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

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio is my pleasure to introduce you to my guest today, Michael Smith, partner at Fortium Partners, a transformative, award winning global business and IT executive known for helping organizations use technology as a catalyst for growth. With a proven track record across multiple industries, Michael has led companies through digital transformation, implemented strategic systems that drive profitability and efficiency, and build the kind of leadership teams that keep organizations innovative and competitive. Michael, welcome to the show.

Michael Smith: Thank you. Thank you for having me on.

Trisha Stetzel: Yeah, absolutely. So I’d love for you to tell us a little bit more about Michael.

Michael Smith: Yeah, I live in Kansas City, so I don’t know if you can see my picture behind me. So that is the Chiefs Kingdom flag. So, uh, looks like an American flag, but it’s the chiefs kingdom. Um, my oldest son, when he was in high school, his friend was, uh, did a lot with woodworking. And so, uh, one of the Father’s Day, probably 5 or 6 years ago, um, his, uh, he coordinated for his friend to build that for me. And so, uh, so. Yeah. So I always enjoyed it. You can see my office. There’s a lot of Chiefs memorabilia around there as well.

Trisha Stetzel: We’re not going to talk about their season, are we? I’m just teasing.

Michael Smith: Well, they’re doing much better now. And so, yeah. So they didn’t start off well but they did a lot. They’re definitely coming on strong. So hopefully we get another chance at the Super Bowl. We’ll see.

Trisha Stetzel: Yeah absolutely. Well there’s there’s uh some good notable players on that team just say yes. All right. So Michael likes football.

Trisha Stetzel: Yeah. And and a few goodies hanging on your wall.

Michael Smith: Yes. Yes. And I’ve been in the IT industry almost 30 years. Um didn’t start my career in it. So my undergraduate degree was in criminology with an emphasis in, in criminal profiling from my major. And my minor was in communications. And so I was actually on my way to the FBI in behavioral science, uh, being a behavioral scientist. And at that time the the famous movie was silence of the lambs with Jodie Foster, and she was a behavioral scientist, uh, with the FBI. And that’s what I wanted to do. And, uh, being young and not very wise of the world, I didn’t realize that you couldn’t apply directly to the FBI from college. You either had to have prior military experience or three years of civilian work experience. Uh, and the reason why is if the FBI is going to hire you, they’re going to do a background check. And to the US government. You do not exist as an individual in the country until you have filed tax returns yourself. And so as a dependent, um, of my parents, the government doesn’t really recognize that you exist, uh, unless, you know, you’ve been arrested or something. And of course, that’s going to eliminate you from being in the FBI to begin with. And so so, yeah, I was on my way there and realized, okay, well, I interviewed with them. They definitely were excited about bringing me on board, but they said, you need to go and find someplace else to work. Uh, and I graduated in 93 from college. And so, uh, they said, hey, in the next 3 or 4 years, we’re going to have a mass exodus of, um, agents that are going to retire and be a perfect time. So come back to us. So now I had to find another job, right? And so I ended up finding myself at a bank and working in more of their automated clearinghouse to kind of look at fraud detection.

Michael Smith: So if large financial transactions were coming in and then money was being disbursed to a lot of accounts. That would sometimes be a red flag for money laundering or embezzlement of some kind. And one of the banks that I worked at, they had a As 400 mainframe system with an OS two operating system, and you may not know what that is unless you’re in the IT industry. Uh, and that administrator would drive in 2.5 hours to work on an issue that would take them about 30 or 45 minutes and then have to go back to the corporate office. And this was before remote diagnostics tools were available. So, uh, one time when they were there visiting, I said, look, I don’t have a clue what you’re doing, but maybe give me a call. And, uh, you can walk me through it, even if it takes an hour or an hour and a half. It saves you five hours on the road. And, uh, they like the idea. And so we did it. And after a few times, it was like. This was not what I was expecting it to be like. And I think the whole reason I was drawn to criminology around the whole idea of analytical and investigative and troubleshooting, you know, if a crime has been committed, you know, finding out who committed that crime. Uh, it was the same thing that drew me into it. So I ended up going back to school and, um, ended up being in the IT industry. And I look back and I couldn’t imagine being in any other industry in it. Absolutely love it.

Trisha Stetzel: Wow. Talk about remote it service. Yes. Beginning.

Michael Smith: Yes, yes.

Trisha Stetzel: Wow, what a great story. Thank you for sharing that, Michael. I love to just take a little bit of a swing to the left and talk more about 40 and partners, so tell me more about that.

Michael Smith: Yeah. So 40 has been in business for almost 12 years. Um, they are now the largest technology leadership as a service firm in the United States. And they support thousands of clients across the US and Canada. And what they provide is executive technology leaders. So if your company suddenly, um, have your CIO, which Chief Information Officer, CTO, Chief Technology Officer, or CISO, Chief Information Security officer, uh, has either decided to leave the organization and go someplace else, or they’ve been asked to leave. Um, then 40 will be brought in to kind of fill the gap and, uh, and play that role, uh, while the organization is trying to find their permanent replacement. And we partner with a lot of, uh, recruiting firms across the country, large and small, uh, to, to find who that permanent person is. But we are running the it function for the company. Everything from IT strategy to implementation to overseeing projects to driving the creation of technology roadmaps. Everything that a CIO, CTO, or CISO would do in an organization. But for our smaller and mid-sized companies, um, they may have not reached the point where they’re large enough to have a full time technology leader. So they also utilize us in the fractional space so that we can provide fractional services. Um, again, CIO, CTO and CSO and then our fastest growing segment of our organization is private equity firms. So PE firms will bring us in to not only help with the due diligence of an acquisition around the technology footprint, but also the post acquisition, integration of that, of that environment that they purchased to integrate into their environment or their portfolio of companies.

