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Business Coach and Political Candidate Danielle Bell

August 15, 2024 by angishields

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Cherokee Business Radio
Business Coach and Political Candidate Danielle Bell
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Brought to you by Diesel David and Main Street Warriors

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Danielle-Bell-BWDanielle Bell is running for Georgia State House of Representatives to build a stronger, more compassionate community. Our current legislature has been the least productive and most gridlocked in U.S. history. As a social worker and business leader in mental health settings, Danielle possesses a unique ability to connect with people of different perspectives and backgrounds. She will seek out and rely on common values—not popular ideologies—to overcome division and drive results.

Danielle grew up on a family farm in Indiana and learned the value of hard work and compassion from her parents—a small business owner and a waitress. Whether helping informally at home or volunteering with organizations in school or advocating in her community, Danielle’s heart has always led her to step up, roll up her sleeves, and work collaboratively to help others. She understands the transformative power of service and will represent the needs of her constituents with transparency, honesty, and commitment. Danielle-Bell-logo

Throughout her career as a clinical therapist, she has listened to countless stories and has observed that many of her clients face universal challenges: (1) Families are struggling to achieve financial security because of economic forces beyond their control; (2) Parents and guardians are frustrated by the ways our education system is failing our children; (3) People of all ages are having difficulty accessing adequate healthcare. These issues shaped her priorities for creating meaningful change. It’s time to send someone to the Georgia House who will really fight to improve the quality of life for all Georgians.

Danielle has been married to Jason Bell since 2011. Their journey led them to Georgia in 2015 after Jason’s military retirement. She and Jason enjoy raising their beautiful daughters as Georgia natives. Danielle is also an active member of her local Catholic church.

Connect with Danielle on LinkedIn, X and Facebook.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Stone Payton: Welcome to another exciting and informative edition of Cherokee Business Radio. Stone Payton here with you this morning. And today’s episode is brought to you in part by our Community Partner program, the Business RadioX Main Street Warriors Defending Capitalism, promoting small business, and supporting our local community. For more information, go to. Main Street warriors.org and a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David, Inc. Please go check them out at diesel. David. Dot com. Now please join me in welcoming to the broadcast business coach and political candidate. She’s a business coach with Focal Point Ms. Danielle Bell. How are you?

Danielle Bell: Hey there. It’s great to be here. Thank you. I’m doing well.

Stone Payton: Well, it is a delight to have you on the show. I got a thousand questions. I know we’re not going to get to them all, but I think maybe a great place to start would. Would be if you could share with me in our listeners mission. Purpose. What is it that you and your team are really out there trying to do for folks in the, in the coaching to to serve them?

Danielle Bell: Yeah. So it’s kind of an interesting story. I’m a clinical therapist by trade. I’ve been a licensed clinical social worker for 15 years, started with helping kids, actually, and families at risk youth kids with behavior issues. And then it grew from there. I worked with women’s trauma. I’ve worked with addictions and through my career I moved up into clinical leadership. I worked at a hospital as a clinical director and then worked for a startup company, telehealth, out of California, where they specialized in chronic pain and complex health and loved what I was doing for that company. It was really powerful, and I thought I was going to retire there, that that was my passion and my calling. But being a startup, when they went under, um, a couple of things. Um, I had to figure out again what was my purpose. Like, I thought that was it. And now I’m trying to find. Okay, what’s my next pathway? Um, so, uh, as a spiritual person prayed for direction of, like, what’s next? How can I have an impact, be involved in my community and make a difference? Um, my dad was a small business owner, so when my husband came to me soon after that and said, you enjoyed doing this internally for this company, let’s start our own business and do that. Um, and he’s also a certified executive coach, so it went very well. We found actually it was kind of a funny story that when he would come home, when he was taking his classes and I had already been a therapist for ten plus years, he was like, this is how you help people reach their goals.

Danielle Bell: And I was like, oh, really? So that worked really well for us. And I thought, that’s our new direction. And at the same time, I sent that prayer up, I got a call from one of the caucus recruiters from the Democratic Party who said, um, would you be interested in running? And I thought, is a social worker and somebody who cares about her community, who just sent up a prayer that says, what’s my opportunity? How can I have an impact and help people and be involved in my community? I have to at least see this through. So that, um, gave me the courage. He introduced me to different people and organizations. I took a candidate training program to learn how to do this because I’m a social worker and, you know, an entrepreneur, not a political candidate. So it’s all new territory. I’m learning a lot. I’m really hopeful. I think that my favorite part, as you said, my mission is really that community focused Advocacy of what do people need? What do people in our community need? They need jobs. They need, um, ability to drive here on the way. You know, we’ve we’re talking about traffic. And just like that, infrastructure support and how fast our communities are growing and they’re great and they’re vital. And it’s a really great place to live. But we have to make sure that we’re planning and supporting people.

Stone Payton: So I have to confess, before we began talking, I sort of envisioned today’s episode to go down two very disparate tracks. That’s not the case at all. Your work, your mission, is so wholly integrated. All of it. It serves. Both of those tracks serve each other, don’t they?

Danielle Bell: I feel like when I tell people I’m a business coach, I help businesses grow and I’m running for office, that it sounds like I’m all over the place going in seven different directions. But you’re absolutely right. I really feel like my mission, my purpose is very aligned in moving forward, this community integration and how can I help and be involved.

Stone Payton: So you touched on it but what do you feel like is, uh, been the most rewarding about all of this so far? What’s the most fun about it for you?

Danielle Bell: The most fun for me, I think, is being able to connect in unexpected ways. I think especially at the federal level of where politics is and where we can even be in our communities is separation division. You know, we think about political division. Most people that I talk to are tired of the pettiness and the name calling. And when I talk to people on both sides of the aisle and I say, I’m here and we have a lot of common values and really want the same things, we can connect on a deeper level and see eye to eye. And it’s not just like, oh, well, you have this different perspective than me, so we can’t talk. My most rewarding moments have been when I’ve been able to talk to people across the aisle and really find common value and areas where we align and really want what’s best for our neighbors.

Stone Payton: I got to believe Having the mental health background that you do certainly gives you for me, in my mind, street cred. Right? Like like so. But I also have to believe it really serves your ability to be effective for your clients and the coaching work and to communicate, like you said, across the aisle and to those of us. And I’m sure I’m not the only one, I am very much ready to get back. Can’t we just have a conversation about an issue as opposed to, you know, I’m a gun toting redneck and you’re, you know, no, I mean, yeah, and.

Danielle Bell: My parents are Republican, you know, very much gun owning. I grew up on a farm in the middle of nowhere. Like, I can really relate to a lot of rural values, you know, we or what are traditionally red values. I’m very spiritual, religious. I, um, care about my community. I want to help people. I think that those are commonality, things that are not just, you know, right or left aligned.

Stone Payton: So I often will ask because we have a lot of entrepreneurs. Small business owners come through here and I’m almost always asking them, well, how does the whole sales and marketing thing work for a practice like yours? And I learn a lot. Guys, if you want to learn, get yourself a radio show. You get a lot of good advice, but I’m fascinated at the at the political path because in my nomenclature, you’ve got some serious sales and marketing to do on on that path. What is that? I can’t imagine.

Danielle Bell: Um, something that you said earlier about my therapy background affecting where I am now, and it absolutely does. I talk to business owners every day that have stress and anxiety. They’re juggling a lot of plates, and it’s really hard to figure out, okay, what’s most important and how do I move forward. So helping business owners to learn some business acumen to develop those skills and then deal with the stress. Find out some work life balance. Because ultimately we work for our families. We work to provide. We work to, you know, reach those goals and dreams that we had when we set out. And just because the day to day stress gets so high, sometimes business owners lose focus of that. So that’s what I really love, is bringing that focus in. And on the political side, my mental health background really helps me with I compare it to I’ve done marriage therapy right, sitting on a in a room, a married couple on a couch, you know, husband on the right, wife on the left, whatever. And nobody’s willing to listen. Nobody’s willing to talk, nobody’s willing to work together. And it feels hopeless. And because I sat there and I know how to deal with those situations, that’s exactly how it feels in our political divide of, like, the right and the left seem so extreme, so far apart. But when we find those commonalities and we learn to trust, we’re all just people. We just have different views and ideas on how to get where we’re going. We can find way more common ground where we agree. And when. Research actually shows that when you find those connections and you establish that baseline, oh, government starts working for the people and policy is effective in more people approve of the job that their government is doing for them. It’s an act of service. It’s not. It’s not supposed to be for power and prestige. I want to get into this because of that servant heart.

Stone Payton: So when you leapt off the cliff and decided to go from a little bit more of a corporate kind of environment to a coaching practice, I’m sure you had lots of choices in the type of path you chose. You chose to go with an established system, a focal point. Can you talk a little bit about that decision and. Yeah, okay.

Danielle Bell: This is a joke. But I honestly had this conversation with my husband of like, okay, we’re going to go into business together. I need a model. I need some kind of outline of what it’s going to look like. And if you can show me that, then I will say yes, because I didn’t want it to say I turn or I say turn right. He says, turn left. And then there’s conflict because I actually enjoy being married to him and I don’t want to have to fire him. So that was my joke.

Stone Payton: So you wanted something, a proven model, a structure, exactly. That you could bring all of your talents and meld it and mold it and make it your own to serve. But you wanted to have some sort of structure to it. Yeah.

Danielle Bell: And Focal Point has done that. So they are founded on the business acumen and success of Brian Tracy. And he’s written lots of books and I know that name. Yeah, right. He’s amazing. I’ve seen him present. He’s 80 and still just, like, rocking out amazing stuff. Wow. Yeah. So he’s our founder and really began with helping other entrepreneurs achieve the levels that he has. And because they’ve worked to create an entire curriculum of the materials that I have available to me to help business owners be successful so I can offer them those research based, scientifically proven skills, techniques and strategies that will work through and what I bring to the table. It’s more than just getting a book, because I can flip through the pages and really tailor my approach to a business owner’s specific needs and where they are in their growth of their business cycle.

Stone Payton: So let’s dive into the work just a little bit on that front, if we could. And I’m particularly interested in the front end of, I guess you would call it an engagement cycle, like those first few conversations. Now that I’m saying this out loud, it strikes me that it may not be a heck of a lot different than early conversations in your in your therapy practice, but what are some of the first few things that happen in a in a coaching relationship with you?

Danielle Bell: Yeah, that’s a good question. Um, first I would I like to call it a discovery conversation. Um, what’s your business about? What are your goals? Because I don’t want to take anybody’s money. If I don’t feel that I’m a good fit or that they don’t, you know, trust that this, this professional relationship is going to help them get where they want to go So I want to have at least 2 or 3 conversations before we talk about any kind of money. And that’s very much a rapport building, get to know you kind of phase. So first start with very general, um, what’s your business, what’s your goals, what’s important to you, what motivates you, what drives you. And then we can get more specific where I want to teach you a couple strategies. Even if you don’t choose me as your business coach, I want you to be able to take something away from our time and put into use. That’s going to help you in your business. So I’ll teach maybe a couple strategies. For example, I missed or mentioned earlier the life cycle of a business. So having an understanding of where you are in that can help me to understand how I can help you. What kind of, um, obstacles are likely to come up and what kind of strategies we can use to overcome them, to help you to continue to grow where other businesses might fail, you’re more prepared for dealing with those things.

Stone Payton: Sounds to me like it would be a very productive conversation and a tremendous amount of value you? Whether the person chose to work with you formally or not? Are you starting to get to the point? Or maybe you’ve been there where more of these opportunities to serve are kind of coming in over the transom? Or do you find yourself having to shake the trees a little bit on your own, just like you do on running for office? Do you have to? Do you find that you do some sales and marketing activities?

Danielle Bell: I think the again, very overlapping in my direction is showing up is half the battle.

Stone Payton: Amen.

Danielle Bell: Mhm.

Stone Payton: Absolutely.

Danielle Bell: So I’ve been going to business networking, talking with people, listening to their stories better, understanding what’s going on with them so that I can relate, understand and help. So I think yeah, I think that about covers it showing up and proving that you’re reliable and trustworthy. If you say you’re going to do something, then you should do it.

Stone Payton: So I was sharing with our observer who’s here this morning that goes to Georgia Tech in June that I wasn’t sure at all that I had the temperament to be a coach. I occasionally have an opportunity to coach some people within the Business RadioX, uh, network, but I began to share with her there are some fundamental assumptions or myths or misconceptions that people have about utilizing this medium to help people and make money. I got to believe that’s the that’s the case about coaching. And I got to believe that’s the case about trying to serve in political office. Can you speak to either or both of those?

Danielle Bell: Um, I think boiling it down to, to trust of you want a good relationship with people and being able to listen, really understanding. Um, goes back to my therapy history of listening to people connecting with what’s important to them. Um, because what you want for your business, it may be millions and millions of dollars, or it might be I’m stressed to the max, and I want to spend more time taking my kid out and playing baseball and whatever it is, then I can work with you on those specific goals, and we’re going to figure out strategies that get you there.

Stone Payton: So I don’t. Know when you’d have the time, but I’m going to ask anyway. Uh, passions, interests, pursuits, hobbies outside the scope of of the work we’re. Describing. Or is it just a all hands on deck heads down for right now.

Danielle Bell: Right now it’s a lot. Of work. But I still think that balance and self-care are important. So every morning I try to. Get out in my garden. I have a cantaloupes and sunflowers and squash and pumpkins. So just little things that make me happy. The squash bugs do not make me happy. Um.

Stone Payton: Have you been able to grow tomatoes? We’ve had it. We had such success with tomatoes last year, and we just. We’re not. We haven’t cracked the code this year.

Danielle Bell: They’re smaller this year. I don’t know if it’s a weather thing or what. Maybe my seeds were defective. That’s what I thought.

Stone Payton: Well, as you probably know, the vast majority of our listener base, the folks who tap into our content across the network, but particularly Cherokee Business Radio, small business owners, maybe they are mid-level managers in a small to mid-size company entrepreneurs, but people with a very vested interest in the in the business environment. So as a candidate, let’s speak to them a little bit just to would love to hear what you have to say about everything from how you intend to try to serve that community. And let’s be fair and right. And just about this, what we should be doing as small business owners.

Danielle Bell: Um, yeah. Being invested in the community in terms of how I want to serve. Um, I think that my highest priority is being an accurate reflection of my community. I’ve knocked on over a thousand doors. Wow. And that’s not just, you know, just Democrats or just Republicans. I want to hear the voice of everyone, because when I am elected, I’m going to represent everyone. And I think that people deserve leadership and representation That reflect their values and care about their concerns. So knocking on doors, really listening to people, connecting with people wherever I can, whenever I can, um, is my top priority for that. And the same thing with helping people in the business world. Um, as I said earlier, my dad was a small business owner and I saw him work really hard. He got up at 6 a.m. and he’d work all day and, you know, run the guys. He had a construction business, had a few guys that worked for him, and he would, you know, come home tired and collapse on the couch. And it was often, you know, he was late for dinner because he had to go get ready for the next day. And so as just a witness to a small business owner who was successful, but who who worked really hard and nothing came easy, and it was a tough climb up to that being successful. So, uh, really being able to help people to connect with what’s important and maybe make that journey a little bit easier.

