What does it take to build not just a product, but a thriving company in today's fast-paced, data-driven world?

In this episode of Electrifying Growth, Chris Sugden talks with Tommy Cotter, Director of Data Products at Benzinga. With a strong background in building high-impact API products and leading cross-functional teams, Tommy has delivered innovative solutions for top financial institutions, combining technical expertise with strategic insight to solve complex business challenges.

Tommy shares his insights on product management, innovation, and go-to-market strategy for fast-growing companies. He discusses how businesses can create transformative, scalable products by aligning teams with business goals and focusing on human-centered growth. Whether you're scaling a startup or transforming a legacy business, Tommy's approach to leadership will inspire you to rethink growth.

In this conversation, you'll learn:

• How to build purpose-driven products that drive lasting growth

• The key to aligning teams for faster, more effective growth

• Why balancing AI and human touch fuels innovation and success

Jump into the conversation:

(00:00) The rise of software cost reduction to zero

(00:55) Introduction to Tommy Cotter and his background

(02:48) Tommy's journey from basketball to the auto industry

(05:13) Key lessons learned from Coach Campy

(06:45) Why Tommy left the auto industry for new opportunities

(09:26) What Benzinga does and its role in the market

(11:39) Tommy's role as Director of Data Products at Benzinga

(12:39) Aligning product management with go-to-market strategy

(15:38) Leveraging AI to power data-driven products

(17:50) The importance of human oversight in AI-driven products

(21:22) Practical steps to start using AI in your business

(23:37) The innovative culture that drives success at Benzinga

(26:02) Navigating token costs and pricing models in AI

(28:02) The SaaS reset and adjusting to the new market norm

(29:32) Career advice: networking and finding opportunities

Is AI moving too fast for companies to keep up?

In this episode, Chris Sugden, Managing Partner at Edison Partners, discusses how growth-stage companies are navigating the pressure to adopt AI while avoiding reactive decision-making. As AI tools evolve at an unprecedented pace, Chris explains why the companies seeing the strongest results aren't necessarily moving first, they're moving with intention.

While many leaders feel pressure to implement the latest AI tools immediately, Chris argues that there is no universal playbook. Instead, successful companies are taking a "slow down to go fast" approach: aligning AI initiatives to measurable business outcomes before scaling adoption across the organization.

Chris also explains why CEOs need to act as Chief AI Officers, how top-performing companies are structuring AI decisions department by department, and why measuring ROI matters more than simply adopting the newest platform or model.

In this conversation, you'll learn:

• Why there's no one-size-fits-all AI strategy

• How top-performing companies are approaching AI adoption differently

• The role CEOs should play in guiding AI initiatives

• How to align AI investments with measurable business outcomes

Key moments: (00:00) Introduction

(00:48) AI as both "heaven and hell"

(01:35) Why every company's AI strategy is different

(02:26) The danger of blindly following AI trends

(03:13) What past technology waves can teach us about AI

(04:00) Why companies can't afford to ignore AI

(04:43) Lessons from Edison's Growth Index data

(05:25) Slowing down to go fast with AI adoption

(06:10) Product enhancement vs. net-new AI products

(06:54) Why the CEO must act as CAIO

(08:04) The companies outperforming with AI strategy

(08:50) Why unmanaged AI adoption creates poor ROI

(09:35) Managing and measuring AI effectiveness

What happens when a mall's layout changes overnight, and no one knows where to go?

In this episode, Chris Sugden, Managing Partner at Edison Partners, speaks with Hongwei Liu, CEO of Mappedin, about how his company is reshaping how we navigate inside buildings.

Hongwei shares how Mappedin started as a side project and grew into a leader in indoor mapping, helping organizations manage dynamic spaces. He explains the technological challenges and opportunities, the evolution of their mapping tools, and how Mappedin serves thousands of venues worldwide.

