
Sign up to save your podcasts
Or


Digital transformation isn’t Mark Shank’s favorite term.
Yet, he recognizes that it’s widely used, and so he uses the term to speak the language of his clients. He takes the often narrow definition of digital transformation—implementing a new system—and teaches people to work outward from that understanding to identify how everyone involved in transformation is affected.
Listen in to hear Mark share tips for staying ahead of the curve in transformation based on his work with KPMG.
Find a breakdown of this episode here.
Subscribe to the podcast or write a reviewDigital transformation isn’t Mark Shank’s favorite term.
Yet, he recognizes that it’s widely used, and so he uses the term to speak the language of his clients. He takes the often narrow definition of digital transformation—implementing a new system—and teaches people to work outward from that understanding to identify how everyone involved in transformation is affected.
Listen in to hear Mark share tips for staying ahead of the curve in transformation based on his work with KPMG.
Find a breakdown of this episode here.
We’ve seen a lot of consolidation of digital agencies over the years, with many getting bought up by “the Big Four.”
Today, independent agencies struggle (at times) creating and maintaining a sustainable pipeline. So it’s worth asking: How do those that survive work to make their revenue more predictable?
In this episode Mike Moore, Partner and Chief Commercial Officer at WillowTree, covers the “real” social selling, some of his agency’s greatest hits, and why WillowTree isn’t aiming for intergalactic domination.
Subscribe to the podcast or write a reviewWe’ve seen a lot of consolidation of digital agencies over the years, with many getting bought up by “the Big Four.”
Today, independent agencies struggle (at times) creating and maintaining a sustainable pipeline. So it’s worth asking: How do those that survive work to make their revenue more predictable?
In this episode Mike Moore, Partner and Chief Commercial Officer at WillowTree, covers the “real” social selling, some of his agency’s greatest hits, and why WillowTree isn’t aiming for intergalactic domination.
Tod Caflisch has been in pro sports IT for almost 30 years, so he’s seen the incredible transformation in the fan experience at sports venues.
In college, he used to go to Celtics games, where the crowd was all men smoking cigars and cigarettes. Halftime would come, they’d play the organ, then the basketball game would finish. That was the fan experience of the day.
We’re light years from there today, with mobile integration and high-tech access control everywhere. The presentation of the game itself has changed dramatically, and everybody’s looking to up their game.
Listen in as Tod, Vice President and Chief Technical Officer with the Minnesota Vikings, describes how the team is taking fan experience to a new level. You’ll also hear the number one worst thing you could do when selling to someone like Tod.
Subscribe to the podcast or write a reviewTod Caflisch has been in pro sports IT for almost 30 years, so he’s seen the incredible transformation in the fan experience at sports venues.
In college, he used to go to Celtics games, where the crowd was all men smoking cigars and cigarettes. Halftime would come, they’d play the organ, then the basketball game would finish. That was the fan experience of the day.
We’re light years from there today, with mobile integration and high-tech access control everywhere. The presentation of the game itself has changed dramatically, and everybody’s looking to up their game.
Listen in as Tod, Vice President and Chief Technical Officer with the Minnesota Vikings, describes how the team is taking fan experience to a new level. You’ll also hear the number one worst thing you could do when selling to someone like Tod.
There’s never a shortage of people complaining about their clients.
You can get stuck in that kind of thinking, but there is another way of looking at things. It all comes down to the way you think about yourself and your client. After all, you can’t do a great job taking care of clients until you’ve taken care of yourself.
Today’s guests are Mark McKinney, VP of Client Development at Bottle Rocket Studios and Steve Fedorko, both authors of the book My Client Is the Devil (And Other Myths). They’re both psychologists who happened to work in marketing agencies, so they put their expertise together. They left academia to learn and teach how much psychology is used in business everywhere.
There are a lot of books on helping clients, but not a lot on how you help yourself get better at helping clients. This is one of them.
Subscribe to the podcast or write a reviewThere’s never a shortage of people complaining about their clients.
You can get stuck in that kind of thinking, but there is another way of looking at things. It all comes down to the way you think about yourself and your client. After all, you can’t do a great job taking care of clients until you’ve taken care of yourself.
Today’s guests are Mark McKinney, VP of Client Development at Bottle Rocket Studios and Steve Fedorko, both authors of the book My Client Is the Devil (And Other Myths). They’re both psychologists who happened to work in marketing agencies, so they put their expertise together. They left academia to learn and teach how much psychology is used in business everywhere.
There are a lot of books on helping clients, but not a lot on how you help yourself get better at helping clients. This is one of them.
Quite commonly, founders make terrible CEOs.
They often have a difficult time segregating their personal relationships with their founding teams from the objective reality of the situation. That’s not an attack on founders: it’s hard time starting a company from scratch, and you often have to have a band of loyal followers in the beginning. The problem is that a company, once it scales, usually needs much different talent.
In this episode Les Trachtman, CEO of Purview, shares from his experiences taking over the CEO role from six different founders. He also talks about his upcoming book, Don’t F*** It Up (and 31 other things a founder should never say).
Quite commonly, founders make terrible CEOs.
They often have a difficult time segregating their personal relationships with their founding teams from the objective reality of the situation. That’s not an attack on founders: it’s hard time starting a company from scratch, and you often have to have a band of loyal followers in the beginning. The problem is that a company, once it scales, usually needs much different talent.
In this episode Les Trachtman, CEO of Purview, shares from his experiences taking over the CEO role from six different founders. He also talks about his upcoming book, Don’t F*** It Up (and 31 other things a founder should never say).
Subscribe to the podcast or write a reviewFrom the publisher's feed