21:19 Transparent and Authentic Communication

25:50 Treating Bad News as an Education Opportunity

32:26 Two-Way Feedback Loops and Instant Communication

34:45 Communicating Even When There Are No Updates

36:19 Transparency in Change

38:30 The Impact of Virtual Backgrounds on Trust

39:46 Understanding Psychological Safety

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We chat about the following with Andrew Robb: 

• What does it take to scale a company?
• How does the role of the COO evolve? 
• What does it take to stay engaged and motivated in a role for a long time?
• Focus on what you can control and don't lose sleep over things outside of your control.
• Scaling culture requires clear goals, accountability, and a strong hiring process.
• Be thoughtful about culture, but don't overcomplicate it. It will naturally develop with the right people.

References: 

• https://www.linkedin.com/in/andrewrobb/

Biography: 

Andrew has 25 years’ experience as an executive in technology companies, notably Farfetch where he served as Chief Operating Officer for 10 years until 2020, prior to which he founded fashion ecommerce business Cocosa following time at eBay and in strategy consulting with Gemini in the 1990s. He is currently Chair of edtech business Twinkl and Non-Executive Director of 1stdibs in the US and Carwow and GetHarley in London. He also is a non-executive advisor to the Ministry of Justice. He holds an MBA from INSEAD and a BA Law from Oxford University.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

16:00 Introduction and Background

18:48 The Three Stages of CEO Evolution

20:08 Transitioning to a Coaching Role

20:49 The Importance of Feedback and Results

23:15 The Power of Executive Coaching

29:11 Staying Engaged and Motivated in a Long-Term Role

30:36 Navigating Challenges and Low Points While Scaling

32:12 Scaling Culture: Clear Goals, Accountability, and Hiring

45:23 Patience and Personal Development for Long-Term Success

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We chat about the following with Audrey Roofeh: 

• What are the crucial components for implementing effective DEI policies?
• Why investing in middle managers and equipping them with skills in emotional intelligence, conflict management, and building psychological safety is essential.
• What does the retention of diverse talent require? 
• How leadership can become more comfortable and capable in discussing DEI topics.
• How to take action on DEI.

References 

• https://www.linkedin.com/in/roofeh/
• www.marianastrategies.com
• youtube.com/@mariana_strategies/

Biography 

Audrey Roofeh is the CEO of Mariana Strategies, a workplace culture consulting firm focused on creating safe and inclusive workplaces. We make it possible to have the important, difficult conversations that drive change. 

In 2017 when #MeToo hit, Audrey quit her job managing a team of lawyers at a non-profit to start Mariana Strategies. From the beginning, her goal was to help organizations build and sustain workplaces where people feel valued, trusted, and able to be their authentic selves - without harassment, discrimination, or other all too prevalent workplace challenges. 

Since then, Audrey and her team has worked with government agencies, non-profit clients, and private sector businesses in the US and beyond. 

The best thing any client has said about Audrey is that she makes hard conversations easy to have. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction

19:22 The Importance of Policies and the 'Boring Stuff'

20:28 The Role of Leadership in Promoting DEI

25:35 Equipping Middle Managers for DEI Success

31:31 Measuring Progress and Taking Action to Subvert Biases

33:52 Creating an Inclusive Environment

39:11 Using Empathy to Address Inclusion Challenges

42:49 Resources

44:33 Taking Action on DEI

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We chat about the following with Eleena Broadfoot: 

• What are the important factors to consider when deciding to leave a job.
• Adding value to the business and making a meaningful impact should be a priority.
• Leaving a job requires careful planning and consideration of personal and professional factors.
• Why is identity so closely tied to job titles?
• What is a good time to reassess your learning and value-add opportunities in a high-growth company?
• How to leave a positive legacy for the team. 
• Be curious and open to new opportunities, and have conversations with recruiters and friends in different industries to explore potential career paths.

References: 

• linkedin.com/in/eleena-broadfoot

Biography: 

Most recently CFO at Beauty Pie, Eleena has over 20 years’ experience in senior finance roles at Virgin, Trainline & Funding Circle amongst others, working alongside leadership teams of both high-growth startups and global groups. Her experience of working with founders and their teams as a CFO and NED has provided her with some fantastic opportunities to reach beyond the traditional finance remit and enabled her to use her skills and knowledge to create value and deliver strategic insight to help drive growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction

28:29 Welcoming Alina Broadfoot

29:50 Lessons Learned

32:26 Deciding When to Leave a Job

34:37 The Tipping Point: Leaving Virgin for Train Line

34:59 Navigating Job Titles and Social Expectations

37:33 The Right Time to Leave a VC-Backed Company

41:55 Leaving a Positive Legacy and Smooth Transition

42:47 Embracing Curiosity and Exploring New Opportunities

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We chat about the following with Karina Mikhli: 

• What is the role of a fractional COO?
• How difficult is it to find a role as a fractional COO? 
• What is crucial for winning fractional COO roles?
• What are the channels of entry for fractional work? 
• What should pricing and structuring fractional work be based on? 

References: 

• https://www.linkedin.com/in/karinamikhli/
• https://www.karinamikhli.com/

Biography: 

Karina Mikhli is a Community, Professional Services/Development, and SaaS Fractional COO; Workflow Consultant; and Founder of Fractionals United. She has almost a decade of experience building, optimizing, and scaling small to mid size businesses and although she can (and has) managed and optimized most functions, she provides the most value by leading and focusing teams and streamlining and optimizing systems. Karina works best with founders looking for a right-hand partner who will manage and run the business while they focus on their areas of strength and interest.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Background

20:40 The Popularity of Fractional COO Work

26:09 The Challenges of Finding Fractional Work

28:20 Managing Multiple Fractional COO Roles

29:09 Defining Fractional COO Roles

32:49 The Importance of Business Development and Networking

34:39 Pricing and Structuring Fractional Work

36:38 Navigating Health Insurance as a Fractional Executive

37:57 Transitioning from Full-Time to Fractional Work

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We chat about the following with Jennifer Geary: 

• The role of a COO involves being the second-in-command and bridging the gap between strategy and operations.
• Can AI enhance the efficiency and creativity of the COO role, with human judgement and decision-making remaining essential?
• Should COOs prioritise efficiency and creativity when implementing AI, while also considering sustainability and ESG metrics?
• Why should we consider suppliers, supply chain, software suppliers, facilities, power consumption, and social context in sustainability efforts?
• How important are flexibility, choice, in-person collaboration, and open communication in creating a positive work environment?

References 

• https://www.linkedin.com/in/jennifer-geary-8419082a/
• www.coo-author.com
• https://gosupercritical.com/carbon-removal/biochar
• https://www.socraticarts.com/thought-leadership/exploring-ai-and-learning-with-ethan-mollicks-cointelligence

Biography 

Jennifer Geary is a former MD, COO and CRO with over 25 years of experience in finance, technology, risk and legal, across diverse industries from financial services to not-for-profit. 

She is also an author, speaker, board advisor and mentor to emerging businesses. She has attained qualification as a chartered accountant, PRINCE 2 practitioner, CISA and CISSP, with recent certifications in Sustainable Finance and ESG Investing and Ethical AI.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction and Overview

01:02 Defining the Role of a COO

07:28 Implementing AI: Efficiency and Creativity

12:25 Prioritising Sustainability and ESG Metrics

16:30 Considering Suppliers and Supply Chain

18:00 Creating a Positive Work Environment

20:50 Respecting Privacy in the Workplace

22:53 The Next Step: CEO or COO?

29:15 What CEOs are concerned about now

31:38 Post IPO resources

32:44 Wrap up

We chat about the following with Jeremy Slater: 

• How to do asynchronous communication well
• Managing information overload
• Why you need to invest in robust knowledge management -- hint: impacts customer service, operations, and scalability

References 

• https://www.linkedin.com/in/jeremy-jack-slater/ 
• www.bobw.co 
• https://bit.ly/jeremyslater 

Biography 

After an extremely brief foray into finance in the US and the UK and a short stop in India to work for a solar energy social enterprise, Jereny spent the majority of his career in the heavily operational world of property management and hospitality. He’s helping Bob W become the most loved hospitality brand in Europe.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

The conversation delves into the challenges and strategies of knowledge management, asynchronous communication, and the use of specific tools within a company. It highlights the importance of knowledge management and the impact it has on various aspects of the business, including customer service, internal operations, and scalability.

Chapters:

Chapter 1: Knowledge management systems (0:00-10:27)

Chapter 2: Using tools like Notion and Slack (10:27-16:19)  

Chapter 3: Information overload on Slack (16:19-21:12)

Chapter 4: Tips for using Slack productively (21:12-25:10) 

Chapter 5: Organising Slack channels (25:10-28:41)

Chapter 6: Challenges with instant messaging (28:41-32:56)

Chapter 7: Setting up asynchronous work (32:56-35:34)

Chapter 8: Implementing knowledge management (35:34-43:34)

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In this episode we discuss presentation skills and storytelling. We are joined by Jonathan Zatland, Operating Partner at Forme Partners. 

We chat about the following with Jonathan Zatland: 

• Secrets to crafting narratives that captivate.
• How authenticity can transform your leadership narratives
• Why your presentations are falling flat

References 

• https://www.linkedin.com/in/jonathan-zatland-992a1b12/

Biography 

A creative and commercial leader with an extensive career in high growth technology companies, e-commerce and marketplaces across UK and Europe. I started out my career as a screenwriter, living and working in Los Angeles. This was the foundation of my learning to connect stories with an audience. After a decade, I took that experience and returned to the UK to start a retail brand, Mungo & Maud. The first of its kind high end dog and cat accessory store with a physical shop in London and other major outlets around the world. Opened the online store in 2006 in the very early days of e-commerce. Following my exit, I continued my narrative thread into my role as International Multichannel Director at Etsy, helping to build and scale all International markets outside of North America. Following the IPO, I went back into startup as Chief Commercial Officer  for eve Sleep, a disruptor in the sleep wellness space which I helped build and scale through to IPO. I now work as an Operating Partner for Forme Partners working with founders and CEO's across the European tech landscape, aiding them with their commercial hires at all stages of growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

• Career goals, creativity, and personal growth. 0:05
• Brandon and Bethany discuss their career goals and personal growth.
• Bethany realizes she needs to take advantage of not working and prioritize personal development.
• Bethany expresses frustration with lack of passion and purpose in her life, feeling unfulfilled despite various projects and hobbies.
• She longs for a major project that consumes her and stirs her imagination, but nothing has yet emerged.
• Effective storytelling and pacing in business presentations. 6:09
• Brandon and Bethany discuss narrative structure in business context, focusing on conflict and pacing.
• They emphasize the importance of actively listening to the audience and adjusting the narrative in real-time based on their reactions.
• Bethany scripts an opening for high-stakes meetings to set the tone and manage nerves.
• She tailors her approach based on the meeting's purpose and audience energy levels.
• Public speaking, authenticity, and vulnerability. 11:21
• Bethany uses narrative techniques to engage and motivate her team, including owning her energy and projecting enthusiasm.
• She also practices or rehearses her delivery beforehand to ensure authenticity and effectiveness.
• Bethany shares her approach to authenticity, vulnerability, and relatability in presentations, emphasizing the importance of self-discovery and confidence-building through therapy.
• Brandon seeks advice on how to be more authentic in his presentations, with Bethany suggesting starting with self-work and building confidence before attempting to connect with audiences.
• Brandon's son lied to fit in, but realized it didn't make him feel better or gain acceptance.
• By sharing small truths, Brandon's son learned that his friends accept him for who he is, lies or not.
• Storytelling and its importance in business leadership. 19:34
• Brandon M. learns to connect with audiences by sharing personal stories living company values.
• Jonathan: Conflict is necessary for business success, but resolution is key.
• Bethany: Storytelling vs. narrative: both are important for communication and leadership.
• Authentic storytelling and connecting with audiences. 23:49
• Bethany and Jonathan discuss the importance of making a memorable takeaway in a presentation, such as a "lemon in the eye" that makes the audience feel something.
• Jonathan suggests making something human and vulnerable to connect with the audience, using personal stories or moments that are relatable.
• Bethany observes that people can write about mundane things but make it compelling when writing from their authentic voice.
• Brandon M agrees, noting that authenticity is difficult to achieve, especially in corporate settings where people are often uncomfortable sharing their true feelings.
• Storytelling, narrative, and growth. 29:31
• Jonathan: Take people on a journey, reveal information gradually, show empathy.
• Bethany: Genuine care and empathy in feedback lead to acceptance, insincerity leads to rejection.
• Jonathan shares their approach to storytelling, emphasizing the importance of listening and feedback to improve.
• Consistency in storytelling comes from being comfortable with both planning and improvisation, according to Jonathan.
• Storytelling techniques for presentations, including pacing, energy, and engagement. 34:53
• Bethany: uses pacing, self-deprecation, and listening to engage audience.
• Jonathan: storytelling involves setting up, revealing, and landing, with repetition and reacting to energy.
• Brandon M uses pre-engagement techniques to alleviate tension and start conversations with a live audience.
• Jonathan emphasizes the importance of taking people on a journey through a story or problem-solving process.

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We chat about the following:

• How do COOs navigate the evolving landscape of digital transformation while ensuring organisational stability?
• What are the key priorities for COOs in 2024, and how do they drive strategic thinking beyond technology?
• What role do COOs play as the connective tissue of organisations, orchestrating digital initiatives and driving innovation?
• How can COOs transition from being protectors of the organisation to digital disruptors, driving new revenue models and ESG initiatives?
• What skills are essential for CEOs and COOs to thrive in today's digital age, and how do they communicate the future state of the organisation effectively?

References: 

• https://ca.linkedin.com/in/tonyolvet
• https://it.linkedin.com/in/sivieroand

Biography: 

Tony Olvet, Group Vice President at IDC, leads global research on the intersection of business transformation and digital investments. With extensive experience advising organizations worldwide, Tony provides fact-based insights to inform technology strategy and digital business decisions. A sought-after speaker, he delivers keynote presentations at conferences and virtual events. Based in Toronto, Canada, Tony holds degrees from the University of Waterloo and the University of Toronto.

Andrea Siviero leads IDC's European Digital Business and Future of Work Research group, providing insights to drive purposeful technology adoption. He also co-leads IDC's Worldwide MacroTech Research program, analyzing the impact of key macroeconomic factors on the digital landscape. With extensive experience in strategy and go-to-market projects, Andrea advises IT players on building forward-looking digital strategies. He holds a joint PhD in mathematics and is fluent in English, French, and Italian.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Cricket and personal life, including death and ex-fiance. 0:00
• Bethany shares her struggles with grief after an unexpected death of a teenager, while Brandon listens and offers support.
• Bethany and Brandon discuss their past relationship and reasons for reconnecting.
• Career changes, life lessons, and tech CEO priorities. 3:08
• Bethany and Brandon M discuss their experiences working with Tony Elvet at IDC.
• Brandon M reflects on his decision to leave London and return to Toronto, and how it impacted his career.
• Brandon M shared his experiences as a tech CEO with a research report, discussing new priorities and future orientation.
• Bethany asked Brandon about his insights on CEO priorities, which were included in the report, with little fundamental change observed.
• CEO role, digital transformation, and AI adoption in businesses. 7:13
• Brandon M: CEO role in 2024: partnering with finance leaders, making investment bets.
• Bethany: High performance culture: how to make it happen, translate into business.
• Brandon M: Digital transformation is not always transformative, but AI is a real transformation for all companies.
• Bethany: AI is the top priority for businesses in the next 5 years, but digital transformation has been on agendas for years without being transformative.
• CEO qualities and skills, with a focus on storytelling and operational abilities. 12:25
• Bethany shares her thoughts on the qualities of a successful CEO, mentioning the importance of both vision and execution.
• Bethany and Brandon discuss the contrasting views on the path to becoming a CEO, with some arguing that it's more common for CEOs to come from within the company.
• Bethany and Brandon discuss the importance of storytelling in business, with Brandon highlighting the founder's ability to communicate the company's vision and mission in a compelling way.
• Brandon recognizes his own limitations in storytelling and acknowledges that there's a time and place for different types of leaders, including those with strong communication skills.
• Storytelling, leadership, and CEO responsibilities in 2024. 17:01
• Bethany shares her insights on storytelling for senior leaders and execs, emphasizing authenticity and bravery in communication.
• Bethany reflects on her own storytelling capacity, recognizing the importance of being true to oneself and sharing uncomfortable thoughts with others.
• Bethany: Became braver over time, prioritizing connection over fear of consequences (0:19:19)
• Brandon M: Unlocking skills in CEOs is fundamental, but role of COO unclear (0:20:33)
• COO roles, priorities, and partnerships in digital transformation. 21:30
• Brandon M: SaaS software for career progression frameworks is emerging, addressing the need for simplified and clear frameworks.
• Bethany: CEOs should be aware of the tendency to over engineer, especially in scaled companies, and take a step back to assess if too much is being expected.
• Bethany and Speaker 4 discuss the importance of partnership between CEO and CLO in digital transformation.
• Speaker 4 highlights the difference in priorities and impact between scale-up companies and larger corporations.
• The COO is the right-hand person to the CEO, providing capable partnership and support.
• COOs partner with various C-suite executives, including CIOs, to drive growth and innovation.
• CEO roles, responsibilities, and evolution in 2024. 28:29
• CIOs are increasingly seen as essential for organizational success, with 85% of CEOs having risen through the ranks to their position.
• Andrea highlights the evolution of the CEO role, from protector to enabler and digital disruptor.
• Brandon M. asks about the hottest new function for CEOs in 2024, with a focus on ESG and customer success.
• Roles and responsibilities for AI adoption in enterprises. 32:31
• CEOs prioritize responsible AI leadership, COO involvement in decision-making.
• COO will play a crucial role in buying committee for operational technology in manufacturing.
• CEO role in driving sustainability and social impact initiatives. 36:33
• CEO and COO prioritize sustainability and ESG initiatives.
• Bethany asks about tools for measuring social impact, and Speaker 4 explains the complexity of defining and measuring social impact.
• Brandon M discusses the evolving skills of CEOs, including their role in driving transformation and partnering with other senior executives.
• Leadership skills for tech industry CEOs, focusing on communication and adaptability. 41:14
• Communication skills crucial for motivating through change.
• Tony and Andrea discussed the importance of communicating the future state of an organization and being able to adjust to unexpected events.
• They emphasized the need for CEOs to dedicate 70% of their time to traditional tasks and 30% to unexpected events.

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We chat about the following:

• Unravelling Boardroom Dynamics: What's Really at Stake?
• The Power of Psychological Safety: A Boardroom Imperative?
• Self-Awareness: The Boardroom Game Changer?
• Mastering Conflict Resolution in the Boardroom: Strategies Unveiled
• Trust, Collaboration, Success: The Boardroom Trifecta?

References: 

• https://www.linkedin.com/in/helen-hopper-h3/
• https://www.hcubed.co.uk/who-we-are
• https://www.linkedin.com/in/joy-harcup-9392352/

Biography: 

HELEN HOPPER trained in management consultancy with Accenture, and in occupational psychology with SHL, before co-founding the leadership consulting firm hCubed in 2010, where she is a Partner. h3’s mission is to stimulate growth through learning and Helen pursues this with individuals, teams and organisations as a coach and facilitator. She is an active supporter of mental health charities, most recently as COO of The Listening Place, and Trustee at The Mix.

JOY HARCUP is an executive coach with international coaching firm Praesta LLP, working with individuals, top executive teams and boards. She has 20 years’ leadership coaching experience with clients including the FTSE 100, professional services, public and not-for-profit sectors. Joy was President of the UK Board of the International Coaching Federation. A former lawyer specialising in dispute resolution, she’s also sat on boards in the education and charitable sectors. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Bullying in board meetings and its impact on individuals. 0:06
• Bethany Ayers experienced issues with her phone number porting and international roaming, leading to a frustrating conversation with Oh Two customer support.
• Despite being told her case was closed, Bethany was able to get her number back after waiting for a couple of days.
• Bethany acknowledges being a potential bully in the past, recognizing behaviors that could be harmful to others.
• Brandon M. questions the use of the term "bullying," suggesting that it can be subjective and context-dependent.
• Effective board meetings, leadership, and conflict resolution. 5:18
• Brandon M. and Bethany discuss ways to address unhelpful behavior in meetings, including intervening, redirecting, and parking the issue for later discussion.
• Effective chairperson engagement is critical for maintaining a functional board, according to Brandon M. and Bethany.
• Bethany emphasizes the importance of having a pre-agreed contract, such as a team canvas, to establish expectations and prevent conflicts within teams.
• Bethany criticizes traditional board dynamics, citing a lack of modernization and unrealistic expectations of chairs, and argues for more inclusive and empathetic approaches to leadership.
• Effective board meetings, including setting a strong chair, providing clear agendas, and making an ask of the board. 10:36
• Brandon M suggests setting a strong chair, creating a safe environment, and starting the meeting with positivity.
• Bethany shares her personal experience with self-reflection and realizing she may be projecting her own issues onto others.
• Bethany and Brandon discuss the importance of formalizing asks and understanding board dynamics.
• Boardroom dynamics, bullying, and effective leadership. 14:40
• Helen and Beth discuss the importance of self-awareness in boardroom dynamics, identifying seven difficult dynamics and providing questions for individuals to reflect on their contribution.
• The book "The Art and Psychology of Boardroom Relationship Dynamics" offers practical strategies for improving relationships, including getting clear on roles and agreements, and using the "tears tactic" to resolve conflicts.
• Helen suggests dealing with bullying by understanding it's often unintentional and lacking awareness of impact.
• Brandon M. shares a scenario where exiting board members was the fastest way to address toxic dynamics.
• Helen emphasizes the importance of self-awareness and empathy in avoiding bullying dynamics.
• Joy stresses the value of authentic leadership and role modeling in creating a productive board culture.
• Leadership roles and responsibilities in a board setting. 22:43
• Bethany struggles with power dynamics in a growing team, feeling like she's overstepping or under-utilizing her skills.
• Joy's research highlights the importance of working at the right level of work to avoid losing opportunities.
• Joy: Facilitate conversations, surface concerns, and make decisions (Joy)
• Bethany: Share knowledge from other boards, have one-on-one with chair (Bethany)
• Board dynamics, psychological safety, and effective communication. 27:23
• Helen suggests conducting a board evaluation every 3 years to identify areas for improvement.
• Joy emphasizes the importance of transparency and openness in board dynamics.
• Helen and Joy share insights on creating psychological safety in board meetings, inviting contributions, and addressing conflicts.
• They emphasize the importance of open communication, active listening, and taking small steps towards change.

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We chat about: 

• Can traditional performance reviews truly capture an employee's value?
• Are OKRs just a trendy buzzword or a real strategy for driving company success?
• How can organizational network analysis uncover the real influencers in your team?
• What does it take to measure true employee performance in today's remote work era?

References:

Jessica’s LinkedIn

Website

Biography: 

Your company is building three products: A financial instrument, a customer product, and an employee experience. I advocate treating employees as customers purchasing an experience of work, and I encourage us to work like Product Managers in order to iterate and improve on that product. This paradigm shift positions work itself as the focal point of our strive for success, not just optimising the individuals as "human capital". Like the idea? I wrote a book all about it, called "Built for People" which you can buy basically anywhere books are sold.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Choosing a life partner and nannies as a "wife hire." 0:05
• Bethany discussed tips for choosing a partner for career success, including finding someone whose mother worked outside the home.
• Bethany values hiring a nanny for the mental load relief and organization.
• Performance management effectiveness and its various components. 4:40
• Brandon and Bethany discuss the ineffectiveness of performance management, with 64% of workers viewing it as a waste of time and 47% considering it a failure in their company.
• Jessica Swann distinguishes between performance assessment and management, highlighting the importance of individualized growth and development in the latter.
• Bethany expresses concerns about goal-measuring and its practicality in the workplace.
• Bethany and Brandon discuss the importance of organizational network analysis and its impact on problem-solving.
• Performance management and leadership development. 10:06
• Bethany suggests rolling out OKRs gently, learning along the way, and avoiding command and control.
• Brandon agrees, emphasizing the importance of measuring marketing and sales performance collectively and connecting it to business outcomes.
• Brandon and Bethany discuss the importance of effective performance management and leadership skills for line managers.
• Bethany questions the feasibility of performance management, citing potential biases and limitations in the process.
• Performance management and assessment in organizations. 15:27
• Jessica emphasizes the importance of understanding employee performance, citing it as the most critical question in HR.
• Bethany agrees, highlighting the need for effective performance management frameworks to assess employee productivity.
• Jessica argues that traditional performance assessment methods are inadequate for understanding team dynamics and impact on revenue.
• She provides an example of how organisational network analysis can reveal hidden high performers in a team, even if their direct impact is limited.
• Building employee lifetime value algorithm, identifying superstars, and optimizing team performance. 20:22
• Jessica and Brandon discuss building an employee lifetime value algorithm, with Pete Fader and Dan McCarthy as experts in the field.
• Jessica explains the importance of identifying team members who are most valuable to the organization based on their network analysis.
• Jessica highlights the need to evaluate the effectiveness of individual team members and determine their total available current value creation.
• Goal setting and performance measurement in organizations. 24:46
• Jessica and Brandon discuss goal setting and the importance of involving the right people in the process.
• Jessica provides a framework for setting effective goals, starting with top-line objectives and working down to individual levels.
• Jessica and Bethany discuss the challenges of measuring performance in a large organization, including the time and effort required to gather feedback and set goals.
• Jessica's team uses a lightweight model to track progress and identify areas for improvement, with a focus on individual and team effectiveness.
• Performance management approach at a professional services company. 29:31
• Jessica prioritizes systemic management over individual performance management.
• Jessica emphasizes the importance of individual performance assessment in a calibrated exercise.
• Performance management and goal setting, with a focus on organizational network analysis. 32:49
• Bethany questions the effectiveness of performance management systems, suggesting they may not be tied to valuable outcomes.
• Jessica emphasizes the importance of goal setting and connecting employee work to company success.
• Bethany reveals surprising insights from organizational network analysis: weak managers, strong teams, and misaligned goals.
• CEO discovers high-performing team members through network analysis, despite low manager performance, highlighting potential for growth.
• Performance management, OKRs, and calibration exercises. 37:15
• Jessica highlights the limitations of individual performance assessments, advocating for a more systemic approach.
• Brandon discusses calibration exercises as a way to connect pay to performance, but Jessica questions their effectiveness.
• Jessica and Bethany discuss the importance of context in decision-making, rather than just measurable goals.
• Jessica advocates for fewer, more impactful goals, rather than many goals with little impact.
• Measuring employee performance and accountability in a changing work environment. 41:55
• Jessica aims to simplify goals, prioritize impact, and hold team members accountable.
• Brandon and Jessica discuss the importance of measuring employee performance and accountability in a more autonomous workforce.
• Jessica advises CEOs to focus on employee lifetime value and return on investment to enable people operations teams to do their work effectively.

We chat about: 

• What exactly is usage-based pricing?
• How do we correlate pricing metrics with how customers are using the product?
• What are the criteria and considerations when choosing the value metric?
• How do you choose between true usage-based pricing and tiered usage-based pricing?
• How do we work around the pricing mechanisms that our clients or vendors are giving us?
• Is there more of a move towards straight usage or is tiered pricing here to stay?
• How do we expand our customers?
• Who should be responsible for pricing and packaging within the company? 

References:

Mark on LinkedIN

Mark’s podcast, Impact Pricing

Biography: 

Mark Stiving, Pricing Educator, Coach, Podcast Host & 2x Author. He has driven business initiatives worth hundreds of millions of dollars. He is sought after for his superpower of finding invincible profits in every company he works with.

He is an award-winning international speaker known for helping audiences find hidden value and more profit, immediately.

Mark started and successfully sold three powerful companies in the tech sector.

His forthcoming book is "Invincible Profits: How to Lead a Value Revolution and Dominate Your Market"

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Usage-based pricing with a focus on personalization and avoiding seat-based pricing. 0:05
• Bethany shares her recent haircut experience with Brandon, including the surprise of finding a large amount of hair after cutting it.
• Brandon discusses usage-based pricing, highlighting its potential cleverness and limitations.
• Pricing strategies for SaaS companies, including usage-based pricing and subscription packages. 4:02
• Brandon: Value metric should be clear, easy to understand, and tie to usage (e.g., transcription files, contacts in HubSpot)
• Brandon: Finding a single value metric to scale can be challenging, as customers may not understand usage outside of vendor-supplied calculators
• Brandon discusses challenges in customer success with usage-based pricing, including unhappy customers who want to downgrade and the potential for unused value.
• Bethany and Brandon discuss the importance of commissioning based on usage and actual money being seen, with a focus on driving the right behavior and predictability.
• Brandon: Great product + late professionalization = risk (bankruptcy)
• Brandon: Sales reps should focus on signing contracts, not just selling
• Pricing metrics for SAS companies, focusing on value-based pricing and customer willingness. 11:53
• Mark discusses pricing metrics in SAS businesses, highlighting user base pricing as most common but not always best option.
• Ideal pricing metric is outcome-based, charging customers a portion of incremental profit created, like credit cards or PayPal.
• Mark: Dropbox charges by amount of memory used, maintaining margins despite decreasing storage costs.
• Mark: Pricing metric should be highly correlated with value, accepted by customers, and measurable.
• Pricing strategies for software companies, including usage-based pricing and tiered pricing. 17:38
• Bethany: Pricing with customers often, despite seat-based pricing not being best way.
• Mark: Metering every feature from beginning helps understand market segments and value.
• Mark considers tiered vs direct usage-based pricing for software, weighing customer perspective and revenue impact.
• Pricing strategies for software companies, including usage-based pricing and land-and-expand models. 21:41
• Mark advises companies to focus on solving specific problems for specific market segments, rather than trying to be a platform for everything.
• Mark suggests that even in straight usage models, there are good, better, best options, and the goal is to find the right SLA (service level agreement) for each customer.
• Mark recommends considering good to better to best packaging for both subscription and non-subscription businesses.
• Companies should monitor usage and drive usage to expand customer accounts, with compensation depending on the situation.
• Pricing and packaging strategies for SaaS companies. 26:48
• Mark argues that SAS companies should pay salespersons based on lifetime value of clients, rather than just initial sign-up.
• Mark believes that commission structure should incentivize salespersons to win deals, rather than just maintain existing clients.
• Mark emphasizes the importance of understanding value to customers in pricing and packaging decisions.
• Consultants can be hired to run numbers and provide pricing recommendations, but it's important to consider the cost and potential impact on internal decision-making.
• Mark recommends a usage-based pricing approach that prioritizes client comfort and transparency.
• Buyers trade money for value, so it's essential to demonstrate the value of your product.

We chat about the following: 

• What's the COO's role in the pivot to profitability
• What are the right bets to make in a business?
• How should we balance profitability and growth?
• What is the importance of well-documented data?
• What is realistic in terms of profitability?
• Who is responsible for capturing data?

References:

LinkedIn

Thinking in Bets by Annie Duke 

Biography: 

Libby Penn has experience in various business development and operations roles across a number of high-growth technology businesses on SaaS and enterprise models, B2B and B2C, in both the UK and the US. This has given her an in-depth insight into the complexities that come with the role as COO.

Summary:

• Gender roles and microaggressions in the workplace. 0:05
• Bethany Ayres discusses the challenges of being a woman in leadership positions, including societal expectations and performative ally ship.
• Bethany launches a series of free webinars to support first-time female executives and aspiring executives, focusing on topics such as taking a seat at the table and choosing the right life partner.
• Brandon and Bethany discuss the challenges of navigating gender roles and microaggressions in their personal and professional lives.
• Bethany shares an example of a leadership team meeting where a male colleague's swearing and apologies towards her created an uncomfortable work environment.
• Pivoting to profitability for a B2B SaaS company. 4:55
• Bethany: Analyzes company's strategy, identifies unprofitable areas for cuts.
• Bethany: Looks at lease and office expirations, considers cost-cutting measures.
• Bethany and Brandon discuss strategies for improving profitability, including renegotiating cloud contracts, focusing on profitable channels, and optimizing GTM motions.
• They also discuss the importance of tracking data properly to make informed decisions about spend and identify areas for improvement.
• Brandon and Bethany discuss partner strategy, testing, and doubling down on successful partnerships.
• They emphasize the importance of hiring quality people who are well-respected within the partner company.
• Pivoting to profitability, focusing on market strategy, operations efficiency, and automation. 12:42
• Brandon and Bethany discuss the importance of qualitative analysis to validate data-driven insights for profitability.
• Brandon and Bethany discuss the importance of operational efficiency and automation in a company's shift to profitability.
• Balancing growth and profitability for startups. 15:55
• Libby highlights the importance of balancing risk and innovation in investments.
• Libby emphasizes product development as key to profitability, while Bethany focuses on balancing growth and profitability.
• Data analysis, product development, and customer focus in tech companies. 20:03
• Analyze cost of delivering product, profitability of product sets, and customer profiles to make informed decisions.
• Prioritize bets on most profitable products and customer segments, layering up over timeframe (18 months).
• Libby and Bethany discuss the importance of data-driven decision making in marketing, with Bethany expressing frustration at the lack of data sophistication in internal systems and the need for more rev ops professionals.
• Brandon and Libby discuss the importance of understanding customer CV values and go-to-market motion.
• Libby emphasizes the need for a solid customer base with a sticky product that provides value.
• Customer success teams and their impact on product development and profitability. 26:19
• Bethany: Customer success teams can eat into gross margin, especially when product is not user-friendly.
• Libby: Good customer success teams can help with customer adoption, but implementation is also important.
• Libby: UX teams struggle to deliver due to engineering and sales leaders' lack of time and willingness to listen to user research.
• Using AI to improve product adoption and financial management in startups. 30:36
• Companies prioritize user experience to drive commercial success.
• Libby emphasizes the importance of financial acumen in business leaders, including understanding cash flow and opportunity cost.
• Brandon highlights the challenge of accountability and controls in a company with a tight runway, and the need for transparency and financial literacy across the team.
• Financial transparency and empowering employees to make better decisions. 34:48
• Libby emphasizes the importance of financial education for teams, citing her experience at Blippo where transparency and knowledge-sharing helped employees stay motivated during difficult times.
• Bethany expresses interest in learning more about financial education resources, and Libby suggests exploring pre-made materials or seeking help from professionals.
• Libby suggests building financial literacy into onboarding processes to ensure employees understand how the business makes and spends money.
• Brandon emphasizes the importance of VPs of Finance being leaders and communicators, not just number crunchers.
• Libby emphasizes empowering employees to help build the business.
• Employee X presents a new pricing strategy, improving gross margin.
• Investing in people, understanding company finances, and empowerment in the workplace. 42:32
• Bethany shares her experience of feeling empowered in some organizations but not in others, and highlights the importance of giving people access to power and information to contribute.
• Libby encourages leaders to create opportunities for people to connect with them, such as monthly drop-in lunches or cross-functional working groups, to foster a culture of inclusion and empowerment.
• Libby emphasizes the importance of understanding a company's finances to make informed decisions.
• Unlocking the state of a business through data analysis can lead to clearer conversations with investors and improved profitability.

We chat about the following: 

• How do we optimise our lives without falling into the trap of routine?
• Do we need routine and structure to be productive? 
• Are you busy because it’s necessary? 
• What’s the right balance between routine and creative space? 
• How can companies get involved in breaking routine and encouraging creativity?

References: 

LinkedIn

Article - The life-ruining power of routines

Website

Biography: 

Markham has worked as a staff writer at both a major metropolitan newspaper and a national magazine, but for the past 12 years he’s worked as an independent (freelance) journalist.

Markham has written about England's Jurassic Coast for Travel & Leisure, covered workplace culture for an HR quarterly mag, and explored Germany's transition away from nuclear energy for Vox. But most of his writing has been in the health and science space. 

Between 2014 and 2018, he wrote a weekly health column for TIME.com, which was called You Asked. Since 2018, Markham has done something similar for Medium, where he’s followed by ~350k subscribers. He’s still a frequent contributor at TIME, and he also writes regularly for the New York Times. His work has received awards from both the Society of Professional Journalists and the Maryland, Delaware, and D.C. Press Association. 

He’s originally from Detroit, but right now he lives in southeast Germany with his wife and two kids.  

Summary:

• The negative impact of routines and habits on personal optimization. 0:05
• Bethany aims to increase income by securing one more board seat.
• Markham Hyde argues in Financial Times article that routines lead to suffering, not personal optimization.
• Routines, productivity, and spontaneity in adulthood. 3:15
• Brandon: Routine-oriented, wants to package boring tasks for productivity.
• Bethany: Automate, eliminate tasks to free mental load, not create routine.
• Bethany and Brandon have different approaches to exercise and structure in their lives.
• Brandon has lived in different countries and jobs, categorizing his life by chunks of time, while now as an adult with a family, he questions whether that's possible anymore.
• Routine, spontaneity, and finding balance in life and work. 8:21
• Bethany suggests finding balance between structure and unstructured time to pursue interests and passions.
• Moderation is key to happiness, rather than being too rigid or spontaneous.
• Bethany suggests creating a routine to overcome fear and find inspiration (0:11:02)
• Bethany and Brandon discuss the balance between routine and spontaneity in business contexts (0:12:41)
• Innovation weeks in companies, with a focus on structure and culture. 14:04
• Innovation week at a company led to employee-generated ideas like preserving endangered languages using machine learning.
• Bethany and Brandon discuss the success of innovation weeks at a previous company, with Bethany expressing interest in replicating the concept at her current company.
• Finding balance between routine and novelty for productivity and mental well-being. 17:31
• Markham recognizes the limitations of routines and habits, advocating for balance in life.
• Bethany appreciates Markham's contrarian perspective on habits, finding common ground in the need for balance.
• Markham: Habits can limit creativity, need variety to open up new perspectives.
• Markham: Balancing routine and novelty depends on individual comfort levels and life stage.
• Finding balance between routine and novelty in life. 22:41
• Markham: Happiness is a byproduct of engagement, not the goal of life.
• Bethany: Routine gives us a sense of control, but can lead to compulsive habits.
• Markham shares his thoughts on how to avoid boredom and stay engaged, including trying new things and mixing up his work routine.
• Markham has taken steps to address boredom by meeting with friends, working in different locations, and incorporating creative activities into his day.
• The importance of questioning routines and habits for fulfillment. 26:39
• Bethany values fun and exploration, leaving her previous career for a year of discovery.
• Markham highlights the importance of mindfulness in identifying what brings joy and fulfillment.
• Bethany: Questioned life after realizing habits were controlling it.
• Markham: Brain's engagement with new experiences creates fulfilling time.
• Brandon: Outsourcing routine tasks to free up time for high-value activities.
• Markham: Filling extra time with productive or healthy habits, rather than exploring new things.
• Work-life balance, prioritizing memories, and finding meaningful experiences. 32:51
• Bethany and Markham discuss the concept of "time travel" and how our lives are a series of experiences that we may not remember in the long term.
• They reflect on the importance of figuring out what choices to make in life to lead to a happy and fulfilling existence.
• Organizations prioritize work over personal growth, leading to employee dissatisfaction.
• Markham suggests taking breaks to give brains time to put pieces together (0:37:38)
• Markham advises focusing on what matters, bringing forward what led to joy and satisfaction (0:38:07)

We chat about the following: 

• What are the trends in people and the connections they are building and want to build?
• Where should the L&D budget be spent?
• Is it part of the company's responsibility to help foster connections that are not within the company?
• Are we at the top of a community-building hype cycle? 
• What are the optimal conditions for the hybrid worker?

References:

Jaclyn LinkedIn 

Fabrik

Biography: 

Mom + Founder of Fabrik. A driven leader with a passion for hospitality and customer experience and a proven track record of building and scaling startups. Building an IRL solution to uplift our communities and create more serendipity. Expert in creating unique and memorable consumer experiences in DTC, brick-and-mortar, hospitality, and F&B.

Summary:

• Homophobia and the story of a forgotten fashion photographer. 0:06
• Brandon and Bethany discuss life stages, London, and the BFI's LGBTQ+ film festival.
• Bethany and Brandon discuss the documentary "Stonewall" and the experiences of LGBTQ+ individuals in the past.
• Loneliness in remote work and its impact on employees' well-being. 3:40
• Brandon: Loneliness crisis affects individuals, organizations, and communities.
• Bethany: Hybrid work is here to stay, but it may lead to more loneliness.
• Brandon and Bethany discuss the impact of remote work on employee loneliness and the responsibility of organizations to address it.
• Software developer quit previous job due to lack of pre-existing relationships, highlighting the importance of social connections in the workplace.
• Combating loneliness in the workplace through professional connections. 9:20
• Bethany shares her personal experience of feeling unseen and lonely in her marriage, despite being physically present with her husband.
• Bethany finds it freeing to make deeper connections outside of work due to reduced risk and potential for misinterpretation.
• Brandon suggests providing financial support for individuals to join professional organizations, such as the CEO roundtable, to combat loneliness and provide emotional support.
• Building communities for professionals, both internally and externally. 13:25
• Bethany and others discuss the importance of community and connection in the workplace.
• Speaker 3: Internal community building should be supported by L&D budget, but external communities can also be fostered.
• Bethany: External communities can be monetized to help employees feel less lonely, but internal connection is also important.
• Workplace community building, employee resource groups, and customer advocacy communities. 17:40
• Organizations should focus on supporting community within the employee base through programs like mental health subsidies and employee resource groups.
• Employee resource groups provide a safe space for employees to discuss certain topics without feeling uncomfortable, and companies should prioritize this within their organizations.
• Speaker 3 highlights rise of customer communities for brands, with goals of support, feedback, loyalty, and advocacy.
• Hybrid work and community, with a focus on connection and wellness. 21:25
• Speaker 3: Hybrid work requires rethinking team gatherings, budgets for productive spaces.
• Speaker 3: Companies should provide options for employees to work in inspiring, connected places.
• Speaker 3: Being lonely is like smoking 15 cigarettes a day, and companies must address this by providing wellness programming, mindfulness, and community spaces.
• Speaker 3 recommends starting small by providing a budget for employees to join communities that resonate with them, and tracking the data to see the impact on productivity and well-being.
• Work-life balance, mental health, and community connection. 27:05
• Brandon: Importance of work-life balance for Gen X and Gen Z.
• Bethany: Mental health and balancing work and community for younger generations.
• Speaker 3: Connecting with others can combat loneliness, even for introverts.
• Bethany: Seeking meaningful connections can lead to a boost in energy and vibration.

We chat about the following: 

• What are the priorities for COO’s in 2024? 
• How should we think about budgets this year? 
• How is the COO role changing?
• What are the commonalities across COO’s? 
• How do you work with a controlling CEO?
• How should a COO think about their relationship with the CEO?
• Do you have tips on how-to give good praise? 
• Is the CEO role the next step for a COO? 

References:

Cameron Herold

COO Alliance

YouTube Channel

Biography: 

Founder of the COO Alliance & Invest In Your Leaders Course

Author of Vivid Vision & The Second In Command

Meet Cameron Herold, the mastermind behind the exponential growth of hundreds of  companies. As the founder of the COO Alliance and the Invest In Your Leaders course,  Cameron is a dynamic consultant who has coached some of the biggest names in  business, including Sprint Telecom and a monarchy in the Middle East. Known as the  "CEO Whisperer", Cameron has a reputation for guiding his clients to double their  profits and revenue in just three years or less.

Cameron's entrepreneurial journey began at a young age, and by 35, he had helped  build his first two $100 million dollar companies. But his greatest achievement came as  the COO of 1-800-GOT-JUNK?, where he engineered the company's spectacular growth  from $2 million to $106 million in revenue and from 14 to 3,100 employees - all in just  six years.

Cameron is not just a successful business leader, but also a captivating speaker. The  current publisher of Forbes magazine, Rich Karlgaard, stated "Cameron Herold is the  best speaker I've ever heard...he hits grand slams”. 

When he's not on stage, Cameron  continues to teach through his Second In Command podcast and his bestselling books,  including Vivid Vision, Meetings Suck, Free PR, Double Double, and The Miracle Morning  for Entrepreneurs.

Cameron is a top-rated international speaker and has been paid to speak in 26 countries  and on all 7 continents, including Antarctica in early 2022. He is also the top-rated  lecturer at EO/MIT's Entrepreneurial Masters Program and a powerful and effective speaker at CEO and COO leadership events worldwide.

Summary:

• Budgeting, forecasting, and scenario planning for businesses. 0:05
• Bethany Ayers is considering running for MP to advocate for cannabis legalization.
• Cameron Herold, CEO of several companies, joins the podcast to discuss priorities for a CEO in 2024.
• Brandon and Bethany discuss the importance of linking budget, revenue, and GTM assumptions in a financial model to make informed investment decisions and communicate effectively with leadership.
• Bethany agrees that this model is essential for aligning leadership with the company's situation and setting budgets based on financial forecasts.
• Bethany emphasizes the importance of a scorecard in tracking key elements of low cash flow and ensuring data integrity.
• Brandon discusses his experiment with a client, using a financial p&l tool for scenario planning and live data flow, and evaluating its effectiveness in serving three purposes.
• Leadership development, confidence building, and skills growth. 7:47
• Bethany and Brandon discuss the importance of skills development and confidence building in organizations.
• Brandon shares a study on how CEOs are investing in generative AI and no-code automation within companies.
• Bethany praises employees for speaking up, learns to deliver constructive feedback.
• Brandon and Bethany discuss how to build confidence in oneself and others, with Brandon sharing his process of reinforcing positive qualities and achievements to build confidence.
• Cameron Herold offers insights on how to convince a controlling CEO to let go of some power, emphasizing the importance of building trust and confidence.
• How to approach CEOs with tough feedback while building trust and credibility. 14:00
• Cameron Herold suggests appealing to a CEO's sense of greed, need for praise, and avoidance of conflict to help them see the negative impact of their controlling behavior.
• Bethany waits until the CEO is ready for the conversation, using a metaphor of waiting for them to trip and fall before offering help.
• CEO priorities in a rapidly changing business environment. 16:19
• CEOs must adapt quickly to fast rate of change in business or risk being left behind.
• Cameron Herold emphasizes the need for CEOs to adapt quickly to change and grow their people's skills faster than ever before.
• Herold visualizes employees climbing two ladders simultaneously, growing their skills and confidence while expanding their network.
• Leadership development, praise, and core values. 20:36
• Cameron Herold emphasizes the importance of developing leadership skills in employees, including delegation, situational leadership, coaching, and time management.
• Herold suggests leveraging resources, such as hiring a consultant to train managers on interviewing skills, and sharing the training session with other leaders.
• Bethany asks Cameron Herold about tips on giving good praise.
• Cameron suggests leaders should catch people doing something right and praise them regularly.
• Leadership styles, CEO roles, and communication between CEOs and CFOs. 25:04
• Cameron Herold emphasizes the importance of delegating tasks to others and providing specific praise to reinforce desired behaviors.
• Bethany agrees, noting that growing a business and growing relationships share similarities in communication, collaboration, and prioritizing core values.
• Cameron Herold: CEOs and CFOs have different leadership styles and perspectives.
• Herold: Different types of CFOs emerging, matching entrepreneur's personality profile and stage of business important.
• CEO leadership, profitability, and the importance of building real businesses. 30:16
• Cameron Herold notes that CEOs tend to be strong leaders, managing multiple areas and leading other leaders effectively.
• Cameron Herold emphasizes the importance of focusing on profitability in tech companies.
• Bethany agrees and highlights the need for companies to grow real businesses with real financials.
• AI adoption, CEO evolution, and leadership skills. 34:26
• Cameron Herold: AI will create winners and losers, leverage AI to drive growth and profitability.
• Cameron Herold: CEO communities will rise, collaborate and grow like entrepreneurs did with YPO, EO, and Vistage.
• Cameron Herold, a former COO, transitioned to entrepreneurial CEO with ease due to his entrepreneurial upbringing and DNA.
• Most CEOs lack the entrepreneurial DNA and desire to be CEOs, focusing instead on growing a bigger company or a better brand.
• Leadership roles, responsibilities, and priorities in business. 39:12
• Cameron Herold: CEOs must release traditional roles, focus on vision & culture.
• Herold: CEOs have 4-5 direct reports, oversee legal, board, & culture.
• Cameron Herold emphasizes the importance of caring for employees as humans, not just as workers.
• He encourages leaders to focus on people, not just tasks, to build a successful company.

