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Aundrea Dumas With Legends Food LLC

November 21, 2022 by Jacob Lapera

Andrea Dumas
GWBC Radio
Aundrea Dumas With Legends Food LLC
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Legends FoodAndrea DumasAundrea Dumas, CEO of Legends Food LLC.

Aundrea is a native of Savannah, Georgia and was greatly influenced by the culinary designs of her grandmother, Isabelle “Mabelle” DeLancey Cuyler-Alston, and her mother, Shirley Ann Morris. She is also the inspiration behind Mabelle’s Low-Country Brand. In addition to her business interests, Aundrea has served her community in many capacities; Peer-Proof Counselor, DeKalb County School System; DeKalb County Superintendent Advisory Committee, KeKalb County School Board; and Business Plan Advisor, Georgia Pacific (YEA), Youth Entrepreneurs of Atlanta.

Aundrea is a 2007 graduate of FastTrac Growth Venture Program at Georgia State University’s J Mark Robinson College of Business. She is Certified by the Women Business Enterprise National Council. Aundrea has been featured on numerous media outlets including; Chef and The Fatman Food Talk Radio Show, 1150 AM; Michael & Joi Radio Morning Show; WEAS 93.1 FM, Savannah Gospel and Afternoon Drive Radio Show; WSAV-Channel 3 NBC, The Bridge, Savannah Morning Show; WTOC-Channel 11 CBS, Bounce, Savannah Afternoon Show; WAGA-Channel 5 Fox, Good Day Atlanta Morning Show; the Savannah Now Newspaper; the Atlanta Journal Constitution; the Savannah Tribune; the Atlanta Daily World; and Gospel Today Magazine.

Aundrea’s company was recognized by the Atlanta Tribune Magazine as one of Atlanta’s Top 25 Black Owned Companies. Additionally, Aundrea received a VIP Board nomination by United Way; Recognition as one of the 25 Most Influential Women In The World by Rolling Out Magazine; Nominated as 1st winner up for Supplier of the Year by Georgia Minority Supplier Diversity Council; Featured Artist at the Savannah Black Heritage Festival; and Nominated by Coca-Cola for Ernst & Young Entrepreneur of the Year Award. Among Aundrea’s other recognitions are the Governor’s Citation Award; GE Capital Spotlight of Excellence Award; and Yesterday Story Today’s Legacy Award.

Aundrea is also the author of three books, The House That Cooks Love, The Hourse That Cooks Love Too and Recipe 2 Retail. Aundrea was also featured as a celebrity rotating judge on TV One’s reality cooking show, My Momma Throws Down.

Connect with Andrea on LinkedIn and Legends Food on Facebook.

What You’ll Learn On This Episode

  • Being a Woman Pioneer
  • Taking a product from concept to shelf
  • The importance of working on your business and not in it
  • How being certified has played such a pivotal role in my business
  • Inspiring others
TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia, it’s time for GWBC Radio’s Open for Business. Now, here’s your host.

Lee Kantor: [00:00:18] Lee Kantor here. Another episode of GWBC Open for Business. And this is going to be a good one. Today on the show we have Aundrea Dumas with Legends Food. Welcome.

Aundrea Dumas: [00:00:31] Thank you. Thank you for welcoming me. How are you today?

Lee Kantor: [00:00:34] I am doing well. I am so excited to learn what you’re up to. Tell us about Legends Food. How are you, Southern folks?

Aundrea Dumas: [00:00:41] Oh, look, you know how we Southern folks do it down here in the South, the Deep South. But everything’s well. Legends Food is a food manufacturing and manufacturer, and the product that we actually manufacture is a product that’s first in category called Eazy Peazy Cakes.

Lee Kantor: [00:01:01] Eazy Peazy Cakes. What is an Eazy Peazy Cake?

Aundrea Dumas: [00:01:05] So, Eazy Peazy Cake, let me tell you how it all started. Eazy Peazy Cake started as a promise I made to my mom that if I survived her, I would keep her memory alive. And when she passed from a very rare blood cancer, I decided to keep her memory alive by starting an online bakery back in 2012 called Shirley Cakes. It grew from there and went from online to brick and mortar and started there with monies that I thought I had enough of till so many of the zonings and all of those different companies came in to tell me what I needed, what I thought I’d had enough of. And I exhausted the funds. And then exhausting the funds, I end up running my bakery from the front to the back, and I did from cupcakes to cakes by myself.

Aundrea Dumas: [00:01:56] And so, what I can recall my mom saying, you’re working hard, not smart because it was very stressful. And so, what I did was put all of my batters, at the time it was 12 flavors, in containers and bottles. And when people would order cakes or we would run out of cakes or cupcakes, all I did was shake, pour and bake, and this product just became so big. My customers love it. Kroger found out about it. And so, Eazy Peazy Cakes is a cupcake slash cake batter in a bottle, first of its kind and first in category.

Lee Kantor: [00:02:31] So now, were you the first baker in your family, or is this something that you learned from your mom and she learned from her, like, was it passed down or was this like you as figuring all this out?

Aundrea Dumas: [00:02:42] No, I didn’t figure it out. It started from my grandmother to my mom. And so, that’s what I did. I took my mom’s recipes and used them to start the online bakery. And so, again, what you have, Eazy Peazy Cakes is a product of the promise I made to my mom by using her recipe. So, I started baking when I was about eight years old in Savannah, Georgia, because that’s my hometown. And so, I learned a lot of all that baking and the tricks of the trades for my mother and my grandmother. And this is what we have here, Eazy Peazy Cakes.

Lee Kantor: [00:03:17] Now, I think baking and cooking is such a wonderful way to pass down memories and kind of the DNA of the family from the stories and the bonding that happens in the kitchen between a child and the parent and grandparent. Is that how you feel as well?

Aundrea Dumas: [00:03:36] Oh, sure, certainly, because I’ve written three books and one of my first books I wrote was a cookbook. And the cookbook was telling stories along with my childhood stories that I remembered and related it to the recipes when we were in the kitchen, either cooking or baking in Savannah, and how I used to go crabbing with my grandmother and the baking I used to do and how I learned how to cook, how I learned all these things. So it all started in the kitchen. You know, conversations, that’s where they happen, in the kitchen. Everything, things got hashed out in the kitchen. Everything happened in the kitchen. It wasn’t just about eating.

Aundrea Dumas: [00:04:13] People’s problems happened and were resolved in the kitchen. So, it’s about food. You know, to say food is a part of our, like you said, our DNA. And it comforts us. That’s what food does. And just not the food, but the preparation of the food and the baking, that all comes with that comfort that we get from it. And that’s how we do things here again in the South.

Lee Kantor: [00:04:39] And that’s how you put your own spin on it, where you take a recipe, maybe that a parent or grandparent shared, and then at some point, you put your kind of secret sauce and you add your personality to it, and then it evolves over time.

Aundrea Dumas: [00:04:54] Oh, yes. And that’s how it gets passed down. You know, that’s how we do it. The grandmother or the mother may have taught it one way and you may have added – just as my grandmother said, if you add anything different or replace it with anything, it now becomes your recipe. And so, that’s what I have done. I’ve tested it, “Okay, let me try this with it.” “Oh.” and it becomes a whole nother different recipe. But, of course, the foundation of it is my mother and my grandmother. So you’re right.

Lee Kantor: [00:05:26] Right. And that’s kind of foundationally they create kind of that true flavor profile and you’re adding your kind of special thing that makes you unique to the process that makes it yours, but it has that kind of foundation of the past.

Aundrea Dumas: [00:05:43] Right. And that’s why it’s called Legends Food because I feel like I’m standing on the shoulders of my mom and my grandmother because they are the foundation.

Lee Kantor: [00:05:52] Yeah, that’s very inspirational, I mean. And it’s such a great lesson for people out there. And even if your family cooks together or shares recipes together, you don’t have to turn it into a business. But it’s such a great opportunity to learn more about each other and the family and the history.

Aundrea Dumas: [00:06:12] And this is true. And I just feel like because it’s a part of my DNA again, it was already there for me to take it and go other places with it. I never would have thought that I would have made a career in baking and cooking. But, again, it’s a part of my DNA and it’s what I do and it’s what I do well. And it’s a passion of mine. It’s what I love doing. It’s not work for me because of what I love to do. And I love to see people smile. I love to see people happy. I love to hear, you know, the compliments that I get from, you know, when someone tastes my baking or my cooking and how it makes them feel inside. So, yeah. So I look at that. This is a gift that was left behind for me by my mother and my grandmother.

Lee Kantor: [00:06:59] Right. And you’re creating memories for the people who are buying your stuff. Those are usually going to family events as well. And then, that is part of their experience.

Aundrea Dumas: [00:07:10] Creating memories and time, you know, because in these days in time, everybody is starved for time, time consumed. So one of the things about this product is because there is no prepping, you know, there is no – you don’t have to go to the store and buy any extra ingredients. There are no eggs. It’s actually a prepared batter already in the bottle along with the frosting. So you get some company that comes over. You want some desserts with your dinner, or you just want to have fun with your family because it’s family-friendly fun. You just simply shake, pour and bake it and you have all these different varieties of desserts that it makes from cakes to cake pops to cupcakes. It’s just a very good product that, hey, I would have never thought that working-hard-not-smart would have brought on this type of product. But it did. But again, the foundation of it is my mother and my grandmother.

Lee Kantor: [00:08:09] Now, when did you – when you had that pivot of, “Hey, you know what? Instead of baking all the actual stuff, I’m going to just sell the batter.” When did you start getting clues that, “Hey, I might be on to something here? This is something that might work.”

Aundrea Dumas: [00:08:25] Look, I actually did – I tell people I’m like, this is a God-given product because I just didn’t feel like, I’m like I’m not that smart to come up with something so simple because so many people are like, “Why don’t I think about that?” And it was just in the moment that I was in the bakery where it was just so, you know, I was just so overwhelmed. The bakery was doing well, but I was just so overwhelmed with what was going on that I know I had to come up with something that would be, that would take me to another level, take me, take this product where I can still continue to do what I’m doing.

Aundrea Dumas: [00:08:59] And so, it was again, I heard my mom’s voice saying, “You’re working hard, not smart.” And I’m like, “What do I do?” And it was like my mom was the one that would do things ahead of time, and it was, get the batters and put them in bottles and containers, have them made up already ahead of time, prepare two, when you ran out you just shake, pour and bake. And so, when I did that, it was like, “Oh, my.” It was a light. It was a light bulb. Like, “Gosh, I cannot believe that this is so easy and it’s working.”

Aundrea Dumas: [00:09:29] And so, one of the things was my customers will always ask me to teach them how to either decorate or to bake. And I had a couple of them say, I want my house to smell like your bakery. So when that idea came, I gave some of the product to them. “Take this home. Try it. Let me know how does it bake up? Does it still taste like you came from the bakery? Does your home smell like my bakery?” And so, it was about ten of them that I chose. And they came – they did parties. They just bragged about it and it was like a light bulb. This could be a product that, you know, I know it wasn’t anything like. I didn’t know – I didn’t know if anything was like that out there. But I’m like, could this be a product that I can sell in the bakery? But then Kroger found out about it, and when they found out about it, this is when they told me there’s nothing like it on the market. This is innovative. This is baking revolutionized. They gave me all of these different terms and they thought it was just a great idea and it just took off from there.

Aundrea Dumas: [00:10:27] And, you know, I’ve done QVC. We’re at Macy’s. I just got a contract with Walmart. I just have so many things going on with this product that it has just escalated, I just didn’t see. I never would have seen this as a future for this product and this product even having a future. But it has just escalated to the highest and it’s still climbing, climbing up and up and up the ladders and, you know, making more interaction with different people and buyers that are loving the product.

Aundrea Dumas: [00:11:03] And as the buyers, what they’re telling me, this is a disruptor. They call the product a disruptor. And I’m like, “Okay. But this is what this product is about.” And so, we came out with the frosting because we would have a lot of customers like, “Where is the frosting?” And what we did in the beginning is we put the frosting recipe on the bottle. And so, we had a customer, a couple of customers – well, this one, in particular, she said, “Well if I can get the ease of the batter, I want the ease of the frosting. I don’t want to have to make the frosting [inaudible].”

Lee Kantor: [00:11:40] Why not?

Aundrea Dumas: [00:11:42] Yeah. And so, Kroger was like, “You’re gonna have to do the frosting, frosting.” And then, they didn’t want to go and buy anybody else’s frosting. That was the other thing.

Lee Kantor: [00:11:49] Right because they wanted to keep it the same.

Aundrea Dumas: [00:11:52] And when we’re doing demos – you know, we did the little demos with the little mini, so we had our frosting on and it was like, “Where’s the frosting? Where’s the frosting?” And it’s like, “You know, you can go down that aisle and get that for” – “No, I don’t want that frosting. I want your frosting.”

Lee Kantor: [00:12:04] That’s right.

Aundrea Dumas: [00:12:06] So, we tried many things, but now we have the frosting. Yes.

Lee Kantor: [00:12:10] Now, it’s just a great – it’s amazing the story when you think back, right? Like, you had that all along, but you never thought to sell it and then all of a sudden you sell it and now it changes your whole life.