Stone Payton: So I failed to ask, uh, but what specific seat See? Is that the right term? See? Have you chosen to to run for Wednesday election? Some of the logistics on this? Yeah, absolutely.

Danielle Bell: Um, I’m running for state House of Representatives for district 44, which is Woodstock. And then it goes down along canton, um, to, like, north of Marietta Square. So it stops just shy of the square. And, um, I’m new to politics, as I said. You know, I’ve told you a lot about my background. The incumbent has been in office for 30 years, so since 1995. And where I’m different is I’m engaged in the community, I show up, I host events, I have events, I attend to other people’s events. Um, like I said, knocking on doors and, um, trying to do a very much grassroots organization. So donations are small dollar donations coming in from my community to help fuel what I’m able to accomplish, um, versus being funded by the party and super PACs.

Stone Payton: So day to day, um like small business people. What should we be doing? Like, I know to go vote. I know to read up a little bit. I have the benefit of getting a chance to have real conversations with people and kind of a little bit of a controlled environment. But, you know, so the election will be in November, early November. But okay, so on any given Thursday in February, what should I be doing to stay informed? How appropriate is it to reach out and have a conversation with your local rep? That’s sounds like you’re really open to that, right?

Danielle Bell: I would really love that. Absolutely. Uh, talking to people, I talked with a gentleman last week while canvasing, and he happens to be a Republican, but we both had a passion for healthcare. His wife was a nurse, his son was an EMT. And we actually talked at the hospital where I used to work or talked about that hospital where I used to work and, um, just being able to talk to him. And he at the end shook my hand and said, this has been a breath of fresh air and inspiration, like, thank you for showing up. I’m glad we had these conversations. I think that for years we’ve been told not to talk about it. You know, don’t talk about politics, don’t talk about religion because those are taboo and you’re going to offend somebody. And I think we’ve forgotten how to talk about it. Um, and then when we do, it’s like I have to stomp my feet. And, and because I know that I’m going against the grain of what’s socially acceptable, I have to be offensive and, like, stake my claim. And what happens is we just, like, are on edge and looking for arguments because we’re not we know we’re not doing what’s like quote unquote, okay. Um, so I think that we need to get to a point of we can talk about things that are really important to us because our political beliefs and how we see it is really important to us. But if we’re in a in a silo of I only get my news from one source, I only talk to people who believe like I do, then I can’t see that there are other people with different experiences. Um, and that we have a lot more in common than the news would like us to believe.

Stone Payton: That has got to be true. And I have to believe that you and I could have a conversation and maybe cover the breadth of 6 or 8 topics, and we just may not be in the same place on one topic. I don’t think you throw the baby out with the bathwater on that, right? You know, just have a real conversation.

Danielle Bell: There are there is no candidate that you are going to agree with 100%. But what I like to do when I’m going to the ballot box is say, is this somebody that I trust their values? And is this someone that I believe would have my best interest at heart if I won, have them voting for me or to like if I have a conversation and say, hey, I have this need. Am I going to trust them to to listen and care about my experiences?

Stone Payton: Amen.

Stone Payton: All right. What’s the best way for our listeners to tap in to your work, learn more about your candidacy, what you stand for, what you’re hoping to accomplish, and let’s also give them some coordinates to connect with you on the on the coaching front, whatever you feel like is appropriate website, email, whatever.

Danielle Bell: Okay, great. So let’s see where to start. As I said, my big passion is community on the political front. If you want to check out where I am in terms of, you know, policy, I haven’t have really cute pictures of my family. I have three kids. I haven’t mentioned them yet, but they’re on my website. I have three girls, Diana, Avery and Aaliyah. So they’re nine, seven and four. No, she just turned five last week. Nine, seven and five. Uh, and uh, so check out my website. You can see all of my contact information if you’d like to meet me in person. I’m actually having a networking dinner on Thursday night. So come. It’s in Kennesaw. You can, um, find. Let’s see what’s the best way I can put a link to that on my website? I’ll do that as soon as we get out of here, because I don’t have it on my website. It’s in a different place, but that way it’s findable. Um, and email is also there on my website. So you can find that in terms of business coaching. Same. I have, um, Danielle Bell dot focal point coaching.com. Uh, so you can find me on there. So Danielle for georgia.com or Danielle Bell dot focalpoint Coaching.com.

Stone Payton: Fantastic. Well Danielle, it has been an absolute delight having you in the studio. I hope you won’t be a stranger after you are elected. I hope you’ll come in periodically and get us caught up with what’s going on. But you’re doing such important work and we sure appreciate you.

Danielle Bell: Thank you so much. This has been an absolute pleasure. Thank you.

Stone Payton: Well, it’s my pleasure. All right, until next time. This is Stone Payton for our guest today, Danielle Bell, and everyone here at the Business RadioX family saying we’ll see you again on Cherokee Business Radio.

 

Tagged With: Danielle Bell, Focal Point, Georgia State House of Representatives

BRX Pro Tip: Don’t Be a Dream Killer

August 15, 2024 by angishields

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BRX Pro Tip: Don't Be a Dream Killer
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BRX Pro Tip: Don’t Be a Dream Killer

Stone Payton: [00:00:00] And we are back with Business RadioX Pro Tips. Stone Payton and Lee Kantor here with you this morning. Lee, there are a lot of things we should do. There are a lot of things that we should not do. But one of the cardinal rules, man, don’t be a dream killer.

Lee Kantor: [00:00:16] Yeah. Life is hard enough without being around dream killers. I think, as a leader, it’s important to let your team know that you believe in them and that you support them. You know, like we said, life is hard, and people lose faith very easily nowadays. So, don’t be that pessimist or as pessimists like to call themselves realists, you know the person that just loves to tell folks the truth, quote-unquote, about how it really is. Instead, be that optimist that believes dreams can come true if you work hard, do the right thing and don’t give up.

Lee Kantor: [00:00:51] So, keep grinding. Support and celebrate the work of your team and let them know it is possible to achieve the outcome they desire.

Ramping up to attend the WBEC-West 21st Annual Procurement and Awards Conference with Marianne Ellis

August 14, 2024 by angishields

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Women in Motion
Ramping up to attend the WBEC-West 21st Annual Procurement and Awards Conference with Marianne Ellis
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In this episode of Women in Motion, host Lee Kantor interviews Marianne Ellis, CEO of the CEO Success Community. They discuss the significance of building a supportive community for women and diversity-owned businesses aiming for corporate contracts with Fortune 500 companies. Marianne shares insights about her organization and offers practical tips for attendees of the upcoming 21st Annual Procurement Conference in Las Vegas. Key advice includes thorough preparation, effective networking, and strategic follow-up.

Marianne-EllisMarianne Ellis is the CEO/Co-Founder of CEO Success Community–the source for Women & Diversity Owned Businesses seeking Corporate Contracts with Fortune 500 companies.

Our mission is to show CEOs the fastest path to increased revenue and growth. We are a CEO Community membership offering the following business tracks: Get To The Buyer, RFP/Proposal To The Win, Business Innovation, Sales Accelerator, Pivot Your Business, Virtual Conference Maximizer, Business Succession Planning and more.

We are proud to have coached thousands of Diversity CEOs. Major Corporations hire us to coach their Rising Suppliers like SCE, PG&E, and CDW. Diversity Associations WBENC, WBEC-West, WBEC-Pacific, and NAWBO count on us to run their signature workshops sponsored by Capital One, Mass Mutual, Bank of America, UPS, T-Mobile, Walmart, Accenture, and more.

CEO Success Community was built on a successful sales practice that averaged more than $100 million in new billing growth in less than 18 months. We have both sell-side and buy-side procurement experience running Fortune 500 RFPs. Our CEO programs have been featured in the 2023 Billion Dollar Roundtable (BDR) Economic Global Impact Report.

Marianne is an Amazon #1 Best Selling Co-Author of Women In Business Leading The Way and a Member of the Television Academy—annually attending The Emmys. She is an LA Times Inspirational Women of the Year Nominee, Two-Time Winner WBE Advocate of the Year, Community Impact Award and on the WBENC National Host Committee WBENC Nashville 2023. She was featured as a sought-after speaker.

Connect with Marianne on LinkedIn.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women in Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here. Another episode of Women in Motion and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories. Today on Women in Motion, we have Marianne Ellis with CEO Success Community. Welcome.

Marianne Ellis: Hi, Lee, great to be back.

Lee Kantor: Well, I am so excited to get caught up. For those who aren’t familiar, can you share a little bit about CEO Success Community? How are you serving folks?

Marianne Ellis: Well, the way I like to say how we serve folks is we are the source for women and diversity-owned businesses seeking corporate contracts with Fortune 500 companies, which is why it’s perfect that we’re going to talk today about this upcoming September conference.

Marianne Ellis: Our mission, Lee, is to show CEOs the fastest path to increase revenue and growth and through RFPs and corporate contracting, that is a huge way to double and triple your company. We work both for corporations like Southern California Edison, PG&E, and CDW, putting programs together for diverse business owners. I can talk more about that later.

Marianne Ellis: And we also have a CEO Success Community where we have our CEOs work together to grow their business in a mastermind. And also we have about ten intellectual property workshops that have been very successful. And recently we were written up in the billion-dollar roundtable. So, big honor for us in 2024.

Lee Kantor: Now, any advice for other entrepreneurs out there that would like to build a community like you’ve been able to build? Like, is there some kind of things that are must-haves, nice to haves? Like, how would you go about building a community from scratch if you had to?

Marianne Ellis: It’s interesting. How to build a community from scratch, mine really happened organically and it all happened at WBENC West. So WBENC West has a wonderful program called the Platinum Supplier Program. I’m in year ten as a lead coach working with Jaymee Lomax, who is amazing. She’s the VP of WBENC West. Did the program for multiple years. It’s helping diversity-business owners, specifically women, get their capability statement ready.

Marianne Ellis: Capability statement is a like a resume for your business when you’re talking to corporations. And there’s a standard format, and we have a five-week program where we get the women, newly certified women business owners, ready with their capability statement. The story goes, after about two or three years of doing this or when the program ended, Lee, the CEO, said, “Marianne, can we keep working with you?” And I said, “Well, we don’t have a program for that right now.” And they said, “Well, could you create a community where we met monthly, got some more coaching advice since you, you know, were in a $16 billion spend procurement team? You know how the buyers feel. Can we keep working with you?” And here I am seven years later, Lee.

Lee Kantor: So, is that kind of at the heart of it? You have to be useful. You have to have some kind of organic reason for everybody to get together, that it’s a kind of a win-win around.

Marianne Ellis: I think when you think about affinity clubs, you know, whether you’re involved with your college, you know, after you graduate, whether you’re involved with certain charities or different causes that are important to you, it really has to do with being in a community of like-minded individuals and having things in common.

Marianne Ellis: So, what the CEOs and CEO success community have in common is they want to grow their business through RFP and corporate contracting. Some of them do do what we call WBE business owner to business owner contracting. But primarily it’s about RFP and corporate contracting. So they’re all, you know, also trying to run their business. So it’s staffing, it’s insurance, it’s process and procedures. It’s sales and marketing. They all have the same needs. We have a CEO group that’s been meeting on Tuesdays since the very beginning twice a month.

Lee Kantor: So, now if somebody wants to learn more about your community, what’s the best way to get a hold of you or check it out?

Marianne Ellis: I would say go on ceosuccesscommunity.com, like all good websites. Like, I try to do as I coach, make sure that, you know, you check out our website, look at our different programs and there’s a way to respond also on the website.

Lee Kantor: Now, we’re also here to talk about the upcoming 21st Annual Procurement Conference in Vegas in September. What is your take on that? How have you experienced this conference in the past?

Marianne Ellis: Well, first of all, I want to do a shoutout to anybody that’s listening that is a platinum supplier graduate. When you sign up for the conference, please check the box: yes, I’m a PSP graduate.

Marianne Ellis: I am so excited. Now, that we are post-COVID, WBENC West, so that’s Dr. Pamela Williamson and Jaymee Lomax have brought back the in-person platinum supplier showcase. So about 10 or 12 lucky business owners are going to be able to go in front of MGM, Chase, Disney, you know, Amgen, Amazon, and present their company. And what a fantastic opportunity.

Marianne Ellis: So, number one, I want to do a shoutout to the PSP graduates. Make sure that you register for the conference. It’s September 17th to 19th. We’re saying it’s in Vegas, but it’s really at the Westin Lake in Henderson so we’re not on the strip, and it’s going to be the 21st annual conference, and it’s going to be amazing. There’s going to be matchmakers, there’s going to be roundtables, there’s going to be cornhole playing with corporations. So if you haven’t registered for the conference, make sure you do so before it gets closed out and full up.

Lee Kantor: Now, the theme this year is amplify your success. Do you have any tips for conferencegoers when it comes to amplifying their success?

Marianne Ellis: Absolutely. I do a program right now that is sponsored by CDW. They are amazing WBENC Corporation. I think they’re a Fortune – they’re within the Fortune 40. And I take 15 business owners to the conference. So this is definitely my sweet spot. And to anyone that’s listening, I wanted to give you what I call my six top tips.

Lee Kantor: So I’ll go as long as you want, Lee, and then feel free to interrupt me. I would say tip number one, read the WBENC West Conference website three times and look for prospect names and conference opportunities. I’ll give you some hints if you’re listening. There’s a lunch on Wednesday where WBEs, business owners, can have an expo table. Now, unlike nationals, this is only going to be the WBE, the women business owners, are going to be tabling, and the corporations are going to have an opportunity to stop by your table. And you can also invite them. So if you look at the website and you check that on sign up, that’s important.

Marianne Ellis: Number two, there is a breakfast Thursday morning, a pitch competition. So, get your 60-second pitch ready and you’re going to pitch at the table. And then you’ve got to win your table. And then you go up on stage. And when you go up on stage, you’ll again have a chance to pitch your business.

Marianne Ellis: Also, when you read the conference website very carefully, which is tip number one, you’ll see that Amazon is listing their sourcing opportunities, but you’ve got to apply by August 19th, so don’t miss that.

Marianne Ellis: Two more things. WBENC West and Jaymee Lomax are having pre-conference training on August 9th and August 27th. Plus, you can sign up for the cornhole competition. You want to do that. It was a lot of fun when WBENC did this before and you get partnered with corporations.

Marianne Ellis: So, tip number one, Lee, read the conference website. Look at the prospect names, and the corporations that are going to be there. I also have the list of all the corporations that I saw on the sponsorship page that I can share with our listeners. As well as if you look at the pitch competition, they list their name and their company name. So, you can learn so much by – don’t give the website short shrift. Make sure that you read it three times. That’s tip number one out of six. Back to you, Lee.