We chat about the following lessons: 

1. Know where you want to go
2. Lean into the fear
3. Don’t try to be somebody else
4. Focus on the job that is in front of you
5. Know your superpower
6. Accept critical feedback for what it is 
7. Leadership is about serving others
8. Find people who stretch you
9. Take opportunities when they present themselves
10. Don’t be a victim, take responsibility for your life
11. Do uncomfortable things
12. Cultivate your network
13. Be kind. Be respectful. 
14. Accept the fact that people won’t like you

Summary:

• Career goals and adaptability. 0:05
• Brandon and Bethany discuss their sleeping difficulties, with Bethany experiencing a bird phobia-related insomnia and Brandon going to a quiz night with his wife.
• Bethany struggles to fall asleep due to her bird phobia, while Brandon enjoys a UK-centric quiz night with his wife.
• Bethany Ayers shares her lesson learned from her career journey: know where you want to go, but be open to opportunities.
• Brandon Mensa adds to the discussion, emphasizing the importance of being clear on one's goals while remaining flexible and open to new experiences.
• Overcoming fear and ambition in business. 4:31
• Brandon shares his experience of struggling to land a job during an internship programme, despite applying for 10 marketing roles and interviewing 10 times without success.
• Brandon overcame his anxiety related to telephone interviews by taking small steps, such as practicing with friends and using positive self-talk, to build his confidence and land a job as a marketing specialist.
• Brandon leaned into his fear and ambition to secure a job, despite a long commute and initial discomfort.
• Leveraging his motivation and ambition, he drove himself to fulfill the potential of the company, learning to manage his fear along the way.
• Personal growth and career development. 9:37
• Bethany emphasizes the importance of embracing discomfort and being the best version of oneself, rather than trying to be someone else.
• She encourages individuals to focus on their unique strengths and skills, rather than comparing themselves to others.
• Brandon recognizes the value of his own strengths and weaknesses, and stops comparing himself to extroverts.
• Brandon takes inspiration from others' ways of working and incorporates them into his own toolkit, rather than mimicking them exactly.
• Bethany prioritizes becoming a domain expert and a practitioner in her field, focusing on the job she has and building her skills to take advantage of opportunities as they arise.
• Brandon emphasizes the importance of focusing on the job and becoming a craftsperson, with opportunities for advancement and job security following suit.
• Embracing unique strengths and work ethic for career success. 17:09
• Bethany struggles with imposter syndrome and feeling unimportant in a leadership role due to her lack of a specific functional expertise.
• Bethany highlights the importance of identifying and embracing one's unique strengths and specializations, rather than trying to be a jack-of-all-trades.
• Brandon agrees, emphasizing the value of focusing on a specific area of expertise and becoming a subject matter expert.
• Leadership lessons learned and the importance of serving others. 21:11
• Brandon was put in a leadership role he wasn't qualified for, struggled in meetings, and was told he was "terrible" by the CEO.
• Brandon took 3-4 months to accept critical feedback, work with an external coach, and rebuild himself as a leader.
• Brandon and Bethany discuss the importance of leadership being about serving others, not just personal achievement.
• A new head teacher at a primary school transforms the school's morale and engagement with their leadership, showing the power of effective leadership.
• Leadership, feedback, and personal growth. 26:17
• Brandon and Bethany discuss the importance of leadership and career progression, with Brandon emphasizing the value of taking feedback and continuously improving.
• Bethany shares her experience with giving and receiving feedback, highlighting the importance of self-awareness and continuous improvement.
• Bethany has had two mentors in her career who provided specific feedback to help her improve, including a former BCG analyst who gave her BCG training and a sales leader who pushed her to think more critically.
• Bethany is currently seeking out mentors who will challenge her and help her reach her full potential, as she feels she doesn't have anyone in her life currently who will push her as hard as she needs.
• Career growth, responsibility, and self-reliance. 31:37
• Brandon became a market analyst for IDC and loved it, but then got a call from the CBC to talk about BlackBerry live on TV, which he initially doubted but then saw as an opportunity to showcase his skills.
• Brandon took the opportunity and did a credible job, leading to more TV engagements and growth as a communicator, highlighting the importance of seizing opportunities and taking initiative.
• Brandon and Bethany emphasize the importance of self-reliance and responsibility in personal and professional growth.
• Leadership, resilience, and decision-making in business. 35:58
• Bethany emphasizes the importance of taking responsibility for one's function and solving problems upstream and downstream, rather than just complaining about them.
• Brandon agrees and adds that a CEO should be concerned with motivating everyone to achieve the vision, which requires taking responsibility for the team's success and working with other teams to move the ball forward.
• Brandon faced challenges in his role as VP of Product at a company in Las Vegas, feeling unhappy and undermined, but he chose to stay and turn things around, leading to a successful run at the company.
• The lesson learned from this experience is the importance of resilience, as throwing in the towel is not always the right choice, and Brandon was able to turn things around by rethinking his approach and figuring things out.
• Bethany emphasizes the importance of resilience and perspective in business leadership, and seeks outside counsel or coaching to navigate challenges.
• Networking, kindness, and relationships. 42:27
• Bethany emphasizes the importance of cultivating a network based on genuine relationships and introducing people to each other, rather than just seeking personal gain.
• Brandon shares an example of how his mentor's network has led to valuable opportunities and serendipitous connections, highlighting the power of building meaningful relationships.
• Bethany emphasizes the importance of treating people with respect and kindness, even if they're not someone you necessarily like or want to spend time with.
• She shares a lesson she's learned about being aware of how our actions and words can impact others, and not excluding people unnecessarily.
• Leadership, respect, and dealing with difficult colleagues. 48:34
• Brandon had a difficult relationship with a sales leader, initially disliking them due to personality clashes, but later recognizing their professional skills and respecting them.
• Brandon had preconceived notions about another individual, leading to a disrespectful interaction, but later developed a positive relationship after getting to know them.
• Brandon and Bethany discuss the importance of respecting colleagues, even if you don't personally like them, and how this can lead to better business outcomes.
• They emphasize that leaders should be rooted in sound principles and values, even if some people may not like them for different reasons.

We chat about the following: 

• What are our views on Rippling? Personio? Factorial? BambooHR? HiBob? 
• What is a good vendor choice for a scaling company of a few hundred people that wants something that is very customisable? 
• What is a good all-in-one vendor choice that is good at employee engagement and for UK companies supports international expansion into the US? 
• What are the “gotchas” when buying an HRIS?  
• What is the hidden, dark secret of all employee engagement tools? 
• What is a good vendor choice for a mid-market ATS? 
• What is a good vendor choice for compensation? 
• Which products are really exciting for 2024?

References:

HRIS vendor evaluation

• Rippling
• HiBob
• Factorial
• Personio
• BambooHR

Other HRIS vendors mentioned

• CharlieHR
• Humaans
• ATS vendors
• Ashby
• Pinpoint
• Workable
• Greenhouse
• SmartRecrruiters

Other products mentioned

• Sana Labs
• Pando
• HarrietHR

Biography: 

Matt is a globally recognised People and Talent leader. Through his work as the founder at People Collective, he's helped over 150 companies shape forward thinking people and talent strategies to scale sustainably.  

Passionate about how talent shapes business outcomes, he loves to discuss the best ways to help employees reach their full potential.

He previously led People Ops at Peakon prior to their exit to Workday. 

Summary:

• Healthy eating habits and vegetable subscriptions. 0:05
• Bethany is trying a new vegetable subscription service called Odd Box, which delivers a random mix of fruits and vegetables each week.
• Bethany is not excited about the included cauliflower and tuna, but is looking forward to trying new vegetables during the summer.
• HRIS options for a 100-person company. 3:02
• Bethany is frustrated with the lack of great options for HRIS systems, especially for smaller companies.
• Brandon has a utilitarian experience with Rippling, with a cluttered drop-down menu and limited performance review functionality compared to other HRIS systems.
• Brandon and Bethany discuss their experiences with Rippling, a HR platform founded by former Zenefits employees.
• Rippling's sales process was qualified and thorough, but the product did not appeal to Brandon due to its utilitarian nature.
• HR software options for employee experience. 7:28
• Hi, Bob has a mature talent module with performance reviews, goals, and check-ins, making it a strong choice for employee experience.
• Hi, Bob's org view module is a visualization tool for headcount planning, but it's only available for enterprise companies with 200+ employees.
• Brandon gives Bamboo HR a rating of 4.5 out of 5, praising their sales engagement experience but criticizing their basic performance and ATS modules.
• Bethany notes that Bamboo HR's pricing is high and their product is trying to eat up the market, but their sales experience is professional and crisp.
• HR software options for a small business. 13:03
• Bamboo HR's reporting and custom field functionality was frustrating for the speaker, with delayed responses from the customer success team and limited flexibility.
• Bethany suspects a churn issue at a company, possibly due to Hi Bob's functionality and Personnel's focus on being an all-in-one solution.
• Personnel aims to differentiate themselves from Hi Bob and other competitors by offering a modern and progressive product with a focus on employee experience.
• Brandon and Bethany discuss HR software options, with Persona and Factorial being the main focus.
• Factorial is positioned as an all-in-one solution with a focus on finance and operations, while Persona is seen as a more utilitarian option with a better user experience.
• HR tech stack for scaling companies. 20:18
• Bethany and Brandon discuss HR tech stacks, with Brandon providing insights on various products and their pros and cons.
• Bethany describes her experience with bamboo HR, expressing frustration with its limitations and lack of good analytics, and Brandon agrees that it's not the best option for scaling companies.
• HR software for mid-market companies with limited options. 22:38
• Matt Bradburn is frustrated with Bamboo's prescriptive performance module, wanting more flexibility in choosing what to assess.
• Matt recommends Humans for an employee data layer that's easy to manipulate and connect to other software, making life easier.
• Matt Bradburn recommends using Hi, Bob as a mid-market HR platform due to its ease of use, reasonable performance, and ability to download Excel files for analysis.
• Matt Bradburn advises reducing HR tools to the bare minimum to achieve a loved stack, citing Lattice and Deel as examples.
• ATS and employee engagement tools. 27:49
• Matt Bradburn shares insights on employee engagement tools, revealing their limitations and the need for more prescriptive actions.
• He highlights the importance of using AI to improve employee engagement, rather than just measuring it.
• Matt Bradburn prefers Ashby, Workable, or SmartRecruiters for ATS, citing ease of use and new features.
• He believes these options are the most popular and well-regarded in the market, with Greenhouse being the most expensive option.
• HR tech trends and product strides in 2024. 32:07
• Matt Bradburn is impressed with summer laps' learning creation landscape, particularly their multi-threaded approach to onboarding and sales.
• He also appreciates Panda's performance development, which connects employee journey to career growth, and Harriet HR's ease of access to HR information through Slack.
• Matt Bradburn notes that Rippling, a CRM system, is great for US-focused companies with international employees, but lacks customization for US benefits.
• Matt Bradburn hears anecdotal evidence of frustration with Rippling among European users, including those who experienced difficulty with European SAS compliance.
• HR tech consolidation and customization. 36:33
• Matt Bradburn discusses the challenges of creating a comprehensive HR platform that meets the needs of various countries and legal requirements, while also providing customization options for users.
• Matt Bradburn and others discuss the Goldilocks problem of finding an HR platform that is not too rigid or too fluid, but rather just right for the user's needs.
• Matt Bradburn: Too many Workday implementation consultants on LinkedIn, making it hard to find accurate data.
• Bethany: Consolidation is needed in the compensation space, but no one has a good product vision for a single tool that does everything.
• HR tech, security, and due diligence. 40:46
• Matt Bradburn:...]]>In this episode we discuss: Which HRIS do I need? We are joined by Matt Bradburn, Founder & CEO of the People Collective. 

  We chat about the following: 

  • What are our views on Rippling? Personio? Factorial? BambooHR? HiBob? 
  • What is a good vendor choice for a scaling company of a few hundred people that wants something that is very customisable? 
  • What is a good all-in-one vendor choice that is good at employee engagement and for UK companies supports international expansion into the US? 
  • What are the “gotchas” when buying an HRIS?  
  • What is the hidden, dark secret of all employee engagement tools? 
  • What is a good vendor choice for a mid-market ATS? 
  • What is a good vendor choice for compensation? 
  • Which products are really exciting for 2024?
  
  

  References:

  HRIS vendor evaluation

  • Rippling
  • HiBob
  • Factorial
  • Personio
  • BambooHR
  
  

  Other HRIS vendors mentioned

  • CharlieHR
  • Humaans
  • ATS vendors
  • Ashby
  • Pinpoint
  • Workable
  • Greenhouse
  • SmartRecrruiters
  
  

  Other products mentioned

  • Sana Labs
  • Pando
  • HarrietHR
  
  

  Biography: 

  Matt is a globally recognised People and Talent leader. Through his work as the founder at People Collective, he's helped over 150 companies shape forward thinking people and talent strategies to scale sustainably.  

  Passionate about how talent shapes business outcomes, he loves to discuss the best ways to help employees reach their full potential.

  He previously led People Ops at Peakon prior to their exit to Workday. 

  Summary:

  • Healthy eating habits and vegetable subscriptions. 0:05
  • Bethany is trying a new vegetable subscription service called Odd Box, which delivers a random mix of fruits and vegetables each week.
  • Bethany is not excited about the included cauliflower and tuna, but is looking forward to trying new vegetables during the summer.
  • HRIS options for a 100-person company. 3:02
  • Bethany is frustrated with the lack of great options for HRIS systems, especially for smaller companies.
  • Brandon has a utilitarian experience with Rippling, with a cluttered drop-down menu and limited performance review functionality compared to other HRIS systems.
  • Brandon and Bethany discuss their experiences with Rippling, a HR platform founded by former Zenefits employees.
  • Rippling's sales process was qualified and thorough, but the product did not appeal to Brandon due to its utilitarian nature.
  • HR software options for employee experience. 7:28
  • Hi, Bob has a mature talent module with performance reviews, goals, and check-ins, making it a strong choice for employee experience.
  • Hi, Bob's org view module is a visualization tool for headcount planning, but it's only available for enterprise companies with 200+ employees.
  • Brandon gives Bamboo HR a rating of 4.5 out of 5, praising their sales engagement experience but criticizing their basic performance and ATS modules.
  • Bethany notes that Bamboo HR's pricing is high and their product is trying to eat up the market, but their sales experience is professional and crisp.
  • HR software options for a small business. 13:03
  • Bamboo HR's reporting and custom field functionality was frustrating for the speaker, with delayed responses from the customer success team and limited flexibility.
  • Bethany suspects a churn issue at a company, possibly due to Hi Bob's functionality and Personnel's focus on being an all-in-one solution.
  • Personnel aims to differentiate themselves from Hi Bob and other competitors by offering a modern and progressive product with a focus on employee experience.
  • Brandon and Bethany discuss HR software options, with Persona and Factorial being the main focus.
  • Factorial is positioned as an all-in-one solution with a focus on finance and operations, while Persona is seen as a more utilitarian option with a better user experience.
  • HR tech stack for scaling companies. 20:18
  • Bethany and Brandon discuss HR tech stacks, with Brandon providing insights on various products and their pros and cons.
  • Bethany describes her experience with bamboo HR, expressing frustration with its limitations and lack of good analytics, and Brandon agrees that it's not the best option for scaling companies.
  • HR software for mid-market companies with limited options. 22:38
  • Matt Bradburn is frustrated with Bamboo's prescriptive performance module, wanting more flexibility in choosing what to assess.
  • Matt recommends Humans for an employee data layer that's easy to manipulate and connect to other software, making life easier.
  • Matt Bradburn recommends using Hi, Bob as a mid-market HR platform due to its ease of use, reasonable performance, and ability to download Excel files for analysis.
  • Matt Bradburn advises reducing HR tools to the bare minimum to achieve a loved stack, citing Lattice and Deel as examples.
  • ATS and employee engagement tools. 27:49
  • Matt Bradburn shares insights on employee engagement tools, revealing their limitations and the need for more prescriptive actions.
  • He highlights the importance of using AI to improve employee engagement, rather than just measuring it.
  • Matt Bradburn prefers Ashby, Workable, or SmartRecruiters for ATS, citing ease of use and new features.
  • He believes these options are the most popular and well-regarded in the market, with Greenhouse being the most expensive option.
  • HR tech trends and product strides in 2024. 32:07
  • Matt Bradburn is impressed with summer laps' learning creation landscape, particularly their multi-threaded approach to onboarding and sales.
  • He also appreciates Panda's performance development, which connects employee journey to career growth, and Harriet HR's ease of access to HR information through Slack.
  • Matt Bradburn notes that Rippling, a CRM system, is great for US-focused companies with international employees, but lacks customization for US benefits.
  • Matt Bradburn hears anecdotal evidence of frustration with Rippling among European users, including those who experienced difficulty with European SAS compliance.
  • HR tech consolidation and customization. 36:33
  • Matt Bradburn discusses the challenges of creating a comprehensive HR platform that meets the needs of various countries and legal requirements, while also providing customization options for users.
  • Matt Bradburn and others discuss the Goldilocks problem of finding an HR platform that is not too rigid or too fluid, but rather just right for the user's needs.
  • Matt Bradburn: Too many Workday implementation consultants on LinkedIn, making it hard to find accurate data.
  • Bethany: Consolidation is needed in the compensation space, but no one has a good product vision for a single tool that does everything.
  • HR tech, security, and due diligence. 40:46
  • Matt Bradburn: Security and corruption are top concerns when buying an ISS solution.
  • Bethany: Integration and customization are crucial, but vendors may not deliver on promises.
  • Matt Bradburn advises businesses to prioritize simplicity and due diligence when selecting technology.
  
  
  
  This podcast uses the following third-party services for analysis:
  
  Podcorn - https://podcorn.com/privacy]]>972e42eb-db58-48f6-ba13-2a9b9923349fThu, 04 Apr 2024 04:30:00 +000045:42falsefull13737136. What does a good COO framework look like?In this episode we discuss: What does a good COO framework look like? We are joined by Simon Wakeman, former COO of TPXimpact and creator of the B3 Framework. 

  We chat about the following: 

  • Are investment bets the responsibility of the COO? 
  • What is an operating model? 
  • What is minimum viable governance? How much process is too much process? 
  • How to best manage a risk register to make it useful
  • What is in the “systems” box? 
  • How do you structure data teams? 
  • What are some practices around cadences? 
  
  

  References:

  • B3 Framework
  • Simon Wakeman
  
  

  Biography: 

  I help founders in post-seed and series A technology businesses to scale their operations and create resilient organisations. 

  I’ve created and used the B3 framework® to enable businesses with 25 to 250 people to successfully grow at pace. 

  Before becoming an independent interim COO, consultant and advisor I held senior operational leadership roles in two scaling technology businesses. The first - a digital business - I led from 15 people / £1.6m revenue to 40 people / £3m revenue. The second - a technology and design business - grew from 361 people / £31.5m revenue to 700 people / £83m in around three years. 

  My career experience includes co-founder, MD, COO and non-exec director roles in growth companies, including successful exits across listed and privately held businesses.

  Summary:

  • Creating high-performance companies with a CEO framework. 0:06
  • Brandon and Bethany discuss their spouses' reactions to their podcast, with Bethany's husband being surprised by her comment that being married is not part of her identity.
  • They welcome Simon Wakeman, former CEO of TI px impact, as their guest to discuss his B three framework for building highly performant organizations.
  • Brandon M: Foundation layer of CEO framework includes why do we exist, what do we do, and how do we do it.
  • Bethany: Operating model definition lacks clarity, with inconsistent examples across companies.
  • Brandon M: Building the organisation layer, decision making is hard due to changing business structures and roles, but it's critical for scaling companies to codify decision-making processes and delegate responsibility.
  • Bethany: Finance models are useful for making calculated risks and investment bets, but they need to be holistically thought through with the CEO and leadership team to ensure the right forecast model is created for cash burn and expectations management.
  • Business framework for scaling startups. 7:16
  • Bethany and Brandon discuss the importance of data ownership and security in business, with Bethany emphasizing the need for a "Source of Truth" and data security foundations to support data-driven decision-making.
  • Bethany highlights the importance of data in decision-making, emphasizing that even small amounts of data can be valuable for directional insights.
  • Bethany and Brandon discuss the four layers of their framework, including cadence and communications, leadership, performance, processes, systems, and standards.
  • Operating models and their importance in business. 11:32
  • Simon Wakeman defines operating model as a blueprint for turning strategy into reality, focusing on how to source customers, deliver value, and partner with others.
  • Bethany seeks clarification on operating model, which Simon explains as a high-level summary of how a business creates value, turning strategy into a functioning business.
  • Simon Wakeman emphasizes the importance of creating a clear and concise operating model for businesses, which should describe how the company creates value on a single page.
  • He suggests using a template to help structure the operating model, but notes that the level of detail and complexity will depend on the type of business and its stage of growth.
  • Organizational governance and decision-making. 16:02
  • Simon Wakeman: Distributed team was deliberately chosen for tech business to address resourcing challenges.
  • Minimum Viable Governance means legal duties of directors, policies, and risk management processes for coherent functioning.
  • Simon Wakeman: Governance should push autonomy and decision-making to the edges of the organization, with appropriate safeguards to ensure competency.
  • Bethany: Too much process can stifle innovation, emphasizing people's brains and good decisions over rules is key.
  • Governance in scaleups, risk management, and crisis communications. 21:11
  • Brandon M and Bethany discuss governance in scaleups, focusing on risk management and crisis communications.
  • Risk management, systems ownership, and data quality in business. 22:58
  • Bethany suggests identifying the right people to engage in risk management, such as critical thinkers like herself and structured thinkers like the CFO or ops director.
  • Simon Wakeman agrees that these individuals are often the ones who take the lead in risk management and convene groups to do the hard work.
  • Simon Wakeman emphasizes the importance of understanding and owning technology in a business, particularly in the early scaling phase, to avoid messy systems architecture and inconsistent data.
  • He highlights the need for a clear data model to underpin the business and integrate systems effectively, particularly as AI and augmentation technologies become more prevalent.
  • Simon Wakeman suggests a more decentralized approach to ops, with greater autonomy for people, but also a governing framework to ensure coherence and value creation across the organization.
  • Simon believes tech leadership should own providing data and capabilities, while CFO should define user needs and bring together quality information for decision-making.
  • Creating a cohesive business system through meetings and alignment. 29:16
  • Bethany and Simon discuss the importance of cadence in organizations, including recurring meetings, to align teams and create a sense of unity.
  • Simon Wakeman emphasizes the importance of understanding how different parts of a business are linked together and making deliberate choices about how to structure and run the business.
  • He encourages listeners to regularly review and adjust their business systems as the company grows to maintain balance and coherence.
  
  
  
  This podcast uses the following third-party services for analysis:
  
  Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: What does a good COO framework look like? We are joined by Simon Wakeman, former COO of TPXimpact and creator of the B3 Framework. 

  We chat about the following: 

  • Are investment bets the responsibility of the COO? 
  • What is an operating model? 
  • What is minimum viable governance? How much process is too much process? 
  • How to best manage a risk register to make it useful
  • What is in the “systems” box? 
  • How do you structure data teams? 
  • What are some practices around cadences? 
  
  

  References:

  • B3 Framework
  • Simon Wakeman
  
  

  Biography: 

  I help founders in post-seed and series A technology businesses to scale their operations and create resilient organisations. 

  I’ve created and used the B3 framework® to enable businesses with 25 to 250 people to successfully grow at pace. 

  Before becoming an independent interim COO, consultant and advisor I held senior operational leadership roles in two scaling technology businesses. The first - a digital business - I led from 15 people / £1.6m revenue to 40 people / £3m revenue. The second - a technology and design business - grew from 361 people / £31.5m revenue to 700 people / £83m in around three years. 

  My career experience includes co-founder, MD, COO and non-exec director roles in growth companies, including successful exits across listed and privately held businesses.

  Summary:

  • Creating high-performance companies with a CEO framework. 0:06
  • Brandon and Bethany discuss their spouses' reactions to their podcast, with Bethany's husband being surprised by her comment that being married is not part of her identity.
  • They welcome Simon Wakeman, former CEO of TI px impact, as their guest to discuss his B three framework for building highly performant organizations.
  • Brandon M: Foundation layer of CEO framework includes why do we exist, what do we do, and how do we do it.
  • Bethany: Operating model definition lacks clarity, with inconsistent examples across companies.
  • Brandon M: Building the organisation layer, decision making is hard due to changing business structures and roles, but it's critical for scaling companies to codify decision-making processes and delegate responsibility.
  • Bethany: Finance models are useful for making calculated risks and investment bets, but they need to be holistically thought through with the CEO and leadership team to ensure the right forecast model is created for cash burn and expectations management.
  • Business framework for scaling startups. 7:16
  • Bethany and Brandon discuss the importance of data ownership and security in business, with Bethany emphasizing the need for a "Source of Truth" and data security foundations to support data-driven decision-making.
  • Bethany highlights the importance of data in decision-making, emphasizing that even small amounts of data can be valuable for directional insights.
  • Bethany and Brandon discuss the four layers of their framework, including cadence and communications, leadership, performance, processes, systems, and standards.
  • Operating models and their importance in business. 11:32
  • Simon Wakeman defines operating model as a blueprint for turning strategy into reality, focusing on how to source customers, deliver value, and partner with others.
  • Bethany seeks clarification on operating model, which Simon explains as a high-level summary of how a business creates value, turning strategy into a functioning business.
  • Simon Wakeman emphasizes the importance of creating a clear and concise operating model for businesses, which should describe how the company creates value on a single page.
  • He suggests using a template to help structure the operating model, but notes that the level of detail and complexity will depend on the type of business and its stage of growth.
  • Organizational governance and decision-making. 16:02
  • Simon Wakeman: Distributed team was deliberately chosen for tech business to address resourcing challenges.
  • Minimum Viable Governance means legal duties of directors, policies, and risk management processes for coherent functioning.
  • Simon Wakeman: Governance should push autonomy and decision-making to the edges of the organization, with appropriate safeguards to ensure competency.
  • Bethany: Too much process can stifle innovation, emphasizing people's brains and good decisions over rules is key.
  • Governance in scaleups, risk management, and crisis communications. 21:11
  • Brandon M and Bethany discuss governance in scaleups, focusing on risk management and crisis communications.
  • Risk management, systems ownership, and data quality in business. 22:58
  • Bethany suggests identifying the right people to engage in risk management, such as critical thinkers like herself and structured thinkers like the CFO or ops director.
  • Simon Wakeman agrees that these individuals are often the ones who take the lead in risk management and convene groups to do the hard work.
  • Simon Wakeman emphasizes the importance of understanding and owning technology in a business, particularly in the early scaling phase, to avoid messy systems architecture and inconsistent data.
  • He highlights the need for a clear data model to underpin the business and integrate systems effectively, particularly as AI and augmentation technologies become more prevalent.
  • Simon Wakeman suggests a more decentralized approach to ops, with greater autonomy for people, but also a governing framework to ensure coherence and value creation across the organization.
  • Simon believes tech leadership should own providing data and capabilities, while CFO should define user needs and bring together quality information for decision-making.
  • Creating a cohesive business system through meetings and alignment. 29:16
  • Bethany and Simon discuss the importance of cadence in organizations, including recurring meetings, to align teams and create a sense of unity.
  • Simon Wakeman emphasizes the importance of understanding how different parts of a business are linked together and making deliberate choices about how to structure and run the business.
  • He encourages listeners to regularly review and adjust their business systems as the company grows to maintain balance and coherence.
  
  
  
  This podcast uses the following third-party services for analysis:
  
  Podcorn - https://podcorn.com/privacy]]>8f711d51-5e86-444b-b890-502c504c9ccfThu, 28 Mar 2024 04:00:00 +000034:28falsefull13636135. Is wellbeing a complete waste of time?In this episode we discuss: Is wellbeing a complete waste of time? We are joined by Gethin Nadin, cited as one of HR’s Most Influential Thinkers and author of the bestseller “A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient Organisations.”

  Bethany and I discuss: 

  • What is the COO’s role in solving workplace stress? 
  • What can a COO do to optimise employees and support their mental health? 
  
  

  We chat about the following with Gethin: 

  • What is wellbeing? In the context of a company, what are we talking about? 
  • What is the view on the Guardian article that suggests wellness programmes are a waste of time? 
  • What is the impact of DE&I on mental health? 
  • How has the social contract changed between employee and employer? 
  • Where does corporate responsibility end and personal responsibility start?
  • How does an organisation optimise employees to achieve the biggest shareholder return? 
  
  

  References:

  • A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient Organisations
  • Workplace wellbeing is a complete waste of time (Gethin’s response to the Guardian article)
  • Work ‘wellness’ programmes don’t make employees happier - but I know what does (Guardian article)
  • https://www.linkedin.com/in/gethinnadin/
  • http://www.hellobenefex.com
  • Spill. Mental health provider
  
  

  Biography: 

  I am a leading psychologist and author with over 20 years of experience in HR tech, employee wellbeing, and engagement. As a Fellow of the Royal Society of Arts and a Member of the British Psychological Society, I have been recognised as one of the world's most influential HR thinkers and a top global employee experience influencer. 

  Currently, I serve as the Chief Innovation Officer at both Benefex and Zellis, two of the UK's leading providers of employee benefits and payroll solutions. In this role, I leverage my expertise in wellbeing, employee experience, and financial wellbeing to create innovative and sustainable solutions for organisations and their people. I am also a member of the All Party Parliamentary Group on the Future of Employability, where I advise on policy and practice for improving the employability of the UK workforce. 

  I am passionate about sharing my knowledge and insights with others through speaking, writing, and teaching. I have published two bestselling books, 'A World of Good' and 'A Work in Progress', which explore the best practices and emerging trends in improving the employee experience and wellbeing across the globe. I have also contributed to various media outlets, such as Forbes, The Financial Times, and The Guardian, and co-hosted a UK tour with Ruby Wax OBE to campaign for better mental health in the workplace. My mission is to help organisations and individuals thrive in the changing world of work.

  Summary:

  • Walking in London, exhaustion, and appreciation for the city. 0:06
  • Bethany talks about her recent walk in London, mentioning the Thames and a noodle shop in Greenwich.
  • Bethany quotes Samuel Pepys, saying "when you're tired of London, you're tired of life," reflecting on her previous exhaustion with living in London but now re-appreciating it as her children have grown older.
  • Workplace well-being and its impact on employee mental health. 2:24
  • CEO has significant influence on employee mental health by creating a stress-reducing work environment.
  • Brandon M and Bethany discuss the importance of financial security in creating a positive work culture, with Bethany noting that even with the right policies in place, a fear-based culture can still exist if the CEO is insecure or paranoid.
  • The pair also highlight the danger of CEOs presenting one image and picture for the company while undermining it with their actions, creating a sense of double talk or gaslighting.
  • Bethany and Brandon discuss the five levels of organisational leadership, ranging from a pessimistic view of the world to a transcendent one focused on the betterment of society.
  • They agree that level three, where most people operate, is characterized by ego-driven politics, while level four involves a common enemy and level five is a state of flow and collaboration.
  • Workplace wellness programs and their benefits. 9:33
  • Brandon M and Bethany discuss the importance of investing in personal well-being and mental health support for employees, with examples of successful implementation in their company.
  • They highlight the benefits of using a platform like Slack for on-demand therapy and coaching, and how it can help remove the stigma around mental health support.
  • Brandon M and Bethany discussed the importance of investing in employee wellness programs, including mental health support and financial planning.
  • They agreed that wellness programs are often inexpensive and can provide significant benefits for employees, but may require more holistic approach to budgeting and prioritization.
  • Brandon and Bethany discuss the importance of well-being in the workplace, particularly for line managers, and how it can be supported through coaching and other means.
  • They debate whether well-being is a waste of time, with Bethany expressing skepticism about the effectiveness of training and the importance of coaching for personal growth.
  • Workplace well-being and employee stress. 17:21
  • Gethin Nadin discusses the importance of workplace well-being, citing research showing 90-99% of people experience extreme stress at work.
  • Employers must support employees' well-being, despite not causing the cost of living crisis or pandemic, and must move away from the idea of "do no harm" to create an environment where employees' lives are better off for working with them.
  • Workplace wellbeing and its impact on employee happiness and productivity. 19:39
  • Gethin Nadin agrees with the Guardian article that wellness programs can be ineffective if workplace stress is caused by poor management practices.
  • He believes that wellness initiatives are only effective when companies prioritize employee well-being and address the root causes of stress, such as unclear expectations and too much pressure.
  • Gethin Nadin argues that wellbeing initiatives like mindfulness are important but not a replacement for organizational structure and culture changes.
  • He believes that high performers are at high risk of burnout and that a combination of structural and mindfulness interventions is necessary for effective wellbeing management.
  • Workplace mental health and inclusion. 24:31
  • Gethin Nadin highlights the importance of inclusive policies and structures in workplaces, particularly for marginalized groups, to address mental health issues and promote a safe and supportive environment.
  • Bethany emphasizes the need for policies that address the DI (diversity, inclusion) side of things, including sexual harassment policies, to create a culture where women feel safe to speak up about their experiences in the workplace.
  • Gethin Nadin highlights the UK police force as an example of a workplace where women face systemic barriers and discrimination, with a culture of "laddish behavior" and a lack of support for mental health.
  • Nadin emphasizes the need for institutions to take concrete actions to address these issues, such as holding perpetrators accountable and creating a more inclusive work environment.
  • Diversity, inclusion, and activism in the workplace. 28:12
  • Organizations must create a safe and welcoming environment for diverse employees to thrive, including policies and benefits that address gender identity and expression.
  • Bethany and Gethin discuss the power of the workplace in shaping society, with examples of employers taking a stand against government decisions that negatively impact their employees.
  • Gethin highlights the business drivers for diversity,...]]>In this episode we discuss: Is wellbeing a complete waste of time? We are joined by Gethin Nadin, cited as one of HR’s Most Influential Thinkers and author of the bestseller “A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient Organisations.”

    Bethany and I discuss: 

    • What is the COO’s role in solving workplace stress? 
    • What can a COO do to optimise employees and support their mental health? 
    
    

    We chat about the following with Gethin: 

    • What is wellbeing? In the context of a company, what are we talking about? 
    • What is the view on the Guardian article that suggests wellness programmes are a waste of time? 
    • What is the impact of DE&I on mental health? 
    • How has the social contract changed between employee and employer? 
    • Where does corporate responsibility end and personal responsibility start?
    • How does an organisation optimise employees to achieve the biggest shareholder return? 
    
    

    References:

    • A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient Organisations
    • Workplace wellbeing is a complete waste of time (Gethin’s response to the Guardian article)
    • Work ‘wellness’ programmes don’t make employees happier - but I know what does (Guardian article)
    • https://www.linkedin.com/in/gethinnadin/
    • http://www.hellobenefex.com
    • Spill. Mental health provider
    
    

    Biography: 

    I am a leading psychologist and author with over 20 years of experience in HR tech, employee wellbeing, and engagement. As a Fellow of the Royal Society of Arts and a Member of the British Psychological Society, I have been recognised as one of the world's most influential HR thinkers and a top global employee experience influencer. 

    Currently, I serve as the Chief Innovation Officer at both Benefex and Zellis, two of the UK's leading providers of employee benefits and payroll solutions. In this role, I leverage my expertise in wellbeing, employee experience, and financial wellbeing to create innovative and sustainable solutions for organisations and their people. I am also a member of the All Party Parliamentary Group on the Future of Employability, where I advise on policy and practice for improving the employability of the UK workforce. 

    I am passionate about sharing my knowledge and insights with others through speaking, writing, and teaching. I have published two bestselling books, 'A World of Good' and 'A Work in Progress', which explore the best practices and emerging trends in improving the employee experience and wellbeing across the globe. I have also contributed to various media outlets, such as Forbes, The Financial Times, and The Guardian, and co-hosted a UK tour with Ruby Wax OBE to campaign for better mental health in the workplace. My mission is to help organisations and individuals thrive in the changing world of work.

    Summary:

    • Walking in London, exhaustion, and appreciation for the city. 0:06
    • Bethany talks about her recent walk in London, mentioning the Thames and a noodle shop in Greenwich.
    • Bethany quotes Samuel Pepys, saying "when you're tired of London, you're tired of life," reflecting on her previous exhaustion with living in London but now re-appreciating it as her children have grown older.
    • Workplace well-being and its impact on employee mental health. 2:24
    • CEO has significant influence on employee mental health by creating a stress-reducing work environment.
    • Brandon M and Bethany discuss the importance of financial security in creating a positive work culture, with Bethany noting that even with the right policies in place, a fear-based culture can still exist if the CEO is insecure or paranoid.
    • The pair also highlight the danger of CEOs presenting one image and picture for the company while undermining it with their actions, creating a sense of double talk or gaslighting.
    • Bethany and Brandon discuss the five levels of organisational leadership, ranging from a pessimistic view of the world to a transcendent one focused on the betterment of society.
    • They agree that level three, where most people operate, is characterized by ego-driven politics, while level four involves a common enemy and level five is a state of flow and collaboration.
    • Workplace wellness programs and their benefits. 9:33
    • Brandon M and Bethany discuss the importance of investing in personal well-being and mental health support for employees, with examples of successful implementation in their company.
    • They highlight the benefits of using a platform like Slack for on-demand therapy and coaching, and how it can help remove the stigma around mental health support.
    • Brandon M and Bethany discussed the importance of investing in employee wellness programs, including mental health support and financial planning.
    • They agreed that wellness programs are often inexpensive and can provide significant benefits for employees, but may require more holistic approach to budgeting and prioritization.
    • Brandon and Bethany discuss the importance of well-being in the workplace, particularly for line managers, and how it can be supported through coaching and other means.
    • They debate whether well-being is a waste of time, with Bethany expressing skepticism about the effectiveness of training and the importance of coaching for personal growth.
    • Workplace well-being and employee stress. 17:21
    • Gethin Nadin discusses the importance of workplace well-being, citing research showing 90-99% of people experience extreme stress at work.
    • Employers must support employees' well-being, despite not causing the cost of living crisis or pandemic, and must move away from the idea of "do no harm" to create an environment where employees' lives are better off for working with them.
    • Workplace wellbeing and its impact on employee happiness and productivity. 19:39
    • Gethin Nadin agrees with the Guardian article that wellness programs can be ineffective if workplace stress is caused by poor management practices.
    • He believes that wellness initiatives are only effective when companies prioritize employee well-being and address the root causes of stress, such as unclear expectations and too much pressure.
    • Gethin Nadin argues that wellbeing initiatives like mindfulness are important but not a replacement for organizational structure and culture changes.
    • He believes that high performers are at high risk of burnout and that a combination of structural and mindfulness interventions is necessary for effective wellbeing management.
    • Workplace mental health and inclusion. 24:31
    • Gethin Nadin highlights the importance of inclusive policies and structures in workplaces, particularly for marginalized groups, to address mental health issues and promote a safe and supportive environment.
    • Bethany emphasizes the need for policies that address the DI (diversity, inclusion) side of things, including sexual harassment policies, to create a culture where women feel safe to speak up about their experiences in the workplace.
    • Gethin Nadin highlights the UK police force as an example of a workplace where women face systemic barriers and discrimination, with a culture of "laddish behavior" and a lack of support for mental health.
    • Nadin emphasizes the need for institutions to take concrete actions to address these issues, such as holding perpetrators accountable and creating a more inclusive work environment.
    • Diversity, inclusion, and activism in the workplace. 28:12
    • Organizations must create a safe and welcoming environment for diverse employees to thrive, including policies and benefits that address gender identity and expression.
    • Bethany and Gethin discuss the power of the workplace in shaping society, with examples of employers taking a stand against government decisions that negatively impact their employees.
    • Gethin highlights the business drivers for diversity, including increased productivity, innovation, and collaboration, and wonders if more managers understand the impact on their team's performance.
    • Shifting corporate responsibility and investing in employees. 32:29
    • Brandon M suggests the social contract between employees and employers has shifted, with a focus on inclusivity and personal responsibility.
    • Gethin Nadin agrees, arguing that investing in people first can lead to a more profitable business in the long run.
    • Gethin Nadin argues that modern successful businesses prioritize employee well-being and success, leading to increased profitability and success.
    • Brandon M. questions the role of line managers in addressing personal issues of employees, suggesting that companies may need to redefine their corporate responsibility and operational practices.
    • Workplace mental health and responsibility. 36:20
    • Employers should prioritize employee well-being for better organizational results, regardless of personal responsibility.
    • Work-life balance and employee well-being. 38:20
    • Gethin Nadin suggests that people are re-evaluating their priorities during the pandemic, with many questioning the value of their jobs and prioritizing their mental health.
    • He argues that the social contract between employers and employees has broken down, as people are no longer guaranteed financial stability and security in return for their hard work.
    • Gethin Nadin highlights the importance of well-being in the workplace, citing research that shows employees want a commitment to well-being from their employer.
    • Bethany encourages listeners to be more human at work, emphasizing the importance of building real connections and creating an environment where people want to be.
    • Optimizing employees for better wellbeing and organizational output. 43:08
    • Employers are often good at mitigating risk, but they should also invest in their employees' well-being to get them back to performing at their best.
    • A financial services firm in Scotland gave an employee paid time off to deal with personal issues, and he returned to his job as a high-performing employee and eventually became a team manager.
    • Gethin Nadin emphasizes the importance of optimizing employees, not just mitigating risk, to improve organizational output and societal impact.
    • Research shows that improving employee wellbeing through recognition and support can lead to better relationships with children and more community-based activities in neighborhoods.
    • Workplace wellness and employee support. 47:29
    • Employers have the power to create a better work environment and support employees' well-being by offering benefits like mental health support, flexible work arrangements, and health insurance.
    • The speaker argues that employers have a responsibility to invest in their employees' well-being and provide support, rather than leaving it up to the government or individual employees to handle on their own.
    • Gethin Nadin shares his experience with caring for a loved one with Alzheimer's and the impact it has had on his wellbeing, highlighting the importance of empathy and kindness in the workplace.
    • Brandon M expresses gratitude for the conversation and encourages listeners to subscribe or leave a comment, demonstrating the value of empathetic leadership in creating a supportive work environment.
    
    
    
    This podcast uses the following third-party services for analysis:
    
    Podcorn - https://podcorn.com/privacy]]>3692eea7-2bd5-41b1-9db5-b088c681ba90Thu, 21 Mar 2024 04:00:00 +000052:36falsefull13535134. How do you build an organisation to compete with Google?In this episode we discuss: How do you build an organisation to compete with Google? We are joined by Omid Ashtari, ex-COO of Streebees and President of Citymapper.

    We chat about the following with Omid: 

    • How do you think about organisational structure? 
    • How proactive should you be in anticipating organisational challenges? 
    • What is the highest impact communication challenge you helped resolve? 
    • How do you prevent drift from the customer as the company scales? 
    
    

    References:

    http://www.linkedin.com/in/ashtari

    http://www.startuppragmatism.com

    Biography: 

    I have two decades of experience in tech and worked in sales, business development and strategy roles for Google across the Dublin, London and San Francisco office during his 7 years there. As the first international employee, I set up Foursquare in Europe as Managing Director. I subsequently joined Citymapper for 6 years as President running the non-engineering side of the business. I then joined Streetbees as COO running operations, international expansion, finance and legal. Throughout my career I have raised north of 100 million dollars of funding for businesses I have worked for.

    I am an angel investor in more than 45 businesses and advise many of them in all manner of things including strategy, operations, business development, fundraises etc. I am also part of the Mayor of London's Business Advisory Board, and a Mentor at Seedcamp and Entrepreneur First.

    I am also an aspiring writer for my blogs startuppragmatism.blog and thefullspectrum.blog.