Aundrea Dumas: [00:12:24] It has. It has really changed my whole life. I’m trying to keep up. I would have never – again, I would have never thought, you know, as so many people who’ve actually come across a product, it was like, “Gosh, you know, I never thought of this.” Even Kroger was like, “Nobody ever thought of this.” And again, I guess because it wasn’t in the time that I was going through, I wasn’t thinking of it. I wasn’t trying to think of a batter in a bottle. I was just trying to think of how can I make my life less stressful and not lose my bakery because, you know, we’ve invested too much money in it to get it started, to build it out. Now, what can I do to keep this thing going? It’s like you say pivoting and, you know, finding something to do to make sure that I don’t have a loss there. And this is what happened. It was like put it in the bottle, to put it into containers. And when I say that, you know, it’s in the cute little bottles and containers now. But back then in the bakery, it was like, you know, whatever, I can go buy and put them in just to shake, pour and bake it. And then, come to find out not only that, Lee, it has the shelf life for it. Refrigeration is 90 days in the freezer. You can freeze it as well for six months. So that’s the other thing that the buyers love about it and the customers. They like that I don’t have to bake up a whole bottle. They feel like they’re cheating. I could bake one little mini. I could bake one little cupcake and I don’t feel like I’m cheating. And so, that’s the other thing. That’s a great part about it.

Lee Kantor: [00:13:48] Now, when you’re working with these large companies like Kroger, do they help you at all? Do they say, “You know what? I need it to be in a bottle this size or I need a label that looks like this”? Or are they giving you any guidance when it comes to the packaging and what it’s going to look like on the shelf? Or are they expecting you to already know all this stuff?

Aundrea Dumas: [00:14:09] You know, I’ve been in this industry since 2005, in the food and beverage industry, because this is not my first product. This is the first bakery product, and I had to learn a lot on my own back then. And, you know, they’re not – when you come to them, they expect for you to know it. They expect you to know what you’re doing. You know, you approach them so obviously, you must know what you’re doing. So, you must know the appetite of the buyer. You must know what they’re looking for, how – you know, how is your product going to stand out because you’re with the competition if you know when you’re bringing a product there. They’re providing the foot traffic, but you have to get the customer to buy that product.

Aundrea Dumas: [00:14:45] So, they’re expecting you to bring brand awareness to the product. They’ll help you just, you know, just a little bit, you know, give you just a little bit of advice. But that’s all on you. And so, just me teaching myself learning, researching about the food and beverage industry, you know, about the competitor. You know what – who is my audience and, you know, what is my product? Does it solve a problem? You know, does it already exist? All of these things that I had to learn, of course. Of course, these are my teachable moments now and my camouflaged obstacles. I like to now call stepping stones, not just for me, but for others. But these are things that they want you to already know when you approach them. And I call it the bias, the appetites of the buyers, what they’re looking for, their presentation, all of these things they expect, and, you know, for your product to be a, you know, a sell-through, not, you know, get there and that doesn’t sell out at all.

Aundrea Dumas: [00:15:42] And so, these are things that you must know when you approach these big stores, these buyers. And again, they’re looking for disruption because they’re looking for something that’s going to affect their category’s profit margins. So, they are not just going to bring anything in there and they want it to look good. They want it to taste good. So it’s all of the senses that must be involved in them buying a purchase in this product.

Aundrea Dumas: [00:16:06] What makes the customer buy your product over your competitor, what’s already on the shelf? So, these are things that you have to be ready to tell them, to be ready to – that you must know and have researched. So, you just can’t come in. There are all kinds of ways. So, to answer your question, no, they’re not going to help you like that at all. You must know this information.

Lee Kantor: [00:16:28] Now, how did being a member of GWBC and being certified help you kind of get to this new level, or did it?

Aundrea Dumas: [00:16:37] Oh, my gosh, es. Being certified woman-owned, it’s just a pivotal moment for me in my life because, with the Walmart contract, that was because of GW, the woman-owned certification. Because of Macy’s, that was because of Greater Women. I got an award through UPS and it was a grant. That was because of GW. So it was a lot of things. And what people also – I want others to understand is certification is important. It’s important to me because I had to learn a lot because in the beginning I didn’t know about certification. But it’s very important because it does a lot for so many women-owned businesses and it gets you to, I said, it gets you into doors that others can’t get into. So, it’s like we have a secret door, another door that we can get into. And so, it’s important to have that certification because I say, look, what it has done for me. It has really pivoted or taken my product, my company, my brand to the next level by having that certification.

Lee Kantor: [00:17:56] Right. And then, the success you’re having, it just creates more and more success because now they feel a lot more confident that it’s going to work in their area because it’s worked before. And then, now you have these doors opened that –

Aundrea Dumas: [00:18:08] Yes.

Lee Kantor: [00:18:08] So it just kind of really can mushroom pretty quickly, I would imagine.

Aundrea Dumas: [00:18:11] Yes. And, you know, it has become almost a mantra of mine to tell people, because I’m just so in shock to know how many people that don’t know about certification. And it’s like I’m always directing somebody over to GW like you all need to know about, you know, if you’re in a Georgia area because not everybody that I talk with in the Georgia area. So you must know what area you’re in and, you know, which one you would fall under, or just go to WBENC to see in your area which area you would fall under.

Aundrea Dumas: [00:18:45] So, I try to – this is like almost an everyday thing of mine to – because I have people approaching me a lot about getting products to market. And one thing like, are you certified? What is certification? I don’t even know what that is and it’s like, “Oh my goodness, you’re missing out, you know, what they can do for you and what they can do for your brand and how they can take you to the next level, just catapult you to the next level.” And so, it’s like that’s what it has become for me that I must tell people. I must – it’s like I’m preaching and teaching at the same time. Learn, go learn, go become certified, and learn more about and see how these certifications will take you to the next [inaudible] – how being a woman certified will take you to the next level.

Lee Kantor: [00:19:29] Right. And, it’s one thing where you can meet those enterprise-level companies that can, that are looking for companies like yours so they can, you know, do business with certified women-owned businesses. But it’s also a community of like-minded people that are all in it struggling together and can help each other. You’ll find other people that are doing work in the community and say, “Hey, you know what? I went through a similar problem or this is how I solved it.” It’s very collaborative. It’s a bunch of people that are really trying to help each other be the best them they can be.

Aundrea Dumas: [00:20:09] It’s a community.

Lee Kantor: [00:20:10] Yeah.

Aundrea Dumas: [00:20:11] That’s what it is. It’s a community. And you need that. You need that community. You need that where you’re held accountable, where when you’re looking to, you know, how do I do this, how do I do that. That’s what they’re there for. So to me, that’s what it has become for me, a community of, like you said, like-minded folks that can help and take you and take your company to the next level. But it’s just – it’s important to me, certification and being a member of the WBENC, the Greater Women’s Business, and it’s very important to me because I know again how and where it has taken my company.

Aundrea Dumas: [00:20:55] And then, the thing about it is with these companies that come to you about it, they reach out to you because they know that you’re certified. It’s like they’re looking for us. And that’s the other thing I tell them. They’re looking for you. They’re looking for you. And it’s like they don’t understand, you know. So they’re looking for women-owned businesses that are certified. They’re looking for those. And it’s just too many of us out there that don’t know about this. And it’s like, how else can we get the word out?

Lee Kantor: [00:21:22] Yeah, believe me, that’s what I’m trying to do with this show, is to tell people, to give them examples of successful women-owned businesses that are certified, that are benefiting from GWBC, and to let other people know that you should really consider. If you’re going to go to the trouble of opening your own business, go to the trouble of being a certified women-owned business and take advantage of that because it’s hard, you know, and why not have some help and become part of a great network that can really help you grow?

Aundrea Dumas: [00:21:53] Thank you. And that’s the thing, the networking, because it is hard already being a small business owner. And then, on top of it, it’s harder, even harder being a woman-owned small business owner. So, it’s like if you have that the help out there, if you have the resources, and GWBC is one of those resources, why not take advantage of it, you know? And I’m so glad that you say that, what this show is about, about letting people know that these resources are out there. And, look, hey, you know, go and learn from it. You know, see how it would benefit you and would take your company to the next level.

Aundrea Dumas: [00:22:30] I am a living witness, you know, that this is what has happened with my company because of GWBC. You know, whatever they would need for me to tell me, you know, for me to tell them, you know, to prove it, again, I’m a living witness that this is what has happened for me, you know. Walmart is big, you know. Walmart is big. And I’ve never, out of all the stores I’ve been in, I’ve never approached Walmart. I even thought, “Hmm, I just never did.” But when GWBC sent me over the information and I saw it, I was like, “Okay, yes, all right.” And so, I kind of let it slide to the side. And then, they sent another email that, you know, don’t forget about the Walmart. And I was like, “Okay. I’m just going to, you know, try it.” And I did. And I cannot believe it was over 14,000 businesses. And out of 14,000, I think they chose like 1100. And my business was one of them and the products. And then, I got a deal with them. Not only did they invite me to the corporate headquarters, I got a deal. In fact, I have my third call with my buyer tomorrow.

Aundrea Dumas: [00:23:49] And I like it because they look for partnerships, they’re looking for ways to create jobs and the things that they do and they’re about so I’m learning a whole lot besides what I thought I know. I’m learning so much more about Walmart because of GWBC as well. You know, it makes me, you know, want to know more about the companies. Of course, I’m learning. I research them before I get involved with them. That’s the other thing too, know who you’re getting involved with. You know, know you’re getting in bed with before you get in bed with them because everybody is, you know, you can’t be all things to everybody and everybody can’t be all things to you. And you don’t want that way because if you’re going to say – if you say, everybody is my customer but nobody’s your customer, so you need to know who that is. But again, I thank GWBC for all of this. Like I said, even Macy’s, you know, being with Macy’s. It’s just been a great ride and everything is happening at all at, you know, in the same year. It’s all been happening, like happening, happening, happening.

Lee Kantor: [00:24:49] Well, what do you need more of? How can we help you?

Aundrea Dumas: [00:24:53] I just want to be able to help those who don’t know that an organization like GWBC exists or – like I said, I just want to be able to be the mouthpiece to help people, to understand how to get certified, what certification is about, how it would benefit, you know, your company because it’s benefit – here’s the thing. It’s just not for me. You know, it’s not just for me. It’s for everybody who wants a piece of the pie. So, it’s enough for everybody to go around. And it’s just to be able to tell my story and for others to hear my story and say, “Okay, you know what? I want to learn how she learned. I want to be able to get the benefits, get into the stores, know more about these things because it was done for her. If God did it for her, he can do it for me.” That’s what I look at. And so, that’s what I want to be able to do, to be able to just continue to spread the word about how great of an organization this company, this organization is, GWBC is.

Lee Kantor: [00:25:55] Now, if somebody wants to connect with you, what is the website? What are the social media coordinates to get a hold of you or learn more about your products?

Aundrea Dumas: [00:26:06] So, I have two. So, they can go to Aundrea, www.aundreadumas.com, and that’s A-U-N-D-R-E-A, dumas.com. Or the product is www.eazy, E-A-Z-Y, peazy, P-E-A-Z-Y, cakes.com, and we’re doing some recipe giveaways there and some other things we’re doing for the holidays. So those are the places. And then, on social media is – the handle is Shake. Pour. Bake; Shake. Pour. Bake. They can get in contact with me there.

Lee Kantor: [00:26:40] Well, Aundrea, thank you so much for sharing your story today, doing such important work and we appreciate you.

Aundrea Dumas: [00:26:46] Thank you so much, Lee, for having me. I appreciate you and thank you GWBC for having me as well.

Lee Kantor: [00:26:52] All right. This is Lee Kantor. We’ll see you all next time on GWBC Open for Business.

Tagged With: Aundrea Dumas, Legends Food LLC

Marc Aptakin With MAD Arts

November 19, 2022 by Jacob Lapera

Marc Aptakin
South Florida Business Radio
Marc Aptakin With MAD Arts
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DTLLogo-Blue-Bannerv2MAD ArtsMarc Aptakin

As founder of MAD, MAD Studios, and MAD Arts and cofounder of MAD Dev and MAD Labs, Marc Aptakin has plenty of avenues to pursue his love of innovation, pushing boundaries, and creativity. He has taken a unique path to get where he is today, so he takes a unique approach to each challenge that arises, never settling for the easy or traditional answer. He prides himself in providing his clients with work that is honest, compelling, and consistent.

Marc grew up in Miami, a city known for its distinct design sensibility. This instilled in him a deep appreciation for everything visually aesthetic, anything from architecture to product design to fine art. He was first drawn to photography, an infatuation that was fed while he was working in the print industry. He took a few courses but kept coming back to the same two photography classes so that he could have access to the darkroom.

After experimenting with different mediums, Marc began combining photography with digital technology in 1993, ultimately leading him to graphic design. This, in turn, would be his gateway to marketing, advertising, and all things MAD.

Marc started MAD with just a laptop and a bit of grit and built it into a full-service creative solutions company with over 100 full-time employees, providing results-driven marketing, design, development, production, and PR. Based in Dania Beach, Florida, the organization includes the agency, MAD Dev and MAD Labs, and MAD Arts, with offices in multiple cities. Not content to stop there, Marc has also acquired other companies and interests in industries ranging from coffee to eyewear.

In 2016, inspired by his love for the arts and dedication to passion over profit, Aptakin founded MAD Arts to pay it forward. The studio space provides emerging artists with a workshop, providing them with free space, tools, education, and expertise as a resource to help them create their vision and ultimately succeed. Depending on each artist’s vision, he will finance the tools they need to shape it.

To date, the gallery has featured notables, including Maggie Steber, world-renowned photographer and two-time Pulitzer Prize finalist, internationally acclaimed designer David Carson, and more. He has been with credited with producing, exhibiting, and finding the celebrated artists for IGNITE, the highly acclaimed new Broward County family-friendly immersive art attraction.

Marc is a hockey enthusiast, breakfast lover, and admittedly stubborn. He is constantly seeking out new creative content – reading and absorbing information and sharing what he learns in order to drive new ideas. Of all his achievements, he is most proud to be able to provide jobs for so many people through his various ventures.

