Podcasts about corporate growth

Bongani Bingwa speaks to Crystal Orderson, award-winning journalist and RMB correspondent, as Season 4 of RMB Africa Focus returns to 702. The series offers fresh insights into Africa’s economic resilience and highlights why the continent remains vital to global investment strategies. Every Thursday on Breakfast, Crystal explores the forces driving Africa’s growth from innovation and infrastructure to policy and private sector development revealing the opportunities that lie ahead when Africa is seen through RMB’s lens of possibility. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

On this episode of The Founder's Sandbox, Brenda speaks with Alexa Steinberg – a corporate and transactional attorney for middle-market companies and entrepreneurs. Acting as outside general counsel, Alexa represents privately held companies in a wide range of general corporate and transactional matters, including entity formation, structuring, and commercial transactions. With a focus on mergers and acquisitions, she offers clients guidance on structuring deals and ensuring compliance with relevant laws and regulations. Brenda and Alexa discuss her journey from working at a small, all-female law firm to joining a full-service firm to better support her clients. Alexa shares how her parents—both deeply involved in business and community service—shaped her values around financial literacy, record-keeping, and the importance of building generational wealth. They speak about family-owned businesses and best practices in family governance, such as setting clear roles, regular meetings, and involving independent board members. Alexa also emphasizes the importance of building trust with clients and maintaining a purpose-driven, relational legal practice. Brenda and Alexa explore what "purpose-driven," "resilience," and "scalable" mean within the context of business and legal practice. You can find out more about Alexa at: https://www.greenbergglusker.com/alexa-steinberg/         episode transcript: 00:04 Hi, I'm pleased to announce something very special to me, a new subscription-based service through Next Act Advisors that allows members exclusive access to personal industry insights and bespoke 00:32 corporate governance knowledge. This comes in the form of blogs, personal book recommendations, and early access to the founder's sandbox podcast episodes before they released to the public. If you want more white glove information on building your startup with information like what was in today's episode, sign up with the link in the show notes to enjoy being a special member of Next Act Advisors. 01:01 As a thank you to Founders Sandbox listeners, you can use code SANDBOX25 at checkout to enjoy 25 % off your membership costs. Thank you. 01:18 Welcome back to the Founders Sandbox. I am Brenda McCabe, your host of this monthly podcast where I have guests that are either founders, professional service providers, corporate  board directors  that actually share a mission with me, which is bringing change to the world through great corporate governance, but building resilient, scalable and purpose-driven companies.  On a monthly basis,  my guests are going to tell their origin stories and kind of how I've met them. 01:48 through the work they do.  And I've recreated a fun sandbox environment in which we do storytelling. And ultimately we will touch upon resilience, purpose-driven  and  scalable or sustainable growth in the  businesses that they are  working in or owners of.  02:17 l I'm absolutely delighted to have as my guest today, Alexa Steinberg, Alexa is counsel  at Greenberg, Glasgow.  And before that, she was actually practicing in a smaller law firm and where her story today is going to kind of have some some 02:47 lessons learned on  why she chose to leave the firm and move into Greenberg, the Greenberg Lasker. But more importantly, you and I go back a couple years. are part of an informal group of women. We call ourselves Women and Wealth.  We meet periodically to really refer business to each other for those women business owners that 03:16 are seeking perhaps an exit in the next three to five years.  And through our skillset, some of us are CPAs, strategy advisors, yourself as counsel. A lot of these businesses are family owned. And so you and I and another, know, seven other ladies  get to meet each other over lunch and discuss these opportunities. And we're all very passionate about helping women business owners. Aren't we, 03:44 We are Brenda, thank you so much for having me on the Founder's Sandbox.  I am an avid listener, so I'm very excited that I get to be a guest. Thank you, thank you.  you know,  we've had many, conversations, obviously,  but I wanted for my listeners  to really dive into  what you do today, right? Which is really  purpose. 04:12 driven and it's preserving family wealth, right?  And I know that you actually come from a background where your father owned his business. So tell us  a bit, us down memory lane and that first story that you told me.  Well, you know, growing up, I watched both of my parents. My mother was a career woman.  My father, a financial planner. 04:38 running his  own book.  My mother,  a buyer and then in fashion and then into real estate.  I watched they were both very involved in the community. My mother sat on  the Studio City Council,  the Neighborhood Council. She was on many boards involved with the temple. My father as well  sat on many boards involved with the 05:07 Boys and Girls Club,  and  involved with the Jewish Federation. So I watched as my parents  really instilled the importance of being involved in  community, being involved in family, being involved  in the greater good and in purposeful and meaningful  organizations.  And I... 05:35 sort of learned a lot about that watching them both in their respective arenas being involved. And you know, they've, they've truly inspired me,  not only in my career path, but in  how I treat my clients  in the arenas that I've become involved in.  There's a specific story that I think I've shared with you, Brenda, about my father and how he sort of taught me 06:05 the value of wealth, the value of money, because as his career, that was what he did. He focused mainly on planning for retirement and financially setting yourself up and your family up to have generational wealth and what that looked like and how you could prepare for it when you were 10, 15, 20, 25 years old, preparing for family, preparing for children. 06:35 So when I turned 16, my father went into our QuickBooks. We had a family QuickBooks.  Oh, wow. That was before it was actually.  It was probably  a hard disk, right? Not even on the internet. Oh, yeah. It was like a hard disk. had a full set up, massive computers, the whole thing,  in our family office.  And he went into his QuickBooks. And he took. 07:03 what he spent on me in a year.  And he divided it by 12. And this  included insurance. Mind you, I just turned 16. So my car insurance, my car lease,  medical, entertainment,  my tennis lessons, all of these things that  were spent on me, what it cost  for me to function.  Children are expensive, you know. 07:32 I was very expensive because I will tell you that check was large  that he cut me every month.  And he laid out, these are the things that are monthly expenses for you that you need to pay with this money. And the rest you can use on entertainment,  gifts,  shopping, which I loved.  But I had to learn to balance my checkbook and balance 08:01 this amount of money, because I wasn't able to get any more until the next month.  And  that really taught me how that  money  was never something that was readily expendable to me. even if I went to Starbucks and I bought a drink with my father's credit card, he'd ask me for the receipt. He'd want to know where the receipt was, always. 08:28 I was very meticulous in his record keeping which I am now very much meticulous in my record keeping  and  I enforce with my clients and  make sure that record keeping is so important in your business as well.  You know and so when I when I graduated high school my father said to me okay the checks are done.  And you need to go get a job in college. 08:56 And what I will do is I will subsidize the paycheck that you bring home. So if you bring home $600, I will pay you 50 cents on the dollar for what you bring home, but only up to $300. So I could get a max of $300 every paycheck that he would subsidize. And then that was  how  I had money to live and to function. my parents,  I was lucky enough that my parents would pay for my college. 09:24 in my housing, in my dorms,  but  it was still really teaching me the value  of money.  And my father required that a certain portion of those funds get put away in savings and invested. And he would tell me how to do that.  And he would guide me.  because my father was a financial planner,  he would call me like a client and say, listen, 09:53 You're 70 % stocks, 30 % cash. I think you need to swap it. Let's talk about what that means. And of course, I'm like, you're my dad. Just do it. Why are we having this conversation? But it was so valuable because he wanted me to understand what he was doing and why he was doing it and how it really functioned. that I've also taken into how I guide and advise my clients. 10:22 I don't just do for them. understand, I want them to understand  how we're doing it, why we're doing it, what the alternatives  are and what it means if we do it this way or that way.  You know, a lot of my discussions with my clients are about strategy and about structure and  so they can make an informed decision.  You know, I think that that's extremely important, especially in a family business.  Working with your family is tough. So, 10:52 The way that you can make it that much easier is communication and understanding and knowledge. And I try to arm my clients with that. And that's something that my father really taught me.  my mother as well,  because my father managed our money and my mother  would bring it home and hand my father a check and be like, here, I don't know what you do with it, but do something with it. 11:21 She also  would, he would say, hold on a second. Like, I know you just sold a house and here's your commission check, but let me show you what we do with this and how we create generational wealth and how we invest it and what the best benefit for these funds are and how to use debt to our advantage.  Um, you know, and that's all of these things were such a value add that  I 11:51 I obtained understanding about and that I've now turned this value add to my clients  and how they run their business.  I'm not a financial advisor, I'm not a tax attorney. These are just really sort of  general  understandings and general guidance points for my clients to go out and  have knowledgeable conversations with the appropriate 12:21 guidance, appropriate people,  and the appropriate service providers that are going to help them accomplish those things. really,  this is very loaded, but I really like  the methods your father used. very, well, first of all, intentional  and bespoke. And that's really, and he did communicate to your mother, right? To instill also in her an understanding 12:52 of although she's bringing the check home because many, many women business owners today oftentimes do not own a majority of their companies. Right. And that is a shocking  statistic that I run into time and time again that women actually don't know how much  equity they have in their own business. Right. So just the informing and,  and you've translated that bespoke, you know, communicating 13:22 helping your clients understand,  pardon me, and  providing options as well as access to other professional service providers as  your own bespoke  offering to your clients. But it wasn't always like, yeah, go. That's sort of the benefit of the group that you and I met in and all of the networking opportunities that I've been involved in.  Of course,  networking is about building 13:51 um, your brand and your book and,  um, but a majority of it and the real value there  is  meeting and learning and understanding, um, and really coming to know people that can help your clients  where you can't,  um, and having  trustworthy referral sources to do that, because I'm not just going to tell my client, Oh, 14:18 this individual can help you with wealth management, call them without knowing how this person functions, without knowing  how they run their clientele,  how they do business. Those are really important things and to have trustworthy referral sources  is really important. And that's sort of what our group is  all about. That's right.  And it wasn't always like this. 14:46 Right, you graduated from law school  and started with a small, it was a, I think  a female-led law firm.  all female attorneys. Yeah, so what was your, this is right out of college, what were you doing  and what then informed your decision at a very tender age to leave?  So  right out of law school, 15:17 had worked my way through law school. I worked in family law for about five or six years. during the day, I was at a law firm. And in the evening, I took classes from 5 to 10 PM, four days a week for four years. took me four years to get through law school. And when I graduated, unfortunately, I wasn't afforded 15:47 All of the opportunities in law school  that most law students take advantage of, externships,  fellowships, things like that, because I was working my way through. I  had already been financially independent and I  wanted to stay that way. So I didn't want to quit my job  to go to school. I  wanted to be able to do it all. 16:15 So as a result, I really didn't have  the summer clerkships  that turn into job offers.  And I was a little lost because I had taken the bar exam and I was like, OK,  I'm not an attorney yet. But in three months, if I pass the bar exam, I could be.  Am I applying for law clerk positions? Am I applying for associate positions? Like, know, I was so lost.  And I went on Craigslist.  Oh my goodness. 16:44 And I found law firms that were hiring because I figured those people, you know, they're they're looking to hire somebody now, which is what I'm looking for. and hopefully those people, you know, will transition me into an associate role. If I pass the bar exam in a few months. And that was that was like my first sort of in. And I joined a very boutique law firm in West Hollywood. It was 17:13 By the time I left, we were three female attorneys. were  all female  for my entire tenure there. I was there for six and a half years.  And it was  in  late 2019,  early 2020 that I really decided I wanted more for my career and for my book of business. And I wanted to be able to  provide my clients  with a well-rounded 17:43 advice and guidance. I can't do it all, nor should I. I'm pretty sure my malpractice of insurance wouldn't like that. Not at all. But more and more, had clients that were asking me to help with litigation matters or employment matters. And those are arenas that I know just enough about to be dangerous. But I'm not going to run a full litigation. 18:13 I can't willfully and knowledgeably advise on employment matters.  You know, especially to  do justice by my client, do well by them.  I'd like to be able to  have somebody for them that they can speak to and trust and get the advice and counsel that they need.  And that really stemmed  my yearning to  branch out. 18:42 and go to a firm where I had all of those resources at my fingertips. I wanted more for my career, but my biggest drive was I wanted more for my clients.  I wanted really to be able to provide them with well-rounded, multidisciplinary  counsel.  And so I sought out  full-service law firms. 19:11 I found my home at Greenberg Gloucester, which  is a fantastic place to be.  I'm very happy there and everybody is so fantastic and  everybody is so good at what they do.  We've got employment and tax and  IP and litigation,  environmental, entertainment,  you name it.  And it's been such a benefit not only to my career, 19:41 to my clients, but I've learned  so much.  And is it true?  How would you characterize the typical clients without revealing, you know, confidential matters? Is it  also a firm that's  very oriented towards family owned businesses? Would you say that? Yeah, I would. You know, I'm  a counsel in the corporate and tax department. 20:08 And you we don't have a ton of institutional clients.  A lot of our clients are family owned businesses, mostly held entities,  you know, which I love on a daily basis. I am working with  two sisters that own a business together or a multi-generational company where, you know, senior is working with G2 and  G3  or 20:37 were actually this morning I was working on  assigning interests and reorganizing and restructuring a bunch of entities that own a bunch of real estate for clients.  And that's also  the kind of benefit that I get that I get to be pulled into  real estate matters with my corporate expertise to help a family office restructure their ownership. 21:04 You know, and I  love that stuff. We're extremely,  the way that Greenberg  provides advice and counsel  is on a very personal level. The way that  the firm  and myself, especially, we're a lifestyle firm.  You know, we understand that attorneys are people outside of 21:33 the walls of the office and that we all have lives.  And we, you know, I translate that to my clients. My clients have lives. My clients have other things going on than their business.  And especially when you deal with family offices and family businesses, there's a whole different dynamic  of  family interaction. Yes. You know, and, and I have now experienced that  not only with my clients  and sometimes I become 22:03 therapist in that regard, although I'm a very expensive therapist. I'm sure there people that are less per hour.  But  I'm experiencing it firsthand because my husband  has his own business with his brother  and I have  become  advice and counsel for them  as well. And so I'm  seeing it sort of from a different angle too, but I think that my clients truly appreciate 22:32 that when I talk to them, I talk to them as a person. It's not just as a business owner. It's not just as  I'm guiding you with this  legal advice.  It has to make sense.  And it has to  be actually applicable.  And sometimes what my advice and guidance would be  in sort of this like legal  box  is not the best. 23:00 for my client and how their business is operating.  And you've got to be  sort of fluid with that. And bespoke.  Yeah, so it's really beyond, it's not a transactional relationship. It is a trustworthy relationship based on the values of the family businesses that and their goals in preserving wealth  or continuing to generate family wealth. Yeah, absolutely. This is a great segue because you know, I also 23:29 passionate and have often guests that are sitting on corporate boards.  As counsel, have you observed any best practices and family governance structure? You talk about G1,  G2, G3, Have you observed any  best practices? We don't have to talk about bad practices, right? But any best practices that you would like to share here?  Yeah, you know,  I think that  I've observed that 23:59 Some of the most effective family governance structures prioritize clear communication,  well-defined roles,  professionalized decision-making.  I use this in a very loose  sense of the word, but you could establish a family constitution. Creating a board of advisors is always really important. 24:28 having independent members  in your board of advisors  is so incredibly valuable to have a knowledgeable, independent  person that can help through disputes. business disputes are one thing, but when you include a family dynamic in these disputes,  emotions can get high and heated. And so having  an independent third board 24:57 Third party board is extremely valuable. Somebody that can guide you, something that your family trusts. Those are some big things that I've seen as best practices. And I think that lastly, holding dedicated, regular meetings. 25:23 You'll talk about business, you know, at the dinner table or, you know, out and about you're at a kid, one of your niece's birthday parties and everyone's there and you're like, Hey, did you see that email from XYZ? We got to figure out how to handle that.  But  those are not the time and place and you're not going to have a productive conversation. And so you need to set aside and create boundaries between your family life and your business life  and set aside regular times. 25:53 weekly, bi-weekly, to have an hour conversation about what's going on, any disputes that need to be discussed, any decisions that need to be made.  And that's your time to solely be in your business mode.  Because having these conversation piece meals,  dinner on a Saturday night,  or  a family's birthday party, or  a holiday party, 26:22 It's not effective  for your business. And one of the biggest,  best practices  and the most, one of the most important goals  is to preserve your family relationships. Beautiful. You heard it here on the founder's sandbox to preserve family.  Absolutely.  Cause if you don't have family, do you have? That's right. 26:52 Family first. really important.  It's really important. And sometimes business can get in the middle of family relationships.  And it hurts to see that. It hurts to see  business  tear between  brothers,  tear between  father and son.  And I've seen those things in it.  There needs to be just a second to breathe. Yes. 27:21 and realize that there are bigger things than business  and that they need to be resolved, but they can only be resolved if you have a good relationship with your business partner slash your family.  They're your biggest support. 27:37 This has been immensely  actionable  in terms of  governance, the best practice you've seen in family offices. So thank you. Thank you for that. It's not often that I do have  a  lawyer  that works in this  arena.  Although family businesses just in the LA  ecosystem is 28:05 It's very predominant. very, very, you know, third, actually third and fourth generation now. So very relevant to your business and mine. Let's switch gears. You are, I believe, sitting on the board of directors or one of the committees of the Association of Corporate Growth. Yes. And tell us a bit what why what is the Association of Corporate Growth and what committees do you serve on? 28:35 And how do you further your business there? Thank you. The Association of Corporate Growth or ACG is a national organization  for professionals in the M &A sphere. So  you've got members that are  VCs, investment bankers,  M &A attorneys, wealth managers,  insurance specialists.  You sort of name it. Anybody that's 29:03 has some sort of involvement  in the purchase or sale of a business  or just surround sort of just general business governance that either prepare for an exit. You know,  those are the kind of people that are members of ACG.  And I got involved a few years ago.  And I think three years now, I've been sitting  on the Women's Committee,  which is a 29:31 Fantastic. We schedule and create women-focused programming within the confines of the ACG organization and really promote networking amongst women. More and more, I have had clients that have requested that they only work with women. 29:58 You know, and this sort of goes back to what I was talking about earlier about being able to provide  trustworthy referrals.  And I've met some incredible, incredible women in connection with ACJ. In fact, our group kind of came out of ACJ. This is how I met you, Brenda. And so  it's been a fantastic, fantastic  network to be a part of.  You know, I love planning the programming, our programming. 30:28 ranges everywhere from  talking about the state of the market  to  balancing family and career and what that looks like and  mental health. I think  I hate calling out a distinction that we are women in business  because I think a 30:57 A business person is a business person. I don't think it needs to be defined as such, but there is something to be said about the fact that  women have a different set of challenges in the workplace  than men do.  And a lot of those stem from  family life.  And that needs to be  balanced. And so there's a lot of programming  that the women's committee puts on that sort of 31:26 talks about that and  gears us in that direction  and gives us tools to be successful and to strive  in the face  of everything else that women just have to  deal with and take care of. That's for another episode here. Yes, very much so. Very much so, yes, as we all have balanced our careers and family priorities, right? 31:56 Let's switch gears. How do my  listeners contact you? How's the best way?  Well,  so I'm at again, I'm at Greenberg Gloucester. We're in Century City.  They can email me. It's  a Steinberg at gg firm.com.  And on our Greenberg Gloucester website, if you search people, I've got my whole bio and all of my contact information as well. Excellent. 32:25 Well, that will appear in the show notes. All right. So we're coming into the final  part of this podcast in which I actually  enjoy asking my guests  what the meaning is of certain terms that I actually practice with my clients. I'm working with purpose-driven companies, resilience. We work on resilience tactics  and  scalable business is sustainable. So I  always love the opportunity to hear 32:55 firsthand from my guess. What does purpose-driven mean to you, Purpose-driven means  a mission that goes beyond profit.  It taps into creating meaningful value for your customers,  for your employees,  for the community that  you operate in.  It's sort of about  building a company that 33:25 that stands for something.  And I'm very pleased to say that we have seen so many more companies  start out of a purpose-driven  goal.  There's a bunch of old companies and new companies. There's  a lot of companies that have this sort of one-for-one model. You buy one, we donate one. 33:52 There are socks companies, there are eyeglass companies, there are shoe companies, there are cleaning product companies  that sort of have  this  as their motto. And  then you see  additionally,  know, products and companies that are committed to the environment or sustainability and cleanup efforts. You know, that's really what  purpose-driven 34:21 means to me is that  these companies have a goal.  They want to accomplish something more than what they can show on their balance sheet. consumers of that product are helping them achieve that.  Excellent. Excellent. You've touched on even other aspects like  sustainable growth, right? Yeah. Right. What is resilience? You've been particularly resilient. 34:49 You having a father like your father,  building life skills early. would resilience,  what's the meaning to you? 35:00 Resilience is about  navigating challenges  with adaptability and with determination. It's about learning from your setbacks  instead of being defined by them, having them be a fire to your growth and having them  be the galvanization of your progress forward. 35:30 You know, and in business, it also can be about the ability to  pivot while staying aligned with your long-term goals, about the ability to,  you know, okay, there's a new regulatory,  new regulation that's gonna affect the way we operate. Okay, how are we gonna pivot to continue doing what we do,  but still can  stay in compliance?  You know,  that's really, 35:59 what it's all beyond your toes.  Excellent. And you're scalable. I'd like you to kind of share the meaning within the context of scaling the legal practice. What have you found to be  particularly  challenging or easy to do? Right. And scaling, right. Because it's a very bespoke practice. Is there any important, right? Scaling is absolutely important. Okay. 36:28 In my practice and in my business,  number one  goal  and  the biggest  galvanization point of scaling my practice  are my clients, my current clients. If you do a good job for them, they'll continue to come back. 36:59 and they'll continue to give you more business.  Creating a network. I watched my parents in their, both of their practices. All of our family friends  at this point have at one point or another been a client of my mother's or of my father's.  They've swapped clients,  referred to each other. And these individuals either started as friends and became clients. 37:29 or  became friends because they were clients.  And  that is the way that both of my parents have built their practice and their brands.  And that's how I want to do it too. It's a value add when,  attorneys are scary to begin with.  Nobody wants to talk to an attorney. It's expensive. Half the time you have no idea what they're talking about. It's language. 37:57 You know, but if you create this relationship of trust and of loyalty and friendship  and when you feel like your attorney  sees beyond just you as a dollar figure or you as a business,  it goes such a long way. And that's my main value add to my clients.  And in turn, they help me scale. 38:22 my business, clients continue to come back to me  and I'm able to continue to grow that because I can satisfy all of their needs with the network that I'm creating through places like ACG. You know, so that's, that's what I see is as scalable in my industry. It's extremely important.  And it goes to the heart of how I practice law and how, how I guide and advise my clients. Beautiful. 38:52 Thank you. heard it here on the Founder's Sandbox. Last question, Alexa.  Did you have fun in the sandbox today?  Oh, it was so fun.  Brenda, thank you so much for having me. This was fantastic. Thank you. So to my listeners, if you've enjoyed this monthly episode with Alexa Steinberg, counsel at Greenberg, Greenberg Gloucester, right? Greenberg Gloucester. Yep.  I encourage you to 39:22 sign up, subscribe either on Apple Podcasts or Spotify. I'm on all main podcasts streaming services where my guests talk about how they felt resilient, scalable and purpose driven  practices informed by their origin stories. You can find it here on the founder sandbox. Thank you and signing off for this month.  Thank you, Alexa.  Thank you. This was fantastic.  