    Summary:

    • Personal growth and evolution over 13 years. 0:05
    • Brandon reflects on his past solo travels and how they relate to his current life.
    • Brandon M reflects on his past self-absorption and lack of empathy, now prioritizing supporting others' success and empathy in personal and professional life.
    • Brandon M recounts a 2011 incident where he carried a biscuit tin full of Canadian coins and sat next to a homeless person, now recognizing the importance of empathy and caring for others.
    • Organizational structure and skills for a business. 4:09
    • Bethany: People often create an org structure that prioritizes making their existing team happy, rather than starting fresh and building a structure that works for the business.
    • Brandon M: Bethany suggests starting with a blank slate and building an org structure that works for the business, rather than trying to fit existing team members into a pre-existing structure.
    • Bethany and Brandon M discuss the importance of defining the skills needed for a business to succeed, rather than simply morphing structures around people.
    • They agree that it's better to have a flexible approach to organizational structure, recognizing that roles may evolve as the business grows and changes.
    • Organizational design and hiring for a scaling startup. 9:57
    • Brandon M. faced pushback on hiring 2 product marketing managers, but believes it was necessary for success in both self-serve subscribers and enterprise sales.
    • Brandon M. emphasizes the importance of clear go-to-market strategy and collaboration between product marketing manager and go-to-market manager.
    • Bethany identifies the need for a "thinker" in early-stage businesses to analyze and gather information, which is perceived as a luxury role but essential for product market fit and growth.
    • Bethany highlights the importance of having a thinker and a strategic salesperson in a scaling organization, as they provide valuable insights and help navigate challenges.
    • Bethany identifies signs of organizational design issues, including unhappiness, confusion, and a lack of managers or promotional opportunities, which can lead to restructuring.
    • Organizational structure and scaling. 16:27
    • Omid Ashtari discusses the importance of adapting organizational structure to the scale of the problem being solved, as the number of employees grows.
    • Ashtari highlights the challenges that arise when an organization expands, such as natural breaking points and lines of communication, and the need to adjust operational systems accordingly.
    • Communication and decision-making challenges in scaling startups. 18:37
    • Omid Ashtari explains how companies can proactively address problems by embracing chaos and redesigning systems after hiring new employees.
    • Omid Ashtari highlights the importance of clear communication and decision-making processes in startups, particularly in scaling businesses.
    • He shares an example of a company experiencing success bias, where they lose humility and become less secure, leading to bottlenecks in decision-making and communication.
    • Product-market fit and organizational structure for startups. 22:39
    • Omid Ashtari highlights the importance of addressing user complaints and recalibrating employees' understanding of the product's performance in different cities.
    • Citymapper encourages engineers and employees to travel to different cities for exploratory trips to better understand user needs and improve the product.
    • Omid Ashtari discusses the importance of understanding customer needs and maintaining product-market fit in scaling startups.
    • Hiring for various roles in a business, focusing on cognitive ability and adaptability. 26:49
    • Omid Ashtari discusses the importance of hiring the right person for the job, particularly in scaling problems, where high roller related knowledge is crucial.
    • Ashtari highlights the challenge of figuring out the business model for a problem like city mapper, where role related knowledge is less important than adaptability to the organization's synchronous ease.
    • Omid Ashtari emphasizes the importance of hiring people with high cognitive flexibility and entrepreneurial mindset for a specific business unit within a company.
    • He describes a cross-functional team structure where team members sit in different rooms and communicate ad hoc to solve problems quickly, with a central table for impromptu meetings.
    • Scaling a transportation app company. 32:26
    • Omid Ashtari emphasizes the importance of adapting to changing business needs by creating separate units with different operating systems to address specific problems.
    • In Citymapper's case, the main focus was on retaining organic growth in London, with a myopic focus on product innovation and weekly updates to address user feedback.
    • Omid Ashtari describes the challenges of scaling a transport app, including competing with Google Maps and Apple Maps, and the need for a sustainable business model.
    • Ashtari highlights the importance of resilience and entrepreneurial spirit in overcoming these challenges, and the need for tooling to enable non-engineers to launch cities.
    • Entrepreneurship, product market fit, and organizational design. 37:48
    • Omid Ashtari emphasizes the importance of asking questions and reorganizing as needed in the face of uncertainty.
    • Citymapper's team has adapted to changing needs by reassigning personnel and launching new initiatives like smart ride, a cab-based ride-sharing service.
    • Omid Ashtari emphasizes the importance of being "confidently insecure" as an entrepreneur, constantly reassessing and adapting to changing circumstances.
    • Bethany agrees, highlighting the need to be emotionally intelligent, flexible, and humble in the face of uncertainty and criticism.
    
    
    
    This podcast uses the following third-party services for analysis:
    
    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: How do you build an organisation to compete with Google? We are joined by Omid Ashtari, ex-COO of Streebees and President of Citymapper.

    We chat about the following with Omid: 

    • How do you think about organisational structure? 
    • How proactive should you be in anticipating organisational challenges? 
    • What is the highest impact communication challenge you helped resolve? 
    • How do you prevent drift from the customer as the company scales? 
    
    

    References:

    http://www.linkedin.com/in/ashtari

    http://www.startuppragmatism.com

    Biography: 

    I have two decades of experience in tech and worked in sales, business development and strategy roles for Google across the Dublin, London and San Francisco office during his 7 years there. As the first international employee, I set up Foursquare in Europe as Managing Director. I subsequently joined Citymapper for 6 years as President running the non-engineering side of the business. I then joined Streetbees as COO running operations, international expansion, finance and legal. Throughout my career I have raised north of 100 million dollars of funding for businesses I have worked for.

    I am an angel investor in more than 45 businesses and advise many of them in all manner of things including strategy, operations, business development, fundraises etc. I am also part of the Mayor of London's Business Advisory Board, and a Mentor at Seedcamp and Entrepreneur First.

    I am also an aspiring writer for my blogs startuppragmatism.blog and thefullspectrum.blog.

    Summary:

    • Personal growth and evolution over 13 years. 0:05
    • Brandon reflects on his past solo travels and how they relate to his current life.
    • Brandon M reflects on his past self-absorption and lack of empathy, now prioritizing supporting others' success and empathy in personal and professional life.
    • Brandon M recounts a 2011 incident where he carried a biscuit tin full of Canadian coins and sat next to a homeless person, now recognizing the importance of empathy and caring for others.
    • Organizational structure and skills for a business. 4:09
    • Bethany: People often create an org structure that prioritizes making their existing team happy, rather than starting fresh and building a structure that works for the business.
    • Brandon M: Bethany suggests starting with a blank slate and building an org structure that works for the business, rather than trying to fit existing team members into a pre-existing structure.
    • Bethany and Brandon M discuss the importance of defining the skills needed for a business to succeed, rather than simply morphing structures around people.
    • They agree that it's better to have a flexible approach to organizational structure, recognizing that roles may evolve as the business grows and changes.
    • Organizational design and hiring for a scaling startup. 9:57
    • Brandon M. faced pushback on hiring 2 product marketing managers, but believes it was necessary for success in both self-serve subscribers and enterprise sales.
    • Brandon M. emphasizes the importance of clear go-to-market strategy and collaboration between product marketing manager and go-to-market manager.
    • Bethany identifies the need for a "thinker" in early-stage businesses to analyze and gather information, which is perceived as a luxury role but essential for product market fit and growth.
    • Bethany highlights the importance of having a thinker and a strategic salesperson in a scaling organization, as they provide valuable insights and help navigate challenges.
    • Bethany identifies signs of organizational design issues, including unhappiness, confusion, and a lack of managers or promotional opportunities, which can lead to restructuring.
    • Organizational structure and scaling. 16:27
    • Omid Ashtari discusses the importance of adapting organizational structure to the scale of the problem being solved, as the number of employees grows.
    • Ashtari highlights the challenges that arise when an organization expands, such as natural breaking points and lines of communication, and the need to adjust operational systems accordingly.
    • Communication and decision-making challenges in scaling startups. 18:37
    • Omid Ashtari explains how companies can proactively address problems by embracing chaos and redesigning systems after hiring new employees.
    • Omid Ashtari highlights the importance of clear communication and decision-making processes in startups, particularly in scaling businesses.
    • He shares an example of a company experiencing success bias, where they lose humility and become less secure, leading to bottlenecks in decision-making and communication.
    • Product-market fit and organizational structure for startups. 22:39
    • Omid Ashtari highlights the importance of addressing user complaints and recalibrating employees' understanding of the product's performance in different cities.
    • Citymapper encourages engineers and employees to travel to different cities for exploratory trips to better understand user needs and improve the product.
    • Omid Ashtari discusses the importance of understanding customer needs and maintaining product-market fit in scaling startups.
    • Hiring for various roles in a business, focusing on cognitive ability and adaptability. 26:49
    • Omid Ashtari discusses the importance of hiring the right person for the job, particularly in scaling problems, where high roller related knowledge is crucial.
    • Ashtari highlights the challenge of figuring out the business model for a problem like city mapper, where role related knowledge is less important than adaptability to the organization's synchronous ease.
    • Omid Ashtari emphasizes the importance of hiring people with high cognitive flexibility and entrepreneurial mindset for a specific business unit within a company.
    • He describes a cross-functional team structure where team members sit in different rooms and communicate ad hoc to solve problems quickly, with a central table for impromptu meetings.
    • Scaling a transportation app company. 32:26
    • Omid Ashtari emphasizes the importance of adapting to changing business needs by creating separate units with different operating systems to address specific problems.
    • In Citymapper's case, the main focus was on retaining organic growth in London, with a myopic focus on product innovation and weekly updates to address user feedback.
    • Omid Ashtari describes the challenges of scaling a transport app, including competing with Google Maps and Apple Maps, and the need for a sustainable business model.
    • Ashtari highlights the importance of resilience and entrepreneurial spirit in overcoming these challenges, and the need for tooling to enable non-engineers to launch cities.
    • Entrepreneurship, product market fit, and organizational design. 37:48
    • Omid Ashtari emphasizes the importance of asking questions and reorganizing as needed in the face of uncertainty.
    • Citymapper's team has adapted to changing needs by reassigning personnel and launching new initiatives like smart ride, a cab-based ride-sharing service.
    • Omid Ashtari emphasizes the importance of being "confidently insecure" as an entrepreneur, constantly reassessing and adapting to changing circumstances.
    • Bethany agrees, highlighting the need to be emotionally intelligent, flexible, and humble in the face of uncertainty and criticism.
    
    
    
    This podcast uses the following third-party services for analysis:
    
    Podcorn - https://podcorn.com/privacy]]>8c9d916b-f5dc-4710-aac2-c281033d716bThu, 14 Mar 2024 08:00:00 +000043:58falsefull13434133. How do you scale from 100 employees to IPO?In this episode we discuss: How do you scale from 100 employees to IPO? We are joined by Mark Logan, ex-COO of Skyscanner and currently Chief Entrepreneurial Advisor to the Scottish Government

    We chat about the following with Mark: 

    • What are the foundations of scale? 
    • How do you prevent command and control from creeping in? 
    • What goes wrong with organisational alignment over time? 
    • Why doesn’t OKR cascading work? 
    • What are the three golden processes of an organisation?
    • Why do things break when you scale? What do you need to look out for? 
    • What are the three golden processes of an organisation?
    • How do you get the innovation process to work? 
    • When does it make sense to go cross-functional across the organisation? 
    • What is expected from a C-level role?
    
    

    Biography: 

    I have over 25 years' experience in highly successful startups and 1st-tier internet tech companies. I have been instrumental in the success of multiple award-winning start-ups, including Skyscanner, one of Europe's most successful tech companies, where I joined in 2012 to take on the general management of the business, culminating in a £1.5billion acquisition in 2016. 

    My experience spans consumer internet economy startups, executive management, organisational development, change management, strategy development, contract negotiation and delivery, software development, growth science, sales and marketing , HR, large scale programme delivery and operations management, including lean agile techniques. 

    Currently mainly focused on helping to nurture the start-up community in Scotland and the UK as an investor, non-executive director and advisor.

    Summary: 

    • Scaling a business from 100 employees to IPO with ex-Skyscanner CEO Mark Logan. 0:06
    • Bethany: Investing in individual competence is essential for setting up employees for success within their roles.
    • Brandon M: Mark Logan prioritized this by focusing on developing the skills of each employee at Skyscanner.
    • Bethany highlights the importance of career development and line management effectiveness in retaining staff, rather than allocating budget to wellness programmes.
    • Bethany suggests that companies need to carve out time and give permission for employees to think and learn at work, and celebrate their efforts to create a learning environment.
    • Brandon M. shared his experience with OKRs, highlighting the importance of practical application and alignment with business strategy.
    • Bethany agreed, emphasizing the need to balance structure with flexibility and contextual understanding, citing Nike as an example of a company that executes OKRs effectively.
    • Resource allocation and technology adoption in business. 8:17
    • Bethany highlights the challenge of resource allocation in product development, particularly when it comes to balancing the need for new technologies with the reality of limited resources.
    • Bethany emphasizes the importance of having a clear understanding of how new technology will improve processes and outcomes before investing in it.
    • Scaling organizations and maintaining agency. 11:03
    • Bethany: Friend's security company has accidentally implemented decentralized decision-making, leading to no bottlenecks as they scale.
    • Mark Logan: Foundation of scale is agency, as company grows, founders' urgency decreases, and staff takes over.
    • Mark Logan: As company scales, agency of frontline staff drops rapidly, leading to productivity crisis.
    • Bethany: How to keep agency alive as company grows? Contrast agency with autonomy, and define agency as consisting of basic competence and other factors.
    • Restoring agency in organizations. 16:03
    • Mark Logan emphasizes the importance of competency and ownership in a growing company, citing examples of incompetent leaders and lack of clear ownership boundaries.
    • He uses the analogy of a book club to illustrate how founders should not assume that everyone is on the same page and should actively push ownership to the frontline.
    • Mark Logan: Alignment issues can lead to loss of agency, where employees feel disconnected from the company's strategy and lack access to necessary resources.
    • Mark Logan: Best practices for maintaining agency include regular check-ins, clear communication, and providing employees with the necessary tools and resources to do their jobs effectively.
    • The challenges of implementing OKRs in a rapidly scaling organization. 21:00
    • Mark Logan describes the evolution of his company's goal-setting process, from initial alignment to cascading objectives across teams, to eventually hiring a project manager for alignment.
    • The company realized that the goal-setting process had become cumbersome and was hindering progress, leading to the creation of a new role to manage alignment.
    • Mark Logan and Bethany discuss the challenges of scaling OKRs (Objectives and Key Results) in businesses, particularly in terms of losing alignment and control as companies grow.
    • They believe that the solution lies in enabling and influencing employees, rather than controlling them, and that this approach should be reflected in the contract between managers and employees.
    • Organizational structure and innovation. 26:20
    • Mark Logan argues that neglecting certain aspects of agency can lead to poor management and creation of barriers within an organization.
    • He suggests that over-reliance on functional hierarchies can hinder the implementation of key business processes such as customer acquisition and maintenance.
    • Mark Logan: Functional hierarchy can hinder innovation, as it creates walls and silos that slow down scaling.
    • Brandon M: Innovation needs wiggle room and clashing of different skill sets, which can be encouraged through informal relationships.
    • T-shaped skills, hybrid working, and team collaboration. 31:12
    • Mark Logan emphasizes the importance of T-shaped skills in a fast-growing startup, where individuals should have a deep specialism and adjacent knowledge to innovate holistically.
    • Bethany and Brandon discuss how to enable individuals to gather and make an innovation difference, with Bethany highlighting the need for informal collaboration and Brandon focusing on the importance of encouraging T-shaped skills.
    • Brandon M suggests creating hybrid teams with diverse skills to foster innovation and collaboration.
    • Mark Logan advocates for embracing the squads and tribes model in organizations to promote ownership and productivity.
    • Implementing cross-functional teams and tribes in a business. 36:37
    • Mark Logan emphasizes the importance of cross-functional collaboration in product development, citing Skyscanner's success with squads and tribes.
    • Mark Logan explains how Skyscanner's product engineering efforts evolved to better serve diverse international markets by creating growth tribes with local engineers, commercial people, and marketing teams.
    • This approach led to improved performance in markets like South Korea, with a 300% increase in performance, as the team was able to adapt the product to the local business case and handle code bases more effectively.
    • Transforming organizations for success. 40:59
    • Mark Logan emphasizes the importance of taking a thoughtful and structured approach to organizational change, rather than simply implementing new processes or structures without proper enablement and support.
    • Bethany agrees, highlighting the need for CEOs to be transformational and think about how to make things dramatically better, rather than just focusing on incremental improvement.
    • Mark Logan emphasizes the importance of optimizing for agency in organizational change.
    
    
    
    This podcast uses the following third-party services for analysis:
    
    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: How do you scale from 100 employees to IPO? We are joined by Mark Logan, ex-COO of Skyscanner and currently Chief Entrepreneurial Advisor to the Scottish Government

    We chat about the following with Mark: 

    • What are the foundations of scale? 
    • How do you prevent command and control from creeping in? 
    • What goes wrong with organisational alignment over time? 
    • Why doesn’t OKR cascading work? 
    • What are the three golden processes of an organisation?
    • Why do things break when you scale? What do you need to look out for? 
    • What are the three golden processes of an organisation?
    • How do you get the innovation process to work? 
    • When does it make sense to go cross-functional across the organisation? 
    • What is expected from a C-level role?
    
    

    Biography: 

    I have over 25 years' experience in highly successful startups and 1st-tier internet tech companies. I have been instrumental in the success of multiple award-winning start-ups, including Skyscanner, one of Europe's most successful tech companies, where I joined in 2012 to take on the general management of the business, culminating in a £1.5billion acquisition in 2016. 

    My experience spans consumer internet economy startups, executive management, organisational development, change management, strategy development, contract negotiation and delivery, software development, growth science, sales and marketing , HR, large scale programme delivery and operations management, including lean agile techniques. 

    Currently mainly focused on helping to nurture the start-up community in Scotland and the UK as an investor, non-executive director and advisor.

    Summary: 

    • Scaling a business from 100 employees to IPO with ex-Skyscanner CEO Mark Logan. 0:06
    • Bethany: Investing in individual competence is essential for setting up employees for success within their roles.
    • Brandon M: Mark Logan prioritized this by focusing on developing the skills of each employee at Skyscanner.
    • Bethany highlights the importance of career development and line management effectiveness in retaining staff, rather than allocating budget to wellness programmes.
    • Bethany suggests that companies need to carve out time and give permission for employees to think and learn at work, and celebrate their efforts to create a learning environment.
    • Brandon M. shared his experience with OKRs, highlighting the importance of practical application and alignment with business strategy.
    • Bethany agreed, emphasizing the need to balance structure with flexibility and contextual understanding, citing Nike as an example of a company that executes OKRs effectively.
    • Resource allocation and technology adoption in business. 8:17
    • Bethany highlights the challenge of resource allocation in product development, particularly when it comes to balancing the need for new technologies with the reality of limited resources.
    • Bethany emphasizes the importance of having a clear understanding of how new technology will improve processes and outcomes before investing in it.
    • Scaling organizations and maintaining agency. 11:03
    • Bethany: Friend's security company has accidentally implemented decentralized decision-making, leading to no bottlenecks as they scale.
    • Mark Logan: Foundation of scale is agency, as company grows, founders' urgency decreases, and staff takes over.
    • Mark Logan: As company scales, agency of frontline staff drops rapidly, leading to productivity crisis.
    • Bethany: How to keep agency alive as company grows? Contrast agency with autonomy, and define agency as consisting of basic competence and other factors.
    • Restoring agency in organizations. 16:03
    • Mark Logan emphasizes the importance of competency and ownership in a growing company, citing examples of incompetent leaders and lack of clear ownership boundaries.
    • He uses the analogy of a book club to illustrate how founders should not assume that everyone is on the same page and should actively push ownership to the frontline.
    • Mark Logan: Alignment issues can lead to loss of agency, where employees feel disconnected from the company's strategy and lack access to necessary resources.
    • Mark Logan: Best practices for maintaining agency include regular check-ins, clear communication, and providing employees with the necessary tools and resources to do their jobs effectively.
    • The challenges of implementing OKRs in a rapidly scaling organization. 21:00
    • Mark Logan describes the evolution of his company's goal-setting process, from initial alignment to cascading objectives across teams, to eventually hiring a project manager for alignment.
    • The company realized that the goal-setting process had become cumbersome and was hindering progress, leading to the creation of a new role to manage alignment.
    • Mark Logan and Bethany discuss the challenges of scaling OKRs (Objectives and Key Results) in businesses, particularly in terms of losing alignment and control as companies grow.
    • They believe that the solution lies in enabling and influencing employees, rather than controlling them, and that this approach should be reflected in the contract between managers and employees.
    • Organizational structure and innovation. 26:20
    • Mark Logan argues that neglecting certain aspects of agency can lead to poor management and creation of barriers within an organization.
    • He suggests that over-reliance on functional hierarchies can hinder the implementation of key business processes such as customer acquisition and maintenance.
    • Mark Logan: Functional hierarchy can hinder innovation, as it creates walls and silos that slow down scaling.
    • Brandon M: Innovation needs wiggle room and clashing of different skill sets, which can be encouraged through informal relationships.
    • T-shaped skills, hybrid working, and team collaboration. 31:12
    • Mark Logan emphasizes the importance of T-shaped skills in a fast-growing startup, where individuals should have a deep specialism and adjacent knowledge to innovate holistically.
    • Bethany and Brandon discuss how to enable individuals to gather and make an innovation difference, with Bethany highlighting the need for informal collaboration and Brandon focusing on the importance of encouraging T-shaped skills.
    • Brandon M suggests creating hybrid teams with diverse skills to foster innovation and collaboration.
    • Mark Logan advocates for embracing the squads and tribes model in organizations to promote ownership and productivity.
    • Implementing cross-functional teams and tribes in a business. 36:37
    • Mark Logan emphasizes the importance of cross-functional collaboration in product development, citing Skyscanner's success with squads and tribes.
    • Mark Logan explains how Skyscanner's product engineering efforts evolved to better serve diverse international markets by creating growth tribes with local engineers, commercial people, and marketing teams.
    • This approach led to improved performance in markets like South Korea, with a 300% increase in performance, as the team was able to adapt the product to the local business case and handle code bases more effectively.
    • Transforming organizations for success. 40:59
    • Mark Logan emphasizes the importance of taking a thoughtful and structured approach to organizational change, rather than simply implementing new processes or structures without proper enablement and support.
    • Bethany agrees, highlighting the need for CEOs to be transformational and think about how to make things dramatically better, rather than just focusing on incremental improvement.
    • Mark Logan emphasizes the importance of optimizing for agency in organizational change.
    
    
    
    This podcast uses the following third-party services for analysis:
    
    Podcorn - https://podcorn.com/privacy]]>03ed581c-6547-42ff-9e0a-1bef76be6600Thu, 07 Mar 2024 08:00:00 +000046:03falsefull13333132. What can VC and PE backed operators learn from each other?In this episode we discuss: What can VC and PE backed operators learn from each other? We are joined by Sam Smith, the founder & MD of PepTalks, a training provider for private equity backed CEOs and their management teams.

    We chat about the following with Sam: 

    • What are the types of PE companies? 
    • How are company valuations determined? 
    • How does the commercial model work between PE companies and LP’s? 
    • Can you shift track and move from VC-backed to PE-backed? 
    • How does a PE firm structure funds when they invest in an organisation?
    • How does that structure impact the ability for the management team to make money?  
    • How do share options work in VC-backed companies? 
    • What happens to the management team's equity when a second PE company buys the company? 
    • What does a successful COO look like in PE-backed companies? How does that contrast versus VC-backed? 
    •  How do VC-backed companies successfully ramp up headcount so quickly? 
    • How do you engage and motivate employees in PE-backed companies versus VC-backed? 
    
    

    References

    • Sam Smith
    • PepTalks
    
    

    Biography: 

    Sam Smith is the founder of PepTalks, a peer to peer training provider for private equity backed CEOs and Management teams. Founder of Marble Hill Partners an exec search and interim management consultancy which was sold to Henley Insights Group in September 2021.

    Summary: 

    • Career relevance and identity after unexpected death. 0:05
    • Bethany struggles with processing unexpected death of a friend, leading to a difficult weekend.
    • Bethany and Brandon discuss feeling less relevant in their careers as they age, with millennials taking over management positions.
    • Identity, ambition, and financial freedom. 3:35
    • Bethany: Realized identity wasn't tied to work after leaving peak role, causing discomfort & self-reflection.
    • Brandon: Ambiguity of mattering in work life vs. personal identity, with age & finite time, leads to essential questions.
    • Bethany and Brandon discuss the importance of financial freedom and its impact on their lives, including the ability to think long-term and prioritize personal growth.
    • Brandon highlights the importance of allocating time for networking and learning, even when not directly relevant to work, to maintain personal direction and growth.
    • Entrepreneurship, private equity, and networking. 9:02
    • Bethany and Brandon discuss networking and success in business with Sam Smith of pep talks.
    • Private equity fundraising and investment strategies. 11:07
    • Sam Smith explains the commercial models of private equity, including the need for return on investment and the importance of valuation based on EBITDA multiples.
    • Bethany asks about the recurring revenue of a 20-500 million enterprise value business, and Sam provides examples of private equity funds for different transaction sizes.
    • Sam Smith outlines a plan to raise £500 million for a private equity fund, highlighting the importance of having a clear investment strategy and track record of success.
    • The fund aims to secure commitments from 20-30 institutional investors, with the remaining £450 million coming from the general partners' own pockets.
    • Private equity investing and expectations. 16:12
    • Sam Smith and Bethany plan to manage a private equity fund for 10 years, investing and returning money to investors over that time.
    • The fund will have a lifecycle of 11 years, with 3-5 exits within the first 5 years, and then raising another fund in transition.
    • Brandon: Has seen venture-backed companies transition to private equity ownership, but rare due to cash generation and profitability requirements.
    • Sam Smith: Private equity investors expect at least a two times return, unlike venture capital which takes a higher risk for potential astronomical returns.
    • Private equity investing and debt structures. 20:41
    • Management teams in private equity firms can make significant sums of money if they deliver growth and meet targets, while VC firms have a higher risk of failure and lower potential returns.
    • Sam Smith discusses raising £500 million for private equity deals, with £40 million going to banks or debt funds and £59 million structured as a loan note with compounding interest.
    • Smith explains the importance of capturing senior debt and structuring loan notes to minimize interest payments and maximize returns.
    • Private equity investment and returns. 25:33
    • Sam Smith explains how private equity firms structure deals to incentivize management teams, typically offering a sliver of equity worth 10-20% of the total valuation.
    • Four years later, the business has grown EBITDA, improved its multiple, and paid down some senior debt, increasing the valuation to 170 million.
    • Sam Smith explains how private equity firms can generate returns through investments, highlighting the importance of valuation and cash generation.
    • Brandon expresses interest in joining private equity, but Sam cautions that returns may not be stellar and management equity may erode in value.
    • VC-backed business growth strategies and employee incentives. 29:37
    • VC-backed businesses prioritize market creation and share options for management teams.
    • Bethany explains that employee stock options are typically structured as a percentage of salary with a vesting schedule, and employees must exercise their options within 90 days of leaving the company to avoid paying the strike price.
    • The strike price varies depending on the set of shares or option grant, and employees must decide whether to hold onto their shares or pay the strike price as part of the sale.
    • Private equity investing and leadership. 33:34
    • Bethany and Sam Smith discuss the importance of vesting for management teams in private equity deals, with Bethany highlighting the need for incentives and Sam Smith explaining the benefits of rolling equity into subsequent transactions.
    • NewVoiceMedia raised money every year, with a focus on deploying and returning funds in a 3-5 year cadence.
    • Bethany: Valuation increases with each funding round, providing opportunities for early investors to cash out or continue investing.
    • Sam Smith: Private equity firms look for entrepreneurial leadership teams with strategic strength and psychological resilience to drive growth and capture market share.
    • Private equity talent acquisition and growth strategies. 38:51
    • Sam Smith emphasizes the importance of operational expertise in CEO candidates for a mid-market company.
    • Private equity firms often overlook experienced VC executives as potential hires due to cultural fit concerns.
    • Private equity firms prioritize hiring experienced executives for faster growth.
    • Talent acquisition and onboarding in private equity firms. 44:33
    • CEO emphasizes importance of talent acquisition and onboarding to ensure aligned focus on value creation.
    • Entrepreneurship, strategy, and talent acquisition. 46:06
    • Venture businesses struggle with identifying and sticking to focus due to market disruption and entrepreneurial excitement.
    • Bethany and Sam discuss talent acquisition strategies for scaling startups, including building a talent team, leveraging referrals, and preparing managers for growing teams.
    • Setting up new managers for success. 49:18
    • Brandon emphasizes the importance of effective line management to ensure new hires are set up for success.
    • HR strategies for scaling businesses.In this episode we discuss: What can VC and PE backed operators learn from each other? We are joined by Sam Smith, the founder & MD of PepTalks, a training provider for private equity backed CEOs and their management teams.

      We chat about the following with Sam: 

      • What are the types of PE companies? 
      • How are company valuations determined? 
      • How does the commercial model work between PE companies and LP’s? 
      • Can you shift track and move from VC-backed to PE-backed? 
      • How does a PE firm structure funds when they invest in an organisation?
      • How does that structure impact the ability for the management team to make money?  
      • How do share options work in VC-backed companies? 
      • What happens to the management team's equity when a second PE company buys the company? 
      • What does a successful COO look like in PE-backed companies? How does that contrast versus VC-backed? 
      •  How do VC-backed companies successfully ramp up headcount so quickly? 
      • How do you engage and motivate employees in PE-backed companies versus VC-backed? 
      
      

      References

      • Sam Smith
      • PepTalks
      
      

      Biography: 

      Sam Smith is the founder of PepTalks, a peer to peer training provider for private equity backed CEOs and Management teams. Founder of Marble Hill Partners an exec search and interim management consultancy which was sold to Henley Insights Group in September 2021.

      Summary: 

      • Career relevance and identity after unexpected death. 0:05
      • Bethany struggles with processing unexpected death of a friend, leading to a difficult weekend.
      • Bethany and Brandon discuss feeling less relevant in their careers as they age, with millennials taking over management positions.
      • Identity, ambition, and financial freedom. 3:35
      • Bethany: Realized identity wasn't tied to work after leaving peak role, causing discomfort & self-reflection.
      • Brandon: Ambiguity of mattering in work life vs. personal identity, with age & finite time, leads to essential questions.
      • Bethany and Brandon discuss the importance of financial freedom and its impact on their lives, including the ability to think long-term and prioritize personal growth.
      • Brandon highlights the importance of allocating time for networking and learning, even when not directly relevant to work, to maintain personal direction and growth.
      • Entrepreneurship, private equity, and networking. 9:02
      • Bethany and Brandon discuss networking and success in business with Sam Smith of pep talks.
      • Private equity fundraising and investment strategies. 11:07
      • Sam Smith explains the commercial models of private equity, including the need for return on investment and the importance of valuation based on EBITDA multiples.
      • Bethany asks about the recurring revenue of a 20-500 million enterprise value business, and Sam provides examples of private equity funds for different transaction sizes.
      • Sam Smith outlines a plan to raise £500 million for a private equity fund, highlighting the importance of having a clear investment strategy and track record of success.
      • The fund aims to secure commitments from 20-30 institutional investors, with the remaining £450 million coming from the general partners' own pockets.
      • Private equity investing and expectations. 16:12
      • Sam Smith and Bethany plan to manage a private equity fund for 10 years, investing and returning money to investors over that time.
      • The fund will have a lifecycle of 11 years, with 3-5 exits within the first 5 years, and then raising another fund in transition.
      • Brandon: Has seen venture-backed companies transition to private equity ownership, but rare due to cash generation and profitability requirements.
      • Sam Smith: Private equity investors expect at least a two times return, unlike venture capital which takes a higher risk for potential astronomical returns.
      • Private equity investing and debt structures. 20:41
      • Management teams in private equity firms can make significant sums of money if they deliver growth and meet targets, while VC firms have a higher risk of failure and lower potential returns.
      • Sam Smith discusses raising £500 million for private equity deals, with £40 million going to banks or debt funds and £59 million structured as a loan note with compounding interest.
      • Smith explains the importance of capturing senior debt and structuring loan notes to minimize interest payments and maximize returns.
      • Private equity investment and returns. 25:33
      • Sam Smith explains how private equity firms structure deals to incentivize management teams, typically offering a sliver of equity worth 10-20% of the total valuation.
      • Four years later, the business has grown EBITDA, improved its multiple, and paid down some senior debt, increasing the valuation to 170 million.
      • Sam Smith explains how private equity firms can generate returns through investments, highlighting the importance of valuation and cash generation.
      • Brandon expresses interest in joining private equity, but Sam cautions that returns may not be stellar and management equity may erode in value.
      • VC-backed business growth strategies and employee incentives. 29:37
      • VC-backed businesses prioritize market creation and share options for management teams.
      • Bethany explains that employee stock options are typically structured as a percentage of salary with a vesting schedule, and employees must exercise their options within 90 days of leaving the company to avoid paying the strike price.
      • The strike price varies depending on the set of shares or option grant, and employees must decide whether to hold onto their shares or pay the strike price as part of the sale.
      • Private equity investing and leadership. 33:34
      • Bethany and Sam Smith discuss the importance of vesting for management teams in private equity deals, with Bethany highlighting the need for incentives and Sam Smith explaining the benefits of rolling equity into subsequent transactions.
      • NewVoiceMedia raised money every year, with a focus on deploying and returning funds in a 3-5 year cadence.
      • Bethany: Valuation increases with each funding round, providing opportunities for early investors to cash out or continue investing.
      • Sam Smith: Private equity firms look for entrepreneurial leadership teams with strategic strength and psychological resilience to drive growth and capture market share.
      • Private equity talent acquisition and growth strategies. 38:51
      • Sam Smith emphasizes the importance of operational expertise in CEO candidates for a mid-market company.
      • Private equity firms often overlook experienced VC executives as potential hires due to cultural fit concerns.
      • Private equity firms prioritize hiring experienced executives for faster growth.
      • Talent acquisition and onboarding in private equity firms. 44:33
      • CEO emphasizes importance of talent acquisition and onboarding to ensure aligned focus on value creation.
      • Entrepreneurship, strategy, and talent acquisition. 46:06
      • Venture businesses struggle with identifying and sticking to focus due to market disruption and entrepreneurial excitement.
      • Bethany and Sam discuss talent acquisition strategies for scaling startups, including building a talent team, leveraging referrals, and preparing managers for growing teams.
      • Setting up new managers for success. 49:18
      • Brandon emphasizes the importance of effective line management to ensure new hires are set up for success.
      • HR strategies for scaling businesses. 50:30
      • Bethany emphasizes the importance of investing in L&D and people analytics to improve manager performance and DEI.
      • Sam Smith notes that venture-backed businesses are stronger in HR function, with a focus on people strategy and organisational design.
      • Incentivizing and engaging employees in private equity-backed companies. 52:46
      • Brandon emphasizes the importance of efficiency in talent acquisition and onboarding, highlighting the need to balance rigor and speed to ensure the right candidates are hired.
      • Sam Smith and Bethany discuss the value of analytics in private equity, particularly in understanding employee dynamics and incentivizing employees in PE-backed companies.
      • Brandon: How do PE-backed companies incentivize talent? Sam Smith: Use a similar model to engage employees, educate them on PE ownership, and create a sense of purpose.
      • Sam Smith: Private equity vocabulary can lose engagement quickly, so use language that resonates with employees and emphasizes the business's impact on society and community.
      • Sam Smith emphasizes the importance of purpose and emotional engagement in business, citing private equity's focus on incentivizing and equity for management teams and employees.
      • Sam believes private equity should expand their talent pool beyond traditional sources, including the venture world, to uncover great talent.
      
      
      
      This podcast uses the following third-party services for analysis:
      
      Podcorn - https://podcorn.com/privacy]]>fa5a5ccd-bf54-4a66-929c-c318bb854066Thu, 29 Feb 2024 08:00:00 +000001:00:38falsefull13232131. How do you build a business that is smarter than you?In this episode we answer the question: How do you build a business that is smarter than you? Our guest is Jennifer Sundberg, the co-CEO of Board Intelligence and author of Collective Intelligence.

      We discuss the following with Jennifer: 

      • Why is it so hard to get great conversations in business review meetings? 
      • How do you get good at asking the right questions? 
      • How do you develop the habit of asking good questions in the organisation? 
      • How do you create phenomenal meetings? 
      • How do you cut through obfuscation of underperformance when it comes to KPI’s? 
      • What are the two types of conversations in management meetings? 
      • Are written documents the elixir for creating better meetings? 
      
      

      References

      • The Collective Intelligence Book
      
      

      Biography: 

      Jennifer is the founder and co-CEO of Board Intelligence, a mission-led technology firm that helps transform boards and leadership teams into a powerful driver of performance and a force for good.

      Jennifer has won numerous awards, including EY Entrepreneur of the Year for London & South East and The Times Young Business Woman of the Year, and has held regular columns with Management Today and the Financial Times.

      Together with co-CEO Pippa Begg, Jennifer has authored a book published in November 2023, titled ‘Collective intelligence: How to build a business that’s smarter than you are’.

      Summary: 

      • Using electric currents for beauty. 0:05
      • Bethany Ayers discusses her concerns about her appearance, particularly the jowls and lower face area, and how she has been using microcurrent therapy to address these issues.
      • Brandon Mensa responds to Bethany's concerns and provides his own thoughts on the topic, including his belief that face exercise is important for maintaining a youthful appearance.
      • Bethany discusses her use of electric currents on her face to reduce the appearance of jowls and improve her appearance, despite being a feminist who questions the societal pressure to conform to beauty standards.
      • Bethany mentions the zip Halo, a product she uses for its anti-acne and nano current features, which she believes have helped reduce her breakouts and improve the appearance of her skin.
      • Effective questioning and meeting strategies. 5:20
      • Bethany highlights the importance of asking simple and open-ended questions that encourage critical thinking and problem-solving, rather than complex and leading questions that can limit the conversation.
      • Brandon shares how he has shifted from a more directive and challenging approach to a more curious and why-focused line of questioning, which has led to better results in his conversations.
      • Bethany prefers meetings with a clear purpose and aligned attendees, avoiding unnecessary or unproductive gatherings.
      • Bethany suggests opening meetings with a clear agenda and checking alignment among attendees to maximize productivity.
      • Effective meeting practices and pre-reads. 9:52
      • Bethany and Brandon discuss the importance of periodically reviewing the purpose and format of meetings to ensure they remain useful and productive.
      • Preparing pre-read materials for substantial topics to be debated in leadership meetings can help align everyone and lead to better decisions.
      • Bethany highlights the importance of clarity in pre reads, emphasizing that without it, people may interpret the document differently and have a harder time having a productive conversation.
      • Brandon agrees and adds that pre reads can be used for more than just making a decision, such as for awareness or understanding the background of a topic.
      • Improving board meeting quality through skills development. 14:11
      • Jennifer Sundberg highlights the importance of critical thinking, communication, and focus on what matters most in board information.
      • She emphasizes that these skills are not unique to boards and have far-reaching implications for management teams and organizations as a whole.
      • Asking the right questions in a structured manner. 16:21
      • Bethany and Jennifer discuss the importance of asking the right questions in a framework, with Bethany sharing her experience of iteratively refining questions over time.
      • Jennifer Sundberg suggests using a set of pre-defined questions, called QDs, to help employees think critically and structure their thoughts before writing a report or presentation.
      • She recommends limiting the number of major questions to 5-7 to maintain clarity and avoid overwhelming the receiver with too much information.
      • Improving performance reports by asking simple yet effective questions. 19:25
      • Jennifer Sundberg highlights the importance of addressing the "so what" question in performance reports, as it helps to identify the risks and opportunities on the horizon.
      • Bethany shares her experience of working with teams who struggle to provide meaningful commentary on data visualizations, despite the importance of contextualizing the information.
      • Jennifer Sundberg shares a story about EasyJet's CEO Carolyn McCall, who prioritized employee well-being by asking "how do our people feel?" in every meeting and report, shifting the organization's focus to people and ultimately improving profits.
      • Effective questioning in meetings and leadership. 23:37
      • Jennifer Sundberg emphasizes the importance of asking the right questions in meetings to ensure accountability and precision.
      • She suggests using a software platform or knowledge management system to cascade questions across the organization and update them easily.
      • Jennifer Sundberg emphasizes the importance of asking questions in meetings to encourage open conversations and address underperformance.
      • Bethany raises concerns about politics and lack of clarity in meetings, and suggests addressing cultural issues to facilitate open communication.
      • Leadership meetings and their differences. 29:01
      • Brandon observes that a casual coffee chat with colleagues leads to more open and organic discussions, resulting in valuable insights and revelations.
      • Jennifer suggests grouping agenda items into steering and supervisory categories, with separate meetings to accommodate different modes of thinking and responsibilities.
      • Effective communication through visual aids and self-explanatory reports. 31:42
      • Bethany raises an issue with the assumption that reports must be written in prose, citing her own dyslexia and preference for visual aids.
      • Jennifer agrees, emphasizing the importance of preparing self-explanatory materials that can stand on their own without a verbal narrative to support them.
      • Jennifer Sundberg emphasizes the importance of critical thinking in report production, suggesting that the process of creating these documents can lead to valuable insights and improved outcomes.
      
      
      
      This podcast uses the following third-party services for analysis:
      
      Podcorn - https://podcorn.com/privacy]]>In this episode we answer the question: How do you build a business that is smarter than you? Our guest is Jennifer Sundberg, the co-CEO of Board Intelligence and author of Collective Intelligence.

      We discuss the following with Jennifer: 

      • Why is it so hard to get great conversations in business review meetings? 
      • How do you get good at asking the right questions? 
      • How do you develop the habit of asking good questions in the organisation? 
      • How do you create phenomenal meetings? 
      • How do you cut through obfuscation of underperformance when it comes to KPI’s? 
      • What are the two types of conversations in management meetings? 
      • Are written documents the elixir for creating better meetings? 
      
      

      References

      • The Collective Intelligence Book
      
      

      Biography: 

      Jennifer is the founder and co-CEO of Board Intelligence, a mission-led technology firm that helps transform boards and leadership teams into a powerful driver of performance and a force for good.

      Jennifer has won numerous awards, including EY Entrepreneur of the Year for London & South East and The Times Young Business Woman of the Year, and has held regular columns with Management Today and the Financial Times.

      Together with co-CEO Pippa Begg, Jennifer has authored a book published in November 2023, titled ‘Collective intelligence: How to build a business that’s smarter than you are’.

      Summary: 

      • Using electric currents for beauty. 0:05
      • Bethany Ayers discusses her concerns about her appearance, particularly the jowls and lower face area, and how she has been using microcurrent therapy to address these issues.
      • Brandon Mensa responds to Bethany's concerns and provides his own thoughts on the topic, including his belief that face exercise is important for maintaining a youthful appearance.
      • Bethany discusses her use of electric currents on her face to reduce the appearance of jowls and improve her appearance, despite being a feminist who questions the societal pressure to conform to beauty standards.
      • Bethany mentions the zip Halo, a product she uses for its anti-acne and nano current features, which she believes have helped reduce her breakouts and improve the appearance of her skin.
      • Effective questioning and meeting strategies. 5:20
      • Bethany highlights the importance of asking simple and open-ended questions that encourage critical thinking and problem-solving, rather than complex and leading questions that can limit the conversation.
      • Brandon shares how he has shifted from a more directive and challenging approach to a more curious and why-focused line of questioning, which has led to better results in his conversations.
      • Bethany prefers meetings with a clear purpose and aligned attendees, avoiding unnecessary or unproductive gatherings.
      • Bethany suggests opening meetings with a clear agenda and checking alignment among attendees to maximize productivity.
      • Effective meeting practices and pre-reads. 9:52
      • Bethany and Brandon discuss the importance of periodically reviewing the purpose and format of meetings to ensure they remain useful and productive.
      • Preparing pre-read materials for substantial topics to be debated in leadership meetings can help align everyone and lead to better decisions.
      • Bethany highlights the importance of clarity in pre reads, emphasizing that without it, people may interpret the document differently and have a harder time having a productive conversation.
      • Brandon agrees and adds that pre reads can be used for more than just making a decision, such as for awareness or understanding the background of a topic.
      • Improving board meeting quality through skills development. 14:11
      • Jennifer Sundberg highlights the importance of critical thinking, communication, and focus on what matters most in board information.
      • She emphasizes that these skills are not unique to boards and have far-reaching implications for management teams and organizations as a whole.
      • Asking the right questions in a structured manner. 16:21
      • Bethany and Jennifer discuss the importance of asking the right questions in a framework, with Bethany sharing her experience of iteratively refining questions over time.
      • Jennifer Sundberg suggests using a set of pre-defined questions, called QDs, to help employees think critically and structure their thoughts before writing a report or presentation.
      • She recommends limiting the number of major questions to 5-7 to maintain clarity and avoid overwhelming the receiver with too much information.
      • Improving performance reports by asking simple yet effective questions. 19:25
      • Jennifer Sundberg highlights the importance of addressing the "so what" question in performance reports, as it helps to identify the risks and opportunities on the horizon.
      • Bethany shares her experience of working with teams who struggle to provide meaningful commentary on data visualizations, despite the importance of contextualizing the information.
      • Jennifer Sundberg shares a story about EasyJet's CEO Carolyn McCall, who prioritized employee well-being by asking "how do our people feel?" in every meeting and report, shifting the organization's focus to people and ultimately improving profits.
      • Effective questioning in meetings and leadership. 23:37
      • Jennifer Sundberg emphasizes the importance of asking the right questions in meetings to ensure accountability and precision.
      • She suggests using a software platform or knowledge management system to cascade questions across the organization and update them easily.
      • Jennifer Sundberg emphasizes the importance of asking questions in meetings to encourage open conversations and address underperformance.
      • Bethany raises concerns about politics and lack of clarity in meetings, and suggests addressing cultural issues to facilitate open communication.
      • Leadership meetings and their differences. 29:01
      • Brandon observes that a casual coffee chat with colleagues leads to more open and organic discussions, resulting in valuable insights and revelations.
      • Jennifer suggests grouping agenda items into steering and supervisory categories, with separate meetings to accommodate different modes of thinking and responsibilities.
      • Effective communication through visual aids and self-explanatory reports. 31:42
      • Bethany raises an issue with the assumption that reports must be written in prose, citing her own dyslexia and preference for visual aids.
      • Jennifer agrees, emphasizing the importance of preparing self-explanatory materials that can stand on their own without a verbal narrative to support them.
      • Jennifer Sundberg emphasizes the importance of critical thinking in report production, suggesting that the process of creating these documents can lead to valuable insights and improved outcomes.
      
      
      
      This podcast uses the following third-party services for analysis:
      
      Podcorn - https://podcorn.com/privacy]]>6ff5760a-ddd8-4cf0-a011-47a42e4e0ce5Thu, 22 Feb 2024 08:00:00 +000036:53falsefull13131130. Why is hybrid working an inclusivity issue?In this episode we unpack the topic of: Why is hybrid working an inclusivity issue?. We talked with Brian Elliott, he is the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives 

      We then discuss the following with Brian: 

      • What does the data say on return to work and the push back from employees? 
      • What is the connection between inclusivity and remote working? 
      • What do you do when the CEO blames missed targets on remote working? 
      • Is Thursday the new Friday? 
      • Why is there resistance to remote working from senior execs? 
      • What are the right policies or tactics one can take? 
      • How do you make Zoom-based team calls effective? 
      • Do mandated days make sense for hybrid? 
      
      

      References

      • Hybrid work: Making it fit with your diversity, equity, and inclusion strategy
      • Follow Brian on LinkedIn
      • How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives
      • Future Forum
      
      

      Biography: 

      Brian Elliott is a seasoned executive turned leadership advisor and speaker. He's the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives and one of Forbes’ Future of Work 50. Brian’s work enables leaders to build a future of work that’s better for people and organizations.

      Prior to Future Forum, Brian spent 25 years building and leading teams and companies as a startup CEO, and as an executive at Google and Slack. Brian got his MBA from Harvard Business School and BA at Northwestern and started his career at Boston Consulting Group, where he’s now a Senior Advisor. 

      Brian is also the proud dad of two young men and one middle-aged dog. You can find Brian on LinkedIn.

