The Operations Room: A Podcast for COO’s

In this episode, we discuss usage-based pricing, seat pricing, maximising margin and customer expansion. We are joined by Mark Stiving, Founder of Impact Pricing.We chat about: What exactly is usage-based pricing?How do we correlate pricing metrics with how customers are using the product?What are the criteria and considerations when choosing the value metric?How do you choose between true usage-based pricing and tiered usage-based pricing?How do we work around the pricing mechanisms that our clients or vendors are giving us?Is there more of a move towards straight usage or is tiered pricing here to stay?How do we expand our customers?Who should be responsible for pricing and packaging within the company? References: Mark on LinkedINMark’s podcast, Impact PricingBiography: Mark Stiving, Pricing Educator, Coach, Podcast Host & 2x Author. He has driven business initiatives worth hundreds of millions of dollars. He is sought after for his superpower of finding invincible profits in every company he works with.He is an award-winning international speaker known for helping audiences find hidden value and more profit, immediately.Mark started and successfully sold three powerful companies in the tech sector.His forthcoming book is "Invincible Profits: How to Lead a Value Revolution and Dominate Your Market"To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary:Usage-based pricing with a focus on personalization and avoiding seat-based pricing. 0:05Bethany shares her recent haircut experience with Brandon, including the surprise of finding a large amount of hair after cutting it.Brandon discusses usage-based pricing, highlighting its potential cleverness and limitations.Pricing strategies for SaaS companies, including usage-based pricing and subscription packages. 4:02Brandon: Value metric should be clear, easy to understand, and tie to usage (e.g., transcription files, contacts in HubSpot)Brandon: Finding a single value metric to scale can be challenging, as customers may not understand usage outside of vendor-supplied calculatorsBrandon discusses challenges in customer success with usage-based pricing, including unhappy customers who want to downgrade and the potential for unused value.Bethany and Brandon discuss the importance of commissioning based on usage and actual money being seen, with a...

In this episode, we discuss: Is it possible to pivot to profitability? We are joined by Libby Penn, she is the COO of Improbable.We chat about the following: What's the COO's role in the pivot to profitabilityWhat are the right bets to make in a business?How should we balance profitability and growth?What is the importance of well-documented data?What is realistic in terms of profitability?Who is responsible for capturing data?References: LinkedInThinking in Bets by Annie Duke Biography: Libby Penn has experience in various business development and operations roles across a number of high-growth technology businesses on SaaS and enterprise models, B2B and B2C, in both the UK and the US. This has given her an in-depth insight into the complexities that come with the role as COO.Summary:Gender roles and microaggressions in the workplace. 0:05Bethany Ayres discusses the challenges of being a woman in leadership positions, including societal expectations and performative ally ship.Bethany launches a series of free webinars to support first-time female executives and aspiring executives, focusing on topics such as taking a seat at the table and choosing the right life partner.Brandon and Bethany discuss the challenges of navigating gender roles and microaggressions in their personal and professional lives.Bethany shares an example of a leadership team meeting where a male colleague's swearing and apologies towards her created an uncomfortable work environment.Pivoting to profitability for a B2B SaaS company. 4:55Bethany: Analyzes company's strategy, identifies unprofitable areas for cuts.Bethany: Looks at lease and office expirations, considers cost-cutting measures.Bethany and Brandon discuss strategies for improving profitability, including renegotiating cloud contracts, focusing on profitable channels, and optimizing GTM motions.They also discuss the importance of tracking data properly to make informed decisions about spend and identify areas for improvement.Brandon and Bethany discuss partner strategy, testing, and doubling down on successful partnerships.They emphasize the importance of hiring quality people who are well-respected within the partner company.Pivoting to profitability, focusing on market strategy, operations efficiency, and automation. 12:42Brandon and Bethany discuss the importance of qualitative analysis to validate data-driven insights for profitability.Brandon and Bethany discuss the importance of operational efficiency and automation in a company's shift to profitability.Balancing growth and profitability for startups. 15:55Libby highlights the importance of balancing risk and innovation in investments.Libby emphasizes product development as key to profitability, while Bethany focuses on balancing growth and profitability.Data analysis, product development, and customer focus in tech companies.a...

In this episode, we discuss: The life-ruining power of routines. We are joined by Markham Heid, he is a Journalist with TIME and New York Times. We chat about the following: How do we optimise our lives without falling into the trap of routine?Do we need routine and structure to be productive? Are you busy because it’s necessary? What’s the right balance between routine and creative space? How can companies get involved in breaking routine and encouraging creativity? References: LinkedInArticle - The life-ruining power of routinesWebsiteBiography: Markham has worked as a staff writer at both a major metropolitan newspaper and a national magazine, but for the past 12 years he’s worked as an independent (freelance) journalist.Markham has written about England's Jurassic Coast for Travel & Leisure, covered workplace culture for an HR quarterly mag, and explored Germany's transition away from nuclear energy for Vox. But most of his writing has been in the health and science space. Between 2014 and 2018, he wrote a weekly health column for TIME.com, which was called You Asked. Since 2018, Markham has done something similar for Medium, where he’s followed by ~350k subscribers. He’s still a frequent contributor at TIME, and he also writes regularly for the New York Times. His work has received awards from both the Society of Professional Journalists and the Maryland, Delaware, and D.C. Press Association. He’s originally from Detroit, but right now he lives in southeast Germany with his wife and two kids.  Summary:The negative impact of routines and habits on personal optimization. 0:05Bethany aims to increase income by securing one more board seat.Markham Hyde argues in Financial Times article that routines lead to suffering, not personal optimization.Routines, productivity, and spontaneity in adulthood. 3:15Brandon: Routine-oriented, wants to package boring tasks for productivity.Bethany: Automate, eliminate tasks to free mental load, not create routine.Bethany and Brandon have different approaches to exercise and structure in their lives.Brandon has lived in different countries and jobs, categorizing his life by chunks of time, while now as an adult with a family, he questions whether that's possible anymore.Routine, spontaneity, and finding balance in life and work. 8:21Bethany suggests finding balance between structure and unstructured time to pursue interests and passions.Moderation is key to happiness, rather than being too rigid or spontaneous.Bethany suggests creating a routine to overcome fear and find inspiration (0:11:02)Bethany and Brandon discuss the balance between routine and spontaneity in business contexts (0:12:41)Innovation weeks in companies, with a focus on structure and culture. 14:04Innovation week at a...