Bongani Bingwa speaks to Crystal Orderson, award-winning journalist and RMB correspondent, as Season 4 of RMB Africa Focus returns to 702. The series offers fresh insights into Africa’s economic resilience and highlights why the continent remains vital to global investment strategies. Every Thursday on Breakfast, Crystal explores the forces driving Africa’s growth from innovation and infrastructure to policy and private sector development revealing the opportunities that lie ahead when Africa is seen through RMB’s lens of possibility. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

What drives success in private equity? In this episode of Careers in Finance, we unpack the strategies behind some of the biggest PE deals in history, from Blackstone's transformation of Hilton Hotels to the Dell Technologies buyout. But it's not just about big names and bold moves. We explore how private equity firms approach value creation, from operational restructuring and industry positioning to long-term exit planning.This episode demystifies leveraged buyouts (LBOs), explains why debt is both a tool and a risk, and gives a clear view into the strategic playbook used by top PE firms. Whether you're working in a PE-backed company, aiming for a role in private equity, or simply want to sharpen your understanding of value creation, this conversation offers clarity, relevance, and actionable insight.We also explore cautionary tales, like the RJR Nabisco and Caesars Entertainment buyouts, to highlight what happens when strategy and timing fall out of sync. Perfect for finance professionals looking to deepen their grasp of PE fundamentals.Subscribe for more expert-led episodes like this one, and stay informed on the real decisions that drive career and company outcomes in finance.#PrivateEquity #LeveragedBuyout #CareersInFinance #LBO #FinanceCareers #ValueCreation #CorporateFinance #CFIMemberSpotlight #FinancialStrategy #InvestmentInsights

John Lechner, the author of “Death is Our Business,” does a deep dive into the story of Yevgeny Prigozhin and the mercenary organization The Wagner Group. Then, Meaghan Gitlin and Rob MaGee share the Utah Association for Corporate Growth's “Deal of the Year” award winners. Rob and Rachel Alday, the owners of Lolo's Laundry and Abode Luxury Rentals, talk about their local businesses. And KPCW General Manager Juliana Allely wraps up the Winter Pledge Drive.

Happiness Solved with Sandee Sgarlata. In this episode, Sandee interviews Greg McDonough. Greg is a seasoned executive who has owned and operated businesses in the professional services sector, navigating them through both good and tough times. He brings his personal experience of knowing what it's like to be ‘in the owner's seat' when working with clients, taking time to ask the questions others may not. As a Certified Insolvency and Restructuring Advisor (CIRA), he has successfully led companies through turnarounds, mergers, acquisitions, and other financial matters. His book The Turnaround, published in 2017, guides businesses in navigating difficult financial matters and gives practical information when they need it most. Greg is involved in many business support organizations, currently serving as the President of the Entrepreneurs' Organization (EO) Washington, D.C. Chapter. He is also a member of the Association for Corporate Growth and the British-American Business Association. When he's not serving clients, Greg competes in Ironman competitions, where he is a 5-time finisher. Greg and his wife Monique share their dedication to triathlon training and parenting on Triathlon Parents. Connect with Greg:  Website: https://gregmcdonough.com/https://www.triathlonparents.com/Book on Amazon: https://www.amazon.com/Turnaround-Surviving-Bankruptcy-Achieving-Business/dp/1619617021/ref=sr_1_fkmr0_1?dchild=1&keywords=The+Turnaround+greg+mcdonough&qid=1623178494&sr=8-1-fkmr0 Connect with Sandee: Website: www.sandeesgarlata.comPodcast: www.happinesssolved.comFacebook: www.facebook.com/coachsandeesgarlataTwitter: www.twitter.com/sandeesgarlataInstagram: www.instagram.com/coachsandeesgarlata 

Coaching for Success: Why Every CEO Needs a Guide in Today's Business LandscapeIn a recent episode of The Thoughtful Entrepreneur, host Josh explores the complexities of CEO leadership with Glenn Gow, a seasoned CEO success coach. With over 25 years of experience as a CEO and a background in venture capital, Glenn provides valuable insights into the unique challenges CEOs face today. The discussion highlights key themes such as managing responsibilities, people, and team dynamics, offering actionable advice for current and aspiring CEOs.Glenn Gow's extensive experience and passion for coaching CEOs are evident as he discusses the realities of the role. Many CEOs find themselves overwhelmed by unexpected responsibilities, such as managing boards and customer relationships, which may not align with their core competencies. Glenn emphasizes the importance of adaptive leadership skills, effective delegation, and building a strong leadership team to navigate these challenges. He also advises on preparing for economic uncertainty through budget constraints, scenario planning, and leadership readiness.The episode underscores the significance of coaching in enhancing CEO effectiveness. Glenn shares his personal experience with coaching, describing it as transformational, and highlights the benefits of skill enhancement, objective perspective, and accountability. He invites CEOs to consider a complimentary coaching session with him, emphasizing that coaching is valuable for both those facing challenges and top performers seeking new insights. The discussion also touches on the impact of AI on business, encouraging leaders to embrace new technologies for a competitive edge. Josh concludes by thanking Glenn and encouraging listeners to engage with the resources available on Glenn's website and subscribe to The Thoughtful Entrepreneur for ongoing inspiration.About Glenn Gow:Glenn Gow is The CEO Success Coach. He was a CEO for 25 years, a venture capitalist for 5 years, and was trained by a CEO coach for 17 years. He's a Harvard MBA, a board member and an expert in AI. He is committed to his clients' success. Glenn has spoken at The Wall Street Journal AI Conference, the National Association of Corporate Directors, MIT/Stanford Venture Lab, Harvard Business School, The Private Directors Association, Silicon Valley Directors Exchange, the Association for Corporate Growth, The Entrepreneur's Organization, and the Northern California Venture Capital Association. He writes an AI column for Forbes and has been published in Directors & Boards, Directorship (NACD), The Chief Executive Group, Inc. Magazine, and InfoWorld. As a CEO for 25 years, he advised numerous leading tech companies including Apple, Google, Microsoft, and many more, on strategy.Apply to be a Guest on The Thoughtful Entrepreneur: https://go.upmyinfluence.com/podcast-guestLinks Mentioned in this Episode:Want to learn more? Check out Glenn Gow website athttps://www.glenngow.com/Check out Glenn Gow on LinkedIn athttps://www.linkedin.com/in/glenngowDon't forget to subscribe to The Thoughtful Entrepreneur and thank you for listening. Tune in next time! More from UpMyInfluence:We are actively booking guests for our The Thoughtful Entrepreneur. Schedule HERE.Are you a 6-figure consultant? I've got high-level intros for you.