Trisha Stetzel: Wow. Very interesting. I have so many questions. Uh, first one, I’m trying to gather all my thoughts here. Um, tell me about your transition from. So you were a very, uh, what I can see as a technical person, you wanted to go into the FBI and problem solve, and then you were in it and problem solve. How did you transition from that technical role to actually leadership or technology leadership?

Michael Smith: Yeah, it actually goes all the way back to my first job in it. So after I went back to school and I was hired and this company doesn’t exist anymore, um, even the subsidiary doesn’t exist anymore. But there used to be a company called sprint PCs, and this was a subsidiary of sprint, which now is owned by T-Mobile. But sprint PCs was really the first, um, company that developed the CDMA technology, which is what cell phones use and communicate with. And so they started this company. And of course, sprint being headquartered in Kansas City. Pcs was headquartered there. And I started at the entry level of it in help desk and desk side support. And, uh, and I wasn’t an employee of sprint PCs. I wasn’t even a contractor. I was a subcontractor. So editors, which was the company owned by Ross Perot? Uh, many people remember him. Uh, he owned editors and editors, was the prime contractor for sprint PCs to build their nationwide infrastructure network from an IT perspective. And one of these subcontracting firms I interviewed with and got selected and was hired on to be a subcontractor. Well, about three months into that particular engagement, um, because I was supporting a lot of individuals in sprint PCs, I also had an opportunity that I was working in the corporate headquarters of PCs. So the CEO was there, the CFO was there, and the CIO was there as well. And, uh, one day, on a dare to myself, I reached out to the CIO of sprint PCs and asked if I could take some time to meet with them, and that I was new to the IT industry, but I ultimately wanted to do a role similar to what their role was, uh, in my career.

Michael Smith: And I wasn’t expecting to get a response back because not only was I not an employee, but I wasn’t a contractor, I was a subcontractor. So I was kind of like really Very low on the totem pole. Right? And there wasn’t a lot of reason for that particular person to meet with me. Well, not only did they reach out to me and schedule 30 minutes on their calendar, but when I went to meet with them, our meeting ended up lasting two hours long. And he had all this wealth of information he encouraged for me to go back to school and get my MBA. I did that and went in 2006, got that in 2008, and had all this advice for me of how I could position myself in my career to ultimately become a technology leader. And, uh, and now I’ve served as a CIO and three different companies, um, even before I joined 40, um, partners. And, uh, so, you know, when I think about that type of leader that I met with early in my career, um, I walked out of their office thinking, that’s the type of leader that I want to be. I want to be able to mentor the next generation and to help the next generation. Because they didn’t have to spend that time with me, and especially two hours worth of time. That really just changed, um, my entire career and probably even my entire life. And so, uh, so no, it was, uh, it was it was really it was a great experience. And so I’ve always tried to be that type of leader as well, with many people that work for me and work with me.

Trisha Stetzel: Yeah. Thanks to all the leaders out there. Shout out to those of you who are mentoring others behind you. That’s how we make workplaces and even the world a better place to live, right? Uh, is by doing that mentoring. So before we go any further, I know people are already ready to connect with you, Michael. So what is the best way to connect with you? If they have questions or even just want to follow the information you’re putting out there?

Michael Smith: Yeah. The easiest way is to email me and my email address is Michael. So m I c h a e l Smith. Uh, very common name Michael Smith. Right. So Michael Smith at 40 Am Partners.com. And that would be the easiest way to get Ahold of me. But you can also go out to 40 and Partners.com and learn more about the organization. Uh, the interesting thing with 40, um, with them being the largest of their type of, uh, company in the industry, is that if you’re going to work as I do with 40, you have to have been in the IT industry at least 20 years. You had to have served as a CIO, CTO or CSO in at least two, if not three or more companies. Uh, and what clients are actually receiving is very experienced executives that can hit the ground running. Um, because a lot of times, if, again, a technology leader has left, uh, specifically if they’ve left on their own, uh, and taken on other opportunities, it’s jarring to the company. And so now they’re having to figure out how do we backfill this particular position. And on average, for those types of executive positions. It could take 6 to 9 months to find someone, bring them in and then be able to get them up to speed. And just having that insurance policy of being able to reach out to 40 and having an experienced executive that is being brought in specifically for that purpose, and then helping the company also find who that right candidate is. And again, we’re not a recruiting firm, but we do work with a lot of recruiting firms. Um, but it just provides a lot of stability for the organization in those significant times of transition and change.

Trisha Stetzel: Yeah, absolutely. Okay. So you guys, the best way to connect with Michael is through email. And 40 is spelled f o r t I u. And it’s 40 m partners. Okay. Over here Michael you mentioned the fractional work that you all do as well. So for my midsize business owners and leaders that are out there listening, can we talk a little bit more about this fractional role? First, explain it so that people understand what it is, and then how these midsize, small to midsize businesses can actually benefit and grow from having a fractional person in their leadership.