Lee Kantor: And this is one of those things where, sure, it’s in Vegas, sure, you’re going to be at a nice hotel and resort, but you have to do some pre-work if you want to wring out the most value. Right? You wouldn’t just show up here and think like, oh, I’ll just figure it out when I get there. How hard could it be?

Marianne Ellis: So, okay, you are teeing me up perfectly, Lee. So tip number two, if you’re new at this, target three to five businesses. If you’re experienced, target eight to ten. What do I mean by that?

Marianne Ellis: So, when I talk about targets – this is going to surprise some of your listeners. The first thing you should do is thank your current clients. When I was at an event last week, that was a real fun one in Newport that WBENC West did. We got to network on a boat. The first thing I did was thank my current clients, Southern California Edison. So, shoutout to Gloria and William. They were there. So, that’s number one. Find out which of your current clients are going and put them on your list.

Marianne Ellis: Number two, you want to think about new business. So when you think about targeting new business, you want to look at the corporation category. Like, what industry are you an expert in? Are you an expert in utility, banking, pharma? And then put them on the list.

Marianne Ellis: And then I also say when you pick your three to five, definitely do your homework, what’s important to that corporation and how can you be of service and help. Do they have some new construction happening? Do they have a new product launch? What role can you play and how are you better than their current incumbent?

Marianne Ellis: There is a third group when you make your targeting list, I want to remind you. Don’t forget to thank the WBENC West team. So, definitely you don’t need to include them in your 3 to 5, or 8 to 10. But I would definitely make sure to connect with them.

Marianne Ellis: And I also say take a look at the sponsor page. So again, if you’re listening, here’s the sponsors I saw: MGM, Chase, Aflac, SoCal Gas, SRP, Disney, Banner Health, SCE, Sony, Blue Cross, Blue Shield, ASU, Amazon, Intel, Amgen, Caesars, Metropolitan Water Bank of America. So are any of those corporations ones that you have experienced with their industry, or are they current clients that you should check in with? Definitely, do your homework before you come to the conference so that you have your conference offer. Or what is it that your company can do to help that corporation? So tip number two, make sure to target your top 3 to 5 targets if you’re new at conferencing, or 8 to 10 if you’re experienced, and be conference ready.

Lee Kantor: Now, we’re talking obviously a lot about the conference and how to kind of get the most value from it. How do you handle the follow-up after the conference? You go to the conference, you have your list, you go through, you meet these people. How are you kind of elegantly following up with the folks you met throughout the year? Because you don’t want an event like this that you put this much time, energy, and resource in to just be that event. Like, you don’t want it to end there. You need kind of the relationships to kind of build over time. So how were you kind of doing follow-up where you’re staying top of mind?

Marianne Ellis: I’m so glad you asked that question because 50% of those that attend the September conference in Vegas for WBENC West will do absolutely nothing. According to the National Sales Association, over 50% of people that go to conferences or in sales never follow up, and it can take 5 to 12 meaningful interactions to win a relationship with a corporation to get in there for an RFP invitation.

Marianne Ellis: So, what I recommend is that you have your follow-up ready before you go so that all you have to do is fine-tune it once you learn more about the company, either in your one-on-one conversation or if they’re presenting at all at conference. So, that was going to be my suggestion number five. So we got through two.

Marianne Ellis: I’ll go down to number five, which is, be ready with outreach before you go. So you want to send out emails, LinkedIn messaging before you go to conference with those connections that you have that you know they’re going to be there and you want to up your posting on LinkedIn. That’s pre.

Marianne Ellis: During, you want to reach out to them to connect for coffee or a drink or a meal.

Marianne Ellis: And then post, you want to request a 15-minute introductory follow-up. Or if they specifically asked for something, you can follow up with that, but I would have this all pre-written before you go to conference. So in terms of outreach, I always say be ready with your drip five-plus program. And it has everything to do with pre, during, and post-outreach.

Lee Kantor: And like you said, you can get like 80-90% of that done before the conference. Like, you could be working on that today.

Marianne Ellis: You’ll be exhausted. There was actually a very impressive diversity-business owner. We were at a conference. I was talking to a corporation. They had asked for something and she emailed it that day right back. And when I looked at, because they shared with me what they had received in my mind but I didn’t say it out loud, a lot of that was pre-written. So, absolutely, you know what your company does best and how you help your current clients, be ready to express that when you go back and talk to the companies you just met.

Lee Kantor: Now, is WBEC-West doing anything to help, maybe before the conference to get ready? Is there going to be any type of education to help prepare a conferencegoer, you know, to help them kind of get the most out of it? Is there any webinars or anything like that?

Marianne Ellis: Absolutely. Jaymee Lomax is going to have her amazing pre-conference training on August 9th and August 27th. I want to tell you, I am uber-experienced and I have already signed up for 08/09 and 08/27 for her conference training because each conference brings something new and it’s really important that you listen to part one and part two. And just again, it’s about a month prior to the conference, so you still have plenty of time to take what you learn and apply it for your company.

Lee Kantor: Now, you mentioned you’re a veteran and you’ve been to, you know, more than one of these things in the past. Are there any highlights or anything memorable about any of the conferences in the past you’d like to share?

Marianne Ellis: I have a couple of quick stories because it’s their success stories, and we always love success stories. So, when we were in Denver, which was the last national conference, one of the business owners had really highlighted their keywords, which is so important in corporate contracting. Keywords is like, that’s the menu, that’s what they’re sourcing and shopping. And she had highlighted her keywords, and I was physically standing there when the corporate said, “I am sourcing that. You do that. Let’s sit down. I want to talk to you about an upcoming RFP.”

Marianne Ellis: Wow! She didn’t even have to do a 15-minute introduction. Her keywords did that. And I know that WBENC-West has a monthly keyword training. I would definitely recommend that you check that out on their website, which is wbec-west.com. If you go into the calendar, they monthly talk about keywords.

Marianne Ellis: A second great story is a business owner had really prepared themselves, and they were able to show to a corporation a problem on their website, which they could fix immediately for them, and they immediately got a purchase order. It was amazing. This corporation was so grateful. And they said, “You know, we have all these suppliers and you’re not even one of them. And you spot and you saw a problem on our website.” And rather than just pointing out the problem, they quickly had the solution and they immediately got a purchase order for that. Wow!

Marianne Ellis: Now, most of the time, as we like to remind everybody, it can take 18 to 24 months to get a contract with a corporation going through the RFP process. But they also have discretionary spend. Many corporations, Lee, can – they can do a purchase order for under 50,000. Some corporations it’s even higher. And they – again, if you’re what you do, your service is below their threshold, they could even pay you on a credit card. It’s called the p-card.

Marianne Ellis: So, sometimes that magic happens where you get invited to an RFP right at the conference. Or the even rarer one is you get a purchase order right at the conference. But I have seen it with my own eyes happen.

Lee Kantor: And it’s one of those things that those weren’t just random, pure luck. I mean, there was a lot of preparation that allowed them to be lucky at the right time.

Marianne Ellis: What do they say? It’s like hard work is how luck happens. Both of these business owners, both women, had worked very, very hard. And the woman who had worked on the keyword, she had really fine-tuned them. So the minute that these corporations saw her keywords, they were like, yep, that’s what I need. Or nope, that’s not what I need. And the other business owner, she was a very experienced conferencegoer so she went to that 8 to 10 level of preparation. And the corporation that, you know, she had taken a look at these 8 to 10 corporations and were looking for any flaws or problems. Her area was website, Ux/UI.

Lee Kantor: Now, you’ve mentioned so many things that are obviously valuable to growing a person’s business. But part of this conference is kind of building relationships and nurturing existing relationships. Are there things that you’re going to be doing or looking forward to maybe that aren’t the hardcore business stuff but it’s more the fun, friendly build rapport and build and deepen relationship stuff that you’re looking forward to?

Marianne Ellis: I think you have the right spirit, Lee. Absolutely. I always say in my area of must-do’s, yes, we all need to have a conference checklist, and we can talk about that in a minute. But I think the most important thing you need to pack before you go to the September conference in Vegas, you need to pack the right attitude. And what I mean by that is this is not the hard sell time. Nobody likes to be hustled. You don’t like to be hard sold when you walk into a store or you meet people.

Marianne Ellis: So, this is really relationship building, getting to know people as human beings because we all are human beings, having a lot of respect. So, I always say relationship and respect come before revenue. If you put revenue first and you don’t build that relationship and respect, it’s never going to happen. I also think what’s really important besides, you know, having a conference checklist and packing the right attitude, I also think you need to live in the moment.

Marianne Ellis: And that’s one of my favorite parts, is I can plan and plan and plan and so can the CEOs I work with but opportunity will find you if you are open. If you have your head in your playbook or your head in your phone or your head in your notes, a terrific opportunity could pass right by you. My favorite story in that area was they had meet and greets at one conference, and there was this one corporation sitting all by themselves because everybody rushes, you know, to the, you know, the Amazon table or the Disney table.

Marianne Ellis: But they were sitting all by themselves and one business owner said, you know what? I’m not going to rush where the crowds are. I’m going to go to this individual person and create a relationship. They now have a contract with that corporation. They got the full one-on-one time with this company. So, sometimes it’s good to go where others are not. Sometimes it’s good to say hello to somebody standing by themselves. You have an opportunity to have a one-on-one. And it’s also great to make relationships with other business owners. And that’s your network.

Marianne Ellis: Jaymee Lomax is famous for her saying, HASU, which is hook a sister up. So all the time, if I meet a corporation, I ask them what they’re sourcing. I just recently did that when I was in Newport, and I heard that one company is looking for electricians and people who can do more, you know, residential, commercial repairs. So, I’m going to look into the business owners I know and refer them.

Marianne Ellis: So, yeah, I think you have to – that’s to me the spontaneous – sort of spontaneous things that happen. And that’s a really big part of having all the preparation but living in the moment.

Lee Kantor: And that’s what’s so magical about these in-person conferences. It’s hard to duplicate that virtually. And so when you have the opportunity to be in-person and meet face-to-face with folks you might have been on a Zoom with, it really becomes magical. And you can really accelerate relationships in this environment.

Marianne Ellis: I would also – to the listeners if anyone gets to Vegas and starts to panic or gets confused, I think we, you know, come by my table. Just take a break and come by my – I’m in a table. I have a CEO Success Community table. Just come by and say, you know, or if you have a question or if there’s something I can do to help you, you know, just know that there’s a lot of us that have been doing this for a while and we’re always willing to help other business owners.

Lee Kantor: Now, you mentioned this checklist. Do you got any checklist information to share?

Marianne Ellis: So in terms of the checklist, I’ll go through a couple of things that I would like everyone to keep in mind that they should have prepared. First thing is business cards. And make sure your business cards have plenty of white space so the corporates can write notes. Don’t have those cards that you can’t write on or all-colored front and back. But, you know, we do want to be more sustainable. We do want to be digital. So I always say bring a digital card and a hard, you know, regular card.

Marianne Ellis: Capability statements. I think it’s good to bring a few – they may not want to walk away with it, but at least it can anchor a conversation. QR code is another thing that a lot of corporations like. Again, if you’re doing your table, you want to bring whatever signage you need for your table or giveaways.

Marianne Ellis: I also think on that checklist, you want to make sure that you pack comfortable shoes and clothes that you’ve worn before. Don’t run out and buy new stuff. Make sure it’s comfortable.

Marianne Ellis: You’re using your phone a lot during the day, so bring a battery. And, you know, some people are more on their phone versus notepad.

Marianne Ellis: You definitely want to check your website and your LinkedIn before you go. And matter of fact, you may want to announce on LinkedIn that you’re going to be there because there’ll be a lot, a lot of other business owners there. But also think about your email signature.

Marianne Ellis: I also think on your checklist, it’s good to have a group, kind of a gang, that maybe you’re in a group chat so you don’t feel like you’re all alone. We talked about your homework on your top, whether you’re doing 3 to 5 if you’re new prospects, or 8 to 10 if you’re experienced. I think those are the big things.

Marianne Ellis: And then, like Lee and I talked about earlier, you know, get that prospect outreach program ready. So when you get back, you can just change a few things and then follow up. So, that would be my checklist.

Lee Kantor: Yeah. And a great place to start is the WBEC-West website. That’s W-B-E-C, hypen, W-E-ST, dot com. Go there. You can sign up for those webinars, which I think are really important, and that’s going to be happening, you know, several weeks before the event so it’s important to kind of just dip your toe in and just start to meet some of the folks that are going to be there and that can be helpful.

Marianne Ellis: I also think that messaging is really important, Lee. So I do want to remind everybody, take a look at the messaging on your website.

Lee Kantor: And then, so, the messaging and the website, and then you mentioned the email signature in any way you’re communicating probably on social media as well. Right?

Marianne Ellis: To really get a Word document and introduce yourself in 20 words. That’s about 10 seconds and that’s about all you can hear if you’re online. And then if you’re doing an expo table, I’d have a 30-second introduction, which is about 75 words.

Marianne Ellis: So, I also think there is a preparation. And then I would practice. Practice with your family, practice with your employees, practice with your friends. Make sure that once you socially introduce yourself, you’re someone that they’d like to continue to talk to, not run away.

Marianne Ellis: And, for the expo table, or if you get a longer period of time with the corporation, you know, what is your 30-second introduction? Your elevator pitch, if you know what I mean. So, I think messaging is important, and I think being short to the point and succinct.

Lee Kantor: Yeah, absolutely. And, Marianne, thank you so much for sharing your wisdom today. It’s so important for folks. If someone wants to connect with you, one more time, your website for SEO Success Community.

Marianne Ellis: It’s www.ceosuccesscommunity.com. And I’ll also be there, helping with Jaymee Lomax with the platinum supplier in-person showcase. So, yeah, year ten working for WBENC West in this area is such a joy. And again, if I can help anyone, please come and seek me out at the conference. And hopefully, I’ll see you at the training on August 9th and August 27th.

Marianne Ellis: My last fast piece of advice, my iPhone is my secret weapon at the conference, so come by my table and ask me about that.

Lee Kantor: All right. Well, Marianne, thank you so much for sharing your story and for all those tips. You’re doing such important work and we appreciate you.

Marianne Ellis: Thank you. And thank you to WBENC West. We owe so much to WBENC West, Dr. Pamela Anderson – Dr. Pamela Williamson – I love that – Jaymee Lomax, as well as Tera Jenkins. We also have Heather who’s on board, and Ella, I mean, Maria. There’s a whole great team behind WBENC West and we really appreciate all of them. So, thank you.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Women in Motion.