Send us a Text Message.In the latest episode of the Starter Girlz Podcast, Dr. Heather Browne, a renowned relationship expert, dives into the crucial role of compassionate communication in building strong connections. She shares insights from her journey, growing up with a mother who had paranoid schizophrenia, which shaped her understanding of diverse realities. Dr. Browne emphasizes the importance of approaching conversations with care and focusing on connection rather than the need to be right. She also discusses reframing negative experiences and taking responsibility for one's thoughts and actions.Additionally, Jennifer and Dr. Browne explore the significance of open, honest communication in relationships, the impact of attachment styles, and the power of love to transform individuals and their relationships. Dr. Browne also touches on her journey of self-discovery and the importance of embracing one's inner child. Together, these conversations highlight the profound impact of love and compassion in personal and professional settings.To learn more about Dr. Heather Browne's work, visit https://www.drheatherbrowne.com.Takeaways

Join Michael Mitchel for a sneak peek into the upcoming season of CXO Conversations. We've lined up a stellar lineup of guests who share their invaluable perspectives and experiences on leadership, innovation, and success. From Dave Wynne, CFO of Hootsuite, discussing the power of internal sponsorship, to Carlos Abisambra, former CEO of Travelers Haven, sharing insights on scaling a business successfully. Abbas Udawala, CFO of Hexagon Digital Wave, dives into building trust and transparency, while Andre Cuenin, CEO of Veracode, shares his management philosophies. Get ready for a season packed with actionable advice and inspiring stories. Stay tuned!   More episodes and resources: https://ocns.co/podcast/   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Leave us a review on iTunes – thanks!   

Today I'm still sitting in the Greater Tampa Bay area on the Gulf Coast visiting our guest Mr Peter Christian. Peter is a hands-on executive with 40 years of professional experience and have been a trusted adviser to all levels of management, especially new and middle managers. He brings practical knowledge to solve problems and to help individuals grow and succeed by truly listening to them so that he can connect and understand their concerns and issues. Peter is proud of the key role he played in achieving 700% growth of Crayola over his 17 years with the company. After leaving Crayola he established espi as the founding partner and president. espi, is a prominent business consulting company and during his tenure worked with more than 300 clients throughout the United States and Europe. These organizations range in size from a million dollars to Fortune 100 enterprises. Peter helped their managers to grow and succeed while assisting them in reducing costs and increasing profitability by millions of dollars while saving thousands of jobs. He is a bestselling author on Amazon of two books "What About the Vermin Problem?" plus “Influences and Influencers”. As well as remaining an active consultant today, ready to help individuals, manufacturers, and businesses in the consumer goods areas, Peter continues to contribute to a number of articles in professional Journals. EAM ET when I look at the list of disciplines that Peter facilitates, I can't help but feel a little bit of a kindred spirit -  • Project Management, Team Building • Leadership skills • Operational Strategic Planning • Continuous Improvement • Profit and Process Improvement • Cost Control and Profit improvement just to name a handful. So with that please join Peter and me as we discuss and share the learnings from some of Peter's most memorable experiences. Please visit our website to gain access to the show notes, guest links, and full transcript. Coaching 4 Companies  

In today's special episode (big #500!) host Pete Moore hands the mic to industry veteran Al Noshirvani and dives into a wealth of topics currently affecting the HALO (Health, Active Lifestyle, Outdoor) sector. Listen for insightful stories about overcoming business challenges, from employee and landlord issues to the complexities of deal funding, and aligning management teams. Pete shares his personal and professional experiences and Al (who has been "in the room" on some deal closings) praises Pete's innovative, out-of-the-box, deal-closing abilities and delves into how to maintain optimism and transparency in business transactions. Pete continues and discusses the pressures of public markets on companies like F45 and Peloton, and the high debt burdens imposed by private equity.  He goes on to explore the need for gyms to adapt to emerging trends, such as family fitness and workout recovery, and lays out his vision for the future of the HALO space among societal health concerns. Finally, Moore hits hard on the (ever present, ultimately harmful, and yet still ongoing) "race to the bottom" in gym membership pricing, and his optimistic views on expanding activities like pickleball.  On "irrational development" Pete states, "There's enough private equity out there so that you don't have to subject yourself to running a public company in the spotlight. Just keep it private, and run it methodically . . . I think the push to go public can cause people to get over their skis. And then when you do that, you crash hard. So that's gonna be an unfortunate black eye in the industry." Key themes discussed Entrepreneurship driven by personal frustration, innovation. Understanding movie, discipline, and successful private equity. Club shirts, logo on, opportunity for growth. Public markets demand consistent performance from businesses. Private equity, F45 went public, financial pressures. Poor balance sheets affect good businesses. Be aware. Fair and transparent transactions for mutual satisfaction. Negotiating partnership deals with fair equity impact. Independent sponsors lack committed capital, seek funding. Negatives controls are positive; consent needed. A few key takeaways: 1. Pete dives into the intricacies of handling various obstacles in business deals, from employee issues and landlord disputes to the complexities of securing funding. He underscores the importance of maintaining optimism, transparency, and fostering fair and collaborative agreements for all parties involved. 2. Moore shares his personal fitness journey, highlighting the benefits of early workout to kickstart the day. Additionally, he discusses the importance of focusing on workout recovery, emphasizing the need for health clubs to integrate recovery programs to enhance member satisfaction and performance. 3. Moore and Noshirvani delve into the psyche of entrepreneurs, pointing out that personal frustrations often drive the inception of new companies. They compare different rounds of investment to experiments, where deliberate growth strategies are crucial. Moore shares his experience and tips on dealing with entrepreneurs as an investment banker, stressing the criticality of addressing potential background check issues and managing confidentiality towards the end of a deal. 4. The podcast offers a thorough examination of the fitness industry's growth and challenges. Pete discusses the pressure on companies like F45 and Peloton upon going public, given their low franchisee financials compared to competitors. He also touches on the increasing involvement of private equity leading to high debt burdens on companies. The episode suggests that managing expectations is vital, regardless of whether a company is privately held or publicly traded. 5. Moore expresses optimism about the future, highlighting the potential amidst societal health concerns and the expansion of varied fitness activities. He emphasizes the need for health clubs to cater to family fitness, address the obesity crisis, and adapt to emerging activities like pickleball. Moore advises health clubs to customize programs based on individual needs and cautions against irrational development within the industry. Click here to download transcript.  Resources:  Pete Moore: https://www.linkedin.com/in/peteymo/  Integrity Square: http://www.integritysq.com  Health & Fitness Association: http://www.healthandfitness.org   Prospect Wizard: http://www.theprospectwizard.com Promotion Vault: http://www.promotionvault.com HigherDose: http://www.higherdose.com  Connect With Us:  Instagram: https://www.instagram.com/thehaloadvisors/?hl=en  Facebook: https://www.facebook.com/Integritysquare  YouTube: https://www.youtube.com/@halotalks  LinkedIn: https://www.linkedin.com/company/integrity-square/  Website: https://www.halotalks.com  Loved this episode? Leave us a review and rating here: www.ratethispodcast.com/halotalks and don't forget to check out the HALO Academy for Executive Education opportunities.

Brent returns to the big stage for his first DealMax conference since assuming the reins as ACG's CEO.  He shares some impressive numbers on this year's event – more than 3,000 attendees and an estimated 35,000-40,000 meetings.  Then interesting discussion on how ACG is keeping pace with the industry's desire for more informed and qualified interactions.  In “Gifford or Greenberg,” Brent asserts his own superiority in cooking (uncontested) and musical tastes (heavily contested). 

Corporate strategy in growth-stage companies can be very different from strategy in mature organizations. In this episode, we hear from three chief strategy executives who are effectively navigating the strategic journeys for their scaling organizations – Elisabeth Moore from West Monroe Partners, Adam Zalisk from Amplify Education, and Edward Crook from DeepL. Today's discussion is moderated by Outthinker Networks President, Claudio Garcia.  In this episode you'll learn: Practical advice on balancing entrepreneurial freedom with strategic focus How to structure a strategy function to support rapid growth and innovation Techniques for maintaining alignment and clarity in decision-making processes How to turn change from a "chore" into a tactic to drive customer-centricity And strategies for fostering collaboration and knowledge sharing within fast-growing teams Learn more about Outthinker's community of chief strategy officers - https://outthinkernetwork.com/ Follow us on LinkedIn - https://www.linkedin.com/company/outthinker-networks