Michael Smith: So, so the concept of fractional leaders has been around for probably 35, 40 years. It’s been more traditionally on the CFO or the chief marketing officer, the chief revenue officer or chief sales officer. Um, those types of executives have existed for a long time in the IT world. That’s probably only started to come into the industry in the last 10 to 15 years. So it’s still relatively new. Um, but the whole concept of fractional is that at least working with 40, um, you’re bringing in an executive level, very highly experienced technology leader into a company for as little as four hours a week to as much as 24 to 32 hours a week, right? I mean, you get above that 32 hours a week, you’re most likely getting a full time, uh, in terms CIO, CTO, or CISO, but it’s just that flexibility that the organization may have not grown enough, or they’ve been rapidly growing, and now suddenly they need to have that technology in place. But they’re not, um, at a point where they can afford a full time person then bringing in that fractional person that, again, can work a small amount, uh, with that organization on a weekly basis. Um, it just creates that flexibility. It’s very, uh, cost, um, you know, beneficial to an organization because, again, they are getting, uh, an executive that has come and has done this type of job many times at some of the largest companies in the world. And so it’s a very valuable asset for those companies.

Trisha Stetzel: Yeah, very exciting that these small to mid-sized businesses can take advantage of having someone like that in their business, even if it’s just for a temporary amount of time. Right. Um, as a fractional. So how do we you mentioned cost, and it makes me think about how most of us in business think of our IT department as being a support function. Right. Or a cost center where what you’re really presenting today is the idea of having a strategic partner in this space. So tell me more about your ideas on that.

Michael Smith: Yeah. Um, I would say in majority of companies and the only industry that might vary slightly would be in manufacturing. But in a lot of industries, the second highest cost for any company is going to be it technology costs, right. Second only to personnel and the people side that’s running the company and operating the company in manufacturing. Um, your inventory might end up being your second largest cost, followed by, um, it. Right. So no matter what, in every industry, at least the second or third highest cost is going to be the technology investment. And unfortunately for many companies, right. It’s one of those things that’s looked at as a cost center. Right. Well, we it’s a necessary evil. We need this technology to operate the organization. Um, but many companies may be surprised that the great equalizer in any industry is the strategic use of technology, uh, of being able to really make sure that the technology you’re investing in is exactly the right technology you’re needing for your organization, but also developing that roadmap, because every company that’s a successful company has built a 3 to 5 year strategy. Where do we want to go as an organization? Uh, and then being able to take the technology strategy and overlay it across that corporate strategy to really make sure that you’re getting the biggest bang for your buck. That if you’re investing in technology, make sure it’s the right tools and the right technology for what you’re ultimately trying to accomplish. And many companies, again, look at technology as it’s just an operational thing, but in reality, it needs to be treated as a strategic asset that it is really going to drive productivity efficiencies, profitability, um, growth for a company. Technology is going to be that centerpiece. And, and there’s a lot of companies that just don’t take advantage of that strategic asset.

Trisha Stetzel: Yeah. And not treating it strategically, we find ourselves with all of these shiny objects and all of these things that we need to go buy and implement, and we often find ourselves in trouble because we haven’t thought about it in a strategic manner. So I’d like to shift a little bit to just talk about AI. It’s a big topic, right? Um, AI and ML machine learning. And what advice would you give listeners, um, or even leaders about evaluating and adopting these technologies without falling into that shiny object trap?

Michael Smith: Yeah. Um, well, first of all, AI and machine learning has been around since the 1950s, right? All the way back to the mainframe technologies. It’s been there. What’s different this time around is more the front end side of AI, and it’s what we call generative AI or genetic AI. Um, and that’s where you’re you’re putting the power of AI into the consumer side of, of those that utilize it. So that could be ChatGPT that could be Claude, that could be grok, um, those particular tools. Um, and it has transformed for a lot of companies of being able to drive opportunities to really streamline and create efficient business processes within the organization. The challenge is, is AI and machine learning is no different than any other technology innovation. If you don’t have a strong business case and a business reason to adopt it, you’re going to invest a significant amount of money and time, and you’re not going to get a true ROI off of that investment. Um, in my industry. And I will will apologize to companies out there in my industry. And a lot of service providers are selling the hype and selling this concept of FOMO, fear of missing out.

Michael Smith: And you’ve got to jump on the AI bandwagon or you’re going to be left behind. Um, but don’t fall for that type of, uh, trap. You still need to understand what is the business reason of why you need to implement it. And I’m I’m telling you, AI and machine learning are very powerful tools and can really change the trajectory of an organization. But you’ve got to start with the same reasons why you brought other technology historically into your organization. What is the business reason and what’s the business case? And then if you do that, you will you will reap the benefits of the investment that you’ve you’ve built into that. Um, but but that would be my advice is make sure that you’re, you’re working with trusted partners. And again, Fordham is one of those partners that we do a lot around the strategy of how AI can really transform your organization. Um, but just don’t don’t fall, you know, both feet into the hype and invest significant amounts of money without really understanding and studying what your organization needs as it relates to AI and machine learning.

