The Operations Room: A Podcast for COO’s

Jessica Zwaan, COO of Talentful, discusses performance management and challenges traditional reviews. They talk about the effectiveness of OKRs, using organizational network analysis, and measuring employee performance in remote work. They highlight treating employees as customers and the importance of collaboration in team performance.

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 focus on driving the right behavior and predictability.Brandon: Great product + late professionalization = risk (bankruptcy)Brandon: Sales reps should focus on signing contracts, not just sellingPricing metrics for SAS companies, focusing on value-based pricing and customer willingness. 11:53Mark discusses pricing metrics in SAS businesses, highlighting user base pricing as most common but not always best option.Ideal pricing metric is outcome-based, charging customers a portion of incremental profit created, like credit cards or PayPal.Mark: Dropbox charges by amount of memory used, maintaining margins despite decreasing storage costs.Mark: Pricing metric should be highly correlated with value, accepted by customers, and measurable.Pricing strategies for software companies, including usage-based pricing and tiered pricing. 17:38Bethany: Pricing with customers often, despite seat-based pricing not being best way.Mark: Metering every feature from beginning helps understand market segments and value.Mark considers tiered vs direct usage-based pricing for software, weighing customer perspective and revenue impact.Pricing strategies for software companies, including usage-based pricing and land-and-expand models. 21:41Mark advises companies to focus on solving specific problems for specific market segments, rather than trying to be a platform for everything.Mark suggests that even in straight usage models, there are good, better, best options, and the goal is to find the right SLA (service level agreement) for each customer.Mark recommends considering good to better to best packaging for both subscription and non-subscription businesses.Companies should monitor usage and drive usage to expand customer accounts, with compensation depending on the situation.Pricing and packaging strategies for SaaS companies. 26:48Mark argues that SAS companies should pay salespersons based on lifetime value of clients, rather than just initial sign-up.Mark believes that commission structure should incentivize salespersons to win deals, rather than just maintain existing clients.Mark emphasizes the importance of understanding value to customers in pricing and packaging decisions.Consultants can be hired to run numbers and provide pricing recommendations, but it's important to consider the cost and potential impact on internal decision-making.Mark recommends a usage-based pricing approach that prioritizes client comfort and transparency.Buyers trade money for value, so it's essential to demonstrate the value of your product.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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. 20:03Analyze cost of delivering product, profitability of product sets, and customer profiles to make informed decisions.Prioritize bets on most profitable products and customer segments, layering up over timeframe (18 months).Libby and Bethany discuss the importance of data-driven decision making in marketing, with Bethany expressing frustration at the lack of data sophistication in internal systems and the need for more rev ops professionals.Brandon and Libby discuss the importance of understanding customer CV values and go-to-market motion.Libby emphasizes the need for a solid customer base with a sticky product that provides value.Customer success teams and their impact on product development and profitability. 26:19Bethany: Customer success teams can eat into gross margin, especially when product is not user-friendly.Libby: Good customer success teams can help with customer adoption, but implementation is also important.Libby: UX teams struggle to deliver due to engineering and sales leaders' lack of time and willingness to listen to user research.Using AI to improve product adoption and financial management in startups. 30:36Companies prioritize user experience to drive commercial success.Libby emphasizes the importance of financial acumen in business leaders, including understanding cash flow and opportunity cost.Brandon highlights the challenge of accountability and controls in a company with a tight runway, and the need for transparency and financial literacy across the team.Financial transparency and empowering employees to make better decisions. 34:48Libby emphasizes the importance of financial education for teams, citing her experience at Blippo where transparency and knowledge-sharing helped employees stay motivated during difficult times.Bethany expresses interest in learning more about financial education resources, and Libby suggests exploring pre-made materials or seeking help from professionals.Libby suggests building financial literacy into onboarding processes to ensure employees understand how the business makes and spends money.Brandon emphasizes the importance of VPs of Finance being leaders and communicators, not just number crunchers.Libby emphasizes empowering employees to help build the business.Employee X presents a new pricing strategy, improving gross margin.Investing in people, understanding company finances, and empowerment in the workplace. 