In this episode of Building Texas Business, I welcomed Jen Sudduth, CEO of Sudduth Search, for an insightful discussion on her journey in the executive search industry. Jen shared her story of transitioning from Taylor Winfield to launching her boutique firm focused on transformative growth companies. I learned how Sudduth Search crafts a supportive work culture that prioritizes both productivity and well-being. Our dialogue also uncovered nuances around balancing work responsibilities with life's pleasures. As we wrapped up, Jen reflected on life lessons from mentorship to her commitment to the Special Olympics community SHOW HIGHLIGHTS Jen Sudduth shares her transition from Taylor Winfield to founding Sudduth Search, focusing on middle market private equity and emphasizing the need for leaders who can drive change. We explore the importance of having a business and marketing strategy before starting a venture, as well as considering when to hire based on company growth and values alignment. Strategies for maintaining work-life balance in recruitment are discussed, including setting boundaries and fostering a culture that supports employee well-being alongside business success. The episode delves into the comprehensive selection process for executive search, particularly for pivotal roles such as CFOs, and the role of retained search firms in this process. Jen reflects on the role of empathy in leadership and the importance of mentorship, drawing from her own experiences and her involvement with the Special Olympics. Personal joys, such as a preference for Tex-Mex cuisine and planning for sabbatical destinations like Maine and Santa Fe, are shared as part of achieving a joyful living. The conversation covers the initial opportunistic hiring during COVID and the shift towards a more strategic hiring approach to raise the team's overall expertise. Chris and Jen discuss the benefits of leaving a company the right way, honoring agreements, and how transparency can lead to unexpected opportunities. Jen advises on the importance of planning for success, not just the startup phase, by having operational projections and growth strategies in place. The episode also touches on Jen's past experience as Director of Talent at a consultancy, highlighting how internal hiring insights can improve external recruitment advice. LINKSShow Notes Previous Episodes About BoyarMiller About Sudduth search GUESTS Jen SudduthAbout Jen TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In today's episode, you will meet Jen Sudduth, co-founder and CEO of Sudduth Search, a boutique executive search firm. Jen's advice to aspiring entrepreneurs is to be intentional and purposeful in your business planning, and don't forget to plan for success. Okay, jen, first off, welcome to Building Texas Business. Thanks for being here. Jen: Thank you. Chris: So I'm excited to have this conversation with you today. I want to start by just allowing you to introduce yourself and tell us what your company, Sudduth Search, is known for. Jen: Sure. So we are a seven-person boutique executive search firm, but I think what we do is a little bit unique. We work with the middle market private equity. Probably 75% of our clients are private equity backed. The other are public, private you name it individually owned, it doesn't matter. I think the common denominator with all of them is that all of the companies are going through some sort of transformation, and most of the time that's growth. It could have been that they raised capital. That's a trigger to bring us in and go and replace some of your leadership team. Could be some of our bigger companies going through some sort of culture change. We did 10 positions for a Blackstone-backed company and basically they wanted to pull from outside of their industry and they didn't know how to do that, and so we helped them come up with a concept of how to do that completely, you know, changed their recruiting processes from how they were doing them before, and then they brought in a whole new culture and that's what they wanted. They wanted a different culture than they had before. So it's just, it doesn't matter what the trigger is, but it's usually some sort of change, transformation. You need a leader that can drive that change right. You need someone that is fearless. A lot of times that can come in, and they're you. You know they can make things happen. Right and that's where we play most of the time. Chris: Well, what I find interesting about that is how laser focused it is what inspired you to kind of start a search firm that was so focused on that kind of niche industry. Jen: So I've actually done it for over 20 years and the firm I was with before was called Taylor Winfield. I only bring that up because a lot of people know Taylor Winfield. I started with Taylor Winfield and kind of worked my way up and that's what they focused on. They were more. You know that was 2000, so there was a lot of venture money out there, there was Silicon Valley and they worked a lot in California we did. I was just a lowly junior recruiter back then and that's where I learned the business and that's where I kind of learned that world. And it's not for everyone, both as a candidate and as a recruiter, because sometimes candidates will go well, what are they going to sell? Am I going to still have a job? I'm like, well, you're really not, you're not right for this, because that's not the mentality that we look for in a candidate. But so that's how I got my start and that's how I learned it. And then when I started this up my practice five years ago, I kind of I don't do a whole lot of venture. I have a few here and there. Usually they're a little bit more mature as a company. I think. As I've aged I'm not as patient with the venture. I think they've got a great thing going. But it's just a different world and I think sometimes those, the people that are willing to go and do something really earlier stage, are not the same people that I'm looking for the middle market series, b series, c type folks. So so that's how I had got into. It was really that's kind of what I've done my whole career. Chris: Gotcha. Well, I know that you started this company Suddeth Search around five years ago. Jen: Exactly. Chris: So you had to make some decision to leave and just start fresh on your own. Let's talk about that a little bit. What drove that decision? Jen: So the company that I worked for was actually owned by and I don't usually say this, so you're getting new information here by my stepmother, connie Adair, and I bring that up because she's fully retired now. She's been retired for about two years. But she brought me into the business, not as a multi-generational business. I had to earn my keep, earn my way Right, just like everyone else. She was very big on treating me like everyone else. Chris: The benefit for you that she did that. Jen: Absolutely and I learned from the best. She was really known as one of the best in the industry so I kind of got to see that world and that process. But she sold to private equity and it was a private equity roll up. Like some of them, it didn't go really well. The integration piece was a little rough. Chris: Not unique in that regard, right and I got no benefit from it. Jen: To be quite honest. I stuck around to try to support her and she did well. And then she got another bite of the apple and I tried for two years. I wasn't a big company person and I realized if I can make this kind of money for someone else, I should be doing it for myself. And so I kind of did it because I could, and she fully supported me. She knew that retirement was on the horizon and so when I told her she said you know, I think you should go for it. So that's what I did. Chris: That's great. Well, I mean good to have that encouragement for someone that you were close with but considered to be a trusted mentor Absolutely. So got to be a little bit trepidatious to just start out on your own, even though you know what you're doing and you, I think you can't do that unless you have confidence that it's going to work and confidence that it will work isn't a guarantee that it will Absolutely. But you know what were some of the things you did to kind of set yourself up in those early days of starting your own company, to try to pave the path towards success. Jen: So I will start with the fact that I had a very strict non-compete. I did not get any clients from the company or from her, and I am a devout follower of non-competes. Chris: Well, it's funny, you say that you bring that, yeah, you know, now we devise people, I mean literally every day, on both sides of those, and right because because they exist and obviously you know there's a lot of buzz recently because the ftc came out with the rule to ban them, uh, which is, you know, probably not going to take effect because lawsuits have already been filed to challenge it. Jen: But it's going to be interesting to see how that plays out yeah in the next, over the next few years, I think yeah, and not to say I don't think some non-competes go overboard. I have heard some ludicrous non-competes as I'm interviewing, so sure, I do think a lot of them go overboard. I think the fdc is in the is moving in the right direction with some of them, because I think they're a little too restrictive. Chris: But that's not your question yeah, and even as the rule's written, it doesn't apply to executives, so it wouldn't change your world. Jen: It wouldn't, and I'd been there a long time. Everything I got was under their umbrella. So what I did do was I planned for a long time. I've owned businesses before and so I had a business plan, I had a marketing plan, I had a strategy. The other advantage I had was that I had been I've been asked to be on the board of ACG and so that was a. I knew that was going to be great PR. It's gonna be great relationships there. That's how I met Steve Kasten here at the Boyer Miller and a few others, and so I knew that was coming. But it was pretty far out. You know my tenure had just started. Didn't know I was gonna be president, but I knew that was gonna be on the. I'd have a lot of visibility. So that helped quite a bit. I think that was one factor. Fun story unrelated to your question the day before I quit, the day before my last day, I gave like four months notice and they knew I was leaving. I was unwinding. I had some really big searches, so I was unwinding those and finishing those up for clients, kind of on the bench, but just doing that. So the day of the last day of employment I get a call from that client that I just mentioned wanted to change their culture Blackstone Back Company. He said I got 10 searches for you, jim. I said, well, I can't do them, I'm leaving, today is my last day. And he's well, I'm not doing it without you. And so I called the company and I said here's what's happening. Would you, would we, can we do a fee split? Didn't know that was coming, but that was really great cash flow. And they said yes, and so we worked out a fee split. I continued I worked with that client and then they brought in their team, but it was great cash flow right out of the gates. And and then they brought in their team, but it was great cash flow right out of the gates. And then I developed brand new clients from that point on. But I knew the industry. I think the industry knew me. Chris: So even if it wasn't somebody, I'd worked before, I had a plan and I went after those people. That's a really cool story to hear and there's a lesson. There's probably many lessons, but one that just struck me right between the eyes is the lesson in leaving the right way, when you leave a company versus leaving the wrong way and you just laid out a roadmap for the listeners. If you're thinking about leaving, you left the right way, honoring your agreements, and then, with the transparency to get the slug of business for your new business, for your new company, because you went to them and said here's the deal, because you've done everything else right. It's good to hear that. I guess they could have not honored that, but they did the right thing in my mind too, yeah, by saying yeah, it'd be fair to share this and, by the way, we should. Customer comes first. That's what they want. Let's make them happy. Jen: So customer comes first. That's what they want. Let's make them happy. So, yeah, and I completely agree and I try to tell people and I know there's exceptions, I know there's bosses that are just difficult and if they know you're even looking there, you're gone. I know that happens, but I think majority of the time people are reasonable and if you come to them and sometimes I'll have friends come to me and say I'm thinking about making a change- Grass is greener Right and I'm like I know they're in a great situation. I'm like have you had a really difficult conversation with your boss before you leave, before you start thinking about? Have you told them that you're unhappy You've been there? Chris: 14 years or you've been there seven years. Jen: Have you talked about it? And usually the answer is no, and so I try to encourage them to say go talk to them first and then if it's still you know, in a month you still feel like it's just not fulfilling then talk about leaving. Yeah, but you need to give them a chance. Chris: It's great advice. People unfortunately right. It's kind of human nature to avoid the difficult, uncomfortable conversation, or at least I'll say this, the ones we perceive have it that they're going to be difficult or uncomfortable. And to your point, I think, a lot of times if you actually have the courage to go have it, they usually aren't as difficult or uncomfortable as you work them up in your mind to be. Jen: Absolutely. Chris: And you know I can speak. You know as well as you can. If you give your employer, where you've been otherwise happy for a while, the chance to have that conversation most people if there's a tweak or two that would keep you there, it's probably going to save the company a ton of money. To consider that. Jen: And it might benefit the company. Talk to them about. You know I'd really like to do more sales. You know I'd really like to take on bigger projects. You know what We've been looking for someone that wants to take on bigger projects. You just never know what the company needs. Chris: So we can go back. You mentioned, and just for the listeners ACG Association of Corporate Growth. Jen: Yes. Chris: Indice Group industry in the kind of M&A, a lot of private equity. So sounds like part of that marketing plan was to plug yourself in to the right kind of networking system where you would meet people and build relationships. Jen: That's correct. Yeah, yeah, and I eventually was asked to be president I don't know if you know that and so it was a lot of it was a lot of visibility as well. That's half the battle. Chris: Yes. Jen: Because there's a lot of top of mind search firms out there. Yeah, getting top of mind and helping them see that. I understand private equity, I understand what their challenges are. I understand what they're trying to achieve. I understand how capital's raised. You know I've got the knowledge base to be able to convey that to candidates and to help find the right one that's going to fit that. So I think that helped a lot and it's it was educational for me. You know, going to conferences, hearing panels speak. I know a lot about a lot or a little about a lot. Chris: Let me rephrase that I shouldn't admit that, but it's true, but it does. Jen: It's real educational to hear those conversations and to hear what's happening in the market. You know from your peers that are in the organization. Chris: A couple other takeaways from what you said. That I hope people listening caught is that you had a plan before you did this right, absolutely. You sat down and put it to paper a business plan, a marketing plan, a strategy. Look, I think those are so important and can be overlooked. When people say, look, I'm just going to go chase this dream, that's great because you need the inspiration, but you also need some substance behind it, because if you eventually do go to and most will go to a bank or an investor or something, they're going to be asking about that. So you better be prepared. Jen: Absolutely. Chris: So one of the things and you and I were talking about this, I guess before we got the recording going, and that is you know about this, I guess before we got the recording going, and that is you know, you now have seven employees. Let's talk a little bit about you know. I think there's a few conversations. One is what was it that triggered you each time to make the decision Now it's time to take on an employee or another employee, because those are big investments and then how did you go about making sure they were the right fit? Jen: Yeah. So it was growth that predicated the need. That was the part I didn't plan was when am I going to hire what? You know what? At what point do we need to bring on another person? At what point do we need to bring on a junior person, et cetera, et cetera. I didn't plan that piece of it and I probably should have, but it was really just my bandwidth and being able to do what I needed to do. You know, we were super busy during COVID, which sounds really strange, but I had some. I had that one big client that was still going. I had just so, if you think about I had been in business for about a year and so that year I had been really busy doing marketing and business development and getting out there and making relationships, and so it just it paid off and I think a lot of those people one of my biggest clients I don't know if you know Dave Marchese, he'd be a good guest. Let's do it. He called me out of the blue in the middle of COVID and we had met like five years prior, but he had seen my posts and my marketing and my emails and so he said I can't go out. I'm not going to go out and interview five interview candidates, but we're in the or excuse me search firms because we're in the middle of COVID. So what you got Jen, and so I took it on, and we've probably done 15 different positions over three or four years. Wow, so he's one of our biggest clients. So there that, I think the prior relationships definitely helped us make it. You asked about employees, though. Chris: Yes, well, before we go there. Yeah, one of the things you so interesting. You said I didn't plan for growth. Yeah, probably should have. Jen: Yeah. Chris: So, looking back, what do you think you could have done in that regard that you might offer as advice to someone that you know is maybe about to do something similar that you did five years ago? You know, what have you learned? Looking back, to say I would have, if I was going to do it again, I would plan for growth in this way. Jen: Plan for success. I think I was so focused on how am I going to get there that I didn't say if, when I get there, if when I get there, how am I going to get to the next level? I never did that. I never said, okay, I can handle 12 searches, or whatever it is, at different in different phases. So if I get 14, what do I do? At what point do I, you know? Do I need to start hiring when I get to 9 searches, whatever it? So maybe it was a revenue. I think I should have projected and said, because I've been in the business a while, I know how many searches I can do by myself or with a team, and so I think that would have been very helpful to do kind of like an FB&A analysis, but on the operational side. Chris: Right, Very helpful, that's very helpful. Okay, so now let's go back to kind of set a search. You starting to decide I've hit the point, I can't do this all, I've got to bring someone on. Yeah, you know how did you go about sourcing. I know obviously you've probably had a lot of contacts, but you know just the whole process of how you interviewed to make sure they were going to be a good fit for your company. Jen: So my first hire, I got really lucky because she was a neighbor, a friend who got laid off during COVID and so we brought her on just to do some of this data pushing type stuff. She made phone calls, cold calls, she's fearless, and then she grew into being a really good recruiter. After that first hire it was, oh my God, I can't handle this. I just need a body that can help do, a professional person that can do all this. After that hire I was much more purposeful. After that it was we want experience. We want, you know, degree Now she was degreed. But we want degreed individuals that understand the business world, that understand you know degree Now she was degreed. But we want degreed individuals that understand the business world, that understand, you know. I think every time I made another hire I kind of elevated my expectations. Chris: Right. Jen: And not to say the first hire was. She was a phenomenal employee, but I think every time after that I was much more purposeful about how I, who I wanted to hire and what my expectations of them were. Chris: Yeah, that makes sense to me and you're right, it's not a condemnation of the earlier hires. It's if you're doing things right, I believe you're always learning and your processes can always get better, and it doesn't mean you didn't make bad hires before, but you can get more intentionality around the decisions you're making and I think that's part of growth and when you're a one person show or two because my husband did join me about six months in it's harder to attract talent you know, Now we're about to make an offer to a pretty senior person and we had a really good slate of people that were interested, that were like, yeah, I want to join a boutique firm, I want to do what you're doing. Jen: So it changes too. Advert: Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom. And thanks for listening to the show. Well, that's validating. So you've gone through this process of sourcing people for your company, right, and what have you? What has that process and the learning? Jen: through that done to help you better advise your clients or vet candidates for them. What else about that I'm actually gonna go back to. So I took about five years. I left the executive search world and went to a consultancy and they I was director of talent. We tripled in size in about five years time and then they sold to Accenture about two years after I left. When I left, I think oil and gas was zero. The barrel, the barrel. Chris: I remember that yeah. Jen: So they made a strong comeback and then eventually sold. But being on the inside like that was the best education I could get, because it was. This is what happens when you make a really bad hire. This is what happens to the entire company when you make a really good hire. And we weren't huge I think we ended up being about a hundred but but it was really helpful to me to see. I also learned you know really short tenures on people's resume. There's a reason you know, I know there's reasons that people have to leave jobs absolutely there's good reasons, but when it's over and over and over, and then you hire that person because you're desperate for a data manager or whatever it is. You're desperate for that skill. You're going to find out why they can't stay in a job longer. I learned a lot being on the inside, you know, and I think that job is really what taught me kind of the hard knocks of making a mishire. Chris: Right. Well, I think you're to your point, right, it's if you look there are red flags, pay attention to them, and I know from our we're not perfect either in this business that I have, and you know sometimes you can convince yourself to overlook a red flag here or there, and more times than not you shouldn't. Right, there's exceptions to every rule, but we don't want to run a business based on exceptions necessarily You've got to be purposeful about those hires is really what it taught me. Jen: You know very purposeful. Chris: So just to kind of come back to Sutter's search a little bit so you have seven, about to have eight, and you talked about doing a search for a client where it was a culture change. Let's talk about culture at Sutter Search. What are you, as the kind of co-founder and CEO, doing to try to cultivate a culture? How would you describe it? And what are you doing to kind of, you know, foster it and breathe life into it? Jen: Yeah, it's hard with seven people, eight people, you know, to kind of create that, because you're like oh, we're just eight people, but they need it. Employees need training, they need to be developed, they need to evolve, they need to expand and grow, and so we actually started EOS at the beginning of this year. Are you familiar with entrepreneurial operating system? Chris: Yes. Jen: I think I don't know if Allie was the one that told me about it, but you know I've heard a lot of business owners that have done it, and so we actually started it and I think it's been evolutionary and I'm not selling it, I don't sell anything they do but it has really helped us be very purposeful about what we're doing for our employees, and so my one of our other managing directors is. She's in charge of kind of the HR and training, and so we have a weekly training every single week and it's sometimes it's heavier than others, but we have a weekly training every week and one of the employees actually gives it, so they have to go out and learn themselves and then they come and teach the rest of us. I try to. I'm a big advocate in the old school headhunting world is just dog eat, dog work, and so when I started my firm I was like I don't want to be that way. We're not working 12-hour days, we're not working both coasts, we're going to have a great and I hate to use the words work-life balance because I know it's overused. Chris: That's right. Jen: But we are, we're going to edit that part out. I'm kidding it is overused, but I think in some aspects it's important because you're a better employee if you take your vacation, if you didn't have to work until 9 pm the night before, if your managing director isn't calling you at 6 in the morning because she happens to be on the East Coast that is not the culture that we have. I'm always telling them you're going on vacation. Who's taking your emails? You're going on vacation. Who's taking your emails? You're going on vacation. Who's taking your calls? Did you put your out of? We require out of office messages to be turned on and I'm just, I'm always preaching that. I really think it's important to separate yourself and give your brain a break, because what we do is very, it's very repetitive, it's very. You know you may, if you have ten searches, that you have four candidates at least on what we usually have a hundred, but you have four finalists going through to offer yeah you think about the ups and downs every single day. Chris: It's a lot well, I mean, to your point, what you're doing, I mean, has to be stressful because you're affecting people's lives. Absolutely right, you got four candidates and or maybe see this as a great opportunity and are very hopeful, and you got a, a client, that needs to fill a hole and every day they don't have that whole field, they're losing money. So I can get that yeah to your point, the work-life balance and we could do a whole podcast on that. But I think what my experience has shown, or at least what I feel like I've learned through that, is our work-life balance is different at different times of our career. So it's hard to institutionalize that when everyone's at different stages. We try to use the term more like professional development. Developing our people to be great professionals means you tend to your business, but you tend to you have a life as well and you got to figure out how to manage both in a healthy way, knowing that the way it works for me now is totally different than it was 15 years ago right and that's okay because everything changes and we have new employees here that are going through totally different life stuff than I go through now. but how do we help give them the tools, the training to manage that and still be successful both in the office and in their personal life? Jen: Yeah, and we do we have different? Everybody kind of has a different work methodology. I shouldn't say hours, it's more like hours, you know a 20-something. They like to kind of work late in the day and have their workouts in the morning or whatever. Like everybody's kind of different. And then Hazel and I are about the same age and we like to not be disturbed until 8.30 or something. You know, like we like to go do our thing in the morning and work out and whatever. Read the paper and everybody's a little different, but we are very understanding of each other's different lifestyles. Right To your point. Chris: The key there comes to communication right. Yeah absolutely Absolutely, and so do you have. What is it that you're using as such to make sure those conversations are happening? Yeah, so that people understand how each other works differently, but together you can work for success. Jen: Yeah, we talk about it when they're hired. I say I'm not going to track your hours unless your productivity is not working Right, and then we're going to talk about it. Do you have too of a workload? Or, let's be honest, are you not working enough? You know, because last week you didn't have very many searches. This week you've got a lot. So if I need you to work till six, you gotta admit that last week you didn't have to. And they're very honest with me. A lot of times they'll say, hey, not going to be online until 10 or so, but I'm going to be working late or whatever. Or I stayed up for four hours last night sourcing. So you know I'll be available on phone but I'm not online. Perfectly okay, and we're very flexible that way. It's a little hard sometimes. You know, I'm always like are you working? I'm on the back of my brain and then I have to call myself and go. Of course they are, it's not producing. Chris: So that comes down to two fundamentals no matter what industry, communication, yeah, and what you're willing to do is have what some people might feel like is the harder conversation or uncomfortable conversation, but you approach it with kind of support and transparency. Jen: Yeah. Chris: The other thing. It comes down to productivity. Jen: Yeah, right. Chris: Absolutely. If we're running a business, we're running a for-profit business. We have to be productive to make the business go. So you can't lose sight of that. Some people, I fear at times the extracurriculars overweigh what we do to make our money and what is our. You go into the. This is what fuels our economic engine. We can't lose sight of that. It won't matter how many out-of policies or things we do, we won't have a business to support it. Jen: So it's finding a balance there, right? Yeah, I'd say the common denominator with all my employees is they thrive on success. They thrive on accomplishing things. They're not going to just shut things off if they're not done and they haven't accomplished what they set out to accomplish. They're very driven that way. That's a common denominator. Chris: Very good. So a little bit about your business. So you were saying you know, middle market focused, we're kind of approaching mid-year 2024, which is like just blows my mind that we're, you know, that far into the year already. But you know there are businesses out there that either use services like yourself or maybe contemplating that, and I know, at least in your world there's at least two different ways to go about it Retain, searches or kind of the contingency model. Can you just share maybe a little bit about what each is, the differences, pros and cons, and maybe flow into what a company should consider going one versus the other? Jen: Yeah. So I want to make it clear that I am not pro or con. Either way, I think there's a contingency, there's absolutely a place for it. I have several friends that are in the contingency recruiting world and they say I will never be in the retained world. So there is a place for it and I think if you have a large number of hires, you have a position or a company that is attractive to candidates and you want to get all the resumes you can get and then choose because they want to come to you, that's great. You can use contingency. What we do is a consultancy. So if you're a middle market working with a middle market firm right now, it's a downhole tool. Cfo position this position is critical that they get it right because they have big plans. I'm not going to tell you what those big plans are. They're private equity backed and they have big plans and it's going to happen, but if they don't have a financial expert that can devote time and devote, then it's not going to happen. And so it's critical, and in that situation you absolutely need to find the best person that you can find, and you need to interview a lot of people to make sure that you are choosing the right person, and so that's what we're doing. That's where we come in, and it doesn't have to be a CFO role. We can do. We do VPs and we do directors sure directors but we're going to look at 150 people that we know could do this job, and then we're going to reach out to every one of them and then we're going to interview 20 or 30. I'm going to interview half of those and then I'm going to present and rank the top. So it's not like we're going out and finding five people that are qualified and handing them to you. We're going out and finding 10 times that many maybe not 10 times, but a lot more than that and then finding you the best and ranking those for you to interview. So if it's a critical hire for your company to succeed, I would absolutely recommend retained, because they should be a retained firm, should be a consultancy, they should help you find that person. Chris: So that's really helpful, and hearing you describe it makes the difference very clear for me. I hope for the listeners and what I hear is you're doing a lot more upfront work on the retained side and I guess, as a consumer of these services, you should expect that your retained firm will do a lot more upfront work and vetting the best clients to bring to you. Jen: Yeah, absolutely. And the other thing I think that's important for my clients to know is our database is completely open. Our kimono is open. Is that a bad thing to say? Chris: No, we don't have video, so we're good. Jen: They can see everything we're doing, when we're doing, how we're doing. It's not a we'll talk to you in a month or two and we'll give you three great people. There's no magic thing that happens like that. It's a database they can go in. They can be like ooh, I know that guy and not going to work. Chris: Right, whatever reason, work right, whatever reason. So through, I guess, an online portal that you give them access to. Jen: okay and so it's a process to get to the fine. We meet once a week and I say here's why we chose, here's why we interview these people. What do you think? And a lot of times I'll say you know what? That company doesn't hire well, or they might be an acquisition on the horizon with that company. We can't talk to their people, so we have weekly conversations that get us closer and closer to the best person. And so it's a process, it's a very thorough process that gets us there. But that's 15, 30 minutes a week from our client, that's it. Chris: Okay, Well, they have to be invested, especially in these that are so critical. The positions to fill the client has to be invested. That's right and I like the somewhat. Maybe it's not. It sounds innovative to me that you are creating that opportunity for them to vet and see what's going on whenever they want. Right, but have those weekly check-ins. You know, it sounds like a kind of a white glove service, if you will. Jen: Yeah, and I think a lot of times people are scared, overtained. They're like what if it doesn't? What if you don't find someone? I'm like never happened in the history of 23 years, because we're talking to you and if we're not finding the right people, we're going to pivot, we're going to merge, we're going to figure out why is that happening. Is it the company reputation? Is it our pitch? Is it the way we're describing it? I mean, we're going after the wrong people. We will figure it out. We always fill the positions. Chris: Right Always, because you're invested in it. Right, right, it's not which. Jen: Because it's and it's not a. Here's three resumes, let me know. Chris: Right. Jen: That's not how it works. I got it. Chris: That makes sense. So a little bit, I just want to ask you're obviously, you know, leading this company. What, what would you or how would you describe your leadership style and how would you say that maybe has evolved over time based on your experience? Jen: So I would describe my leadership style as real. It's too real. I like to be pretty open with my employees and I have weekly calls with almost all of them I shouldn't say almost all of them. My fellow managing director we talk almost every day, so I don't have a weekly calls with almost all of them, I shouldn't say almost all of them. My fellow managing director we talk almost every day, so I don't have a weekly call with her. But the others, who I may not speak with, I have weekly calls. We talk about what's happening, what's going well, what is their workload like? I ask them what was the most challenging? Because we all work remote, so that's the other thing. We don't see each other every day right and I'll say what was the most challenging thing and what are you most proud of. And sometimes I had no idea. They're like oh well, I met that candidate at that event. I went to one of my. One of my employees told me that I'm like, I had no idea. Like you went to this networking event and happened to meet the right guy. So you know, just things like that. I try to have the communication very open yeah and they can tell me listen, I'm just not feeling well today or I'm mentally having some issues with home. I'm not going to tell you what it is, but I just need to sit back and I'm like, take the time, whatever you need to do. So I like to think I'm a pretty real manager. Chris: Yeah Well, it sounds like there's a lot of empathy that comes across in those calls, so they feel safe. Yeah, empathy, that comes across in those calls so they feel safe, and I think that's an important thing for a leader to be able to show empathy so that people will be more open and responsive, at whatever level your leadership is in the organization, is an important quality. It's interesting too, I think, that you asked about challenges, because I find it to be helpful to if you're kind of forced to reflect on what was really good about the last week and maybe what was a challenge, because we learn from both. Right, well, that's really good. Anything that you mentioned your stepmother earlier as a mentor, any learning from her that you kind of feel like you're implementing today and kind of carrying on some of the things you learned along the way from her Well, she is my free consultant, so you know, so I call her all the time. Jen: I'm like, okay, more free. Chris: Don't let her listen, she might start charging. Jen: She's fully retired, so she's like no problem. No, I think, being a peer to your clients and telling them no, sometimes you know she's not a yes man and I think I learned that, that you know you've got to push back. When you know, because of your 20 years experience, that something's wrong, you have to call the elephant in the room yeah and you have to say you, you may not skip this recruiting. You know, a lot of times my clients will get very excited about a candidate and they're like, well, can you just come see me tomorrow? And I'm like, no, he cannot because that's too fast for the candidate. They need time to process. You look too eager. I had one client that said it. He said I'm not coming to the first date with a diamond ring. You cannot come to the first date with a diamond ring, you have to let the process happen. But she was always very good about not being a yes man and I've learned that works and it pays off to help your clients be successful. Chris: It's funny that works and it pays off for to help your clients be successful. It's funny that reminds me there's an analogy that applies in all kinds of situations. But it's the cake right. So, just like you were saying, don't be too fast. Yeah, you can have all the right ingredients, mix it up, put it in the oven. If you pull it out too quick, it's going to flop yeah right. So you got to let the process, trust the process, let the process play out, and that applies in so many different aspects of business yeah, and these are humans that we're dealing with. Jen: These are people and they weren't thinking about a job change most likely. Chris: So you've got to let that change management process happen in their head, you know, let them go through that as well so good point to make and we'll repeat it that for what you're doing with these targeted executive searches, most likely the right person was not looking. The ones that are looking there could be one of those red flags there, Not always right, not always, but yeah. So, jen, this has been a fun conversation. Congratulations on your success, thank you. I want to ask you just a few things to wrap up. Yep, so obviously you've been in the search world, or executive search world, for you said 20 plus years. What was your first job? Jen: I remember you asked somebody else this, so I actually worked at a daycare for intellectually disabled kids and adults. Not that fun story that you wanted to hear, but it was fun. I absolutely loved it. I worked every summer. 0:36:20 - Chris: There had to be a lot of life lessons learned in that. Jen: Very challenging. These were kids that were not accepted at other daycares, even for special needs kids. And so I made $4.25 an hour. I was just telling this story because now I'm the chairman of the board for Special Olympics. Chris: Are you really? Jen: I am, and so they asked me my why, and I was like well, I did this for about five years, six years, all through college. I did summer camps and stuff, and so that population has a very soft spot in my heart. Chris: I love how that's come full circle in your life to be able to be doing what you're doing with Special Olympics. As an aside and maybe a plug, isn't Houston hosting the Special Olympics? Jen: next year, next year, I did not tell you that you didn't, but I just know we are right at rice, and is it 2025? Yeah, so that's a big deal, so huge those. Chris: Any listeners in houston, be on the lookout to go support that, what a great cause thank you, appreciate that all right. So my favorite question tex-mex or barbecue? Jen: tex-mex. I'm not a barbecue fan. My husband loves it, but I don't. Chris: Well, you know, you had no problem answering that question. Jen: Some people struggle so I love that In Texas only probably Right. Chris: So another question I get travel ideas from. So if you could do a 30-day sabbatical, where would you go and what would you do? Jen: Maine. Chris: Maine. Jen: We. If you could do a 30-day sabbatical, where would you go and what would you do? Maine, maine. We went to Maine last year. Oh my God, it's beautiful. We're empty nesters and so we're doing two-week working vacations. We just got back from Santa Fe and then we're hoping the next spring we're going to do Maine. Chris: Good for you. Yeah, I like that, kenny. Jen: Bunk or somewhere around there. Chris: Okay Well, you didn't let me finish a sentence, oh sorry, no, so I know you meant it right. Some people have to think about it. Jen: Oh, I knew. Yeah. Well, we're thinking about where we want to go now, so we've got a whole list. Chris: That's a fun process to go through. Yeah, it is so well, jen. Thanks again for coming. Special Guest: Jen Sudduth.