Trisha Stetzel: Yeah, absolutely. What great advice. So shifting that into the people space, like I think with the speed at which we’re seeing all of this technology, it becomes a leadership challenge. And, uh, cultivating new leaders who come behind you. You mentioned mentoring earlier in our conversation. Why is mentoring or mentorship such a critical part of bringing the next generation of technology leaders and executives up?

Michael Smith: Well, I think, uh, first and mainly is the fact that if you as a leader look into your career, chances are there was someone that took a chance on you at some point to give you that opportunity to lead. And if those individuals weren’t there in your career, you may have not had the opportunity to propel your career into leadership opportunities. And sometimes we get we get stuck in our day to day activities, right? And we forget that there’s another generation of individuals coming up. And a generation after that generation that’s coming up that those are the future leaders that when we as current leaders hang up our cleats and we’re done with our career and we retire. Those next generation of leaders are going to take that mantle and move on forward and hopefully, you know, do even greater things than what we were able to accomplish. Um, but that only really comes into play when we have individuals and leaders willing to mentor in the next generation and to pay it forward and to really, um, have an opportunity to take our wealth and our knowledge of what we’ve learned in our career and to be able to share that and invest that in the next generation, because someone did that for us when, uh, when we were early in our career as well.

Trisha Stetzel: I heard another footballer when we hang up our cleats. I’m just.

Michael Smith: Yeah. There you go.

Trisha Stetzel: Uh, okay. So, Michael, talking about mentorship, what is you’ve told us about you being mentored. Give me your favorite story about someone that you have mentored at some point in your career.

Michael Smith: Yeah, well, there’s a great organization out there. And again, this is more in the IT circles. But they’re called tech. And they are leadership development company for um mid and senior level um director level leaders in it that their goal is to be able to advance to become a CIO, CTO or CISO. And I’ve worked with them for a number of years, and I’m a mentor with one of them. And so when individuals come in and enroll in the program, then they’re assigned a particular leader that’s going to work with them during that six month period that they’re in that leadership development program. And it’s, um, again, technology leaders across the country and around the world that that participate in this. And I’ve done this now for 4 or 5 years and, and two years out of that 4 or 5 years, I’ve, um, received the Excellence in Mentoring Award. And what that means is that those that had that I had had the opportunity to The mentor had nominated me to receive that type of award because it made a significant impact in their career. And just being able to enhance the, the, the results of what they wanted to get out of that leadership development program. And so, so, I mean, I take a lot of pride in that. Um, but I always go back to early in my career with that CIO that did not need to spend any time with me, and they did that. I walked out of that office. Like I said, I want to be that type of leader when I become a leader, a CIO like this individual. And, uh, and so, yeah, I think every time that I mentor someone, I get more out of it than, than probably what that individual has received from me. And so it’s, it’s just a it’s a great opportunity to really invest in that next generation.

Trisha Stetzel: Absolutely. We all learn from each other. It’s not ever just a one way. I don’t think, uh, I love mentoring others in my space as well As we get to the end of our conversation today, I’ve got one more question for you. Um, as we’ve seen, you’ve spent your career helping organizations grow smarter through technology. This is the space that you love to play in. If you could leave our listeners today with one piece of advice about leading through change, because we know technology brings lots of that and using innovation to create real impact, what would it be?

Michael Smith: Um, I did a, uh, it was probably a podcast, probably 7 or 8 years ago that I happened to just come across when I was going through my LinkedIn profile. And you know, how in LinkedIn you can kind of, um, store some of your past things where you can kind of reference. And I just happened to come across this one in the podcast was called Lead With Boldness. And in that and the title of that podcast came from something that I had said during the podcast message and they thought, hey, this is a great title for this particular podcast, but I would encourage the, the, the business leaders that, that are listening to to this podcast. Lead with boldness and lead with courage. Right. Because when you think about change, change an organization is the the most anxious, um, concept that happens within companies, right? And there’s never a time that change doesn’t impact people, right? And people sometimes fear change because the fact that they’re used to how things work. And now technology is brought into the organization and it’s changing things. And I think there was, uh, one concept where people say, you know, my cheese has been moved, right? And so it really upsets my cheese.

Speaker5: Yeah, exactly.

Michael Smith: It really upsets people. Um, but what leaders need to really do is to lead with courage and with boldness, because it’s going to create a sense of calm, uh, in the sense of chaos, right? That happens with change. Having that bold and courageous leader is what’s going to really calm the storm and let people know that everything’s going to be okay. Right. And this is going to be a good thing. And and we’re going to get through this together. And it all comes down to that leader and their ability to to manage change and again lead with boldness and with courage.

Trisha Stetzel: Yeah, absolutely. And have a strategy. I learned that from you today too, which is very important. Michael, thank you so much for joining me today. This has been an awesome conversation.

Michael Smith: Well thank you. I appreciate you having me on.

Trisha Stetzel: Yeah. You bet. All right. One more time for the listeners. What’s the best way to connect with you.

Michael Smith: Yeah. So again email Michael Smith at partners.com. Or you can go out to Fordham Partners.com to learn more about the services that we provide to companies large and small across the country.