42:32Bethany shares her experience of feeling empowered in some organizations but not in others, and highlights the importance of giving people access to power and information to contribute.Libby encourages leaders to create opportunities for people to connect with them, such as monthly drop-in lunches or cross-functional working groups, to foster a culture of inclusion and empowerment.Libby emphasizes the importance of understanding a company's finances to make informed decisions.Unlocking the state of a business through data analysis can lead to clearer conversations with investors and improved profitability.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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 company led to employee-generated ideas like preserving endangered languages using machine learning.Bethany and Brandon discuss the success of innovation weeks at a previous company, with Bethany expressing interest in replicating the concept at her current company.Finding balance between routine and novelty for productivity and mental well-being. 17:31Markham recognizes the limitations of routines and habits, advocating for balance in life.Bethany appreciates Markham's contrarian perspective on habits, finding common ground in the need for balance.Markham: Habits can limit creativity, need variety to open up new perspectives.Markham: Balancing routine and novelty depends on individual comfort levels and life stage.Finding balance between routine and novelty in life. 22:41Markham: Happiness is a byproduct of engagement, not the goal of life.Bethany: Routine gives us a sense of control, but can lead to compulsive habits.Markham shares his thoughts on how to avoid boredom and stay engaged, including trying new things and mixing up his work routine.Markham has taken steps to address boredom by meeting with friends, working in different locations, and incorporating creative activities into his day.The importance of questioning routines and habits for fulfillment. 26:39Bethany values fun and exploration, leaving her previous career for a year of discovery.Markham highlights the importance of mindfulness in identifying what brings joy and fulfillment.Bethany: Questioned life after realizing habits were controlling it.Markham: Brain's engagement with new experiences creates fulfilling time.Brandon: Outsourcing routine tasks to free up time for high-value activities.Markham: Filling extra time with productive or healthy habits, rather than exploring new things.Work-life balance, prioritizing memories, and finding meaningful experiences. 32:51Bethany and Markham discuss the concept of "time travel" and how our lives are a series of experiences that we may not remember in the long term.They reflect on the importance of figuring out what choices to make in life to lead to a happy and fulfilling existence.Organizations prioritize work over personal growth, leading to employee dissatisfaction.Markham suggests taking breaks to give brains time to put pieces together (0:37:38)Markham advises focusing on what matters, bringing forward what led to joy and satisfaction (0:38:07)This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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 through programs like mental health subsidies and employee resource groups.Employee resource groups provide a safe space for employees to discuss certain topics without feeling uncomfortable, and companies should prioritize this within their organizations.Speaker 3 highlights rise of customer communities for brands, with goals of support, feedback, loyalty, and advocacy.Hybrid work and community, with a focus on connection and wellness. 21:25Speaker 3: Hybrid work requires rethinking team gatherings, budgets for productive spaces.Speaker 3: Companies should provide options for employees to work in inspiring, connected places.Speaker 3: Being lonely is like smoking 15 cigarettes a day, and companies must address this by providing wellness programming, mindfulness, and community spaces.Speaker 3 recommends starting small by providing a budget for employees to join communities that resonate with them, and tracking the data to see the impact on productivity and well-being.Work-life balance, mental health, and community connection. 27:05Brandon: Importance of work-life balance for Gen X and Gen Z.Bethany: Mental health and balancing work and community for younger generations.Speaker 3: Connecting with others can combat loneliness, even for introverts.Bethany: Seeking meaningful connections can lead to a boost in energy and vibration.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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 purposes.Leadership development, confidence building, and skills growth. 7:47Bethany and Brandon discuss the importance of skills development and confidence building in organizations.Brandon shares a study on how CEOs are investing in generative AI and no-code automation within companies.Bethany praises employees for speaking up, learns to deliver constructive feedback.Brandon and Bethany discuss how to build confidence in oneself and others, with Brandon sharing his process of reinforcing positive qualities and achievements to build confidence.Cameron Herold offers insights on how to convince a controlling CEO to let go of some power, emphasizing the importance of building trust and confidence.How to approach CEOs with tough feedback while building trust and credibility. 