Connect with Marc on LinkedIn.

What You’ll Learn In This Episode

  • About MAD Arts and MAD Labs

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in South Florida. It’s time for South Florida Business Radio now. Here’s your host.

Lee Kantor: Lee Kantor here another episode of South Florida Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor. Diaz Trade Law, your customs expert today on South Florida Business Radio, we have Mark Aptakin with MAD. Welcome, Mark.

Marc Aptakin: Thank you.

Lee Kantor: I am so excited to learn what you’re up to. Tell us about MADD. How are you serving folks?

Marc Aptakin: We’re kind of a strange full service agency with a heavy, a heavy avenue toward tech. We do a lot of motion capture, 3D volumetric studios. We’re just kind of all over the place on the tech side, heavy into Nfts, as well as all your kind of everyday advertising.

Lee Kantor: So what’s your what’s your backstory? How’d you get involved in this line of work?

Marc Aptakin: I just kind of fell into it. I was a fine art photographer and I was working at a print shop while I was in school and just kind of started. The owner of the print shop would let me play with the computer at night. So with that, it kind of led into graphic design and the print industry. And in the mid nineties, a lot of the big print shops were trying to have in-house ad agencies. And so that’s kind of when I got into the business and learned about advertising, always had kind of a love for data and tech and kind of went from there. And then other than that, the business just kind of grew by opportunity when one of our clients would have something that they wanted to get into, we would kind of pilot it on ourselves and then prove that we could do it and then come back to them with what we’ve done. And a lot of times that opened the door for us to be able to do it for them.

Lee Kantor: Now, can you talk about your lens of coming at this through the eyes of an artist into the world of using art and creativity for commerce?

Marc Aptakin: Yeah, I mean, it’s really the backbone of everything we do, right? So I think we look at everything that anybody brings us as a problem to solve. And so we do it through creative thinking. So everything is solved from the creative process, and that even comes down to hardware solutions. Or we, we did a photo booth for Southeast Toyota Jam family and they came to us really for software. And as they talk to us about it, they wanted someone who could actually do both a hardware and software solution and through some of the manufacturing and printing things that we did, I explained how I kind of do what they do, but on a smaller scale with some stuff we do for the telecom industry. And we had to get super creative with the footprint, with the speed that they needed to do things and everything like that. So for me it was just sitting down with surrounding yourself with super smart people and having creative conversations to solve problems.

Lee Kantor: Now, part of your work is through this Mad Art and Mad Labs. Can you tell us a little bit about how that works and how those were born?

Marc Aptakin: Sure. So Matt, Arts was something that we’d done for quite some time, and it was really a nonprofit part of the business that was like a pay it forward. It was based on something that was done for me while I was an artist that had an influence on basically everything that I’ve ever done. And the the gallery that used to show my work, the gentleman who ran it, Brooke Dorsch, he he would give me space, like inside the gallery to go play and just things that I wouldn’t have had access to because I had no money. Right? So space resources, time. So with that, that had such an impact on everything that I ever did. That understanding and that ability to play. We when we were in a position to, we decided to create mad arts as a pay it forward and we would give artists space and resources that we had within the agency or the print shops or friends or whatever we could give them to help them complete a project that they were having trouble bringing to life. Through that. A lot of the things that we were doing on the tech side, so a lot of the D stuff now Nfts but just the technology side and a lot of the technologies that we were using, which was turned into the Mad Labs division of our company. So now we’re about to open a museum on the second floor of our building. That’s going to be kind of an extension of both mad labs and Mad arts. It’s almost like a mash up between the two.

Lee Kantor: Now, how important is it to have that type of a community where artists can collaborate, mash up, you know, help each other, but help themselves in the art world? I would think that something like that is critical in terms of building an ecosystem that supports artists.

Marc Aptakin: Yeah. I mean, it’s not I know that there’s lots of organizations that help artists like that. I don’t know of one that does it in the same way. A lot of times it’s they apply for a grant and they just get money, right? And then they’re still left to kind of just figure it out.

Lee Kantor: Right. Like they’re still on their own, like they’re isolated. This is kind of sounds like it’s fostering community and you’re trying to help everybody help each other, but also help the community.

Marc Aptakin: Right. So when we put on a show for the artists, the we only take 25% of a typical gallery would take 50 or 60%. So we take that 25%. But we make the artists choose. We donate that 25% to the next artist or an artist of the artist choosing. So we kind of force them to pay it forward, kind of like we are and create that niche. Some you just see it makes the artist look at it a little differently and you know, it took a little while actually to get it going. When I first tried to do it, there was a lot of skepticism with the artists that I was trying to talk to to get it done. And once once you got it rolling, then you just saw really a community build behind it. And a lot of the artists that we help you, you you find that they find each other, you know, either through events here at the building or they just learn that, oh, you’re one of the we used to call the space battle space. And they’re like, Oh, you’re one of the bad space artists. And yeah, it’s it’s honestly, it’s one of the most rewarding things that, that I do. But I also think. You know, we get creative energy from it being around super creative people with whacked out ideas. It couldn’t be better for or for for what we do on the business side.

Lee Kantor: Now, can you share a story? Maybe that origin story where there was an artist that kind of the light bulb went off and they’re like, Hey, I get this. And then maybe they were able to bring on another artist or they were able to support a different artist and give them an opportunity.

Marc Aptakin: Yeah. So when I originally took the space, I was I just wanted artists to come in and use the space. And every artist that I brought in, the first one that I brought in or told about it, he came by and I was still cleaning out the warehouse and it was it was super dirty and we kind of called it the. For for the type of space it was. I called it the right amount of shitty. It was just right. It was a dirty warehouse that you see an ironworks factory. A lot of the stuff was still in there, but so he came in and I was telling him I was like, Yeah, I’m just looking to give a space away. Sort of like back and back in a way for the door. And he was we had friends in common and I had known him over the years. He had done some album covers for some musician friends of mine and just he, he just didn’t believe that it was really free. Right? So there was an architect friend of mine who had decided he was going to stop doing architecture and try and be a full time artist.

Marc Aptakin: His medium was ceramics, so I brought him in and I’m telling him, I’m like, Hey, this is what I’m trying to do. And, you know, come bring your your wheel and all your tools and just set up here, man. And he’s like, It’s free. And I’m like, Yeah, it’s free. And we kind of went back and forth, free, free, free, you know? And so finally I was like, Scott, just bring your stuff. And so once he was in there and then other people would come and he was kind of like this good. He was a little older. And so I think he was a good kind of safe mouthpiece that, hey, this is a legitimate place and they’re doing good and they really just want to help artists. And from there, in a pretty 2000 square foot warehouse, we ended up with about eight artists working, and I think they really collaborated in some of the work that they did was really that they were able to do in that space, really kind of push their career pretty far. You see that some of those are kind of top emerging artists in South Florida right now.

Lee Kantor: Now, you mentioned Nfts. First off, can you explain Nfts for the folks that aren’t familiar with that? And I know it’s in the news a lot, but some people still don’t know what it is. So if you could explain kind of foundationally what it is and then how you’re able to kind of leverage that for the art world.

Marc Aptakin: Sure stands for Non-fungible token. It’s more or less just the digital asset of any kind is really what it is. The way it’s used in art world is it’s it’s a digital piece of art sometimes with a utility attached. So, you know, an artist can create much like a print, they can create a series, right? So it could be a one on one or it could be a one of 1000. And so it’s mostly I shouldn’t say mostly it’s collected using cryptocurrencies. So it’s when someone buys an NFT, that transaction is reported on the blockchain. So it’s an absolute proof of authenticity from the artist as well as a forever record that you purchase this in what price you purchase it for. Everything on the blockchain is super transparent, so you can look up how many times that piece of art has been sold. You might not know who bought it exactly, but you’ll know what digital wallet had it. So we got into it. We’re not really crypto people, but we love the blockchain and the power of what it can do and then the the ability and things that you can do with NFT art, such as have it intersect with data and be a constant piece of living art that changes constantly by letting it have a data feed or just one of the pieces that when I was first exploring it that I loved and artists said, Hey, in eight months this piece is going to change.

Marc Aptakin: And he wrote that into the Smart contract, which is basically the code that makes up the NFT. And eight months later he changed it to something else that he had a vision for, for the piece. We ended up getting heavily involved with Nfts as they intersect with public art, and we recently created a NFT platform called COTA made where we’re helping municipalities create and sell nfts from the public art that they do within the community and are able to pay for a lot of the like the maintenance and the conservation of these pieces as well as other pieces in the community, and then also be able to create additional pieces of public art with the hopes that one day the public art agencies will be able to self-fund and not take taxpayer dollars for public art, but be able to almost be kind of a self funded agency.

Lee Kantor: So I understand like a piece of art could be a painting, and I understand that if I buy a painting from an artist, I can put that painting on my wall and I see it how if I own an NFT, what am I? What do I have and what can I do with it?

Marc Aptakin: So the actual NFT lives in your digital wallet. And that’s that’s where I think a lot of the the question has come. Certainly I had the exact same question when I first started. Oh, that’s weird. I just have this digital file. But any smart TV can display your. Any scream can do it. So with made that we got into we have a hardware component where we’re doing hardware sales. Anything from LED walls to simple screens that can display it in your house or projectors. You know, since we do, we do a lot of projection art and a lot of the artists that we work with do projection art. There’s ways to do it with projectors. So it can be on your computer, it can be on your phone and it can be displayed any way. It’s just it’s just digital art at the end of the day.

Lee Kantor: But if I have this painting that’s on my wall, that painting, if it’s not a print, if it’s the actual painting of the original, I have that on my wall. If I have an NFT and I’m projecting it on the wall, like how does somebody could have a copy of that or a print of that and wouldn’t it look exactly identical to what I have?

Marc Aptakin: Yeah, yeah, 100%. And you know, it’s it’s hard to make an argument one way or the other, depending on what your view is on it. Right. So I could say that I can go into a poster store and buy a Gustav Klimt poster for $10, but yet the actual paintings, millions of dollars, if not priceless. Right?

Lee Kantor: Right.

Marc Aptakin: So but lots of people have those Gustav Klimt paintings framed and in their house, you know, recreate recreated recreations that are not very expensive. So it’s at the end of the day, there are recreations of something that’s worth a lot of money. You know, the authentication here is your your your asset is that digital file that sits in your digital wallet. You can have prints of it. You can you could print it and frame it. You know, there’s there’s nothing saying you can’t do that. You can project it. You can put it on an LED screen. It’s just a different medium. You know, people have been doing digital art for a long, long periods of time, you know, And we we we helped an artist named Edison Pena, Phil, and he did a 12 project and he had a solo show in Madrid at a at a gallery there. And he had it was 12 projectors that took over the whole gallery. But how does he sell that? And that was a big problem, right? It was this amazing piece of art with actually a lot of thought and effort put into it, and it had a social statement attached to it. But how does he sell a 12 projection installation? And so utilizing Nfts, you can and somebody can display a portion of that that so a collector that would buy it unless he set up those projectors at his house or in a warehouse or somewhere else. He just owned the intellectual idea of that show. So this is a way that he can display and show portions of it. So that’s that’s one aspect of it.

Lee Kantor: Now, is it? It feels like we’re at the very beginning of the beginning for Nfts 100%.

Marc Aptakin: It’s like the Wild West. I love it as a medium. I think as a photographer prior there was a time where photography wasn’t considered real art, right? Anybody can press a button. It had no value artistically. Painting and sculpture and all these things were real art and photography wasn’t. And that changed over time when people saw the creative things that were done with it. And, you know, you could you could say a lot of the things that you’re saying about NFT is about, hey, anybody can have it is very true with prints, right? So if I had a photograph even prior to the digital days that we’re in now with a darkroom, I could just with my negatives, make hundreds, if not thousands, of prints and lessen the value of my art. Right. Because it’s it’s out there. So I think the nfts, it’s just a new medium and kind of what the artists end up doing with it is where the value is going to be created.

Lee Kantor: And and we’re just at the beginning. So right now it’s just clunky and chaotic because we’re all learning together in real life, in real time.

Marc Aptakin: Yeah. And you know, a lot of the early day nfts were were like these apps, which is a picture for profile. I wouldn’t say that. And again, I’m not going to judge it one way or the other, but for my liking, I don’t think a lot of the art was amazing. And then kind of with the downturn and some of the things that have happened with the cryptocurrencies, you saw a lot of the artists that we’re doing just amateur type work, they kind of fell away, but artists that were doing real work, the value of their nfts stayed right, because they’re professional artists doing professional grade work. And you know, Rafiq and Doll, somebody that is in the public workspace like, like where we are. He had two nfts recently that sold at Sotheby’s, one for $1.3 Million and another one for 1.8 very unique pieces. You couldn’t really do his pieces any other way. So I think he’s someone who’s kind of at the forefront of finding. Really exploiting the medium for what it can do right now.

Lee Kantor: And it’s one of those things I remember at the beginning of the Internet, they were saying that if you’re not in Web one, you’re never going to be ready for Web 2.0. And it sounds like it’s the same thing here. If you’re not playing around with this space and experimenting, you’re not going to be ready when it starts maturing and then it it’ll leave you behind.

Marc Aptakin: That’s 100% the way we’re looking at it. Again, it’s I don’t think being attached to cryptocurrencies is a is a help for it. Currently with the existing art market, you do have the current NFT community, which isn’t ginormous, but it’s big that that likes it that way. But I think really what they’re doing is commodifying something in a way, much like the sneaker community commodified sneakers. And I don’t think there’s anything wrong with it. I just think it’s it’s missing the mark for fine art is And I think that’s going to have a correction over the next 3 to 5 years.