      Summary: 

      • Hybrid working and inclusion issues. 0:05
      • Bethany discusses the challenges of hybrid working versus remote working, particularly for women dealing with intersectional issues such as discrimination and microaggressions.
      • Bethany shares her personal experience of lounging in bed doing crossword puzzles while working from home, highlighting the importance of work-life balance and personal preferences.
      • Bethany believes hybrid working and remote working are inclusion issues due to the disproportionate burden of child and elder care on women.
      • Microaggressions and lack of privacy in the workplace make it difficult for women to consistently attend in-office days, despite inclusive work environments.
      • Hybrid work and its impact on gender and privacy. 6:12
      • Brandon M highlights the disproportionate impact of hybrid work policies on women, particularly in childcare and eldercare responsibilities.
      • Bethany agrees, emphasizing the need for privacy and inclusivity in addressing health issues, suggesting that employees should not be required to share personal medical information with managers.
      • Bethany and Brandon discuss the future of work with Brian Elliot, co-founder of the Future Forum and author of "How the Future Works," focusing on hybrid working and the importance of trust and connection in the new work environment.
      • Brian shares his insights on the challenges and opportunities of hybrid working, including the need for leaders to adapt and learn how to manage and lead in a new way, and the importance of making connections and meeting people outside of work.
      • Remote work and its future in the workplace. 11:45
      • Brian Elliott agrees with Bethany's hypothesis that hybrid working is here to stay, and people will choose to leave jobs that don't offer flexible work arrangements.
      • Brian provides data from various sources, including his own research with Future Forum, to support the idea that more companies are adopting flexible work policies and fewer people are returning to the office.
      • Remote work and inclusivity in the workplace. 14:21
      • Brian Elliott: Companies are now open to hiring remote workers, leading to more distributed teams and a need for new management techniques.
      • Bethany: Inclusivity is key in hybrid work environments, with flexibility desired by historically marginalized groups.
      • Brian Elliott: 59% of working moms want to work from office 2 days a week or less, strongest in US and UK.
      • Data shows that people across race and ethnic boundaries prefer working from home, with greater flexibility for neurodiversity and disability.
      • Remote work, productivity, and culture in the workplace. 19:12
      • Brian Elliott highlights the importance of focusing on outcomes rather than visual signs of activity, such as showing up to the office.
      • Brandon M. addresses concerns from a CEO perspective, suggesting that instead of attributing working from home as the culprit for missed targets, the focus should be on building systems that reward people based on outcomes.
      • Hybrid work and trust in leadership. 22:07
      • Brian Elliott suggests that CEOs should participate in digital tools and social conversations to build deeper connections with their teams and understand their emotional perspective.
      • Brian also shares that a flexible work policy can help build trust between employees and management, leading to increased motivation and productivity.
      • Bethany and Brian discuss the resistance to hybrid working, with Bethany identifying two elements: fear of control and fear of not being able to see people.
      • Brian suggests that senior leaders can use their own experiences to lead effectively in a new world, by having others around the table who live different lives.
      • In a group of chief financial officers, one member speaks up about the challenges of balancing work and family responsibilities, highlighting the need for empathy and understanding.
      • Work-life balance and inclusivity in a hybrid work setup. 28:19
      • Brian Elliott emphasizes the importance of representation and coaching in a hybrid work format to unlock potential and improve communication.
      • Brian recommends policies such as flexibility, short form video, and interactive communication to encourage inclusivity and bolster message delivery.
      • Brian Elliott highlights the importance of creating a level playing field in hybrid meetings by setting rules and encouraging equal participation, such as using one laptop per person and keeping virtual meetings virtual.
      • Slack's approach to hybrid meetings involves disassembling the traditional C suite floor and giving executives offices in different locations to avoid power dynamics and create a level playing field for all participants.
      • Remote work, meetings, and communication. 32:29
      • Brian Elliott suggests using asynchronous communication tools like Slack or Teams to address immediate work-related issues instead of relying on 30-minute video calls.
      • Brian Elliott recommends blending asynchronous and synchronous communication to improve productivity in hybrid teams.
      • Effective communication strategies for distributed teams. 35:18
      • Brian Elliott suggests using pre-reads to compress presentation time and increase engagement (35:18)
      • Brandon M. notes that in a hybrid Zoom setting, leaders may struggle to maintain engagement due to multitasking or disengagement (36:37)
      • Brian Elliott emphasizes the importance of internal communications in distributed teams, citing the example of Atkins, Slack's head of internal comms, who was "amazing" at building culture and...]]>In this episode we unpack the topic of: Why is hybrid working an inclusivity issue?. We talked with Brian Elliott, he is the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives 

        We then discuss the following with Brian: 

        • What does the data say on return to work and the push back from employees? 
        • What is the connection between inclusivity and remote working? 
        • What do you do when the CEO blames missed targets on remote working? 
        • Is Thursday the new Friday? 
        • Why is there resistance to remote working from senior execs? 
        • What are the right policies or tactics one can take? 
        • How do you make Zoom-based team calls effective? 
        • Do mandated days make sense for hybrid? 
        
        

        References

        • Hybrid work: Making it fit with your diversity, equity, and inclusion strategy
        • Follow Brian on LinkedIn
        • How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives
        • Future Forum
        
        

        Biography: 

        Brian Elliott is a seasoned executive turned leadership advisor and speaker. He's the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives and one of Forbes’ Future of Work 50. Brian’s work enables leaders to build a future of work that’s better for people and organizations.

        Prior to Future Forum, Brian spent 25 years building and leading teams and companies as a startup CEO, and as an executive at Google and Slack. Brian got his MBA from Harvard Business School and BA at Northwestern and started his career at Boston Consulting Group, where he’s now a Senior Advisor. 

        Brian is also the proud dad of two young men and one middle-aged dog. You can find Brian on LinkedIn.

        Summary: 

        • Hybrid working and inclusion issues. 0:05
        • Bethany discusses the challenges of hybrid working versus remote working, particularly for women dealing with intersectional issues such as discrimination and microaggressions.
        • Bethany shares her personal experience of lounging in bed doing crossword puzzles while working from home, highlighting the importance of work-life balance and personal preferences.
        • Bethany believes hybrid working and remote working are inclusion issues due to the disproportionate burden of child and elder care on women.
        • Microaggressions and lack of privacy in the workplace make it difficult for women to consistently attend in-office days, despite inclusive work environments.
        • Hybrid work and its impact on gender and privacy. 6:12
        • Brandon M highlights the disproportionate impact of hybrid work policies on women, particularly in childcare and eldercare responsibilities.
        • Bethany agrees, emphasizing the need for privacy and inclusivity in addressing health issues, suggesting that employees should not be required to share personal medical information with managers.
        • Bethany and Brandon discuss the future of work with Brian Elliot, co-founder of the Future Forum and author of "How the Future Works," focusing on hybrid working and the importance of trust and connection in the new work environment.
        • Brian shares his insights on the challenges and opportunities of hybrid working, including the need for leaders to adapt and learn how to manage and lead in a new way, and the importance of making connections and meeting people outside of work.
        • Remote work and its future in the workplace. 11:45
        • Brian Elliott agrees with Bethany's hypothesis that hybrid working is here to stay, and people will choose to leave jobs that don't offer flexible work arrangements.
        • Brian provides data from various sources, including his own research with Future Forum, to support the idea that more companies are adopting flexible work policies and fewer people are returning to the office.
        • Remote work and inclusivity in the workplace. 14:21
        • Brian Elliott: Companies are now open to hiring remote workers, leading to more distributed teams and a need for new management techniques.
        • Bethany: Inclusivity is key in hybrid work environments, with flexibility desired by historically marginalized groups.
        • Brian Elliott: 59% of working moms want to work from office 2 days a week or less, strongest in US and UK.
        • Data shows that people across race and ethnic boundaries prefer working from home, with greater flexibility for neurodiversity and disability.
        • Remote work, productivity, and culture in the workplace. 19:12
        • Brian Elliott highlights the importance of focusing on outcomes rather than visual signs of activity, such as showing up to the office.
        • Brandon M. addresses concerns from a CEO perspective, suggesting that instead of attributing working from home as the culprit for missed targets, the focus should be on building systems that reward people based on outcomes.
        • Hybrid work and trust in leadership. 22:07
        • Brian Elliott suggests that CEOs should participate in digital tools and social conversations to build deeper connections with their teams and understand their emotional perspective.
        • Brian also shares that a flexible work policy can help build trust between employees and management, leading to increased motivation and productivity.
        • Bethany and Brian discuss the resistance to hybrid working, with Bethany identifying two elements: fear of control and fear of not being able to see people.
        • Brian suggests that senior leaders can use their own experiences to lead effectively in a new world, by having others around the table who live different lives.
        • In a group of chief financial officers, one member speaks up about the challenges of balancing work and family responsibilities, highlighting the need for empathy and understanding.
        • Work-life balance and inclusivity in a hybrid work setup. 28:19
        • Brian Elliott emphasizes the importance of representation and coaching in a hybrid work format to unlock potential and improve communication.
        • Brian recommends policies such as flexibility, short form video, and interactive communication to encourage inclusivity and bolster message delivery.
        • Brian Elliott highlights the importance of creating a level playing field in hybrid meetings by setting rules and encouraging equal participation, such as using one laptop per person and keeping virtual meetings virtual.
        • Slack's approach to hybrid meetings involves disassembling the traditional C suite floor and giving executives offices in different locations to avoid power dynamics and create a level playing field for all participants.
        • Remote work, meetings, and communication. 32:29
        • Brian Elliott suggests using asynchronous communication tools like Slack or Teams to address immediate work-related issues instead of relying on 30-minute video calls.
        • Brian Elliott recommends blending asynchronous and synchronous communication to improve productivity in hybrid teams.
        • Effective communication strategies for distributed teams. 35:18
        • Brian Elliott suggests using pre-reads to compress presentation time and increase engagement (35:18)
        • Brandon M. notes that in a hybrid Zoom setting, leaders may struggle to maintain engagement due to multitasking or disengagement (36:37)
        • Brian Elliott emphasizes the importance of internal communications in distributed teams, citing the example of Atkins, Slack's head of internal comms, who was "amazing" at building culture and connection.
        • Brian recommends hiring an internal comms person to help ensure key messages are absorbed and understood, especially in large companies with multiple leaders and employees who may not be on the same page.
        • Hybrid work arrangements and their impact on teams and inclusivity. 40:19
        • Brian Elliott believes hybrid working agreements are more effective than top-down fixed mandates in large organizations due to the varying needs across different functions and locations.
        • Bethany agrees and adds that inclusivity is also a factor, as some employees may have medical conditions that make certain days of the week difficult to work.
        • Brian Elliott emphasizes the importance of flexibility and belonging in the workplace, and provides strategies for managers to coach and grow their team members.
        • He argues that managers need to be good coaches and help employees grow in their careers, rather than just focusing on attendance and productivity.
        
        
        
        This podcast uses the following third-party services for analysis:
        
        Podcorn - https://podcorn.com/privacy]]>1fd9b85c-d224-4792-9d3f-f1f5800a11d8Thu, 15 Feb 2024 08:00:00 +000045:31falsefull13030129. What is it like being COO of a private equity backed business?In this episode we unpack the topic of: What is it like being COO of a private equity backed business? We are joined by Pete Harris, COO of Pipedrive. 

        Bethany and I discuss:

        • When are we at our best? Our worst? 
        • What are we passionate about in a business context?
        • What is our why? 
        
        

        We then discuss the following with Pete: 

        • Why the title COO versus CRO or CCO? 
        • How are you being evaluated by your PE investors? 
        • How do you motivate employees given you are not founder led? 
        • What does a board meeting look like in PE backed companies?
        • What is the approach to compensation in a PE backed company? 
        • What is your why? 
        
        

        References

        • Pipedrive 
        • Simon Sinek - TED Talk on ’Start with Why’ 
        
        

        Biography: 

        As Chief Operating Officer for Pipedrive I am responsible for a broad range of value creation activities, including business strategy, execution, and Pipedrive’s approach to global markets - determining which markets we are in, why and associated investments. I work closely with our Board from Vista Equity Partners and Bessemer Partners. 

        Previously I led Global Business Development and Global Partnership team at Intuit - supporting our customers across the US, UK, Australia, France, Brazil, Mexico and our expansion markets. I also spent 12 years at Deloitte with roles including risk consulting in Financial Services, UK Innovation Lead and UK Ventures Lead. The latter involved managing a £25m fund to invest in external start-ups but also internally in those ideas that might change Deloitte from within.

        Summary: 

        • Lung health and private equity CEO experience. 0:06
        • Bethany Ayers discusses her experience with chest X rays and doctors' appointments after being diagnosed with COVID-19.
        • Brandon Mensa shares a story from his time at SwiftKey about ignoring chest discomfort and eventually getting an X ray after realizing it wasn't going away.
        • Brandon M experienced a spontaneous pneumothorax, where one of his lungs collapsed into his chest cavity, and was pumped back up with a tube inserted through his clavicle.
        • The medical team used a rudimentary method to insert the tube into Brandon's lung, and he was able to recover quickly.
        • Brandon and Bethany discuss the concept of "Y" or starting with why, as discussed by Simon Sinek, and how it relates to their discussion on the purpose of the company and its impact on the organization.
        • Leadership, passions, and personal growth. 5:53
        • Bethany: feeling inauthentic or unwilling to express views can be at worst, hating having to do that.
        • Brandon M: tiredness can make him less present and less effective in leadership roles.
        • Bethany passionately advocates for gender equality and personal growth, reflecting on death and regret.
        • Unlocking potential and creating a fulfilling life. 10:27
        • Brandon M recognizes immense potential in individuals, both personally and professionally, and finds it exciting to work with companies to unlock this potential.
        • He believes that exercising these muscles through activities like acting helps him understand the human experience and apply it to his work in companies.
        • Brandon M: Why? To help teams fulfill their potential.
        • Bethany: Why? To create a fun life and inspire others.
        • Leadership roles and AI initiatives at Pipedrive. 15:32
        • Pete Harris oversees sales, partner, customer success, and customer support teams at Pipedrive, while also leading AI initiatives.
        • Pete Harris discusses his role as CEO of Pipedrive, focusing on AI initiatives and commercial growth.
        • CEO role, value creation, and long-term growth. 18:45
        • Pete Harris, CEO of Pipedrive, focuses on value creation plan to deliver success, with key metrics including net revenue retention and churn numbers.
        • PE investors evaluate Pete's success through delivery of value creation plan outcomes, with specific focus on revenue and retention numbers.
        • Entrepreneurs often prioritize short-term growth over long-term sustainability in their business strategies.
        • Growth vs margin in private equity investing. 22:32
        • Panelists debate whether growth or margin is more valuable in today's private equity market.
        • Pete Harris emphasizes the importance of balancing growth rate and margin in business, citing the "rule of 40" as a benchmark for success.
        • Bethany asks Pete if he still follows the "rule of 40" in private equity, and Pete confirms that it is still relevant and important for their business strategy.
        • Leadership, culture, and motivation in a 1000-person business. 26:47
        • Pete Harris: Founder lead plays a role in a company's culture and values, even after they leave. Holding on to that legacy can attract top talent and be a unique selling point.
        • Bethany: Charismatic leaders, whether founders or not, can play a significant role in shaping a company's culture and values.
        • Pete Harris emphasizes the importance of understanding one's "why" and purpose in work, citing it as a key factor in motivation and job satisfaction.
        • Harris believes that founders can play a significant role in shaping a company's culture and values, but acknowledges that not all founders are equipped to lead a business through its entire lifecycle.
        • Leadership, purpose, and private equity involvement in a business. 32:36
        • Brandon M emphasizes the importance of purpose and charismatic leadership in a company, citing it as a motivating factor for himself and others.
        • Pete Harris agrees, highlighting the need for alignment between personal purpose, mission, and what the business is doing. He believes that being a charismatic leader without being the founder is crucial for scaling up a company.
        • Harris also stresses the importance of authenticity in conveying the company's purpose and mission to employees and stakeholders.
        • Pete Harris describes the experience of working with a private equity (PE) firm, emphasizing the importance of confidence and alignment on the company's goals.
        • The PE firm has a formal agenda for board meetings, which can go in unexpected directions, focusing on metrics and growth.
        • Bethany asks about the frequency and rehearsal process of these meetings, with Pete Harris highlighting the importance of preparation and alignment as a team.
        • Board meetings and investor dynamics in a startup. 38:45
        • Bethany highlights the value of board meetings for VC-backed startups, where investors provide strategic support and challenge.
        • Board dynamics, compensation, and talent attraction in a PE-backed company. 40:31
        • Brandon M. emphasizes the importance of confidence in the founder and leadership team for the board to effectively contribute to the business.
        • Pete Harris highlights the value of having operating partners and investment partners on the board, bringing different perspectives and expertise to the table.
        • Pete Harris emphasizes the importance of attracting the right talent in a PE firm, with compensation being a key factor in doing so.
        • Brandon M asks about the approach to compensation in a PE company, with options being a common incentive for top management.
        • Career development and personal purpose. 45:11
        • Pete Harris emphasizes the importance of understanding one's "why" and mapping it out to achieve success in their career.
        • Harris recommends using a blank sheet of paper to draw a "circle of why" to identify one's purpose and goals.
        • Pete Harris believes that understanding one's "why" can serve as a navigation system for both career and life decisions.
        • Harris encourages others to identify their "why" and use it as a guide for making decisions and setting goals, even in unrelated areas like volunteering or hobbies.
        • Pete Harris suggests asking "What's your why?" to uncover personal...]]>In this episode we unpack the topic of: What is it like being COO of a private equity backed business? We are joined by Pete Harris, COO of Pipedrive. 

          Bethany and I discuss:

          • When are we at our best? Our worst? 
          • What are we passionate about in a business context?
          • What is our why? 
          
          

          We then discuss the following with Pete: 

          • Why the title COO versus CRO or CCO? 
          • How are you being evaluated by your PE investors? 
          • How do you motivate employees given you are not founder led? 
          • What does a board meeting look like in PE backed companies?
          • What is the approach to compensation in a PE backed company? 
          • What is your why? 
          
          

          References

          • Pipedrive 
          • Simon Sinek - TED Talk on ’Start with Why’ 
          
          

          Biography: 

          As Chief Operating Officer for Pipedrive I am responsible for a broad range of value creation activities, including business strategy, execution, and Pipedrive’s approach to global markets - determining which markets we are in, why and associated investments. I work closely with our Board from Vista Equity Partners and Bessemer Partners. 

          Previously I led Global Business Development and Global Partnership team at Intuit - supporting our customers across the US, UK, Australia, France, Brazil, Mexico and our expansion markets. I also spent 12 years at Deloitte with roles including risk consulting in Financial Services, UK Innovation Lead and UK Ventures Lead. The latter involved managing a £25m fund to invest in external start-ups but also internally in those ideas that might change Deloitte from within.

          Summary: 

          • Lung health and private equity CEO experience. 0:06
          • Bethany Ayers discusses her experience with chest X rays and doctors' appointments after being diagnosed with COVID-19.
          • Brandon Mensa shares a story from his time at SwiftKey about ignoring chest discomfort and eventually getting an X ray after realizing it wasn't going away.
          • Brandon M experienced a spontaneous pneumothorax, where one of his lungs collapsed into his chest cavity, and was pumped back up with a tube inserted through his clavicle.
          • The medical team used a rudimentary method to insert the tube into Brandon's lung, and he was able to recover quickly.
          • Brandon and Bethany discuss the concept of "Y" or starting with why, as discussed by Simon Sinek, and how it relates to their discussion on the purpose of the company and its impact on the organization.
          • Leadership, passions, and personal growth. 5:53
          • Bethany: feeling inauthentic or unwilling to express views can be at worst, hating having to do that.
          • Brandon M: tiredness can make him less present and less effective in leadership roles.
          • Bethany passionately advocates for gender equality and personal growth, reflecting on death and regret.
          • Unlocking potential and creating a fulfilling life. 10:27
          • Brandon M recognizes immense potential in individuals, both personally and professionally, and finds it exciting to work with companies to unlock this potential.
          • He believes that exercising these muscles through activities like acting helps him understand the human experience and apply it to his work in companies.
          • Brandon M: Why? To help teams fulfill their potential.
          • Bethany: Why? To create a fun life and inspire others.
          • Leadership roles and AI initiatives at Pipedrive. 15:32
          • Pete Harris oversees sales, partner, customer success, and customer support teams at Pipedrive, while also leading AI initiatives.
          • Pete Harris discusses his role as CEO of Pipedrive, focusing on AI initiatives and commercial growth.
          • CEO role, value creation, and long-term growth. 18:45
          • Pete Harris, CEO of Pipedrive, focuses on value creation plan to deliver success, with key metrics including net revenue retention and churn numbers.
          • PE investors evaluate Pete's success through delivery of value creation plan outcomes, with specific focus on revenue and retention numbers.
          • Entrepreneurs often prioritize short-term growth over long-term sustainability in their business strategies.
          • Growth vs margin in private equity investing. 22:32
          • Panelists debate whether growth or margin is more valuable in today's private equity market.
          • Pete Harris emphasizes the importance of balancing growth rate and margin in business, citing the "rule of 40" as a benchmark for success.
          • Bethany asks Pete if he still follows the "rule of 40" in private equity, and Pete confirms that it is still relevant and important for their business strategy.
          • Leadership, culture, and motivation in a 1000-person business. 26:47
          • Pete Harris: Founder lead plays a role in a company's culture and values, even after they leave. Holding on to that legacy can attract top talent and be a unique selling point.
          • Bethany: Charismatic leaders, whether founders or not, can play a significant role in shaping a company's culture and values.
          • Pete Harris emphasizes the importance of understanding one's "why" and purpose in work, citing it as a key factor in motivation and job satisfaction.
          • Harris believes that founders can play a significant role in shaping a company's culture and values, but acknowledges that not all founders are equipped to lead a business through its entire lifecycle.
          • Leadership, purpose, and private equity involvement in a business. 32:36
          • Brandon M emphasizes the importance of purpose and charismatic leadership in a company, citing it as a motivating factor for himself and others.
          • Pete Harris agrees, highlighting the need for alignment between personal purpose, mission, and what the business is doing. He believes that being a charismatic leader without being the founder is crucial for scaling up a company.
          • Harris also stresses the importance of authenticity in conveying the company's purpose and mission to employees and stakeholders.
          • Pete Harris describes the experience of working with a private equity (PE) firm, emphasizing the importance of confidence and alignment on the company's goals.
          • The PE firm has a formal agenda for board meetings, which can go in unexpected directions, focusing on metrics and growth.
          • Bethany asks about the frequency and rehearsal process of these meetings, with Pete Harris highlighting the importance of preparation and alignment as a team.
          • Board meetings and investor dynamics in a startup. 38:45
          • Bethany highlights the value of board meetings for VC-backed startups, where investors provide strategic support and challenge.
          • Board dynamics, compensation, and talent attraction in a PE-backed company. 40:31
          • Brandon M. emphasizes the importance of confidence in the founder and leadership team for the board to effectively contribute to the business.
          • Pete Harris highlights the value of having operating partners and investment partners on the board, bringing different perspectives and expertise to the table.
          • Pete Harris emphasizes the importance of attracting the right talent in a PE firm, with compensation being a key factor in doing so.
          • Brandon M asks about the approach to compensation in a PE company, with options being a common incentive for top management.
          • Career development and personal purpose. 45:11
          • Pete Harris emphasizes the importance of understanding one's "why" and mapping it out to achieve success in their career.
          • Harris recommends using a blank sheet of paper to draw a "circle of why" to identify one's purpose and goals.
          • Pete Harris believes that understanding one's "why" can serve as a navigation system for both career and life decisions.
          • Harris encourages others to identify their "why" and use it as a guide for making decisions and setting goals, even in unrelated areas like volunteering or hobbies.
          • Pete Harris suggests asking "What's your why?" to uncover personal motivations and values, and using those insights to make decisions without regret.
          • Bethany struggles with understanding her "why" and seeks help from Pete, who encourages her to imagine her deathbed regrets and apply her values to decision-making.
          
          
          
          This podcast uses the following third-party services for analysis:
          
          Podcorn - https://podcorn.com/privacy]]>b5bf4c87-9195-42af-b6ce-666c3b1f903dThu, 08 Feb 2024 08:00:00 +000052:28falsefull12929128. Do product leaders make good COO's?In this episode we unpack the topic of: Do product leaders make good COO's? with Martyn Fagg, COO of Tillo and Matt Jones COO at ex-COO at ParentPay. 

          Bethany and I discuss the following: 

          • What does a good product leader look like? 
          • What does a good product manager look like? 
          
          

          We then discuss the following with Martyn and Matt: 

          • How did the transition to COO happen?
          • Was picking up the people function challenging? 
          • How do you get the people function to be more data-driven? 
          • How do you get product development and commercial to learn from each other? 
          • What product development KPI should be included in the company dashboard?
          
          

          References

          • The Speed of Trust: The One Thing that Changes Everything 
          • The Four Foundations of SaaS 
          
          

          
          

          Biography: 

          Martyn Fagg is a seasoned CTO with 20 years experience in software engineering and fintech leadership - passionate about fostering innovation, collaboration, and continuous learning. Currently COO at Tillo, a B2B embedded rewards & incentives platform working with some of the world’s top brands to deliver real-time digital gift & prepaid cards.

          Matt Jones recently served as the Group Chief Operating Officer at ParentPay, a leading provider of payments and MIS solutions for schools in the UK and Europe. He joined the company in 2017 and initially held responsibility for Product Management, Software Engineering, IT, Service Operations, Customer Implementation, and Customer Support across several early Group businesses (ParentPay, Schoolcomms, Cypad, WIS, and nimbl). Additionally, Matt oversaw the group Security function, ensuring the protection of the company's and customers' data assets.

          Prior to his tenure at ParentPay, Matt briefly served as COO at IRIS Software. He also spent six years as Senior Vice President of DevOps at NewVoiceMedia (acquired by Vonage) and held previous roles at Mimecast and MessageLabs (acquired by Symantec).

          
          

          Summary: 

          • Product development in CEO role with Twilio and Parent Pay leaders. 0:06
          • Brandon and Bethany discuss their cultural heritage for a school event, with Brandon dressing as a tech bro from Silicon Valley and Bethany dressing as a Canadian with a hockey jersey and maple syrup.
          • The hosts joke about stereotypes and cultural representations, with Brandon accidentally saying "boot" instead of "boot" and Bethany pointing it out.
          • Brandon M. questions the importance of good product leadership, emphasizing the need for a clear product vision and strategy, as well as effective team building.
          • Martin Fag, Matt Jones, and Brandon M. discuss the role of product development in the CEO role, with a focus on product leadership, strategy, and team building.
          • Product leadership and CEO roles in tech companies. 4:50
          • The CEO and product leader roles require different skills and perspectives, with the CEO focusing on the overall vision and strategy, and the product leader translating that vision into a tangible product.
          • The product leader must be empowered to take ownership of the vision and make it a reality, while the CEO can evolve their role to focus on other aspects of the business.
          • CEO and product leader have different visions for product strategy, leading to potential conflicts.
          • Product management and leadership. 8:51
          • Brandon M highlights the importance of product managers understanding users, market dynamics, and stakeholder management to ensure a product's success.
          • Bethany agrees, noting that product managers often focus too much on technical details and not enough on validating with customers and stakeholders.
          • Brandon M discusses Marty Kagan's philosophy of product development, emphasizing the importance of empowered teams with autonomy, resources, and scope to solve problem areas.
          • Bethany agrees and adds that being given a problem to solve, rather than features to build, is crucial for product development teams to make a difference.
          • Product management and CEO roles. 13:39
          • Bethany and Brandon discuss the role of a good product person and CEO, with Bethany highlighting the importance of being able to pull oneself up and out of the weeds.
          • Martin fell into the role of CEO as an opportunity after growing the company from six to 50 people and wanting a new challenge.
          • Career progression from CTO to CEO. 16:12
          • Matt Jones describes adaptability and willingness to take on new roles as key to his success as CEO.
          • Leadership roles and responsibilities. 17:38
          • Bethany shares her experience of being the only woman in a male-dominated leadership team and feeling like she's often overlooked or undervalued.
          • Leadership roles and responsibilities. 18:56
          • Martin, a former software developer and CTO, now CRO, has been managing people for 15 years and enjoys the people side of things, working closely with Briney, VP of people.
          • Martin took on the people function as CRO, bringing a unique perspective as he has the largest proportion of the company reporting into him, and he works closely with the executive team to bring a commercial and business perspective.
          • Managing people and teams in a cross-functional environment. 21:53
          • Matt Jones highlights the importance of managing people as individuals, not just roles, in a cross-functional organization.
          • Using data to inform people policies in a business setting. 23:18
          • Matt Jones and Bethany discuss the importance of data in people policies, with Matt agreeing that data can provide insights into people's performance and wellbeing, while Bethany struggles with getting people teams to own and use accurate data.
          • Both Matt and Bethany agree that there needs to be a clear owner of people data, such as a business ops team, to ensure accuracy and better decision-making.
          • Data governance, culture, and retrospectives in a company. 26:22
          • Martin emphasizes the importance of data-driven decision making in people operations, with a focus on employee happiness and retention rates.
          • Brandon and Martin discuss the importance of collaboration and continuous learning within the product development team, with a focus on embedding retros and learning outside of product.
          • Martin highlights the need for a champion within the team to drive initiatives and ensure ongoing adoption, with regular check-ins and feedback to gauge effectiveness.
          • Using "5 Whys" to identify root causes of problems in business. 30:05
          • Matt Jones shares his experience with using retrospectives to drive improvement in teams, emphasizing the importance of psychological safety and a simple five whys process.
          • He faces challenges in implementing retrospectives across different functions and cultures, citing a lack of buy-in and psychological safety.
          • Product-dev collaboration, agile methodologies, and software engineering. 32:19
          • Bethany and Martin discuss the challenge of different departments within a company not sharing knowledge and resources, despite being in the same industry.
          • Martin and Matt discuss the challenges of measuring productivity in software development, with a focus on the differences between short-term and long-term goals, and the need to prioritize creativity and outcomes over process productivity.
          • Matt argues that software engineering is a creative undertaking, and that agile methodologies can help align development with personalities and produce better outputs by focusing on outcomes rather than in-process productivity.
          • OKRs, product development metrics, and trust in the CFO-CEO relationship....]]>In this episode we unpack the topic of: Do product leaders make good COO's? with Martyn Fagg, COO of Tillo and Matt Jones COO at ex-COO at ParentPay. 

            Bethany and I discuss the following: 

            • What does a good product leader look like? 
            • What does a good product manager look like? 
            
            

            We then discuss the following with Martyn and Matt: 

            • How did the transition to COO happen?
            • Was picking up the people function challenging? 
            • How do you get the people function to be more data-driven? 
            • How do you get product development and commercial to learn from each other? 
            • What product development KPI should be included in the company dashboard?
            
            

            References

            • The Speed of Trust: The One Thing that Changes Everything 
            • The Four Foundations of SaaS 
            
            

            
            

            Biography: 

            Martyn Fagg is a seasoned CTO with 20 years experience in software engineering and fintech leadership - passionate about fostering innovation, collaboration, and continuous learning. Currently COO at Tillo, a B2B embedded rewards & incentives platform working with some of the world’s top brands to deliver real-time digital gift & prepaid cards.

            Matt Jones recently served as the Group Chief Operating Officer at ParentPay, a leading provider of payments and MIS solutions for schools in the UK and Europe. He joined the company in 2017 and initially held responsibility for Product Management, Software Engineering, IT, Service Operations, Customer Implementation, and Customer Support across several early Group businesses (ParentPay, Schoolcomms, Cypad, WIS, and nimbl). Additionally, Matt oversaw the group Security function, ensuring the protection of the company's and customers' data assets.

            Prior to his tenure at ParentPay, Matt briefly served as COO at IRIS Software. He also spent six years as Senior Vice President of DevOps at NewVoiceMedia (acquired by Vonage) and held previous roles at Mimecast and MessageLabs (acquired by Symantec).

            
            

            Summary: 

            • Product development in CEO role with Twilio and Parent Pay leaders. 0:06
            • Brandon and Bethany discuss their cultural heritage for a school event, with Brandon dressing as a tech bro from Silicon Valley and Bethany dressing as a Canadian with a hockey jersey and maple syrup.
            • The hosts joke about stereotypes and cultural representations, with Brandon accidentally saying "boot" instead of "boot" and Bethany pointing it out.
            • Brandon M. questions the importance of good product leadership, emphasizing the need for a clear product vision and strategy, as well as effective team building.
            • Martin Fag, Matt Jones, and Brandon M. discuss the role of product development in the CEO role, with a focus on product leadership, strategy, and team building.
            • Product leadership and CEO roles in tech companies. 4:50
            • The CEO and product leader roles require different skills and perspectives, with the CEO focusing on the overall vision and strategy, and the product leader translating that vision into a tangible product.
            • The product leader must be empowered to take ownership of the vision and make it a reality, while the CEO can evolve their role to focus on other aspects of the business.
            • CEO and product leader have different visions for product strategy, leading to potential conflicts.
            • Product management and leadership. 8:51
            • Brandon M highlights the importance of product managers understanding users, market dynamics, and stakeholder management to ensure a product's success.
            • Bethany agrees, noting that product managers often focus too much on technical details and not enough on validating with customers and stakeholders.
            • Brandon M discusses Marty Kagan's philosophy of product development, emphasizing the importance of empowered teams with autonomy, resources, and scope to solve problem areas.
            • Bethany agrees and adds that being given a problem to solve, rather than features to build, is crucial for product development teams to make a difference.
            • Product management and CEO roles. 13:39
            • Bethany and Brandon discuss the role of a good product person and CEO, with Bethany highlighting the importance of being able to pull oneself up and out of the weeds.
            • Martin fell into the role of CEO as an opportunity after growing the company from six to 50 people and wanting a new challenge.
            • Career progression from CTO to CEO. 16:12
            • Matt Jones describes adaptability and willingness to take on new roles as key to his success as CEO.
            • Leadership roles and responsibilities. 17:38
            • Bethany shares her experience of being the only woman in a male-dominated leadership team and feeling like she's often overlooked or undervalued.
            • Leadership roles and responsibilities. 18:56
            • Martin, a former software developer and CTO, now CRO, has been managing people for 15 years and enjoys the people side of things, working closely with Briney, VP of people.
            • Martin took on the people function as CRO, bringing a unique perspective as he has the largest proportion of the company reporting into him, and he works closely with the executive team to bring a commercial and business perspective.
            • Managing people and teams in a cross-functional environment. 21:53
            • Matt Jones highlights the importance of managing people as individuals, not just roles, in a cross-functional organization.
            • Using data to inform people policies in a business setting. 23:18
            • Matt Jones and Bethany discuss the importance of data in people policies, with Matt agreeing that data can provide insights into people's performance and wellbeing, while Bethany struggles with getting people teams to own and use accurate data.
            • Both Matt and Bethany agree that there needs to be a clear owner of people data, such as a business ops team, to ensure accuracy and better decision-making.
            • Data governance, culture, and retrospectives in a company. 26:22
            • Martin emphasizes the importance of data-driven decision making in people operations, with a focus on employee happiness and retention rates.
            • Brandon and Martin discuss the importance of collaboration and continuous learning within the product development team, with a focus on embedding retros and learning outside of product.
            • Martin highlights the need for a champion within the team to drive initiatives and ensure ongoing adoption, with regular check-ins and feedback to gauge effectiveness.
            • Using "5 Whys" to identify root causes of problems in business. 30:05
            • Matt Jones shares his experience with using retrospectives to drive improvement in teams, emphasizing the importance of psychological safety and a simple five whys process.
            • He faces challenges in implementing retrospectives across different functions and cultures, citing a lack of buy-in and psychological safety.
            • Product-dev collaboration, agile methodologies, and software engineering. 32:19
            • Bethany and Martin discuss the challenge of different departments within a company not sharing knowledge and resources, despite being in the same industry.
            • Martin and Matt discuss the challenges of measuring productivity in software development, with a focus on the differences between short-term and long-term goals, and the need to prioritize creativity and outcomes over process productivity.
            • Matt argues that software engineering is a creative undertaking, and that agile methodologies can help align development with personalities and produce better outputs by focusing on outcomes rather than in-process productivity.
            • OKRs, product development metrics, and trust in the CFO-CEO relationship. 36:11
            • Brandon M suggests cross-functional OKR teams can foster cross-pollination and inspire company-wide collaboration.
            • Martin agrees on the importance of measuring developer productivity, citing deployment frequency and ticket turnaround time as key indicators.
            • Martin emphasizes the importance of security and stability in a business, while Matt Jones stresses the need for speed and delegation of authority to achieve autonomy and purpose.
            • Martin emphasizes the importance of transparency and earning trust from the CEO, citing his experience working with a founder who is hesitant to let go of their baby.
            • Matt Jones highlights the need for a mature and open relationship between the CEO and CFO, allowing for flexibility and adaptability in navigating challenges.
            
            
            
            This podcast uses the following third-party services for analysis:
            
            Podcorn - https://podcorn.com/privacy]]>c7cc8a65-7230-4581-80a3-61446dcbe939Thu, 01 Feb 2024 08:00:00 +000043:58falsefull12828127. How do you tame a visionary CEO?In this episode we unpack the topic of: How do you tame a visionary CEO? with Rob Liddiard, B2B SaaS Founder (acquired 2022); Reformed Lawyer.

            Bethany and I discuss the following: 

            • Forecasting in 2024
            • Simplifying performance management
            • Surfacing issues in leadership
            • Documenting the processes of the company
            
            

            We then discuss the following with Rob: 

            • Is the Entrepreneurial Operating System (EOS) just another OKR styled book? 
            • How do you tame a visionary founder? 
            • What are the components of EOS? 
            • What are the two principal roles in EOS? 
            • What can experienced operators learn from EOS? 
            • How do you achieve an L10 meeting? 
            
            

            References

            https://www.eosworldwide.com/rob-liddiard

            Biography: 

            I previously founded a software company called Yapster. Although we had 100,000 licensed users, amazing customers like Next plc, Brewdog, Krispy Kreme and Caffe Nero and the business looked healthy to outsiders, we secretly struggled internally to execute plans and hit our financial goals. I worked and stressed 24/7. I was a qualified Corporate Lawyer and experienced Businessperson, but I didn’t feel a success. All I could feel was the underlying tension in my leadership team and investor base.

            Then I read Gino Wickman’s Traction and it was like someone turned a light on. I realised that I hadn’t been leading my organisation to its potential. By adopting EOS’s simple habits and frameworks we quickly achieved Traction. Suddenly I was more successful at work and more relaxed at home.

            In late 2022 I sold Yapster to a company backed by Google. I’ve since qualified as a Professional EOS Implementer® and now my personal Mission is to help other UK business owners achieve their goals more quickly, with less frustration.

            Summary: 

            • Golf inclusivity and personal experiences with the sport. 0:06
            • Bethany Ayers and Brandon Mensa discuss golf and inclusion with guest Rob, with Ayers sharing her experience at a virtual driving range and appreciating Rob's proactive approach to inclusivity.
            • Bethany Ayers shares personal experiences with golf and her grandfather's intense passion for the sport, despite exclusion of women in the family.
            • Entrepreneurial operating system and vision alignment. 4:18
            • Brandon: Book provides a prescriptive set of steps for non-experienced companies to run their businesses efficiently.
            • Bethany: Book offers a structure for strategy days, with exercises and time allocations for each area, saving time and effort.
            • Bethany Ayers discusses the importance of aligning to a vision and creating a three-year plan, with regular revisions to ensure accountability and profitability.
            • Ayers highlights the challenges of budgeting in a changing world where cash is no longer free, and the need to focus on cache management across multiple years.
            • Simplifying performance management systems. 10:21
            • Brandon and Bethany agree that the "right people in the right seats" framework is simple and effective in evaluating employee performance (10 words)
            • Traction recommends using a scorecard and weekly pulse to track leading indicators of KPIs (20 words)
            • Bethany Ayers emphasizes the importance of tracking key metrics, such as ticket clearance times and pipe Gen, to identify and address issues in a timely manner.
            • She believes that having a weekly scorecard with 5-10 metrics can help the team stay disciplined and proactive in addressing problems, leading to better customer experiences and overall success.
            • Leadership, processes, and accountability in a business setting. 15:09
            • Bethany Ayers highlights the importance of understanding the interconnectedness of different functions within a company, and how this knowledge can help resolve issues more effectively.
            • Brandon emphasizes the value of documenting processes between functions to avoid siloed thinking and improve collaboration.
            • Brandon and Bethany discuss the book "Traction" by Gabriel Weinberg, which emphasizes the importance of meetings for accountability and using OKRs (Objectives and Key Results) to set goals.
            • Rob Leyard, CEO of Eos, shares his "come to Jesus moment" when he realized the importance of operations after almost failing due to neglecting it.
            • Challenges with global rollout of software product. 20:50
            • Rob struggles to explain why his company's global rollout failed despite initial success.
            • Entrepreneurship, leadership, and managing visionary CEOs. 22:30
            • Rob shares his personal story of struggling with his tech startup, including not getting paid for 7 months and experiencing marital problems.
            • Bethany Ayers commends Rob for his honesty and openness, and shares that many entrepreneurs can relate to his challenges.
            • Rob recognizes that working with visionary CEOs can be challenging due to their unique perspective and potential lack of clarity on their company's identity and goals.
            • Rob's approach to taming visionary CEOs involves recognizing the problem, understanding their perspective, and using practical tools like EOS to help them achieve their dreams while aligning with reality.
            • Business strategy and operations for startups. 26:35
            • Rob is frustrated that his business is not growing despite his charisma and support, and he suspects that he may be doing something wrong.
            • The book "Excellent Entrepreneur" provides a framework for businesses to run coherently, with six components: vision, data, process, traction, issues, and people.
            • Brandon and Rob discuss the importance of a clear vision and traction plan for startups, including creating a one-page business plan and setting quarterly strategic initiatives.
            • They also emphasize the need for data-driven decision making and consistent processes across the organization to drive accountability and good habits.
            • EOS framework for entrepreneurs and operators. 31:51
            • Rob emphasizes the importance of identifying and solving root causes, rather than just discussing them.
            • Bethany Ayers agrees and adds that there are two roles in EOS, and taming comes into play.
            • Rob: EOS model requires visionary to identify integrator, who is CIO and essential for success.
            • Bethany Ayers: Using EOS playbook can help find common language between operator and visionary, elevating professional operator to center of organization.
            • Entrepreneurship, EOS, and the role of operators. 36:07
            • Rob, a passionate advocate of EOS, shares insights on how individuals can help visionaries in stuck organizations by taking control of their own careers and self-esteem.
            • Rob suggests creating a personalized explanation of EOS components and how working with Brandon can help organizations move forward.
            • Rob is open to creating his own operating system after finding success with EOS and reading other business books.
            • Rob believes that finding a system that works and elevating operators to their rightful place in the entrepreneurial community is enough for him, and he now preaches the gospel of operation excellence to others.
            • Effective meetings and organizational alignment. 41:13
            • Brandon and Rob discuss creating an L10 meeting, which involves starting with a segue, reviewing rocks, looking at the scorecard, and addressing issues.
            • The meeting agenda includes a fixed agenda, and issues are reviewed and prioritized for solving in the next week or quarter.
            • Rob emphasizes the importance of finding a workplace where you are appreciated and implementing a system to manage growth and issues effectively.
            • Rob encourages listeners to explore different systems and not settle for a company that is happy living in chaos, and to give them the opportunity to come meet them where they are.
            
            
            
            This podcast uses the following third-party services for analysis:
            
            Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: How do you tame a visionary CEO? with Rob Liddiard, B2B SaaS Founder (acquired 2022); Reformed Lawyer.

            Bethany and I discuss the following: 

            • Forecasting in 2024
            • Simplifying performance management
            • Surfacing issues in leadership
            • Documenting the processes of the company
            
            

            We then discuss the following with Rob: 

            • Is the Entrepreneurial Operating System (EOS) just another OKR styled book? 
            • How do you tame a visionary founder? 
            • What are the components of EOS? 
            • What are the two principal roles in EOS? 
            • What can experienced operators learn from EOS? 
            • How do you achieve an L10 meeting? 
            
            

            References

            https://www.eosworldwide.com/rob-liddiard

            Biography: 

            I previously founded a software company called Yapster. Although we had 100,000 licensed users, amazing customers like Next plc, Brewdog, Krispy Kreme and Caffe Nero and the business looked healthy to outsiders, we secretly struggled internally to execute plans and hit our financial goals. I worked and stressed 24/7. I was a qualified Corporate Lawyer and experienced Businessperson, but I didn’t feel a success. All I could feel was the underlying tension in my leadership team and investor base.

            Then I read Gino Wickman’s Traction and it was like someone turned a light on. I realised that I hadn’t been leading my organisation to its potential. By adopting EOS’s simple habits and frameworks we quickly achieved Traction. Suddenly I was more successful at work and more relaxed at home.

            In late 2022 I sold Yapster to a company backed by Google. I’ve since qualified as a Professional EOS Implementer® and now my personal Mission is to help other UK business owners achieve their goals more quickly, with less frustration.

            Summary: 

            • Golf inclusivity and personal experiences with the sport. 0:06
            • Bethany Ayers and Brandon Mensa discuss golf and inclusion with guest Rob, with Ayers sharing her experience at a virtual driving range and appreciating Rob's proactive approach to inclusivity.
            • Bethany Ayers shares personal experiences with golf and her grandfather's intense passion for the sport, despite exclusion of women in the family.
            • Entrepreneurial operating system and vision alignment. 4:18
            • Brandon: Book provides a prescriptive set of steps for non-experienced companies to run their businesses efficiently.
            • Bethany: Book offers a structure for strategy days, with exercises and time allocations for each area, saving time and effort.
            • Bethany Ayers discusses the importance of aligning to a vision and creating a three-year plan, with regular revisions to ensure accountability and profitability.
            • Ayers highlights the challenges of budgeting in a changing world where cash is no longer free, and the need to focus on cache management across multiple years.
            • Simplifying performance management systems. 10:21
            • Brandon and Bethany agree that the "right people in the right seats" framework is simple and effective in evaluating employee performance (10 words)
            • Traction recommends using a scorecard and weekly pulse to track leading indicators of KPIs (20 words)
            • Bethany Ayers emphasizes the importance of tracking key metrics, such as ticket clearance times and pipe Gen, to identify and address issues in a timely manner.
            • She believes that having a weekly scorecard with 5-10 metrics can help the team stay disciplined and proactive in addressing problems, leading to better customer experiences and overall success.
            • Leadership, processes, and accountability in a business setting. 15:09
            • Bethany Ayers highlights the importance of understanding the interconnectedness of different functions within a company, and how this knowledge can help resolve issues more effectively.
            • Brandon emphasizes the value of documenting processes between functions to avoid siloed thinking and improve collaboration.
            • Brandon and Bethany discuss the book "Traction" by Gabriel Weinberg, which emphasizes the importance of meetings for accountability and using OKRs (Objectives and Key Results) to set goals.
            • Rob Leyard, CEO of Eos, shares his "come to Jesus moment" when he realized the importance of operations after almost failing due to neglecting it.
            • Challenges with global rollout of software product. 20:50
            • Rob struggles to explain why his company's global rollout failed despite initial success.
            • Entrepreneurship, leadership, and managing visionary CEOs. 22:30
            • Rob shares his personal story of struggling with his tech startup, including not getting paid for 7 months and experiencing marital problems.
            • Bethany Ayers commends Rob for his honesty and openness, and shares that many entrepreneurs can relate to his challenges.
            • Rob recognizes that working with visionary CEOs can be challenging due to their unique perspective and potential lack of clarity on their company's identity and goals.
            • Rob's approach to taming visionary CEOs involves recognizing the problem, understanding their perspective, and using practical tools like EOS to help them achieve their dreams while aligning with reality.
            • Business strategy and operations for startups. 26:35
            • Rob is frustrated that his business is not growing despite his charisma and support, and he suspects that he may be doing something wrong.
            • The book "Excellent Entrepreneur" provides a framework for businesses to run coherently, with six components: vision, data, process, traction, issues, and people.
            • Brandon and Rob discuss the importance of a clear vision and traction plan for startups, including creating a one-page business plan and setting quarterly strategic initiatives.
            • They also emphasize the need for data-driven decision making and consistent processes across the organization to drive accountability and good habits.
            • EOS framework for entrepreneurs and operators. 31:51
            • Rob emphasizes the importance of identifying and solving root causes, rather than just discussing them.
            • Bethany Ayers agrees and adds that there are two roles in EOS, and taming comes into play.
            • Rob: EOS model requires visionary to identify integrator, who is CIO and essential for success.
            • Bethany Ayers: Using EOS playbook can help find common language between operator and visionary, elevating professional operator to center of organization.
            • Entrepreneurship, EOS, and the role of operators. 36:07
            • Rob, a passionate advocate of EOS, shares insights on how individuals can help visionaries in stuck organizations by taking control of their own careers and self-esteem.
            • Rob suggests creating a personalized explanation of EOS components and how working with Brandon can help organizations move forward.
            • Rob is open to creating his own operating system after finding success with EOS and reading other business books.
            • Rob believes that finding a system that works and elevating operators to their rightful place in the entrepreneurial community is enough for him, and he now preaches the gospel of operation excellence to others.
            • Effective meetings and organizational alignment. 41:13
            • Brandon and Rob discuss creating an L10 meeting, which involves starting with a segue, reviewing rocks, looking at the scorecard, and addressing issues.
            • The meeting agenda includes a fixed agenda, and issues are reviewed and prioritized for solving in the next week or quarter.
            • Rob emphasizes the importance of finding a workplace where you are appreciated and implementing a system to manage growth and issues effectively.
            • Rob encourages listeners to explore different systems and not settle for a company that is happy living in chaos, and to give them the opportunity to come meet them where they are.
            