14:00Cameron Herold suggests appealing to a CEO's sense of greed, need for praise, and avoidance of conflict to help them see the negative impact of their controlling behavior.Bethany waits until the CEO is ready for the conversation, using a metaphor of waiting for them to trip and fall before offering help.CEO priorities in a rapidly changing business environment. 16:19CEOs must adapt quickly to fast rate of change in business or risk being left behind.Cameron Herold emphasizes the need for CEOs to adapt quickly to change and grow their people's skills faster than ever before.Herold visualizes employees climbing two ladders simultaneously, growing their skills and confidence while expanding their network.Leadership development, praise, and core values. 20:36Cameron Herold emphasizes the importance of developing leadership skills in employees, including delegation, situational leadership, coaching, and time management.Herold suggests leveraging resources, such as hiring a consultant to train managers on interviewing skills, and sharing the training session with other leaders.Bethany asks Cameron Herold about tips on giving good praise.Cameron suggests leaders should catch people doing something right and praise them regularly.Leadership styles, CEO roles, and communication between CEOs and CFOs. 25:04Cameron Herold emphasizes the importance of delegating tasks to others and providing specific praise to reinforce desired behaviors.Bethany agrees, noting that growing a business and growing relationships share similarities in communication, collaboration, and prioritizing core values.Cameron Herold: CEOs and CFOs have different leadership styles and perspectives.Herold: Different types of CFOs emerging, matching entrepreneur's personality profile and stage of business important.CEO leadership, profitability, and the importance of building real businesses. 30:16Cameron Herold notes that CEOs tend to be strong leaders, managing multiple areas and leading other leaders effectively.Cameron Herold emphasizes the importance of focusing on profitability in tech companies.Bethany agrees and highlights the need for companies to grow real businesses with real financials.AI adoption, CEO evolution, and leadership skills. 34:26Cameron Herold: AI will create winners and losers, leverage AI to drive growth and profitability.Cameron Herold: CEO communities will rise, collaborate and grow like entrepreneurs did with YPO, EO, and Vistage.Cameron Herold, a former COO, transitioned to entrepreneurial CEO with ease due to his entrepreneurial upbringing and DNA.Most CEOs lack the entrepreneurial DNA and desire to be CEOs, focusing instead on growing a bigger company or a better brand.Leadership roles, responsibilities, and priorities in business. 39:12Cameron Herold: CEOs must release traditional roles, focus on vision & culture.Herold: CEOs have 4-5 direct reports, oversee legal, board, & culture.Cameron Herold emphasizes the importance of caring for employees as humans, not just as workers.He encourages leaders to focus on people, not just tasks, to build a successful company.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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 highlights the importance of identifying and embracing one's unique strengths and specializations, rather than trying to be a jack-of-all-trades.Brandon agrees, emphasizing the value of focusing on a specific area of expertise and becoming a subject matter expert.Leadership lessons learned and the importance of serving others. 21:11Brandon was put in a leadership role he wasn't qualified for, struggled in meetings, and was told he was "terrible" by the CEO.Brandon took 3-4 months to accept critical feedback, work with an external coach, and rebuild himself as a leader.Brandon and Bethany discuss the importance of leadership being about serving others, not just personal achievement.A new head teacher at a primary school transforms the school's morale and engagement with their leadership, showing the power of effective leadership.Leadership, feedback, and personal growth. 26:17Brandon and Bethany discuss the importance of leadership and career progression, with Brandon emphasizing the value of taking feedback and continuously improving.Bethany shares her experience with giving and receiving feedback, highlighting the importance of self-awareness and continuous improvement.Bethany has had two mentors in her career who provided specific feedback to help her improve, including a former BCG analyst who gave her BCG training and a sales leader who pushed her to think more critically.Bethany is currently seeking out mentors who will challenge her and help her reach her full potential, as she feels she doesn't have anyone in her life currently who will push her as hard as she needs.Career growth, responsibility, and self-reliance. 31:37Brandon became a market analyst for IDC and loved it, but then got a call from the CBC to talk about BlackBerry live on TV, which he initially doubted but then saw as an opportunity to showcase his skills.Brandon took the opportunity and did a credible job, leading to more TV engagements and growth as a communicator, highlighting the importance of seizing opportunities and taking initiative.Brandon and Bethany emphasize the importance of self-reliance and responsibility in personal and professional growth.Leadership, resilience, and decision-making in business. 