In this episode, we discuss: Why does community matter for organisations? We are joined by Jaclyn Pascocello, she is the founder of Fabrik.  We chat about the following: What are the trends in people and the connections they are building and want to build?Where should the L&D budget be spent?Is it part of the company's responsibility to help foster connections that are not within the company?Are we at the top of a community-building hype cycle? What are the optimal conditions for the hybrid worker?References: Jaclyn LinkedIn FabrikBiography: Mom + Founder of Fabrik. A driven leader with a passion for hospitality and customer experience and a proven track record of building and scaling startups. Building an IRL solution to uplift our communities and create more serendipity. Expert in creating unique and memorable consumer experiences in DTC, brick-and-mortar, hospitality, and F&B.Summary:Homophobia and the story of a forgotten fashion photographer. 0:06Brandon and Bethany discuss life stages, London, and the BFI's LGBTQ+ film festival.Bethany and Brandon discuss the documentary "Stonewall" and the experiences of LGBTQ+ individuals in the past.Loneliness in remote work and its impact on employees' well-being. 3:40Brandon: Loneliness crisis affects individuals, organizations, and communities.Bethany: Hybrid work is here to stay, but it may lead to more loneliness.Brandon and Bethany discuss the impact of remote work on employee loneliness and the responsibility of organizations to address it.Software developer quit previous job due to lack of pre-existing relationships, highlighting the importance of social connections in the workplace.Combating loneliness in the workplace through professional connections. 9:20Bethany shares her personal experience of feeling unseen and lonely in her marriage, despite being physically present with her husband.Bethany finds it freeing to make deeper connections outside of work due to reduced risk and potential for misinterpretation.Brandon suggests providing financial support for individuals to join professional organizations, such as the CEO roundtable, to combat loneliness and provide emotional support.Building communities for professionals, both internally and externally. 13:25Bethany and others discuss the importance of community and connection in the workplace.Speaker 3: Internal community building should be supported by L&D budget, but external communities can also be fostered.Bethany: External communities can be monetized to help employees feel less lonely, but internal connection is also important.Workplace community building, employee resource groups, and customer advocacy communities. 17:40Organizations should focus on supporting community within the employee base...

In this episode we discuss: What are the priorities for COO’s in 2024? We are joined by Cameron Herold, he is the founder of the COO Alliance and author of the Second in Command. We chat about the following: What are the priorities for COO’s in 2024? How should we think about budgets this year? How is the COO role changing?What are the commonalities across COO’s? How do you work with a controlling CEO?How should a COO think about their relationship with the CEO?Do you have tips on how-to give good praise? Is the CEO role the next step for a COO? References: Cameron HeroldCOO AllianceYouTube ChannelBiography: Founder of the COO Alliance & Invest In Your Leaders CourseAuthor of Vivid Vision & The Second In CommandMeet Cameron Herold, the mastermind behind the exponential growth of hundreds of  companies. As the founder of the COO Alliance and the Invest In Your Leaders course,  Cameron is a dynamic consultant who has coached some of the biggest names in  business, including Sprint Telecom and a monarchy in the Middle East. Known as the  "CEO Whisperer", Cameron has a reputation for guiding his clients to double their  profits and revenue in just three years or less.Cameron's entrepreneurial journey began at a young age, and by 35, he had helped  build his first two $100 million dollar companies. But his greatest achievement came as  the COO of 1-800-GOT-JUNK?, where he engineered the company's spectacular growth  from $2 million to $106 million in revenue and from 14 to 3,100 employees - all in just  six years.Cameron is not just a successful business leader, but also a captivating speaker. The  current publisher of Forbes magazine, Rich Karlgaard, stated "Cameron Herold is the  best speaker I've ever heard...he hits grand slams”. When he's not on stage, Cameron  continues to teach through his Second In Command podcast and his bestselling books,  including Vivid Vision, Meetings Suck, Free PR, Double Double, and The Miracle Morning  for Entrepreneurs.Cameron is a top-rated international speaker and has been paid to speak in 26 countries  and on all 7 continents, including Antarctica in early 2022. He is also the top-rated  lecturer at EO/MIT's Entrepreneurial Masters Program and a powerful and effective speaker at CEO and COO leadership events worldwide.Summary:Budgeting, forecasting, and scenario planning for businesses. 0:05Bethany Ayers is considering running for MP to advocate for cannabis legalization.Cameron Herold, CEO of several companies, joins the podcast to discuss priorities for a CEO in 2024.Brandon and Bethany discuss the importance of linking budget, revenue, and GTM assumptions in a financial model to make informed investment decisions and communicate effectively with leadership.Bethany agrees that this model is essential for aligning leadership with the company's situation and setting budgets based on financial forecasts.Bethany emphasizes the importance of a scorecard in tracking key elements of low cash flow and ensuring data integrity.Brandon discusses his experiment with a client, using a financial p&l tool for scenario planning and live data flow, and evaluating its effectiveness in serving three...