            
            
            This podcast uses the following third-party services for analysis:
            
            Podcorn - https://podcorn.com/privacy]]>c34fbd0d-821b-47fe-890f-0bc2e2d6abc2Thu, 25 Jan 2024 08:00:00 +000045:46falsefull12727126. The COO Role: Why Would You Ever Want the Job?In this episode we unpack the topic of: The COO Role: Why Would You Ever Want the Job? with Chuck Orzechowski, CEO of the COO Forum. 

            Bethany and I discuss the following: 

            • How do you avoid being the dumping ground for things that others don’t want to do?  
            • Why would you want the COO job? 
            
            

            We then discuss the following with Chuck: 

            • What are the most common issues you see across your COO membership? 
            • What is the best approach to clarifying decision-making authority with the CEO? 
            • Why is “pace of change” a common frustration for COO’s? 
            • What do you do when the CEO relationship is not working for you? 
            • What is the key criteria for determining a good COO-CEO match? 
            • What are the rewarding elements of being a COO? 
            
            

            References

            • The COO Forum® has been delivering on the mission of helping Operations Executives achieve more since 2004. Our members tackle the most pressing challenges facing their businesses and those that shape their careers. Join the best Operations Executives in the world as we celebrate our 20th Anniversary. Don't go it alone in 2024.
            • Launching this February, Find Your COO™ will provide CEOs/Recruiters a one-stop source for finding talented COOs. The platform is built on top of the CEO-COO Alignment Index™ scoring system. It uses 25 key questions to create profiles for both the hiring CEO and COO candidates. These questions cover areas such as preferred communication frequency, speed of change, role relationship, delegation, trust development and more. Then, both parties can see each other's scoring reports to better assess potential fit or mis-alignment. This sets the stage for improved recruitment, interviewing and alignment post hire, which leads to better performance and COO job satisfaction. 
            
            

            Biography: Chuck Orzechowski serves as CEO of the Chief Operating Officer Business Forum® (COO Forum®.) Since 2004, the COO Forum’s mission has been to support operations executives in achieving more in their business and professional lives. As a peer-based professional development organization, the COO Forum has helped 1000’s of executives navigate the challenges of their roles and improve business outcomes. 

            Over the past 28 years, Chuck has spent most of his career leading operations in a wide variety of industries and company sizes, ranging from start-up through Fortune 500s. Chuck has a passion for improving operations, scaling businesses, and the professional development of others. 

            It’s what gets him out of bed each morning...that and coffee!

            Summary:

            • Whiskey, rock concerts, and personal values. 0:05
            • Brandon and Bethany discuss Bethany's husband's illness and their celebration with whiskey advent calendars.
            • Brandon attends a Danko Jones concert at the Garage in North Islington, describing the band as a fusion of rock, punk, and jazz.
            • Brandon mentions a mosh pit at a concert where he was the "enforcer" to push back, but he was not tempted to join due to his age and past experiences.
            • Bethany has been reflecting on her values and purpose in life, realizing that having fun is her guiding principle, and she's looking for innovative and energizing experiences that bring her joy.
            • Bethany was approached to become a CEO but lacked passion and interest in the domain, leading to her rejection in the final interview.
            • Despite feeling relieved to not have to present, Bethany's lack of enthusiasm was picked up on by the only woman on the board, who ultimately decided not to move forward with her candidacy.
            • CEO roles, delegation, and avoiding unnecessary work. 7:21
            • Bethany shares her realization that she doesn't want to leave her children a large inheritance and instead wants to prioritize their education as their inheritance.
            • Brandon questions the appeal of the CEO role and why Bethany would want the job, given her newfound priorities and interests.
            • Brandon and Bethany discuss how operations professionals can avoid taking on tasks that nobody else wants to do, such as ISO certification or back-office work.
            • Brandon suggests delegating tasks to others or hiring someone to handle them, while Bethany agrees and shares her own experience of successfully pushing off ISO certification to others.
            • Both Brandon and Bethany emphasize the importance of owning your role and delegating tasks to others to avoid taking on too much work that you're not passionate about.
            • CEO aspirations and leadership skills. 13:28
            • Bethany highlights the variety and problem-solving aspects of being a CEO as a source of enjoyment.
            • Bethany desires the CEO role for the authority and accountability it provides, as well as the opportunity for a deep relationship with one person.
            • Brandon enjoys connecting the dots to make a company successful, and he finds it fascinating to analyze data and trends to inform go-to-market motions.
            • Brandon also enjoys coaching others, whether it's helping them rise in their careers or gain confidence, and he finds it both altruistic and selfish.
            • The COO role and its universality. 19:08
            • Chuck discusses the COO role and its universality beyond just tech startups.
            • CEO-CFO relationship, decision-making challenges. 20:41
            • Chuck identifies the top 2 challenges faced by operations executives: misalignment between the CFO and CEO, and scaling the business while dealing with people challenges such as decision making. (20 words)
            • Bethany asks Chuck about the most common complaints and challenges she hears from new members, and Chuck shares his own war stories and insights. (10 words)
            • CEO makes decisions differently than operations executives, with a unique perspective that's difficult for others to understand.
            • Communication is key to understanding CEO decision-making process and partnering with them to offload some decisions.
            • CEO role, decision-making, and pace of change in organizations. 26:09
            • Brandon and Chuck discuss the challenges of decision-making as a CEO, including the need to balance facilitating the leadership team with making decisions as a group.
            • Chuck mentions the importance of documenting the decision-making process to avoid confusion and ensure consistency, particularly when it comes to the pace of change within an organization.
            • Chuck shares his personal story of joining a startup as COO and making changes despite the owner's return from sabbatical.
            • Navigating a business with a non-alignment CEO. 29:47
            • Chuck wanted to analyze financials to understand business growth and make decisions to improve the CEO's life.
            • Chuck saw the profit and loss statement but not the balance sheet or forecast, despite requests, and struggled to align goals and decision-making with the CEO.
            • Chuck emphasizes the importance of communication and decision-making in a CEO-peer relationship, particularly when the CEO's expectations are not aligned with reality.
            • Brandon advises peers to assess their ability to operate in the CEO's environment and make decisions based on their own needs and goals.
            • Leadership hires, values, and styles in business. 34:25
            • Bethany observes that 50% of leadership hires fail, and hypothesizes that this is due to leaders' inability to adapt to different situations and cultures.
            • Chuck believes leadership assessments are less important than alignment in a CEO-CFO relationship, focusing on communication, decision-making, trust, and growth expectations.
            • Chuck is developing an CEO alignment index to help organizations identify the right CFO fit, based on a candidate's desire for change and growth, and alignment with the CEO's vision.
            • CEO role, challenges, and rewards. 38:43
            • CEO matchmaking platform assesses alignment between CEO's preferences and role requirements.
            • Chuck highlights the importance of people skills for COOs, who often serve as a buffer between the CEO and rest of the organization.
            • Brandon asks an unconventional question about the CEO forum, which includes CEOs from various industries, emphasizing the people-based nature of software development and collaboration.
            • Chuck emphasizes the importance of communication and alignment among...]]>In this episode we unpack the topic of: The COO Role: Why Would You Ever Want the Job? with Chuck Orzechowski, CEO of the COO Forum. 

              Bethany and I discuss the following: 

              • How do you avoid being the dumping ground for things that others don’t want to do?  
              • Why would you want the COO job? 
              
              

              We then discuss the following with Chuck: 

              • What are the most common issues you see across your COO membership? 
              • What is the best approach to clarifying decision-making authority with the CEO? 
              • Why is “pace of change” a common frustration for COO’s? 
              • What do you do when the CEO relationship is not working for you? 
              • What is the key criteria for determining a good COO-CEO match? 
              • What are the rewarding elements of being a COO? 
              
              

              References

              • The COO Forum® has been delivering on the mission of helping Operations Executives achieve more since 2004. Our members tackle the most pressing challenges facing their businesses and those that shape their careers. Join the best Operations Executives in the world as we celebrate our 20th Anniversary. Don't go it alone in 2024.
              • Launching this February, Find Your COO™ will provide CEOs/Recruiters a one-stop source for finding talented COOs. The platform is built on top of the CEO-COO Alignment Index™ scoring system. It uses 25 key questions to create profiles for both the hiring CEO and COO candidates. These questions cover areas such as preferred communication frequency, speed of change, role relationship, delegation, trust development and more. Then, both parties can see each other's scoring reports to better assess potential fit or mis-alignment. This sets the stage for improved recruitment, interviewing and alignment post hire, which leads to better performance and COO job satisfaction. 
              
              

              Biography: Chuck Orzechowski serves as CEO of the Chief Operating Officer Business Forum® (COO Forum®.) Since 2004, the COO Forum’s mission has been to support operations executives in achieving more in their business and professional lives. As a peer-based professional development organization, the COO Forum has helped 1000’s of executives navigate the challenges of their roles and improve business outcomes. 

              Over the past 28 years, Chuck has spent most of his career leading operations in a wide variety of industries and company sizes, ranging from start-up through Fortune 500s. Chuck has a passion for improving operations, scaling businesses, and the professional development of others. 

              It’s what gets him out of bed each morning...that and coffee!

              Summary:

              • Whiskey, rock concerts, and personal values. 0:05
              • Brandon and Bethany discuss Bethany's husband's illness and their celebration with whiskey advent calendars.
              • Brandon attends a Danko Jones concert at the Garage in North Islington, describing the band as a fusion of rock, punk, and jazz.
              • Brandon mentions a mosh pit at a concert where he was the "enforcer" to push back, but he was not tempted to join due to his age and past experiences.
              • Bethany has been reflecting on her values and purpose in life, realizing that having fun is her guiding principle, and she's looking for innovative and energizing experiences that bring her joy.
              • Bethany was approached to become a CEO but lacked passion and interest in the domain, leading to her rejection in the final interview.
              • Despite feeling relieved to not have to present, Bethany's lack of enthusiasm was picked up on by the only woman on the board, who ultimately decided not to move forward with her candidacy.
              • CEO roles, delegation, and avoiding unnecessary work. 7:21
              • Bethany shares her realization that she doesn't want to leave her children a large inheritance and instead wants to prioritize their education as their inheritance.
              • Brandon questions the appeal of the CEO role and why Bethany would want the job, given her newfound priorities and interests.
              • Brandon and Bethany discuss how operations professionals can avoid taking on tasks that nobody else wants to do, such as ISO certification or back-office work.
              • Brandon suggests delegating tasks to others or hiring someone to handle them, while Bethany agrees and shares her own experience of successfully pushing off ISO certification to others.
              • Both Brandon and Bethany emphasize the importance of owning your role and delegating tasks to others to avoid taking on too much work that you're not passionate about.
              • CEO aspirations and leadership skills. 13:28
              • Bethany highlights the variety and problem-solving aspects of being a CEO as a source of enjoyment.
              • Bethany desires the CEO role for the authority and accountability it provides, as well as the opportunity for a deep relationship with one person.
              • Brandon enjoys connecting the dots to make a company successful, and he finds it fascinating to analyze data and trends to inform go-to-market motions.
              • Brandon also enjoys coaching others, whether it's helping them rise in their careers or gain confidence, and he finds it both altruistic and selfish.
              • The COO role and its universality. 19:08
              • Chuck discusses the COO role and its universality beyond just tech startups.
              • CEO-CFO relationship, decision-making challenges. 20:41
              • Chuck identifies the top 2 challenges faced by operations executives: misalignment between the CFO and CEO, and scaling the business while dealing with people challenges such as decision making. (20 words)
              • Bethany asks Chuck about the most common complaints and challenges she hears from new members, and Chuck shares his own war stories and insights. (10 words)
              • CEO makes decisions differently than operations executives, with a unique perspective that's difficult for others to understand.
              • Communication is key to understanding CEO decision-making process and partnering with them to offload some decisions.
              • CEO role, decision-making, and pace of change in organizations. 26:09
              • Brandon and Chuck discuss the challenges of decision-making as a CEO, including the need to balance facilitating the leadership team with making decisions as a group.
              • Chuck mentions the importance of documenting the decision-making process to avoid confusion and ensure consistency, particularly when it comes to the pace of change within an organization.
              • Chuck shares his personal story of joining a startup as COO and making changes despite the owner's return from sabbatical.
              • Navigating a business with a non-alignment CEO. 29:47
              • Chuck wanted to analyze financials to understand business growth and make decisions to improve the CEO's life.
              • Chuck saw the profit and loss statement but not the balance sheet or forecast, despite requests, and struggled to align goals and decision-making with the CEO.
              • Chuck emphasizes the importance of communication and decision-making in a CEO-peer relationship, particularly when the CEO's expectations are not aligned with reality.
              • Brandon advises peers to assess their ability to operate in the CEO's environment and make decisions based on their own needs and goals.
              • Leadership hires, values, and styles in business. 34:25
              • Bethany observes that 50% of leadership hires fail, and hypothesizes that this is due to leaders' inability to adapt to different situations and cultures.
              • Chuck believes leadership assessments are less important than alignment in a CEO-CFO relationship, focusing on communication, decision-making, trust, and growth expectations.
              • Chuck is developing an CEO alignment index to help organizations identify the right CFO fit, based on a candidate's desire for change and growth, and alignment with the CEO's vision.
              • CEO role, challenges, and rewards. 38:43
              • CEO matchmaking platform assesses alignment between CEO's preferences and role requirements.
              • Chuck highlights the importance of people skills for COOs, who often serve as a buffer between the CEO and rest of the organization.
              • Brandon asks an unconventional question about the CEO forum, which includes CEOs from various industries, emphasizing the people-based nature of software development and collaboration.
              • Chuck emphasizes the importance of communication and alignment among CEOs and their teams, citing the value of diverse perspectives and missions in driving success.
              • Chuck encourages CEOs to stick with the role, highlighting its rewarding nature and the importance of perseverance in overcoming challenges
              
              
              
              This podcast uses the following third-party services for analysis:
              
              Podcorn - https://podcorn.com/privacy]]>bb20cd09-0f85-4f45-a334-9b137a7986abThu, 18 Jan 2024 08:00:00 +000046:14falsefull12626125. Do COO's have a two year shelf life?In this episode we ask the unpack the question of: Do COO's have a two year shelf life? We discussed this topic with Casey Woo, CEO @Operators Guild. 

              We discuss the following with Casey: 

              • What is the role of the COO? 
              • Why does the COO have a two year shelf life? 
              • If that is the reality, how should one think about their career? 
              • What does this mean for 4 year option grants? 
              • What are the key terms every COO should negotiate? 
              
              

              References

              • www.operators-guild.com
              • https://summit.operators-guild.com/2024
              
              

              Biography: 

              Casey Woo is a seasoned multi-stage operator and 7x CFO with over two decades of experience in business operations and finance from investment banking on Wall Street to Silicon Valley tech start-ups. 

              Casey now leads 800+ CFOs, COOs, and Biz Ops company builders as the co-founder of Operators Guild, a community for professionals in strategic finance and operations roles. He believes strongly that community is what makes the difference for start-ups and professionals. 

              When he’s not working, Casey is spending time in California’s Bay Area with his wife and three children. 

              Summary:

              • CEO shelf life and software frustrations. 0:06
              • Brandon and Bethany discuss their least favorite piece of software, with Brandon naming Microsoft Teams as his least favorite and Bethany agreeing due to its poor performance on Macs.
              • Both agree that the entire Microsoft suite, including Word, has always been problematic and frustrating to use.
              • Bethany and Brandon discuss the pros and cons of Google Docs and Microsoft 365 for collaboration, with Bethany preferring Google Docs for its ease of use and collaboration features.
              • Brandon shares his experience of transitioning from Microsoft to Google Docs, finding it difficult to adjust to the new platform but ultimately appreciating its collaboration capabilities.
              • Bethany: Transition from growth to optimization occurs around 50 million in revenue and 250 employees.
              • Brandon: First two phases of growth and commercialization are enjoyable, but third phase of optimization is less enjoyable and happens around 50 million in revenue and 250 employees.
              • Communicating option value to employees and talent acquisition teams. 7:57
              • Bethany suggests using a product like Lecce to help employees understand the value of their options and how they vest over time.
              • Brandon agrees that communicating the value of options as part of compensation is important, and notes that their company could have done a better job of this in the past.
              • Brandon and Bethany discuss the importance of educating employees on option grants and their value, including providing a clear framework for career progression and regular updates on the terms and benefits of option grants.
              • Casey Woo, founder of the Operator's Guild, shares his experience of implementing option grants for employees, including tying them to job role and seniority, and providing awards for top performers to increase their options.
              • CEO role and responsibilities. 12:50
              • Casey Woo shares insights from 35,000 hours of listening and talking to CEOs, highlighting the diverse reasons why people want to be CEOs, including wide impact and not being a CFO or salesperson.
              • Woo challenges the common view of CEOs as a single role, emphasizing the various perspectives and responsibilities held by CEOs in different companies and stages of growth.
              • Casey Woo argues that a CEO's role is not just one person, but rather a complement to the CEO and a gap filler.
              • CEO roles, decision-making, and power dynamics. 16:53
              • CEOs face unique challenges, including rapidly changing roles and delicate power dynamics with other executives.
              • Casey Woo emphasizes the importance of clear decision-making roles and responsibilities in a CEO-founder relationship, avoiding confusion and undermining the CEO's authority.
              • Bethany agrees, citing decision-making power as a common challenge, particularly with founder CEOs, and discussing strategies to address it.
              • Bethany and Casey discuss the role of a CEO in a scale-up company, with Bethany advocating for a two-year vesting schedule and Casey suggesting a step-two approach to becoming a CRO or CFO.
              • Casey emphasizes the importance of understanding the expectations and limitations of a two-year CEO role, and how it can lead to a more successful transition to a permanent position.
              • Stock options in the UK and US, with insights on vesting schedules, taxes, and exercise windows. 24:01
              • Bethany learned that cliff vesting options, where only a portion of options vest after a certain time, was common in the UK 10-15 years ago but is no longer used.
              • Bethany and Casey Woo discussed the challenges of stock options, including high exercise costs, limited time windows, and uneven vesting schedules.
              • Options for early-stage companies in the UK and US. 26:33
              • Brandon and Casey discuss the differences in UK and US options laws, with the UK offering lower strike prices and longer exercise windows.
              • Casey argues that it's employee-friendly for companies to offer longer exercise windows, as early-stage companies need time to reach value.
              • Options negotiation and key considerations. 29:03
              • Bethany and Casey Woo discuss the importance of negotiating options and understanding the terms, including strike price, vesting, and good lever provisions.
              • They emphasize the value of having a clear understanding of these terms to protect one's interests and maximize the potential of options.
              • Equity compensation and career growth for scale-ups. 31:18
              • Brandon recommends revising the Articles of Association to ensure board discretionary ownership doesn't affect an entrepreneur's livelihood.
              • Casey Woo agrees and adds that double trigger or single trigger acceleration of vesting is important for operators and senior operators in the event of a change of control.
              • Casey Woo emphasizes the importance of understanding the stage of a company and its evolution when negotiating compensation and setting career goals.
              • Casey encourages listeners to be realistic about their expectations and to transform and exit the company within a set timeframe, rather than staying for an extended period without achieving goals.
              
              
              
              This podcast uses the following third-party services for analysis:
              
              Podcorn - https://podcorn.com/privacy]]>In this episode we ask the unpack the question of: Do COO's have a two year shelf life? We discussed this topic with Casey Woo, CEO @Operators Guild. 

              We discuss the following with Casey: 

              • What is the role of the COO? 
              • Why does the COO have a two year shelf life? 
              • If that is the reality, how should one think about their career? 
              • What does this mean for 4 year option grants? 
              • What are the key terms every COO should negotiate? 
              
              

              References

              • www.operators-guild.com
              • https://summit.operators-guild.com/2024
              
              

              Biography: 

              Casey Woo is a seasoned multi-stage operator and 7x CFO with over two decades of experience in business operations and finance from investment banking on Wall Street to Silicon Valley tech start-ups. 

              Casey now leads 800+ CFOs, COOs, and Biz Ops company builders as the co-founder of Operators Guild, a community for professionals in strategic finance and operations roles. He believes strongly that community is what makes the difference for start-ups and professionals. 

              When he’s not working, Casey is spending time in California’s Bay Area with his wife and three children. 

              Summary:

              • CEO shelf life and software frustrations. 0:06
              • Brandon and Bethany discuss their least favorite piece of software, with Brandon naming Microsoft Teams as his least favorite and Bethany agreeing due to its poor performance on Macs.
              • Both agree that the entire Microsoft suite, including Word, has always been problematic and frustrating to use.
              • Bethany and Brandon discuss the pros and cons of Google Docs and Microsoft 365 for collaboration, with Bethany preferring Google Docs for its ease of use and collaboration features.
              • Brandon shares his experience of transitioning from Microsoft to Google Docs, finding it difficult to adjust to the new platform but ultimately appreciating its collaboration capabilities.
              • Bethany: Transition from growth to optimization occurs around 50 million in revenue and 250 employees.
              • Brandon: First two phases of growth and commercialization are enjoyable, but third phase of optimization is less enjoyable and happens around 50 million in revenue and 250 employees.
              • Communicating option value to employees and talent acquisition teams. 7:57
              • Bethany suggests using a product like Lecce to help employees understand the value of their options and how they vest over time.
              • Brandon agrees that communicating the value of options as part of compensation is important, and notes that their company could have done a better job of this in the past.
              • Brandon and Bethany discuss the importance of educating employees on option grants and their value, including providing a clear framework for career progression and regular updates on the terms and benefits of option grants.
              • Casey Woo, founder of the Operator's Guild, shares his experience of implementing option grants for employees, including tying them to job role and seniority, and providing awards for top performers to increase their options.
              • CEO role and responsibilities. 12:50
              • Casey Woo shares insights from 35,000 hours of listening and talking to CEOs, highlighting the diverse reasons why people want to be CEOs, including wide impact and not being a CFO or salesperson.
              • Woo challenges the common view of CEOs as a single role, emphasizing the various perspectives and responsibilities held by CEOs in different companies and stages of growth.
              • Casey Woo argues that a CEO's role is not just one person, but rather a complement to the CEO and a gap filler.
              • CEO roles, decision-making, and power dynamics. 16:53
              • CEOs face unique challenges, including rapidly changing roles and delicate power dynamics with other executives.
              • Casey Woo emphasizes the importance of clear decision-making roles and responsibilities in a CEO-founder relationship, avoiding confusion and undermining the CEO's authority.
              • Bethany agrees, citing decision-making power as a common challenge, particularly with founder CEOs, and discussing strategies to address it.
              • Bethany and Casey discuss the role of a CEO in a scale-up company, with Bethany advocating for a two-year vesting schedule and Casey suggesting a step-two approach to becoming a CRO or CFO.
              • Casey emphasizes the importance of understanding the expectations and limitations of a two-year CEO role, and how it can lead to a more successful transition to a permanent position.
              • Stock options in the UK and US, with insights on vesting schedules, taxes, and exercise windows. 24:01
              • Bethany learned that cliff vesting options, where only a portion of options vest after a certain time, was common in the UK 10-15 years ago but is no longer used.
              • Bethany and Casey Woo discussed the challenges of stock options, including high exercise costs, limited time windows, and uneven vesting schedules.
              • Options for early-stage companies in the UK and US. 26:33
              • Brandon and Casey discuss the differences in UK and US options laws, with the UK offering lower strike prices and longer exercise windows.
              • Casey argues that it's employee-friendly for companies to offer longer exercise windows, as early-stage companies need time to reach value.
              • Options negotiation and key considerations. 29:03
              • Bethany and Casey Woo discuss the importance of negotiating options and understanding the terms, including strike price, vesting, and good lever provisions.
              • They emphasize the value of having a clear understanding of these terms to protect one's interests and maximize the potential of options.
              • Equity compensation and career growth for scale-ups. 31:18
              • Brandon recommends revising the Articles of Association to ensure board discretionary ownership doesn't affect an entrepreneur's livelihood.
              • Casey Woo agrees and adds that double trigger or single trigger acceleration of vesting is important for operators and senior operators in the event of a change of control.
              • Casey Woo emphasizes the importance of understanding the stage of a company and its evolution when negotiating compensation and setting career goals.
              • Casey encourages listeners to be realistic about their expectations and to transform and exit the company within a set timeframe, rather than staying for an extended period without achieving goals.
              
              
              
              This podcast uses the following third-party services for analysis:
              
              Podcorn - https://podcorn.com/privacy]]>e4d3eed0-6491-4008-9386-23bbea97c0c1Thu, 11 Jan 2024 08:00:00 +000037:30falsefull12525124. Leadership Transitions: Uncompromising Strategies for SuccessIn this episode we unpack the topic of: Leadership Transitions: Uncompromising Strategies for Success with Andrew Duncan, Talent @ Atomico (ex-UpGroup) and Maddy Cross Partner @ Erevena (ex-Notion Capital)

              We discuss the following with Maddy and Andrew: 

              • Given the average tenure of senior execs in scaleups, what advice would you give execs and what should companies that are hiring consider? 
              • How uncompromising do you need to be to get the right leaders in place?
              • What is the difference in leadership skills needed between early and late stage? 
              • Do we need someone that has been there and done that? 
              • What is the right mix of experience needed for a leadership team? 
              • How do you identify gaps in a leadership team?  
              
              

              References

              • Barry McCarthy (story mentioned by Andrew)
              • Former Netflix CFO Barry McCarthy Joins Super-Secretive Payments Startup Clinkle As COO
              • Clinkle's Still a Hot Mess as Its Big Shot COO Departs
              • Clinkle Up In Smoke As Investors Want Their Money Back
              • The COO role (giving context for how Andrew thinks about the role)
              • Stepping up: What COOs will need to succeed in 2023 and beyond
              • Second in Command: The Misunderstood Role of the Chief Operating Officer
              • How Best To Onboard Into Different Types Of COO Role
              • What is a Chief Operating Officer? 
              • From the beginning to a billion. How unicorns built their leadership teams (mentioned by Maddy)
              • What to Look for in Your VC's Talent Arm (mentioned by Brandon and loved by Maddy)
              • How to Understand the ROI of Investing in People (wasn’t mentioned but Maddy thinks is a great piece)
              
              

              Biography: 

              Maddy Cross is a Partner at Erevena, an Executive Search firm focussed on investor backed businesses, where she leads the European Technology and Engineering practice for B2B. Previously she was Talent Director at Notion Capital, a $1bn B2B SaaS focussed VC, and she holds an MBA from London Business School.

              Andrew is a Talent Director at Atomico, one of Europe's largest venture capital funds. He supports portfolio companies in finding and hiring elite executive talent and is responsible for advising founders on the evolution of their leadership teams. Previously, he spent time building executive teams while at Kindred Partners (San Francisco) and The Up Group (London).

              Summary: 

              • Cannabis legalization in the UK. 0:06
              • Bethany Ayers discusses her frustration with the UK's lack of progress in legalizing cannabis, citing the ease of access and variety of strains available in the US.
              • Brandon Mensing agrees, noting that alcohol is often used as a stress reliever in the evening but can have negative effects on the body.
              • Bethany researches cannabis for blood sugar control and weight loss, finding limited evidence but potential benefits for women.
              • UK legalized cannabis for medical use five years ago, but limited access and high costs for patients.
              • Bethany and Brandon discuss leadership transitions with Andrew Duncan and Maddie Krause, with a focus on the ideal tenure for executives (2-4 years) and how to handle executives with shorter tenures.
              • Maddie shares advice on how to handle executives who have experienced a shorter tenure than they would have wanted, emphasizing the importance of empathy and support.
              • CMO tenure and leadership in enterprise software companies. 8:03
              • Duncan notes short tenures for CMOs in tech, but highlights successful cases.
              • Executive tenure and its impact on career growth. 9:45
              • Maddie Cross and Andrew Duncan discuss the nuances of being asked to leave a business, with Maddie sharing examples of sensitive departures where people have stayed in the company for years after being asked to leave their original role.
              • Andrew adds that for senior execs, especially those later in their careers, market timing can play a role in their ability to find new opportunities, and talent professionals should consider this when evaluating candidates.
              • Both Maddie and Andrew emphasize the importance of handling departures with sensitivity and respect, and providing support to help people move on to new opportunities.
              • Maddie Cross highlights the importance of considering tenure in the context of each function, as marketing and people roles tend to have shorter tenures in high-growth b2b software companies.
              • Andrew Duncan asks if the same tenure standards apply across functions, with CFOs having shorter tenures due to their specific roles and responsibilities.
              • Leadership decisions and ruthlessness in business. 15:49
              • Andrew Duncan and Brandon discuss the importance of assessing someone's background and experience to determine their fit for a business, and the potential for short tenure in leadership positions.
              • Maddie Cross emphasizes the need for ruthless decision-making in leadership positions, but also stresses the importance of being direct and constructive in those decisions.
              • Managing a business during a downturn. 18:57
              • Founders, investors, and executives are having harder conversations about business performance and course of action.
              • Bethany and Maddie discuss the challenges of making difficult decisions as a founder, including sequencing and taking advice from trusted individuals.
              • Maddie suggests breaking down the decision-making process into smaller, more manageable steps to avoid feeling overwhelmed and making no decisions at all.
              • Leadership skills and expectations at different stages of a company's growth. 22:31
              • Andrew Duncan notes that companies have had to develop internal communications plans to effectively communicate sensitive decisions to their organizations, particularly in the last 12-18 months.
              • Bethany asks Andrew about fundamental changes in skills and expectations at the BC-D to IPO stage, and what leaders bring to the table.
              • Andrew Duncan: Executives in later stages may prioritize process management over working in the business.
              • Bethany: Communication and delegation become more challenging in later stages, with many layers between leaders and those doing work.
              • Leadership team composition and diversity. 27:47
              • Maddie Cross suggests having a mix of experienced leaders and up-and-coming talent on a leadership team for a healthy balance of perspectives and skills.
              • Brandon agrees and adds that a mix of both types of individuals can provide a more well-rounded leadership team, with the caveat that everyone needs to know their role and responsibilities.
              • Maddie Cross analyzed two groups of b2b software companies: unicorns (valued at over $2B) and less successful ones.
              • Key differences between the two groups include the range of years of prior experience (tighter delta in less successful companies) and educational background (more people from top universities in successful companies).
              • Leadership team gaps and hiring decisions in early-stage companies.In this episode we unpack the topic of: Leadership Transitions: Uncompromising Strategies for Success with Andrew Duncan, Talent @ Atomico (ex-UpGroup) and Maddy Cross Partner @ Erevena (ex-Notion Capital)

                We discuss the following with Maddy and Andrew: 

                • Given the average tenure of senior execs in scaleups, what advice would you give execs and what should companies that are hiring consider? 
                • How uncompromising do you need to be to get the right leaders in place?
                • What is the difference in leadership skills needed between early and late stage? 
                • Do we need someone that has been there and done that? 
                • What is the right mix of experience needed for a leadership team? 
                • How do you identify gaps in a leadership team?  
                
                

                References

                • Barry McCarthy (story mentioned by Andrew)
                • Former Netflix CFO Barry McCarthy Joins Super-Secretive Payments Startup Clinkle As COO
                • Clinkle's Still a Hot Mess as Its Big Shot COO Departs
                • Clinkle Up In Smoke As Investors Want Their Money Back
                • The COO role (giving context for how Andrew thinks about the role)
                • Stepping up: What COOs will need to succeed in 2023 and beyond
                • Second in Command: The Misunderstood Role of the Chief Operating Officer
                • How Best To Onboard Into Different Types Of COO Role
                • What is a Chief Operating Officer? 
                • From the beginning to a billion. How unicorns built their leadership teams (mentioned by Maddy)
                • What to Look for in Your VC's Talent Arm (mentioned by Brandon and loved by Maddy)
                • How to Understand the ROI of Investing in People (wasn’t mentioned but Maddy thinks is a great piece)
                
                

                Biography: 

                Maddy Cross is a Partner at Erevena, an Executive Search firm focussed on investor backed businesses, where she leads the European Technology and Engineering practice for B2B. Previously she was Talent Director at Notion Capital, a $1bn B2B SaaS focussed VC, and she holds an MBA from London Business School.

                Andrew is a Talent Director at Atomico, one of Europe's largest venture capital funds. He supports portfolio companies in finding and hiring elite executive talent and is responsible for advising founders on the evolution of their leadership teams. Previously, he spent time building executive teams while at Kindred Partners (San Francisco) and The Up Group (London).

                Summary: 

                • Cannabis legalization in the UK. 0:06
                • Bethany Ayers discusses her frustration with the UK's lack of progress in legalizing cannabis, citing the ease of access and variety of strains available in the US.
                • Brandon Mensing agrees, noting that alcohol is often used as a stress reliever in the evening but can have negative effects on the body.
                • Bethany researches cannabis for blood sugar control and weight loss, finding limited evidence but potential benefits for women.
                • UK legalized cannabis for medical use five years ago, but limited access and high costs for patients.
                • Bethany and Brandon discuss leadership transitions with Andrew Duncan and Maddie Krause, with a focus on the ideal tenure for executives (2-4 years) and how to handle executives with shorter tenures.
                • Maddie shares advice on how to handle executives who have experienced a shorter tenure than they would have wanted, emphasizing the importance of empathy and support.
                • CMO tenure and leadership in enterprise software companies. 8:03
                • Duncan notes short tenures for CMOs in tech, but highlights successful cases.
                • Executive tenure and its impact on career growth. 9:45
                • Maddie Cross and Andrew Duncan discuss the nuances of being asked to leave a business, with Maddie sharing examples of sensitive departures where people have stayed in the company for years after being asked to leave their original role.
                • Andrew adds that for senior execs, especially those later in their careers, market timing can play a role in their ability to find new opportunities, and talent professionals should consider this when evaluating candidates.
                • Both Maddie and Andrew emphasize the importance of handling departures with sensitivity and respect, and providing support to help people move on to new opportunities.
                • Maddie Cross highlights the importance of considering tenure in the context of each function, as marketing and people roles tend to have shorter tenures in high-growth b2b software companies.
                • Andrew Duncan asks if the same tenure standards apply across functions, with CFOs having shorter tenures due to their specific roles and responsibilities.
                • Leadership decisions and ruthlessness in business. 15:49
                • Andrew Duncan and Brandon discuss the importance of assessing someone's background and experience to determine their fit for a business, and the potential for short tenure in leadership positions.
                • Maddie Cross emphasizes the need for ruthless decision-making in leadership positions, but also stresses the importance of being direct and constructive in those decisions.
                • Managing a business during a downturn. 18:57
                • Founders, investors, and executives are having harder conversations about business performance and course of action.
                • Bethany and Maddie discuss the challenges of making difficult decisions as a founder, including sequencing and taking advice from trusted individuals.
                • Maddie suggests breaking down the decision-making process into smaller, more manageable steps to avoid feeling overwhelmed and making no decisions at all.
                • Leadership skills and expectations at different stages of a company's growth. 22:31
                • Andrew Duncan notes that companies have had to develop internal communications plans to effectively communicate sensitive decisions to their organizations, particularly in the last 12-18 months.
                • Bethany asks Andrew about fundamental changes in skills and expectations at the BC-D to IPO stage, and what leaders bring to the table.
                • Andrew Duncan: Executives in later stages may prioritize process management over working in the business.
                • Bethany: Communication and delegation become more challenging in later stages, with many layers between leaders and those doing work.
                • Leadership team composition and diversity. 27:47
                • Maddie Cross suggests having a mix of experienced leaders and up-and-coming talent on a leadership team for a healthy balance of perspectives and skills.
                • Brandon agrees and adds that a mix of both types of individuals can provide a more well-rounded leadership team, with the caveat that everyone needs to know their role and responsibilities.
                • Maddie Cross analyzed two groups of b2b software companies: unicorns (valued at over $2B) and less successful ones.
                • Key differences between the two groups include the range of years of prior experience (tighter delta in less successful companies) and educational background (more people from top universities in successful companies).
                • Leadership team gaps and hiring decisions in early-stage companies. 32:33
                • Andrew Duncan emphasizes the importance of trusted leaders in early-stage companies, even if they haven't held similar roles in other businesses.
                • He highlights the need to balance proven track record with potential risks when bringing in outside execs at later stages of growth.
                • Founders should consider a mix of people with and without prior experience in their role to bring diverse perspectives.
                • Identify gaps in a leadership team by clearly defining North Star goals and assessing confidence in assigning them to team members.
                • Use a combination of internal and external resources to surround functional heads with people who can increase their likelihood of success, such as mentors, boot camps, or other trusted individuals.
                • Hiring and leadership for venture-backed companies. 38:48
                • Key capabilities need to exist in a business for a successful series B fundraising round, and a strong leader must be responsible for those capabilities.
                • For B2B SaaS businesses, a strong sales leader is crucial for fundraising, while a CFO with extensive experience may not be as critical.
                • Maddie Cross advises not letting fear of making hiring mistakes hold you back, while Andrew Duncan highlights the importance of contingency planning for executive success.
                • Andrew Duncan and Maddie Cross discuss the importance of accepting risks in building venture-backed companies, sharing examples of successful executives who have made mistakes.
                
                
                
                This podcast uses the following third-party services for analysis:
                
                Podcorn - https://podcorn.com/privacy]]>06507758-c1f3-4bac-b181-04a22e44f3c4Thu, 04 Jan 2024 08:00:00 +000045:38falsefull12424123. Cracking the Code: Exploring Emotional Literacy and Embodiment Part 2In this episode we unpack the topic of: "Cracking the Code: Exploring Emotional Literacy and Embodiment” This is Part 2 in our emotional literacy and embodiment series. Our special guests are returning alumni with Divinia Knowles, Founder of the COO Roundtable and Maddie Fox, a leadership development coach across venture-backed organisations. We are also joined by Pippa Richardson, Somatic Therapist, Educator, Speaker and Clinician. 

                We discuss the following with Pippa, Maddie and Divinia: 

                • Our personal journey’s into embodiment
                • What do we disconnect from our body? 
                • What is dysregulation? 
                • How do you manage through a day of back-to-back meetings? 
                • How do you bring embodiment into the day-to-day? 
                
                

                Biography: 

                Pippa is a highly regarded Somatic Therapist, Educator, Speaker and Clinician. She has lived experience and clinical expertise in the areas of trauma, eating disorders, addiction, recovery and healing. With over 10 years experience of working and studying in the field of embodiment, body-centred therapies and psychosomatics, both in clinical and non-clinical settings. Her work lies at the intersection of psyche (mind) and soma (body) and she is passionate about supporting her clients to live an embodied, meaningful life. 

                Alongside her clinical work, Pippa leads talks, retreats and workshops both in the UK and abroad. She has a broad range of experience working with individuals, groups and organisations including the US Military, Save The Children, Bamford, Manolo Blahnik - as well as with leadership executives and professional athletes. Her work aims to provide thought provoking environments to explore the human experience with curiosity, kindness and compassion.

                Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting. And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                Divinia Knowles references

                COO Roundtable - https://www.cooroundtable.com/

                LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                Divinia’s email - divinia@diviniaknowles.com

                Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                Summary:

                • Diversity and inclusivity in tech industry. 0:05
                • Bethany shares her experience at an EQ event for people and talent, feeling like an imposter among mostly women in leadership roles.
                • People and talent leadership, strategic conversations, and IT budgets. 2:13
                • Bethany highlights the importance of the people team being involved in strategic decision-making and having a seat at the leadership table.
                • Brandon agrees, emphasizing the need for people leaders to be proactive in thinking through the implications of choices made by the leadership team, particularly in terms of human resources and operations.
                • Brandon and Bethany discuss the importance of people leaders having control over their IT budgets and understanding people ops and analytics to run the business effectively.
                • Bethany suggests that combining thinking and feeling perspectives can create a powerful combination for business success.
                • Embodiment and acting techniques for emotional connection. 7:00
                • Brandon struggles with abstract concept of embodiment, citing communication issues in his career.
                • Brandon discovered that traditional communications training was ineffective and found acting classes to be more helpful in understanding the human condition and connecting with others.
                • The Meisner technique, which includes the repetition exercise, was instrumental in Brandon's acting development and ability to connect with others on stage.
                • Brandon describes Meisner technique as "mesmerizing" and "emotionally difficult" but ultimately "spectacular" for connecting with others.
                • Bethany shares how she discovered her body through acting and wants to hear others' experiences to inspire new ways of embodiment.
                • Somatic practice and its connection to leadership and emotions. 14:10
                • Divinia bumps into Nick Kitchen, an executive coach with a somatic practice, and learns about the disconnect between people's words and body language during team coaching supervision.
                • Somatic therapy and body awareness. 15:44
                • Pippa realized she was disconnected from her body through somatic therapy, leading to profound life changes.
                • Embodied coaching and somatic practices. 18:22
                • Maddie's curiosity about the body and mind led her to explore somatic coaching, which she found helpful in connecting with her body and sensations.
                • Maddie notes that while Pilates can be a helpful exercise practice, it's possible to do it in an objectified way that's disconnected from the body, and that somatic coaching offers a more embodied approach to movement and self-awareness.
                • Therapy, embodiment, and yoga for body positivity. 21:01
                • Bethany finds solace in yoga after years of therapy, feeling more grounded and centered.
                • Bethany discovers joy in embodiment through PIPA, undoing years of yoga conditioning.
                • Disconnection from body and its impact on society. 24:48
                • Pippa argues that disconnection from the body can limit connection and joy, and is reinforced by systemic factors.
                • Body awareness and dysregulation. 26:18
                • Maddie and Divinia discuss the importance of recognizing and addressing unregulated stress in the body, which can lead to physical sensations like pain or anxiety.
                • Divinia explains that unregulated stress can manifest in various ways, including physical sensations, behaviors, and emotions, and that it's important to identify and release this stored trauma to move forward.
                • Autonomic nervous system and stress regulation. 29:22
                • Pippa references autonomic nervous system, explaining sympathetic (accelerator) and parasympathetic (brake) states, and how body signals can indicate stress or anticipation.
                • Dysregulation occurs when the body's stress response system becomes overloaded, leading to difficulty regulating emotions and behaviors.
                • Managing energy and presence in meetings. 32:38
                • Maddie suggests incorporating intentional pauses between meetings to improve presence and productivity.
                • Brandon and Maddie discuss the challenges of maintaining energy and focus throughout the workday, particularly for senior executives.
                • Maddie suggests practices outside of work, such as yoga or exercise, can help increase resilience and presence in meetings.
                • Categorizing daily tasks based on energy levels....]]>In this episode we unpack the topic of: "Cracking the Code: Exploring Emotional Literacy and Embodiment” This is Part 2 in our emotional literacy and embodiment series. Our special guests are returning alumni with Divinia Knowles, Founder of the COO Roundtable and Maddie Fox, a leadership development coach across venture-backed organisations. We are also joined by Pippa Richardson, Somatic Therapist, Educator, Speaker and Clinician. 

                  We discuss the following with Pippa, Maddie and Divinia: 

                  • Our personal journey’s into embodiment
                  • What do we disconnect from our body? 
                  • What is dysregulation? 
                  • How do you manage through a day of back-to-back meetings? 
                  • How do you bring embodiment into the day-to-day? 
                  
                  

                  Biography: 

                  Pippa is a highly regarded Somatic Therapist, Educator, Speaker and Clinician. She has lived experience and clinical expertise in the areas of trauma, eating disorders, addiction, recovery and healing. With over 10 years experience of working and studying in the field of embodiment, body-centred therapies and psychosomatics, both in clinical and non-clinical settings. Her work lies at the intersection of psyche (mind) and soma (body) and she is passionate about supporting her clients to live an embodied, meaningful life. 

                  Alongside her clinical work, Pippa leads talks, retreats and workshops both in the UK and abroad. She has a broad range of experience working with individuals, groups and organisations including the US Military, Save The Children, Bamford, Manolo Blahnik - as well as with leadership executives and professional athletes. Her work aims to provide thought provoking environments to explore the human experience with curiosity, kindness and compassion.