In this conversation, you'll learn:

• The unique challenges businesses face with indoor navigation
• How Mappedin simplifies the process for users and businesses
• What the future of indoor mapping and AI holds

Jump into the conversation:

(00:00) Building your own tools in the AI age (01:11) Introducing Mappedin and Hongwei Liu (03:10) How Hongwei became CEO (06:54) Starting at BlackBerry/RIM (09:05) Lessons from RIM's dysfunction (10:27) Advice for aspiring founders (13:29) The loneliness and irrationality of being a CEO (16:11) Hiring philosophy: low ego, high potential (19:43) Mentorship and the world being a friendly place (22:10) Transitioning to Mappedin's story (23:18) The aha moment: indoor maps as a data problem (27:23) Safety and security use cases (29:21) Why Mappedin chose B2B over consumer (31:05) AI as a tailwind: computer vision models (33:04) How AI transformed the engineering team internally (36:01) Building your own tools instead of buying software (39:13) What Hongwei looked for in an investor(43:01) Working with Edison's operating partners (45:49) Final advice: go work at a good company first

Is it possible to be too focused?

In this episode, Chris Sugden, Managing Partner at Edison Partners explores the flip side of the "bright shiny object" problem: when over-prioritization and excessive processes actually stifle innovation.

While most growing companies struggle with distraction rather than too much discipline, there's a real risk as you scale: you become so locked into hitting quarterly targets that product innovation quietly disappears. Chris shares practical benchmarks for spotting this problem early, including how much of your revenue should come from new products and why founders need to protect time for roadmap thinking, even as operational demands intensify.

Chris also discusses when a Chief Product Officer becomes essential, how AI tools can actually help with roadmap planning, and why innovation doesn't always mean new products, sometimes it's a new way to bring your existing product to market.

In this conversation, you'll learn:

• How over-prioritization can lead to missed opportunities for innovation

• The importance of balancing focus with creativity in a growing company

• Why acquisitions aren't always the best solution for scaling

• How to evaluate the long-term impact of new products on revenue

Key Moments: (00:00) Acquisitions are harder than they look (00:16) Introduction (00:33) Recap of previous episode on CEO distractions (01:21) The "tactical pause" concept from West Point (02:06) Flipping the coin — can a company over-prioritize? (02:59) When does too much playbooking create bureaucracy? (03:53) Innovation suffers when teams are only focused on hitting the quarter (04:44) Measuring innovation: new product revenue as a benchmark (05:44) The role of a CPO in balancing process and creativity (06:38) The tension between too much focus and chasing new ideas (07:36) Acquisitions vs. building — know your customer better than anyone (08:33) Multi-product companies and the need for ongoing innovation (09:18) Go-to-market innovation as an alternative to new products (10:05) 24-month benchmark for measuring new revenue

What does it take to grow from an engineer into the CEO of a Fortune 500 company?

In this episode, Chris Sugden, Managing Partner at Edison Partners, sits down with Rick McKenney, CEO of Unum, to unpack a leadership journey shaped by taking risks, embracing discomfort, and continuously learning. From his early days in GE's legendary training program to leading a public company, Rick shares how saying yes to hard roles and the right mentors can accelerate growth in ways no playbook can.

The conversation explores what it really means to lead at scale, including the shift from operator to culture carrier, the importance of board alignment, and how transparency builds stronger organizations. Rick also shares how Unum strengthened its culture through purpose, particularly during moments that tested the business, and how leaders can create environments where people grow by being challenged.

From leadership development to AI adoption, this episode offers a practical look at how executives can evolve alongside their companies while staying grounded in purpose and people.

In this conversation, you'll learn:

• Why growth happens fastest when you're uncomfortable
• How to navigate the transition from operator to CEO
• The importance of mentorship and seeking out feedback early
• How strong culture and purpose scale in large organizations

Jump into the conversation:

(00:00) Introduction (01:05) Rick McKenney's journey from engineering to CEO(03:20) Early career lessons from GE's leadership culture(06:10) Taking risks and saying yes to difficult roles(09:15) Transitioning from CFO to CEO(10:40) Working with and aligning a board of directors(12:30) Building trust and transparency with leadership teams(16:25) Short-term discipline vs long-term thinking(19:10) Building culture through purpose and moments that matter(23:20) Evolving workplace dynamics post-COVID(31:00) How AI is changing the way organizations operate(35:30) Advice for the next generation of leaders(41:50) Final reflections on growth, leadership, and mentorship

What if the biggest bottleneck in your company is you?