Trisha Stetzel: Yeah, fantastic. And you guys, as always, I’ll have this in the show notes. So if you’re not driving, click on over and you can connect. If you are driving, please wait until you get home and then you can grab those in the show notes. All right. My favorite friends. That’s all the time we have for today. If you found value in this conversation that I had with Michael today, please share it with a fellow entrepreneur, a veteran or a Houston leader ready to grow. Be sure to follow, rate, and review the show. It helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

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

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. It is my pleasure to introduce you to my guest today, Michael Dodsworth, founder and CEO of Fanfare, a platform that helps brands turn product launches, events and collaborations into unforgettable experiences. Michael and his team are redefining what it means to launch something in today’s attention economy, helping companies not only create buzz but capture real, actionable insights that drive loyalty long after they drop. So sneak peek into things that we might be talking about from ticketing and retail to live events and brand partnerships. Michael’s journey has taken him through some of the most high stakes, high pressure corners of commerce, including launch disasters, sold out moments and everything in between. His mission, with Fanfare, is simple but ambitious to make every product launch feel like an event fans remember and brands can learn from. Michael, welcome to the show.

Michael Dodsworth: It’s great to be here. Nodding along to my own intro. It’s a good sign.

Trisha Stetzel: Well, I’m so excited to have you on the show. So Michael, tell us a little bit more about you.

Michael Dodsworth: Uh, so I, as you can probably tell from the accent and not from around these parts, uh, Fanfare is based in LA. I found myself on these shores through all kinds of different forks in the road. Uh, but started life in the north of the UK. Uh, became an engineer pretty early in life. A software engineer. Um, my brother brought home a Commodore 64, and that was me hooked. And since then, I’ve been building software. I’ve been building platforms. Uh, found my way into San Francisco through an acquisition of a very small company and had the opportunity to work in amazing places with amazing people and on issues of scale that I think is pretty rare and unique and has helped kind of build this appreciation for these, these moments, uh, these launch day shenanigans that we all see. Um, but these surges in traffic, the bots, the bad actors, like these are all very, very gnarly technical challenges to try and get your arms around. And we don’t see we don’t see a lot of brands and vendors, even even people with lots of resources been able to take those on. So that’s that’s kind of the, the, the origin of me. Uh, the origin of Fanfare really came out of just frustration as a consumer, having spent my life loving going to live events, going to festivals, and Struggling every single time to get tickets. It’s just incredibly painful and it’s a pain that we all share. Like everyone has their their bad moment like it may be.

Michael Dodsworth: You know, you sat in line for four hours, for five hours, and you saw all the tickets vanish onto the secondary market. But maybe it’s, you know, you booked tickets to the US open, and when you turned up, the tickets were not valid. They were illegitimate tickets. Uh, so I’ve, I’ve heard all kinds of stories, uh, on that spectrum. I’ve felt a lot of that pain. And, uh, I set out at the start of, uh, when was this? This was 2016. Uh, we started a company rival, which, as the name suggests, is going after the likes of Ticketmaster and so on. And we really wanted to provide some competition. Uh, we felt like there really needed to be a better way for consumers to do this. You quickly realize that it’s not just the consumers, it’s the people on the other side of the fence, the teams, the promoters, the artists are also having horrible moments when things go on sale. Uh, and we we built this platform, uh, it was looking good. And when we were at the start of the pandemic, uh, rival was scooped up by Ticketmaster. And that kind of I was hopeful that this would allow me to solve for these frustrations at a larger scale. But that’s not how things turned out. So I ended up just, uh, being frustrated that these problems weren’t being solved and starting my own thing to to go after this.

Trisha Stetzel: Okay. All right. So in the vein of Ticketmaster, uh, or beat them at their own game, what lessons have you learned with the experiences as you’ve moved through this journey with Fanfare?

Michael Dodsworth: Yeah, I think, uh, we, I mean, we had all of our values on the wall, and one of them was, uh, respect the problem, solve it simply. Uh, the more we spoke to team owners, to promoters, to venues. The realization of all of the complexity of what they’re doing, just managing these venues is incredibly complex. Working around the seasons of all of the different teams, the sports, the artists like, it’s incredibly, incredibly difficult what they do. And it’s not something that you can just stand up a platform that does something very simple, and they’re going to be able to do their day to day. So that was one, um, it was interesting learning about the the different incentives that different people have in the ticketing industry. You know, I think, uh, and, and often at cross-purposes. Uh, so we really wanted to slow the process down and make it more deliberative and more more careful and so on. But the promoters want to say, you know, sold out in 50s. Right. And so you’re kind of thrown at odds in all kinds of different circumstances. And I think that’s the source of some of the frustration that people feel when tickets go on sale. And there’s there’s only a small sliver of tickets available.

Michael Dodsworth: That’s often because the teams have kind of passed off risk by giving tickets to brokers and third parties and so on. So there’s a lot, I think, at play there. Um, and I think one of the really important, like, um, things to learn from the teams was they, they were they were all trying to create moments. They weren’t just trying to sell tickets. They were really especially the the really forward thinking teams were trying to think about ways that they can really create fandom and really go after, you know, creating experiences that people will remember. Well, uh, good experiences, like the moment they took their kids to see their first baseball game and what could they do to try and elevate those experiences? Like, could they offer them, like a better seat if they knew that this was their first time, could they try and get them back in to the venue if they knew that? These people are kind of on the cusp of becoming lifelong fans of the Dodgers. Say, uh, so these are, I think, interesting realizations. Like, they’re really thinking about how they can, like, create something that’s memorable and they just didn’t have the means to do it.