As CXO Conversations wraps up another season, host Michael Mitchel reflects on the increasing role of AI in our daily lives. From streamlining tasks to enhancing productivity, Michael shares practical examples of how AI is making an impact, both personally and professionally. Join us for a brief yet insightful episode, and stay tuned for the return of engaging interviews next spring!   More episodes and resources: https://ocns.co/podcast/   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Leave us a review on iTunes – thanks!   

Elizabeth Francisco, CXO of Inhabit, sits down with Amber Hurdle, Founder and CEO of Employer Brand Central, to discuss the science behind personal brand and how it plays a role in your professional and personal reputation. Amber Hurdle works with companies that want to strengthen their employer brand and company culture to drive employee engagement, profitability, and brand awareness. Meeting planners and organizations hire Amber for her straight-shooting and humorous advice that empowers leaders, unites teams, and inspires action to achieve bottom-line results. The founder of Employer Brand Central, Amber's agency turns branding on its head to ensure each employee upholds their company's brand promise to ensure customer satisfaction and loyalty. EBC's winning formula strengthens brands from the inside out with a focus on reducing talent-related expenses and driving revenue through an engaged team to increase margin. As a proud member of the Association for Corporate Growth, Amber has a special knack for working with middle-market businesses and investors in the M&A space that need to quickly and effectively merge brands while communicating the vision and strategy to the teams who get the work done. Connect with Amber Hurdle here: https://www.linkedin.com/in/theamberhurdle/ About ResMan: ResMan delivers the property management industry's most innovative technology platform, making property investments and operations more profitable and easier to manage. ResMan's platform unlocks a new path to growth for property management companies that deliver consistent NOI improvement and brilliant resident experiences easier than ever before. To learn more about our platform, visit http://myresman.com/

In this special edition of CXO Conversations, host Michael Mitchel revisits an engaging dialogue with John Vranas, who at the time was the Chief Development Officer for the Humane Society of America. This episode covers a breadth of topics that all can benefit from; from program creation to donor ( or sales) engagement and executive leadership preparation.  John's insights transcend organizational boundaries, offering actionable strategies applicable to both for-profit and nonprofit sectors. His journey from volunteering to leadership underscores the transformative power of personal experiences, while his emphasis on engagement, storytelling, and strategic alignment provides invaluable guidance for driving impact and fostering a culture of purpose and innovation.  Regardless of whether you're in a nonprofit, for-profit, or volunteering role, John's wisdom provides actionable strategies for fostering a culture of purpose and innovation.   Full show notes and resources: https://ocns.co/podcast/   Key highlights include: Organizational Distinction: Understanding the roles of the Humane Society and the Humane Society of the United States clarifies their collaborative efforts. Leadership Essentials: Engagement, storytelling, and strategic thinking are crucial for Chief Development Officers. Strategic Planning: Clear direction and accountability drive consistent growth and success. Fundraising Balance: Aligning funds with strategic goals ensures sustainability and impact. Program Innovation: Collaboration and effective execution are key in implementing innovative initiatives. Team Dynamics: Hiring based on values and fostering teamwork parallels successful sports rosters. Ethical Engagement: Authentic storytelling respects donors' sensitivities and maintains trust. Leadership Clarity: Providing clear direction in fundraising efforts is essential for success. Management Development: Middle managers seeking leadership experiences contribute to organizational growth. Personal Growth: Curiosity fuels innovation and personal development within nonprofits. Commitment to Learning: Fully committing to diverse perspectives fosters effective problem-solving and relationship-building.   Timestamps John Vranas and his role at the Humane Society of the United States (00:00:00) Distribution of funds and lobbying efforts within the organization (00:07:16) Career path and skills required for a Chief Development Officer (00:14:23) Importance of engagement and storytelling in fundraising (00:19:21) Convergence of development, strategy, and marketing roles in nonprofits (00:20:30) Balancing unrestricted and restricted funds in fundraising efforts (00:21:26) Process of implementing innovative programs and initiatives (00:26:57) Criteria for hiring key personnel and building cohesive teams (00:30:38) Ethical considerations in storytelling and donor engagement (00:34:41) Importance of providing clear direction in fundraising efforts (00:36:55) Parallels between fundraising strategies and investment portfolios (00:37:50) Value of middle managers seeking experiences demonstrating leadership (00:39:32) Personal anecdotes shaping career path and leadership qualities (00:42:17) Significance of curiosity in contributing to nonprofit organizations (00:44:23) Importance of showing work and committing to different perspectives (00:45:36) Lessons learned from past experiences and advice received (00:48:10)   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes – thanks!