 

Tagged With: CEO Success Community, WBEC-West 21st Annual Procurement and Awards Conference

BRX Pro Tip: You Need a Team

August 14, 2024 by angishields

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BRX Pro Tip: You Need a Team
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BRX Pro Tip: You Need a Team

Stone Payton: [00:00:00] And we are back with Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you this morning. Lee, I know a lot of us entrepreneurial types, man, we like to be individual contributors. But if we’re going to reach our objectives and we’re going to do it on any kind of timeframe that’s reasonable, man, you need a team.

Lee Kantor: [00:00:20] Yeah, you need a team. It is so hard to scale to any size without the help of other people. And, look, your team could be software, so don’t discount software as part of your team. But I find that without really gathering and curating as many A level teammates that you can acquire, then it’s very difficult to scale.

Lee Kantor: [00:00:46] You should, as soon as you start generating any type of revenue, figure out a way to attract A players to your team to fill in the gaps in the skillset that you bring to the table. And the more A players you have, the faster you are going to succeed. And don’t settle for C, D, or F players no matter how desperate you are to fill that role, because you just can’t afford to damage your brand with people that aren’t good enough and that don’t care enough as much as you do. So, find those A players, find a way to bring them on, and you will see that your company will grow and thrive in ways that may be difficult to imagine today.

Coffee, Compassion, and Canines: Merging Business with Animal Welfare

August 13, 2024 by angishields

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In this episode of Women in Motion, Lee Kantor interviews Claudia McMullin, owner of Hugo Coffee Roasters. Claudia recounts her inspiring transition from a 25-year career as an attorney to becoming a coffee roaster and entrepreneur. She discusses her motivations, challenges faced during the COVID-19 pandemic, and her dedication to animal welfare, which is central to her business model. Claudia highlights the importance of supporting both dog and cat rescues and farm animal sanctuaries. The episode underscores her journey of resilience, passion, and the meaningful impact of integrating business with a cause.

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Claudia-McMullinHugo Coffee Roasters is the only female founded & WBEC certified coffee roaster on a mission to save animals nationwide. Founded in 2015 by reformed lawyer and animal lover, Claudia McMullin, Hugo Coffee is named after Claudia’s handsome rescue pup, Hugo.

In launching Hugo Coffee, Claudia married her two passions: coffee and animals. Why? Because consumers today want their purchases to reflect their values. And who doesn’t love coffee and pets? By marrying animal philanthropy with commerce, Claudia’s vision is for Hugo Coffee to be the go-to coffee for animal lovers nationwide.

But Hugo doesn’t just rely upon its mission. We are equally proud of our fantastic, fair-trade, organic coffee. Our signature roasts are broadly palette pleasing and ranging from darkest to lightest include Black Paw French Roast, Bonafido Dark Roast, Rollover Breakfast Blend, Howler Espresso, New Trick Light Roast, Downward Dog Decaf and Dog Daze Cold Brew. Hugo Coffee is served in 5-star resorts including Auberge, Montage and St. Regis. And Hugo Coffee consistently received 5-star reviews from its customers.

Hugo Coffee has 3 robust verticals: (1) B2B Hospitality accounts, (2) five Hugo Coffee shops including one in the SLC International Airport, and (3) DTC online and grocery.

Our hospitality accounts include 5-star resorts, hotels, restaurants, corporate headquarters, universities, and corporate catering accounts.

Hugo grew its retail Hugo Coffee shops from 1 to 5 in the last 12 months by opening in the SLC Airport and purchasing Two Creeks Coffee and converting 3 shops to Hugo Coffee shops. Claudia plans on opening 2 more shops in the Wasatch Front by YE 2024.

And, of course, Hugo Coffee is sold online and in grocery stores. Hugo Coffee is scheduled to launch in Wegmans in 2024!

Follow Hugo Coffee on LinkedIn, X and Facebook.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women In Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here. Another episode of Women In Motion and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories. Today on Women In Motion, we have Claudia McMullin with Hugo Coffee Roasters. Welcome.

Claudia McMullin: Thanks for having me.

Lee Kantor: I am so excited to learn about your story and learn about Hugo. Tell us what inspired you to start a coffee roastery.

Claudia McMullin: Oh, well, that’s a story in and of itself. So I’m a reformed attorney of 25 years, and I moved to Park City, Utah from New York in 1999 because I didn’t want to be a partner in a Wall Street law firm. And so I up and quit my job and moved to Park City, Utah, where when I landed, I wanted to do anything but practice law. And of course, I had to practice law for a while because it’s the only thing I knew how to do. But in the meantime, I was trying to do other things, and other things I tried included, I ran an animal rescue, Friends of Animals, Utah, which is now Nuzzles & Company. I did that for a few years.

Claudia McMullin: I ran for public office and won for two terms, and it was in that capacity as the chair of the Summit County Council, I learned that opportunity to buy a coffee shop inside the Visitor Information Center because the vendor was not renewing its lease. I thought it to be a travesty because I went to the shop a lot. So I went home to my husband and I said, “Well, I could do that.” And he said, “No, you can’t.” I said, “I’m not asking permission.” So, I bought a coffee shop, called it Hugo, because I had name recognition not only from my public service as a counselor, but I also ran an animal rescue. So I decided to name it after my handsome rescue pup, Hugo. A year later, I decided to integrate and launch a roasting company in order to have a larger impact in the world of animal rescue.

Lee Kantor: So, the path was through the animals. They’re connected. This isn’t two separate journeys. They’re like now one larger journey.

Claudia McMullin: I have married my love of coffee with my love of animals. My animal love preceded my coffee love. And I ran the animal rescue. So when I got into the coffee business, I named everything after my animal, Hugo, and gave back to animal welfare organizations nationwide.

Lee Kantor: So now, did that help you in kind of differentiating yourself in the marketplace? You know, as a coffee shop owner, did that, you know, because that’s a point of differentiation.

Claudia McMullin: Sure. It helped me – with respect to, like, hospitality accounts, the animal welfare mission isn’t as important as it is to consumers. It’s very important to individual consumers. But like, you know, my coffee is also, by the way, really good coffee. And it’s served in auberge and like montage. And those companies don’t really care that much about my animal welfare mission as much as they care about the quality of the coffee and our servicing of the account. The consumers love the mission, and we know from individual consumers that they buy the coffee. They buy Hugo Coffee products because of the mission, and they buy it again and again because it’s fantastic coffee.

Lee Kantor: And then did you get into – did the coffee shop business expand as well, or is this primarily direct-to-consumer? Like, what is the coffee business for you?

Claudia McMullin: So, it has really – oh, my gosh, Lee, it has evolved since pre-COVID, post-COVID, no COVID, and then post-COVID. So pre-COVID, we were, Hugo Coffee was 99% B2B hospitality. I didn’t even have a Shopify. I wasn’t – I was, like, maybe in two grocery stores, like local, independent-type grocery stores, but it was really more the hospitality accounts. It was all the hospitality accounts.

Claudia McMullin: So when COVID hit, I not only lost all the business of the coffee shop, the Hugo Coffee shop that I bought, but I also lost all my roaster accounts because they closed. And so, I pivoted directly – I pivoted quickly into direct-to-consumer online and grocery sales. We did that. And meanwhile, the hospital – and hospitality did end up coming back.

Claudia McMullin: But meanwhile, I did not enjoy the vertical of grocery. It was not a very successful pivot for me, financially. So ultimately, what we ended up doing, what I ended up doing is, in order – first of all, in order to focus on growing the roasting company, I sold the coffee shop in 2022 so that I could grow the roasting company and not focus on, you know, payroll and supplies and hiring, you know, hiring baristas.

Claudia McMullin: Now, fast forward, a couple of years, I got into the Salt Lake City International Airport. So, I got myself ACDBE certified in 2022, which is Airport Concessionaire Disadvantaged Business Enterprise. That helped me get a shop into the Salt Lake City International Airport Phase Two, which opened in November 23rd. We have since, and this is breaking news, actually, we have since pivoted back into coffee shops. So now, I just closed last week on a purchase of a company called Two Creek Coffee, and now I own three coffee shops in Salt Lake City. So I purchased the company, which operated three coffee shops, and then I hired the owner to come into Hugo and continue to operate the coffee shops.

Lee Kantor: And will it be operated under the brand Hugo?

Claudia McMullin: Yes. So during the course of the summer, we are going to change off the – I mean, we’ve changed off all of the site, all of the operations, our all Hugo operated, but the signage is coming on in July. And our hope is to open two more coffee shops in 2024. So that by the end of ’24, we’ll have five Hugo-owned shops and two essentially franchises, which is the original shop that I bought in 2014 and sold in ’22; it’s still called Hugo Coffee and uses Hugo Coffee products. It’s just a franchise. And the airport is a joint venture which is essentially a franchise. But we’ll have seven shops with our name on it by the end of ’24.

Lee Kantor: Now, in telling the story, you make it very – you make it seem pretty easy that you just pivot and start new verticals. But each of these has their own kind of adventure and they each have different types of needs in order to be successful. How do you kind of juggle all of those things? Because, you know, roasting coffee is one business, you know, and then owning a retail establishment that sells to the public is another business. I mean, these are totally, really, different things. So, how do you kind of manage all these things and find the right people to help you be successful in each one?

Claudia McMullin: Well, how I – well, first of all, the pivots are not – I mean, you know, let’s be honest, COVID was not a pivot that was well thought through. It was a reaction to a catastrophe in my business. So what are you going to do when all your B2B hospitality accounts close? You’re going to try to get consumers to buy your product, and you haven’t really done that before. So I hired, you know, a marketing team. I developed a website; I had a Shopify. You know, I did what I could to grow that vertical with not a lot of money in 2020 and 2021, while people were actually consuming a lot of coffee from purchasing online during that time, which was good.

Claudia McMullin: That pivot was not – that pivot was out of necessity, frankly, as was the pivot to grocery because of COVID. Now, the pivot into grocery was not successful at all. So it was not – it also was born of necessity and panic because we’re still in the COVID world where I’m still trying to build back a business and keep my employees employed and keep a business going. So, the decision to get into these verticals was not analyzed and thought through but it was reactionary to the pandemic. My decision to exit the grocery vertical was not – that was well thought through because I could see that if I continued to go down the path of the grocery vertical, I would be rendered – I would be put out of business. So, I exited the vertical.

Claudia McMullin: Now, the pivot into coffee shops, that kind of got my brain was reactivated with respect to operate – with respect to coffee shops when I got into the airport and I saw what a nice-sized account that is. I don’t operate the coffee shop in the airport. It’s a joint venture. So I’m still – Claudia McMullin is still not in the business of operating coffee shops, but the business that I got from the airport was a game changer, a size account. And I thought, well, maybe we should enter the world of coffee shops again as long as I don’t have to operate them.

Claudia McMullin: So, I put it out in the universe in a newsletter in January of ’24. And this lovely woman, Anisa, called me to have coffee. She’s been my customer for eight years. I know this person. She wanted out of the back end of operating coffee shops like payroll and QuickBooks and all that stuff. I have a bookkeeper, I have an accountant. I’m like, “I’ll take that stuff over as long as you operate the shops all by your company, you operate the shops and become my director of retail operations.” And that’s what we did.

Claudia McMullin: That was a business decision I made for two reasons only, and the number one reason is cash flow, because there’s nothing like cash flow from a coffee shop because you get cash every day in the bank and it’s fantastic. Number two, I did it for brand awareness. So those were – that was what was behind these decisions. And any suggestion that they’re easy is just they’re not easy. A lot of these decisions were born out of pain and necessity and panic. But the last one was a good one. The last few have been really good. And I’m very happy about the coffee shops and being in the airport.

Lee Kantor: So, it sounds like the kind of the ball you’re trying to keep your eye on is to grow the brand of Hugo and sell more beans.

Claudia McMullin: Yes, because at the end of the day where I have my impact in animal welfare is in the online sales. So I really want to grow this brand into a brand that is the go-to coffee for animal lovers nationwide. I want robust, robust subscription-based model of online sales because that’s where I give back to animal rescues and sanctuaries nationwide. I don’t give back on wholesale accounts because I don’t have the margin to give back because I’m selling wholesale.

Lee Kantor: Right.

Claudia McMullin: But when I retail, I have the margin to have an impact on animal welfare organizations.

Lee Kantor: Right. So that makes perfect sense. So when you are in the roastery business and selling the beans, how do you kind of get the beans from Utah? Like, how -what does that process like finding the right grower and, you know, making sure they’re the right fit for you?

Claudia McMullin: So what – how we did that? So that was, when I started Hugo Coffee in 2015, I was a lawyer. I don’t know a thing about coffee or a thing about running a manufacturing company or even, frankly, a coffee shop. But I did them all. But I did partner with a very talented roaster, and I brought him on with me from the very beginning. And he had a relationship with an importer, and I relied upon John to choose the importer, to choose the farms, to choose the beans, to create the signature roasts. And he did all of the above.

Lee Kantor: But how do you even go about that? Like, does he have to go down to South America or wherever we get the beans to, you know, find out the right farmers? Like, how does that work? It seems so overwhelming.

Claudia McMullin: He was the one with the knowledge base so I can’t tell you how he picked X farm in Colombia over Y farm, or if he did so in conversation with the importer. My guess is he did it in conversation with the importer because we are a premium product. So we buy premium beans, so they’re fair trade, they’re organic. And so that right there is, you know, that limits the universe of farms and places from which you can purchase green beans. But you, Lee, are asking the wrong person about the how to pick the beans because I delegated that whole part of my business to a very talented roaster who did all of that for me.

Lee Kantor: Right. Which – and that is the – so you found the person that can solve that?

Claudia McMullin: Yeah. I started the company with the person.

Lee Kantor: Right. And then how did you meet him? Was that just by chance or you just, you know, put the word out? You’re looking for somebody that can help in this area.

Claudia McMullin: Well, so what happened was – this was interesting. So what happened was, like I mentioned, I bought the coffee shop in 2014. The coffee shop was formerly operated by a company called Silver Bean Coffee. Silver Bean sold me the coffee shop. John was Silver Bean’s roaster. So a year later, so now it’s 2015, June of 2015, and I learned that Silver Bean was sold to a distributor. And I thought, okay, well, that’s not good for me because I know my prices are going to go up and my quality is going to go down. And then I thought, well, I’m going to start my own coffee roasting company.

Claudia McMullin: And I also knew, by the way, that when Silver Bean, because Silver Bean was a premium product, and when Silver Beans sold to a distribution company, I knew that John, the talent of Silver Bean, was going to get really unhappy very quickly, right? Because he’s going to be roasting Folger-quality coffee, and it was not going to make him happy. So I let him get pretty unhappy. And I gave him three months and I called him and I said, “How would you like to start a roasting company with me? And I’ll let you, you will be the roaster. You will be the one in charge of creating the signature roast, picking the beans, roasting the beans, blending the beans, and I will do everything else.” And that’s how it happened.

Lee Kantor: So, that sounds like the second time, maybe the first time, but this is the second time in this story that you found a person that does what they do and you say, let me do the part you don’t like.