Trisha Stetzel: Yeah. The client journey, that’s what’s really bubbling up for me, right? This whole client journey. So you started your story with being on the other side as a patron, trying to buy tickets, and now you’re on the inside working with the teams who are trying to create moments. How did you at what point did you realize that it wasn’t just about selling the tickets, it was about these moments that these teams wanted to create for these families or people who were just buying tickets?

Michael Dodsworth: Yeah, I think it was it was more just reminding me Of. Like what? What memorable moments have I taken? Like, why am I a fan of a particular person or a particular brand even? And it is often these kind of special, special experiences that we share. Right. I think, um, you know, I can remember my first football game. I can remember a rugby game, uh, rugby final. Like, these are like memories that really stick. And, uh, I think hearing the teams talk about what they wanted to do and thinking, like, living in that, you know, the, the, the mind of the family going in and having like, special treatment and like, merch given like all of those things I think would just have created an amazing experience for me. Um, I think Covid taking that away also reminded me how much I missed those experiences. Like being around people, been around groups of people who all like, commonly share in something. I think I really missed that. And, uh, yeah, I think that reinforces me how. How important these, these opportunities are for teams, for artists, for for brands. Even so. I think that’s that’s where it came from.

Trisha Stetzel: Yeah. So there’s so much noise out there, Michael. Just so much noise. And we’re all bombarded with so many things that are going on. So how does Fanfare cut through the noise and really create this moment or this journey for the client?

Michael Dodsworth: Yeah. What we’ve seen is like, why the noise gets created is often because the brands have very little information or understanding of what works, what doesn’t work, so they end up just bombarding people. Like my inbox is filled with, with the only one.

Michael Dodsworth: Absolute like I, you know, I have just kind of carved out an inbox over there that I just occasionally look at. Um, just because they don’t know what channel works, they don’t know how often they don’t know, like what’s really going to move the needle with people, what’s, you know, what’s important to people and so on. So I think without all of the, the information and the the ways of using that information, they just kind of scattergun approach it. And that’s what we all feel like when we see those messages go out. Uh, emails in particular. It’s because they’re just, you know, they’re trying their best, but they don’t really have any way of focusing. So I think for our brands been able to give them those tools. If you want to create an experience that’s special, you need to carve out some experience just for your VIPs or just for your, you know, loyal subscribers. And then you don’t want to send messages too often. The most effective way is to reach people is maybe the Friday before, maybe two weeks before. And here’s the channels that work with these people so that, you know, there’s there’s a very high signal to noise on the messages that the brands send out. So when people see a message from a brand they care about, they know it’s not just spam, right? They know it’s something important and they may want to look at. So I think that’s how we’ve tried to help brands with this, like provide them data so that they can make more focused decisions about how they reach people.

Trisha Stetzel: Yeah. So we’re moving from Michael, the patron, to Michael, the engineer businessman, making sure that we’re looking at the data. Uh, and I think that is so important. Um, as we get kind of to the middle of our conversation, I know folks are already interested in connecting with you. So would you give us the best way to find you and connect with you?

Michael Dodsworth: Yeah, I’m on LinkedIn. You can find me Michael Dodsworth. Uh, is my handle. But there are not many Michael Dodsworth’s in the world, thankfully, so you can find me pretty easily. Grab some time. I’m always happy to talk about this stuff if you have something coming up, if you know you have a launch coming up or something you want to get on sale, please reach out. You can also find us on Fanfare. Uh, we’ve been trying to produce articles and blogs, uh, some content around all of these releases. Whether they go well, whether they don’t go well. The to do’s, the the do not do’s of these kind of events and what we’ve learned from it.

Trisha Stetzel: Thank you for that. All right you guys LinkedIn Michael Dodsworth is the best place. That’s actually I think that’s how I found you. Or maybe we found each other on matchmaker FM which is a podcast matching. Right. Which is great to, uh, to go and meet some really cool people. Excited to have you on today. Can we do just have one little fun conversation around Taylor Swift, maybe? If there are any Swifties out there. Uh, all right, tell me the story.

Trisha Stetzel: How so? Tell me about switch to and the drop that broke everything.

Michael Dodsworth: Yeah, I mean, these these things happen so frequently. Uh, there’s the feeling I remember a friend reaching out after the switch to release and he said, I think this is part of the process when things fall over. Uh, I think this is deliberate, like it must be because it happens every time. There’s no way this is just they can’t scale to meet these requirements. And I’m like, no, no, no. They lost business when this happened, right? People went to Best Buy. It fell over. So they went to Walmart or whoever. So these are these are painful moments. And I’m kind of surprised still how often like if I need to find case studies of people who’ve had drops go badly. It’s a really easy dip into X or wherever you can quickly find people who’ve had issues. So, um, I mean, Taylor Swift, uh, everyone on the inside, I’m sure, saw that coming. Uh, you know, just a high volume on sale on Ticketmaster. These things, I mean, they go badly almost every time they happen. So Oasis shortly after that, Ariana Grande recently all had serious issues. I think in the Taylor Swift case, this was a presale that fell over. So not just in the general on sale. This was just her most loyal fans showing up excitedly to try and get Taylor Swift tickets.