                  Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting. And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                  Divinia Knowles references

                  COO Roundtable - https://www.cooroundtable.com/

                  LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                  Divinia’s email - divinia@diviniaknowles.com

                  Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                  Summary:

                  • Diversity and inclusivity in tech industry. 0:05
                  • Bethany shares her experience at an EQ event for people and talent, feeling like an imposter among mostly women in leadership roles.
                  • People and talent leadership, strategic conversations, and IT budgets. 2:13
                  • Bethany highlights the importance of the people team being involved in strategic decision-making and having a seat at the leadership table.
                  • Brandon agrees, emphasizing the need for people leaders to be proactive in thinking through the implications of choices made by the leadership team, particularly in terms of human resources and operations.
                  • Brandon and Bethany discuss the importance of people leaders having control over their IT budgets and understanding people ops and analytics to run the business effectively.
                  • Bethany suggests that combining thinking and feeling perspectives can create a powerful combination for business success.
                  • Embodiment and acting techniques for emotional connection. 7:00
                  • Brandon struggles with abstract concept of embodiment, citing communication issues in his career.
                  • Brandon discovered that traditional communications training was ineffective and found acting classes to be more helpful in understanding the human condition and connecting with others.
                  • The Meisner technique, which includes the repetition exercise, was instrumental in Brandon's acting development and ability to connect with others on stage.
                  • Brandon describes Meisner technique as "mesmerizing" and "emotionally difficult" but ultimately "spectacular" for connecting with others.
                  • Bethany shares how she discovered her body through acting and wants to hear others' experiences to inspire new ways of embodiment.
                  • Somatic practice and its connection to leadership and emotions. 14:10
                  • Divinia bumps into Nick Kitchen, an executive coach with a somatic practice, and learns about the disconnect between people's words and body language during team coaching supervision.
                  • Somatic therapy and body awareness. 15:44
                  • Pippa realized she was disconnected from her body through somatic therapy, leading to profound life changes.
                  • Embodied coaching and somatic practices. 18:22
                  • Maddie's curiosity about the body and mind led her to explore somatic coaching, which she found helpful in connecting with her body and sensations.
                  • Maddie notes that while Pilates can be a helpful exercise practice, it's possible to do it in an objectified way that's disconnected from the body, and that somatic coaching offers a more embodied approach to movement and self-awareness.
                  • Therapy, embodiment, and yoga for body positivity. 21:01
                  • Bethany finds solace in yoga after years of therapy, feeling more grounded and centered.
                  • Bethany discovers joy in embodiment through PIPA, undoing years of yoga conditioning.
                  • Disconnection from body and its impact on society. 24:48
                  • Pippa argues that disconnection from the body can limit connection and joy, and is reinforced by systemic factors.
                  • Body awareness and dysregulation. 26:18
                  • Maddie and Divinia discuss the importance of recognizing and addressing unregulated stress in the body, which can lead to physical sensations like pain or anxiety.
                  • Divinia explains that unregulated stress can manifest in various ways, including physical sensations, behaviors, and emotions, and that it's important to identify and release this stored trauma to move forward.
                  • Autonomic nervous system and stress regulation. 29:22
                  • Pippa references autonomic nervous system, explaining sympathetic (accelerator) and parasympathetic (brake) states, and how body signals can indicate stress or anticipation.
                  • Dysregulation occurs when the body's stress response system becomes overloaded, leading to difficulty regulating emotions and behaviors.
                  • Managing energy and presence in meetings. 32:38
                  • Maddie suggests incorporating intentional pauses between meetings to improve presence and productivity.
                  • Brandon and Maddie discuss the challenges of maintaining energy and focus throughout the workday, particularly for senior executives.
                  • Maddie suggests practices outside of work, such as yoga or exercise, can help increase resilience and presence in meetings.
                  • Categorizing daily tasks based on energy levels. 36:24
                  • Reflect on energy-giving activities to prioritize in daily work.
                  • Self-care and body awareness. 37:49
                  • Bethany prioritizes self-care by giving herself permission to do what feels good in her body, such as laying flat on the ground for a couple of minutes each day.
                  • Somatic practices for stress reduction and self-awareness. 38:51
                  • Practice dual awareness of self and others to reduce stress levels.
                  • Resilience coaching and grounding exercises. 41:18
                  • Divinia observes that using words like "presence" can be misleading, as people may not actually be as present as they think.
                  • Somatic coaching and its benefits for stress management. 42:40
                  • Maddie and Bethany discuss the importance of centering practices for managing stress and difficult interactions, and Maddie leads a quick centering exercise to demonstrate the technique.
                  • The exercise involves bringing to mind a difficult interaction, physically sensing any tension in the body, and then grounding oneself through a scan up the body and attention to familiar places.
                  • Maddie guides listeners to find space in their body by centering themselves and lengthening from the crown of the head to the soles of their feet.
                  • Pippa, Bethany, and Brandon discuss the importance of creating space and having more choice in our bodies and actions, leading to a more conscious and intentional approach to life.
                  
                  
                  
                  This podcast uses the following third-party services for analysis:
                  
                  Podcorn - https://podcorn.com/privacy]]>aa23080c-1365-4239-8226-2db55d3b586bThu, 28 Dec 2023 08:00:00 +000049:10falsefull12323122. Cracking the Code: Exploring Emotional Literacy and Embodiment Part 1In this episode we unpack the topic of: "Cracking the Code: Exploring Emotional Literacy and Embodiment” This is Part 1 in our emotional literacy and embodiment series. Our special guests are returning alumni with Divinia Knowles, Founder of the COO Roundtable and Maddie Fox, a leadership development coach across venture-backed organisations. 

                  Bethany and I discuss the concept of “reading the room” and “the pause”. 

                  We discuss the following with Maddie and Divinia: 

                  • How far can you push as a challenger COO to the CEO? 
                  • What is emotional literacy and embodiment? 
                  • How do you move from your head and into your body
                  • Can you have emotional literacy without embodiment? 
                  • Is embodiment a personal journey? If so, what does that mean? 
                  • How do you stop yourself from taking on other people's emotions? 
                  • What was your personal journey to embodied leadership? 
                  
                  

                  References:

                  COO Roundtable - https://www.cooroundtable.com/

                  LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                  Divinia’s email - divinia@diviniaknowles.com

                  Biography: 

                  Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting. And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                  Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                  Summary:

                  • Emotional intelligence and leadership in the workplace. 0:05
                  • Brandon and Bethany discuss emotional literacy and embodied leadership with guests Devaney and Maddy, focusing on reading the room in tense team situations and galvanizing the wider organization around new initiatives.
                  • Reading the room in meetings. 1:31
                  • Bethany and Brandon discuss leadership skills in meetings, with Bethany focusing on reading the room and Brandon using a surprising tactic to get teams to work together.
                  • Participants in a meeting shared their emotions using a "vibe check" technique, allowing for a more empathetic and understanding atmosphere.
                  • Emotional preparation for presentations and leadership. 4:47
                  • Brandon emphasizes emotional preparation for presentations to connect with audience.
                  • Actors tap into true emotion by embodiment, leading to powerful connections with others.
                  • Embodiment and pausing to manage emotions. 8:07
                  • Brandon and Bethany discuss the concept of creating a pause in emotional situations to think about new options and respond thoughtfully, rather than react impulsively.
                  • Bethany shares her personal journey of discovering how to pause and choose her responses, rather than reacting instinctively, through therapy and embodiment practices.
                  • Bethany felt angry and frustrated about a decision made by her company's head of marketing, and she expressed her feelings by pacing and feeling her physical sensations.
                  • Bethany eventually realized that her anger was not about the specific decision, but about feeling disempowered and unheard in her role.
                  • Bethany shares her experience of self-imposed torture due to misinterpreted emotions in a board meeting.
                  • Giving feedback to founders in a supportive manner. 14:33
                  • Maddie and Bethany discuss the best approach to giving feedback to founders, including waiting for the right opportunity and being perceptive to the founder's needs.
                  • Bethany shares her experience of observing and waiting for the right moment to give feedback, rather than scheduling a specific meeting.
                  • Emotional intelligence in leadership roles. 16:41
                  • Divinia emphasizes emotional literacy as a crucial aspect of leadership, highlighting the importance of understanding one's own emotions and being able to articulate them in a constructive manner.
                  • Embodied leadership and emotional literacy. 18:25
                  • Emotional literacy is key for leaders to read the room better, as they often don't know how to name their own emotions or understand others'.
                  • Bethany shares her personal experience with embodied leadership, mentioning she went to a yoga class religiously for a year and a half but hasn't done yoga since.
                  • Maddie shares a conference example where she incorporated embodied practices and received positive feedback from some attendees, highlighting the importance of setting seeds for future understanding.
                  • Emotional intelligence in leadership teams. 22:44
                  • Divinia notes that many leaders live in their heads and struggle to connect with their own feelings, leading to a lack of emotional intelligence in leadership teams.
                  • Divinia uses embodied practices and emotions wheels to help leaders articulate and understand their emotions, creating a common language for the team.
                  • Embodied leadership and commitment. 25:16
                  • Maddie highlights the importance of embodied leadership, where a leader's commitment is reflected in their body language and actions.
                  • Personal growth through embodied leadership. 26:28
                  • Bethany shares her personal journey of embodied leadership, from impatience to patience and calmer environments.
                  • Embodiment and emotional literacy in a work environment. 28:19
                  • Divinia and Bethany discuss the challenge of embodiment without emotional literacy in a work environment.
                  • Embodiment and emotional literacy in leadership development. 30:02
                  • Maddie discusses the concept of embodiment in leadership, highlighting the importance of being fully present and aware in high-pressure situations.
                  • She argues that practicing embodied leadership allows individuals to pause and make conscious choices in response to challenges, rather than defaulting to habitual reactions.
                  • Maddie provides an example of a leader she coached who improved their emotional literacy and relationships by practicing somatic practices, becoming more curious and open to others.
                  • Embracing body leadership and emotional expression in business. 34:17
                  • Bethany shares her personal journey of embracing her body and emotions in leadership, finding abundance and presence in meetings.
                  • The challenges of embodied leadership. 35:48
                  • Divinia notes the complexity of being an embodied leader, open to others' emotions while maintaining effectiveness.
                  • Empathy and emotional...]]>In this episode we unpack the topic of: "Cracking the Code: Exploring Emotional Literacy and Embodiment” This is Part 1 in our emotional literacy and embodiment series. Our special guests are returning alumni with Divinia Knowles, Founder of the COO Roundtable and Maddie Fox, a leadership development coach across venture-backed organisations. 

                    Bethany and I discuss the concept of “reading the room” and “the pause”. 

                    We discuss the following with Maddie and Divinia: 

                    • How far can you push as a challenger COO to the CEO? 
                    • What is emotional literacy and embodiment? 
                    • How do you move from your head and into your body
                    • Can you have emotional literacy without embodiment? 
                    • Is embodiment a personal journey? If so, what does that mean? 
                    • How do you stop yourself from taking on other people's emotions? 
                    • What was your personal journey to embodied leadership? 
                    
                    

                    References:

                    COO Roundtable - https://www.cooroundtable.com/

                    LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                    Divinia’s email - divinia@diviniaknowles.com

                    Biography: 

                    Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting. And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                    Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                    Summary:

                    • Emotional intelligence and leadership in the workplace. 0:05
                    • Brandon and Bethany discuss emotional literacy and embodied leadership with guests Devaney and Maddy, focusing on reading the room in tense team situations and galvanizing the wider organization around new initiatives.
                    • Reading the room in meetings. 1:31
                    • Bethany and Brandon discuss leadership skills in meetings, with Bethany focusing on reading the room and Brandon using a surprising tactic to get teams to work together.
                    • Participants in a meeting shared their emotions using a "vibe check" technique, allowing for a more empathetic and understanding atmosphere.
                    • Emotional preparation for presentations and leadership. 4:47
                    • Brandon emphasizes emotional preparation for presentations to connect with audience.
                    • Actors tap into true emotion by embodiment, leading to powerful connections with others.
                    • Embodiment and pausing to manage emotions. 8:07
                    • Brandon and Bethany discuss the concept of creating a pause in emotional situations to think about new options and respond thoughtfully, rather than react impulsively.
                    • Bethany shares her personal journey of discovering how to pause and choose her responses, rather than reacting instinctively, through therapy and embodiment practices.
                    • Bethany felt angry and frustrated about a decision made by her company's head of marketing, and she expressed her feelings by pacing and feeling her physical sensations.
                    • Bethany eventually realized that her anger was not about the specific decision, but about feeling disempowered and unheard in her role.
                    • Bethany shares her experience of self-imposed torture due to misinterpreted emotions in a board meeting.
                    • Giving feedback to founders in a supportive manner. 14:33
                    • Maddie and Bethany discuss the best approach to giving feedback to founders, including waiting for the right opportunity and being perceptive to the founder's needs.
                    • Bethany shares her experience of observing and waiting for the right moment to give feedback, rather than scheduling a specific meeting.
                    • Emotional intelligence in leadership roles. 16:41
                    • Divinia emphasizes emotional literacy as a crucial aspect of leadership, highlighting the importance of understanding one's own emotions and being able to articulate them in a constructive manner.
                    • Embodied leadership and emotional literacy. 18:25
                    • Emotional literacy is key for leaders to read the room better, as they often don't know how to name their own emotions or understand others'.
                    • Bethany shares her personal experience with embodied leadership, mentioning she went to a yoga class religiously for a year and a half but hasn't done yoga since.
                    • Maddie shares a conference example where she incorporated embodied practices and received positive feedback from some attendees, highlighting the importance of setting seeds for future understanding.
                    • Emotional intelligence in leadership teams. 22:44
                    • Divinia notes that many leaders live in their heads and struggle to connect with their own feelings, leading to a lack of emotional intelligence in leadership teams.
                    • Divinia uses embodied practices and emotions wheels to help leaders articulate and understand their emotions, creating a common language for the team.
                    • Embodied leadership and commitment. 25:16
                    • Maddie highlights the importance of embodied leadership, where a leader's commitment is reflected in their body language and actions.
                    • Personal growth through embodied leadership. 26:28
                    • Bethany shares her personal journey of embodied leadership, from impatience to patience and calmer environments.
                    • Embodiment and emotional literacy in a work environment. 28:19
                    • Divinia and Bethany discuss the challenge of embodiment without emotional literacy in a work environment.
                    • Embodiment and emotional literacy in leadership development. 30:02
                    • Maddie discusses the concept of embodiment in leadership, highlighting the importance of being fully present and aware in high-pressure situations.
                    • She argues that practicing embodied leadership allows individuals to pause and make conscious choices in response to challenges, rather than defaulting to habitual reactions.
                    • Maddie provides an example of a leader she coached who improved their emotional literacy and relationships by practicing somatic practices, becoming more curious and open to others.
                    • Embracing body leadership and emotional expression in business. 34:17
                    • Bethany shares her personal journey of embracing her body and emotions in leadership, finding abundance and presence in meetings.
                    • The challenges of embodied leadership. 35:48
                    • Divinia notes the complexity of being an embodied leader, open to others' emotions while maintaining effectiveness.
                    • Empathy and emotional overflow in helping others. 37:11
                    • Brandon struggles with taking on others' emotions, leading to burnout and decreased empathy.
                    • Self-care for leaders in high-stress work environments. 38:16
                    • Leaders must prioritize self-care to avoid burnout and lead effectively.
                    • Coaching, emotional expression, and leadership development. 40:09
                    • Divinia shares her journey of understanding the importance of resilience practices in coaching, emphasizing the need to recognize and respect clients' emotions.
                    • Bethany seeks advice on how to help others start their own transformational journeys, acknowledging that there is no one-size-fits-all approach.
                    • Personal growth and leadership development. 42:53
                    • Maddie and Divinia share their personal experiences with self-awareness and personal growth work, highlighting the importance of taking time for oneself and recognizing the impact on all areas of life.
                    • Divinia shares her journey of self-discovery through coaching, from early experiences with a functional leadership team to later struggles with dysfunctional teams and personal emotional takeovers.
                    • Divinia highlights the transformative impact of coaching, including sessions with her founders coach, Penny, and personal training in Gestalt, embodied somatic, and TA practices.
                    • Embodied leadership and community-building. 46:33
                    • 
                      
                    • Bethany seeks community for embodied leadership practice, feels lonely.
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>38665a17-7df5-41c8-a2ad-e9c316cf3102Thu, 21 Dec 2023 08:00:00 +000049:06falsefull12222121. Transitioning Roles: From COO to CEOIn this episode we unpack the topic of: "Transitioning Roles: From COO to CEO". This is Part 2 in our transitioning roles series. Our special guest is John Saroff, CEO of Chartbeat. 

                    Bethany and I discuss what a CEO does, and how a COO can build competence in these areas: 

                    • Vision
                    • Fundraising
                    • Board relationships
                    • Setting the tone for the culture
                    
                    

                    We then discuss the following with John: 

                    • What is the role of a CEO and how does it differ to the COO role?
                    • Do you have a COO now? Why not? 
                    • How does the stress of the CEO role differ to the COO? 
                    • As someone who has suffered from depression, how has that influenced your time as CEO? 
                    • What do you wish you would have known when you transitioned from COO to CEO? 
                    • When you transitioned into the CEO role, did you struggle with role definition? 
                    • When is a COO ready to take the CEO role? 
                    • How do you become emotionally available to employees? 
                    
                    

                    References

                    • Chartbeat
                    
                    

                    Biography: 

                    John Saroff is Chief Executive Officer of Chartbeat, Inc., an ecosystem of enterprise solutions that enables media companies to grow reach and revenue. Chartbeat serves more that 1,000 brands globally, including The New York Times, BBC, ESPN, BuzzFeed, Paramount, Warner Bros., Hearst, and McClatchy. The company brings together Chartbeat, the industry-leading content analytics software for digital publishers; Tubular Labs, a comprehensive analytics solution that delivers a unified view of social video audiences; and Lineup Systems, a bespoke tool for providing media companies with revenue management software. John has worked on the cutting-edge of media and technology for 24 years, at companies ranging from Google to NBC. He holds a joint degree in law and business from Columbia University and is a graduate of Haverford College.

                    Summary:

                    • Career development and CEO transitions. 0:06
                    • Bethany shares how she spent her 20s experimenting with different identities and careers, feeling less ashamed about her lack of progress.
                    • Brandon: Inspired by Pierre Trudeau's career path, he pursued various manual labor jobs in his 20s without a clear career goal, focusing on enjoying life and graduating from university.
                    • John Saref: As CEO of Chartbeat, he transitioned from Google and NBC Universal, discussing how a CEO can build competence by galvanizing the organization and stakeholders around the company's vision, mission, and purpose.
                    • Leadership, vision, and communication skills for CEOs. 3:32
                    • Bethany emphasizes the importance of having a clear and compelling vision as a leader, which she believes is essential for inspiring others to work towards a common goal.
                    • Brandon agrees that vision is crucial, but also acknowledges that it can be challenging for ordinary people to articulate a powerful storyline in a way that is both competent and charismatic.
                    • Brandon: Product background helps with vision and storytelling (black slide technique)
                    • Bethany: Keep presentations simple and focused on the future (no bullet points, no visuals)
                    • CEO responsibilities and skills. 7:40
                    • Bethany and Brandon both played key roles in fundraising rounds, learning investor thinking and complementing the CEO's strengths with their own areas of expertise.
                    • Fundraising is like another sales cycle, requiring collaboration and pairing off with different people to add value and secure investment.
                    • Bethany emphasizes the importance of communication and empathy for CEOs in investor relations and customer meetings.
                    • Bethany and Brandon discuss the importance of building relationships as a CEO, with Bethany emphasizing the value of having a strong relationship with key stakeholders.
                    • Bethany and Brandon also touch on the topic of setting the tone for the company culture, with Bethany noting that as CEO, you are setting the tone rather than just toeing the party line.
                    • Career transition from corporate lawyer to content acquisition at NBC. 14:19
                    • John Saroff transitioned from corporate lawyer to content acquisition at NBC after feeling unfulfilled and depressed in his law career.
                    • He networked extensively and interviewed with 26 people for the job, eventually getting hired by Mike Stipe, who is still a close friend.
                    • Saroff emphasizes the importance of finding a career that aligns with one's passions and values, rather than simply chasing the "brass ring" of partnership.
                    • CEO responsibilities and stress. 17:21
                    • John Saroff, former COO, describes the difference between the CEO and COO roles as "enormous" and "really different," respectively.
                    • John Saroff does not currently have a COO, having taken over as CEO after his predecessor left to start a company sold to Twitter.
                    • John Saroff describes the stress of being a CEO, comparing it to being the "least bad choice" with a small team and limited resources.
                    • CEO stress, depression, and mental health resources. 21:00
                    • John Saroff highlights the stress-reducing aspects of being a CEO, such as having ultimate decision-making authority and being accountable for the company's success or failure.
                    • Bethany agrees, noting that the lack of authority to make decisions without the CEO's approval can be immensely stressful for team members.
                    • John Saroff discusses his struggles with depression as a corporate lawyer and how he found support through therapy and medication.
                    • He emphasizes the importance of mental health resources for employees and stigmatizing mental illness in the workplace.
                    • Saroff shares his success story of managing depression and anxiety, encouraging others to seek help.
                    • Leadership, vision, and growth as a CEO. 26:19
                    • Bethany shares her struggles with perfectionism and feeling like she didn't measure up in her 20s, despite being high achiever.
                    • Brandon contrasts their backgrounds, sharing how he didn't have a full-time job until age 28 and didn't have traditional experience, but found success as a CEO.
                    • John Saroff reflects on his early days as CEO, realizing the importance of having a clear vision and mission for the company.
                    • He emphasizes the need to identify what the company is the best in the world at, and how it can move the economic engine and fire up employees.
                    • CEO role and coaching employees. 30:59
                    • John Saroff describes his CEO role as a "very involved coach" drawing on experiences from college leadership roles.
                    • John Saroff emphasizes the importance of coaching and communication as a CEO, using examples from his experience as a Liverpool fan and a New York Giants fan.
                    • Saroff believes that meddling can be healthy if employees understand why the CEO is involved, citing the example of a client who only tells the CEO the truth.
                    • CEO mindset, emotional intelligence, and self-care. 34:45
                    • John Saroff emphasizes the importance of self-awareness and emotional reserves for CEOs, citing it as a key trait for success in the role.
                    • Bethany highlights the need for CEOs to be able to operationalize and inspire their teams, while also taking on ultimate accountability.
                    • John Saroff emphasizes the importance of taking care of oneself holistically to be successful in any field, especially as a CEO.
                    • He practices active listening and reminds himself that his opinions are just that, while acknowledging the feelings and opinions of others.
                    • John encourages listeners to take action and make the transition to their desired career, emphasizing that it only takes one "yes" to make it happen.
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: "Transitioning Roles: From COO to CEO". This is Part 2 in our transitioning roles series. Our special guest is John Saroff, CEO of Chartbeat. 

                    Bethany and I discuss what a CEO does, and how a COO can build competence in these areas: 

                    • Vision
                    • Fundraising
                    • Board relationships
                    • Setting the tone for the culture
                    
                    

                    We then discuss the following with John: 

                    • What is the role of a CEO and how does it differ to the COO role?
                    • Do you have a COO now? Why not? 
                    • How does the stress of the CEO role differ to the COO? 
                    • As someone who has suffered from depression, how has that influenced your time as CEO? 
                    • What do you wish you would have known when you transitioned from COO to CEO? 
                    • When you transitioned into the CEO role, did you struggle with role definition? 
                    • When is a COO ready to take the CEO role? 
                    • How do you become emotionally available to employees? 
                    
                    

                    References

                    • Chartbeat
                    
                    

                    Biography: 

                    John Saroff is Chief Executive Officer of Chartbeat, Inc., an ecosystem of enterprise solutions that enables media companies to grow reach and revenue. Chartbeat serves more that 1,000 brands globally, including The New York Times, BBC, ESPN, BuzzFeed, Paramount, Warner Bros., Hearst, and McClatchy. The company brings together Chartbeat, the industry-leading content analytics software for digital publishers; Tubular Labs, a comprehensive analytics solution that delivers a unified view of social video audiences; and Lineup Systems, a bespoke tool for providing media companies with revenue management software. John has worked on the cutting-edge of media and technology for 24 years, at companies ranging from Google to NBC. He holds a joint degree in law and business from Columbia University and is a graduate of Haverford College.

                    Summary:

                    • Career development and CEO transitions. 0:06
                    • Bethany shares how she spent her 20s experimenting with different identities and careers, feeling less ashamed about her lack of progress.
                    • Brandon: Inspired by Pierre Trudeau's career path, he pursued various manual labor jobs in his 20s without a clear career goal, focusing on enjoying life and graduating from university.
                    • John Saref: As CEO of Chartbeat, he transitioned from Google and NBC Universal, discussing how a CEO can build competence by galvanizing the organization and stakeholders around the company's vision, mission, and purpose.
                    • Leadership, vision, and communication skills for CEOs. 3:32
                    • Bethany emphasizes the importance of having a clear and compelling vision as a leader, which she believes is essential for inspiring others to work towards a common goal.
                    • Brandon agrees that vision is crucial, but also acknowledges that it can be challenging for ordinary people to articulate a powerful storyline in a way that is both competent and charismatic.
                    • Brandon: Product background helps with vision and storytelling (black slide technique)
                    • Bethany: Keep presentations simple and focused on the future (no bullet points, no visuals)
                    • CEO responsibilities and skills. 7:40
                    • Bethany and Brandon both played key roles in fundraising rounds, learning investor thinking and complementing the CEO's strengths with their own areas of expertise.
                    • Fundraising is like another sales cycle, requiring collaboration and pairing off with different people to add value and secure investment.
                    • Bethany emphasizes the importance of communication and empathy for CEOs in investor relations and customer meetings.
                    • Bethany and Brandon discuss the importance of building relationships as a CEO, with Bethany emphasizing the value of having a strong relationship with key stakeholders.
                    • Bethany and Brandon also touch on the topic of setting the tone for the company culture, with Bethany noting that as CEO, you are setting the tone rather than just toeing the party line.
                    • Career transition from corporate lawyer to content acquisition at NBC. 14:19
                    • John Saroff transitioned from corporate lawyer to content acquisition at NBC after feeling unfulfilled and depressed in his law career.
                    • He networked extensively and interviewed with 26 people for the job, eventually getting hired by Mike Stipe, who is still a close friend.
                    • Saroff emphasizes the importance of finding a career that aligns with one's passions and values, rather than simply chasing the "brass ring" of partnership.
                    • CEO responsibilities and stress. 17:21
                    • John Saroff, former COO, describes the difference between the CEO and COO roles as "enormous" and "really different," respectively.
                    • John Saroff does not currently have a COO, having taken over as CEO after his predecessor left to start a company sold to Twitter.
                    • John Saroff describes the stress of being a CEO, comparing it to being the "least bad choice" with a small team and limited resources.
                    • CEO stress, depression, and mental health resources. 21:00
                    • John Saroff highlights the stress-reducing aspects of being a CEO, such as having ultimate decision-making authority and being accountable for the company's success or failure.
                    • Bethany agrees, noting that the lack of authority to make decisions without the CEO's approval can be immensely stressful for team members.
                    • John Saroff discusses his struggles with depression as a corporate lawyer and how he found support through therapy and medication.
                    • He emphasizes the importance of mental health resources for employees and stigmatizing mental illness in the workplace.
                    • Saroff shares his success story of managing depression and anxiety, encouraging others to seek help.
                    • Leadership, vision, and growth as a CEO. 26:19
                    • Bethany shares her struggles with perfectionism and feeling like she didn't measure up in her 20s, despite being high achiever.
                    • Brandon contrasts their backgrounds, sharing how he didn't have a full-time job until age 28 and didn't have traditional experience, but found success as a CEO.
                    • John Saroff reflects on his early days as CEO, realizing the importance of having a clear vision and mission for the company.
                    • He emphasizes the need to identify what the company is the best in the world at, and how it can move the economic engine and fire up employees.
                    • CEO role and coaching employees. 30:59
                    • John Saroff describes his CEO role as a "very involved coach" drawing on experiences from college leadership roles.
                    • John Saroff emphasizes the importance of coaching and communication as a CEO, using examples from his experience as a Liverpool fan and a New York Giants fan.
                    • Saroff believes that meddling can be healthy if employees understand why the CEO is involved, citing the example of a client who only tells the CEO the truth.
                    • CEO mindset, emotional intelligence, and self-care. 34:45
                    • John Saroff emphasizes the importance of self-awareness and emotional reserves for CEOs, citing it as a key trait for success in the role.
                    • Bethany highlights the need for CEOs to be able to operationalize and inspire their teams, while also taking on ultimate accountability.
                    • John Saroff emphasizes the importance of taking care of oneself holistically to be successful in any field, especially as a CEO.
                    • He practices active listening and reminds himself that his opinions are just that, while acknowledging the feelings and opinions of others.
                    • John encourages listeners to take action and make the transition to their desired career, emphasizing that it only takes one "yes" to make it happen.
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>c708573c-d317-4028-8eab-cbc985999ac9Thu, 14 Dec 2023 08:00:00 +000041:40falsefull12121120. Transitioning Roles: From COO to Venture CapitalistIn this episode we unpack the topic of: "Transitioning Roles: From COO to Venture Capitalist". This is Part 1 of a two-part series. Our special guest is Cleo Sham, Venture Partner at StrideVC. We discuss the following: 
                    • Why did you decide to move from operator to investor? 
                    • How did being an operator inform your role as a VC? 
                    • Where did you find joy in the COO role? As a VC?
                    • Which role is more stressful: COO or VC? 
                    • When you received critical feedback as a leader, how did you deal with it? 
                    • How do you carve out quality thinking time with so many diverse opportunities? 
                    • How would a COO make the move to VC? 
                    
                    

                    Biography: 

                    Before joining Stride as an investor, I had built and led teams as a scale-up operator across China and EMEA. 

                    I joined Uber as one of the first GMs on the ground in China in 2014, building the Guangzhou business into Uber's largest city by volume globally and led China National Operations up until Uber China's $35B merger with Didi Chuxing in 2016. I subsequently moved to Amsterdam as EMEA Director of Operations to lead the platformization of Uber's ridesharing business across 45 countries.

                    Relocating to London in 2019, I took on the COO role at Spotahome after their $40M Series B, led by Bond Capital. Spotahome is a b2b2c mid-term rentals marketplace, and there I transformed and led a ±200 person team across sales, marketing, operations, strategy, and customer support.

                    I love building and working with startups, having been a 3x founder earlier in my career and an active angel investor along the way. Originally from Hong Kong, I began my career at McKinsey in Asia and started investing as a proprietary trader at Bank of America Merrill Lynch.

                    Summary:

                    • Zoe diet results and food obsession. 0:05
                    • Bethany discovered she's highly reactive to sugar through a Zoe diet test, meaning she must avoid it for the rest of her life.
                    • Bethany can process fats easily but struggles with sugars, including fruits like raspberries and lemons.
                    • Bethany struggles with an abnormal obsession with food, which has led to medical anxiety and a fear of fatty liver disease.
                    • She has realized that her anxiety is not related to diet but rather a combination of her upbringing, personal experiences, and a lack of understanding about preventative medicine in the UK.
                    • Career transitions and personal growth after recognizing mortality. 5:44
                    • Bethany reflects on her father's death and its impact on her perspective on life and work.
                    • Bethany wants to use her inherited money to pursue her passions and explore new experiences without worrying about financial constraints.
                    • She is considering how to use her next decade to make the most of her life and career, with a focus on fun and exploration.
                    • Brandon and Bethany discuss their goals and motivations, including starting a community for ambitious people and advocating for cannabis legalization in the UK.
                    • Bethany is taking a writing course and a pottery course to improve her skills and push herself outside of her comfort zone.
                    • Vulnerability, self-expression, and career growth in one's 40s. 11:57
                    • Bethany shares her insights on the importance of vulnerability and self-expression, citing Brene Brown's work on shame and the need to share feelings with safe people to build support.
                    • Clea Sham joins the conversation and adds her perspective on the value of being true to oneself, even in the face of criticism or rejection from others.
                    • Transitioning from operator to investor with Cleo and Speaker 3. 14:33
                    • Cleo is an outstanding senior woman who has held various leadership roles, including COO at a home and partner at stride.
                    • Speaker 3 transitioned from operator to investor due to a desire for tangible businesses and working with teams, and joined Uber as CEO to think through business drivers and prioritize resources.
                    • Investing background informing operations roles and vice versa. 16:54
                    • Speaker 3's investment background informed their operations roles, including building models and making decisions based on financial data and business drivers.
                    • Speaker 3's experience as an operator reinforced their investing role at Stride VC, allowing them to apply their knowledge of building businesses and assessing companies.
                    • Speaker 3 learned to regulate their emotions and make decisions based on data in a high-pressure environment, which helped them perform as an investor.
                    • Speaker 3 received feedback from their team on being too emotionless and impenetrable, which could impact their ability to connect with others.
                    • Leadership, teamwork, and investment strategies in the tech industry. 22:12
                    • Speaker 3 shared a personal experience of receiving feedback from a direct report during a one-on-one meeting, which led to a valuable learning moment for them.
                    • The feedback was presented in a supportive manner, with the direct report acknowledging the speaker's humanity and vulnerability, and the team having the speaker's back.
                    • The speaker chose to stay and lead the team through the challenging moment, ultimately resulting in the team staying at the top for over six months.
                    • Bethany emphasizes the importance of building trust with founders, tailoring communication styles to each founder's needs, and prioritizing their comfort level in the investment process.
                    • Speaker 3 highlights the people side of the VC role, including sourcing, selecting, winning, and supporting founders, and how their operational leadership experience informs their approach to these tasks.
                    • VC vs. CEO roles, satisfaction, and stress. 28:34
                    • Speaker 3 highlights the differences between operating a business and being a VC, with the former providing more tangible results and the latter offering a wider range of people to learn from.
                    • Speaker 3 finds personal growth and meeting new people satisfying aspects of being a VC, with the opportunity to learn from a diverse range of founders and investors.
                    • Speaker 3 highlights the benefits of VC, including more control over time and the satisfaction of supporting founders.
                    • Both identifying the next investment and making non-reversible decisions are stressful aspects of VC work.
                    • The challenges of time management for venture capitalists. 33:29
                    • Speaker 3 discusses the challenges of managing multiple boards and sourcing new investments while also prioritizing thinking time.
                    • Brandon adds that quality thinking is crucial to understand the legs of a product opportunity in a rapidly changing market.
                    • Speaker 3 describes their role as a "lone wolf" investor, responsible for researching and deciding on investments, while also being part of a team that looks at things together on designated days.
                    • Speaker 3 highlights the need to create time for both solitary work (developing a thesis, drilling down into an industry) and social work (meeting founders, going to events) to be successful in their role.
                    • Becoming an investor, including self-reflection and networking. 39:24
                    • Speaker 3 suggests starting small by investing with your own money and building a network of investors, founders, and operators.
                    • Speaker 3 advises spending time understanding the different types of VC firms and their approaches to investing, rather than rushing into a decision.
                    • Reflect on your energy sources and strengths to determine if investing is the right career move (42:47)
                    • Making a switch to investing is not irreversible, and people can switch back and forth in mature venture markets (43:53)
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: "Transitioning Roles: From COO to Venture Capitalist". This is Part 1 of a two-part series. Our special guest is Cleo Sham, Venture Partner at StrideVC. We discuss the following: 
                    • Why did you decide to move from operator to investor? 
                    • How did being an operator inform your role as a VC? 
                    • Where did you find joy in the COO role? As a VC?
                    • Which role is more stressful: COO or VC? 
                    • When you received critical feedback as a leader, how did you deal with it? 
                    • How do you carve out quality thinking time with so many diverse opportunities? 
                    • How would a COO make the move to VC? 
                    
                    

                    Biography: 

                    Before joining Stride as an investor, I had built and led teams as a scale-up operator across China and EMEA. 

                    I joined Uber as one of the first GMs on the ground in China in 2014, building the Guangzhou business into Uber's largest city by volume globally and led China National Operations up until Uber China's $35B merger with Didi Chuxing in 2016. I subsequently moved to Amsterdam as EMEA Director of Operations to lead the platformization of Uber's ridesharing business across 45 countries.

                    Relocating to London in 2019, I took on the COO role at Spotahome after their $40M Series B, led by Bond Capital. Spotahome is a b2b2c mid-term rentals marketplace, and there I transformed and led a ±200 person team across sales, marketing, operations, strategy, and customer support.

                    I love building and working with startups, having been a 3x founder earlier in my career and an active angel investor along the way. Originally from Hong Kong, I began my career at McKinsey in Asia and started investing as a proprietary trader at Bank of America Merrill Lynch.

                    Summary:

                    • Zoe diet results and food obsession. 0:05
                    • Bethany discovered she's highly reactive to sugar through a Zoe diet test, meaning she must avoid it for the rest of her life.
                    • Bethany can process fats easily but struggles with sugars, including fruits like raspberries and lemons.
                    • Bethany struggles with an abnormal obsession with food, which has led to medical anxiety and a fear of fatty liver disease.
                    • She has realized that her anxiety is not related to diet but rather a combination of her upbringing, personal experiences, and a lack of understanding about preventative medicine in the UK.
                    • Career transitions and personal growth after recognizing mortality. 5:44
                    • Bethany reflects on her father's death and its impact on her perspective on life and work.
                    • Bethany wants to use her inherited money to pursue her passions and explore new experiences without worrying about financial constraints.
                    • She is considering how to use her next decade to make the most of her life and career, with a focus on fun and exploration.
                    • Brandon and Bethany discuss their goals and motivations, including starting a community for ambitious people and advocating for cannabis legalization in the UK.
                    • Bethany is taking a writing course and a pottery course to improve her skills and push herself outside of her comfort zone.
                    • Vulnerability, self-expression, and career growth in one's 40s. 11:57
                    • Bethany shares her insights on the importance of vulnerability and self-expression, citing Brene Brown's work on shame and the need to share feelings with safe people to build support.
                    • Clea Sham joins the conversation and adds her perspective on the value of being true to oneself, even in the face of criticism or rejection from others.
                    • Transitioning from operator to investor with Cleo and Speaker 3. 14:33
                    • Cleo is an outstanding senior woman who has held various leadership roles, including COO at a home and partner at stride.
                    • Speaker 3 transitioned from operator to investor due to a desire for tangible businesses and working with teams, and joined Uber as CEO to think through business drivers and prioritize resources.
                    • Investing background informing operations roles and vice versa. 16:54
                    • Speaker 3's investment background informed their operations roles, including building models and making decisions based on financial data and business drivers.
                    • Speaker 3's experience as an operator reinforced their investing role at Stride VC, allowing them to apply their knowledge of building businesses and assessing companies.
                    • Speaker 3 learned to regulate their emotions and make decisions based on data in a high-pressure environment, which helped them perform as an investor.
                    • Speaker 3 received feedback from their team on being too emotionless and impenetrable, which could impact their ability to connect with others.
                    • Leadership, teamwork, and investment strategies in the tech industry. 22:12
                    • Speaker 3 shared a personal experience of receiving feedback from a direct report during a one-on-one meeting, which led to a valuable learning moment for them.
                    • The feedback was presented in a supportive manner, with the direct report acknowledging the speaker's humanity and vulnerability, and the team having the speaker's back.
                    • The speaker chose to stay and lead the team through the challenging moment, ultimately resulting in the team staying at the top for over six months.
                    • Bethany emphasizes the importance of building trust with founders, tailoring communication styles to each founder's needs, and prioritizing their comfort level in the investment process.
                    • Speaker 3 highlights the people side of the VC role, including sourcing, selecting, winning, and supporting founders, and how their operational leadership experience informs their approach to these tasks.
                    • VC vs. CEO roles, satisfaction, and stress. 28:34
                    • Speaker 3 highlights the differences between operating a business and being a VC, with the former providing more tangible results and the latter offering a wider range of people to learn from.
                    • Speaker 3 finds personal growth and meeting new people satisfying aspects of being a VC, with the opportunity to learn from a diverse range of founders and investors.
                    • Speaker 3 highlights the benefits of VC, including more control over time and the satisfaction of supporting founders.
                    • Both identifying the next investment and making non-reversible decisions are stressful aspects of VC work.
                    • The challenges of time management for venture capitalists. 33:29
                    • Speaker 3 discusses the challenges of managing multiple boards and sourcing new investments while also prioritizing thinking time.
                    • Brandon adds that quality thinking is crucial to understand the legs of a product opportunity in a rapidly changing market.
                    • Speaker 3 describes their role as a "lone wolf" investor, responsible for researching and deciding on investments, while also being part of a team that looks at things together on designated days.
                    • Speaker 3 highlights the need to create time for both solitary work (developing a thesis, drilling down into an industry) and social work (meeting founders, going to events) to be successful in their role.
                    • Becoming an investor, including self-reflection and networking. 39:24
                    • Speaker 3 suggests starting small by investing with your own money and building a network of investors, founders, and operators.
                    • Speaker 3 advises spending time understanding the different types of VC firms and their approaches to investing, rather than rushing into a decision.
                    • Reflect on your energy sources and strengths to determine if investing is the right career move (42:47)
                    • Making a switch to investing is not irreversible, and people can switch back and forth in mature venture markets (43:53)
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>c423bc22-4145-48e9-81c8-403966a68d38Thu, 07 Dec 2023 08:00:00 +000044:48falsefull12020119. The Wartime COOIn this episode we discuss: "The Wartime COO”. Our special guest is Huw Slater, COO of Oliva Health, formerly COO of TravelPerk and Bella Riemer, Head of Operations at Joblift. We discuss the following with Huw and Bella: 
                    • What is a Wartime COO? How does this impact how you operate the business?
                    • How do you surface existential threats to the organisation and inject a sense of focus, without scaring folks?
                    • What have been some of the worst storms you’ve weathered? Lessons learned?
                    • More broadly, what are risks the COO should always be vigilant about? 
                    • What would you recommend tactically in a wartime setting? 
                    • How do values pragmatically inform your decision-making process in wartime? 
                    • Who was in your war room? Why? 
                    
                    

                    References: The Hard Thing About Hard Things

                    Biography: 

                    Huw Slater, COO and Co-founder @Oliva. With >10 years of experience in scaling tech companies in Europe, Huw Slater is the COO and co-Founder at Oliva. Prior to this, Huw was the Chief Operating Officer of TravelPerk, helped Box through their IPO by globalising their growth, scaled Typeform’s expansion from Europe to the US and drove the series B funding, and has 10 additional years’ experience as the Finance Director of a $5bn turnover division in a FTSE 10 company. A passionate leader, Huw is excited by making an impact and instilling a growth mindset in his people where transparency and clarity are key.

                    Bella Reimer, Operational Leader | Strategy Growth | Speaker & Mentor. With over 14 years of experience in various roles and industries. I am a passionate operational leader with a proven track record of driving efficiency, strategic growth, and cross-functional collaboration. I specialise in overseeing end-to-end processes, optimising operations, and aligning teams to achieve impactful results.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: "The Wartime COO”. Our special guest is Huw Slater, COO of Oliva Health, formerly COO of TravelPerk and Bella Riemer, Head of Operations at Joblift. We discuss the following with Huw and Bella: 
                    • What is a Wartime COO? How does this impact how you operate the business?
                    • How do you surface existential threats to the organisation and inject a sense of focus, without scaring folks?
                    • What have been some of the worst storms you’ve weathered? Lessons learned?
                    • More broadly, what are risks the COO should always be vigilant about? 
                    • What would you recommend tactically in a wartime setting? 
                    • How do values pragmatically inform your decision-making process in wartime? 
                    • Who was in your war room? Why? 
                    
                    

                    References: The Hard Thing About Hard Things

                    Biography: 

                    Huw Slater, COO and Co-founder @Oliva. With >10 years of experience in scaling tech companies in Europe, Huw Slater is the COO and co-Founder at Oliva. Prior to this, Huw was the Chief Operating Officer of TravelPerk, helped Box through their IPO by globalising their growth, scaled Typeform’s expansion from Europe to the US and drove the series B funding, and has 10 additional years’ experience as the Finance Director of a $5bn turnover division in a FTSE 10 company. A passionate leader, Huw is excited by making an impact and instilling a growth mindset in his people where transparency and clarity are key.

                    Bella Reimer, Operational Leader | Strategy Growth | Speaker & Mentor. With over 14 years of experience in various roles and industries. I am a passionate operational leader with a proven track record of driving efficiency, strategic growth, and cross-functional collaboration. I specialise in overseeing end-to-end processes, optimising operations, and aligning teams to achieve impactful results.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>5764baf2-68b4-45e4-ba4d-64c2df151bccThu, 30 Nov 2023 08:00:00 +000037:30falsefull11919118. Efficiency Unleashed: NoCode Revolutionising OperationsIn this episode we discuss: "Efficiency Unleashed: NoCode Revolutionising Operations”. Our special guest is Philip Lakin, Co-Founder & CEO of NoCodeOps. He is the ultimate MacGyver and an ambassador for reimagining the future of internal innovation. We discuss the following with Philip: 
                    • What is NoCode? Why does it matter? 
                    • What is a tangible example of business impact? 
                    • Should ops professionals report into the COO or the functional lead? 
                    • How do you get buy-in to internal operations initiatives? 
                    • How do you manage dependencies and scale no-code automations? 
                    • What is the impact of AI on NoCode? What should we do in ops to get prepared? 
                    
                    

                    References: 

                    • NoCodeOps 
                    
                    

                    Biography: 

                    Philip Lakin is the co-founder and CEO of NoCodeOps, a community and automation management platform (Operator) dedicated to supporting operations professionals that are reimagining the future of internal innovation with no-code. He was previously the Solutions Architect for National Operations at Compass where he built the onboarding program for over 15,000 real estate agents across the United States. He has more than 8 years of experience in operations, internal system implementation, field marketing, and onboarding.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: "Efficiency Unleashed: NoCode Revolutionising Operations”. Our special guest is Philip Lakin, Co-Founder & CEO of NoCodeOps. He is the ultimate MacGyver and an ambassador for reimagining the future of internal innovation. We discuss the following with Philip: 
                    • What is NoCode? Why does it matter? 
                    • What is a tangible example of business impact? 
                    • Should ops professionals report into the COO or the functional lead? 
                    • How do you get buy-in to internal operations initiatives? 
                    • How do you manage dependencies and scale no-code automations? 
                    • What is the impact of AI on NoCode? What should we do in ops to get prepared? 
                    
                    

                    References: 

                    • NoCodeOps 
                    
                    

                    Biography: 

                    Philip Lakin is the co-founder and CEO of NoCodeOps, a community and automation management platform (Operator) dedicated to supporting operations professionals that are reimagining the future of internal innovation with no-code. He was previously the Solutions Architect for National Operations at Compass where he built the onboarding program for over 15,000 real estate agents across the United States. He has more than 8 years of experience in operations, internal system implementation, field marketing, and onboarding.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>6e81cdf3-77e2-480a-9c7c-9f7cda6c5599Thu, 23 Nov 2023 08:00:00 +000028:25falsefull11818117. Surfacing the COO's Crucial Role in Revenue GenerationIn this episode we discuss: "Surfacing the COO's Crucial Role in Revenue Generation". Our special guest is Pete Crosby a coach, lecturer & advisor, focussing on the successful design & execution of SaaS revenue & growth strategies. He is a 4x successful scale up revenue leader, most recently as CRO at Ometria.

                    We discuss the following with Pete: 

                    • What kind of focus helps enable revenue generation? 
                    • How should the COO’s “system thinking” be leveraged? 
                    • Where should revenue operations live? 
                    • What are the types of revenue ops leaders? How does that define their relationship with operations? 
                    • How important is it for the COO to have a good understanding of revenue ops? 
                    • What responsibility does a COO have in financial forecasting? 
                    • How do organisations get more commercially efficient? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    • revenue.ghost.io (Pete’s weekly newsletter & deep dives on revenue topics each Sunday) 
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Pete is a coach, lecturer & advisor, focussing on the successful design & execution of SaaS revenue & growth strategies. 