Claudia McMullin: Yeah, exactly. Let me get well – with respect to John, it was let me give you your dream job. Right? You’re 26 years old and I’m going to give you this opportunity to create a brand with me. And you’re going to get to create the roasts yourself. And won’t that be awesome? He loved it and of course, jumped on that opportunity.

Claudia McMullin: And so, yes, I got him out of an unpleasant situation into a great opportunity. And I’m doing the same with Anisa because she’s a different human. I only closed on the deal last week, and she is so excited because she’s only doing the stuff she loves to do, and she’s excited and re-energized to continue to do it because I took the stuff she doesn’t like off her plate.

Lee Kantor: And that’s a great lesson for other entrepreneurs, right? To, you know, stay in your lane, you leverage your superpowers and then find other partners that have superpowers that you don’t have that are complementary and figure out ways to work together.

Claudia McMullin: Yes. And another thing is to which, you know, comes to you after the fact, like, oh, duh. Another means by which to grow is by an acquisition, by acquiring another business. And you find a motivated seller and see if you can integrate them into your business, which I’m just lucky enough to have found a very motivated seller who really wanted to work for me and really still wanted to continue to operate coffee shops.

Lee Kantor: So, now any kind of thoughts about this former career of being a lawyer? Like, do you want to go back to that? Is that the past? What is it like to be this kind of the new version of Claudia here?

Claudia McMullin: This is like round four of redefining me. I mean, I – by the way, not for nothing. I started the roasting company at 55, so no, I’m not going back to being a lawyer. I let my license go immediately because I had been practicing for 25 years and I was done. I don’t think though in the past four years, during COVID and post-COVID, that I have not considered, like, being a paralegal because I’d make more money, like just go work for a law firm. But I didn’t do that. I persevered with Hugo Coffee and kept going.

Lee Kantor: Now, you’re building obviously a community around the brand and the stores, and the whole kind of coffee roaster and culture is around this Hugo, and they’re giving back to animal causes. How does that make you feel every day? I mean, it must be so rewarding to see your efforts kind of go directly into a cause you’re super passionate about and seeing, you know, every bean that’s sold is helping an animal somewhere.

Claudia McMullin: It’s fantastic. I mean, I have a wonderful philanthropy manager named Beth. She and I always talk about how, what we get up in the morning to do, is this because it saves animals. If I were just in the coffee business, I can promise you I would not be in the coffee business any longer after COVID. And that was just – it’s just a really painful time in our business. But I persevered because of my love for animals and knowing that I was having an impact on their lives. So, no. And it’s completely the opposite of being an attorney or, you know, a county councilor where all you do is make people mad.

Lee Kantor: You’re surrounded by tails wagging.

Claudia McMullin: That’s right. And I also should mention, Lee, that Hugo Coffee Roasters has two distinct brands, one of which is Hugo, the Hugo brand products that supports dog and cat rescue. We also have a brand called Fluffy Cow Coffee. That coffee supports farm animal sanctuaries. So, we talk to rescues and sanctuaries weekly. We do fundraisers weekly for sanctuaries and rescues around the country and we meet these people and they become our partner and they become our partners for life. And it’s wonderful.

Lee Kantor: And that’s probably not an area that people kind of think of is farm animal needing these kinds of services as well.

Claudia McMullin: Exactly. So what we have found is, you know, what we have learned over the course – so by the way, Fluffy Cow is a brand I purchased in December of 2020. So that was another acquisition and I did so because of the – I obviously love the mission because I’m not just a lover of dogs and cats. I’m a lover of, like, all animals. And I loved what he was doing, so. And he wanted to sell the brand so I purchased the brand. And we’ve been having these fundraisers ever since January of 2021.

Claudia McMullin: What we’ve learned in doing so is that we have a waiting list for farm animal sanctuaries who want to partner with us because they don’t have the avenues of raising funds that a dog and cat rescue has. Dog and cat rescues, everybody knows about dog and cat rescues. Everybody loves dogs and cats. Most people do not know about farm animal sanctuaries, and they don’t have a lot of routes to raising money.

Claudia McMullin: So, when we do our fundraisers, we get the most – we get so much gratitude out of these farm animal sanctuaries. It’s so nice. And then they tell us, like, what are $200, what the impact was. And you know, it built this kind of a structure. It installed a French drain so the pig’s feet don’t get mange. You know, it builds a shade structure for pigs in the summer. It’s feeds – it feeds cows for a month. You know, this kind of thing, it’s fantastic.

Lee Kantor: So, now what drew you to WBEC-West? And why did you decide to get involved in this community?

Claudia McMullin: So, I got involved with WBENC. I got certified with WBENC in order to accelerate my introduction into the grocery vertical because there were a lot of DEA efforts in that vertical and I needed to be certified. So I got myself certified and I went to the WBENC Conference in Atlanta, I think, in ’22 or ’21.

Claudia McMullin: I didn’t know much about WBENC. And then, I learned from my friend, Missy, more about the WBEC portion, the organization. And then I went to that conference last year after doing the PSP program, which was fantastic for – I mean, I would recommend that to anybody because if you want a good capability statement and a good one-minute pitch or three-minute pitch, that’s a great place to learn and hone those skills.

Claudia McMullin: Then, I went to the conference and I just met so many wonderful people. It was like the first conference I’ve ever been to, like, literally ever, that I enjoyed. I had a great time. So, now I was all in. So, now I’m getting even more involved, and I want to go to all the events, and I want to do all the programming because I’ve met such fantastic people and gotten such amazing insights and the offering of fantastic resources.

Lee Kantor: So, what do you need more of? How can we help you? Like, who’s your ideal customer? And maybe one of the listeners, or we can connect you with them.

Claudia McMullin: My ideal customer, when it’s a consumer, is anybody who loves coffee and has a pet, or anybody who loves coffee and has a dog and loves animals. I would love for consumers to subscribe to Hugo Coffee or Fluffy Cow Coffee because when you get that subscription, that bag of coffee is going to go – proceeds are going to go to a sanctuary or a rescue, which is fantastic.

Claudia McMullin: When it comes to the B2B hospitality, my ideal customer would be a corporate caterer, a hotel. I do banquets. Like I said, I’m in Blue Sky Auberge, I’m in Montage. I’ve been in St. Regis. Like, I’m capable of doing big accounts and I have tremendous capacity as well.

Claudia McMullin: I have definitely two distinct, different kinds of consumers. One is a B2B hospitality account, which would tend to want to be more of a premium product because I have a premium product. So, they would have to be willing to spend, you know, an okay amount of money on great coffee. And the other humans who like, who love coffee, great coffee, and love animals.

Lee Kantor: And if somebody wants to learn more, is there a website?

Claudia McMullin: Yes, there is, hugo.coffee or fluffycowcoffee.com. You can always reach me at claudia@hugo.coffee and follow us on Instagram and Facebook. And we’ve had both Fluffy and Hugo presence on Instagram and Facebook, and we’re launching into TikTok as we speak.

Lee Kantor: Well, Claudia, thank you so much for sharing your story. You’re doing such important work and we appreciate you.

Claudia McMullin: Thank you so much for giving me the time to tell my story. It was so nice to meet you, Lee.

Lee Kantor: Oh, my pleasure. All right. This is Lee Kantor. We will see you all next time on Women In Motion.

 

Tagged With: Follow Hugo Coffee

BRX Pro Tip: Goal Setting is Not Enough

August 13, 2024 by angishields

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BRX Pro Tip: Goal Setting is Not Enough
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BRX Pro Tip: Goal Setting is Not Enough

Stone Payton: [00:00:00] Welcome to Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you this morning. Lee, just when I was getting kind of good at this goal-setting thing, you come around and tell me that goal setting is not enough.

Lee Kantor: [00:00:14] Yeah. Well, setting a goal is important, sure, but that’s not going to get you to the goal. It’s just the thing that you’re aiming at. If you want to achieve the goal, you’re going to have to have some path to taking action. And a simple way to kind of build in action is to – I’d like to look at the – you know, take the end in mind. Start at the end of the goal, whatever that goal is. Whether it’s lose 20 pounds, get ten more clients, whatever that goal is, start at the end and just work backwards to see how to best achieve the goal.

Lee Kantor: [00:00:48] If you start at the finish line and see if you can follow your path backwards, you’re going to figure out what you need to do right before you finished and what you have to do right before that, and so on and so on until you get back to the starting point. So, if you really want to move from where you are today to where you’d like to be tomorrow, I would start at, tomorrow, work your way back to see what you have to do today in order to be successful.

Two Things That are Not Empathy

August 13, 2024 by angishields

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The Best Path to Leadership: Insights from Kennesaw State’s Executive MBA Program

August 12, 2024 by angishields

High Velocity Careers
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The Best Path to Leadership: Insights from Kennesaw State's Executive MBA Program
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In this episode of High Velocity Careers, Host Stone Payton and Co-Host Tom Devaney, Executive Director of Kennesaw State University’s Executive MBA program, discuss the transformative impact of the program on students’ careers and personal lives.

Faculty members Dr. Marko Jocic and Dr. Preston Davis share their diverse career journeys and teaching philosophies. They emphasize the program’s focus on practical application, leadership development, and lifelong learning. The episode highlights success stories of students who redefined their career paths and achieved significant professional growth, underscoring the program’s commitment to fostering real-world skills and personal fulfillment.

Marko-JocicDr. Marko Jocic is a seasoned technical sales and marketing expert with 20 years of global experience in engine-driven equipment for power generation, marine, industrial, automotive, and aerospace/defense applications.

Originally from Miami Beach, Dr. Jocic earned his electrical engineering degree and doctorate in business administration from the University of Florida, proudly identifying himself as a Gator. He also has an International MBA from the University of South Carolina.

Throughout his career, Dr. Jocic has driven innovation and efficiency in various industries, working extensively with engines and industrial equipment. His expertise spans multiple roles and applications, showcasing his versatility and depth of knowledge.

In addition to his technical acumen, Dr. Jocic is highly skilled in research and data science, proficient in a range of tools including Tableau, SPSS, AMOS, Stata, Smart PLS, Python, SAS, SQL, Power BI, and Access. His analytical abilities enable him to transform complex data into actionable insights, benefiting both academic and professional settings.

Dr. Jocic has served as a part-time faculty member at UMass, Quinnipiac University, and Central Connecticut State University, teaching entrepreneurship, international business, and quantitative analytics. His research, published in the Journal of Small Business Management and the Journal of Managerial Development, focuses on entrepreneurship and strategy, innovation, and leadership.

At Kennesaw State University, Dr. Jocic leverages his extensive cross-functional and cross-border experience to educate future business leaders and consult for international family businesses. His practical industry knowledge and passion for teaching give students a unique perspective on marketing and sales as well as other areas such as supply chain, project, and process management.

Outside of his professional life, Dr. Jocic is a dedicated father to his sons Erik and Ivan. He enjoys biking and international travel in his spare time.

Connect with Dr. Jocic on LinkedIn.

Preston-DavisDr. Preston Davis is a Clinical Assistant Professor at the Coles College of Business at Kennesaw State University. An Atlanta native, he holds a Doctor of Business Administration (DBA) from Georgia State University, a Master of Accounting (MAcc) from the University of North Carolina, Chapel Hill, an MBA from the Georgia Institute of Technology, and a bachelor’s degree in business with a focus in Economics from Auburn University.

Preston is a serial entrepreneur, innovator, and multidisciplined operator with over twenty years of diverse experience, from founding and managing start-up companies to leading large international service firms. Most recently, he served as the CEO of a recreational retail company in the southeast, successfully exiting in 2020.

Before his current role, Dr. Davis was also an instructor at Georgia State University. His extensive background in both academia and business, combined with his practical knowledge and real-world experience, makes him an asset to the Coles College of Business. Additionally, Dr. Davis was once a drummer in a rock band, showcasing his diverse interests and talents.

With his entrepreneurial spirit and innovative approach to business, Dr. Davis continues to inspire and educate the next generation of business leaders.

Connect with Preston on LinkedIn.

About Our Co-Host

Thomas-DevaneyThomas F. Devaney, MBA, CPA, is the Executive Director of the EMBA Program and a Senior Lecturer of Accounting and Finance at Kennesaw State University. With over 30 years of experience in both public and private accounting, Tom brings a profound depth of knowledge to his role as an educator and leader.

Prior to academia, Tom had a distinguished 25+ year career in public accounting at the principal/partner level, serving small and mid-sized entities (SMEs) and affluent individuals. His extensive business consulting experience includes tax planning, preparation, and representation, mergers and acquisitions, business planning and development, transaction due diligence, and operational consulting. Additionally, Tom has broad experience in financial accounting and reporting, encompassing the design and implementation of management information systems, manufacturing and construction cost accounting, and budgeting and forecasting functions.

Tom earned his Bachelor of Science degree in Accounting from SUNY-Oswego and his MBA in Accounting from Kennesaw State University. He holds active CPA licenses in California, New York, and Georgia. He is a member of the American Institute of Certified Public Accountants (AICPA), the Institute of Management Accountants (IMA), and the Georgia Society of Certified Public Accountants (GSCPA).

As the founder and senior partner of Devaney & Associates, Tom has demonstrated leadership and a commitment to excellence in accounting. His professional journey and academic contributions make him an invaluable asset to Kennesaw State University and the broader accounting and finance community.

Connect with Tom on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia, it’s time for High Velocity Careers. Brought to you by Kennesaw State University’s Executive MBA program, the accelerated degree program for working professionals looking to advance their career and enhance their leadership skills. For more information, go to kennesaw.edu/emba. Now, here’s your host.

Stone Payton: Welcome to High Velocity Careers. Stone Payton here with you this morning, and joining me as our co-host for today, Executive Director of the Kennesaw State University’s Executive MBA program, he’s also a Senior Lecturer of Accounting and Finance, Mr. Tom Devaney. How are you, man?

Tom Devaney: Doing great.

Stone Payton: Well, you’re looking great, particularly riding in on that new toy I saw this morning.

Tom Devaney: Yeah, that’s a little secret. Don’t tell the wife.

Stone Payton: Well, congratulations. Well, we have had designs on putting this series together now for some time. I’m so excited. Cannot think of a better way to kick it off. You’ve invited a couple of esteemed faculty members to join us. Who’d you bring with you today, man?

Tom Devaney: Well, I brought two of our dedicated faculty in the EMBA program, Dr. Marko Jocic and Dr. Preston Davis. Actually, James Preston, the third, Davis, I believe is correct. Right?

Preston Davis: Well, I’m still trying to get over the esteemed part of this.

Marko Jocic: Yeah. That’s right.

Stone Payton: Well, we’re delighted to have you, gentlemen. I’d like to ask you both, and I’ll ask you to respond one at a time, and we’ll start with you, Preston, the third. But I’d love to hear a little bit about the background. I’m fascinated by the career choice and always curious to know how does one end up being on the faculty of an institution like this. What’s the backstory, man?