Michael Dodsworth: And they’re met with just, you know, an error page or worse. Like they get their tickets and then they vanish. So, I mean, this comes from, you know, kind of an ailing platform like Ticketmaster has been doing this for a long, long time. And I would say, you know, having not invested as heavily as you would like on the technology side, um, having like scooped together all kinds of acquisitions and kind of glued them together. What you end up with is a system that, you know, when you really pressure test it, when you really put some, you know, put some people in there at high scale that it just falls apart. And that’s what you see with with Oasis, with Ariana Grande. Like all of these things just really challenge a platform that is difficult to now. Right the ship. Um, you know, I’ve worked at places where we’ve had platforms that have some years behind them, and it’s a real it’s a constant effort to make sure that they are current, to make sure that they can deal with the traffic volumes as they increase and to keep on top of things like bots and so on. So I think this is just, you know, it’s a difficult problem to solve. Um, but it’s it’s not something that you can kind of tack on after the fact easily.

Michael Dodsworth: It requires like a multi-year effort. And I, I haven’t seen that kind of effort from many platforms, uh, on in the ticketing industry, which is, I think, why rivals approach starting something new, knowing that these kind of traffic volumes happen, that you should prepare for them and you should build everything you do, uh, around those kind of events is where rival came from. And that’s what we’ve done here is just knowing that, you know, at the scale of 3 million Swifties, a lot of things can be put under a lot of pressure, and you have to be the platform that stays up around these things. So, I mean, I’ve been in situations where we’ve had outages, where we’ve had these kind of moments on the other side. It’s incredibly painful. It’s I mean, there was an outage yesterday from AWS. Uh, these things cause enormous damage. And as an engineer in those moments, there’s some scar tissue for sure, built up around those moments. Um, but it really is just been very disciplined about how you build and really keeping like this particular feature, this particular element of what you’re doing top of mind whenever you do it. So nothing really gets into Fanfare without it being fully, uh, Pressure tested to make sure that we can stay up.

Trisha Stetzel: Yeah. Okay. So now I’m. I’m wondering, like, business lessons from Michael. Like, what have you learned about doing business along this journey? From being a patron, taking your, uh, engineer skills, building the platform, staying ahead of the game. What have you learned about business on this journey?

Michael Dodsworth: I mean, I’ve had to learn a lot quickly. That’s the. That was actually one of the reasons for starting Fanfare is I felt like as an engineer, like I had the engineering chops, but there was a whole world out there that I was less familiar, that I was less comfortable with. And the most, the quickest way of getting there was to start something myself and really test myself in that way. So, I mean, I think realizing coming from an engineering perspective, like there’s always the focus on the product, like what it does, how it does it, and the quick realization that people don’t really care too much about that. They don’t care about the details. They don’t care about the amazing engineering you may have done to build some feature. Like, I see a lot of engineers who quickly jump into the walkthroughs and things like that. And it’s not about that. It’s about understanding people’s pain. Like what are they trying to do? Why can’t they do it and listen to how they’ve been going through the motions and what they’ve done to set this up? And what are they really trying to achieve from this? Because, you know, sometimes the answer is not your platform, right? Sometimes the answer is not the cool feature you’ve built. It’s, uh, you know, it’s really talking to to people and understanding what they’re doing. So I think that was a, an adjustment. Uh, like sometimes you think you’ve gotten there and then you, you know, you read your own notes, uh, you go back and look and you’re like, I’m, I’m definitely still talking about how the platform can solve a problem they’ve not talked about yet. Uh, so there’s some great material out there. There’s a book called The Mom Test that someone, uh, pointed me at. And I point people at, uh, generally it’s just, uh, a good way of kind of level setting on that and making sure that you really are getting the right answers. Uh, and not just trying to reaffirm something that you already believe and things like that. So I think that’s been an important lesson.

Trisha Stetzel: Yeah, absolutely. I think oftentimes we lean into all of the bells and whistles. Let me tell you about all these amazing things on my product or my service and the way it doesn’t make them feel anything. Right. Those don’t create an emotion. For some people it may, but it doesn’t create that emotion. And you, you talked about this at the at the top of our conversation around the journey and the moment. And that’s really what matters. That’s what people are looking for. And I love that. Fanfare is really focused on that. I think that’s amazing. Okay, so if it’s all right, I’ll switch gears just a little bit. You talk about the sneaker culture. Can you give me a little more insight on that?

Michael Dodsworth: Yeah. So I’m an aspiring sneakerhead. I have a large collection in my wardrobe that’s a little bit embarrassing when people come across it. Um, I think there’s a lot people can learn. Brands can learn more, traditional brands can learn from sneaker culture. And I see I see more established brands reaching for this kind of model. Um, and the idea of, you know, running limited sales, doing collaborations and again, like trying to create a community feel around a product like sneaker heads are a group, right? They, they, they understand each other. They know the pain that each other went through to get the products. Like, you can see people walking around in, you know, Travis Scott dunks, for example, and most people don’t notice it. Most people look, look past things like that. But people who know know that they went through incredible pain to probably get those products. So I think it’s that feeling of creating a community around a brand, uh, Supreme were incredibly effective. Like anything that went on sale with the Supreme logo on people would jump over to to to get after. So I think that’s a really important lesson, is trying to create a community of people who love your products, who will espouse, uh, the products, values and, and kind of bought into the story.