In this unique episode, Bethany Ayers and Brandon Mensinga share their personal stories. This episode is simply titled: Life Lessons. Bethany and Brandon are experienced scale-up COO’s and the co-hosts of the Operations Room. We chat about the following lessons: Know where you want to goLean into the fearDon’t try to be somebody elseFocus on the job that is in front of youKnow your superpowerAccept critical feedback for what it is Leadership is about serving othersFind people who stretch youTake opportunities when they present themselvesDon’t be a victim, take responsibility for your lifeDo uncomfortable thingsCultivate your networkBe kind. Be respectful. Accept the fact that people won’t like youSummary:Career goals and adaptability. 0:05Brandon and Bethany discuss their sleeping difficulties, with Bethany experiencing a bird phobia-related insomnia and Brandon going to a quiz night with his wife.Bethany struggles to fall asleep due to her bird phobia, while Brandon enjoys a UK-centric quiz night with his wife.Bethany Ayers shares her lesson learned from her career journey: know where you want to go, but be open to opportunities.Brandon Mensa adds to the discussion, emphasizing the importance of being clear on one's goals while remaining flexible and open to new experiences.Overcoming fear and ambition in business. 4:31Brandon shares his experience of struggling to land a job during an internship programme, despite applying for 10 marketing roles and interviewing 10 times without success.Brandon overcame his anxiety related to telephone interviews by taking small steps, such as practicing with friends and using positive self-talk, to build his confidence and land a job as a marketing specialist.Brandon leaned into his fear and ambition to secure a job, despite a long commute and initial discomfort.Leveraging his motivation and ambition, he drove himself to fulfill the potential of the company, learning to manage his fear along the way.Personal growth and career development. 9:37Bethany emphasizes the importance of embracing discomfort and being the best version of oneself, rather than trying to be someone else.She encourages individuals to focus on their unique strengths and skills, rather than comparing themselves to others.Brandon recognizes the value of his own strengths and weaknesses, and stops comparing himself to extroverts.Brandon takes inspiration from others' ways of working and incorporates them into his own toolkit, rather than mimicking them exactly.Bethany prioritizes becoming a domain expert and a practitioner in her field, focusing on the job she has and building her skills to take advantage of opportunities as they arise.Brandon emphasizes the importance of focusing on the job and becoming a craftsperson, with opportunities for advancement and job security following suit.Embracing unique strengths and work ethic for career success. 17:09Bethany struggles with imposter syndrome and feeling unimportant in a leadership role due to her lack of a specific functional expertise.Bethany...

In this episode we discuss: Which HRIS do I need? We are joined by Matt Bradburn, Founder & CEO of the People Collective. We chat about the following: What are our views on Rippling? Personio? Factorial? BambooHR? HiBob? What is a good vendor choice for a scaling company of a few hundred people that wants something that is very customisable? What is a good all-in-one vendor choice that is good at employee engagement and for UK companies supports international expansion into the US? What are the “gotchas” when buying an HRIS?  What is the hidden, dark secret of all employee engagement tools? What is a good vendor choice for a mid-market ATS? What is a good vendor choice for compensation? Which products are really exciting for 2024?References: HRIS vendor evaluationRipplingHiBobFactorialPersonioBambooHROther HRIS vendors mentionedCharlieHRHumaansATS vendorsAshbyPinpointWorkableGreenhouseSmartRecrruitersOther products mentionedSana LabsPandoHarrietHRBiography: Matt is a globally recognised People and Talent leader. Through his work as the founder at People Collective, he's helped over 150 companies shape forward thinking people and talent strategies to scale sustainably.  Passionate about how talent shapes business outcomes, he loves to discuss the best ways to help employees reach their full potential.He previously led People Ops at Peakon prior to their exit to Workday. Summary:Healthy eating habits and vegetable subscriptions. 0:05Bethany is trying a new vegetable subscription service called Odd Box, which delivers a random mix of fruits and vegetables each week.Bethany is not excited about the included cauliflower and tuna, but is looking forward to trying new vegetables during the summer.HRIS options for a 100-person company. 3:02Bethany is frustrated with the lack of great options for HRIS systems, especially for smaller companies.Brandon has a utilitarian experience with Rippling, with a cluttered drop-down menu and limited performance review functionality...

In this episode we discuss: What does a good COO framework look like? We are joined by Simon Wakeman, former COO of TPXimpact and creator of the B3 Framework. We chat about the following: Are investment bets the responsibility of the COO? What is an operating model? What is minimum viable governance? How much process is too much process? How to best manage a risk register to make it usefulWhat is in the “systems” box? How do you structure data teams? What are some practices around cadences? References: B3 FrameworkSimon WakemanBiography: I help founders in post-seed and series A technology businesses to scale their operations and create resilient organisations. I’ve created and used the B3 framework® to enable businesses with 25 to 250 people to successfully grow at pace. Before becoming an independent interim COO, consultant and advisor I held senior operational leadership roles in two scaling technology businesses. The first - a digital business - I led from 15 people / £1.6m revenue to 40 people / £3m revenue. The second - a technology and design business - grew from 361 people / £31.5m revenue to 700 people / £83m in around three years. My career experience includes co-founder, MD, COO and non-exec director roles in growth companies, including successful exits across listed and privately held businesses.Summary:Creating high-performance companies with a CEO framework. 0:06Brandon and Bethany discuss their spouses' reactions to their podcast, with Bethany's husband being surprised by her comment that being married is not part of her identity.They welcome Simon Wakeman, former CEO of TI px impact, as their guest to discuss his B three framework for building highly performant organizations.Brandon M: Foundation layer of CEO framework includes why do we exist, what do we do, and how do we do it.Bethany: Operating model definition lacks clarity, with inconsistent examples across companies.Brandon M: Building the organisation layer, decision making is hard due to changing business structures and roles, but it's critical for scaling companies to codify decision-making processes and delegate responsibility.Bethany: Finance models are useful for making calculated risks and investment bets, but they need to be holistically thought through with the CEO and leadership team to ensure the right forecast model is created for cash burn and expectations management.Business framework for scaling startups. 7:16Bethany and Brandon discuss the importance of data ownership and security in business, with Bethany emphasizing the need for a "Source of Truth" and data security foundations to support data-driven decision-making.Bethany highlights the importance of data in decision-making, emphasizing that even small amounts of data can be valuable for directional insights.Bethany and Brandon discuss the four layers of their framework, including cadence and communications, leadership, performance, processes, systems, and standards.Operating models and their importance in business. 11:32Simon...