Preston Davis: Yeah, I think it’s called barely getting out of undergrad. That’s what led me here. No. You know, I have, I guess, a somewhat nontraditional, I guess, path here. So originally, I always wanted to be a soldier in the military. So I was fortunate enough to go to West Point, but I only stayed for about a year and a half. Got to play football there. I always joke I was on the team, didn’t necessarily play football there but I was on the team. Left there, jumped around. I spent a couple of semesters at UVA and community college. Finally graduated from Auburn University; I think, barely making it out of there.

Preston Davis: I played in a band. I was a bartender, which is pretty interesting. So I actually toured in a band in the southeast for about a year and a half, maybe two years. Funny enough, one of the other members of the band finished his PhD at Georgia State and is a tenured professor now, so I don’t know, maybe music’s the way in.

Preston Davis: And then I just, you know, I got into the startup world, got to work for some kind of family-owned and venture-backed companies. I’ve gotten to work at one of the largest, you know, services firms in the world. And I always was a little disappointed with the way I ended up my undergrad So I went back to grad school. I went and got a master’s of accounting from UNC Chapel Hill, ended up getting an MBA from Georgia Tech.

Preston Davis: And then I just fell in love with academia right again. And so I reimagined this life, and it was always this part of my narrative or part of a story that I was always kind of a lifelong learner, but maybe a chip on my shoulder and had to continue to prove myself. And so I finally went back after selling a company kind of in the middle of the pandemic and decided to finish up my doctorate.

Preston Davis: And so I went into the DBA program at Georgia State. Fantastic, amazing experience. Had no intention originally of teaching. And they had an opportunity to kind of get certified in teaching. And I got to teach a few undergrad classes and started to fall in love with it, just the impact, the fulfillment that I was getting from it, and said, maybe this is really a path for me. Seemed to some extent that maybe people enjoyed when I was talking, which I still can’t get, still can’t figure that one out.

Preston Davis: But, you know, I had enough kind of life experiences to relate with a lot of the students, given kind of my whatever nontraditional background and some of the things that I’ve been through and that ability to connect, and just kind of witness the evolution of these people, it just really, truly inspired me. And so I said, you know, if I can actually finish this and graduate and finish my dissertation, maybe I’ll get a chance to teach somewhere and fortunate enough to, I guess, my resume came across Tom’s desk, and he decided he was willing to take a risk on me even before I finished.

Preston Davis: Got to teach a little bit in the MBA program before actually finishing my dissertation, and kind of fell in love with it, and it was really excited and got to meet an incredible person like Marko here that I think reinvigorated this idea of, you know, colleagues and working together and just research and everything that goes with it. And just the impact that they were making on the EMBA Associates was something I never dreamed to experience after just teaching undergrad and kind of talking to 18, 19, 20-year-olds.

Preston Davis: And so to see people that are already so successful and on their journey that I could inspire or help in any way, shape, or form at that level was just an incredible opportunity. I said, “Absolutely. If you’ll have me, I’m going to do this.” And so, fortunately, I graduated and got to start teaching.

Stone Payton: Well, it has to be. I’ve got to believe that it’s incredibly rewarding work. I mean, I can see it in your eyes. I can hear it in your voice. But what do you feel like you enjoy the most these days, now that you’ve been at it a little while?

Preston Davis: You know, I think it’s – we are very fortunate in the way that we have designed this program. The way it has been designed is that we have all these different modules. And so the exciting thing for me is that we get to be general practitioners in some sense. And so I get to teach a few different topics in the program, and it forces me to continue to learn. Right? It forces me to continue to go deeper and deeper into various topics as opposed to, “Hey, you are only going to teach econ. That’s all you’re going to do, that’s all you’re going to research. You’re going to be very narrow and you’ll be very deep.” That’s fantastic.

Preston Davis: Unfortunately, it doesn’t really match my style and my background. I’m all over the place. And so I’m like, “Hey, how about if I go pretty deep in like a bunch of different things? Can I do that?” And this gives that opportunity. And, you know, on top of that, I think it’s just watching and seeing the change happen to people that, you know, they already have kids and they’re already successful, they’re senior directors, they’re executives. I mean, they’re – I mean, really, really impressive people already on paper. And so to sit there and watch them continue to evolve and get better is remarkable, right?

Preston Davis: So, getting the experience that, you know, kind of live it with them and co-create their kind of next chapter is just incredibly rewarding, fulfilling. And so for me, that’s always kind of the most exciting part is going from day one when they do, you know, kind of their first presentations, because you can definitely see it in the presentations, and then to their last semester when they do their formal consulting presentation at the end of their 19 months. I mean, remarkable is the only word. I mean, it is really the transformation that occurs for people that you think how are you going to transform somebody that’s already at the top, you know, in a lot of cases.

Stone Payton: So, yeah. So, Tom, when you were looking at this resume that he mentioned, did anything leap off the page? What compelled you to at least reach out and have a conversation with the guy?

Tom Devaney: Oh, he undersold his resume and his experience. So what’s unique about our program – and it’s funny, we had launched 2024 this morning right before this, you know, big kick-off for the new school year and our new strategic plan, you know, and all the speakers were the highest officers in the university from the president down, they talked a lot about us, our roadmap to R2 and our research and the impact we’re making on society. And research is extremely important in institutions of higher education. But what’s unique about KSU is we are a teaching university as well. And that’s been our focus from when we were an infant. Right? And the faculty dedicated to the EMBA program are all practitioners. Okay.

Preston Davis: So Preston has a phenomenal background in running and managing businesses, taking startups and taking them through the VC funding stage, selling them to private equity groups, those types of things. So you’ll hear similar from Marko, very diverse backgrounds. Okay. Multiple degrees. You know, he downplayed him real quick. “Well, I got a master’s, you know, from Auburn. And then I got an MBA from Georgia Tech. Oh, and by the way, I got a PhD from Georgia State.” Right? That’s what I want in the classroom.

Tom Devaney: We’re dealing with executives or management level people, high potential individuals. Maybe they’re not there yet, but they’re on that path. Okay. And they don’t want professors who are coming in talking to them purely about research. They want to know how can I apply this at work tomorrow. What’s this? How is it relevant to me today? Okay. I got a team to lead. Or, I got a project that I got to get through to completion. Give me the tools to help me do that.

Preston Davis: And that’s what all the faculty does, Preston included. We’re all hands-on. I mean, if we’re not hands-on, all the faculty work in there, all of the dedicated faculty to KSU, we would hire emphasis on their consulting work outside of KSU than we do on their research. They do have to research. They have to publish. They have to keep their PhDs, okay, but they have to be relevant to the class. And that’s what makes them special.

Stone Payton: Yeah. Marko, I apologize, because I feel like Preston’s a pretty hard act to follow, but I would love to hear a little bit about your backstory, too.

Marko Jocic: I’ll do my best. Mine is a little bit different. I started out as an electrical engineer graduating from the University of Florida. After that, I worked about, wow, 10 to 15 years in varying capacities, moving through electrical engineering, design, customer service, program management for Fortune 500 companies like Oshkosh Truck Corporation and Cummins Inc.

Marko Jocic: I decided to get my MBA in international business at that time and started traveling the globe, eventually moving up to senior VP of marketing and sales for a multinational corporation. So I had facilities in China reporting to me as well as other locations all around the world.

Marko Jocic: After that, in between that, I got my doctorate in business administration from the University of Florida as well. So I’m a Gator twice. Funny enough. And, you know, just COVID hit, I was traveling a lot. My first son was born, and I had the opportunity to stay home a little bit. And I thought, hey, you know, this is an opportunity to really reinvent myself.

Marko Jocic: So I started teaching at UMass for a little while and absolutely loved teaching. It was undergrad, you know, meeting these students firsthand, really transforming their lives. Right? So it was a wake-up call for me that, hey, maybe, you know, life is not all about traveling the world and, you know, selling products everywhere you go. You know, it was maybe about something greater than that.

Marko Jocic: So I taught at UMass. Then I taught at Quinnipiac, then Central Connecticut State University. And then decided, you know what? I’m going to take the leap from corporate and teach full-time. So I started putting my resume out there. I was fortunate enough that Tom had a chance to look at my resume.

Marko Jocic: I remember interviewing from my car and still doing a pretty good job, you know, in between work and meetings and everything else. So it went well. I had the opportunity to come over here full-time as a clinical assistant professor and couldn’t have made a better choice by far.

Marko Jocic: So, you know, working with the staff, the faculty, with Preston, Tom, and everyone else in our program who are all highly, highly skilled is just, it’s an amazing experience. And then on top of that, you know, we get the chance to train leaders in the future, you know, which is a wonderful thing.

Marko Jocic: You know, even this recent meeting at Launch ’24, you know, we had – a student walked up to me, Martha Anderson, for example, who’s now going to be pursuing her PhD and was asking for a recommendation letter. So it’s just seeing that kind of transformation in our students. And it truly is an amazing experience when you see them, like, walk in day one, you know, being shy and nervous, you know, maybe coming in really inexperienced to, you know, being a leader and then leaving the program, being something that’s like awe-inspiring.

Marko Jocic: So that’s really what drew me to the program, drew me to being a teacher overall. And, you know, I couldn’t look back at going into the corporate world, although I still consult for international family businesses around the world, doing my marketing and sales thing and electrical engineering still, just to keep, you know, my edge in the industry. So it’s been an incredible experience and I wouldn’t give it up for the world.

Preston Davis: I just love what you said about the impact because the other thing I think about with our EMBA students, it’s like teaching undergrad versus grad, especially on the executive level, is like this idea of impact. And who’s going to have the greatest impact in an organization is these people that are managers, high performers, the leaders. Right? They’re going to be setting this tone.

Preston Davis: And so many people, I think, in corporate America, right, complain and there’s, there’s, there’s plenty of burnout. There’s all these things that happen and it’s like, “Oh, well, you know, the next generation is going to fix this.” And it’s like, “Well, no, they’re going to be the sufferers through this transformation.” It’s like, “Well, if we can start hitting people at the right level and change them so that they can change from the inside, right?” These are the decision-makers, right?

Preston Davis: So everything that we teach, I think is so awesome because the impact is real and like Tom mentioned, it’s like on Monday, right? I mean, we have students all the time that say, you know, again, we try to teach very pragmatic approaches to certain things. Like, I went in on Monday, I changed this and I’m going to tell you all about it in three weeks. And three weeks will come up and they said, “Hey, that didn’t work.” Or they’ll say, “My team’s performing at a level that I never thought they would.”

Marko Jocic: And so I think that this impact I think we relate to is that not only is it so rewarding, fulfilling to teach just generally. Right. I mean, any way to help and motivate and grow people. But then to realize that that impact is twofold, right? Because they’re going to go and they’re going to impact these organizations from the top down in a really meaningful way. And I think that, for me, is why I keep showing up and saying, hey, we’re making a difference.

Marko Jocic: Hundred percent. Not only that but it’s a really unique group of students or associates we should say when you get into the classroom, because all of them are leaders, they’re in different industries across, you know, all over Georgia as well as other areas you know now. So they get to share a lot of their experiences, their insights in the classroom. So it’s not just us teaching to them, it’s them teaching to us as well as to their peers. And it’s amazing when you look at the dynamics of this type of classroom compared to like your typical MBA graduate class or undergraduate, where, you know, they’re not bringing their experiences into the classroom, and we get that every single day. It really is amazing.

Preston Davis: Yeah, I always joke I’m just a facilitator, right, of knowledge and communication between each other because there’s no way I can compete with the level of wisdom and experience that’s in the room, right? I mean, there are so many decades, more years in that room.

Preston Davis: And I used to always joke with people about undergrad that, I mean, I really did – I had one and maybe a few people that are very passionate about the undergrad teaching. And I always joke that it just helps my anxiety out because when I walk in the room, I’m like, well, I probably know more than you, right? You’re 18 years old or something. Like, I’m going to learn. I’m going to learn something, but generally, I’m going to be – I’m going to be feeding a lot more than I’m going to be eating. Right?

Marko Jocic: So in this case, it’s like keeps us on our toes all the time, because anyone in that room can ask some of the most difficult questions. And a lot of times I have to say, “You know, that’s a great question. And I don’t know, but I’m going to find the right answer. I’m going to find the evidence that supports the best way to do something.”

Stone Payton: So is it – its ethos, its value system, its mindset. It must be curricula and structure, all of those things. But there are so many distinctions I’m picking up pretty quickly here in this and your more traditional MBA paths, right, Tom?

Tom Devaney: Yeah, we have a list of what we call our distinguishing characteristics, five or six bullet points, but the last three are my favorite. One is the dedicated faculty. And you have two of them here today that you’ll get a feel for the expertise and their commitment to changing lives and just moving forward and research learning but learning from students. Humble, okay, we walk into the classroom.

Tom Devaney: I teach accounting and finance. I’ll have a CFO in a class. Okay, I better be on my toes. I can’t be sitting here five years out of date because I’ll get called out, right? So same thing in all these multidisciplines. But we got the dedicated faculty. We have our focus on leadership and personal development. Because when we’re changing lives, we’re not just changing lives in the workplace. We’re changing lives across the board. Our students will tell us they’re better husbands, they’re better fathers, they’re better coaches. Okay. Because we put a lot of emphasis in our curriculum on their personal development, particularly their leadership skills.

Tom Devaney: And then what I love most is our applied integrated curriculum, which is pretty unique. They don’t take a class. They don’t take an accounting class for ten weeks. Listen to Professor Devaney talk for an hour, you know, three days a week, and they – good. I finished my accounting requirement. Now, let me take a marketing class, and they go to Marko’s class. And, “Oh, I’m finished with that. Let me go get an econ class from Professor Davis.”

Tom Devaney: We teach in little four-hour modules, okay, and over a theme for the weekend. And it’s very multidisciplined. So if we’re talking about a topic, we might be talking about the cultural changes that have to happen, bringing in some organizational behavior and change the finance aspects of it, using mergers and acquisitions as an example. Right?

Tom Devaney: If one company is going to acquire another, what do you need to know? Well, first, you got to know what am I going to pay for it. Okay. So I’ll teach a class on business valuation what that looks like and what models we use to to value a business. Someone else might talk about the cultural change. We’ll have organizational behavior people in there. People don’t like change. So how are you going to force that change, right? You don’t know if they’re going to resist you and they’re going to have fear, and those types of things. Right? And then, you know, your workforce integration and how are we going to integrate the workforce.

Tom Devaney: So we cover a bunch of different topics over a weekend in four-hour units that appear to just be random, but they’re not. The faculty works really hard. Last year, we probably put in 1000 hours redoing our curriculum, aligning every one of those hundred-plus units to make sure from the first one to the last one they build on each other and they’re all usable. And they demonstrate that in their final project. The final project, they go global and they do a consulting project for a real live company.

Stone Payton: Oh, wow!