Michael Dodsworth: Um, and we see people doing that all kinds of different ways. Sometimes it is the narrative of the brand, sometimes it is having people buy into the, the, the origin story, uh, what the brand is going after. Sometimes it’s just the quality of the products that people put out there can, you know, form a community around that brand. People do it in different ways. Uh, we saw a soap brand in LA called Doctor Squatch do a collaboration with Sydney Sweeney where they had, uh, Sydney Sweeney infused bath water soap. Uh, like, completely bizarre but incredible way of just getting attention to your brand and driving people towards it like you’re the brand that’s, you know, it’s soap. Uh, but you’re trying to deliver and, like, inject a bit of humor into it and a little bit like, uh, you know, trying to do something a little different. So people do it in different ways. But I think trying to do something that creates this, this feeling of community, I think is really important.

Trisha Stetzel: Mhm. So tell me a little bit more about Fanfare and the role that Fanfare is playing in creating these communities. And uh, why someone would want to go and check out Fanfare.

Michael Dodsworth: Yeah. So we kind of facilitate these launch experiences. So if you have a product that’s going on sale, uh, like I say, building a community may mean rewarding your most loyal subscribers, let’s say. So you want to create an experience that goes on sale at a particular time, and you want someone else to take care of how that on sale happens. You don’t want to be scrambling around in the moment to try and flip things on flip. Flip things off. So we facilitate that. You want to also make sure that they are messaged in the right way, through the right channels, at the right time like that. We can help you structure all of this as a marketing and event. So all the way from announcement through to actually running the experience itself. And then once you’re in the experience doing things that I think help foster that fandom. So things like moving your most loyal members forward in line or giving them exclusive access or rewarding their time even if they’re not successful, like if you’re selling only ten of a thing, most people are going to be disappointed in some way. But if you can give them something in that moment, if you can give them early access to the next drop. Uh, we’ve seen a brand Do they call it the L club? Uh, the people who failed five times to get some particular product were now eligible to an exclusive drop. Like, if that really keeps people, uh, engaged with the brand, there’s a feeling like you are having this exchange with the brand. Like you’re giving them your time and attention, and they’re giving you something back in return. Uh, so I think that’s how we can help.

Trisha Stetzel: Um, I love that. And just creating this community and getting people involved and making them feel special.

Trisha Stetzel: Right. Making it feel special. So who do you serve, Michael? Uh, for those people who are listening, who might be interested, who do you serve?

Michael Dodsworth: So we I mean, we started life going after the people who are running drops, who know drops, but are struggling to manage the process. So streetwear footwear is where we started life. But this is like any where you find scarcity is a good place to to add Fanfare. So this can be you have a a loyal audience, you have a following online and you want to put merch out there. You want to monetize what you have. Like this is a great way of doing that. Live events, luxury products, collectibles. Um, we heard from a guy who he loved ten figure coffee grinders and was frustrated with the process. Like, we found all kinds of places where you have these scarce products and a bad process. So that’s where we can come in.

Trisha Stetzel: Okay, fantastic. You guys, if you’re interested, please go take a look. It’s Fanfare and it’s f a f a r e at I o is where you’ll find that. Or you can find Michael Dodsworth on LinkedIn. I’ve got one more question for you. Before we wrap up today, you’ve seen both chaos and even magic in the world of of launches. So if you could leave our listeners with one piece of advice today about turning high pressure moments into lasting momentum. What would it be?

Michael Dodsworth: Yeah, I think the brands and the people we’ve seen successful on this really are trying to really are trying to create something that’s kind of magical for the people who care. Uh, I think, you know, trying to just give people coupons and discount codes just doesn’t cut it, like trying to to engage people, you know, and trying to keep those people engaged with the brand is a real full time effort for people. Um, and I think, you know, trying to do that and trying to create special moments for, for people, for their loyal fans is is incredibly powerful. Like, we see people really move the needle like I think, um, uh, I’m trying Stanley was a great example of that. You know, I think trying to create something that went viral was was their target and their sales numbers. I think it was three x their revenue every year for the last three. Like incredible growth from really going after this model.

Trisha Stetzel: And everybody wanted the pink one and they were always out. I’m just saying this Stanley mug. Everyone needed one. Yeah, absolutely. Uh, Michael, thank you so much for being with me today. Anything else that we didn’t cover today that you wanted to chat about?

Michael Dodsworth: I think that I think that covered a lot of it. I would just say if you if you are struggling with some of these events, uh, as a consumer, like, I’m with you, I’m with I’m with you there. Like, this is painful. Um, and I’m always open to hearing about new and interesting ways people find this problem. Um, whether that’s a brand, whether it’s, you know, people trying to book swim lessons for their kids, uh, these are all painful processes that we go through. So I’m always open to hear about this.

Trisha Stetzel: It’s not just the big things. It’s the everyday things that we’re trying to do as well. Thank you so much for being on. This has been such a great conversation.

Michael Dodsworth: Thank you so much.

Trisha Stetzel: All right, you guys, that’s all the time we have for today. If you found value in this conversation that I had with Michael today, please share it with a fellow entrepreneur, veteran or Houston leader ready to grow. Be sure to follow, rate and review the show. It helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are about one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.