In this episode we discuss: Is wellbeing a complete waste of time? We are joined by Gethin Nadin, cited as one of HR’s Most Influential Thinkers and author of the bestseller “A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient Organisations.”Bethany and I discuss: What is the COO’s role in solving workplace stress? What can a COO do to optimise employees and support their mental health? We chat about the following with Gethin: What is wellbeing? In the context of a company, what are we talking about? What is the view on the Guardian article that suggests wellness programmes are a waste of time? What is the impact of DE&I on mental health? How has the social contract changed between employee and employer? Where does corporate responsibility end and personal responsibility start?How does an organisation optimise employees to achieve the biggest shareholder return? References: A Work In Progress: Unlocking Wellbeing to Create More Sustainable and Resilient OrganisationsWorkplace wellbeing is a complete waste of time (Gethin’s response to the Guardian article)Work ‘wellness’ programmes don’t make employees happier - but I know what does (Guardian article)https://www.linkedin.com/in/gethinnadin/http://www.hellobenefex.comSpill. Mental health providerBiography: I am a leading psychologist and author with over 20 years of experience in HR tech, employee wellbeing, and engagement. As a Fellow of the Royal Society of Arts and a Member of the British Psychological Society, I have been recognised as one of the world's most influential HR thinkers and a top global employee experience influencer. Currently, I serve as the Chief Innovation Officer at both Benefex and Zellis, two of the UK's leading providers of employee benefits and payroll solutions. In this role, I leverage my expertise in wellbeing, employee experience, and financial wellbeing to create innovative and sustainable solutions for organisations and their people. I am also a member of the All Party Parliamentary Group on the Future of Employability, where I advise on policy and practice for improving the employability of the UK workforce. I am passionate about sharing my knowledge and insights with others through speaking, writing, and teaching. I have published two bestselling books, 'A World of Good' and 'A Work in Progress', which explore the best practices and emerging trends in improving the employee experience and wellbeing across the globe. I have also contributed to various media outlets, such as Forbes, The Financial Times, and The Guardian, and co-hosted a UK tour with Ruby Wax OBE to campaign for better mental health in the workplace. My mission is to help organisations and individuals thrive in the changing world of work.Summary:Walking in London, exhaustion, and appreciation for the city.a...

In this episode we discuss: How do you build an organisation to compete with Google? We are joined by Omid Ashtari, ex-COO of Streebees and President of Citymapper.We chat about the following with Omid: How do you think about organisational structure? How proactive should you be in anticipating organisational challenges? What is the highest impact communication challenge you helped resolve? How do you prevent drift from the customer as the company scales? References: http://www.linkedin.com/in/ashtarihttp://www.startuppragmatism.comBiography: I have two decades of experience in tech and worked in sales, business development and strategy roles for Google across the Dublin, London and San Francisco office during his 7 years there. As the first international employee, I set up Foursquare in Europe as Managing Director. I subsequently joined Citymapper for 6 years as President running the non-engineering side of the business. I then joined Streetbees as COO running operations, international expansion, finance and legal. Throughout my career I have raised north of 100 million dollars of funding for businesses I have worked for.I am an angel investor in more than 45 businesses and advise many of them in all manner of things including strategy, operations, business development, fundraises etc. I am also part of the Mayor of London's Business Advisory Board, and a Mentor at Seedcamp and Entrepreneur First.I am also an aspiring writer for my blogs startuppragmatism.blog and thefullspectrum.blog.Summary:Personal growth and evolution over 13 years. 0:05Brandon reflects on his past solo travels and how they relate to his current life.Brandon M reflects on his past self-absorption and lack of empathy, now prioritizing supporting others' success and empathy in personal and professional life.Brandon M recounts a 2011 incident where he carried a biscuit tin full of Canadian coins and sat next to a homeless person, now recognizing the importance of empathy and caring for others.Organizational structure and skills for a business. 4:09Bethany: People often create an org structure that prioritizes making their existing team happy, rather than starting fresh and building a structure that works for the business.Brandon M: Bethany suggests starting with a blank slate and building an org structure that works for the business, rather than trying to fit existing team members into a pre-existing structure.Bethany and Brandon M discuss the importance of defining the skills needed for a business to succeed, rather than simply morphing structures around people.They agree that it's better to have a flexible approach to organizational structure, recognizing that roles may evolve as the business grows and changes.Organizational design and hiring for a scaling startup. 9:57Brandon M. faced pushback on hiring 2 product marketing managers, but believes it was necessary for success in both self-serve subscribers and enterprise sales.Brandon M. emphasizes the importance of clear go-to-market strategy and collaboration between product marketing manager and go-to-market manager.Bethany identifies...