Lee Kantor: And it’s one of those things when it paired with crypto, you’re getting two new chaotic, confusing entities together. And that didn’t bring more clarity. It might have created more confusion.

Marc Aptakin: I think it did. And all the all the all the NFT marketplaces, particularly, I’m not going to say all but the the ones that are that have a lot of art on them and that are well known. Opensea, which does about 80% of the NFT sold sell on Opensea. They now accept credit card payments and they put the value both in US dollars and in the value. Right, Right. Nifty Gateway Foundation, Rarible. Superrare All these NFT marketplaces all followed suit. They all take credit cards now. So that’s going to be a big change for it. And that’s going to make it that’s going to open it up to a lot more people. But kind of like what you said, it’s early days and it’s if nothing else, it’s been a learning curve and a lot of fun.

Lee Kantor: Now, you mentioned card named and and talking about public art. So are you finding these the the public art is a group that is open to this.

Marc Aptakin: Very much so. So, you know, you have when you talk about the public art artists, these are a lot of the time it’s high value pieces that they’re doing and they’re large scale pieces, right? So there’s a piece where I am in Fort Lauderdale. An artist named Susan Ardley had gotten commissioned to light two of the bridges here in Fort Lauderdale that are about three blocks apart, you know, And so when she talked about what can I do to to do this, you know. It was like there’s a sense of community behind it, right? So I can’t take her work home with me. It’s on this giant bridge, right? So the idea of that that people within the community could own a piece of the work that’s represented that’s represented in such a large way within the community, there’s been an immense amount of interest in it, both from the artists, from the public art agencies, from the fabricators that help that help the artists with a lot of these things. It was it was a community that really opened its arms to the idea of it.

Lee Kantor: And it creates another path to monetize an experience.

Marc Aptakin: Yeah. I mean, there’s I think with Nfts, there’s a lot of different ways to look at it, right? It can absolutely be monetized. There’s utilities that could go with it, right? So there’s something called the Poe app, which is a proof of attendance. Nft, which generally are not it’s not a monetary transaction. It’s proving that you were at an event. So if there was a grand opening for the the the unveiling of a piece of public art, you can have this proof of attendance, NFT that was given away to everybody that came. You’d scan it, you’d scan a code and you’d receive it and you transfer through your digital wallet. Now you’ve gotten this, you know, it’s think of it almost like your ticket ticket stub back in the day, right? This it’s this memorialization that you were at this event and you’re taking pride in art that’s created in your community and it’s and it’s building again. And I think like most things with Web three, there’s generally a sense of community that’s behind it. Most of the NFT artists, when they when they do sales, they have a certain percentage that goes to a charity. So you see that almost 100% of the time.

Lee Kantor: So what do you need more of? How can we help you?

Marc Aptakin: Awareness, really just we’re not real good at touting what we’re doing. And I think just an awareness to what we’re doing and the community that we’re trying to build here.

Lee Kantor: And that’s for the arts community.

Marc Aptakin: Yeah.

Lee Kantor: So you’re looking for more artists and you’re looking for more folks to kind of support these artists.

Marc Aptakin: Yeah, you know, just to be aware of what we’re doing and, you know, even if it’s just coming out to see what we’re doing, you know, that that’s great. That supports the artists when they come and they see how the shows are already busy. But, you know, the more people that come and see it and that are aware of the artists, that that always drives more things.

Lee Kantor: So if somebody wants to connect with you or learn more about this, what’s a website? What’s the best way to plug in?

Marc Aptakin: Yes we are mat arts dot com and then if they want to check out Kota and the things that we’re doing with with the public art, it’s kota made.

Lee Kantor: Well, mark, thank you so much for sharing your story today, doing such important work and we appreciate you.

Marc Aptakin: All right. Lee thank you for having me.

Lee Kantor: All right. This is Lee Kantor. We’ll see you next time on South Florida Business Radio.

 

Tagged With: MAD Arts, Marc Aptakin

Chris Johnson With Nation’s Finest

November 19, 2022 by Jacob Lapera

Association Leadership Radio
Association Leadership Radio
Chris Johnson With Nation's Finest
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Chris JohnsonChris Johnson is the President/CEO of Nation’s Finest, a 50-year-old non-profit providing housing, health, and other critically needed support, to over 7,000 veterans and their families annually in California, Nevada, and Arizona.

For the last 30-plus years, prior to joining Nation’s Finest, Chris served in leadership positions for a variety of other non-profits including Evergreen Treatment Services, Mending Kids, and the National Kidney Foundation, and was promoted to a variety of local, regional, and national positions during his 12 plus years with the American Red Cross.

Chris’s career has afforded him a diverse variety of opportunities with three key skill strengths in common: communications, resource development and team building. He has been blessed to have had the fortune to actively participate in humanitarian and community support initiatives at the same time. He has served on no less than 20 different boards of directors and has been an active volunteer since the age of fifteen.

Connect with Chris on LinkedIn and follow Nation’s Finest on Facebook and Twitter.

What You’ll Learn In This Episode

  • 50th Anniversary
  • Recognition of those who support veterans competition “Nation’s Finest 50”

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: We’re broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Association Leadership Radio. Now, here’s your host.

Lee Kantor: Lee Kantor here another episode of Association Leadership Radio and this is going to be a good one. Today on the show, we have Chris Johnson with Nation’s Finest. Welcome, Chris.

Chris Johnson: Glad to be here. Thanks for the invitation.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us a little bit about nation’s finest. How are you serving folks?

Chris Johnson: Well, nation’s finest is a 50 year young organization this year, and it was founded by some Vietnam veterans that felt that the Vietnam era veterans were not being treated the way they needed to be and stepped up and stepped forward to make sure that that change occurred. So for the last 50 years, we’ve been doing whatever is needed to ensure that veterans have a place to live, get the health support they need, and can manage the the challenges that sometimes come up in seeking VA support and help, just the knowledge of how much is available and where to go and how to get it. So right now our focus has been on veteran homelessness as a priority, but we also were looking into all of those other issues just describe because we want to make sure that those who have served and have earned the support are getting it now.

Lee Kantor: Can you educate our listeners a little bit about what that transition looks like when somebody leaves the military? What is there for them to help them transition?

Chris Johnson: And that’s actually evolved positively a lot over the last few years. They’re now getting actually a person to connect with as they transition, but that disappears shortly after their departure from the military. And as you can imagine, the military has a very structured style of operation. You get in there and you get trained in how the military doesn’t matter which branch does business. And then there’s an expectation that once you leave the military, whether through retirement or you’ve served your term, etc., that you now go back to what we call normal living and there’s an expectation you’re going to evolve back quickly and easily. And that isn’t all the case, always the case. You sometimes, as you can imagine, those that have served overseas and and especially during times of conflict, you’re seeing things, you’re hearing things you’re dealing with, things that could create some sort of post-traumatic stress syndrome or or trauma. And you’re now out in the world having to find a job, having to do things. And all of that hitting you at the same time sometimes creates a challenge. And we’re here to help manage and maneuver you through that challenge so you can get back to heading toward being the best you you can be.

Lee Kantor: Now when you’re working with a group that is so well trained and so mission focused, is it difficult to get them to ask for help or to identify those who are of need?

Chris Johnson: That’s a very perceptive question because, yes, one of the biggest challenges is they’ve been trained and are very proud of the fact that they can do a lot of things on their own and they don’t need help. And they’re very proud of who they are and what they’ve done. And as individuals, asking for help sometimes seems like it diminishes their importance, etc.. So our job is to go meet them where they are, build levels of trust, get them whatever support they need, so that then when they feel comfortable and trust us that we’re there for them, they come out of that shell as so use for a term and look forward to finding their way and their path back home.

Lee Kantor: Now, you mentioned that you’ve been doing this kind of work for 50 years now. Can you talk about how or what you’re doing to celebrate that 50th anniversary?

Chris Johnson: Well, what we’re doing is we decided we would take the 50th year because we realized we’re not alone in the world. There are tens of thousands of organizations out there and individuals out there supporting and doing their best to make sure that those who serve get the support they need. So we decided we’re going to create a we’ll call it a competition, but it’s more of a recognition. And we’re going to identify through nomination process 50 individuals that they’re not seeking recognition but deserve to be celebrated for the amount of success they’ve had stepping forward on behalf of others. So we’re calling it the nation’s finest 50. And we’re hoping people will nominate individuals that have helped them, individuals that started companies that are helping and making sure that veterans find their way home. That’s our best way of reminding everybody that there are people out here that are committing their lives and their finances in a lot of cases to making sure that those who have served are getting the support they need.

Lee Kantor: And this is kind of goes along with your mission to help support these veterans where they are and whether it’s through you specifically or just other organizations that want to help the veterans, you want to make sure that those folks are recognized and they’re part of the community that’s trying to help.

Chris Johnson: Absolutely. Couldn’t have said it better myself. We’re trying to make sure that the world at large understands that there are a lot of people out there doing amazing things to support these groups and hopefully encourage others to do the same.

Lee Kantor: And your work primarily takes place in the West.

Chris Johnson: But currently our footprint is predominantly in the Western United States. But we do help people all across the country in all 50 states. But our physical presence right now is in the western United States. We are getting asked to come support other states as far away as Florida and DC and Hawaii. And we’re wanting to walk to make sure we continue the excellence we’ve had for 50 years as opposed to run to support those. But we do a lot of long distance phone calls to help veterans in need and families of veterans who are trying their best to support their family members as well.

Lee Kantor: Now, what’s your back story? Have you always been involved in association work?

Chris Johnson: I’ve been involved with non-profits for my entire adult life. My father served in the Air Force for 33 and a half years, went through the Korean and the World War two conflicts in the very beginning of the Vietnam conflict. And so I have had a passion and been supportive of veterans my entire life. I was number 32 back in the day when they had the draft, the year they abolished the draft. And so I’ve had some friends that didn’t come back from the Vietnam War. And so I’ve been committed to supporting veterans my entire life and have been very honored and blessed to be given this opportunity to lead. Nation’s finest. My predecessor, Peter Cameron, who founded this 47 year, he founded it 50 years ago. He was the CEO for 47 and one half years. That shows you the commitment that he had to supporting. And I’m honored to try to continue his legacy.

Lee Kantor: Now, any advice for other association leaders out there that are taking over from a founder? Is it a different type of challenge when you’re dealing with that type of a transition from somebody whose vision is kind of imprinted in the DNA and culture of the organization to now you being the fresh blood in the in the group?

Chris Johnson: Well, that’s an hour conversation there. But the but it’s a very, very observant. You have a challenge because you’ve got a company culture and a style and a way of doing business all the way up and through your board of directors. If you’re a nonprofit or a corporation that’s been in place for a long time and no two people do everything alike. So the tough challenge and I’ve been fortunate in my career to have done this a couple of times, your your challenge is just making sure you embrace the legacy and the work and all the great things that have been accomplished by the individual before you celebrate the way that that individual did business in the areas that work and look for areas that need to be tweaked a little bit or wholesale changes that need to happen so that you can evolve because the world changes. And the one advantage and bring in somebody in after somebody has served that long is you do get a different look and a different perspective on it. But be prepared. If you’re going to go through this as a leader, you’re going to encounter cultural company, cultural dynamics. You’re going to have people that are outstanding in what they’re doing, but could be even better in another position in the organization. And you’re going to find voids and challenges that need to be fixed.

Lee Kantor: Now, Do you have any advice for young people who are maybe at the beginning of their career about the importance of joining associations and nonprofits and leaning into volunteer and leadership roles?

Chris Johnson: Sure. I think it serves two very important purposes. One is you do get to see how the business dynamics work in a nonprofit world, which, even though they’re a business and sometimes focus more on mission than on the business side of things, it does show you a different way of doing business. That can be it allows you to have the freedom to get involved in something that you’re passionate about and support something you’re passionate about without having to necessarily be the day to day person doing that activity. And what I mean by that is serving on a board, serving as an advisory person for a nonprofit. And what I find a lot of folks in my 35 plus years of doing this, a lot of folks use it so that I’ll use accounting as an example. They spend their entire day and their career starting out in accounting, and they would love to do something other than accounting and getting involved in some. An area that you’re passionate about allows you to maybe learn about marketing, get involved in fund development, get involved in business operations, and learn a little bit more about that. I will pretty much guarantee you, though, you’re going to enjoy the challenge and you’re going to feel good about what you’re doing. It’s just hard not to feel good when you realize and get the opportunity to meet those people you serve and just see in their eyes how much of a difference you’ve made in their day and hopefully their life.

Lee Kantor: And these organizations are hungry for volunteers and people that want to be involved. There’s you’re I’m sure, not saying no to a lot of volunteers.

Chris Johnson: So, in fact, just like you’re hearing now, the the business world is struggling to find staff, volunteers and organizations such as ours are no exception. The world has changed. We do a lot more things remote now and getting active volunteers to physically be present has been tough and we’ve had to evolve. So we’re even using volunteers to help us with remote activity, meaning you can be in any state or any any area of the country and still help an organization. Please reach out to them because I think you’ll be pleasantly surprised in how anxious they’ll be to utilize your talents.

Lee Kantor: And there’s probably a group out there that is doing work that you’re passionate about. You just don’t know about them yet.

Chris Johnson: You’ll be amazed if you type in to to the search engines. An interest you have, you’re going to see hundreds of non profits pop up. And I would, if it’s okay to mention a couple of places to go, or GuideStar and Charity Navigator and you can type in what it is you’re interested in, You’ll see where the charities are from. You’ll even be able to see whether or not they’ve had challenges or successes. And that’s not a bad way to go to kind of narrow the list of available charities to serve for.