In this episode, Chris Sugden, Managing Partner at Edison Partners, tackles the unintentional bottlenecks CEOs create as they push their companies toward growth. When CEOs are caught in a whirlwind of activity, it's easy to get caught up in the instinct to do more, often leading to chaos rather than progress. Chris discusses how, rather than increasing activity, CEOs should step back, assess the situation, and engage their teams in honest conversations to uncover the root causes of bottlenecks.

Drawing on his extensive experience with high-growth companies, Chris emphasizes the importance of slowing down and pausing strategically to gain clarity. This approach, far from being a sign of weakness, helps CEOs regain control, align their teams, and focus on what really matters.

In this episode, you'll learn:

• Why CEOs must resist the urge to "do more" and embrace strategic pauses

• How slowing down helps identify the true bottlenecks in your business

• The importance of aligning your executive team to solve problems efficiently

Jump into the conversation:

(00:00) Introduction and unintentional bottlenecks (01:30) The shiny object problem and CEO overactivity(02:30) How priorities shift and disrupt product roadmaps(03:45) The partnership trap and misaligned incentives(05:15) Evaluating partner ROI and avoiding false opportunities(06:50) Why more activity creates more problems(08:00) The tactical pause and diagnosing funnel issues(10:00) Why executive teams feel the impact of constant change(12:30) The CEO pedestal and the challenge of hearing the truth(15:00) 360 feedback and identifying real team vs. leadership issues(18:30) Resetting with your team and board to drive next-stage growth

The unpredictable world of entrepreneurship requires the ability to adapt, pivot, and know when to build the right team to fuel growth.

On this episode of Electrifying Growth, Chris Sugden talks to Lisa Gersh, a leader who's navigated the intersection of entrepreneurship, media, and celebrity. From founding a law firm to scaling companies alongside icons like Martha Stewart and Gwyneth Paltrow, Lisa shares how strategic pivots and bold decisions fueled her career.

In this episode, you'll learn:

• Why the most successful leaders prioritize hiring people who excel in areas they're not great at, and how it leads to scaling and success.

• How pivoting and adjusting your strategy is critical when the original plan doesn't work, and why it's important to stay adaptable.

• How to manage relationships with high-profile personalities, and why it requires a different approach than traditional business leadership.

Jump into the conversation:

(00:00) Introduction (03:13) Lisa shifting from law to entrepreneurship (04:33) Joining the TV network startup (07:26) Launching a multi-platform vision (08:34) The Oprah Meeting (09:36) Lisa talks about wearing many hats at Oxygen.(12:01) Pivoting after the dot-com crash(13:05) Oprah's Library and convergence(14:30) Dealing with celebrity contracts (15:10) Growing Oxygen and the decision to sell(18:45) Lisa's time at NBC and the Weather Channel acquisition(19:23) Celebrity influence at Martha Stewart Living(21:00) Celebrating Martha's Legacy(25:00) Founder influence and leadership(30:13) Lessons from Gwyneth Paltrow(31:42) Lisa talks about her experiences on boards(35:22) Tips for CEOs engaging their boards(39:55) Holding CEOs accountable(40:58) CEO pitfalls and hiring challenges(43:16) Advice on hiring and managing expectations(45:05) Final career advice

What separates reliable leaders from the rest?

In this episode, Chris Sugden, Managing Partner at Edison Partners and host of Sit Down with Sugden, discusses the habits of great leaders in high-growth businesses and why the busiest CEOs are often the most effective.

Chris breaks leadership into practical daily habits: staying organized, keeping a to-do list, following through on commitments, and responding quickly. He also covers inbox discipline, the importance of unsubscribing, and how small habits like letting newsletters pile up or living in notifications steal focus.