In this episode we discuss: How do you scale from 100 employees to IPO? We are joined by Mark Logan, ex-COO of Skyscanner and currently Chief Entrepreneurial Advisor to the Scottish GovernmentWe chat about the following with Mark: What are the foundations of scale? How do you prevent command and control from creeping in? What goes wrong with organisational alignment over time? Why doesn’t OKR cascading work? What are the three golden processes of an organisation?Why do things break when you scale? What do you need to look out for? What are the three golden processes of an organisation?How do you get the innovation process to work? When does it make sense to go cross-functional across the organisation? What is expected from a C-level role? Biography: I have over 25 years' experience in highly successful startups and 1st-tier internet tech companies. I have been instrumental in the success of multiple award-winning start-ups, including Skyscanner, one of Europe's most successful tech companies, where I joined in 2012 to take on the general management of the business, culminating in a £1.5billion acquisition in 2016. My experience spans consumer internet economy startups, executive management, organisational development, change management, strategy development, contract negotiation and delivery, software development, growth science, sales and marketing , HR, large scale programme delivery and operations management, including lean agile techniques. Currently mainly focused on helping to nurture the start-up community in Scotland and the UK as an investor, non-executive director and advisor.Summary: Scaling a business from 100 employees to IPO with ex-Skyscanner CEO Mark Logan. 0:06Bethany: Investing in individual competence is essential for setting up employees for success within their roles.Brandon M: Mark Logan prioritized this by focusing on developing the skills of each employee at Skyscanner.Bethany highlights the importance of career development and line management effectiveness in retaining staff, rather than allocating budget to wellness programmes.Bethany suggests that companies need to carve out time and give permission for employees to think and learn at work, and celebrate their efforts to create a learning environment.Brandon M. shared his experience with OKRs, highlighting the importance of practical application and alignment with business strategy.Bethany agreed, emphasizing the need to balance structure with flexibility and contextual understanding, citing Nike as an example of a company that executes OKRs effectively.Resource allocation and technology adoption in business. 8:17Bethany highlights the challenge of resource allocation in product development, particularly when it comes to balancing the need for new technologies with the reality of limited resources.Bethany emphasizes the importance of having a clear understanding of how new technology will improve processes and outcomes before investing in it.Scaling organizations and maintaining agency. 11:03Bethany: Friend's security company has accidentally implemented decentralized decision-making, leading to no bottlenecks as they scale.Mark Logan: Foundation of scale is agency, as company grows, founders'...

In this episode we discuss: What can VC and PE backed operators learn from each other? We are joined by Sam Smith, the founder & MD of PepTalks, a training provider for private equity backed CEOs and their management teams.We chat about the following with Sam: What are the types of PE companies? How are company valuations determined? How does the commercial model work between PE companies and LP’s? Can you shift track and move from VC-backed to PE-backed? How does a PE firm structure funds when they invest in an organisation?How does that structure impact the ability for the management team to make money?  How do share options work in VC-backed companies? What happens to the management team's equity when a second PE company buys the company? What does a successful COO look like in PE-backed companies? How does that contrast versus VC-backed?  How do VC-backed companies successfully ramp up headcount so quickly? How do you engage and motivate employees in PE-backed companies versus VC-backed? ReferencesSam SmithPepTalksBiography: Sam Smith is the founder of PepTalks, a peer to peer training provider for private equity backed CEOs and Management teams. Founder of Marble Hill Partners an exec search and interim management consultancy which was sold to Henley Insights Group in September 2021.Summary: Career relevance and identity after unexpected death. 0:05Bethany struggles with processing unexpected death of a friend, leading to a difficult weekend.Bethany and Brandon discuss feeling less relevant in their careers as they age, with millennials taking over management positions.Identity, ambition, and financial freedom. 3:35Bethany: Realized identity wasn't tied to work after leaving peak role, causing discomfort & self-reflection.Brandon: Ambiguity of mattering in work life vs. personal identity, with age & finite time, leads to essential questions.Bethany and Brandon discuss the importance of financial freedom and its impact on their lives, including the ability to think long-term and prioritize personal growth.Brandon highlights the importance of allocating time for networking and learning, even when not directly relevant to work, to maintain personal direction and growth.Entrepreneurship, private equity, and networking. 9:02Bethany and Brandon discuss networking and success in business with Sam Smith of pep talks.Private equity fundraising and investment strategies. 11:07Sam Smith explains the commercial models of private equity, including the need for return on investment and the importance of valuation based on EBITDA multiples.Bethany asks about the recurring revenue of a 20-500 million enterprise value business, and Sam provides examples of private equity funds for different transaction sizes.Sam Smith outlines a plan to raise £500 million for a private equity fund,...

In this episode we answer the question: How do you build a business that is smarter than you? Our guest is Jennifer Sundberg, the co-CEO of Board Intelligence and author of Collective Intelligence.We discuss the following with Jennifer: Why is it so hard to get great conversations in business review meetings? How do you get good at asking the right questions? How do you develop the habit of asking good questions in the organisation? How do you create phenomenal meetings? How do you cut through obfuscation of underperformance when it comes to KPI’s? What are the two types of conversations in management meetings? Are written documents the elixir for creating better meetings? ReferencesThe Collective Intelligence BookBiography: Jennifer is the founder and co-CEO of Board Intelligence, a mission-led technology firm that helps transform boards and leadership teams into a powerful driver of performance and a force for good.Jennifer has won numerous awards, including EY Entrepreneur of the Year for London & South East and The Times Young Business Woman of the Year, and has held regular columns with Management Today and the Financial Times.Together with co-CEO Pippa Begg, Jennifer has authored a book published in November 2023, titled ‘Collective intelligence: How to build a business that’s smarter than you are’.Summary: Using electric currents for beauty. 0:05Bethany Ayers discusses her concerns about her appearance, particularly the jowls and lower face area, and how she has been using microcurrent therapy to address these issues.Brandon Mensa responds to Bethany's concerns and provides his own thoughts on the topic, including his belief that face exercise is important for maintaining a youthful appearance.Bethany discusses her use of electric currents on her face to reduce the appearance of jowls and improve her appearance, despite being a feminist who questions the societal pressure to conform to beauty standards.Bethany mentions the zip Halo, a product she uses for its anti-acne and nano current features, which she believes have helped reduce her breakouts and improve the appearance of her skin.Effective questioning and meeting strategies. 5:20Bethany highlights the importance of asking simple and open-ended questions that encourage critical thinking and problem-solving, rather than complex and leading questions that can limit the conversation.Brandon shares how he has shifted from a more directive and challenging approach to a more curious and why-focused line of questioning, which has led to better results in his conversations.Bethany prefers meetings with a clear purpose and aligned attendees, avoiding unnecessary or unproductive gatherings.Bethany suggests opening meetings with a clear agenda and checking alignment among attendees to maximize productivity.Effective meeting practices and pre-reads. 9:52Bethany and Brandon discuss the importance of periodically reviewing the purpose and format of meetings to ensure they remain useful and productive.Preparing pre-read...