Lee Kantor: So if somebody wants to connect, connect with you, what is the website? What’s the best way to get ahold of you or somebody on your team?

Chris Johnson: Well, if you want to nominate somebody for the award or you want to just reach out to any of us, go to nation’s finest dot org all one word nations, finest dot org. And there’s access to all of us there, the nomination form. And if you want to reach out to me, you can just click a button and reach out to me.

Lee Kantor: And then that list of the nation’s finest 50 is that only for the folks in the areas you serve? Or that can be anywhere.

Chris Johnson: That’s anywhere. In fact, if you went to the site now, you’ll see some fairly prominent folks that you’ve seen involved in supporting the military and in particular veterans. And you’re going to learn a lot of stories already from I think we just started accepting nominations on the 11th, and there’s always already been quite a few that have come in. But yes, any time in the last 50 years. So if somebody was a tremendous help and they have since passed, please nominate them. And what we’re going to do is we’re going to recognize all of the nominees, but we’re going to give a special award to the 50 that are chosen by the blue ribbon panel. And if you look at that blue ribbon panel, it’s some pretty impressive people on that list. But you’ll also find access to some of the service. If you’re a veteran in need, reach out to us. And if we can direct you to a support in a state or a city close to you, we’re happy to do that. If we can provide support, we’re happy to do that as well.

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

Chris Johnson: Thank you for allowing me to share it. That’s what we’re all about. Get the word out and let’s help those who need it.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Association Leadership Radio.

Tagged With: Chris Johnson, Nation's Finest

Susan Marchese With American Industrial Hygiene Association

November 19, 2022 by Jacob Lapera

Sue Marchese
Association Leadership Radio
Susan Marchese With American Industrial Hygiene Association
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AIHASue MarcheseSusan “Sue” Marchese, CAE, MS, is AIHA’s Managing Director, Strategy and External Affairs. AIHA is the association for scientists and professionals committed to preserving occupational and environmental health and safety in the workplace and community.

During her tenure, Sue has helped rebrand AIHA, rolled out numerous public awareness campaigns, and increased membership from new audiences. Sue holds a Master of Science, Organizational Development degree from New School University. She is a Certified Association Executive (CAE).

Connect with Susan on LinkedIn.

What You’ll Learn In This Episode

  • Latest in MarTech in associations
  • Modern P.R. approaches in the association space
  • AIHA during the pandemic

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Lee Kantor: Lee Kantor here another episode of Association Leadership Radio and this is going to be a good one. Today on the show we have Sue Marchese with American Industrial Hygiene Association. Welcome, Sue.

Sue Marchese: Hi, Lee, great to be here.

Lee Kantor: I am so excited to learn what you’re up to. Tell us about the AIHA. How are you serving folks?

Sue Marchese: Absolutely. So air is actually an association that has been around for almost 100 years. Industrial hygiene has a little bit of a misnomer. And so the way we like to explain it is that H.R. is the association for scientists and professionals who are committed to preserving and ensuring occupational and environmental health and safety or RFS in the workplace and the community. So some people have thought industrial hygiene means that that’s for people, for professionals who are cleaning buildings. But it’s really not. It’s about ensuring that there is reduction of risk mitigation of any kind of problems that could lead to further health issues. So they’re really scientists and really not people who are just cleaning buildings.

Lee Kantor: Now when when there is sometimes confusion when it comes to a brand like that, how has that evolved over time? Did it start out always being about scientists and just the name was kind of created confusion, or has it evolved over the years?

Sue Marchese: Yeah. So back in 1939 when it was founded, it was it was the Industrial Revolution, right? So there were just it made sense for the professionals who got into this space to be known as industrial hygienists, because it was typically in the manufacturing factory type of setting. But then it really expanded to military, laboratory, academia. It just really expanded outside of industry or industrial. So over the decades it sort of became this misnomer. And that’s why back in 2018, when the board of directors of our organization took a step back, they said, you know what, maybe it’s time we need to revisit this. So after market research with our own members and some outside allied professionals, we decided, you know, it’s time to really just be known as h h a for the legacy factor. But when we try to introduce our brand and the concept of this association and what our members do, we introduce it by explaining what occupational and environmental health and safety is. So we’ve had to kind of do what I call a brand evolution. We really didn’t rebrand arguably, but we just have begun to tell the story of not just what our members do, but the outcomes and how they can affect lives and communities. So it has been a bit challenging, but we did do this brand evolution back in 2018 through 2020. We launched and it was three pronged approach. So it was change the logo, sure, but it was also about educating the general public. So through earned media, public awareness campaigns. And then the third and final is outreach to universities, trade schools, etc. to try and raise the awareness factor of what is this particular organization, what is this particular profession. And that was the hallmark of this brand evolution. Air used to just represent the membership strictly, but the evolution turned into an opportunity for us to brand the profession of these professionals.

Lee Kantor: Now, were the members kind of saying, Hey, great, finally, that creates clarity. Now people understand the importance of my work, or was it something that they were like, Did you have a struggle from a membership standpoint, or was this something they were hungry for?

Sue Marchese: So I think that the answer is yes, we have a little bit of both. And ultimately, when we started our market research studies, when we were doing interviews and a full survey to the membership and focus groups, we did it very deliberately to make sure we had the data behind the fact that the majority of members were all for it. And we’re full steam ahead on doing this brand evolution. So by all means, we definitely weren’t just doing this in a small, isolated room in our offices, and we made sure that we talked and communicated with the members in advance. And really they they really were the ones who made us go in that direction with the one caveat, and that is don’t get rid of our legacy. So there that’s where air still remains. And I guess we were kind of thinking, well, you know, Geico did it right or IBM did it. Nobody knows what those stand for acronyms anymore. And HHR is the opportunity for us to then explain. So that’s our brand is really just age, but then it is about who our members are. So, so that said, we we try to ask them, talk with them, communicate with them. And we did not do it. As I as I mentioned from 2018 to 2020 took us two years, not because we were dragging our feet, but we were trying to be deliberate. All that to say in 2020 when we launched, there were laudatory remarks from many, many members, even outside allied professionals, saying this really helps.

Sue Marchese: This definitely is going to help raise the awareness of the profession and the membership. And then, of course, we definitely heard from people who were super vocal and were not happy thinking that we were turning our back on the history of the organization. But, you know, they were really few and far between. I think that we actually counted about three people who were super vocal about it out of our 8500 members across the country and Canada. So, you know, we we had to be super cautious in how we approach this. And yet I do recognize the fact that people are going to want to hold on to their history and the hard work that they did in their careers. Why turn their back on it? But rather, we looked at it as an opportunity to enhance the future of the profession. So, yep, we had yes, we had a couple of naysayers and a couple of people who were not happy, but we also addressed them one on one and had opportunities to have open town hall meetings to get out concerns or whatever it may be, even after we launched. So I think that all in all, we had a very successful brand refresh and this brand evolution has really served us well as an organization. In fact, as organizations have been suffering over the last couple of years during and post pandemic and Chase membership acquisition has grown and our retention has been phenomenal.

Lee Kantor: Yeah, those are all clues that maybe you’re on the right path.

Sue Marchese: I think so.

Lee Kantor: Now, as a member of Air, what is kind of what are they looking to get out of the membership? How do you help them take the profession in their own career to a new level?

Sue Marchese: So there is a particular function of an industrial hygienist or an occupational and environmental health specialist. Those people are not just making sure people are wearing steel toed boots in a dangerous construction setting or they’re not making sure that there is no injuries on the job. Those are not the only things that they do. They’re actually taking scientific experiments and sending them to laboratories and digging deep almost as if they were kind of, I guess you can say, forensic scientists in the workplace and making sure that there were things that are not harmful. They were also they are also instrumental in making sure that PPE, which is suddenly become a household word. Where in the past it had not been. But with the pandemic, something that professionals have done for years to ensure that there’s proper PPE usage in the workplace. That’s one of their functions. And now that is that has become a household word. Unfortunately, I guess on one hand, because of the pandemic. So the the function of the of the professionals also leads to the fact that they need additional education. They need to keep up their relevance in the field. They also have an opportunity to go after a certification called the c i h certified industrial hygienist or ci h. Designation. Because of that designation, a lot of our members do turn to J to seek out very reputable education, webinars, courses, various opportunities at our annual conference, which happens in May every year.

Sue Marchese: So that is a predominant reason a lot of people usually say that they’re involved with. I j that’s predominant. But the number one when we do our needs survey or our member needs survey, the number one reason that they want to be involved with h.r. And the benefit that they feel they can take away is association with our reputation. Being involved with h.r. Has an opportunity for them, i guess for networking, but also for the the strengths of our of our role with these professionals and in companies. So this is where we always hear that it’s about i’m joining h.r. Because i need to i want to not just for the education, but because i have to for my to uphold my reputation as a professional. The other benefits, of course, there are numerous ones. I can’t even go on. I’ll waste everyone’s time telling you about them. But I can tell you the last. The third benefit that we always hear is our wonderful publications. We have the Synergies magazine, which comes out 11 times a year, and then we also have our journal for occupational and Environmental Hygiene. So those are just the top three reasons and benefits that members enjoy.

Lee Kantor: Now, are there chapters locally around the country for people who want to get involved, or is this a national conference that everybody goes to? Like how does an individual kind of plug in?

Sue Marchese: Yeah. H.r. Has local sections, although they are not directly part of national. They are our affiliates and they are their own standalone entities, their own 500 1c3 but we as an association, foster them, work with them, encourage them. In fact, we even have a staff presence person on staff who make sure that the local sections are provided with graphic design needs or things to keep them rolling at a very easy pace rather than them having to start things from scratch. So even though a national doesn’t necessarily manage all of the local sections, they are tied to us. We also have our annual conference, and our annual conference brings together a lot of our volunteer groups. Aj is one of the one of the most unique organizations and that our members cover so many different industries. You know, like I mentioned earlier, maybe back in the thirties it was just really manufacturing, but now it has hit every single industry you could imagine. So our committees are as numerically large as the industries that our members touch. So we have committees such as excuse me, Respiratory Protection Committee, biological hazards, committee incidents, response committee. So there are just there for first responders or for indoor air quality and things of. That nature. So because of that, our committees, I believe we are up to over 70 committees and working groups at. Super active volunteers. That’s an opportunity for them to all meet at our annual conference next year in 2023 is going to actually be in Phenix. And they we change locations every year. And this is an opportunity for the committees to get together, but also for the members to take advantage of concentrated amount of time to get their contact hours. So the conference usually is about 18 to 19 contact hours for three days. So our membership really does kind of span the entire country, as I mentioned earlier, but also a lot of people from Canada.

Lee Kantor: Now, getting back to that brand evolution that you were talking about, how are you seeing kind of public relations and this level of communications? How have you seen it evolved since, you know, in your career in working with associations?

Sue Marchese: I, I have a sort of like I like to consider that there is such a thing as modern public relations. You know, there there is the typical earned media of public relations where you you draft press release and you pitch it to different media outlets. That’s definitely still alive and well. And we do it, you know, my my team and I, we do that. But I the modern portion of PR or public relations that I have really espoused over the years in my entire career has been public awareness. And to me, that is done in so many different ways, whether it’s taking advantage of social media. But one thing that we do at age is we do in our public relations department that I run is targeted outreach. So, for example, we have this public awareness campaign that I mentioned earlier about getting the word out about the value of this. And when we launched that a couple of years ago during the pandemic, we were able to reach out to different. Large industry professional associations and connect with them. Connect our members with them.

Sue Marchese: Excuse me. So, for example, chemical manufacturing is specifically chemical as opposed to product manufacturing. Chemical manufacturing has a lot of hazards, a lot of potential impacts. And we know and our members believe that it is not just about checking the box and making sure that they are following OSHA standards. It’s definitely important. Of course it’s paramount, but there’s more to it. It’s about going that extra yard and making this a core value in a company. So that’s what we did. We had brand ambassadors from our membership, write blog articles and be interviewed and different things like that with various chemical manufacturing, professional associations or even trade American Chemistry Council, for example. I had done some coverage of the imperative for H in the workplace. So those are just a couple of quick examples of how I think it’s modern PR because even though we were not necessarily getting coverage in the Wall Street Journal or something of national impact like that, we were actually doing very, very targeted media outreach to those those key audiences that we know our members can impact.

Lee Kantor: Yeah, I think that as the media consumer is becoming more and more fragmented, they’re looking for those niche publications and outlets to find the information that’s important to them. And to show up there is probably more efficient than to be in the Wall Street Journal that, you know, a lot of folks that it’s not as relevant to them or as impactful as it is to the way you’re doing it, that the folks that should hear it need to hear it, are going to hear it. If you work through the the media that these people are paying attention to every day.

Sue Marchese: Exactly. Yep. That’s the philosophy. That’s our strategy.

Lee Kantor: Now, are you seeing that as a trend or is that just kind of the evolution of media now that it’s so fragmented and that everything is kind of on demand when people are they’re trying to find the information when they need it in the places that they, you know, are used to looking rather than, you know, maybe 20 years ago when there were just kind of the go to media outlets that everybody paid attention to. It seems like everybody nowadays is on their own journey and that they have their own kind of media that they look at and that it’s hard to reach any large group of people with one message efficiently anymore.