Tom Devaney: And they get the data beforehand. And, you know, we’ve done consulting for ExxonMobil, and we’ve done consulting for little startups and little local breweries, you know, how to get them off the ground, how to go to market, how to go global, or, you know, go from Peru to get their product into America. And as Preston said, it’s just amazing to watch the transformation.

Tom Devaney: People used to ask me why I get so excited about teaching. I just love it. Okay. I fell into it by accident by the way, too, 15 years ago, practicing CPA my whole life, and I got asked to cover a class as a favor. I walked into a classroom once and never turned back. I’m like, I’m changing my career. That’s where I want to go. But I used to always say because we change lives.

Tom Devaney: So now, I get with the new vocabulary with our latest strategic plan where we transform lives. Did you catch that? So I can’t say we changed lives no more. Kennesaw State University is going to be transformational in the lives of our students moving forward. KSU is a really cool place and it’s really going places lately.

Marko Jocic: It is. Fast.

Stone Payton: So are you finding that as selective as you are in bringing together the right kind of faculty to pull all this off, are you finding that you’re equally selective in the students that you allow to participate in the program?

Tom Devaney: We are and we hold their students to pretty high standards. We are a teaming program, so it could be easy if we didn’t do it correctly for a few to slide through without really putting forth the effort or taking away from the program as much as they should. They’re making a serious investment. We owe it to them to make sure that they’re going to get the most out of it that they can. They’re making a serious time and financial commitment, and every once in a while someone will slide through the cracks and think they’re going to coast through. And we have, you know, very close monitoring of team feedback loops that is all automated faculty intervention or what have you.

Tom Devaney: So we’re pretty selective of who we get in because they have to go through a successful interview before they can even apply. So a lot of people ask, “Well, what’s your acceptance rate?” Our acceptance rate is really high because if you made it to an interview, you’ve already been – you’ve already been pretty well screened. We’ve already had your resumes. You’ve already been to an information session. My recruiting team has already searched your background. And, you know, we’re pretty comfortable you’re a good fit.

Tom Devaney: And what we really need to stress in those meetings is that this is a teaming program. There’s a lot of these individuals are high achievers, but they’re individual contributors, right? You can take a doctor and we have plenty of doctors go through the program.

Stone Payton: Oh, really?

Tom Devaney: Oh, yeah. You can take a doctor or someone who used to run his own practice or what have you, and they’re used to just being the boss and nobody questions them and they do their own thing and they’re brilliant. Don’t take me wrong. But they don’t belong in our program because our program is a teaming program. And you got to learn how to play nice in the playground. Okay. You got to leverage yourself. Okay.

Tom Devaney: So the interview process is really just that fit. Do you really fit?

Stone Payton: Yeah.

Tom Devaney: You know, do you have the DNA of our program or do you belong in a traditional MBA? Nothing wrong with that. Okay. We cater to a different market.

Stone Payton: Marko, walk me through a team coming to you on a given Saturday. What might they be doing on a Saturday in your room For the four hours?

Marko Jocic: Oh, good question. So our – it’s a really interactive weekend. So during those four hours, for example, we may lecture for 30, 40 minutes, then the teams will break out. They’ll do an interactive exercise like bringing in a case study or an example or a simulation or some kind of game or teaching us, you know, reverse role play kind of situation. So it really is an interactive environment.

Marko Jocic: So they’ll do that, have a quick break. So it’s kind of in these hour segments where they’re learning, interacting with their team. And then at the end of every semester, they do a cohesive presentation that basically summarizes all the functions they learned over that semester and brings it into a team presentation, where they walk it back through faculty and sometimes even to a broader audience. For instance, in the entrepreneurship semester, they’ll actually present a business plan to a group of venture capitalists in the room.

Stone Payton: Actual, actual VCs.

Marko Jocic: Actual VCs.

Stone Payton: Wow!

Marko Jocic: And a lot of businesses have actually started as a result of that assignment, believe it or not. So Peace Love and Pizza were graduates of Kennesaw State University and there’s many others. So it’s amazing, you know, seeing that transformation, seeing those business plan presentations and all the presentations they have in every single semester and just that camaraderie they develop, you know, the cohesiveness those teams have. And it starts off as, like, they don’t know each other, right? These are very diverse people we put on the teams purposely in terms of industry, background, and everything else.

Marko Jocic: And then by the end of the semester, you see this as a close-knit group that is meeting each other for, you know, weekends, parties, you know, events and they stay connected. You know, our network is fantastic in the Executive MBA group. The alumni all gather regularly. We have events that foster networking. You know, we have many students that hire students in the program depending on their level. So it’s a completely different experience than, you know, going for an online MBA where you may not know people in the cohort. In our program, you know everyone in this cohort plus the past cohorts. And it’s a completely unique experience.

Marko Jocic: So the team-based aspect is a key to it. But it’s also critical. They have to grade each other. They have to step up to the plate. You know, they have to address issues sometimes with teams and make sure that they’re all performing to a level that is admirable, and they do in the end.

Stone Payton: So, Preston, I have heard the phrase leadership skills come up a couple of times in this conversation, and I’ve read a few books and I feel like I could make a reasonably decent 15-minute talk to the rotary if I needed to next week. Is there a rubric? Are there some very specific leadership skills that you guys have your eyes on? Speak to that a little bit, and how you try to take them from point A to point B.

Preston Davis: You know what we do? I think a really good job here is that, you know, the self-actualization, the self-awareness is such a key point because until you get there, you really can’t grow or move forward. And so we have an amazing strategy and leadership, professor, right, that leads them through a path. We have an incredible kind of organizational management HR kind of professor that also helps with this, right? So we hit on EQ and all these all these various things.

Preston Davis: But, you know, ultimately it is something where we don’t necessarily take one stance and say, “Hey, here’s a framework and you have to use it,” right? So I think we do a pretty good job of saying, “Hey, not one medicine is going to cure everybody, right? Like, you got to try something different.” And so what we do is we present like, “Hey, here are three or four or five of, like, the main frameworks, the main leadership styles.”

Preston Davis: You know, we have probably too many assessments, right, that everybody gets to take and you get to know a lot about yourself, right, in a lot of different ways and maybe what leadership style might be best for you to use and all these other things. But it’s really taking them down this journey so that they can better understand who they are and be open-minded enough to say, okay, I’m going to reflect on kind of these different frameworks that are out there around leadership, right? Because everybody has, let’s say the one they’re passionate about.

Stone Payton: Sure, sure.

Preston Davis: But I don’t at all believe that the one that I tell you to use is going to be the one that makes you a great leader or whatever, right? So we gave them an opportunity to explore kind of the different ones and then really take and maybe even blend together different aspects of each one to create a style in which it works for them. Right?

Preston Davis: But I think, you know, fundamentally, at the end of the day, to do that, right, to get to a place where you can be a servant leader or an authentic leader or a transformational or transactional, whatever you want to look at it from a leadership style perspective, you really have to take this big step back and understand who you are, right? Go through this self-awareness process because without that you’ll never be able to fully have, like, the right types of empathy. You’ll never fully be able to be vulnerable.

Preston Davis: We talk a lot about psychological safety, right, in the program, and how do you achieve that. And we look at Amy Edmondson’s research. And obviously, you know, this is – I feel like it’s almost like a buzzword at this point. But, I mean, even all the Google reports that have come out about their highest performing teams and what do they all have in common, right? It’s like two things. I mean, really, it’s eight things. But the two big ones that we always talk about is one coaching, right, which is a huge part of the program. But the other one is psychological safety, right, and how do leaders do that. Right? And so we kind of like back into what does it take to create a psychologically safe environment in your team or your organization and what does that mean for you as a leader, and what do you have to be, and to get there, how do you get there, right? And we have a really incredible curriculum that takes you down that path by taking you deep into yourself. Right?

Preston Davis: And so I think that it’s an amazing process. And we just had kind of a new, a new hire that’s taking over from somebody that has been doing this for, what, last 18 or 19 years. And I think for a lot of associate students, that is the catalyst of the big transformational piece of the program, right?

Preston Davis: So we can just teach you business acumen. We can be any other MBA program. And like here’s the information. But to see a fundamental shift and change in your mindset, in the character of who you are, and building like these different silos of ethics and morals, and how does that relate to me as a leader and a company and what kind of company do I want to be involved with, I mean, we start asking really, really, really tough questions that force people to go deep and introspective and say, “All right, who am I?” Right? I mean, at the end of the day, you get into an education setting and you go, “Okay, I’m here because X, Y, Z. And I didn’t realize I’m here because of this other thing.” Right? And so I think it’s important to ask those questions. And we give an amazing roadmap for that through that leadership curriculum.

Stone Payton: With the focus on teams as strong as it is, there’s just no way you can pull this off without the faculty being an incredible team. Is that accurate, Tom?

Tom Devaney: That’s extremely accurate. Really, really, really fortunate there. I mean, these guys are rock stars, and we work as a team together really well. Okay. So, we don’t, we don’t silo. We tackled some really big projects last year. We’re getting ready to launch in September where we’ll be hyflex; students can attend remotely. We’ve never done that in the past.

Stone Payton: Okay.

Tom Devaney: And it’s important that we don’t lose this teaming aspect and the culture and everything else that develops face-to-face. So there’s a ton of work that’s going into being able to get to that point, and we feel that we’re not going to dilute the experience by having some students potentially attend remote.

Stone Payton: Yeah, yeah.

Tom Devaney: Okay. But we work together. We generally have a faculty meeting once a month. We are highly involved with every one of our students, the stage of where they’re at. Any problems we’re having, we discuss. We reach out to students who might be struggling. And, you know, life happens during the program. You know, people lose spouses or someone gets cancer or they lose a parent, or they have a baby, or they get married, or they get divorced, right? And they’re halfway through and their world is starting to fall apart, and they really need someone to come alongside them and pick them up and say, “You got this. You know, you’re three-quarters of the way through. It’s a cohort-based program. You know, we’ll support you. What do you need?” You know, they’re still going to perform for us, okay. But we’re not going to desert them. You know, the faculty is going to be all over it.

Tom Devaney: And our curriculum obviously, being that applied integrated curriculum, I have to know what Marko is teaching in the classroom. He has to know what I’m teaching. Preston has to know what we’re teaching. Okay. All our faculty have to. The last thing we want to do is we go in, and I’d say one thing is garbage. And Marko goes in and says, “This is the latest, greatest,” right?

Stone Payton: Yeah. Forget what Marko said.

Tom Devaney: Yeah. You know – so, you know, and that can easily happen if we weren’t on the same page. But my focus, most of the faculty, well, all of the faculty right now, I hired. I’ve been here 12 years. I hired all of you. I guess it’s time for me to –

Stone Payton: It’s all you, Tom.

Tom Devaney: No, I got lucky, I got lucky.

Preston Davis: I got lucky, too.

Stone Payton: Well, I really applaud your willingness to entertain. And it sounds like you’re actually doing it, implementing this hyflex model, particularly on the heels of such marvelous success with a model that works, but again, to the theme of this conversation to a large extent, everything you describe reflects what they are experiencing or may very well experience back in the field up to and including, trying to connect and build teams and try to get results with and through the voluntary cooperation and effort of other people. A lot of that’s got to be done remotely now. Right? So it’s all very, very real world.

Tom Devaney: And with a very global environment, a lot of these leaders are leading teams that are not local anyway.

Stone Payton: There you go.

Tom Devaney: So they need to learn these skills.

Stone Payton: Right, right.

Tom Devaney: And they need to be really efficient at it. You know, I think anyone today can fire up a Teams meeting. Right?

Stone Payton: Right.

Tom Devaney: I remember, what was it, April, February or March of 2020 when the university shut down and we were like, “We got to go online.” We had no tools back then. We didn’t have Teams. Teams didn’t exist. Right? In that day and age, the tools really didn’t exist yet.

Stone Payton: Right, right.

Tom Devaney: Okay. And now it’s common. Okay. And so it’s not just a one-on-one or four of us on a Teams call. We got to break out into Teams within that. Right? So when we have this remote and we send a team on a breakout, we got to be able to throw them all in a room by themselves and then bring them back in the classroom and have them feel like they’re alive in the classroom and we need to be able to interact with them. We need to see them and communicate. So it takes a lot of technology, a lot of investment. So we’re excited about it. I’m worried about it. Okay.

Stone Payton: And rightly so. Right?

Tom Devaney: I need to get a couple of weekends under my belt and then it goes flawless where I say, “Whew, breathe a big sigh of relief.” You know, we’ve been promising and committing this for a year and a half. And we got, what, a couple of months and we’re alive. Exciting.

Stone Payton: Oh, wow! So I’m sure there are a ton. But are there one or two student success stories that really stand out for you? And if it’s not appropriate, you don’t have to name names. But I would be interested to hear, and I think our listeners would too, about students who came in and were here and now they’re there, and it’s had a large impact on them going through this program.

Preston Davis: Yeah, I mean, I have one that comes to mind. I won’t use names and I won’t.

Stone Payton: Sure.

Preston Davis: I’ll speak in more generalities, I guess. But, yeah, I had a student, you know, come in and realize, oh, hey, if I want to move up, right, Fortune 500 company – it might have been Fortune 100 but Fortune 500 company for sure. It’s like, hey, if I want to move up this corporate ladder, I want to be, you know, the CSO or something along those lines, like, I need an MBA. I need to get this business acumen, not ever realizing what are all the other options out there, right?

Preston Davis: And so you go through this process that we talked about, getting really self-aware and getting really vulnerable with within yourself and really trying to reflect on, hey, what do you really want out of this life, and where do you want to be and where do you want to go? And not ever really realizing, hey, you know, there’s other ways as opposed to just, you know, climbing some generalized corporate ladder. And hey, now I know I’m going to make X dollars and keep moving up and kind of not being super happy with it. Right? Being fairly miserable with the experience of kind of big corporate America and trying to say, you know, what else is out there?

Preston Davis: And I remember kind of coaching and talking with this particular student and an incredible, I guess, gift of just opening up that they had kind of these different, let’s say, kind of recruiters reach out and everything else. But it was for a smaller kind of family enterprise, right? Big enough that they could, let’s say, afford, you know, someone of his quality and stature and all that kind of stuff, but never really would have considered that otherwise. Right?

Preston Davis: And then I was just recently able to meet with him, and he told me he took a vacation just recently. And so he moved. He took this – took this new role, got out of corporate America, kind of more family environment, smaller company, right, like sub 100 employees. Just incredible atmosphere. And he said, “I took the first vacation,” he said, “I can remember in probably 10 or 15 years where, one, I wasn’t just recovering from the burnout of every day of work,” and two, got to spend time with his family, his kids, his wife, really be there and present in the moment of being on that vacation. And three, he said, “After a few days, I was excited to come back.”