In this episode we unpack the topic of: Why is hybrid working an inclusivity issue?. We talked with Brian Elliott, he is the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives We then discuss the following with Brian: What does the data say on return to work and the push back from employees? What is the connection between inclusivity and remote working? What do you do when the CEO blames missed targets on remote working? Is Thursday the new Friday? Why is there resistance to remote working from senior execs? What are the right policies or tactics one can take? How do you make Zoom-based team calls effective? Do mandated days make sense for hybrid? ReferencesHybrid work: Making it fit with your diversity, equity, and inclusion strategyFollow Brian on LinkedInHow the Future Works: Leading Flexible Teams to do the Best Work of Their LivesFuture ForumBiography: Brian Elliott is a seasoned executive turned leadership advisor and speaker. He's the co-founder of Future Forum, author of the bestseller How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives and one of Forbes’ Future of Work 50. Brian’s work enables leaders to build a future of work that’s better for people and organizations.Prior to Future Forum, Brian spent 25 years building and leading teams and companies as a startup CEO, and as an executive at Google and Slack. Brian got his MBA from Harvard Business School and BA at Northwestern and started his career at Boston Consulting Group, where he’s now a Senior Advisor. Brian is also the proud dad of two young men and one middle-aged dog. You can find Brian on LinkedIn.Summary: Hybrid working and inclusion issues. 0:05Bethany discusses the challenges of hybrid working versus remote working, particularly for women dealing with intersectional issues such as discrimination and microaggressions.Bethany shares her personal experience of lounging in bed doing crossword puzzles while working from home, highlighting the importance of work-life balance and personal preferences.Bethany believes hybrid working and remote working are inclusion issues due to the disproportionate burden of child and elder care on women.Microaggressions and lack of privacy in the workplace make it difficult for women to consistently attend in-office days, despite inclusive work environments.Hybrid work and its impact on gender and privacy. 6:12Brandon M

In this episode we unpack the topic of: What is it like being COO of a private equity backed business? We are joined by Pete Harris, COO of Pipedrive. Bethany and I discuss: When are we at our best? Our worst? What are we passionate about in a business context?What is our why? We then discuss the following with Pete: Why the title COO versus CRO or CCO? How are you being evaluated by your PE investors? How do you motivate employees given you are not founder led? What does a board meeting look like in PE backed companies?What is the approach to compensation in a PE backed company? What is your why? ReferencesPipedrive Simon Sinek - TED Talk on ’Start with Why’ Biography: As Chief Operating Officer for Pipedrive I am responsible for a broad range of value creation activities, including business strategy, execution, and Pipedrive’s approach to global markets - determining which markets we are in, why and associated investments. I work closely with our Board from Vista Equity Partners and Bessemer Partners. Previously I led Global Business Development and Global Partnership team at Intuit - supporting our customers across the US, UK, Australia, France, Brazil, Mexico and our expansion markets. I also spent 12 years at Deloitte with roles including risk consulting in Financial Services, UK Innovation Lead and UK Ventures Lead. The latter involved managing a £25m fund to invest in external start-ups but also internally in those ideas that might change Deloitte from within.Summary: Lung health and private equity CEO experience. 0:06Bethany Ayers discusses her experience with chest X rays and doctors' appointments after being diagnosed with COVID-19.Brandon Mensa shares a story from his time at SwiftKey about ignoring chest discomfort and eventually getting an X ray after realizing it wasn't going away.Brandon M experienced a spontaneous pneumothorax, where one of his lungs collapsed into his chest cavity, and was pumped back up with a tube inserted through his clavicle.The medical team used a rudimentary method to insert the tube into Brandon's lung, and he was able to recover quickly.Brandon and Bethany discuss the concept of "Y" or starting with why, as discussed by Simon Sinek, and how it relates to their discussion on the purpose of the company and its impact on the organization.Leadership, passions, and personal growth. 5:53Bethany: feeling inauthentic or unwilling to express views can be at worst, hating having to do that.Brandon M: tiredness can make him less present and less effective in leadership roles.Bethany passionately advocates for gender equality and personal growth, reflecting on death and regret.Unlocking potential and creating a fulfilling life. 10:27Brandon M recognizes immense potential in individuals, both personally and professionally, and finds it exciting to work with companies to unlock this potential.He believes that exercising these muscles through activities like acting helps him understand the human...