Join host Michael Mitchel as he welcomes back Ben Deda, CEO of Food Maven, for a revealing look at the company's four-year journey. Explore key milestones, strategic shifts, and insights into navigating challenges in the food industry. Gain valuable lessons in leadership, resilience, and adaptability while gaining optimism for the future of Denver's startup ecosystem.   Full show notes and resources: https://ocns.co/podcast/   Key highlights include: Strategic Evolution: Ben Deda outlines Food Maven's strategic shift towards a tech-centric model, reflecting on their trajectory over the past four years. Tech-Driven Solutions: The episode explores Food Maven's transition into a technology-driven provider, spotlighting the introduction of their Procurement API. Navigating Stakeholder Dynamics: The intricacies of managing stakeholders amidst uncertainty and transformation, emphasizing effective communication strategies. Market Fit and Resistance: Reflecting on industry challenges, Ben highlights strategic shifts made to align with market demands, overcoming resistance to change. Investor Relations: The importance of investor buy-in during strategic pivots and setbacks is discussed, shedding light on managing expectations. Lessons Learned: Insights gleaned from Food Maven's journey, stressing the significance of adaptability and maintaining a clear business narrative. Leadership Traits: Drawing from experience, Ben elaborates on essential leadership traits and decision-making skills crucial for navigating uncertain environments.   Timestamps 00:00:00 - Introduction 00:01:41 - Challenges Faced During the Pandemic 00:02:11 - Growth Strategies and Acquisitions 00:03:14 - Impact of COVID-19 on Fundraising Efforts 00:04:07 - Transitioning to a Tech-Centric Business Model 00:05:16 - Introduction of Food Maven's Procurement API 00:06:27 - Challenges and Opportunities in Food Procurement 00:07:32 - Transformation from Tech-Enabled to a Tech Company 00:09:15 - Managing Stakeholders and Communication Strategies 00:14:48 - Strategy evolution and go-to-market approaches 00:16:24 - Overcoming challenges in stakeholder engagement 00:17:39 - Industry resistance to change and finding the right market fit 00:18:43 - Dealing with investor expectations and buy-in 00:19:31 - Lessons learned and the importance of creating optionality 00:20:27 - Gaining wisdom and skills through experience 00:21:04 - Leadership traits and decision-making in uncertain environments 00:22:22 - Reflections on Denver Startup Week and adapting to changing community dynamics 00:25:15 - Goals and considerations for the future of Denver Startup Week 00:27:00 - Building optionality and maintaining a clear narrative in business   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Leave us a review on iTunes – thanks!   

Brent Baxter, Chief Executive Officer at Association for Corporate Growth, and Jeff Giles, VP, Corporate Development at Core & Main (NYSE: CNM) In a highly competitive market, speed is crucial for companies wanting to do M&A. Especially with all the economic and market changes that's happening, professionals must use M&A best practices to get better deals.  In this episode of the M&A Science Podcast, Brent Baxter, Chief Executive Officer at Association for Corporate Growth, and Jeff Giles, VP, Corporate Development at Core & Main, share their strategies and experiences when executing successful M&A.  Things you will learn: • Target outreach • Best practices when building relationships  • Challenges of working with private sellers • Executing agile and efficient Diligence • Role of technology in the M&A process This episode is sponsored by the DealRoom. Ready to take your M&A to the next level with software made to manage each stage of the deal process? See how DealRoom can facilitate your next deal at https://dealroom.net Episode Bookmarks 00:00 Intro 07:12 Getting deals faster 10:35 Target outreach 15:54 Best practices when building relationships 19:47 How to best optimize ACG 22:46 M&A challenges 25:20 Challenges of working with private sellers 29:39 Executing agile and efficient Diligence 34:53 Executing deals during COVID 39:59 Role of technology in the M&A process 42:06 Role of technology in the future 46:47 Craziest thing in M&A  

In this episode of CXO Conversations, host Michael Mitchel revisits an insightful interview with Ben Deda, CEO of Food Maven, and co-founder of Denver Startup Week. This conversation dives deep into Food Maven's mission to combat food waste by revolutionizing the distribution model, prioritizing sustainability, efficiency, and community impact.  Ben shares his personal journey transitioning from tech to CEO, and provides insights into the inception and growth of Denver Startup Week, highlighting its format, impact, and key lessons learned. Join Michael and Ben as they explore sustainable business practices, community-building, and visionary leadership, offering a compelling exploration of the challenges and opportunities in driving positive change. Plus, stay tuned for the next episode, where Ben shares updates on Food Maven's journey over the past four years.   Key highlights include: Fighting Food Waste: Ben Deda discusses Food Maven's mission to transform food distribution, focusing on sustainability and community impact. Tech-Driven Solutions: Food Maven's platform connects surplus food with buyers, reducing waste and supporting local suppliers. CEO Journey: Ben shares his transition from tech to CEO, highlighting leadership and collaboration. CEO Focus Areas: Ben outlines key areas of focus for CEOs, shaped by influential roles in his career. Denver Startup Week: Ben explores the origins and impact of Denver Startup Week, sharing valuable insights and lessons learned.   Timestamps Introduction of Ben Deda - (00:00:00) Overview of Food Maven's Mission and Operations - (00:01:42) Addressing Food Waste Challenges - (00:03:22) Tech Integration and Business Model Evolution - (00:04:39) Transitioning to CEO Role and Leadership Insights - (00:06:05) Mentors, Board Management, and Succession Planning - (00:08:28) CEO Preparedness and Learning from Experiences - (00:10:26) Ben's Key Focus Areas as CEO - (00:13:42) Influential Roles in Ben's Career Journey - (00:15:31) Advice for Aspiring CEOs - (00:16:09) Co-founding Denver Startup Week - (00:19:04) Evolution and Impact of Denver Startup Week - (00:23:26) Lessons Learned from Organizing Denver Startup Week - (00:25:15) Transition from Day-to-Day Operations to Board - (00:28:13) Temperature Adjustment in Warehouse Setting - (00:29:20)   Resources Ben Deda's LinkedIn - https://www.linkedin.com/in/benjamindeda/ Ben Deda´s original episode: https://ocns.co/ceo-ben-deda-changing-industries-and-building-communities/   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes – thanks!

In this episode of CXO Conversations, host Michael Mitchel engages with Laura Ortman, CEO of COLOGIX, to explore her dynamic journey from the athletic fields through various pivotal roles in the tech industry to her current position at the helm of a leading network-neutral interconnection and Hyperscale Edge data center company. Laura shares her comprehensive insights into the power of teamwork, perseverance, and a broad understanding of business operations that shaped her into a results-driven leader. She delves into the nuances of customer experience, the importance of culture, and the collaborative ethos underpinning successful leadership.  Through her narrative, Laura provides invaluable advice for aspiring leaders, emphasizing the significance of building relationships, embracing risks, and the continuous pursuit of learning, making this episode a treasure trove of leadership wisdom and inspiration.   Key highlights include: Laura's diverse career path across tech, DOD, and aviation, culminating in her role as CEO of COLOGIX. How Laura's leadership philosophy  was shaped by an athletic background, emphasizing teamwork, resilience, and a broad operational understanding. The pivotal role of customer experience in business success, illustrated by her approach to rebuilding trust and driving customer retention. The significance of culture, network building, and embracing risks as foundational elements for reaching the C-suite and fostering a successful organization.   Tune in for an inspiring conversation that unveils the secrets of resilient leadership in the fast-paced business world.   Timestamps Introduction to Laura Ortman and COLOGIX (00:01:06) Overview of COLOGIX's Business Model (00:01:58) Differences Between Public and Private Companies (00:03:48) Athletic Background Influence on Leadership (00:06:23) Attraction to the CEO Role (00:08:48) Moment of Realization for CEO Ambition (00:10:47) Leadership Philosophy: Presence, Listening, and Leading (00:15:19) Implementing 'Together We Win' Mantra (00:16:20) Adapting Leadership Approaches Post-2020 (00:17:57) Advice for Aspiring C-Suite Executives (00:20:41) The Importance of Building a Trustworthy Team (00:22:17) Role and Challenges in Customer Experience (00:25:32) Acquiring Listening Skills and Importance of Crucial Conversations (00:29:33) Reflections on Building a Network and Importance of Culture in Organizations (00:32:56)   Resources Laura Ortman's LinkedIn - https://www.linkedin.com/in/lauraortman/ Book: Crucial Conversations: Tools for Talking When Stakes are High - https://www.amazon.com/Crucial-Conversations-Tools-Talking-Stakes/dp/1260474186   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes – thanks!

In this episode, we delve into the dynamic world of intrapreneurship with RJ Grimshaw, former CEO, and President of UniFi Equipment Finance. Join us as we explore the intricacies of fostering innovation from within organizations and learn how RJ led UniFi Equipment Finance to unprecedented revenue growth, from $13 million to $150 million between 2013 and 2023. Our conversation revolves around key topics such as defining the intrapreneurial mindset, the impact of hiring intrapreneurs on business scaling, creating an environment conducive to intrapreneurial success, distinguishing between functional and vital employees, and the pivotal role of intrapreneurship in the hiring process. Throughout the episode, RJ shares invaluable insights and practical strategies to empower listeners in implementing intrapreneurial practices, ultimately enhancing productivity, fostering innovation, and driving organizational growth. As the founder of Ascend Intrapreneurship Mentoring and a thought leader in the industry, RJ brings a wealth of experience to the table. If you're a business leader or enthusiast seeking actionable ways to elevate your organization through intrapreneurship, this episode is a must-listen. Connect with RJ Grimshaw and explore more intrapreneurial wisdom by subscribing to our podcast. Visit our website for additional resources and join the ongoing conversation on driving innovation within your organization. Discover the transformative power of intrapreneurship and take the first step toward reshaping the future of your business.

In this episode of "CXO Conversations," host Michael Mitchel welcomes Grant Stanis, a dynamic CEO renowned for his resilience and strategic acumen in the corporate world. Stanis shares his compelling journey from his first student council campaign to the helm of major corporations, revealing the pivotal role of resilience in climbing the corporate ladder. Delve into his insightful reflections on the multifaceted challenges of a CEO, from transforming struggling companies to fostering team growth and innovation. Stanis's unique approach, blending disciplined execution with a positive mindset, offers invaluable lessons for aspiring executives.    Key highlights include: Exploring his early ambition and path to becoming a successful CEO. Discussing the comprehensive responsibilities and transformative influence of a CEO on an organization and its team. Emphasizing how bouncing back from setbacks and learning from mistakes are crucial for business success. Highlighting that effective execution is often more critical than the strategy itself in business growth and success.   Tune in for an inspiring conversation that unveils the secrets of resilient leadership in the fast-paced business world.   Timestamps

Dive into 'CXO Conversations' with host Michael Mitchel as he welcomes The Honorable Patrick J. Murphy. From a U.S. Army officer to a congressman and venture capitalist, Murphy's journey is a tale of resilience and leadership. In this episode, explore his transition from military service to influential roles in Congress and the private sector. Discover how Murphy's leadership philosophy, shaped by experiences in the armed forces and public office, guides his current role at Stoney Lonesome Group, a venture capital firm supporting veteran-owned businesses.   Key highlights include: Murphy's leadership philosophy combining confidence, humility, and empathy. Transition from military service to Congress and the private sector. Insights into veteran unemployment and equality in the armed forces. Murphy's venture into television with MSNBC and his work in venture capitalism. The importance of a growth mindset and inclusive leadership for emerging leaders.   Tune in for an inspiring journey of transformation and lessons in leadership with Patrick Murphy.   Timestamps

In this season finale of CXO Conversations, host Michael Mitchel takes a moment to reflect on the remarkable year of 2023, revisiting the wealth of knowledge and diverse experiences shared by prominent executives, like Eric Lougher, David Cox, Craig Cummings, Janine Davidson, and many more.   Michael's Key Highlights: Stephen Brown's journey to becoming a President at 32, emphasizing confidence, seizing opportunities, and continual learning. Rand Lewis's insights on the hallmarks of great leadership and his experience as a successful investor. Raphael Crawford Mark's transition from Founder to CEO at Bonusly, mirroring Michael's own transition in the nonprofit sector.   As we bid farewell to this season, Michael teases the exciting lineup for the upcoming year, featuring notable guests like the Honorable Patrick Murphy, Grant Stanis, Christopher Lochhead, and Laura Ortman. Their forthcoming stories promise to bring fresh and inspiring perspectives to the podcast.   Special thanks to the talented CXO Conversations team for their invaluable contributions throughout the season.   Tune in and gear up for another year of engaging, insightful conversations that bridge the gap between ambition and achievement in the corporate world.    Happy holidays, and here's to a new year filled with more inspiring CXO Conversations!   Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes - thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Today, I'm talking with Kelly Roach, the CEO and founder of Kelly Roach Coaching, an 8-figure coaching and consulting company for service-based entrepreneurs who are disrupting industries and scaling businesses.  She also founded The Courageous Brand, a launchpad that helps Gen Z and Millennials build personal brands and profitable businesses in real-time. Before starting her own company, Kelly spent years in corporate America, rising through the ranks of a Fortune 500 to become the youngest VP in the company. During her time in corporate, Kelly led a team of 100+ employees to record-breaking sales.   In this episode, you'll hear Kelly's growth story, including ideas for introducing billion dollar corporate strategies to your business, key changes to make for scaling from 7 to 8 figures, and when it makes sense to intentionally slow the growth of your company.  Key Takeaways with Kelly Roach Corporate America to entrepreneurship  Building a 7-figure side hustle  Internet marketing and the corporate world How the CEO role changes over time Why businesses struggle to scale past 7-figures How to put a great team together  The danger of hiring from referrals Sourcing talent through LinkedIn  The business-building role of personal branding Does it make sense to write multiple books? Balancing multiple professional initiatives Get the full show notes here: https://beyondamillion.com/104 Subscribe to the Podcast We hope you enjoy this episode and that you find some golden nuggets within this interview. Trust us, it's there! If you want episodes delivered straight to your inbox, consider subscribing to the show and we'll email you each time a new episode is released! Thanks for tuning it & keep being awesome. BAM!