Sue Marchese: Yeah, you’re absolutely right. It’s definitely a trend is definitely what I would call a modern PR professional. Should have that in in their quiver as a strategy. So it’s definitely a trend. And I like how you said it. You know, like everybody is really having the opportunity to choose their own news and their own outlets and things like that. And I think that that’s exactly what we as association, PR and communication professionals need to do, and that is to hone in on where we think. The right people are going to be reading and and then go where they live and go where they read and try to get in involved in their interests. And we at AIG are actually doing that through a bunch of other ways besides person power, where we pick up the phone or we contact associations and do some of the education like I was talking about earlier. But we’re also doing a lot of digital pure martech kind of, you know, types of efforts where we’re looking at geo targeting people, where for attracting them to become customers for our education, for our purchase of our books and other things like that. We are doing a lot of web advertising. In fact, just recently we took a we dipped our foot in the pool of hiring a digital audit to be accomplished because we wanted to make sure that we were actually doing things that were effective, that were actually going to be seen by the right people. So whether it’s for PR or for marketing, even, I make sure that we are trying to have some very targeted, very laser pointed types of efforts and campaigns, because after all, we are really tiny. Our organization is a total of 62 people. My team is a total of six, and yet we have some tremendous, tremendous energy and opportunities. But we also want to make sure that MarTech is working for us. The technology is smart and that our strategies are implemented properly.

Lee Kantor: Now, can you give some advice for the association leaders out there to in and around how to create that team that plays nice together? Because sometimes marketing, PR, advertising, there’s kind of a blurring of the lines of who does what and the impact that each are having. How do you kind of create a team that can work together well on that overarching mission?

Sue Marchese: Yeah, well, interesting story. When I got to Asia eight years ago, I was unfortunately met with that exact thing that you just described. There was a lot of kind of factions or, I don’t know, silos or whatever the thing may be, however you call it. I had to come in and see what I could do and try to see how we could all work together. The absolute first thing that I did was I sat down individually with each one of my team members and I talked with them about their personal brand. So I started one on one and helped them look inside themselves as to what how they wanted to be perceived as a professional. And I continue to work with each one of those people, whether they were here eight years ago or they’re new to our team a couple of months ago. I do the exact same exercise with everybody and I revisit it on a regular basis because that’s one way I can help coach my team into being the best professional that each one of them can be. So that is a mission of my own.

Sue Marchese: And as a whole, I have seen that work quite well. At our organization, we run our one. It’s really important for me to have a brand standard for our marketing communications and PR, and we as a department run the department with that brand standard first, first and foremost. And so if I had any advice to give to anybody, I would say look internally first and make sure that your team is where they want to be, because then as they are comfortable with themselves and they are more surefooted and know that they have someone who has their back, meaning that PR or that communications manager or director, they can then do their very best to work with others in in the department, in the entire association. So there’s a lot to be said about how you go about doing that and how much time you you spend doing that. But to me, it’s worth every minute of your of your time as a director or as a VP, because ultimately it really does come back and help.

Lee Kantor: Yeah, you have to listen. You have to allow people to be heard so you can all get on the same page of what we’re all trying to accomplish here.

Sue Marchese: Exactly. And and again, the brand standard, like I mentioned earlier, is something that we we try to revisit every couple of years because things may change. But ultimately, we’ve pretty much as a department, we have kept to our brand standard. And it’s it’s basically almost like running our internal Marcum and PR department, like an agency, you know, as if we were an internal agency for our different department teams, membership, professional communities, education, etc.. So yeah, that is definitely something. I think if Markham and PR could help become the hub of the wheel, that I think is very huge accomplishment for an association.

Lee Kantor: So what do you need more of? How can we help?

Sue Marchese: You have helped so far really phenomenally by allowing us to have this opportunity to to to speak on the radio show. What a tremendous way for us to get the word out about our profession and also for me to talk up my phenomenal colleagues who I work with and all of the phenomenal accomplishments, actually many award winning accomplishments as well. But one other thing that we can, if you all could do to help, and that is to get involved in A.S.A.P.. And I myself am a senior now, and it was something that took a long time. But I think that getting involved with CA with the association is something that’s important for association professionals, whether it’s just, I don’t know, you know, sitting on a committee or even just simply reviewing potential awards and being someone who gives back to the association. Because there’s so much, so much education, so much wonderful information that they provide for for those of us who are kids, who are certified association executives or even just in general for folks who are in the associate association space.

Lee Kantor: Well, so thank you so much for sharing your story today. If somebody wants to learn more about HHR or connect with you, what are the coordinates? What’s the best way to do that?

Sue Marchese: We have a website which is a IHH dot org. We also have 0ehs careers dot org. That’s for people who might be interested in getting involved in the particular profession. So please check it out. And they’re very consumer oriented and very useful tools for people.

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

Sue Marchese: Thank you, Lee. Have a great.

Lee Kantor: One. All right. This is Lee Kantor. We’ll see you all next time on the Association Leadership Radio.

Tagged With: American Industrial Hygiene Association, Susan Marchese

Steven Latour With Westfield Chamber of Commerce & Downtown Association

November 17, 2022 by Jacob Lapera

westfieldchamberindy
Association Leadership Radio
Steven Latour With Westfield Chamber of Commerce & Downtown Association
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Steven LatourSteven Latour, CEO at Westfield Chamber of Commerce & Downtown Association

A Brand Enthusiast and Advocate for High-Velocity Culture Change

Steve’s for-profit and non-profit expertise, coupled with a passion for branding and communications, have shaped his life mantra – to have a healthy disregard for the impossible.

Since arriving at the Westfield Chamber in September 2020, Steve has reinvigorated the organization by bringing significant companies on the board of directors, including Abbott Labs and SEP, a major tech company that relocated to Westfield. He negotiated a successful cooperative merger of operations with the Downtown Westfield Association and has seen revenue growth for the organization by $200K in just a year.

He is a proud alum of Central Michigan University and was the first family member to graduate from college. He most recently served as the CEO of Sigma Tau Gamma Fraternity, Foundation, and Housing Corporation.

During his tenure, Steve has visited more than 300+ college campuses, written two dozen leadership programs, led and organized conventions and leadership conferences for thousands, and facilitated retreats across the country for thousands of college men, women, professionals, and boards. He is passionate about education, youth development, and volunteerism and currently serves as the Westfield Youth Assistance Program president.

Steve comes from a large family, loves being an uncle and Godfather to five, and enjoys traveling with family and friends. He has learned that every experience and person he encounters brings him one step closer to achieving his big audacious life goals.

Connect with Steven on LinkedIn.

What You’ll Learn In This Episode

  • High-Velocity Culture Change
  • Keeping Score and Promoting the Vision
  • Free the People
  • Orient, Educate, and Train
  • Relevant, Replicable, Recognizable
  • Role of Chamber of Commerce in 2023

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Lee Kantor: Lee Kantor here another episode of Association Leadership Radio and this is going to be a good one. Today on the show we have Steven Latour with Westfield Chamber of Commerce and Downtown Association. Welcome.

Steven Latour: Thank you so much. I appreciate being here.

Lee Kantor: Well, I’m so excited to learn what you’re up to. Tell us about your work at the chamber. How are you serving folks?

Steven Latour: Yeah, I’ve been in my current position for two years now, and we happen to be in a community that is growing leaps and bounds. So we’ve got new businesses here all of the time coming into Westfield. And so it’s a real opportunity to connect those businesses and the people working for them with city services, networking, connections, all the things that they need to be successful and what they’re trying to accomplish here in Westfield.

Lee Kantor: So what’s your backstory? How did you get involved in this line of work?

Steven Latour: My back story is that I was a former fraternity CEO, so I worked for a national college fraternity and we had chapters across the country, 80 different chapters across the country. And I loved it. Got to travel the country, been to over 300 colleges and universities. And I knew that I wanted to get into public service at some point. And so I had purchased a home here in Westfield, started to get involved in the community, and the chamber job opened up and I thought this may be the ticket to get involved in the community and may eventually lead to public office at some point.

Lee Kantor: Now, when you’re working at a chamber, can you talk about your vision of what that optimal chamber experience would be for a member?

Steven Latour: Yeah, I think some members kind of join and then think something magical happens and then suddenly they have new leads and people that are calling them and stopping by their office. Maybe if you’re a donut shop, you’ve got people stopping by, but for the most part it’s really a way to engage in the community. You know, I’ve got the benefit of knowing our entire city council and the mayor and several of our elected folks. But I also have the benefit of knowing almost all of the CEOs of our larger businesses here in town, all the way down to the restaurant chain managers and owners. So when you’ve got those connections, it’s really easy to begin to help people find out the folks they need to meet and connect with. Learn and grow. I think we after school or training, you want to stay sharp and stay on top of what’s going on. So the chamber offers those educational opportunities. It offers networking opportunities, social opportunities. It’s a real way to feel integrated into the community deeply.

Lee Kantor: And you brought up a great point. I think a lot of folks, when they see there’s a chamber or they decide to join the chamber, they might be looking at it as a transactional opportunity where I’m going to go in, I paid money, so therefore I’m going to get business when it’s really a connection and relationship opportunity where you can build deeper relationships. So you might do business down the road, but it isn’t really to go there and show up with a bunch of business cards and then leave with a bunch of money.

Steven Latour: Yeah, absolutely. If that were the case, we would be doing very well. But we’ve got a lot of in our chamber, we’ve got 500 businesses that are a part of that, which represents about 8000 individuals who work for those companies. And I always tell folks that it’s being engaged, it’s coming to things. And it’s true for most chambers around the country. Most of what they do is free. It’s the occasional luncheon and stuff that you’ve got to pay for. So if you’re not sure, go check it out, Attend some of the free things, meet some folks, and I think you’ll start to see the benefit of your own engagement, and that will prove that it’s worth investing in.

Lee Kantor: But is that some kind of part of the education you have to give in order to manage the expectations of a member that it isn’t something that you just pay dues and then money appears that this is something that you have to lean into and really invest your time into if you want to get the return you like.

Steven Latour: Yeah, I think that’s it exactly. I often use the analogy. My mom was a toy buyer for Kmart and they would come up with the best toys in the world, but until they were on the shelves, people weren’t able to buy them. So you’ve got to be the person on the shelf in front of folks so that they can see what it is you’re doing, who you are in the community, what it is you’re trying to sell them so that they can get involved and potentially buy your product. It’s not enough to just have an ad somewhere or to say that you’re a member. You’ve really got to engage and be on the shelf.

Lee Kantor: Now is part of your bio. You use the the phrase high velocity culture change brand enthusiast and advocate. Can you talk a little bit about what you mean by high velocity culture change?

Steven Latour: Yes. So there is this book by Price Pritchett and Ron Pound. And it’s it’s a simple quick read called High Velocity Culture Change. But I found this book about, I don’t know, 15 years ago, and I have used it time and time again. And it’s really proven to be a good resource for me, but also a source of inspiration. So in every case that I have come into in my career, I often find those organizations are a little stale. Maybe they’re looking for some change in direction. And so how do you make that happen in a way that is quick? Because sometimes it could take a very long time to turn turn the corner. So when you’re trying to find those quick wins, it’s important to have kind of this guide. And so, you know, some of the concepts from the book are really freeing your people to be themselves and to do their best selves, expecting some casualties from that. Meaning you may lose some board members, you may lose some staff members, but if there is a vision that people have bought into, then those losses may be a moment of sadness, but they’re not going to be an anchor that weighs you down and keeps you away from accomplishing your goal. I’m a big believer in achieving hard results in a hurry. So, you know, when you’re trying to make some change, you want to put some wins on the board because then people start to feel like, well, this is a winning team and I want to be a part of it. When I got to our chamber, there was two full time individuals on staff. We had about 420 members and we were up 225,000 chamber. Two years later, we’ve got four people, four full time people on our staff. We have I just presented a budget to the board last week for 580,000. That would not have been possible if I didn’t bring everyone along. I have a really strong communications plan and really promoted the vision of Westfield and how we were a part of that, both as the chamber and the Downtown association.

Lee Kantor: So how do you keep score? How do you define the metrics that matter?

Steven Latour: Yeah, for me, a big one of those. There’s this concept and it’s in the book as well called Seizing the Schools. You know, you want to be sort of the go to person or company or organization that people rely on for educational support, statistics, information. And so that’s really what I and our staff have started to do. We we look at all that data and information that’s in the community and then folks come to us for that source of information. So I think the engagement that we’ve seen increase the sponsorships that we’ve seen increase and participation just in person at events, the connections that people are making. And we’re also looking at when people are upgrading their membership, that tells me that they’re finding value in the relationship that they’re having with us.

Lee Kantor: And how do you kind of determine what is important to your members at any given time? Because things obviously, if you were pre-pandemic, things that were important are different today than they are post-pandemic?

Steven Latour: Yeah, certainly. I think it’s really taking a hard look at your community and trying to understand what direction is the community going in. We’re very fortunate that Westfield is a suburb outside of Indianapolis and we’re next to a suburb called Carmel. That’s done extraordinarily well. It’s been one of the top places to live in the United States several years in a row. Westfield’s recently started to get some of those accolades, and it’s because we’ve taken some of the best that we’ve seen in our region and we’ve put our own touch to it. And so I think we’re looking at a community that’s growing at a fast pace. We know that we have people moving into our community that are coming in from, frankly, all over the world. We just had to have it labs open, a new facility here, and a third of their staff don’t speak English as a first language. So how are we as the Chamber, encouraging our restaurants and other businesses to make sure that they have bilingual menus and all those things? That’s where I think that the community sees value in us having those conversations and bringing that to the forefront. So it’s understanding the community, it’s knowing the direction we’re going in and then trying to meet the moment.