In this episode we unpack the topic of: Do product leaders make good COO's? with Martyn Fagg, COO of Tillo and Matt Jones COO at ex-COO at ParentPay. Bethany and I discuss the following: What does a good product leader look like? What does a good product manager look like? We then discuss the following with Martyn and Matt: How did the transition to COO happen?Was picking up the people function challenging? How do you get the people function to be more data-driven? How do you get product development and commercial to learn from each other? What product development KPI should be included in the company dashboard?ReferencesThe Speed of Trust: The One Thing that Changes Everything The Four Foundations of SaaS Biography: Martyn Fagg is a seasoned CTO with 20 years experience in software engineering and fintech leadership - passionate about fostering innovation, collaboration, and continuous learning. Currently COO at Tillo, a B2B embedded rewards & incentives platform working with some of the world’s top brands to deliver real-time digital gift & prepaid cards.Matt Jones recently served as the Group Chief Operating Officer at ParentPay, a leading provider of payments and MIS solutions for schools in the UK and Europe. He joined the company in 2017 and initially held responsibility for Product Management, Software Engineering, IT, Service Operations, Customer Implementation, and Customer Support across several early Group businesses (ParentPay, Schoolcomms, Cypad, WIS, and nimbl). Additionally, Matt oversaw the group Security function, ensuring the protection of the company's and customers' data assets.Prior to his tenure at ParentPay, Matt briefly served as COO at IRIS Software. He also spent six years as Senior Vice President of DevOps at NewVoiceMedia (acquired by Vonage) and held previous roles at Mimecast and MessageLabs (acquired by Symantec).Summary: Product development in CEO role with Twilio and Parent Pay leaders. 0:06Brandon and Bethany discuss their cultural heritage for a school event, with Brandon dressing as a tech bro from Silicon Valley and Bethany dressing as a Canadian with a hockey jersey and maple syrup.The hosts joke about stereotypes and cultural representations, with Brandon accidentally saying "boot" instead of "boot" and Bethany pointing it out.Brandon M. questions the importance of good product leadership, emphasizing the need for a clear product vision and strategy, as well as effective team building.Martin Fag, Matt Jones, and Brandon M. discuss the role of product development in the CEO role, with a focus on product leadership, strategy, and team building.Product leadership and CEO roles in tech companies. 4:50The CEO and product leader roles require different skills and perspectives, with the CEO focusing on the overall vision and strategy, and the product leader translating that vision into a tangible product.The product leader must be empowered to take ownership of the vision and make it a reality, while the CEO can evolve their role to focus on other aspects of the business.CEO and product leader have different visions for product strategy, leading to potential conflicts.Product...

In this episode we unpack the topic of: How do you tame a visionary CEO? with Rob Liddiard, B2B SaaS Founder (acquired 2022); Reformed Lawyer.Bethany and I discuss the following: Forecasting in 2024Simplifying performance managementSurfacing issues in leadershipDocumenting the processes of the companyWe then discuss the following with Rob: Is the Entrepreneurial Operating System (EOS) just another OKR styled book? How do you tame a visionary founder? What are the components of EOS? What are the two principal roles in EOS? What can experienced operators learn from EOS? How do you achieve an L10 meeting? Referenceshttps://www.eosworldwide.com/rob-liddiardBiography: I previously founded a software company called Yapster. Although we had 100,000 licensed users, amazing customers like Next plc, Brewdog, Krispy Kreme and Caffe Nero and the business looked healthy to outsiders, we secretly struggled internally to execute plans and hit our financial goals. I worked and stressed 24/7. I was a qualified Corporate Lawyer and experienced Businessperson, but I didn’t feel a success. All I could feel was the underlying tension in my leadership team and investor base.Then I read Gino Wickman’s Traction and it was like someone turned a light on. I realised that I hadn’t been leading my organisation to its potential. By adopting EOS’s simple habits and frameworks we quickly achieved Traction. Suddenly I was more successful at work and more relaxed at home.In late 2022 I sold Yapster to a company backed by Google. I’ve since qualified as a Professional EOS Implementer® and now my personal Mission is to help other UK business owners achieve their goals more quickly, with less frustration.Summary: Golf inclusivity and personal experiences with the sport. 0:06Bethany Ayers and Brandon Mensa discuss golf and inclusion with guest Rob, with Ayers sharing her experience at a virtual driving range and appreciating Rob's proactive approach to inclusivity.Bethany Ayers shares personal experiences with golf and her grandfather's intense passion for the sport, despite exclusion of women in the family.Entrepreneurial operating system and vision alignment. 4:18Brandon: Book provides a prescriptive set of steps for non-experienced companies to run their businesses efficiently.Bethany: Book offers a structure for strategy days, with exercises and time allocations for each area, saving time and effort.Bethany Ayers discusses the importance of aligning to a vision and creating a three-year plan, with regular revisions to ensure accountability and profitability.Ayers highlights the challenges of budgeting in a changing world where cash is no longer free, and the need to focus on cache management across multiple years.Simplifying performance management systems. 10:21Brandon and Bethany agree that the "right people in the right seats" framework is simple and effective in evaluating employee performance (10 words)Traction recommends using a scorecard and weekly pulse to track leading indicators of KPIs (20 words)Bethany Ayers emphasizes the importance of tracking key metrics, such as ticket clearance...