Preston Davis: Yes. He goes, I wanted to – he’s like, “I wasn’t thinking about and worrying about and thinking about work on the vacation because I was so miserable and all the stuff’s going to pile up and all the, you know, BS that’s going to happen,” all these things that are horrible, right, in the environment that he was in. He goes, “I was looking at emails and checking in just because I was so excited to come back on Monday.” Right. And he’s like, “You know, I had a whatever a whole week off or eight or nine days,” or whatever it was. He said, “When I got back,” he’s like, “I was just ready to go. Like I had more energy. I was excited. I didn’t need a vacation from my vacation, you know.”

Preston Davis: And I was like, that is a beautiful, transformational story to me because he was already an incredible, high achiever, easily could have stayed where he was, finished his MBA, probably gotten the next promotion to SVP or EVP or whatever of some sales, you know, in a Fortune 500 company with hundreds of reports and thinking that was the definition of success because that’s what he was around and in.

Preston Davis: And it’s like, well, that’s not – doesn’t have to be the definition of success, right? Like, you don’t have to have 500 people reporting you to be successful, right? Or you don’t have to have that logo on your resume to be successful, right? You can really get introspective again and figure out what does success mean to me. And is that time with family and financial security and time with my kids and ability to take a vacation and not freak out and be miserable and then have to recover from the vacation, from the vacation, right?

Marko Jocic: I mean – and he sat in my office and was just like – I mean, the look on his face, like said it all for me, right? It was just this moment of realization and this beautiful story where someone who, right, if they’d never, let’s say, come to the program, may have never gone through that kind of self-actualization to say I need to redefine what success looks like for me. And in doing so, he’s I think he’s making more money. Right? He’s happier. He’s enjoying his work, he’s taking vacations, and it’s not like he’s still in the honeymoon period of the role. It’s not like he’s one week into this thing. Right? And for the first time, it’s mapping out kind of the next decades of his life with a lot of excitement.

Preston Davis: And so I think for me, that was, sitting there and getting to hear him so passionately talk about this realization, I was like, this is – and it’s a credit to the program, credit to all the faculty. And I think it’s just opening up people’s eyes to those experiences. Yeah, it was just a beautiful moment for me to sit there and listen. I really just kind of got to take it all in as he, you know, kind of championed this narrative. I was like, “Oh, this is incredible.”

Stone Payton: Marko, I’m sure this isn’t an isolated case where people do, going through this process, choose to redefine success for themselves and maybe make some pretty substantial changes in their direction. Yeah?

Marko Jocic: Every single weekend, you know, we open up the class weekend with a welcome and an around-the-room. And during that time we get about, you know, three to four students in every single weekend announcing, promotions, announcing, you know, changes in jobs, changes in careers or changes in life. So it’s amazing just to come into the class.

Marko Jocic: I’m excited about teaching every single class week, and I go in just to hear the stories from the other students and where they’re going in the future, and we get to see it all over LinkedIn, you know, promotions, you know, congrats. And we see these people that came into the program even at lower levels, you know, analysts or whatever it may be that are quickly moving and progressing through their career as a result of this program. And it’s clearly linked to the program. I mean, during and immediately after, you can see how quickly the career progression moves. So it’s an amazing experience.

Stone Payton: I gotta believe it’s a gift that keeps on giving, though. Because I’ve been part of this cohort, I suspect I have a support system and people I can lean on for the balance of my career in life. Yeah?

Marko Jocic: Oh, of course. You can see the likes on LinkedIn. It’s a tight-knit group. Yeah.

Tom Devaney: Most of the teams stay connected and still meet once a month and share what’s going on in their lives or work in soliciting direction from their teammates, as well as faculty.

Tom Devaney: I get phone calls from students all the time. I mean, I get excited. I had a student years ago and a couple of years later he was pitching a launch of a whole new product to the board of directors of a huge Fortune 500 company. And as he was walking in for that presentation, he called Professor Devaney. He had a couple of questions real quick. He started questioning what was in his PowerPoint deck. Right? And we kind of walked through it.

Tom Devaney: So, there is – I can’t count the number of success stories. Okay. If you look in the lobby there, we see around Woodstock and around Canton, where we did a couple of spreads in some local magazines last month, and we highlighted our class scholar from 2023 who was the president of Huddle House. And he graduated from the program and he took the CEO position of Emmy Squared Pizza, which is a relatively new startup. They’ve been around a while, but they’re they’re going to explode through the country. And he’s been hired to do that.

Tom Devaney: And I talked to him and he’s traveling all the time. He’s in Florida looking at sites. He’s in Tennessee looking at sites. But he is so charged up and so excited about this opportunity to grow something national. And I mean, he’ll just – he’ll sing the praises of our program, like how we transformed his life, you know. And, Stone, I can spend five hours, example, example, example, example of people who have gotten huge promotions and will come back to me and say, this is solely because of this, and give me concrete examples.

Tom Devaney: My favorite, I’ll be quick. My favorite here is we had a student years ago, and she worked for a Fortune 500 company, and annually during the capital budgeting process, directors – she was a director – pitch what they want, capital investment-wise, in a forum with the CFO there and other leaders. And she got up and she pitched. She was running a call center and she pitched some big capital budgeting needs that she had. But she took it a step further because this happened a few weeks after her class with Capital Budgeting.

Tom Devaney: So now, she knew all these metrics so she did net present value, economic value added, ROI, you know. And when she was done, the CFO came up to her and said, “Wait a second. You were supposed to just present the ideas and what have you, and my finance department crunches all these numbers. How do you even know how to do that?” And she said, “Well, I’m finishing my Executive MBA.” Well, guess what, in about a month she was an executive vice president from a director.

Stone Payton: Well, certainly more individuals that are serious about pursuing this type of path need to know about this program. But who else in the community needs to know about this? Talent development people in middle and large-size organizations? Who do we need to get the word out to, and who do we need to have conversations with so that they understand what we have here?

Tom Devaney: Yeah, the talent development of big corporations, they don’t necessarily want to take alliance to any particular program or what have you.

Stone Payton: Okay.

Tom Devaney: You know, there’s great programs in Atlanta. I think ours is the best, obviously, but –

Stone Payton: Well, of course, it is. You have your own radio show. You got to be.

Tom Devaney: Yeah, but, you know, there are great opportunities and – but our alumni network inside those organizations is what becomes pretty powerful.

Stone Payton: I bet. Yeah.

Tom Devaney: Because, you know, if I’m your boss and you’re aspiring to get a promotion and you don’t have an MBA and you go talk to your leader, and, yeah, KSU’s EMBA program’s wonderful, you know. So our alumni is our strength. And that is our main recruiting tool.

Stone Payton: Okay.

Tom Devaney: Okay. It would be great if in the past – we ran this program solely for AT&T in the past, for many years before they – before AT&T was –

Stone Payton: Yeah.

Tom Devaney: And we did a doctor’s one many, many years ago. Okay. If we had a couple of the large Fortune 500 companies in Atlanta, talent development people identifying their high achieving individuals or high potential individuals and referring them to the program would be awesome. But we do it by doing what we do. Do it well, and let it speak for itself.

Preston Davis: I will say, though, that we did start where we are happy. Like, again, Marko and I or another faculty member will do kind of, I hate to use the term, the lunch and learn just because it’s overused, but we’ll come, we’ll come on the property.

Preston Davis: So like, hey, if you’re Home Depot and you can’t take a stance and say, hey, this program versus that one, well, don’t take that stance. But hey, how would you like, you know, a few professors from a great university come over and teach about, you know, giving and receiving feedback in the workplace and the most effective frameworks for that, right? Like, we can do that. And I think that’s a great way to maybe get in.

Preston Davis: So whoever’s over that, whether it’s the talent management people whatever, say, “Hey, wouldn’t you like a free opportunity to get, you know,” because I think every, every organization always is looking for leadership development or just employee development. We’ve done it a few times for some small organizations. It’s not like you have to be some Fortune 1000, right? I mean, you know, if we can get a couple dozen people or even a dozen people in a room and have a meaningful conversation where there’s a lot of great learning going on, I mean, that’s one.

Preston Davis: I think I’ve always looked at it from my perspective of, hey, we get paid by the university, right? These are more or less state funds. And so it’s our way of giving back to the community and saying, “Look, we’re here to support you.” This isn’t like, “Hey, you need to pay us some huge consulting fee to come in and do this.” No, this is in our capacity as conveyors of, you know, the University System of Georgia to provide some kind of free education and knowledge to, you know, help maybe fix something that’s going on in your business, right, and help certainly help develop people.

Stone Payton: I think that’s a marvelous idea. And I think that that’s a win for everyone involved, even people in the room who may not be even considering pursuing an executive MBA, but that provides value for everyone.

Stone Payton: So before we wrap, and I’ll start with you, Marko, but I’d love for all of you to to tap in on this. If we could leave our listener, particularly the listener who is beginning to entertain the idea of pursuing an Executive MBA or advancing their career, let’s just leave them with, I call them, pro tips, you know, just a couple a little bit of practical advice, I don’t know, maybe some do’s, maybe some don’ts, maybe something to read. But let’s leave them with a couple of pro tips as we wrap.

Marko Jocic: Oh, the biggest one I can say is just get it done. Do it now. Do it fast. Don’t wait. Don’t hesitate, you know. There’s no time like the present to take control of your life and take it to that next step.

Marko Jocic: And, you know, as dedicated faculty, we’re here to help you professionally, but also personally. You know, Tom can help you with your personal investments for sure. He definitely helped with mine, you know, through the program, just learning as an innocent bystander.

Marko Jocic: So, you know, take the plunge, don’t wait. Get it started, put in the effort, and it’s amazing the benefits you’ll get out of it. It’s one of those degrees that this is not just a piece of paper that you have on your wall. This is something that you will show every single day in your career on how it made a change in your life. So I say, just take the plunge.

Stone Payton: Got it. Preston?

Preston Davis: Yeah, I like it. That’s the one I would use is, you know, the stealing, the stealing, from Nike, right? Just do it.

Stone Payton: There you go.

Preston Davis: And, yeah. And so I second that wholeheartedly. And I think my point to this would be, is that obviously we want you to come to our program. But just in general, I think getting to, you know, a little bit more formal, formalized education, you know, as we all grow and grow older, I think it’s really, really critical for a lot of different reasons. And I will just say in terms of whether it’s some level of wisdom which I have very little of or just encouragement, is that anything worth doing is going to be tough, right?

Preston Davis: And I always joke that, right, you can’t have fire without friction. And so my thing is you do it and know that it’s going to be hard. And the beauty of it is that it is hard, right? That means you’re actually going to get something out of it. If you’re in a program and it’s just too easy, then you’re not doing enough. You’re not challenging yourself enough. So if you get into a program, and you should, 100%, I believe there’s really no bad way to go here. Just make sure that you’re creating that friction so that you do grow.

Tom Devaney: Yeah. Again, I would be third in line to say just do it because that is the most common thing we hear. Someone will interview, they’ll get accepted and something will happen and they’ll say, “Well, I’m going to wait till next year because I just got a promotion,” or, “I’m going to wait till next year because my wife’s pregnant. We’re going to have a baby.” Okay.

Tom Devaney: And we have people in our funnel, that have been in our funnel for four or five years, and they’re still actively talking to us. It’s not like we’re harassing them. You know, they’re actively talking with us, but it’s four or five years. They would have already had their return on investment and moved well ahead, okay, and gotten out of the way before those kids got a little bit older. And now they’re playing sports. And you know we’re a weekend program and you’re running them all over the place. You know, the quicker you get it done, you know, the better off you are. Number one.

Tom Devaney: Number two, my next thing and that’s already been harped on is just to be a lifelong learner, you know. And Preston said, you know, said that hey, if it ain’t here, get it somewhere, okay? Just don’t get stale, okay? The world is moving fast. We got to be on top of it. We got to stay current. We got to be relevant. Right? Just be a lifelong learner. If it’s in our program, great. If it’s somewhere else, great. Okay. Just don’t sit around and let the world pass you by because it’s going to happen. Yeah.

Stone Payton: Nicely said. All right. So what’s the first and next step for someone who does want to pursue this? Is there some sort of information-gathering process?

Tom Devaney: kennesaw.edu\emba. We have dedicated business development recruitment people who you will get ahold of when you follow that link. We are still enrolled for this fall that will start in September. The last day of this month is the deadline. Otherwise, you’re out another year.

Stone Payton: So do it now is real advice.

Tom Devaney: Do it now or we’ll see you in the cohort we’re recruiting in 2026. We’re going to – we’re going to kick off in October. We’ll have orientation in September. We’re going to kick off in October. By the way, we kick off at a very nice resort where we’ll be at Callaway Gardens for four days and get that team going right off the bat.

Stone Payton: It sounds like a remote broadcast opportunity to me. Marko, what do you think?

Marko Jocic: I think it’s a great idea. The international residency is quite nice.

Tom Devaney: Yeah. Yeah.

Stone Payton: Oh, gentlemen, this has been marvelous. I’ve learned a ton. I’ve thoroughly enjoyed the conversation. Your enthusiasm, your expertise, your insight, your perspective are incredibly valuable for the purposes of this conversation but I know for our listeners as well. Please keep up the work. You guys are doing incredibly important work, and we sure appreciate you.

Preston Davis: Thank you.

Tom Devaney: Thank you.

Stone Payton: All right, until next time. This is Stone Payton, from our co-host today, Tom Devaney, and our guests, Marko Jocic and Preston Davis, and everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: Executive MBA Program, Kennesaw State University, KSU

BRX Pro Tip: For Your Next Networking Event

August 12, 2024 by angishields

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BRX Pro Tips
BRX Pro Tip: For Your Next Networking Event
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BRX Pro Tip: For Your Next Networking Event

Stone Payton: [00:00:00] Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, let’s share one of your best tips. Let’s give the listeners a tip for their next networking event.

Lee Kantor: [00:00:14] Yeah. You know how much I love networking events, so, you know, I created this business so I wouldn’t have to do a lot of that. And one of the gifts of having a Business RadioX studio is when I go to a networking event, I don’t have to have an elevator pitch where I’m just talking about my business in that 15-second little chunk.

Lee Kantor: [00:00:38] So, what I’ve done is I traded that elevator pitch for what I like to call a value assessment conversation starter. And that’s not that rehearsed generic paragraph that I just spew out to anybody who asks what I do. When somebody asks what I do, I say something like, “I founded Business RadioX. We help our clients build and nurture relationships with the people who are most important to them.” And then, I’ll ask them, “Who are the people you need to know to move the needle in your business?” So then, once I’ve explained kind of generally how we help our people, I ask them, who are the people most important to them? Now we’re having a conversation. Now we’re talking about a problem that they’re probably having and the solution that I know I can deliver on helping them solve.

Lee Kantor: [00:01:26] So, that’s how I approach a networking event. Rather than just kind of talk specifically about what I do, I try to use that as an opening to get them talking about the problem they’re having so we can see if they’re a fit and we might be able to help them solve their problems.

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