Prior to establishing Candor Advisors, Kirk Michie accumulated three decades' worth of experience collaborating with founders and families to address their strategic objectives and help them to achieve better outcomes. Over his career, Michie raised and allocated over $1 billion in capital, while actively participating in over 60 transactions, including buyouts, sales, and other deals, surpassing a total value of $1.5 billion. Kirk has established himself as a prominent speaker and panelist, regularly participating in events organized by the Association for Corporate Growth, Vistage, and Entrepreneurs Organization. He is a sought-after guest on various acclaimed podcasts, including Entrepreneurs on Fire with host John Lee Dumas, Becker Private Equity and Business, How2Exit with Ronald P. Skelton, Beyond 8 Figures, and most recently, the Pencils Down by Finalis. Kirk Michie brings a wealth of knowledge and expertise in a variety of areas, including transaction advisory services, mergers and acquisitions (with a specialization in founder-owned private companies), corporate and family office governance, capital raising, private equity, corporate strategy, and succession planning. With a strong background in both investment and business arenas, Kirk's experience informs his ability to provide invaluable guidance to entrepreneurs as they navigate intricate decisions concerning their entities, families, and long-term legacies. Connect with Kirk Michie:Website: https://candor-advisors.com/ LinkedIn: https://www.linkedin.com/in/kirkmichie/ | https://www.linkedin.com/company/candoradvisors/ Instagram: https://www.instagram.com/candoradvisors/ Facebook: https://www.facebook.com/KirkMichieCandorAdvisors YouTube: https://www.youtube.com/channel/UCHI9Jp8Y-Hj3zNTI3WSLm6w Vimeo: https://vimeo.com/user121630961 TurnKey Podcast Productions Important Links:Guest to Gold Video Series: www.TurnkeyPodcast.com/gold The Ultimate Podcast Launch Formula- www.TurnkeyPodcast.com/UPLFplusFREE workshop on how to "Be A Great Guest."Free E-Book 5 Ways to Make Money Podcasting at www.Turnkeypodcast.com/gift Ready to earn 6-figures with your podcast? See if you've got what it takes at TurnkeyPodcast.com/quizSales Training for Podcasters: https://podcasts.apple.com/us/podcast/sales-training-for-podcasters/id1540644376Nice Guys on Business: http://www.niceguysonbusiness.com/subscribe/The Turnkey Podcast: https://podcasts.apple.com/us/podcast/turnkey-podcast/id1485077152 Partner Links -- We use these apps and get amazing results and huge time savings too!Design tool: Canva Pro: Create Stunning Design in Minutes!Check out Headliner to create social media posts with video easily- make.headliner.appSimplecast is the easiest way to set up your podcast hosting- Simplecast.comZoom is the easiest way to schedule meetings and record your podcast interviews. Zoom.usAcuity is the easiest way to schedule your podcast interviews, meetings, and life.Acuityscheduling.com

Join host Michael Mitchel in a conversation with Jack Blaha, CEO of Cendyn, as they delve into his journey from West Point and military service to becoming a prominent figure in the corporate world. Blaha delves into the synergy between his military discipline and his achievements in the fast-paced world of SaaS industries like hospitality and social media marketing. He sheds light on the pivotal role of emotional intelligence in shaping company culture and the profound impact of a CEO's leadership style, offering invaluable advice for ambitious leaders on mastering the art of adaptability, the art of building robust professional networks, and the subtle art of leading successful teams.   What you will learn in this episode: How military experience can be effectively leveraged in corporate leadership. The significance of adaptability and leadership skills in business success. Strategies for transitioning successfully from a military to a civilian career. The impact of emotional intelligence on shaping company culture and performance. The importance of mentorship and building a robust professional network. Best practices for team building and operational efficiency in new companies. Insights into navigating different sectors within the SaaS industry. Key lessons learned from various CEO roles and how they can apply to your career. Practical advice for aspiring leaders on career advancement and skill development.   Timestamps

Brent Baxter is several months into his tenure as Chief Executive Officer of the Association for Corporate Growth, the premier trade organization serving the M&A deal making community.  Brent shares his immediate vision and priorities for serving ACG's membership, then delves into the path that brought him to this role.  Childhood in western Pennsylvania, a college-era stint as in the restaurant business that honed his people and management skills, then a business and banking career in St. Louis culminating at Nolan & Associates.  Brent's youthful experience leads to the discovery that Andy and Charlie have the same favorite Italian dish – linguini alle vongole.  Who says nothing in common? 

As the leader of a large public university and former undersecretary of the U.S. Navy, Dr. Janine Davidson ​​has dedicated 30 years of her career to academic, civilian, and military service. Since 2017, she has been the President of Metropolitan State University of Denver, where she has been a staunch advocate for underrepresented students, DACA recipients, and military and veteran students.  Prior to her work in higher education, she was appointed by former President Barack Obama as the 32nd undersecretary of the U.S. Navy. She's also a trailblazing pilot, being the first woman to fly the Air Force's tactical C-130. In today's episode, Janine reflects on her career: The interview process to become undersecretary of the U.S. Navy Engaging with the local community as President of MSU Denver Becoming one of the first female pilots in the air force Janine has been awarded many accolades, including the HillVets Top 100 Most Influential Veterans and the Secretary of the Navy Medal for Distinguished Public Service.  At the national level, she is chair of the Department of Defense Policy Board and serves on the State Department Foreign Affairs Policy Board. Locally in Denver, Janine serves on the boards of numerous organizations, including the Colorado Concern, Downtown Denver Partnership, and the Rose Community Foundation. Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes - thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Jessica Marsh is the Executive Director of the Richmond Chapter of the Association for Corporate Growth. ACG is an association for corporate growth, development, and mergers and acquisitions professionals.  Jessica discusses her role, how it impacts the organization, and lessons learned during the pandemic. It's a wide-ranging conversation touching on a number of interesting topics.  *** Connect with Jessica on LinkedIn here. You can learn about ACG here.  *** Click here to sign up for The Huddle, a weekly leadership email. You can contact Robin Green by emailing robin.green@sandler.com.  

Imagine scaling Everest Base Camp, not just for the thrill of it, but to draw deep life and leadership lessons. Our guest, Ketul Patel, is a seasoned supply chain and operations executive, and a climber who dared to reach the Everest Base Camp despite naysayers pointing out his age. The challenges he faced, the motivations that propelled him, and the importance of a strong 'why' in his journey, all parallel the rigors of a transformative corporate journey. Patel's narrative takes an interesting turn as he delves into how his expedition shaped his perspective on team leadership, conflict resolution, and the essence of cultural contribution in building successful teams. His experience with his group of hikers, guides, and Sherpas is remarkably relatable to corporate dynamics, providing profound insights on selling transformation internally. This episode isn't just about a thrilling climb; it's about how Patel's journey serves as a unique lens to view personal and business transformations. So join us, as we traverse in Patel's footsteps, scaling not just a mountain, but a metaphor for corporate success.

From the frontlines in Afghanistan to the center of the Texas startup ecosystem, Craig Cummings has built an incredible career developing technology that solves real-world problems. He's now General Partner at Moonshots Capital, a venture capital firm in Austin that invests in technology startups, with a special focus on those founded by military veteran entrepreneurs.  Join us as we delve into Craig's inspiring journey, his insights into technology investments, and the unique perspective he brings to the entrepreneurial world. In this episode, Craig shares with Michael his experience: Crafting an elevator pitch that advances your career Building a strong local entrepreneurship community in Austin Helping other talented veteran entrepreneurs succeed Before he became an entrepreneur, Craig spent 17 years in the Army, most of that time as an Intelligence Officer serving in support of the National Security Agency (NSA). Craig deployed to Afghanistan with the Joint Special Operations Command where he was awarded the Bronze Star.  Craig holds a B.S. in Political Science from the U.S. Military Academy at West Point, where he was recognized as their first Truman Scholar. He also has a Ph.D. in Political Science with a minor in Econometrics from Columbia University. Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast. Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.   Enjoy the show? Leave us a review on iTunes - thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Drue Freeman is an Independent Board Director at Ideal Power (NASDAQ:IPWR) and is currently serving on the Board of Directors at Sand Hill Angels.   The former CEO of the Association for Corporate Growth, Silicon Valley (ACGSV) and a 30-year semiconductor veteran, Drue advises and consults for early-stage startups, multi-billion dollar corporations, and for financial institutions studying the implications of technological disruptions on the automotive industry. Drue is on the Advisory Boards of several public and private companies as well as Silicon Catalyst. His Venture Capital and Angel Investments focus primarily on the automotive sector.   Previously, Drue served as Sr Vice President Global Automotive Sales & Marketing at NXP (2009 - 2015), gaining significant automotive semiconductor TAM share. In his career with NXP (formerly Philips Semiconductors), Drue spent 3 years in Shanghai establishing a #1 position in the China automotive market while launching and serving as Board Member for the first Chinese automotive semiconductor company, Datang-NXP Semiconductors. Prior to China, he worked 7 years at NXP's Automotive HQ in Germany, including 4 years as VP of Automotive Quality. He has also been based in Tokyo, with Philips and VLSI Technology and held positions in key account management, applications engineering, and development engineering for various companies in California.   We talk about Who are the most active angel groups in Silicon Valley? What types of due diligence does one do on a company before investing? What role do syndicate members play after making an investment? What are the negatives or benefits of investing as an individual or a syndicate? How does one find boards to be on? What technologies do you see really helping in West Africa? And much more Connect with Drue https://www.linkedin.com/in/drue-freeman-b67a12/ drue@betterbigpicture.com

Perry Kamel has served in numerous leadership roles; Global executive, COO, CEO many times.  He has led many organizations through growth and turn arounds by focusing on the people- not the numbers.  Perry shares his experiences and thoughts on: Difference between management and leadership It's all about the people- the rest will follow Never stop learning- never stop reading Also, Perry speaks to how his experience in the US Navy created his servant leadership skills. Siemens, Accenture, McKinsey, BroadPoint Communications, Ciena, Maxamine … Perry has been a CEO, CMO, EVP for brand names.  His first CEO role was withing six years of separating from the US Navy.  Perry served as a Service Warfare Officer in the United States Navy and quickly earned a reputation for advancing the careers of those around him.  After earning a BSEE at Cornell, his education continued with a MSEE and Wharton MBA.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Sean Odendahl has worked for only four organizations, including his current employer of 17 years. For the last three years, Sean has been serving at the Chief Transformation Officer for the global law firm Bryan Cave Leighton Paisner.  Sean shares his perspective on: The importance of direct feedback as a path to improvement  Power of candid mentor relationships for professional growth What a successful mentorship looks like Also, Sean speaks to how his experience in the US Army influenced his leadership skills and approach. Sean's legal and professional career has been guided by the counsel he provides to buyers and sellers in private equity investments, transactions and M&A related issues.  Sean served in the US Army for over four years with the 82nd Airborne and deployed to Operation Desert Sheild/Storm.  After graduating law school, he clerked with  in the Ninth Circuit, US Court of Appeals.  For five years, Sean was an attorney before moving to Bryan Cave that has become BCLP, a global law firm.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

As Tyson Begly was wrapping up being CFO of Delta Data, after a Accel KKR transaction to Terminus Capital Partners, he was asked to complete the final year of a City Council seat, provided he would not run for reelection. Tyson readily agreed - he wanted to give back to his community.  Tyson shares his thoughts on: How serving as a Company Executive helps him be a good public servant Corporate skills and experiences that he is able to utilize as a City Council member Shared thoughts to those who are interested in serving their community Tyson served as COO/CFO for Delta Data until a change of control in early 2023. Prior experience includes management consulting for Accenture, Morgan Stanley, Diamond Management and others.  Tyson holds an MBA from Duke University.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

In this episode of Money Tales, our guest is Christina Bui. As Christina tells us, losing everything was good for her. The fall of Saigon happened in 1975. Leaving everything they had behind, Christina's mom paid a stranger with gold to get a flight out of Vietnam. The plane took off on what happened to be the day before the Saigon airport was bombed. This harrowing escape was a pivotal moment that created more opportunities for Christina and her mother than they ever would have imagined. This is a story you won't want to miss. Christina is Co-Founder and Managing Partner at Kylan Ventures, a venture studio focused on championing the global talent and innovation of Vietnamese entrepreneurs. She serves as an operating partner, strategic advisor, and board advisor with various companies: Chief Business Development Officer at OnSky Health, a remote patient monitoring health tech company; Chief Growth Officer at Top Care Medical Group; a healthcare practice group; Board Advisor at Omni Bev, a Vietnamese Cold Brew Coffee Company; Board Advisor at Son Foods, a seafood company; Board Advisor at Wynn's Kitchen, Asian food spices and condiments; Strategic Advisor at Enterprise Purchasing Group, a supply chain management company; Strategic Advisor at Networked, a community networking platform; and Fund Advisor and Limited Partner at How Women Invest Fund. A refugee of Vietnam's Fall of Saigon, Christina believes in giving back to the community. She serves on the Johns Hopkins Carey Business School Advisory Board; Fulbright University Vietnam Global Advisory Board, Executive Board of How Women Lead, and Board Member of the Association for Corporate Growth. Christina holds a bachelor's degree in International Relations and French from the University of Virginia and a master's degree in corporate finance from Johns Hopkins University. She was awarded “Most Influential Women in Business” in 2016 and 2017 by the San Francisco Business Times. Christina has Co-Chaired the Association for Corporate Growth's M&A West Coast Conference eleven years in a row from 2012-2023.

Selling a business is more than just finding the right buyer; it's about taking the necessary steps to effectively prepare for this major transition. In this episode, A.J. welcomes Kirk Michie from Candor Advisors to discuss the six key steps for a successful business sale. They talk about the importance of understanding your purpose in business, why entrepreneurs need to be more open to outside help, and the indispensable role that trusted financial advisors can play when you're looking to sell your business.About Kirk Michie:Kirk Michie is the Founder and currently the Managing Partner of Candor Advisors, a company providing transaction advisory services to successful founder-led businesses. With 30+ years of industry experience, Kirk has built an exceptional career in strategic planning, investment, and legacy preservation. He has leveraged his entrepreneurial wisdom to guide business owners, entrepreneurs, and high-net-worth families through complex financial decisions. He has an impressive record, having managed over $1 billion in capital allocation and assessed over 2,000 direct investments. Kirk is also the Founder of EBITDA University, which offers learning programs about selling businesses. Kirk is not just a financial advisor but a thought leader, having spoken at numerous prestigious events and organizations, including Association for Corporate Growth events, Vistage, and Entrepreneurs Organization gatherings.Episode highlights: Entrepreneurs often find it hard to seek advice, especially when they're faced with crucial inflection points in their business growth. However, if you want to achieve the right outcome for you, whether that's the most money or the best legacy control, asking for help and finding a trustworthy person to lean on throughout the process is a necessary step. (05:09) Effective communication is essential in every business aspect, and selling a business is no exception. One powerful technique that can significantly impact your business exit outcome is Neuro-linguistic Programming (NLP). It offers great tools for comprehending different communication styles and processing modes, leading to better mutual understanding and more successful sales outcomes. (09:52)  When you're hiring an advisor for a capital event, it's essential to look for someone whose expertise combines three different skill sets for different parts of the sales process. According to Kirk, the most successful sales outcomes happen with advisors who play these three roles: guru, guide, and gladiator.. (16:10) There are six key steps that lead to a successful business sale: knowing your why, matching a buyer's why with yours, professionalizing financials, not giving up too much too soon, seeking guidance from experts, and having reasonable expectations. (24:19) Finding your ‘why' is essential when preparing to sell your company or take on investment capital. Understanding this will help you optimize your financial sale or process, ultimately leading to a successful sale and a smooth transition. (33:15) Kirk's best advice for entrepreneurs:“If you're the entrepreneur and you're selling, you're still Don Quixote, we're Sancho Panza. It is your hero's journey. But the critical thing is pick your Guru Guide Gladiator and lean on them. That doesn't mean stop listening to other good advice that you've used to build your business, but lean on that person for their experience, their scar tissue, their perspective. Because if you've found the right advisor, you're going to get to the right outcome for you, whether that's the most money, the best terms, the best legacy control, you're going to get to the right outcome if you collaborate the right way on your sale.” (05:54) Connect with Kirk:  LinkedIn Instagram YouTube Resources Mentioned: Use the code ‘B8FP' to receive a 25% discount off any EBITDA University program Candor Advisors Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek Follow Beyond 8 Figures: Linkedin Twitter Website Affiliate Disclaimer: Some links in this episode are affiliate links. If you make a purchase through these links, we may earn a commission at no extra cost to you. Rest assured, we only promote products/services we believe will benefit your entrepreneurial journey. 