                    
                    

                    He conceived, wrote & teaches The Definitive Guide to Revenue Leadership syllabus at Sales Impact Academy with Mandy Cole of Stage 2 Capital. Guest lecturers on his course include Mark Roberge, Zoom’s Greg Holmes, and Tableau’s Elissa Fink. 

                    
                    

                    He is a 4x successful scale up revenue leader, most recently as CRO at Ometria, who Deloitte placed in the Top 10 growth businesses in the UK with revenue acceleration above 3000%.  He took Ometria to its $21m Series B in just 18 months.

                    
                    

                    Prior to Ometria, Pete ran revenues at Viadeo from Series A to IPO, and took Triptease from $2m to $10m ARR and a successful Series B, also in just 18 months.

                    
                    

                    Now the Founder of Pete Crosby Revenue, he has managed revenue teams in Beijing, Singapore, Moscow, Mexico City, Dakar, Casablanca, San Francisco, Boston, New York & in most major cities across Europe.

                    
                    

                    Currently he is a board advisor to 5 of Europe’s most exciting B2B SaaS scale-ups. He also coaches revenue leaders at a further 50+ start-ups & scale-ups.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: "Surfacing the COO's Crucial Role in Revenue Generation". Our special guest is Pete Crosby a coach, lecturer & advisor, focussing on the successful design & execution of SaaS revenue & growth strategies. He is a 4x successful scale up revenue leader, most recently as CRO at Ometria.

                    We discuss the following with Pete: 

                    • What kind of focus helps enable revenue generation? 
                    • How should the COO’s “system thinking” be leveraged? 
                    • Where should revenue operations live? 
                    • What are the types of revenue ops leaders? How does that define their relationship with operations? 
                    • How important is it for the COO to have a good understanding of revenue ops? 
                    • What responsibility does a COO have in financial forecasting? 
                    • How do organisations get more commercially efficient? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    • revenue.ghost.io (Pete’s weekly newsletter & deep dives on revenue topics each Sunday) 
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Pete is a coach, lecturer & advisor, focussing on the successful design & execution of SaaS revenue & growth strategies. 

                    
                    

                    He conceived, wrote & teaches The Definitive Guide to Revenue Leadership syllabus at Sales Impact Academy with Mandy Cole of Stage 2 Capital. Guest lecturers on his course include Mark Roberge, Zoom’s Greg Holmes, and Tableau’s Elissa Fink. 

                    
                    

                    He is a 4x successful scale up revenue leader, most recently as CRO at Ometria, who Deloitte placed in the Top 10 growth businesses in the UK with revenue acceleration above 3000%.  He took Ometria to its $21m Series B in just 18 months.

                    
                    

                    Prior to Ometria, Pete ran revenues at Viadeo from Series A to IPO, and took Triptease from $2m to $10m ARR and a successful Series B, also in just 18 months.

                    
                    

                    Now the Founder of Pete Crosby Revenue, he has managed revenue teams in Beijing, Singapore, Moscow, Mexico City, Dakar, Casablanca, San Francisco, Boston, New York & in most major cities across Europe.

                    
                    

                    Currently he is a board advisor to 5 of Europe’s most exciting B2B SaaS scale-ups. He also coaches revenue leaders at a further 50+ start-ups & scale-ups.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>a6c925f3-e480-4dc9-a798-74e226caaa3bThu, 16 Nov 2023 08:00:00 +000041:23falsefull117171In this episode we discuss: "Surfacing the COO's Crucial Role in Revenue Generation". Our special guest is Pete Crosby a coach, lecturer and advisor, focussing on the successful design and execution of SaaS revenue and growth strategies. He is a 4x successful scale up revenue leader, most recently as CRO at Ometria. We discuss the following with Pete: What kind of focus helps enable revenue generation? How should the COO’s “system thinking” be leveraged? Where should revenue operations live? What are the types of revenue ops leaders? How does that define their relationship with operations? How important is it for the COO to have a good understanding of revenue ops? What responsibility does a COO have in financial forecasting? How do organisations get more commercially efficient? References: revenue.ghost.io (Pete’s weekly newsletter and deep dives on revenue topics each Sunday) Biography: Pete is a coach, lecturer and advisor, focussing on the successful design and execution of SaaS revenue and growth strategies. He conceived, wrote and teaches The Definitive Guide to Revenue Leadership syllabus at Sales Impact Academy with Mandy Cole of Stage 2 Capital. Guest lecturers on his course include Mark Roberge, Zoom’s Greg Holmes, and Tableau’s Elissa Fink. He is a 4x successful scale up revenue leader, most recently as CRO at Ometria, who Deloitte placed in the Top 10 growth businesses in the UK with revenue acceleration above 3000%. He took Ometria to its $21m Series B in just 18 months. Prior to Ometria, Pete ran revenues at Viadeo from Series A to IPO, and took Triptease from $2m to $10m ARR and a successful Series B, also in just 18 months. Now the Founder of Pete Crosby Revenue, he has managed revenue teams in Beijing, Singapore, Moscow, Mexico City, Dakar, Casablanca, San Francisco, Boston, New York and in most major cities across Europe. Currently he is a board advisor to 5 of Europe’s most exciting B2B SaaS scale-ups. He also coaches revenue leaders at a further 50+ start-ups and scale-ups.16. The COO's Endless Battle: Navigating Legal and Enterprise ContractsIn this episode we discuss: "The COO's Endless Battle: Navigating Legal and Enterprise Contracts". Our special guest is Ahmed Badr, COO of GoCardless. Ahmed also worked for Microsoft, where he supported multi-billion pound licensing deals. 

                    Bethany and I discuss the following:

                    • The importance of a generic contract template
                    • Empowering sales to get contracts done
                    • Default and deal-breaker positions on indemnity and limitation of liability
                    • 
                      
                    
                    

                    We discuss the following with Ahmed: 

                    • What did Microsoft do well and what could be reused at GoCardless? 
                    • What did the empowerment playbook look like with contracts? 
                    • What is a deal desk and how was it used? 
                    • What is the COO role at GoCardless? 
                    • When should organisations transition from outside to inhouse legal counsel?
                    • Why is taking a reasonable, mid-point position on default terms so important? 
                    • What is a sensible approach to indemnity and limitation of liability?
                    • What is the best way to roll out “contract empowerment” programs to sales? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    • This guide from Deloitte
                    • 
                      
                    • An article from Juro (a SaaS provider)
                    • 
                      
                    • This Docusign case study on GoCardless
                    • 
                      
                    • This book by Alex Hamilton (who runs Radiant Law - a legal outsourcing and automation provider)
                    • 
                      
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Ahmed is Chief Operating Officer GoCardless, where he is responsible for all core operational teams, as well as being functionally responsible for legal, risk and compliance. GoCardless believes that bank payments are the best way to pay and get paid, and helps businesses collect both recurring and one-off payments, without chasing, stress or expensive fees. Before joining GoCardless, Ahmed worked for Microsoft, where he supported the multi-billion pound UK licensing and developer support organisations. Before this, he was a project finance lawyer at Allen & Overy. In 2015, he became GoCardless’ first lawyer and has since supported the business in its rapid expansion across legal, compliance, risk and operations. Ahmed also sponsors the company’s BEAM (Black, Ethnic and Asian Minority) group, and likes to use his experience to support young fast growth companies, help shape regulation, and open up access to legal careers to a wide range of individuals.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: "The COO's Endless Battle: Navigating Legal and Enterprise Contracts". Our special guest is Ahmed Badr, COO of GoCardless. Ahmed also worked for Microsoft, where he supported multi-billion pound licensing deals. 

                    Bethany and I discuss the following:

                    • The importance of a generic contract template
                    • Empowering sales to get contracts done
                    • Default and deal-breaker positions on indemnity and limitation of liability
                    • 
                      
                    
                    

                    We discuss the following with Ahmed: 

                    • What did Microsoft do well and what could be reused at GoCardless? 
                    • What did the empowerment playbook look like with contracts? 
                    • What is a deal desk and how was it used? 
                    • What is the COO role at GoCardless? 
                    • When should organisations transition from outside to inhouse legal counsel?
                    • Why is taking a reasonable, mid-point position on default terms so important? 
                    • What is a sensible approach to indemnity and limitation of liability?
                    • What is the best way to roll out “contract empowerment” programs to sales? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    • This guide from Deloitte
                    • 
                      
                    • An article from Juro (a SaaS provider)
                    • 
                      
                    • This Docusign case study on GoCardless
                    • 
                      
                    • This book by Alex Hamilton (who runs Radiant Law - a legal outsourcing and automation provider)
                    • 
                      
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Ahmed is Chief Operating Officer GoCardless, where he is responsible for all core operational teams, as well as being functionally responsible for legal, risk and compliance. GoCardless believes that bank payments are the best way to pay and get paid, and helps businesses collect both recurring and one-off payments, without chasing, stress or expensive fees. Before joining GoCardless, Ahmed worked for Microsoft, where he supported the multi-billion pound UK licensing and developer support organisations. Before this, he was a project finance lawyer at Allen & Overy. In 2015, he became GoCardless’ first lawyer and has since supported the business in its rapid expansion across legal, compliance, risk and operations. Ahmed also sponsors the company’s BEAM (Black, Ethnic and Asian Minority) group, and likes to use his experience to support young fast growth companies, help shape regulation, and open up access to legal careers to a wide range of individuals.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>c87c7441-f564-4269-b518-c6749961eb2fThu, 09 Nov 2023 08:00:00 +000045:51falsefull116161In this episode we discuss: "The COO's Endless Battle: Navigating Legal and Enterprise Contracts". Our special guest is Ahmed Badr, COO of GoCardless. Ahmed also worked for Microsoft, where he supported multi-billion pound licensing deals. Bethany and I discuss the following: The importance of a generic contract template Empowering sales to get contracts done Default and deal-breaker positions on indemnity and limitation of liability We discuss the following with Ahmed: What did Microsoft do well and what could be reused at GoCardless? What did the empowerment playbook look like with contracts? What is a deal desk and how was it used? What is the COO role at GoCardless? When should organisations transition from outside to inhouse legal counsel? Why is taking a reasonable, mid-point position on default terms so important? What is a sensible approach to indemnity and limitation of liability? What is the best way to roll out “contract empowerment” programs to sales? References: https://www2.deloitte.com/content/dam/Deloitte/us/Documents/Tax/us-tax-scaling-legal-operations-by-productizing-legal-work.pdf (This guide from Deloitte) https://juro.com/blog/scaling-sales-contract-management (An article from Juro (a SaaS provider)) https://www.docusign.com/en-gb/customer-stories/gocardless (This Docusign case study on GoCardless) https://www.amazon.co.uk/Sign-Here-enterprise-closing-contracts/dp/1919641610 (This book by Alex Hamilton (who runs Radiant Law - a legal outsourcing and automation provider)) Biography: Ahmed is Chief Operating Officer GoCardless, where he is responsible for all core operational teams, as well as being functionally responsible for legal, risk and compliance. GoCardless believes that bank payments are the best way to pay and get paid, and helps businesses collect both recurring and one-off payments, without chasing, stress or expensive fees. Before joining GoCardless, Ahmed worked for Microsoft, where he supported the multi-billion pound UK licensing and developer support organisations. Before this, he was a project finance lawyer at Allen and Overy. In 2015, he became GoCardless’ first lawyer and has since supported the business in its rapid expansion across legal, compliance, risk and operations. Ahmed also sponsors the company’s BEAM (Black, Ethnic and Asian Minority) group, and likes to use his experience to support young fast growth companies, help shape regulation, and open up access to legal careers to a wide range of individuals.15. Revolutionising Workplace Honesty: The Radical Candor ExperimentIn this episode we discuss: "Revolutionising Workplace Honesty: The Radical Candor Experiment". Our special guest is Ben Gateley, CEO at CharlieHR. Ben is an outspoken champion of positive workplace culture and is a passionate advocate for all things “people”. 

                    Bethany and I discuss the following:

                    • Praising publicly and criticising privately
                    • Giving criticism within 24 hours 
                    • Killing the “shit” sandwich
                    • What to do with moaning 
                    • The synergy between asking for feedback and giving feedback
                    • Coaching vs. Evaluation feedback
                    • 
                      
                    
                    

                    We discuss the following with Ben:

                    • What made you decide to implement Radical Candor? 
                    • How did you implement Radical Candor? What were the learnings? 
                    • How do you now build and operationalise a strong culture of feedback? 
                    • What is the cultural difference between the UK and US styles? Why does it matter? 
                    • To what degree do values matter in developing a strong culture of feedback? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    Ben’s podcast with Kim Scott: The Culture Ops Podcast: How do you build a culture where people “care personally” ?

                    
                    

                    Legal law firm for scaleups that Brandon used: Harper James

                    
                    

                    Biography: 

                    
                    

                    Ben is the CEO and co-founder of CharlieHR: an HR software used by thousands of small businesses worldwide. He has started and grown a number of successful companies since his teenage years — including BORN SOCIAL, one of the most successful social media agencies for challenger brands in the world. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss: "Revolutionising Workplace Honesty: The Radical Candor Experiment". Our special guest is Ben Gateley, CEO at CharlieHR. Ben is an outspoken champion of positive workplace culture and is a passionate advocate for all things “people”. 

                    Bethany and I discuss the following:

                    • Praising publicly and criticising privately
                    • Giving criticism within 24 hours 
                    • Killing the “shit” sandwich
                    • What to do with moaning 
                    • The synergy between asking for feedback and giving feedback
                    • Coaching vs. Evaluation feedback
                    • 
                      
                    
                    

                    We discuss the following with Ben:

                    • What made you decide to implement Radical Candor? 
                    • How did you implement Radical Candor? What were the learnings? 
                    • How do you now build and operationalise a strong culture of feedback? 
                    • What is the cultural difference between the UK and US styles? Why does it matter? 
                    • To what degree do values matter in developing a strong culture of feedback? 
                    • 
                      
                    
                    

                    References: 

                    
                    

                    Ben’s podcast with Kim Scott: The Culture Ops Podcast: How do you build a culture where people “care personally” ?

                    
                    

                    Legal law firm for scaleups that Brandon used: Harper James

                    
                    

                    Biography: 

                    
                    

                    Ben is the CEO and co-founder of CharlieHR: an HR software used by thousands of small businesses worldwide. He has started and grown a number of successful companies since his teenage years — including BORN SOCIAL, one of the most successful social media agencies for challenger brands in the world. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>425ee66f-1d2c-45e9-8a5f-eba92e134840Thu, 02 Nov 2023 08:00:00 +000051:07falsefull115151In this episode we discuss: "Revolutionising Workplace Honesty: The Radical Candor Experiment". Our special guest is Ben Gateley, CEO at CharlieHR. Ben is an outspoken champion of positive workplace culture and is a passionate advocate for all things “people”. Bethany and I discuss the following: Praising publicly and criticising privately Giving criticism within 24 hours Killing the “shit” sandwich What to do with moaning The synergy between asking for feedback and giving feedback Coaching vs. Evaluation feedback We discuss the following with Ben: What made you decide to implement Radical Candor? How did you implement Radical Candor? What were the learnings? How do you now build and operationalise a strong culture of feedback? What is the cultural difference between the UK and US styles? Why does it matter? To what degree do values matter in developing a strong culture of feedback? References: Ben’s podcast with Kim Scott: https://podcasts.bcast.fm/e/0njwp138 (The Culture Ops Podcast: How do you build a culture where people “care personally” ?) Legal law firm for scaleups that Brandon used: https://harperjames.co.uk/ (Harper James) Biography: Ben is the CEO and co-founder of CharlieHR: an HR software used by thousands of small businesses worldwide. He has started and grown a number of successful companies since his teenage years — including BORN SOCIAL, one of the most successful social media agencies for challenger brands in the world.14. Nurturing High-Performance Leadership TeamsIn this episode we unpack the topic of: Nurturing High-Performance Leadership Teams. Our special guest is Becca Sweetman, a leadership team coach who has worked across leading VC backed organisations like Kano, MOO and Babylon Health. We discuss the following: 
                    • What is a high performing team? How do you achieve it? 
                    • What is the PERILL framework and why is that a good one to use? 
                    • How do you do an audit of leadership team performance? 
                    • How do you work through areas of tension between two leadership team members? 
                    • How can psychometric or behavioral analysis tools help in understanding team members' preferences and work styles?
                    • With limited time for leadership to “gel” in a scale-up, how do you accelerate that process?
                    • What is your view on the PERILL and Lencioni approaches to team performance? Which approach do you think would be more effective in a startup environment? 
                    • Can you share any strategies or techniques that can foster a safe and productive environment for team discussions?
                    • 
                      
                    
                    

                    References: 

                    Website - https://www.beccasweetman.com/teamcoaching

                    LinkedIn - https://www.linkedin.com/in/beccasweetman/

                    
                    

                    Biography: 

                    
                    

                    Becca works with Founders and Exec teams to support the successful transition from Series A to Series B. Combining her experience in executive coaching, strategy at McKinsey and operational leadership in startups (Kano, MOO, Babylon Health) she is uniquely positioned to provide both high level support and get into the practical details of what it takes to succeed. Becca works mostly with impact driven companies as an Executive & Team Coach, Advisor or NED.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: Nurturing High-Performance Leadership Teams. Our special guest is Becca Sweetman, a leadership team coach who has worked across leading VC backed organisations like Kano, MOO and Babylon Health. We discuss the following: 
                    • What is a high performing team? How do you achieve it? 
                    • What is the PERILL framework and why is that a good one to use? 
                    • How do you do an audit of leadership team performance? 
                    • How do you work through areas of tension between two leadership team members? 
                    • How can psychometric or behavioral analysis tools help in understanding team members' preferences and work styles?
                    • With limited time for leadership to “gel” in a scale-up, how do you accelerate that process?
                    • What is your view on the PERILL and Lencioni approaches to team performance? Which approach do you think would be more effective in a startup environment? 
                    • Can you share any strategies or techniques that can foster a safe and productive environment for team discussions?
                    • 
                      
                    
                    

                    References: 

                    Website - https://www.beccasweetman.com/teamcoaching

                    LinkedIn - https://www.linkedin.com/in/beccasweetman/

                    
                    

                    Biography: 

                    
                    

                    Becca works with Founders and Exec teams to support the successful transition from Series A to Series B. Combining her experience in executive coaching, strategy at McKinsey and operational leadership in startups (Kano, MOO, Babylon Health) she is uniquely positioned to provide both high level support and get into the practical details of what it takes to succeed. Becca works mostly with impact driven companies as an Executive & Team Coach, Advisor or NED.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>d140f095-6f8c-4daf-9943-f6fb9229e1f7Thu, 26 Oct 2023 07:00:00 +000040:01falsefull114141In this episode we unpack the topic of: Nurturing High-Performance Leadership Teams. Our special guest is Becca Sweetman, a leadership team coach who has worked across leading VC backed organisations like Kano, MOO and Babylon Health. We discuss the following: What is a high performing team? How do you achieve it? What is the PERILL framework and why is that a good one to use? How do you do an audit of leadership team performance? How do you work through areas of tension between two leadership team members? How can psychometric or behavioral analysis tools help in understanding team members' preferences and work styles? With limited time for leadership to “gel” in a scale-up, how do you accelerate that process? What is your view on the PERILL and Lencioni approaches to team performance? Which approach do you think would be more effective in a startup environment? Can you share any strategies or techniques that can foster a safe and productive environment for team discussions? References: Website - https://www.beccasweetman.com/teamcoaching LinkedIn - https://www.linkedin.com/in/beccasweetman/ Biography: Becca works with Founders and Exec teams to support the successful transition from Series A to Series B. Combining her experience in executive coaching, strategy at McKinsey and operational leadership in startups (Kano, MOO, Babylon Health) she is uniquely positioned to provide both high level support and get into the practical details of what it takes to succeed. Becca works mostly with impact driven companies as an Executive and Team Coach, Advisor or NED.13. Navigating Leadership Team Success and TransitionsIn this episode we unpack the topic of: Navigating Leadership Team Success and Transitions. Our special guest is Maddies Fox, a guru in leadership development across venture-backed organisations including  Blippar, Lantum and Mixcloud. We discuss the following: 
                    • How do you set-up a COO for success when they join the organisation? 
                    • Do job titles matter and how important is transparency around levels in early stage companies?
                    • What does good look like in exiting a leadership team member? How should you approach the conversations? What are the potential snags? 
                    • How should you communicate a leadership exit to the organisation? 
                    • How can an organization balance its obligation to support employee growth with the individual's responsibility to be proactive in their own development?
                    • How can organizations ensure that their values and actions align when hiring a new leadership team member? 
                    • Why is self-awareness a critical determinant of leadership success?
                    • 
                      
                    
                    

                    References: 

                    For leaders who are interested in doing the work, this book is something I would definitely recommend - 

                    https://www.penguin.co.uk/books/442174/the-man-who-mistook-his-job-for-his-life-by-shragai-naomi/9780753558331 

                    
                    

                    LinkedIn - https://www.linkedin.com/in/maddie-fox/

                    
                    

                    Biography: 

                    
                    

                    Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: Navigating Leadership Team Success and Transitions. Our special guest is Maddies Fox, a guru in leadership development across venture-backed organisations including  Blippar, Lantum and Mixcloud. We discuss the following: 
                    • How do you set-up a COO for success when they join the organisation? 
                    • Do job titles matter and how important is transparency around levels in early stage companies?
                    • What does good look like in exiting a leadership team member? How should you approach the conversations? What are the potential snags? 
                    • How should you communicate a leadership exit to the organisation? 
                    • How can an organization balance its obligation to support employee growth with the individual's responsibility to be proactive in their own development?
                    • How can organizations ensure that their values and actions align when hiring a new leadership team member? 
                    • Why is self-awareness a critical determinant of leadership success?
                    • 
                      
                    
                    

                    References: 

                    For leaders who are interested in doing the work, this book is something I would definitely recommend - 

                    https://www.penguin.co.uk/books/442174/the-man-who-mistook-his-job-for-his-life-by-shragai-naomi/9780753558331 

                    
                    

                    LinkedIn - https://www.linkedin.com/in/maddie-fox/

                    
                    

                    Biography: 

                    
                    

                    Maddie has over 20 years experience in HR and Learning & Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>e0147acf-bb95-4205-8b57-40d943ad4665Thu, 19 Oct 2023 07:00:00 +000039:59falsefull113131In this episode we unpack the topic of: Navigating Leadership Team Success and Transitions. Our special guest is Maddies Fox, a guru in leadership development across venture-backed organisations including Blippar, Lantum and Mixcloud. We discuss the following: How do you set-up a COO for success when they join the organisation? Do job titles matter and how important is transparency around levels in early stage companies? What does good look like in exiting a leadership team member? How should you approach the conversations? What are the potential snags? How should you communicate a leadership exit to the organisation? How can an organization balance its obligation to support employee growth with the individual's responsibility to be proactive in their own development? How can organizations ensure that their values and actions align when hiring a new leadership team member? Why is self-awareness a critical determinant of leadership success? References: For leaders who are interested in doing the work, this book is something I would definitely recommend - https://www.penguin.co.uk/books/442174/the-man-who-mistook-his-job-for-his-life-by-shragai-naomi/9780753558331 (https://www.penguin.co.uk/books/442174/the-man-who-mistook-his-job-for-his-life-by-shragai-naomi/9780753558331) LinkedIn - https://www.linkedin.com/in/maddie-fox/ Biography: Maddie has over 20 years experience in HR and Learning and Development working with various organizations from corporate to fast growing tech, in Europe, the US and Australia. She is an ICF accredited executive coach, leadership and HR consultant with a wide range of experience, however specialising in developing leaders from emerging leaders to seasoned CEO’s, building high-performing sustainable teams and helping clients successfully navigate change. Her style is eclectic, using research, theory and direct experiences to ensure individuals find ways to effectively embed new behaviours, build resilience and deliver results. More recently she has been working in VC backed start-ups, series A-B, working for mostly founder led businesses as a Chief People Officer, Leadership Coach and Advisor. Clients include Blippar, Lantum, Trint, Mixcloud, amongst others.12. Decoding the CEO-COO Relationship: Strategies to ThriveIn this episode we discuss the topic of: Decoding the CEO-COO Relationship: Strategies to Thrive Our special guest is Scott Gellman, COO of Nowsta. We discuss the following:
                    • How do you think the role of a COO differs from that of a CFO in terms of responsibilities and dynamics with the CEO
                    • How do you think the power dynamic between CEO and COO can affect decision-making and the overall functioning of an organization?
                    • How can effective communication positively impact the working relationship between a CEO and a COO?
                    • How do you think gender dynamics can influence the working relationship between a CEO and a COO?
                    • Why do you think managing the relationship with the CEO during difficult times or crises is particularly crucial in maintaining an effective working relationship?
                    • What interview questions do you think would be important to ask to assess compatibility and potential challenges in the working relationship?
                    • What do you think are some key principles for establishing and maintaining a successful working relationship between a CEO and a COO?
                    • 
                      
                    
                    

                    References: 

                    The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter. https://amzn.eu/d/0YDQcpH

                    
                    

                    
                    

                    Linkedin: https://www.linkedin.com/in/scott-gellman-9622634/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of: Decoding the CEO-COO Relationship: Strategies to Thrive Our special guest is Scott Gellman, COO of Nowsta. We discuss the following:
                    • How do you think the role of a COO differs from that of a CFO in terms of responsibilities and dynamics with the CEO
                    • How do you think the power dynamic between CEO and COO can affect decision-making and the overall functioning of an organization?
                    • How can effective communication positively impact the working relationship between a CEO and a COO?
                    • How do you think gender dynamics can influence the working relationship between a CEO and a COO?
                    • Why do you think managing the relationship with the CEO during difficult times or crises is particularly crucial in maintaining an effective working relationship?
                    • What interview questions do you think would be important to ask to assess compatibility and potential challenges in the working relationship?
                    • What do you think are some key principles for establishing and maintaining a successful working relationship between a CEO and a COO?
                    • 
                      
                    
                    

                    References: 

                    The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter. https://amzn.eu/d/0YDQcpH

                    
                    

                    
                    

                    Linkedin: https://www.linkedin.com/in/scott-gellman-9622634/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>4e585edf-9fff-4551-8761-15cbe6934162Thu, 12 Oct 2023 07:00:00 +000046:16falsefull112121In this episode we discuss the topic of: Decoding the CEO-COO Relationship: Strategies to Thrive Our special guest is Scott Gellman, COO of Nowsta. We discuss the following: How do you think the role of a COO differs from that of a CFO in terms of responsibilities and dynamics with the CEO How do you think the power dynamic between CEO and COO can affect decision-making and the overall functioning of an organization? How can effective communication positively impact the working relationship between a CEO and a COO? How do you think gender dynamics can influence the working relationship between a CEO and a COO? Why do you think managing the relationship with the CEO during difficult times or crises is particularly crucial in maintaining an effective working relationship? What interview questions do you think would be important to ask to assess compatibility and potential challenges in the working relationship? What do you think are some key principles for establishing and maintaining a successful working relationship between a CEO and a COO? References: The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter. https://amzn.eu/d/0YDQcpH (https://amzn.eu/d/0YDQcpH) Linkedin: https://www.linkedin.com/in/scott-gellman-9622634/ (https://www.linkedin.com/in/scott-gellman-9622634/)11. Why licensing 170 SaaS tools is a great idea!In this episode we discuss the topic of: Why licensing 170 SaaS tools is a great idea! Our special guest is Joe Aurilia, Jr., Senior VP Operations at Cyware. As a former CIO, Joe comes at the COO role from a really interesting angle. We discuss the following:
                    • Why 170 SaaS applications in an organisation with 270 employees?
                    • What does best practice look like in the procurement process? What should it look like in a smaller organisation?
                    • How do you ensure ownership ensuring the organisation is receiving the expected value from a given tool?
                    • How do you ensure you don't miss a critical feature or integration requirement?
                    • What are your pet peeves when it comes to vendor support?
                    • How has your previous role as CIO informed your thinking as COO?
                    • How do you not slow down by putting so much process in place?
                    • Do suppliers need to have both SOC 2 and ISO certification?
                    • What tools do you like in the cross-functional space?
                    • When would you recommend getting an organisation wide orchestration tool?
                    • How are you handling renewals and the increase in costs? 
                    • If you had to cut your SaaS spending by 20% tomorrow, what would you do? 
                    • What do you think about sales tools where there is often a lot of overlap in functionality but they also tend to do one thing quite well? 
                    • How do you ensure data integrity from a COO lens, if you don’t have direct ownership of the rev ops data stack? 
                    • What are your favorite SaaS apps that you can’t live without? 
                    • 
                      
                    
                    

                    References: 

                    https://www.linkedin.com/in/josephauriliajr/

                    
                    

                    Biography: Joe is a seasoned operations executive with over 20 years dedicated to technical and operational leadership.  He has served in a wide variety of roles in both corporate and startups all focusing on core technology and operational excellence.  Throughout his career Joe has executed operational and technical strategies key to business expansion, successful funding rounds, and extensive company growth.

                    
                    

                    While a technologist at heart, Joe’s most recent ventures have placed him in core roles responsible for enabling operational scalability.  A focus on successful team alignment has resulted in explosive people growth and international expansion.

                    
                    

                    Joe has led a variety of Operations teams including Technology Operations, Contract Operations, Revenue Operations, People Operations, Security Operations, PMO, and Talent Acquisition. Key to success of each has been the empowering of teams to reach beyond expected boundaries and achieve higher limits.

                    
                    

                    When not working you will find Joe enjoying the exploration of new places, hiking local trails, and chasing his little one around. He is also a firm believer there is no such thing as rewatching Marvel movies too many times.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of: Why licensing 170 SaaS tools is a great idea! Our special guest is Joe Aurilia, Jr., Senior VP Operations at Cyware. As a former CIO, Joe comes at the COO role from a really interesting angle. We discuss the following:
                    • Why 170 SaaS applications in an organisation with 270 employees?
                    • What does best practice look like in the procurement process? What should it look like in a smaller organisation?
                    • How do you ensure ownership ensuring the organisation is receiving the expected value from a given tool?
                    • How do you ensure you don't miss a critical feature or integration requirement?
                    • What are your pet peeves when it comes to vendor support?
                    • How has your previous role as CIO informed your thinking as COO?
                    • How do you not slow down by putting so much process in place?
                    • Do suppliers need to have both SOC 2 and ISO certification?
                    • What tools do you like in the cross-functional space?
                    • When would you recommend getting an organisation wide orchestration tool?
                    • How are you handling renewals and the increase in costs? 
                    • If you had to cut your SaaS spending by 20% tomorrow, what would you do? 
                    • What do you think about sales tools where there is often a lot of overlap in functionality but they also tend to do one thing quite well? 
                    • How do you ensure data integrity from a COO lens, if you don’t have direct ownership of the rev ops data stack? 
                    • What are your favorite SaaS apps that you can’t live without? 
                    • 
                      
                    
                    

                    References: 

                    https://www.linkedin.com/in/josephauriliajr/

                    
                    

                    Biography: Joe is a seasoned operations executive with over 20 years dedicated to technical and operational leadership.  He has served in a wide variety of roles in both corporate and startups all focusing on core technology and operational excellence.  Throughout his career Joe has executed operational and technical strategies key to business expansion, successful funding rounds, and extensive company growth.

                    
                    

                    While a technologist at heart, Joe’s most recent ventures have placed him in core roles responsible for enabling operational scalability.  A focus on successful team alignment has resulted in explosive people growth and international expansion.

                    
                    

                    Joe has led a variety of Operations teams including Technology Operations, Contract Operations, Revenue Operations, People Operations, Security Operations, PMO, and Talent Acquisition. Key to success of each has been the empowering of teams to reach beyond expected boundaries and achieve higher limits.

                    
                    

                    When not working you will find Joe enjoying the exploration of new places, hiking local trails, and chasing his little one around. He is also a firm believer there is no such thing as rewatching Marvel movies too many times.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>d5275397-b904-4ef5-95a1-5ea2503f4abaThu, 05 Oct 2023 07:00:00 +000046:32falsefull111111In this episode we discuss the topic of: Why licensing 170 SaaS tools is a great idea! Our special guest is Joe Aurilia, Jr., Senior VP Operations at Cyware. As a former CIO, Joe comes at the COO role from a really interesting angle. We discuss the following: Why 170 SaaS applications in an organisation with 270 employees? What does best practice look like in the procurement process? What should it look like in a smaller organisation? How do you ensure ownership ensuring the organisation is receiving the expected value from a given tool? How do you ensure you don't miss a critical feature or integration requirement? What are your pet peeves when it comes to vendor support? How has your previous role as CIO informed your thinking as COO? How do you not slow down by putting so much process in place? Do suppliers need to have both SOC 2 and ISO certification? What tools do you like in the cross-functional space? When would you recommend getting an organisation wide orchestration tool? How are you handling renewals and the increase in costs? If you had to cut your SaaS spending by 20% tomorrow, what would you do? What do you think about sales tools where there is often a lot of overlap in functionality but they also tend to do one thing quite well? How do you ensure data integrity from a COO lens, if you don’t have direct ownership of the rev ops data stack? What are your favorite SaaS apps that you can’t live without? References: https://www.linkedin.com/in/josephauriliajr/ Biography: Joe is a seasoned operations executive with over 20 years dedicated to technical and operational leadership. He has served in a wide variety of roles in both corporate and startups all focusing on core technology and operational excellence. Throughout his career Joe has executed operational and technical strategies key to business expansion, successful funding rounds, and extensive company growth. While a technologist at heart, Joe’s most recent ventures have placed him in core roles responsible for enabling operational scalability. A focus on successful team alignment has resulted in explosive people growth and international expansion. Joe has led a variety of Operations teams including Technology Operations, Contract Operations, Revenue Operations, People Operations, Security Operations, PMO, and Talent Acquisition. Key to success of each has been the empowering of teams to reach beyond expected boundaries and achieve higher limits. When not working you will find Joe enjoying the exploration of new places, hiking local trails, and chasing his little one around. He is also a firm believer there is no such thing as rewatching Marvel movies too many times.10. What are the five traits of successful COO’s?In this episode we unpack the topic of: What are the five traits of successful COO’s? Our special guest is Charlene Chen, a key figure in the startup operations community and former COO of Lantum and AZA Finance. We discuss the following: 
                    • How do different personalities and styles of Ops leaders contribute to the overall success of a company?
                    • In what ways do Ops leaders act as the connective tissue of a company? 
                    • How can communication breakdown be addressed as a company scales and teams become siloed?
                    • What are the key responsibilities of Ops leaders in terms of internal communications?
                    • How does the performance of teams who don't directly report to a COO reflect on their success and failure?
                    • Why is it challenging for COOs to measure their value and articulate their impact in an OKR format?
                    • How do consultants-turned-Ops leaders approach problem-solving differently from those without a consulting background?
                    • Why is self-awareness important for COOs and operations leaders in identifying their strengths and weaknesses?
                    • How does resourcefulness play a significant role in the success of COOs, especially in times of crisis or limited resources?
                    • 
                      
                    
                    

                    References: 

                    Ops Fest 2023 brings together operations communities from all corners of the globe. 

                    
                    

                    https://operationsnation.com/events/international-ops-fest/communities

                    
                    

                    Key traits of a COO

                    
                    

                    • Generalist - Jacks and Jills of all trades covering multiple functions
                    • Hourglass-Shaped - Ability to zoom out to do strategy but zoom in to design minute processes
                    • Gluey - The connective tissue of a company, filling the gaps in and between cross-functional teams
                    • Resourceful - Making do with little human or financial capital 
                    • Humble - Work hard behind the scenes with little credit given (not as glorified as engineers and salespeople)
                    • 
                      
                    
                    

                    Biography: Charlene Chen has over 15 years of operational leadership experience working with a variety of organisations ranging from tech startups to international non-profits to Fortune 500 companies. She began her career as an IT consultant at Deloitte Consulting, but spent 8 years focused on operational leadership of socially impactful venture-capital backed businesses in the fintech and healthtech industries. Charlene was co-founder and COO of AZA Finance (formerly BitPesa), former COO of Lantum, and is Co-Founder of Operations Nation, a community-led digital hub for Ops-specific content, resources, and training.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we unpack the topic of: What are the five traits of successful COO’s? Our special guest is Charlene Chen, a key figure in the startup operations community and former COO of Lantum and AZA Finance. We discuss the following: 
                    • How do different personalities and styles of Ops leaders contribute to the overall success of a company?
                    • In what ways do Ops leaders act as the connective tissue of a company? 
                    • How can communication breakdown be addressed as a company scales and teams become siloed?
                    • What are the key responsibilities of Ops leaders in terms of internal communications?
                    • How does the performance of teams who don't directly report to a COO reflect on their success and failure?
                    • Why is it challenging for COOs to measure their value and articulate their impact in an OKR format?
                    • How do consultants-turned-Ops leaders approach problem-solving differently from those without a consulting background?
                    • Why is self-awareness important for COOs and operations leaders in identifying their strengths and weaknesses?
                    • How does resourcefulness play a significant role in the success of COOs, especially in times of crisis or limited resources?
                    • 
                      
                    
                    

                    References: 

                    Ops Fest 2023 brings together operations communities from all corners of the globe. 

                    
                    

                    https://operationsnation.com/events/international-ops-fest/communities

                    
                    

                    Key traits of a COO

                    
                    

                    • Generalist - Jacks and Jills of all trades covering multiple functions
                    • Hourglass-Shaped - Ability to zoom out to do strategy but zoom in to design minute processes
                    • Gluey - The connective tissue of a company, filling the gaps in and between cross-functional teams
                    • Resourceful - Making do with little human or financial capital 
                    • Humble - Work hard behind the scenes with little credit given (not as glorified as engineers and salespeople)
                    • 
                      
                    
                    

                    Biography: Charlene Chen has over 15 years of operational leadership experience working with a variety of organisations ranging from tech startups to international non-profits to Fortune 500 companies. She began her career as an IT consultant at Deloitte Consulting, but spent 8 years focused on operational leadership of socially impactful venture-capital backed businesses in the fintech and healthtech industries. Charlene was co-founder and COO of AZA Finance (formerly BitPesa), former COO of Lantum, and is Co-Founder of Operations Nation, a community-led digital hub for Ops-specific content, resources, and training.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>ccf9df2a-a305-4827-bde7-b39e47389039Thu, 28 Sep 2023 07:00:00 +000039:06falsefull110101In this episode we unpack the topic of: What are the five traits of successful COO’s? Our special guest is Charlene Chen, a key figure in the startup operations community and former COO of Lantum and AZA Finance. We discuss the following: How do different personalities and styles of Ops leaders contribute to the overall success of a company? In what ways do Ops leaders act as the connective tissue of a company? How can communication breakdown be addressed as a company scales and teams become siloed? What are the key responsibilities of Ops leaders in terms of internal communications? How does the performance of teams who don't directly report to a COO reflect on their success and failure? Why is it challenging for COOs to measure their value and articulate their impact in an OKR format? How do consultants-turned-Ops leaders approach problem-solving differently from those without a consulting background? Why is self-awareness important for COOs and operations leaders in identifying their strengths and weaknesses? How does resourcefulness play a significant role in the success of COOs, especially in times of crisis or limited resources? References: Ops Fest 2023 brings together operations communities from all corners of the globe. https://operationsnation.com/events/international-ops-fest/communities (https://operationsnation.com/events/international-ops-fest/communities) Key traits of a COO Generalist - Jacks and Jills of all trades covering multiple functions Hourglass-Shaped - Ability to zoom out to do strategy but zoom in to design minute processes Gluey - The connective tissue of a company, filling the gaps in and between cross-functional teams Resourceful - Making do with little human or financial capital Humble - Work hard behind the scenes with little credit given (not as glorified as engineers and salespeople) Biography: Charlene Chen has over 15 years of operational leadership experience working with a variety of organisations ranging from tech startups to international non-profits to Fortune 500 companies. She began her career as an IT consultant at Deloitte Consulting, but spent 8 years focused on operational leadership of socially impactful venture-capital backed businesses in the fintech and healthtech industries. Charlene was co-founder and COO of AZA Finance (formerly BitPesa), former COO of Lantum, and is Co-Founder of Operations Nation, a community-led digital hub for Ops-specific content, resources, and training.9. Generative AI & the Impact on the COO roleIn this episode we discuss the topic of: Generative AI & the Impact on the COO role. Our special guest is Aarti Samani, an experienced executive leader with a fascinating career in AI, spanning investment banking and high growth technology businesses. We discuss the following: 
                    • How does a smaller, tech-enabled company get started? 
                    • Who should own the quality of data ingested into a generative AI model? 
                    • Is it good enough to throw a bit of policy around the use of chatGPT and how SaaS tools with generative-based features should be used? 
                    • Is it realistic to think more broadly around orchestration of organisational data and insights for the business right now, given where these products are at? 
                    • Are we talking about a Snowflake - Looker type solution for generative AI? 
                    • What is a sensible, phased approach? 
                    • How should you think about internal communications and training
                    • What would you say to the COO that is heads down on the business and feels guilty about not spending enough time thinking about how to leverage AI? 
                    • 
                      
                    
                    

                    References: 

                    • Coral, from cohere.com, a knowledge assistant to increase productivity of strategic teams: https://txt.cohere.com/introducing-coral/
                    • Aarti Samani LI.  Reach out for complementary discovery call to discuss how to accelerate your business growth: https://www.linkedin.com/in/aartisamani/
                    • Fiverr AI Services for cost effective, on-demand experts to help you integrate Generative AI in your products or leverage Generative AI productivity services for business efficiency:  https://www.fiverr.com/cp/ai-services
                    • Nuclia to help you harness unstructured data from various sources, to create chatbots, knowledge hubs and more:  https://nuclia.com/what-you-can-build/
                    • Runway Finance to consolidate all inputs for more precise and easier financial modelling and forecasting : https://runway.com/
                    • 
                      
                    
                    

                    Biography: Aarti is an experienced executive leader with a fascinating career in AI, spanning Investment Banking and High growth technology businesses. She has successfully scaled three venture backed organizations, two of which exited to Microsoft and Medtronic. The third is a global category leader in the biometrics and identity verification sector. 

                    Aarti’s innate ability to connect disparate macro and micro data points, has allowed her to align all business functions to accelerate growth.  Founder of Shreem Growth Partners, Aarti works with visionary founders bringing innovative AI based solutions to market.

                    
                    

                    Aarti’s acumen and industry success led Cranfield School of Management to name her a Woman to Watch for board positions. A meditator, traveler and cancer survivor, Aarti’s journey continues to inspire. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of: Generative AI & the Impact on the COO role. Our special guest is Aarti Samani, an experienced executive leader with a fascinating career in AI, spanning investment banking and high growth technology businesses. We discuss the following: 
                    • How does a smaller, tech-enabled company get started? 
                    • Who should own the quality of data ingested into a generative AI model? 
                    • Is it good enough to throw a bit of policy around the use of chatGPT and how SaaS tools with generative-based features should be used? 
                    • Is it realistic to think more broadly around orchestration of organisational data and insights for the business right now, given where these products are at? 
                    • Are we talking about a Snowflake - Looker type solution for generative AI? 
                    • What is a sensible, phased approach? 
                    • How should you think about internal communications and training
                    • What would you say to the COO that is heads down on the business and feels guilty about not spending enough time thinking about how to leverage AI? 
                    • 
                      
                    
                    

                    References: 

                    • Coral, from cohere.com, a knowledge assistant to increase productivity of strategic teams: https://txt.cohere.com/introducing-coral/
                    • Aarti Samani LI.  Reach out for complementary discovery call to discuss how to accelerate your business growth: https://www.linkedin.com/in/aartisamani/
                    • Fiverr AI Services for cost effective, on-demand experts to help you integrate Generative AI in your products or leverage Generative AI productivity services for business efficiency:  https://www.fiverr.com/cp/ai-services
                    • Nuclia to help you harness unstructured data from various sources, to create chatbots, knowledge hubs and more:  https://nuclia.com/what-you-can-build/
                    • Runway Finance to consolidate all inputs for more precise and easier financial modelling and forecasting : https://runway.com/
                    • 
                      
                    
                    

                    Biography: Aarti is an experienced executive leader with a fascinating career in AI, spanning Investment Banking and High growth technology businesses. She has successfully scaled three venture backed organizations, two of which exited to Microsoft and Medtronic. The third is a global category leader in the biometrics and identity verification sector. 

                    Aarti’s innate ability to connect disparate macro and micro data points, has allowed her to align all business functions to accelerate growth.  Founder of Shreem Growth Partners, Aarti works with visionary founders bringing innovative AI based solutions to market.

                    
                    

                    Aarti’s acumen and industry success led Cranfield School of Management to name her a Woman to Watch for board positions. A meditator, traveler and cancer survivor, Aarti’s journey continues to inspire. 