If you've ever felt stretched between being present at work and being present at home, this conversation reframes "work-life balance" and argues for something simpler: being all-in on whatever you're doing at the moment.

In this episode, you'll learn:

• How to build trust by keeping commitments and staying organized

• How inbox clutter and subscriptions quietly drain your time

• Why "balance" matters less than being fully present

Jump into the conversation:

(00:00) Introduction (01:02) Habits of great leaders in high-growth businesses(02:14) To-do lists and delivering on commitments(04:10) Inbox discipline and unsubscribing(06:10) Social media and distraction(09:20) Reframing balance as being present(12:41) The value of checking things off and cumulative to-do lists(13:21) Leading by example and why actions need words(14:36) Building a foundation of presence and follow-through(14:55) Closing thoughts on doing what you want your team to do

Adapting to market needs and staying focused on the mission is crucial for success in FinTech.

In this episode of Electrifying Growth, Chris Sugden sits down with Riley Lovingood and Thomas Cecil, the co-founders of PAYRA, a FinTech company revolutionizing payment solutions for blue-collar businesses. They discuss their journey from exploring different markets to finding their niche in the B2B space, the challenges of integrating legacy systems with modern technology, and the importance of building strong partnerships.

In this episode, you'll learn:

• How staying disciplined to your original mission and staying resilient is crucial to scaling a business successfully

• Why choosing a co-founder and partners who are aligned in vision, work ethic, and commitment to the mission can make all the difference

• How identifying and solving real customer pain points (especially in legacy systems) while staying capital-efficient and focused, can drive long-term growth

Jump into the conversation:

(00:00) Introduction to Riley Lovingood and Thomas Cecil (01:27) Overview of PAYRA and its founders' backgrounds (03:40) Thomas Cecil's journey into payments (05:03) Riley Lovingood's journey from football to the payment industry (06:39) Riley and Thomas discuss their initial ventures into various business verticals (08:08) Identifying the pain point in legacy ERP systems for blue-collar businesses (09:56) The technical challenges and innovation in integrating with legacy systems (11:23) Addressing the challenges of underwriting high-ticket transactions (13:30) The technological innovation of validating large invoices through ERP integration (14:28) First customer experience: Troubleshooting and learning from mistakes (16:53) The importance of understanding client environments (17:34) The challenge of staying focused on the original mission while scaling (20:02) Navigating the challenges of growth and staying disciplined (21:06) Thomas and Riley's approach to staying focused on execution (22:18) Riley shares his focus on product-market fit and not forcing business fits (23:28) The transition from a bootstrapped startup to a systemized organization (24:13) Discussing the growth equity vs. venture capital decision (25:48) The importance of finding a true partnership in growth equity (27:01) Riley talks about how Edison Partners understood their market from the start (28:57) The value of ongoing advice from potential investors before partnerships (30:52) Riley discusses how Edison Partners supported them with connections (32:02) Thomas shares advice on choosing a business partner(33:46) Riley talks about the importance of staying focused on high-potential opportunities(37:08) Closing thoughts on the future of PAYRA and the journey ahead

Everyone is busy, yet results still fall short. Many leaders mistake motion for progress and only see the gap when numbers miss.

In this episode, Chris Sugden, Managing Partner at Edison Partners and host of Sit Down with Sugden, shares why effort-based goals mislead teams. Through years of working closely with operators and executives, he explains how leaders should measure what truly drives the P&L. He outlines how to reset goals so effort consistently translates into measurable business results.

In this episode, you'll learn:

• How to set goals that connect daily work to revenue growth

• Why every department should be measured on margin impact

• What signals reveal effort result gaps before numbers miss

Things to listen for:

(00:00) Introduction

(02:11) When performance gets confused with effort

(04:58) Goals that reward activity instead of outcomes

(06:48) How every department can drive revenue

(09:30) Bookings success can still miss the P&L

(11:10) What leaders should measure instead of hours