Lee Kantor: So how do you work as a bridge between the different constituents in terms of, you know, universities and or large enterprises and the solopreneur? Like you have to you know, you’re serving all of those constituents. How are you able to kind of engage them in a way that creates connections and creates opportunities for each of them to play nice together?

Steven Latour: Yeah, it’s a great question. We’re fortunate that we have a very large community college based here in Hamilton County called the Ivy Tech. We have a great relationship with their staff and the Chancellor. We have a great relationship with a lot of entrepreneurial entrepreneurs who are looking at getting some of their business up and running and connecting them to well established businesses here in town that are looking for people to help manage communications, people to do it, people to do accounting. And so I think it’s having that mixture of in a base of membership. And when we have people that look at joining, we say, you know, yeah, we’ve got a couple of accountants, but I can tell you that we’re referring accountants all the time or we’re referring I.T. support all the time. So having those folks that we can connect to and meet with and share with. It’s all, I think, all about understanding where those companies are and having that. I’ll use an old term, but Rolodex available, although it’s all on the computer now of people to go to and connect with and refer to. So and we track kind of those referrals, but knowing that we have those abilities to make those connections quickly can often save some time and some money.

Lee Kantor: Now, any advice for a leader of a chamber that maybe, you know, you’re in a couple of years, but when you first started, can you share maybe the advice of what those first hundred days look like?

Steven Latour: Yeah. One of the things that I actually did when I worked for the fraternity and became the CEO was I visited every single chapter in a year. It took a year, but I got to all at that time 68 campuses and met with their students and I learned a ton and it positioned me to be able to make some very intentional changes going forward. And I did the same thing when I got to the chamber job. Within the first three months, I met with 100 of our members. And so it was a lot of coffees and a lot of sitting there and having great conversations. But what it did for me is give me insight into what are their company struggles, individual struggles, what is what is their relationship with the city and the city staff? What’s the relationship with the chamber? And then it’s allowed us to begin to make the modifications and changes that need to be made to meet folks kind of where they are, to support them and help them be the best organization or business that they want to be. And so that was a big piece of it. I think the other was understanding what is our direction, what is it that we want to be in the community because we can’t be all things to all people.

Steven Latour: I think we can name tons of companies who’ve tried to do that over the years and we’ve watched them fall. So what is it that we do really well? Let’s keep doing that and let’s do that even more on a broader scale. So I think the connecting part, the education part, there’s no one in the community that can educate like the chamber because we have the ability to bring people and resources together. We also have the ability to bring businesses together. Last year we launched a Hoosier Chocolate Fest and it was an opportunity to highlight chocolatiers and bakers who didn’t have an ability to organize all that on their own. So we brought everyone together and had a sell out event over the course of two days and had over 1200 people come through and and raised 40,000 doing it to support our chamber and two other chambers that we’re doing with us. So I think it’s those those initial meetings, it’s having an understanding of what the vision and purpose is going to be and then beginning to build the operation.

Lee Kantor: I think you brought up a great point in terms of investing the time to listen to the constituents before you make kind of massive change. So here first, learn first, and then based on that data, then you can make a better informed choice and kind of craft the vision that really works hand in glove with the expectations and the desires of your constituents.

Steven Latour: Yeah, 100% agree. I think you have to do that to be successful. We all have hunches, right? We kind of think we know what some things are are going to be or are not going to be. But I would tell you that I you know, 30, 40 people in there were things that I thought were issues that weren’t issues. And there were things that I didn’t even considered that were brought to my attention that seemed like easy wins for us. So definitely worth the time and energy. And I still do that. I probably meet with four or five different people every week outside of all the other structured meetings and things that I have just constantly listening now.

Lee Kantor: Have you do you have kind of a vision of the role of a chamber in today’s world that might be different than, you know, your father’s or grandfather’s chamber?

Steven Latour: Yeah, you know, this chamber is 40 years old and it was actually started as a local business association 20 years before that. So, you know, back in 1960 when they kind of got things going, the little town of Westfield was about 4600 people or so, maybe less than that. And the chamber then was really meant to be a social connector for the men and women who were involved in the business community and also do some things for the community. So they were the first ones to have the parade and the first ones to do some events around the 4th of July. I think there’s still a place for that in 2022. But what I have been really pushing among our membership is to say we are the best ambassadors for our community. There’s probably no one who will be better ambassadors than us, and we want to be successful and we want to win because if if we’re all doing well and the community is doing well and our schools are doing well, then the community as a whole is going to be the best of the best. So it’s not we’re not going to get anywhere by tearing each other down or complaining about streets or parking or anything like that.

Steven Latour: As businesses, what we need to do is come together. Think of ourselves as ambassadors. And then how do we work through? Negotiate and come together on finding solutions for problems in our community so that we can move forward. And so I think that’s one of the biggest shifts that I’ve seen. The other pieces, I think that we as a chamber need to have a hand in hand relationship with the development office within the community so that we can be at the table with them so that when businesses come in and go through all of that city process on what needs to happen to to build something or put something in. Then they look at us and say, well, what are the schools like and what will my employees do for fun in the evening? And what are the experiences that they’ll have? Because so much now is about the experience that people have. It’s not just what they do from a traditional 9 to 5. So I think we’re a good connector there. And the ability to help the city sell us on being a great place to live. But in the end, I really think our chambers in 2022 are the ambassadors for the cities they represent.

Lee Kantor: So what do you need more of? How can we help?

Steven Latour: Well, I think the biggest hurdle we’re now facing is that we’ve we’ve grown up in a world where you have a person from a company who is the, you know, the contact at the chamber office. And so there is, for example, a hospital when I got here that we had one contact name in our database at the time, and it’s a hospital that employs 1300 people. And so I sat down with their CEO and HR director and I said, I appreciate that we’ve got this person to go to. And they’re phenomenal. But you’ve got an entire company of people who we have an opportunity to connect them, to volunteer opportunities and mentorship opportunities and community events that not only that we’re hosting, but that service organizations are hosting, that the police are hosting, that the city’s hosting. Just recently we had a huge trick or treat night that was companies sponsoring that for the community. So we want to your individuals working for your companies to be the member of the chamber, and we want you as the company to be our partner. And so that’s one of the shifts that for us at Westfield we’re making. And I think it’s working so far, but we view the company as our partner because we wouldn’t be here without them. And we we view the individuals working for that company as the member. So I think really it’s those folks who are running companies, it’s giving your employees the opportunity to connect, to serve on boards, to volunteer, to engage, to go to events. And so that means sharing those emails and that contact information and then talking to your staff about why that information is important to share with the chamber so that they can really feel a connection to the community. And we know that if they feel connected, they’re going to be happier employees and they’re going to be in those positions for years to come.

Lee Kantor: Yeah, that reframing of what a member could be or should be in an organization, it shouldn’t be one person in a 1000 person company. That’s absurd because there are so many young people that are part of the organization that would benefit so much by leaning into their chamber by, like you said, volunteering and showing leadership skills and networking, and not only to help them within their organization, it’s going to help them within their career. I mean, when somebody else sees them as, hey, look at this young person, volunteered and took over this leadership position, look how well they did. Look at how proactive they were. They might be a good candidate for a leadership position in my organization. It’s a win win win all the way around. So I, I can’t I can’t emphasize enough, especially to young people to consider joining your chamber, because that’s where the rubber hits the road. You can demonstrate real leadership skills to a lot of people in an easy manner because those organizations are hungry for people to volunteer and show leadership skills.

Steven Latour: Absolutely. Absolutely.

Lee Kantor: So if somebody wants to connect with you, what is the coordinates? What’s the website?

Steven Latour: So our website is Westfield Chamber Indie dot com and I know that seems a little funny, but there’s a Westfield in New Jersey and a Westfield, Massachusetts, and sometimes people confuse the two. So we thought, we’ll go with Westfield Chamber Indeed.com. So that’s our website info at Westfield Chamber Intercoms or email address. But you can find us on all of the social media outlets and reach out, connect, happy to meet with folks, happy to share ideas with not only people in Indiana but across the country.

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

Steven Latour: Thank you for the opportunity.

Lee Kantor: All right. This is Lee Kantor. We’ll show next time on the Association Leadership Radio.

Tagged With: Steven Latour, Westfield Chamber of Commerce & Downtown Association

Kelly Anne O’Neill With Dualboot Partners

November 17, 2022 by Jacob Lapera

KellyAnneONeill
Startup Showdown Podcast
Kelly Anne O'Neill With Dualboot Partners
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DualbootKelly Anne O'NeillKelly Anne O’Neill has a passion for connecting great people, helping entrepreneurs, and serving the local community.

With a diverse background in non-profits, healthcare, and tech startups, she is currently working with Dualboot Partners in Atlanta.

Previously, she spent the last 5 years building programs to serve entrepreneurs and bringing in strategic partners such as Invesco, Truist, and Coke at Atlanta Tech Village.

Connect with Kelly Anne on LinkedIn.

What You’ll Learn in This Episode

  • Why Kelly Anne loves mentoring
  • The most important advice she gives
  • The biggest mistakes Kelly Anne sees

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Welcome back to the Startup Showdown podcast, where we discuss pitching, funding and scaling startups. Join us as we interview winners, mentors and judges of the monthly $120,000 pitch competition powered by Panoramic Ventures. We also discuss the latest updates in software Web three, health care, tech, fintech and more. Now sit tight as we interview this week’s guest and their journey through entrepreneurship.

Lee Kantor: [00:00:39] Lee Kantor here another episode of Startup Showdown podcast, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor Panoramic Ventures. Without them, we couldn’t be sharing these important stories. Today on Startup Showdown, we have Kelly Ann O’Neill and she is with Dualboot Partners. Welcome, Kelly Anne.

Kelly Anne O’Neill: [00:00:59] Thanks. Excited to be here.

Lee Kantor: [00:01:01] Well, I’m excited to learn what you’re up to. Tell us a little bit about Dualboot. How are you serving folks?

Kelly Anne O’Neill: [00:01:06] Yeah, so Dualboot is a software and business development company. We build software that also builds your bottom line. So it’s a more holistic approach to taking a product to market or building out a piece of your software projects. And we do that through incredible product directors on our team, a very well-equipped and experienced tech team as far as developers go. So yeah, it’s been a really fun eight months. I’m relatively new to Dualboot and open up the office here as we expand into Atlanta.

Lee Kantor: [00:01:39] Now Dualboot are you are your clients typically enterprise-level companies that are just need to update their software want to go in a new direction from a software standpoint, are you working with startups that don’t have maybe a technologist and need kind of that your expertise to help them launch a venture?

Kelly Anne O’Neill: [00:01:58] Yeah, it’s a great question. So we work with startups all the way up to Fortune 500. We just it looks different every engagement. So we do five things, we build MVP’s. And so that’s mostly probably what you’re thinking about with the startups. And we do that through design, through launch phase, we do DevOps and QA, we do something called replatforming where it’s taking a legacy product and modernizing your tech stack, bringing everything over and relaunching that we do rescue missions, which is kind of what it sounds like of Holy cow, it’s crashing and burning help. We also do stuff acceleration where we if you need to augment your team with key role partners, we step we step in and help you accelerate your growth. So those are kind of the five things that we do and that can serve, again, startups to Fortune 500. It will just look different with our engagements.

Lee Kantor: [00:02:53] So what’s your back story? How did you get into this line of work?

Kelly Anne O’Neill: [00:02:57] Great question. I have a super diverse background, professionally speaking. So graduated college, went into the nonprofit world for two years, which was super helpful in laying the foundation really of whatever I wanted to do and randomly hopped back into health care after the nonprofit world where it’s what I went to college for. It’s called a child life specialist, but it’s a role that helps children and families cope with hospitalization and really get to step in with the kid, make sure they’re understanding what’s going on, their diagnosis, their prognosis, whatever that looks like to help a family cope. So I was at Children’s Health Care of Atlanta in neurosurgery and worked in the E.R. for a little bit for three years. Then, as you can imagine, that’s a pretty hard, hard role to stay in. So did a really big pivot and came to tech startups. So worked at the Atlanta Tech Village with Karen Houghton and David Whitburn for five and a half years, fell in love with entrepreneurs and their vision and startups and the ecosystem, so ended up there as the director of Strategic Partnerships and programing. And then in October I joined Dual Boot Partners. So on the more of the software development piece of entrepreneurs and startups and all those things. So it’s been a really fun ride, wild ride really.

Lee Kantor: [00:04:25] Well, looking back, you know, it’s interesting when you’re going through a journey like yours, looking back, maybe you see some dots that were connected that obviously you didn’t do it on purpose. But having that background in health care and especially in the space you were in, your empathy gene must be off the charts. So that probably helps you in building community and really kind of understanding maybe some of the struggle that some of these folks are going through, because you probably have seen struggles a lot. You know, more life and death struggles in real life.

Kelly Anne O’Neill: [00:04:56] Yes, you nailed it. So in the a lot of people are like, wow, how did you make that jump? That feels super far off. And to your point, it really isn’t that far off. In the end, humans are humans and people are people. So what I learned at the bedside was super applicable to startups, super applicable to entrepreneurship in the way of I learned to prioritize really well. Sense of urgency is high, earning the right to be heard really quickly and also building rapport with people because in the end, humans are humans. And so it just looks like you enter in differently obviously between health. In technology, but all the same.

Lee Kantor: [00:05:42] And, you know, the stakes are not exactly the same, but maybe they feel the same to a startup founder. You know, that is true.

Kelly Anne O’Neill: [00:05:52] I think at times. Yeah, it’s like you truly ride life with people. And so, yeah, the end result might be different, but the feelings associated with what’s going on can be a roller coaster, like you mentioned.