While a CFO for The Economist, David Cox led the iconic brand through a global transformation from print to digital and live events globally.   David shares his thoughts on: Early digital adoption and transformation of a globally respected brand Listening to the client base What he learned and advice offered from the global experience David led the project management of the transformation with consulting selling both internally and externally. He also listened to clients and subscribers as they went from weekly print only to digital and took the brand live with events from Africa, Europe to North America and Asia.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Ed Hess - Own Your Work Journey: The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change. This is episode 594 of Teaching Learning Leading K12, an audio podcast. Edward D. Hess is a Professor Emeritus of Business Administration; Batten Faculty Fellow & Batten Executive-in-Residence Emeritus at the Darden School of Business, University of Virginia. He received his B.S. from the University of Florida; his J.D. from the University of Virginia and his L.L.M. from New York University. Professor Hess spent more than 20 years in the business world as a senior executive at Warburg Paribas Becker, Boettcher & Company, the Robert M. Bass Group and Arthur Andersen.  He joined academia in 2002 as an Adjunct Professor of Organization and Management at the Goizueta School of Business at Emory University where he taught in the Business Undergraduate and MBA Programs and was the Founder and Executive Director of both “The Center for Entrepreneurship and Corporate Growth” and “The Values-Based Leadership Institute.”  In 2007, he joined the faculty of the Darden Graduate School of Business as Professor of Business Administration and the first Batten Executive-in- Residence. He has taught in the MBA & EMBA Programs; in over 21 Executive Education programs at Darden, IESE (Barcelona), the Indian School of Business, Georgia Tech; and AVT Denmark. He is the author of 14 other books and well over 160 practitioner articles and over 60 Darden cases, etc. dealing with innovation and learning cultures, systems, and processes.  The common theme of his work is high individual and organizational performance.  He is a Certified “Marshall Goldsmith Stakeholder Centered Coaching Coach.”  Our focus today is his book Own Your Work Journey! The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change! Before you go... Could you do me a favor? Please go to my website at https://www.stevenmiletto.com/reviews/ or open the podcast app that you are listening to me on, and would you rate and review the podcast? That would be so cool. Thanks! If you are listening on Apple Podcasts on your phone, go to the logo - click so that you are on the main page with a listing of the episodes for my podcast and scroll to the bottom. There you will see a place to rate and review. Could you review me? That would be so cool. Thank you! Hey, I've got another favor...could you share the podcast with one of your friends, colleagues, and family members? Hmmm? What do you think? Thank you! Thanks for sharing! Thanks for listening! Connect & Learn More: Own Your Work Journey ed Hess - Hyper Learning: How to Adapt to the Speed of Change Edward D. Hess | UVA Darden School of Business (virginia.edu) (373) ed hess - YouTube (20) ed hess -edhess.org (@HessEdward) / Twitter (40) Edward Hess | LinkedIn https://www.facebook.com/ownyourworkjourney Length - 01:11:31

After Travelers Insurance acquired several companies, as a Director, Stephen Brown wrote a transition memo and proposed he lead the initiative.  His superiors countered by promoting him to President, relocating him to California and told him to run the whole thing.  Stephen speaks to: Experience of going from Director to President overnight and how he prepared Overcoming self-doubt by continuously learning and improving As a 32-year-old, leading an older C suite Generation Advice 55-year-old Stephen would give to 32-year-old Stephen Stephen went from Director to President overnight and never looked back. He's been a CEO ever since and in this intimate interview, shares those experiences and lessons learned.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Spend five minutes with Carrie Vanston and you'll see someone who is truly committed to helping bring the best out of you. She's kind, personable, and sweet as the smoothest glass of Texas sweet tea you've ever had. But don't let that fool you. She is relentless too! But in a good way. Her commitment to helping leaders find that next gear and to bring a better version of themselves to the surface is fierce. She won't let you get away with not putting in the work let alone living on the same old tired excuses. Carrie's belief is the real leader the world needs is still inside of you, and she's on a mission to bring it out. Her leadership mindset approach is changing the way companies are run and helping leaders become something they never thought possibe. Here's a bit more about Carrie: Carrie's articles have appeared in the Austin Business Journal, Texas CEO Magazine, and the Austin's National Speakers Association Anthology. Her article, "3 Ways to Energize Your Mindset After a Win," appeared in the Texas CEO Magazine in June 2023 and an earlier article "Five Keys to an Engaged and Innovative Culture" was one of the magazine's top 5 most read articles of the year.  She is a popular speaker on being a more self-aware, connected, and visionary leader and has made presentations around the world including the Product Management Institute, VMware, Unilever International, Remax, IEEE, University of Texas SAGE Program, National Association of Health Care Recruiters​, Morgan Stanley, Laurea University, Finland, Product Camp, Texas Women's Chamber, and many others. Carrie has a long history of helping others be more innovative, successful, and sustainable. During her years at Technology Futures, Inc. (TFI), she co-authored the award-winning book, MiniTrends: How Innovators & Entrepreneurs Discover & Profit From Business & Technology Trends. The book, as well as workshops and conferences she directed, focused on the importance of a growth-oriented mindset for success and sustainability.​ She is presently a Board Member at TFI.   She later led Corporate Cultures That Rock, which helped organizations improve their culture and engagement.  Carrie founded the Austin/San Antonio Chapter of Association of Corporate Growth's ACG C-Suite Roundtable and Mastermind and directed it for a year and a half. She has been the ACG Ambassadors Officer since 2018. She was a 2022 Honoree for Austin Business Journal's Women in Business and is an Advisor for the non-profit, Art 84.  She was formerly a National Adviser and Austin Board Member of the Academy of Culture Ambassadors.  Carrie is an Energy Leadership Index Master Practitioner (ELI-MP), iPEC Certified Professional Executive Coach (CPC), Accredited ICF Coach (ACC), and a Professional Speaker at the National Speaker Association.  On the personal side, Carrie loves to dance, travel, and spend time with her two amazing teenage sons.

Frederic Rivain has served as a CTO for numerous technology companies in France and the US.  He speaks to the differences in managing technical vs non technical staff and aligning to their motivations.  Frederic talks to: Differences in leading technical and non-technical professionals Role of the CTO on the executive leadership team Advice to those who seek the C suite.  For the last seven years, Frederic has served as the CTO for Dashlane and held the CTO chair at 3 other companies after serving as a Project Manager for IBM.  Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.     Enjoy the show? Review us on iTunes- thanks!  Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

Kathleen Neuheardt, CFO for Bonfire talks to her creativity and passion for embracing challenges as opportunities with an entrepreneurial spirit. During the interview, Kathleen speaks to: ·         Being promoted from VP to CFO ·         Overlooked Roles and responsibility of being a CFO ·         How being a Big 4 consultant helped prepare her for the C Suite Kathleen was a partner track consultant at KPMG when after 13 years,  she decided to become a small business owner. Then Kathleen joined Kalnin Ventures (now BKV) and took ownership of projects and firm needs that included ERP implementations, HR, M&A due diligence, accounting, and more. She was promoted from Controller, VP to CFO within four years. Her next role was CFO at Quickbox Fulfillment and now CFO for Bonfire. Thank you to ACG Denver for being a sponsor of CXO Conversations Podcast.  Association for Corporate Growth in its role as the hub of the middle market business community for quality networking, education and events. Connections are made, deals are formed and thought leadership is exchanged.    Enjoy the show? Review us on iTunes- thanks! Thank you Jalan Crossland for lending your award-winning banjo skills to CXO Conversations.

“Find your village and surround yourself and listen to the people that are going to positively influence your momentum forward.” - Kelley PowellKelley Powell is the Founder of MacLaurin Group, a company providing technology operating partner services to portfolios of private equity companies. Supporting companies in growth and M&A activities, Kelley brings a unique experience from founder-led organization to multiple private equity-led cycles. Kelley is an avid mentor, angel investor, and chairwoman for the da Vinci Center for Innovation Angels Advisory Board at VCU. She's also a board member of the Richmond chapter of the Association for Corporate Growth, and in 2020 was appointed by  Governor Northam to serve as a member of the Virginia Council on Women.Click here to subscribe to The Sell My Business Podcast to save time and effort.SELECTED LINKS FOR THIS EPISODEkelley@kelleywpowell.comMeet Kelley PowellKelley Powell (@ke11eyp) - TwitterKelley W. Powell - President, KelleyWPowell LinkedInBook: Courage to Lose Sight of Shore: How to Partner with Private Equity to Grow Your Business with ConfidenceCockroach Startups: What You Need To Know To Succeed And ProsperFREE Deep Wealth eBook on Why You Suck At Selling Your Business And What You Can Do About It (Today)Book Your FREE Deep Wealth Strategy CallResources To Have You Thrive And ProsperThe Deep Wealth Podcast brings you a wealth of world-class thought leaders who share invaluable resources and insights. Click the link below to access the resources, gear, and books that either our guests or the Deep Wealth team leverage to increase success:https://www.deepwealth.com/thriveContact Deep Wealth: Tweet @JeffreyFeldberg LinkedIn Instagram Subscribe to The Deep Wealth Podcast Email podcast[at]deepwealth[dot]com Help us pay it forward by leaving a review.Here's to you and your success!As always, please stay healthy and safe.

Kelley W. Powell is CEO and Partner of MacLaurin Group, a company providing technology operating partner services to portfolios of private equity companies. Kelley is an avid mentor, angel investor, and chairwoman for the da Vinci Center for Innovation Angels Advisory Board at VCU. She's also a board member of the Richmond chapter of the Association for Corporate Growth, and in 2020 was appointed by Governor Northam to serve as a member of the Virginia Council on Women.Even if you are just starting out and PE is not in the near future, Kelley's leadership lessons on how to grow a company are worth the read for any entrepreneur!Connect With Kelley:→ Kelley's Website: https://kelleywpowell.com/→ Kelley's LinkedIn: https://www.linkedin.com/in/kelleywpowell/→ Kelley's Twitter: https://twitter.com/ke11eyp?lang=en→ Kelley's Book: https://www.amazon.com/Courage-Lose-Sight-Shore-Confidence/dp/1544514697Help The Louis and Kyle Show:If you enjoyed this episode, please share it with a friend or leave a review!→ Leave a review: https://podcasts.apple.com/us/podcast/the-louis-and-kyle-show/id1504333834→ Follow Louis on Twitter: https://twitter.com/LouisShulman→ Follow Kyle on Twitter: https://twitter.com/_kylebishop→ Follow The Show on Twitter: https://twitter.com/LouisKyleShow→ Drop us an email: Louis and Kyle Show [at] gmail → Follow on Instagram: https://www.instagram.com/louiskyleshow/→ Follow on LinkedIn: https://www.linkedin.com/company/65567567/→ Watch on YouTube: https://www.youtube.com/channel/UCb6qBiV1HAYcep87nKJmGhA→ Read Louis' Newsletter: https://louisshulman.substack.com/ Special Thanks To Our Sponsor, VASA, The Virtual Assistant Staffing Agency:If you need some extra hands to free up your time, let VASA help you with hiring for administrative, technical, and creative work. That's graphic design, cold-callers, social media managers, sales reps, video editors, admin assistants, and more.Free up your time to focus on your highest impact work, and learn more about VASA at vastaffing.agency or by scheduling a free strategy session here: https://calendly.com/vastaffing/strategy-session-lk-podcast

This episode is brought to you by QBE North America, a global insurance leader focused on helping customers solve unique risks to enable a more resilient future. *** Companies today face a complex and evolving set of employment practices liability risks. Legal and regulatory changes, along with shifting social norms, remote work and rules that vary state by state, have increased the risk of litigation for businesses of all sizes. Midmarket companies are particularly vulnerable to the growing risk of employment practices liability, say QBE North America's Eden Stark, vice president, claims leader for employment practices liability, and Mary Anne Mullin, senior vice president, fiduciary and employment practices liability product leader. Stark and Mullin join the podcast to discuss how they've seen employment practices liability risk increase over the years and share proactive steps that business leaders can take to protect their organizations. They also offer insight into insurance coverage and how a close partnership with an insurance carrier can help a company avoid common employment practices pitfalls or, in the case of legal action, resolve a lawsuit efficiently and cost-effectively. To learn more about QBE North America, visit https://www.qbe.com/us/acg-members. *** The Middle Market Growth Conversations podcast is produced by the Association for Corporate Growth. To learn more about the organization and how to become a member, visit www.acg.org.

This week David is interviewing Jim Douglas who is a Managing Partner at Fulcrum Equity based in Atlanta, Georgia. Fulcrum is a growth equity platform that focuses on software technology and healthcare services in undercapitalized markets. Jim has been actively investing for years and I am truly fortunate to have him on the show.Prior to joining Fulcrum, Jim was CEO of Vesdia, a pioneer in loyalty and card-linked marketing for financial services, airline, and hospitality companies, which merged with Cartera Commerce and sold to Raketun. Before Vesdia, he served as CEO for Atlanta-based Visionary Systems, Inc. (VSI), a provider of decision systems for credit providers and retailers that was sold to Trans Union. Prior to these roles, Jim served as the Executive Vice President of Corporate Development and Chief Financial Officer with CheckFree Corporation, the leading provider of electronic billing and payment services to financial institutions. He has also held the role of Vice President and Corporate Controller of Medaphis Corporation, a leading provider of medical billing and management software and services for physicians and hospitals. He began his career with KPMG in the Financial Services practice after graduating with a BBA in Accounting from Georgia State University.Jim is currently a board member of Kobiton, Dropoff, SureFire Local, Kevel, Digital Hands, Vertify, and GoPivot. He has also served on boards supporting the growth of successful Fulcrum exits in Fattmerchant, QASymphony, Prevalent, LogFire, ALS Resolvion, and outside of Fulcrum GroBanking, FactorTrust, and Paymentus. In the community, Jim sits on the boards of Venture Atlanta, ACG (Association for Corporate Growth), and UNICEF Southeast Region. What You Will Learn:Growth Equity StrategiesCapital Efficiency and ValuationDiversifying a Portfolio with Services and SoftwareInvesting Through Market Cycles

We’ve spoken before on the show about the importance of Customer Experience in driving growth, with guests like Wharton’s Peter Fader, Gainsight’s Nick Mehta and Bain & Company’s Stu Berman. But today’s guest says you need to think beyond the customer. If you really want to accelerate growth, you need to focus on the employee experience. Tiffani Bova is the global growth evangelist at Salesforce. She’s also the author of the Wall Street Journal bestselling book GROWTH IQ: Get Smarter About the Choices that Will Make or Break Your Business. Tiffani has been named to the latest Thinkers50’s list of the world’s top management thinkers and is a welcomed guest on Bloomberg, CNN, Cheddar, MSNBC, and Yahoo Finance, among others. In our conversation, we talk about whether your Growth IQ is something you’re born with or something you build, the ten paths to growth, and how Software-as-a-Service has changed what it takes to thrive in Sales. Love the show? Subscribe, rate, review, and share! Here’s How » Join the Subscription Stories Community today: robbiekellmanbaxter.com Twitter Facebook