In this episode we unpack the topic of: The COO Role: Why Would You Ever Want the Job? with Chuck Orzechowski, CEO of the COO Forum. Bethany and I discuss the following: How do you avoid being the dumping ground for things that others don’t want to do?  Why would you want the COO job? We then discuss the following with Chuck: What are the most common issues you see across your COO membership? What is the best approach to clarifying decision-making authority with the CEO? Why is “pace of change” a common frustration for COO’s? What do you do when the CEO relationship is not working for you? What is the key criteria for determining a good COO-CEO match? What are the rewarding elements of being a COO? ReferencesThe COO Forum® has been delivering on the mission of helping Operations Executives achieve more since 2004. Our members tackle the most pressing challenges facing their businesses and those that shape their careers. Join the best Operations Executives in the world as we celebrate our 20th Anniversary. Don't go it alone in 2024.Launching this February, Find Your COO™ will provide CEOs/Recruiters a one-stop source for finding talented COOs. The platform is built on top of the CEO-COO Alignment Index™ scoring system. It uses 25 key questions to create profiles for both the hiring CEO and COO candidates. These questions cover areas such as preferred communication frequency, speed of change, role relationship, delegation, trust development and more. Then, both parties can see each other's scoring reports to better assess potential fit or mis-alignment. This sets the stage for improved recruitment, interviewing and alignment post hire, which leads to better performance and COO job satisfaction. Biography: Chuck Orzechowski serves as CEO of the Chief Operating Officer Business Forum® (COO Forum®.) Since 2004, the COO Forum’s mission has been to support operations executives in achieving more in their business and professional lives. As a peer-based professional development organization, the COO Forum has helped 1000’s of executives navigate the challenges of their roles and improve business outcomes. Over the past 28 years, Chuck has spent most of his career leading operations in a wide variety of industries and company sizes, ranging from start-up through Fortune 500s. Chuck has a passion for improving operations, scaling businesses, and the professional development of others. It’s what gets him out of bed each morning...that and coffee!Summary:Whiskey, rock concerts, and personal values. 0:05Brandon and Bethany discuss Bethany's husband's illness and their celebration with whiskey advent calendars.Brandon attends a Danko Jones concert at the Garage in North Islington, describing the band as a fusion of rock, punk, and jazz.Brandon mentions a mosh pit at a concert where he was the "enforcer" to push back, but he was not tempted to join due to his age and past experiences.Bethany has been reflecting on her values and purpose in life, realizing that having fun is her guiding principle, and she's looking for innovative and energizing experiences that bring her joy.Bethany was approached to become a CEO but lacked passion and interest in the domain, leading to her rejection in the final interview.Despite feeling relieved to not have to present, Bethany's lack of enthusiasm was picked up on by the only woman on the board, who ultimately

In this episode we ask the unpack the question of: Do COO's have a two year shelf life? We discussed this topic with Casey Woo, CEO @Operators Guild. We discuss the following with Casey: What is the role of the COO? Why does the COO have a two year shelf life? If that is the reality, how should one think about their career? What does this mean for 4 year option grants? What are the key terms every COO should negotiate? Referenceswww.operators-guild.comhttps://summit.operators-guild.com/2024Biography: Casey Woo is a seasoned multi-stage operator and 7x CFO with over two decades of experience in business operations and finance from investment banking on Wall Street to Silicon Valley tech start-ups. Casey now leads 800+ CFOs, COOs, and Biz Ops company builders as the co-founder of Operators Guild, a community for professionals in strategic finance and operations roles. He believes strongly that community is what makes the difference for start-ups and professionals. When he’s not working, Casey is spending time in California’s Bay Area with his wife and three children. Summary:CEO shelf life and software frustrations. 0:06Brandon and Bethany discuss their least favorite piece of software, with Brandon naming Microsoft Teams as his least favorite and Bethany agreeing due to its poor performance on Macs.Both agree that the entire Microsoft suite, including Word, has always been problematic and frustrating to use.Bethany and Brandon discuss the pros and cons of Google Docs and Microsoft 365 for collaboration, with Bethany preferring Google Docs for its ease of use and collaboration features.Brandon shares his experience of transitioning from Microsoft to Google Docs, finding it difficult to adjust to the new platform but ultimately appreciating its collaboration capabilities.Bethany: Transition from growth to optimization occurs around 50 million in revenue and 250 employees.Brandon: First two phases of growth and commercialization are enjoyable, but third phase of optimization is less enjoyable and happens around 50 million in revenue and 250 employees.Communicating option value to employees and talent acquisition teams. 7:57Bethany suggests using a product like Lecce to help employees understand the value of their options and how they vest over time.Brandon agrees that communicating the value of options as part of compensation is important, and notes that their company could have done a better job of this in the past.Brandon and Bethany discuss the importance of educating employees on option grants and their value, including providing a clear framework for career progression and regular updates on the terms and benefits of option grants.Casey Woo, founder of the Operator's Guild, shares his experience of implementing option grants for employees, including tying them to job role and seniority, and providing awards for top performers to increase their options.CEO role and responsibilities. 12:50Casey Woo shares insights from 35,000 hours of listening and talking to CEOs, highlighting the diverse reasons why people want to be CEOs, including wide impact and not being a CFO or...

In this episode we unpack the topic of: Leadership Transitions: Uncompromising Strategies for Success with Andrew Duncan, Talent @ Atomico (ex-UpGroup) and Maddy Cross Partner @ Erevena (ex-Notion Capital)We discuss the following with Maddy and Andrew: Given the average tenure of senior execs in scaleups, what advice would you give execs and what should companies that are hiring consider? How uncompromising do you need to be to get the right leaders in place?What is the difference in leadership skills needed between early and late stage? Do we need someone that has been there and done that? What is the right mix of experience needed for a leadership team? How do you identify gaps in a leadership team?  ReferencesBarry McCarthy (story mentioned by Andrew)Former Netflix CFO Barry McCarthy Joins Super-Secretive Payments Startup Clinkle As COOClinkle's Still a Hot Mess as Its Big Shot COO DepartsClinkle Up In Smoke As Investors Want Their Money BackThe COO role (giving context for how Andrew thinks about the role)Stepping up: What COOs will need to succeed in 2023 and beyondSecond in Command: The Misunderstood Role of the Chief Operating OfficerHow Best To Onboard Into Different Types Of COO RoleWhat is a Chief Operating Officer? From the beginning to a billion. How unicorns built their leadership teams (mentioned by Maddy)What to Look for in Your VC's Talent Arm (mentioned by Brandon and loved by Maddy)How to Understand the ROI of Investing in People (wasn’t mentioned but Maddy thinks is a great piece)Biography: Maddy Cross is a Partner at Erevena, an Executive Search firm focussed on investor backed businesses, where she leads the European Technology and Engineering practice for B2B. Previously she was Talent Director at Notion Capital, a $1bn B2B SaaS focussed VC, and she holds an MBA from London Business School.Andrew is a Talent Director at Atomico, one of Europe's largest venture capital funds. He supports portfolio companies in finding and hiring elite executive talent and is responsible for advising founders on the evolution of their leadership