35:58Bethany emphasizes the importance of taking responsibility for one's function and solving problems upstream and downstream, rather than just complaining about them.Brandon agrees and adds that a CEO should be concerned with motivating everyone to achieve the vision, which requires taking responsibility for the team's success and working with other teams to move the ball forward.Brandon faced challenges in his role as VP of Product at a company in Las Vegas, feeling unhappy and undermined, but he chose to stay and turn things around, leading to a successful run at the company.The lesson learned from this experience is the importance of resilience, as throwing in the towel is not always the right choice, and Brandon was able to turn things around by rethinking his approach and figuring things out.Bethany emphasizes the importance of resilience and perspective in business leadership, and seeks outside counsel or coaching to navigate challenges.Networking, kindness, and relationships. 42:27Bethany emphasizes the importance of cultivating a network based on genuine relationships and introducing people to each other, rather than just seeking personal gain.Brandon shares an example of how his mentor's network has led to valuable opportunities and serendipitous connections, highlighting the power of building meaningful relationships.Bethany emphasizes the importance of treating people with respect and kindness, even if they're not someone you necessarily like or want to spend time with.She shares a lesson she's learned about being aware of how our actions and words can impact others, and not excluding people unnecessarily.Leadership, respect, and dealing with difficult colleagues. 48:34Brandon had a difficult relationship with a sales leader, initially disliking them due to personality clashes, but later recognizing their professional skills and respecting them.Brandon had preconceived notions about another individual, leading to a disrespectful interaction, but later developed a positive relationship after getting to know them.Brandon and Bethany discuss the importance of respecting colleagues, even if you don't personally like them, and how this can lead to better business outcomes.They emphasize that leaders should be rooted in sound principles and values, even if some people may not like them for different reasons.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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

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 Wakeman defines operating model as a blueprint for turning strategy into reality, focusing on how to source customers, deliver value, and partner with others.Bethany seeks clarification on operating model, which Simon explains as a high-level summary of how a business creates value, turning strategy into a functioning business.Simon Wakeman emphasizes the importance of creating a clear and concise operating model for businesses, which should describe how the company creates value on a single page.He suggests using a template to help structure the operating model, but notes that the level of detail and complexity will depend on the type of business and its stage of growth.Organizational governance and decision-making. 16:02Simon Wakeman: Distributed team was deliberately chosen for tech business to address resourcing challenges.Minimum Viable Governance means legal duties of directors, policies, and risk management processes for coherent functioning.Simon Wakeman: Governance should push autonomy and decision-making to the edges of the organization, with appropriate safeguards to ensure competency.Bethany: Too much process can stifle innovation, emphasizing people's brains and good decisions over rules is key.Governance in scaleups, risk management, and crisis communications. 21:11Brandon M and Bethany discuss governance in scaleups, focusing on risk management and crisis communications.Risk management, systems ownership, and data quality in business. 22:58Bethany suggests identifying the right people to engage in risk management, such as critical thinkers like herself and structured thinkers like the CFO or ops director.Simon Wakeman agrees that these individuals are often the ones who take the lead in risk management and convene groups to do the hard work.Simon Wakeman emphasizes the importance of understanding and owning technology in a business, particularly in the early scaling phase, to avoid messy systems architecture and inconsistent data.He highlights the need for a clear data model to underpin the business and integrate systems effectively, particularly as AI and augmentation technologies become more prevalent.Simon Wakeman suggests a more decentralized approach to ops, with greater autonomy for people, but also a governing framework to ensure coherence and value creation across the organization.Simon believes tech leadership should own providing data and capabilities, while CFO should define user needs and bring together quality information for decision-making.Creating a cohesive business system through meetings and alignment. 29:16Bethany and Simon discuss the importance of cadence in organizations, including recurring meetings, to align teams and create a sense of unity.Simon Wakeman emphasizes the importance of understanding how different parts of a business are linked together and making deliberate choices about how to structure and run the business.He encourages listeners to regularly review and adjust their business systems as the company grows to maintain balance and coherence.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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