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>8a962c7d-a5ef-463f-8910-3a912ebeccbbThu, 21 Sep 2023 07:08:00 +000028:14falsefull1991In this episode we discuss the topic of: Generative AI and the Impact on the COO role. Our special guest is Aarti Samani, an experienced executive leader with a fascinating career in AI, spanning investment banking and high growth technology businesses. We discuss the following: How does a smaller, tech-enabled company get started? Who should own the quality of data ingested into a generative AI model? Is it good enough to throw a bit of policy around the use of chatGPT and how SaaS tools with generative-based features should be used? Is it realistic to think more broadly around orchestration of organisational data and insights for the business right now, given where these products are at? Are we talking about a Snowflake - Looker type solution for generative AI? What is a sensible, phased approach? How should you think about internal communications and training What would you say to the COO that is heads down on the business and feels guilty about not spending enough time thinking about how to leverage AI? References: Coral, from cohere.com, a knowledge assistant to increase productivity of strategic teams: https://txt.cohere.com/introducing-coral/ (https://txt.cohere.com/introducing-coral/) Aarti Samani LI. Reach out for complementary discovery call to discuss how to accelerate your business growth: https://www.linkedin.com/in/aartisamani/ (https://www.linkedin.com/in/aartisamani/) Fiverr AI Services for cost effective, on-demand experts to help you integrate Generative AI in your products or leverage Generative AI productivity services for business efficiency: https://www.fiverr.com/cp/ai-services (https://www.fiverr.com/cp/ai-services) Nuclia to help you harness unstructured data from various sources, to create chatbots, knowledge hubs and more: https://nuclia.com/what-you-can-build/ (https://nuclia.com/what-you-can-build/) Runway Finance to consolidate all inputs for more precise and easier financial modelling and forecasting : https://runway.com/ Biography: Aarti is an experienced executive leader with a fascinating career in AI, spanning Investment Banking and High growth technology businesses. She has successfully scaled three venture backed organizations, two of which exited to Microsoft and Medtronic. The third is a global category leader in the biometrics and identity verification sector. Aarti’s innate ability to connect disparate macro and micro data points, has allowed her to align all business functions to accelerate growth. Founder of Shreem Growth Partners, Aarti works with visionary founders bringing innovative AI based solutions to market. Aarti’s acumen and industry success led Cranfield School of Management to name her a Woman to Watch for board positions. A meditator, traveler and cancer survivor, Aarti’s journey continues to inspire.8. How does a co-founder COO survive and thrive?In this episode we discuss the topic of: How does a co-founder COO survive and thrive? Our special guest is Tom Mundy, is the COO of Goodlord which has scaled to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds.
                    • How did you end up being COO? Why was that the right title? 
                    • What were the inflection points for your growth?
                    • How did you manage to survive for the last 8 years given the ups and downs? 
                    • What is your view on mentorship? 
                    • What is a good investor and what does it matter? 
                    • What is the role of the COO when it comes to unit economics? 
                    • How have you dealt with burnout? 
                    • Given you were learning on the job, how did you think about ownership of functions? 
                    • What happened in that first conversation when the new CEO entered the business? 
                    • 
                      
                    
                    

                    Biography: Tom started his first business when he was 14 selling fudge at a market stall. He carried on starting businesses throughout university and finally found his calling in tech at the age of 24 where he co-founded Goodlord. During his time at Goodlord as COO he helped the business scale to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of: How does a co-founder COO survive and thrive? Our special guest is Tom Mundy, is the COO of Goodlord which has scaled to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds.
                    • How did you end up being COO? Why was that the right title? 
                    • What were the inflection points for your growth?
                    • How did you manage to survive for the last 8 years given the ups and downs? 
                    • What is your view on mentorship? 
                    • What is a good investor and what does it matter? 
                    • What is the role of the COO when it comes to unit economics? 
                    • How have you dealt with burnout? 
                    • Given you were learning on the job, how did you think about ownership of functions? 
                    • What happened in that first conversation when the new CEO entered the business? 
                    • 
                      
                    
                    

                    Biography: Tom started his first business when he was 14 selling fudge at a market stall. He carried on starting businesses throughout university and finally found his calling in tech at the age of 24 where he co-founded Goodlord. During his time at Goodlord as COO he helped the business scale to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>750499c8-1b87-4a87-a799-0706e9498f27Thu, 14 Sep 2023 07:00:00 +000030:55falsefull1881In this episode we discuss the topic of: How does a co-founder COO survive and thrive? Our special guest is Tom Mundy, is the COO of Goodlord which has scaled to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds. How did you end up being COO? Why was that the right title? What were the inflection points for your growth? How did you manage to survive for the last 8 years given the ups and downs? What is your view on mentorship? What is a good investor and what does it matter? What is the role of the COO when it comes to unit economics? How have you dealt with burnout? Given you were learning on the job, how did you think about ownership of functions? What happened in that first conversation when the new CEO entered the business? Biography: Tom started his first business when he was 14 selling fudge at a market stall. He carried on starting businesses throughout university and finally found his calling in tech at the age of 24 where he co-founded Goodlord. During his time at Goodlord as COO he helped the business scale to over 350 employees, raising more than £50m in capital and turning over tens of millions of pounds.7. How does a COO work effectively with the board?In this episode we discuss the topic of: How does a COO work effectively with the board? Our special guest is Keith Wallington, the former COO of Mimecast and currently Chairperson working across five B2B SaaS organisations. Keith lays out “what good looks like” in board stewardship for growth stage businesses. He also lifts the hood on expectations for the COO.
                    • What do you know now that you wish you had known as a COO?
                    • What do you want from a COO in board meetings
                    • How much do you tow the line if you are disagreeing with your CEO when in front of the board?
                    • If you see a CEO and COO always agreeing in board meetings is that a red flag or do you assume they are simply well aligned.
                    • What's the role of the board in the hiring process for a COO?
                    • Should the entire exec team be a part of the board and what role should the COO play?
                    • How should the COO prepare for a board meeting, without killing themselves in the process?
                    • Do you feel like COOs should have a close relationship with the chairperson?
                    • What's your advice to the COO’s dealing with an old skool board?
                    • To minimise board reporting effort can you simply re-purpose reporting you already do with the exec team and wider company? 
                    • 
                      
                    
                    

                    References: 

                    10 tips for running board meetings as efficiently as Hanno Renner, CEO of Personio

                    Biography: 

                    
                    

                    Keith has led strategy and execution in technology businesses since the 1990’s, driving growth in Europe, the USA and Africa: His experience in driving online business models spans Retail Banking, Telecommunications, Online Live Broadcasting, Software and Software as a Service (SaaS): he has led online initiatives at businesses including Microsoft, Standard Bank, Omnicom/TBWA, MTN Group, Truphone and Mimecast.

                    
                    

                    From 2008 – 2014 Keith spent 6 years driving growth at Mimecast, best in class and global leader in SaaS based email security, archiving and continuity: Here he assumed a number of C Level roles, including COO, spanning most of the business from Marketing to Customer Experience to Technical Operations as he championed scalable, efficient growth during this phase of hyper growth (from $6m to over $110m Annual Recurring Revenue) and global expansion from the UK base. 

                    
                    

                    After preparing Mimecast for IPO Keith refocused his attention to support businesses on their growth journey. Keith invests in and assumes board roles with Series A to Growth stage companies. He engages directly and also collaborates with Venture Capital and Private Equity teams to co-invest and add depth to portfolio company boards.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of: How does a COO work effectively with the board? Our special guest is Keith Wallington, the former COO of Mimecast and currently Chairperson working across five B2B SaaS organisations. Keith lays out “what good looks like” in board stewardship for growth stage businesses. He also lifts the hood on expectations for the COO.
                    • What do you know now that you wish you had known as a COO?
                    • What do you want from a COO in board meetings
                    • How much do you tow the line if you are disagreeing with your CEO when in front of the board?
                    • If you see a CEO and COO always agreeing in board meetings is that a red flag or do you assume they are simply well aligned.
                    • What's the role of the board in the hiring process for a COO?
                    • Should the entire exec team be a part of the board and what role should the COO play?
                    • How should the COO prepare for a board meeting, without killing themselves in the process?
                    • Do you feel like COOs should have a close relationship with the chairperson?
                    • What's your advice to the COO’s dealing with an old skool board?
                    • To minimise board reporting effort can you simply re-purpose reporting you already do with the exec team and wider company? 
                    • 
                      
                    
                    

                    References: 

                    10 tips for running board meetings as efficiently as Hanno Renner, CEO of Personio

                    Biography: 

                    
                    

                    Keith has led strategy and execution in technology businesses since the 1990’s, driving growth in Europe, the USA and Africa: His experience in driving online business models spans Retail Banking, Telecommunications, Online Live Broadcasting, Software and Software as a Service (SaaS): he has led online initiatives at businesses including Microsoft, Standard Bank, Omnicom/TBWA, MTN Group, Truphone and Mimecast.

                    
                    

                    From 2008 – 2014 Keith spent 6 years driving growth at Mimecast, best in class and global leader in SaaS based email security, archiving and continuity: Here he assumed a number of C Level roles, including COO, spanning most of the business from Marketing to Customer Experience to Technical Operations as he championed scalable, efficient growth during this phase of hyper growth (from $6m to over $110m Annual Recurring Revenue) and global expansion from the UK base. 

                    
                    

                    After preparing Mimecast for IPO Keith refocused his attention to support businesses on their growth journey. Keith invests in and assumes board roles with Series A to Growth stage companies. He engages directly and also collaborates with Venture Capital and Private Equity teams to co-invest and add depth to portfolio company boards.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>2a1ceac6-e2fa-4138-8310-7380cb675bb5Thu, 07 Sep 2023 07:00:00 +000045:09falsefull1771In this episode we discuss the topic of: How does a COO work effectively with the board? Our special guest is Keith Wallington, the former COO of Mimecast and currently Chairperson working across five B2B SaaS organisations. Keith lays out “what good looks like” in board stewardship for growth stage businesses. He also lifts the hood on expectations for the COO. What do you know now that you wish you had known as a COO? What do you want from a COO in board meetings How much do you tow the line if you are disagreeing with your CEO when in front of the board? If you see a CEO and COO always agreeing in board meetings is that a red flag or do you assume they are simply well aligned. What's the role of the board in the hiring process for a COO? Should the entire exec team be a part of the board and what role should the COO play? How should the COO prepare for a board meeting, without killing themselves in the process? Do you feel like COOs should have a close relationship with the chairperson? What's your advice to the COO’s dealing with an old skool board? To minimise board reporting effort can you simply re-purpose reporting you already do with the exec team and wider company? References: https://www.linkedin.com/pulse/10-tips-running-board-meetings-efficiently-hanno-renner-martin-mignot/ (10 tips for running board meetings as efficiently as Hanno Renner, CEO of Personio) Biography: Keith has led strategy and execution in technology businesses since the 1990’s, driving growth in Europe, the USA and Africa: His experience in driving online business models spans Retail Banking, Telecommunications, Online Live Broadcasting, Software and Software as a Service (SaaS): he has led online initiatives at businesses including Microsoft, Standard Bank, Omnicom/TBWA, MTN Group, Truphone and Mimecast. From 2008 – 2014 Keith spent 6 years driving growth at Mimecast, best in class and global leader in SaaS based email security, archiving and continuity: Here he assumed a number of C Level roles, including COO, spanning most of the business from Marketing to Customer Experience to Technical Operations as he championed scalable, efficient growth during this phase of hyper growth (from $6m to over $110m Annual Recurring Revenue) and global expansion from the UK base. After preparing Mimecast for IPO Keith refocused his attention to support businesses on their growth journey. Keith invests in and assumes board roles with Series A to Growth stage companies. He engages directly and also collaborates with Venture Capital and Private Equity teams to co-invest and add depth to portfolio company boards.6. Growth mindset and the COO roleIn this episode we discuss the topic of a growth mindset and how that informs the COO role. Our special guest is David Norris, a three time COO for venture-backed organisations. David talks about managing critical feedback, personal growth and the transition to Chief Growth Officer.
                    • How has studying theology informed the type of COO you are? 
                    • Is there a playbook for COO’s? 
                    • What does the transition from COO to Chief Growth Officer look like in an 800-person company? 
                    • What does the transition from a 16 person company to an 800 person company look like as COO? 
                    • What is the connection between personal growth and organisational growth? 
                    • How do you manage critical feedback? 
                    • 
                      
                    
                    

                    Biography: David is a seasoned internet leader, having worked in online operational, product, marketing and strategy roles since the turn of the century, mainly in travel and hospitality, including 4 stints as Chief Operating Officer, 3 of which were scaling fast growth venture capital (VC) backed scaleups. He was later a venture capital investor at Forward Partners incubating idea stage startups and now focuses on strategy and marketing in his role as Chief Growth Officer at Holiday Extras. David is also Non-Executive Director at The Sports Trust and mentors startup founders. He is a fellow of the COO roundtable, a community for startup and scaleups to come together and learn. 

                    He has a degree in Theology and Religious Studies from the University of Manchester and a Diploma in Company Direction from The Institute of Directors.   He lives with his family in Deal, Kent, UK.

                    
                    

                    Follow David at:

                    
                    

                    • Blog https://www.norrisnode.com 
                    • LinkedIn https://www.linkedin.com/in/davidnorris 
                    • Substack https://norrisnode.substack.com/p/the-size-of-your-team-determines
                    • 
                      
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss the topic of a growth mindset and how that informs the COO role. Our special guest is David Norris, a three time COO for venture-backed organisations. David talks about managing critical feedback, personal growth and the transition to Chief Growth Officer.
                    • How has studying theology informed the type of COO you are? 
                    • Is there a playbook for COO’s? 
                    • What does the transition from COO to Chief Growth Officer look like in an 800-person company? 
                    • What does the transition from a 16 person company to an 800 person company look like as COO? 
                    • What is the connection between personal growth and organisational growth? 
                    • How do you manage critical feedback? 
                    • 
                      
                    
                    

                    Biography: David is a seasoned internet leader, having worked in online operational, product, marketing and strategy roles since the turn of the century, mainly in travel and hospitality, including 4 stints as Chief Operating Officer, 3 of which were scaling fast growth venture capital (VC) backed scaleups. He was later a venture capital investor at Forward Partners incubating idea stage startups and now focuses on strategy and marketing in his role as Chief Growth Officer at Holiday Extras. David is also Non-Executive Director at The Sports Trust and mentors startup founders. He is a fellow of the COO roundtable, a community for startup and scaleups to come together and learn. 

                    He has a degree in Theology and Religious Studies from the University of Manchester and a Diploma in Company Direction from The Institute of Directors.   He lives with his family in Deal, Kent, UK.

                    
                    

                    Follow David at:

                    
                    

                    • Blog https://www.norrisnode.com 
                    • LinkedIn https://www.linkedin.com/in/davidnorris 
                    • Substack https://norrisnode.substack.com/p/the-size-of-your-team-determines
                    • 
                      
                    
                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>99fd5fde-99fb-4ecc-b42b-391af6b12f35Thu, 24 Aug 2023 07:00:00 +000036:36falsefull1661In this episode we discuss the topic of a growth mindset and how that informs the COO role. Our special guest is David Norris, a three time COO for venture-backed organisations. David talks about managing critical feedback, personal growth and the transition to Chief Growth Officer. How has studying theology informed the type of COO you are? Is there a playbook for COO’s? What does the transition from COO to Chief Growth Officer look like in an 800-person company? What does the transition from a 16 person company to an 800 person company look like as COO? What is the connection between personal growth and organisational growth? How do you manage critical feedback? Biography: David is a seasoned internet leader, having worked in online operational, product, marketing and strategy roles since the turn of the century, mainly in travel and hospitality, including 4 stints as Chief Operating Officer, 3 of which were scaling fast growth venture capital (VC) backed scaleups. He was later a venture capital investor at Forward Partners incubating idea stage startups and now focuses on strategy and marketing in his role as Chief Growth Officer at Holiday Extras. David is also Non-Executive Director at The Sports Trust and mentors startup founders. He is a fellow of the COO roundtable, a community for startup and scaleups to come together and learn. He has a degree in Theology and Religious Studies from the University of Manchester and a Diploma in Company Direction from The Institute of Directors. He lives with his family in Deal, Kent, UK. Follow David at: Blog https://www.norrisnode.com LinkedIn https://www.linkedin.com/in/davidnorris Substack https://norrisnode.substack.com/p/the-size-of-your-team-determines5. Efficiency vs. Growth: What does the new world look like?In this episode we discuss a topic that is one everyone’s agenda: Efficiency vs. Growth: What does the new world look like? Our special guest is Reece Howe, CFO at C TWO. Reece tells it like it is when it comes to efficiency, ownership and organisational impact. 

                    
                    

                    • How do you shift the culture of a company used to “growth at all costs” to one of capital efficiency and prudence? 
                    • How should one think about the value and risks attached to sharing the cash burn and cash runway with the organisation?
                    • What does it mean to get “more from less?” and does this make sense? 
                    • What is the best approach to budget ownership and responsibility?
                    • What do you expect from the COO in driving efficiency? 
                    • Does it make sense for the COO to own operations across the organisation? 
                    • How do you approach ownership of SaaS software spend across functions? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    References: 

                    
                    

                    • A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier
                    • 
                      
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Reece Howe qualified as an accountant and started his career at Deloitte, working in Audit and Corporate Finance. After a move to Innocent Drinks, where he assisted with the exit to Coca Cola, he founded two of his own startups, in elderly care and digital marketing, seeing them through to exit.

                    
                    

                    Prior to his current role as CFO at C TWO, an Enterprise B2B SaaS company that develops an Automation Management Platform, he led finance at Signal AI (another Enterprise B2B SaaS startup) from Series A to Series D. Reece has a degree in Astrophysics from University College London and is a Fellow of the Institute of Chartered Accountants in England and Wales.

                    
                    

                    Follow Reece on LinkedIn - https://www.linkedin.com/in/reecekhowe/

                    
                    

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we discuss a topic that is one everyone’s agenda: Efficiency vs. Growth: What does the new world look like? Our special guest is Reece Howe, CFO at C TWO. Reece tells it like it is when it comes to efficiency, ownership and organisational impact. 

                    
                    

                    • How do you shift the culture of a company used to “growth at all costs” to one of capital efficiency and prudence? 
                    • How should one think about the value and risks attached to sharing the cash burn and cash runway with the organisation?
                    • What does it mean to get “more from less?” and does this make sense? 
                    • What is the best approach to budget ownership and responsibility?
                    • What do you expect from the COO in driving efficiency? 
                    • Does it make sense for the COO to own operations across the organisation? 
                    • How do you approach ownership of SaaS software spend across functions? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    References: 

                    
                    

                    • A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier
                    • 
                      
                    • 
                      
                    
                    

                    Biography: 

                    
                    

                    Reece Howe qualified as an accountant and started his career at Deloitte, working in Audit and Corporate Finance. After a move to Innocent Drinks, where he assisted with the exit to Coca Cola, he founded two of his own startups, in elderly care and digital marketing, seeing them through to exit.

                    
                    

                    Prior to his current role as CFO at C TWO, an Enterprise B2B SaaS company that develops an Automation Management Platform, he led finance at Signal AI (another Enterprise B2B SaaS startup) from Series A to Series D. Reece has a degree in Astrophysics from University College London and is a Fellow of the Institute of Chartered Accountants in England and Wales.

                    
                    

                    Follow Reece on LinkedIn - https://www.linkedin.com/in/reecekhowe/

                    
                    

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>54c5c409-2b38-429c-b101-930eca9d3fe2Thu, 10 Aug 2023 07:00:00 +000042:21falsefull1551In this episode we discuss a topic that is one everyone’s agenda: Efficiency vs. Growth: What does the new world look like? Our special guest is Reece Howe, CFO at C TWO. Reece tells it like it is when it comes to efficiency, ownership and organisational impact. How do you shift the culture of a company used to “growth at all costs” to one of capital efficiency and prudence? How should one think about the value and risks attached to sharing the cash burn and cash runway with the organisation? What does it mean to get “more from less?” and does this make sense? What is the best approach to budget ownership and responsibility? What do you expect from the COO in driving efficiency? Does it make sense for the COO to own operations across the organisation? How do you approach ownership of SaaS software spend across functions? References: https://fortune.com/2023/06/05/company-replaced-managers-coaches-employee-productivity-much-happier-work-careers/ (A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier) Biography: Reece Howe qualified as an accountant and started his career at Deloitte, working in Audit and Corporate Finance. After a move to Innocent Drinks, where he assisted with the exit to Coca Cola, he founded two of his own startups, in elderly care and digital marketing, seeing them through to exit. Prior to his current role as CFO at C TWO, an Enterprise B2B SaaS company that develops an Automation Management Platform, he led finance at Signal AI (another Enterprise B2B SaaS startup) from Series A to Series D. Reece has a degree in Astrophysics from University College London and is a Fellow of the Institute of Chartered Accountants in England and Wales. Follow Reece on LinkedIn - https://www.linkedin.com/in/reecekhowe/ (https://www.linkedin.com/in/reecekhowe/)4. Do OKR's work?In this episode we address the elephant in the room: Do OKRs work? Our special guest is Jenny Herald, Vice President of Product Evangelism at Quantive which delivers better business outcomes for companies providing a strategy execution platform based on the OKR methodology.

                    
                    

                    In this episode we get her experiences on the following questions: 

                    
                    

                    • What are we doing wrong and how can we do it better? (we sneakily asked this twice!) 
                    • If you have a good strategy, a series of solid plans and well understood KPI’s, what is the incremental value of OKRs? 
                    • How do you avoid the conflation of business as usual KPI’s and change with OKRs when a lot of organisations simply transpose their ARR target as the topline OKR.  
                    • If OKRs are simply a framework to help you do the right stuff, why not use any number of other goal frameworks? 
                    • Should OKRs involve all functions in the organisation? Should OKRs be cascaded down to every level?  
                    • We’ve all read Measure What Matters and Radical Focus and are still rolling it out wrong. If you want to make it work in practice, where do you start? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    Speaker notes and references:

                    
                    

                    • OKR Program Failure Prevention Guide
                    • 
                      
                    • IBM’s CEO expects A.I. to be so good at back office work that he plans to pause hiring humans for those jobs
                    • 
                      
                    • What is the Modern Operating Model?
                    • 
                      
                    • The Global State of OKRs Trends Report 2023
                    • 
                      
                    • OKR vs KPIs, What is the Difference?
                    • 
                      
                    • AMA with Christina Wodtke: Encouraging Autonomy and Writing Awesome OKRs
                    • 
                      
                    • Felipe Castro: The Intersection of OKRs and Agile
                    • 
                      
                    • Use OKRs to Set Goals for Teams, Not Individuals
                    • 
                      
                    • The difficulties of cascading OKRs
                    • 
                      
                    • OKRs Field Book Preview: 10 Universal Parameters
                    • 
                      
                    • 
                      
                    • 
                      
                    • 
                      
                    • 
                      
                    
                    

                    As Vice President of product evangelism, Jenny Herald champions Quantive's vision and shares how customers achieve better business outcomes with the world's most powerful Strategy Execution Platform based on the OKR methodology. Jenny also hosts the Dreams with Deadlines podcast where she interviews business leaders on aligning teams and organisations around a common purpose, the ups-and-downs of goal management, strategy execution, and everything in between.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we address the elephant in the room: Do OKRs work? Our special guest is Jenny Herald, Vice President of Product Evangelism at Quantive which delivers better business outcomes for companies providing a strategy execution platform based on the OKR methodology.

                    
                    

                    In this episode we get her experiences on the following questions: 

                    
                    

                    • What are we doing wrong and how can we do it better? (we sneakily asked this twice!) 
                    • If you have a good strategy, a series of solid plans and well understood KPI’s, what is the incremental value of OKRs? 
                    • How do you avoid the conflation of business as usual KPI’s and change with OKRs when a lot of organisations simply transpose their ARR target as the topline OKR.  
                    • If OKRs are simply a framework to help you do the right stuff, why not use any number of other goal frameworks? 
                    • Should OKRs involve all functions in the organisation? Should OKRs be cascaded down to every level?  
                    • We’ve all read Measure What Matters and Radical Focus and are still rolling it out wrong. If you want to make it work in practice, where do you start? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    Speaker notes and references:

                    
                    

                    • OKR Program Failure Prevention Guide
                    • 
                      
                    • IBM’s CEO expects A.I. to be so good at back office work that he plans to pause hiring humans for those jobs
                    • 
                      
                    • What is the Modern Operating Model?
                    • 
                      
                    • The Global State of OKRs Trends Report 2023
                    • 
                      
                    • OKR vs KPIs, What is the Difference?
                    • 
                      
                    • AMA with Christina Wodtke: Encouraging Autonomy and Writing Awesome OKRs
                    • 
                      
                    • Felipe Castro: The Intersection of OKRs and Agile
                    • 
                      
                    • Use OKRs to Set Goals for Teams, Not Individuals
                    • 
                      
                    • The difficulties of cascading OKRs
                    • 
                      
                    • OKRs Field Book Preview: 10 Universal Parameters
                    • 
                      
                    • 
                      
                    • 
                      
                    • 
                      
                    • 
                      
                    
                    

                    As Vice President of product evangelism, Jenny Herald champions Quantive's vision and shares how customers achieve better business outcomes with the world's most powerful Strategy Execution Platform based on the OKR methodology. Jenny also hosts the Dreams with Deadlines podcast where she interviews business leaders on aligning teams and organisations around a common purpose, the ups-and-downs of goal management, strategy execution, and everything in between.

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>e33d2bed-7046-408b-b667-f40483e9373cThu, 27 Jul 2023 07:00:00 +000056:59falsefull1441In this episode we address the elephant in the room: Do OKRs work? Our special guest is Jenny Herald, Vice President of Product Evangelism at Quantive which delivers better business outcomes for companies providing a strategy execution platform based on the OKR methodology. In this episode we get her experiences on the following questions: What are we doing wrong and how can we do it better? (we sneakily asked this twice!) If you have a good strategy, a series of solid plans and well understood KPI’s, what is the incremental value of OKRs? How do you avoid the conflation of business as usual KPI’s and change with OKRs when a lot of organisations simply transpose their ARR target as the topline OKR. If OKRs are simply a framework to help you do the right stuff, why not use any number of other goal frameworks? Should OKRs involve all functions in the organisation? Should OKRs be cascaded down to every level? We’ve all read Measure What Matters and Radical Focus and are still rolling it out wrong. If you want to make it work in practice, where do you start? Speaker notes and references: https://community.quantive.com/blog/okr-program-failure-prevention-guide (OKR Program Failure Prevention Guide) https://fortune.com/2023/05/01/ibm-ceo-ai-artificial-intelligence-back-office-jobs-pause-hiring/ (IBM’s CEO expects A.I. to be so good at back office work that he plans to pause hiring humans for those jobs) https://quantive.com/resources/articles/what-is-the-modern-operating-model (What is the Modern Operating Model?) https://info.quantive.com/hubfs/Quantive_Guides/Global-State-of-OKRs.pdf (The Global State of OKRs Trends Report 2023) https://felipecastro.com/en/blog/okr-vs-kpis/ (OKR vs KPIs, What is the Difference?) https://www.mindtheproduct.com/mtp-prioritised-ama-with-christina-wodtke/#love (AMA with Christina Wodtke: Encouraging Autonomy and Writing Awesome OKRs) https://okrs.com/2016/11/felipe-castro-intersection-okrs-agile/ (Felipe Castro: The Intersection of OKRs and Agile) https://hbr.org/2020/12/use-okrs-to-set-goals-for-teams-not-individuals (Use OKRs to Set Goals for Teams, Not Individuals) https://www.allankelly.net/archives/6377/the-difficulties-of-cascading-okrs/ (The difficulties of cascading OKRs) https://okrs.com/2023/05/okrs-field-book-preview-10-universal-parameters/ (OKRs Field Book Preview: 10 Universal Parameters) As Vice President of product evangelism, Jenny Herald champions Quantive's vision and shares how customers achieve better business outcomes with the world's most powerful Strategy Execution Platform based on the OKR methodology. Jenny also hosts the Dreams with Deadlines podcast where she interviews business leaders on aligning teams and organisations around a common purpose, the ups-and-downs of goal management, strategy execution, and everything in between.3. How do you scale from 50 to 500 employees?In this episode we tackle the question of: How do you scale from 50 to 500 employees? 

                    
                    

                    Our special guest is Kristen Shannon, founder and CEO of Highliner a consultancy that helps high-growth businesses scale across people, systems and processes. 

                    
                    

                    
                    

                    
                    

                    In this episode we get her experiences on the following questions: 

                    
                    

                    • What was the lesson in hiring 800 people in one year? 
                    • How do you get out of your own way when it comes to structure and process?
                    • What are the scaling inflection points? 
                    • How do you fight against the silos that develop in organisations? 
                    • What are those hires that you're just like, oh my god, how did we survive without it?
                    • How do you minimise the mini-celebrity status you have as COO in an organisation, where employees massively read things into what you say and do? 
                    • How much of your time is spent on rolling out processes versus helping people become better leaders and managing change? 
                    • How do you make an organisation more accountable? How do you hold a team to account in an OKR check-in? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    Speaker notes and references:

                    
                    

                    Rocket Fuel - https://www.amazon.co.uk/Rocket-Fuel-Essential-Combination-Business/dp/1941631150

                    
                    

                    Blitzscaling - https://amzn.eu/d/5J6EyBP

                    
                    

                    
                    

                    
                    

                    Kristen is a results-driven executive with over 10 years of experience in strategy development, operational execution, and organisational scaling. Her career focus has been working in high-pressure companies going through periods of significant and fast-paced growth.

                    
                    

                    She has worked for ambitious organisations that have doubled in size year on year, leading both recruitment of over 800 FTE a year as well as leading and scaling teams in multiple functional areas. 

                    
                    

                    Kristen is the founder and CEO of Highliner. At Highliner, we are passionate about helping companies design and implement practical, scalable solutions that are the highest leverage to the organisations. We work with companies both on codifying their organisational culture and strategy to support growth as well as auditing and designing the operational systems, processes and tools needed to accomplish their key business objectives at scale. Some of our clients have included iProov (raised £70m growth round), Oxford Ionics (raise £30m Series A), Cisco Meraki (post acquisition) and Sonantic (acquired by Spotify).

                    
                    

                    
                    

                    
                    

                    https://www.linkedin.com/company/highliner-technology/

                    
                    

                    https://www.linkedin.com/in/kristen-shannon/

                    
                    

                    https://highlinertechnology.com/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we tackle the question of: How do you scale from 50 to 500 employees? 

                    
                    

                    Our special guest is Kristen Shannon, founder and CEO of Highliner a consultancy that helps high-growth businesses scale across people, systems and processes. 

                    
                    

                    
                    

                    
                    

                    In this episode we get her experiences on the following questions: 

                    
                    

                    • What was the lesson in hiring 800 people in one year? 
                    • How do you get out of your own way when it comes to structure and process?
                    • What are the scaling inflection points? 
                    • How do you fight against the silos that develop in organisations? 
                    • What are those hires that you're just like, oh my god, how did we survive without it?
                    • How do you minimise the mini-celebrity status you have as COO in an organisation, where employees massively read things into what you say and do? 
                    • How much of your time is spent on rolling out processes versus helping people become better leaders and managing change? 
                    • How do you make an organisation more accountable? How do you hold a team to account in an OKR check-in? 
                    • 
                      
                    
                    

                    
                    

                    
                    

                    Speaker notes and references:

                    
                    

                    Rocket Fuel - https://www.amazon.co.uk/Rocket-Fuel-Essential-Combination-Business/dp/1941631150

                    
                    

                    Blitzscaling - https://amzn.eu/d/5J6EyBP

                    
                    

                    
                    

                    
                    

                    Kristen is a results-driven executive with over 10 years of experience in strategy development, operational execution, and organisational scaling. Her career focus has been working in high-pressure companies going through periods of significant and fast-paced growth.

                    
                    

                    She has worked for ambitious organisations that have doubled in size year on year, leading both recruitment of over 800 FTE a year as well as leading and scaling teams in multiple functional areas. 

                    
                    

                    Kristen is the founder and CEO of Highliner. At Highliner, we are passionate about helping companies design and implement practical, scalable solutions that are the highest leverage to the organisations. We work with companies both on codifying their organisational culture and strategy to support growth as well as auditing and designing the operational systems, processes and tools needed to accomplish their key business objectives at scale. Some of our clients have included iProov (raised £70m growth round), Oxford Ionics (raise £30m Series A), Cisco Meraki (post acquisition) and Sonantic (acquired by Spotify).

                    
                    

                    
                    

                    
                    

                    https://www.linkedin.com/company/highliner-technology/

                    
                    

                    https://www.linkedin.com/in/kristen-shannon/

                    
                    

                    https://highlinertechnology.com/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>a63bd0c4-478a-4593-8118-543da4de91eeThu, 20 Jul 2023 07:00:00 +000048:13falsefull1331In this episode we tackle the question of: How do you scale from 50 to 500 employees? Our special guest is Kristen Shannon, founder and CEO of Highliner a consultancy that helps high-growth businesses scale across people, systems and processes. In this episode we get her experiences on the following questions: What was the lesson in hiring 800 people in one year? How do you get out of your own way when it comes to structure and process? What are the scaling inflection points? How do you fight against the silos that develop in organisations? What are those hires that you're just like, oh my god, how did we survive without it? How do you minimise the mini-celebrity status you have as COO in an organisation, where employees massively read things into what you say and do? How much of your time is spent on rolling out processes versus helping people become better leaders and managing change? How do you make an organisation more accountable? How do you hold a team to account in an OKR check-in? Speaker notes and references: Rocket Fuel - https://www.amazon.co.uk/Rocket-Fuel-Essential-Combination-Business/dp/1941631150 (https://www.amazon.co.uk/Rocket-Fuel-Essential-Combination-Business/dp/1941631150) Blitzscaling - https://amzn.eu/d/5J6EyBP (https://amzn.eu/d/5J6EyBP) Kristen is a results-driven executive with over 10 years of experience in strategy development, operational execution, and organisational scaling. Her career focus has been working in high-pressure companies going through periods of significant and fast-paced growth. She has worked for ambitious organisations that have doubled in size year on year, leading both recruitment of over 800 FTE a year as well as leading and scaling teams in multiple functional areas. Kristen is the founder and CEO of Highliner. At Highliner, we are passionate about helping companies design and implement practical, scalable solutions that are the highest leverage to the organisations. We work with companies both on codifying their organisational culture and strategy to support growth as well as auditing and designing the operational systems, processes and tools needed to accomplish their key business objectives at scale. Some of our clients have included iProov (raised £70m growth round), Oxford Ionics (raise £30m Series A), Cisco Meraki (post acquisition) and Sonantic (acquired by Spotify). https://www.linkedin.com/company/highliner-technology/ (https://www.linkedin.com/company/highliner-technology/) https://www.linkedin.com/in/kristen-shannon/ (https://www.linkedin.com/in/kristen-shannon/) https://highlinertechnology.com/ (https://highlinertechnology.com/)2. How do you hire a COO?In this episode we tackle the question of: How do I hire a COO? Our special guest is James Mitra, Founder of JBM, an executive search firm that specialises in placing COO’s. 

                    In this episode we get his experiences on the following questions: 

                    • When a CEO comes to you and says “we need to hire a COO”. What is your approach? 
                    • 
                      
                    • What is your take on “assignments”? 
                    • 
                      
                    • What does that salary equity ban situation look like right now?
                    • 
                      
                    • What advice do you give to women or to others who might not, who might be accepting less than they should?
                    • 
                      
                    • What is your take on back channel references? 
                    • 
                      
                    • 
                      
                    
                    

                    Speaker notes and references:

                    40 Minute Mentor – https://linktr.ee/40minutementor

                    
                    

                    COO Secrets - https://jbmc.co.uk/insights/category/coo-secrets/

                    
                    

                    Chief of Staff hiring guide - https://mailchi.mp/jbmc/the-chief-of-staff-role-uncovered

                    
                    

                    Ravio (real time comp data) – https://ravio.com/partners/jbm/ 

                    
                    

                    JBM have partnered up with Ravio, Europe's first real-time compensation benchmarking platform for Tech Startups (backed by Northzone). You can connect your HR systems to see what the market is paying today, including salary, equity and benefits. 

                    
                    

                    Our partnership gives free access to Ravio’s core benchmarking solution (and 15% off Ravio Pro for the 1st year). Apply to Ravio using the below landing page and entering the discount code; https://ravio.com/partners/jbm/ - WBGRDX.

                    
                    

                    James Mitra is the Founder of JBM, an award-winning executive search firm that specialises in placing COO’s and GM’s.

                    
                    

                    He’s also the Host of one of the UK’s most popular business and career podcasts, 40 Minute Mentor. It’s approaching 1 million downloads and features inspiring career stories and mentorship from world class business leaders, entrepreneurs and sporting legends. 

                    
                    

                    James has been recognised as a LinkedIn Top Voice for Careers and sits on the Board of 3 organisations: Foundrs, Ivy Rock Partners and Unrest. 

                    
                    

                    JBM - https://jbmc.co.uk/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we tackle the question of: How do I hire a COO? Our special guest is James Mitra, Founder of JBM, an executive search firm that specialises in placing COO’s. 

                    In this episode we get his experiences on the following questions: 

                    • When a CEO comes to you and says “we need to hire a COO”. What is your approach? 
                    • 
                      
                    • What is your take on “assignments”? 
                    • 
                      
                    • What does that salary equity ban situation look like right now?
                    • 
                      
                    • What advice do you give to women or to others who might not, who might be accepting less than they should?
                    • 
                      
                    • What is your take on back channel references? 
                    • 
                      
                    • 
                      
                    
                    

                    Speaker notes and references:

                    40 Minute Mentor – https://linktr.ee/40minutementor

                    
                    

                    COO Secrets - https://jbmc.co.uk/insights/category/coo-secrets/

                    
                    

                    Chief of Staff hiring guide - https://mailchi.mp/jbmc/the-chief-of-staff-role-uncovered

                    
                    

                    Ravio (real time comp data) – https://ravio.com/partners/jbm/ 

                    
                    

                    JBM have partnered up with Ravio, Europe's first real-time compensation benchmarking platform for Tech Startups (backed by Northzone). You can connect your HR systems to see what the market is paying today, including salary, equity and benefits. 

                    
                    

                    Our partnership gives free access to Ravio’s core benchmarking solution (and 15% off Ravio Pro for the 1st year). Apply to Ravio using the below landing page and entering the discount code; https://ravio.com/partners/jbm/ - WBGRDX.

                    
                    

                    James Mitra is the Founder of JBM, an award-winning executive search firm that specialises in placing COO’s and GM’s.

                    
                    

                    He’s also the Host of one of the UK’s most popular business and career podcasts, 40 Minute Mentor. It’s approaching 1 million downloads and features inspiring career stories and mentorship from world class business leaders, entrepreneurs and sporting legends. 

                    
                    

                    James has been recognised as a LinkedIn Top Voice for Careers and sits on the Board of 3 organisations: Foundrs, Ivy Rock Partners and Unrest. 

                    
                    

                    JBM - https://jbmc.co.uk/

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>14a747c8-8c3c-40c3-a3ac-9724bd0e8c10Thu, 13 Jul 2023 07:00:00 +000030:58falsefull1221In this episode we tackle the question of: How do I hire a COO? Our special guest is James Mitra, Founder of JBM, an executive search firm that specialises in placing COO’s. In this episode we get his experiences on the following questions: When a CEO comes to you and says “we need to hire a COO”. What is your approach? What is your take on “assignments”? What does that salary equity ban situation look like right now? What advice do you give to women or to others who might not, who might be accepting less than they should? What is your take on back channel references? Speaker notes and references: 40 Minute Mentor – https://linktr.ee/40minutementor COO Secrets - https://jbmc.co.uk/insights/category/coo-secrets/ Chief of Staff hiring guide - https://mailchi.mp/jbmc/the-chief-of-staff-role-uncovered Ravio (real time comp data) – https://ravio.com/partners/jbm/ JBM have partnered up with Ravio, Europe's first real-time compensation benchmarking platform for Tech Startups (backed by Northzone). You can connect your HR systems to see what the market is paying today, including salary, equity and benefits. Our partnership gives free access to Ravio’s core benchmarking solution (and 15% off Ravio Pro for the 1st year). Apply to Ravio using the below landing page and entering the discount code; https://ravio.com/partners/jbm/ (https://ravio.com/partners/jbm/) - WBGRDX. James Mitra is the Founder of JBM, an award-winning executive search firm that specialises in placing COO’s and GM’s. He’s also the Host of one of the UK’s most popular business and career podcasts, 40 Minute Mentor. It’s approaching 1 million downloads and features inspiring career stories and mentorship from world class business leaders, entrepreneurs and sporting legends. James has been recognised as a LinkedIn Top Voice for Careers and sits on the Board of 3 organisations: Foundrs, Ivy Rock Partners and Unrest. JBM - https://jbmc.co.uk/1. What is a COO?In this episode we tackle the question of: What is a COO? Our special guest is Divinia Knowles, Founder of the London COO Roundtable.  

                    In this episode we get her words of wisdom on the following questions:

                    • What is a COO? What does a COO do? 
                    • 
                      
                    • What are the differences between: COO, Chief of Staff and Operations Lead?
                    • 
                      
                    • Which COO is more successful, those that are promoted internally or those people who have joined externally? 
                    • 
                      
                    • How do you measure the success of a COO?
                    • 
                      
                    • What is your advice for COO’s struggling with their CEO?
                    • 
                      
                    • 
                      
                    
                    

                    Speaker notes and references:

                    HBR article - https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer

                    
                    

                    Allison Pickens article - https://allisonpickens.substack.com/p/the-rise-of-the-coo-role

                    
                    

                    Generalists vs Specialists - Range: How Generalists Triumph in a Specialized World https://amzn.eu/d/5Sxi43L

                    
                    

                    Divinia Knowles article https://www.publicover.co/articles/the-coo-problem-misconceptions-and-mistakes

                    
                    

                    Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. 

                    
                    

                    Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting.

                    
                    

                    And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                    
                    

                    Divinia Knowles references

                    
                    

                    COO Roundtable - https://www.cooroundtable.com/

                    
                    

                    LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                    
                    

                    Email - divinia@diviniaknowles.com

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>In this episode we tackle the question of: What is a COO? Our special guest is Divinia Knowles, Founder of the London COO Roundtable.  

                    In this episode we get her words of wisdom on the following questions:

                    • What is a COO? What does a COO do? 
                    • 
                      
                    • What are the differences between: COO, Chief of Staff and Operations Lead?
                    • 
                      
                    • Which COO is more successful, those that are promoted internally or those people who have joined externally? 
                    • 
                      
                    • How do you measure the success of a COO?
                    • 
                      
                    • What is your advice for COO’s struggling with their CEO?
                    • 
                      
                    • 
                      
                    
                    

                    Speaker notes and references:

                    HBR article - https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer

                    
                    

                    Allison Pickens article - https://allisonpickens.substack.com/p/the-rise-of-the-coo-role

                    
                    

                    Generalists vs Specialists - Range: How Generalists Triumph in a Specialized World https://amzn.eu/d/5Sxi43L

                    
                    

                    Divinia Knowles article https://www.publicover.co/articles/the-coo-problem-misconceptions-and-mistakes

                    
                    

                    Divinia was COO, CFO & a director at both Mind Candy and Pact Coffee, where she also served as interim CEO.  She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. 

                    
                    

                    Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting.

                    
                    

                    And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer.

                    
                    

                    Divinia Knowles references

                    
                    

                    COO Roundtable - https://www.cooroundtable.com/

                    
                    

                    LinkedIn - https://www.linkedin.com/in/diviniaknowles/

                    
                    

                    Email - divinia@diviniaknowles.com

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>a5177a02-c149-4058-ba8b-99590a15f7daThu, 06 Jul 2023 07:00:00 +000045:12falsefull1111In this episode we tackle the question of: What is a COO? Our special guest is Divinia Knowles, Founder of the London COO Roundtable. In this episode we get her words of wisdom on the following questions: What is a COO? What does a COO do? What are the differences between: COO, Chief of Staff and Operations Lead? Which COO is more successful, those that are promoted internally or those people who have joined externally? How do you measure the success of a COO? What is your advice for COO’s struggling with their CEO? Speaker notes and references: HBR article - https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer (https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer) Allison Pickens article - https://allisonpickens.substack.com/p/the-rise-of-the-coo-role (https://allisonpickens.substack.com/p/the-rise-of-the-coo-role) Generalists vs Specialists - Range: How Generalists Triumph in a Specialized World https://amzn.eu/d/5Sxi43L (https://amzn.eu/d/5Sxi43L) Divinia Knowles article https://www.publicover.co/articles/the-coo-problem-misconceptions-and-mistakes (https://www.publicover.co/articles/the-coo-problem-misconceptions-and-mistakes) Divinia was COO, CFO and a director at both Mind Candy and Pact Coffee, where she also served as interim CEO. She has held or still holds chair and board seats at too many companies to list and is occasionally an angel investor. Divinia re-trained as a coach in 2017 and combined it with her previous experience to become the COO Coach, working with start up/scale up COOs/CEOs to help guide them through successfully starting up, scaling up and exiting. And in addition to all that, she is also the Founder of the London COO Roundtable, a community that brings operations professionals together to define what it means to be a highly effective startup and scale up Chief Operating Officer. Divinia Knowles references COO Roundtable - https://www.cooroundtable.com/ (https://www.cooroundtable.com/) LinkedIn - https://www.linkedin.com/in/diviniaknowles/ (https://www.linkedin.com/in/diviniaknowles/) Email - divinia@diviniaknowles.comWelcome to the Operations RoomWe are the COO coaches to help you successfully scale in this new world where efficiency is as important as growth. Remember when valuations were 3-10x ARR and money wasn’t free? We do. Each week we share our experiences and bring in scale up experts and operational leaders to help you navigate both the burning operational issues and the larger existential challenges.

                    Beth Ayers is a seasoned Chief Operating Officer and has helped raise over $200m from top funds - Softbank, Bessemer, TCV, MCC, Notion and Oxx. She’s built the GTM engines at Peak AI, NewVoiceMedia and Codility.

                    Brandon Mensinga is a veteran Chief Operating Officer and has successfully ramped four VC-backed startups, two of which successfully exited; one to Nuance Communications and the other to Microsoft.

                    Between us, we have over 30 years of experience building SaaS businesses with extensive FP&A, HR and operating model experience.

                    
                    

                    LinkedIn: https://www.linkedin.com/company/operations-room/

                    Podcast website: https://operationsroom.co/

                    Brandon's LinkedIn: https://www.linkedin.com/in/brandonmensinga/

                    Bethany's LinkedIn: https://www.linkedin.com/in/bethanyayers/

                    
                    

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>We are the COO coaches to help you successfully scale in this new world where efficiency is as important as growth. Remember when valuations were 3-10x ARR and money wasn’t free? We do. Each week we share our experiences and bring in scale up experts and operational leaders to help you navigate both the burning operational issues and the larger existential challenges.

                    Beth Ayers is a seasoned Chief Operating Officer and has helped raise over $200m from top funds - Softbank, Bessemer, TCV, MCC, Notion and Oxx. She’s built the GTM engines at Peak AI, NewVoiceMedia and Codility.

                    Brandon Mensinga is a veteran Chief Operating Officer and has successfully ramped four VC-backed startups, two of which successfully exited; one to Nuance Communications and the other to Microsoft.

                    Between us, we have over 30 years of experience building SaaS businesses with extensive FP&A, HR and operating model experience.

                    
                    

                    LinkedIn: https://www.linkedin.com/company/operations-room/

                    Podcast website: https://operationsroom.co/

                    Brandon's LinkedIn: https://www.linkedin.com/in/brandonmensinga/

                    Bethany's LinkedIn: https://www.linkedin.com/in/bethanyayers/

                    
                    

                    
                    
                    This podcast uses the following third-party services for analysis:
                    
                    Podcorn - https://podcorn.com/privacy]]>9242638e-45b3-4696-96a3-9a8a9c12116fWed, 21 Jun 2023 12:36:11 +000001:12falsetrailer<p>We are the COO coaches to help you successfully scale in this new world where efficiency is as important as growth. Remember when valuations were 3-10x ARR and money wasn’t free? We do. Each week we share our experiences and bring in scale up experts and operational leaders to help you navigate both the burning operational issues and the larger existential challenges.</p> <p>Beth Ayers is a seasoned Chief Operating Officer and has helped raise over $200m from top funds - Softbank, Bessemer, TCV, MCC, Notion and Oxx. She’s built the GTM engines at Peak AI, NewVoiceMedia and Codility.</p> <p>Brandon Mensinga is a veteran Chief Operating Officer and has successfully ramped four VC-backed startups, two of which successfully exited; one to Nuance Communications and the other to Microsoft.</p> <p>Between us, we have over 30 years of experience building SaaS businesses with extensive FP&amp;A, HR and operating model experience.</p> <p><br></p> <p>LinkedIn: https://www.linkedin.com/company/operations-room/</p> <p>Podcast website: https://operationsroom.co/</p> <p>Brandon&#39;s LinkedIn: https://www.linkedin.com/in/brandonmensinga/</p> <p>Bethany&#39;s LinkedIn: https://www.linkedin.com/in/bethanyayers/</p> <p><br></p>