Lee Kantor: [00:06:05] Now, you mentioned some in your background. You were involved in creating strategic partnerships and you were involved in that side of the business. Can you talk about maybe or maybe share some advice on how do you go about kind of creating these partnerships? How do you create those win wins? And how do you all get on the same page so that you’re you can build something bigger than each of the individual participants?

Kelly Anne O’Neill: [00:06:30] Yeah. Something I learned really quickly in Atlanta in particular in the ecosystem, is that everybody wants to help and be a part of exciting things. So on the outside you think of these big corporations feel very separate, but a lot of time there are people in those organizations that really want to help by paying it forward or help monetarily or help you build something to help entrepreneurs. Because really, when you’re when you’re building businesses within a city, you all went together. So bringing in the strategic partners, it really was taking time to listen to founders here and kind of sift through what was going on to see what they needed and then identifying who that key person was within a different corporation to tell the story of what’s happening at Atlantic Village or at EDC or wherever these entrepreneurs are, is telling the story, and then specifically the village, inviting them in to work with the entrepreneurs. And it looked different for every partner, but I think it brought a lot of life to like within the partnership of exciting, fun, supportive. It kind of hit all the things for the corporate sponsor and it really helped the entrepreneur.

Lee Kantor: [00:07:48] Now, when you’re kind of trying to explain that value proposition from the entrepreneur, it looks like, Oh, why would they pick me? Like, why would they work with me? I’m this little startup. And then from the Enterprise they’re like, Hey, we’re this huge thing. Why, you know, how are we going to help that individual person? Like, how do you kind of help them each connect the dots that they are each bringing value?

Kelly Anne O’Neill: [00:08:09] Sure. I think it is. Again, kind of going back to the whole premise that humans are humans and people are people and we all need each other. And it’s really sitting down and learning how we can all help each other and showing that, hey, just because this looks wildly different from the outside doesn’t mean on the inside that there’s not a super connection here, whether that be a mentorship as far as sitting with a founder and giving feedback or whether it’s like, Hey, we have the financial means to really help build something here for a founder to help them get to X, Y and Z to meet those goals. So it’s really doing a lot of listening and a lot of careful thought of how can I bring value to both sides and kind of educate both sides to see that we’re not that different and what we’re doing and we’re super helpful to each other now.

Lee Kantor: [00:09:07] How did you hear about Startup Showdown in Panoramic Ventures?

Kelly Anne O’Neill: [00:09:12] So Tami Queen I feel like she does a great job of sharing about what she’s doing and so anything she’s involved in and great people are involved in, you immediately want to get involved in as well. So seeing the social media posts and kind of watching from the outside, it was just something that drew me in immediately. And getting to be a mentor has been really fun, has been really fulfilling. And so kind of hearing the stories of other mentors and what the program has looked like, it was an exciting thing to join.

Lee Kantor: [00:09:46] Now is there a piece of advice that you share with founders kind of regularly? Is there something that you’re like, Hey, everybody should know this?

Kelly Anne O’Neill: [00:09:58] So I think if an early stage founder is like, Hey, what’s one piece of advice coming in you would think to share with me? And it kind of takes me back to my days at Atlantic Village and running the mentor and advisor program there. I would tell all early stage founders to get a mentor, one that you can trust and know that has your best interest in mind. Whether that be personally, professionally, whatever that looks like, someone that you know always has your best interest at heart. Entrepreneurship Startups. Building a company is a roller coaster and it’s equally important to find. That person who’s going to push you and help you work on your business plan as it is to find a person who can pause and say, Hey, you need to take a walk or take a break, take a vacation. Someone who can play both sides of the fence of taking care of you and your business.

Lee Kantor: [00:10:55] Now from let’s kind of dive in there a little bit. Now, from the mentoring standpoint, do you have any do’s and don’ts of how to be a good mentor?

Kelly Anne O’Neill: [00:11:06] I think something I always keep in mind is the respect for the founder and the thought that, hey, this person put a lot of time, emotion thought into what they’re building. And while I might have opinions, I always want to make sure they know that they are the founder and empower them. And people are going to make mistakes and understand that even if this founder makes a mistake or goes against what I’m saying or suggesting that that’s part of the that’s part of the roller coaster, and I’m not always going to be right. So I think it’s coming to the table with new ideas and maybe some wisdom or, hey, I’ve seen this done before. Here’s what I saw work and didn’t work. But also having the humility to know that you’re being invited into something which is an honor to be trusted. And so I think it’s a yeah, it’s a balance of knowing when to speak, when to listen, when to give advice, when to push, when to not. So just always keeping that in mind for the founder.

Lee Kantor: [00:12:10] Now, let’s get on the other side of the table. What some do’s and don’ts for being a good mentee.

Kelly Anne O’Neill: [00:12:17] I think one of the greatest things that I’ve seen in mentoring is a founder who can take feedback and is open to suggestions. It’s a. It’s easy to get super passionate about things and think that you’re correct and right all the time. And while it is your company, I also think it’s a really it’s a it’s a really special skill to be able to sit back and listen and absorb and. Process through feedback. So that’s something I always really admire about founders is when they are there being super vulnerable and sharing a bunch about their business and where they want to go and their dreams and aspirations and goals all to get all this feedback. And when a founder can sit and kind of process, I think that shows a ton of maturity.

Lee Kantor: [00:13:11] Yeah, coach ability is an important quality.

Kelly Anne O’Neill: [00:13:15] Yep.

Lee Kantor: [00:13:17] Now, is there any mistakes that you commonly see? Is there something that you’re like, Oh, here we go again? I’ve seen this movie before.

Kelly Anne O’Neill: [00:13:26] I think, and maybe it’s because I tend to be I don’t even know the word to describe excited or making. So I think it would be kind of jumping into something without putting thought behind it and kind of sitting and running by someone else. So we have blind spots in life, all of us do. And so I think sometimes as a solopreneur or a founder, that’s kind of like Steamboat Head, lets go. I’m running this by myself. It’s, it’s doing things without asking others or bringing someone into it to get feedback because we’re only able to see what we can see. So if you’re not involving your customers, if you’re not asking the right questions, if you’re not caring about the market you’re serving, I think that’s where I see the biggest issue is getting so far along and having so much pride in what you’re doing, all to realize that you never asked your customers or anyone else like, Hey, what’s your opinion on this? And kind of getting to a point where you’re not actually serving a customer in any way or have a product that aligns with the market you’re trying to enter.

Lee Kantor: [00:14:30] Now, do you mind sharing a story? Maybe it doesn’t have to be about you mentoring somebody, or maybe it’s just somebody you heard, like a mentoring kind of success story where somebody came in, maybe they were at a plateau or maybe they were struggling and they got a mentor. And it really did move the needle in their business and it did take them to a new level. You don’t have to name names, but just maybe the problem solution kind of thing.

Kelly Anne O’Neill: [00:14:54] Yeah, I think I’ve seen it over and over again at the Atlantic Village. If you think of all the graduates there and you hear their stories and listen, most of those graduates will tell you what made the difference was a mentor, whether it was a pivot that happened and someone to kind of call that out of, hey, I think we’re at a point where this isn’t making sense anymore to, hey, I’m a brand new founder and I really don’t know what I’m doing because who does? And this person really stepped in with me. So the stories I have of success through mentorship, I wish I had a whole I have for a long time, I kept quotes from people of what it meant to have a mentor. I think personally, where I’ve seen it really work too, with early stage founders is I mean, even through honestly, Startup Showdown, getting to work with these founders for the small opportunity we get like that 30 minutes to really get feedback and work with people. I’ve seen it really work in the Hey we’re getting we’re in the finals for this. We’re going to pitch and giving feedback on the pitch or giving feedback on the deck or encouraging them as a founder like Here’s who you are, you are equipped and you can do this. And seeing the confidence turn on that, even for this small amount of time, you get to see a founder win the whole thing or shift. And through the small changes you’ve been able to suggest, hey, now they have this funding and I think it can go from the small story of 30 minutes. So imagine what can happen with a year long relationship. There has been I’ve never I’m sure there are mentor stories obviously that are awesome, but I’ve never heard a founder say, Man, I really wish I never had a mentor.

Lee Kantor: [00:16:52] Right? No one ever says mentoring. That was a waste of my time. Like, you’re going to get something out of it no matter what I mean. And hearing somebody else kind of invest their time and wisdom into your situation, I mean, even if you disagree, it’s going to be a worthwhile endeavor.

Kelly Anne O’Neill: [00:17:10] Sure.

Lee Kantor: [00:17:11] Well, Kellyanne, thank you so much for sharing your story today. If somebody wants to connect with you or learn about dual boot, is there a website for that? And what’s the best way to get a hold of you?

Kelly Anne O’Neill: [00:17:23] Absolutely. Linkedin. I am active on LinkedIn. Dual boot partners websites. Dual boot partners dot com we are. Email me Kellyanne O’Neill at boot partners dot com so very open to being in touch with and we’ll respond on LinkedIn for sure.

Lee Kantor: [00:17:44] Good stuff. Well, thank you again for sharing your story. You’re doing important work and we appreciate you.

Kelly Anne O’Neill: [00:17:49] Absolutely. Thanks for having me on.

Lee Kantor: [00:17:51] All right. This is Lee Kantor. We’ll see you all next time on Startup Showdown.

Intro: [00:17:56] As always, thanks for joining us. And don’t forget to follow and subscribe to the Startup Showdown podcast. So you get the latest episode as it drops wherever you listen to podcasts to learn more and apply to our next startup Showdown Pitch Competition Visit Showdown Dot VC. That’s Showdown Dot VC. All right. That’s all for this week. Goodbye for now.

 

Tagged With: Dualboot Partners, Kelly Anne O'Neill

Gwenn McGuire With HBGM&Co.

November 16, 2022 by Jacob Lapera

Gwenn Mcguire
Atlanta Business Radio
Gwenn McGuire With HBGM&Co.
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HBGMCo.Gwenn McguireGwenn McGuire is an introvert, thespian, causer of good trouble, wife, boy-mom, and advocate for midday naps. She attended the University of Central Florida as a theatre major, walked away from corporate America to eventually focus on fixing the broken system, is a board member for the YMCA Carl E Sanders facility in Atlanta, and has a deep background in scaling and growing startups.

Gwenn is the Co-founder and CEO of HBGM&Co., an Executive Search and Placement firm that meets companies at every stage of growth. Uniquely, HBGM&Co. develops and prioritizes the nontraditional female candidate and teaches organizations how to retain them.

Connect with Gwenn on LinkedIn.

What You’ll Learn In This Episode

  • About HBGM&Co.
  • Nontraditional hire
  • Unique service offerings
  • Ingredients to retaining a great hire

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by on pay. Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: Lee Kantor here another episode of Atlanta Business Radio. And this is going to be a good one. Today on the show, we have Gwen McGuire with HBGM&Co. Welcome, Gwen.

Gwenn Mcguire: Welcome Lee. Thanks for having me.

Lee Kantor: I am so excited to learn what you’re up to. Tell us about your firm, how you serve in folks.

Gwenn Mcguire: Absolutely. We are an executive search and placement firm. We meet companies at every level of growth. And so we serve solopreneur to corporations. Uniquely. We develop and we place the nontraditional female hire, and we teach organizations how to retain them.

Lee Kantor: So what exactly is a nontraditional hire?

Gwenn Mcguire: Yeah. When Janey, my co founder, and I were in the early stages of constructing the framework of HPG, and we got super clear around the description of the woman that we wanted to uplift through the corporate ranks. And so the vision of our company is to diversify the C-suite and in understanding the face of C-suite, past and present, we realized that the nontraditional woman wasn’t a prominent figure on, let’s say, Fortune ranked list. And so those are women who identify as veterans, as differently able as bipoc, transgender or first and second generation. But the why is more important than the what, right? Like, why aren’t these women making the list in larger numbers and in corporate America? There is a favorite topic of conversation amongst leadership that the pipeline is broken, meaning that there are very few qualified candidates to fill the pipeline. And when the conversation is extremely overexaggerated and quite frankly, it’s a dangerous one as it disqualifies the nontraditional, nontraditional individuals, corporations are facing three things right now the mass retirement of baby boomers, the great resignation. And on top of that, 3.5 million women have left the workforce since the pandemic. And so the pipeline isn’t broken like the priority of companies are and have been heavily focused on the Ivy League outfit, the traditional hire. Right. And so disregarding the evolution of today’s talent and that evolution is indicative of talent that are looking for more creative ways to diversify their skill sets without the burden of college debt. And this proves that the way that we qualify talent has to evolve. The very definition of qualified needs to shift how we screen resumes needs to shift as well as how we interview.

Lee Kantor: Now, a lot of organizations, especially those Fortune 500 Fortune 1000, give lip service to the importance of this type of diversity and inclusion. Are you seeing kind of a disconnect between actual action and an actual kind of progress in this area rather than just a lot of talk around in and around this area?

Gwenn Mcguire: That’s my favorite topic to discuss, actually. Yeah, and it’s a hot topic as far as diversity in corporate America, especially since the pandemic. And like, what does that mean when we’re defining a truly diverse workforce?

Lee Kantor: Well, I find that an easy way to check is just go on their web page of leaders. If you just look at those little boxes, it tells you pretty clearly who the people are that are making the decisions. It may not be what their customers look like, but it tells you what their leadership looks like.

Gwenn Mcguire: Absolutely. But other things that we gauge as well are most certainly, you know, their leadership and how diverse their leadership is. But like also we gauge like what is their retention rate for marginalized individuals? What are the the ERGs that they have in place? And then most importantly, my favorite is following the money philanthropically. I want to understand what initiatives and initiatives and organizations do these companies fund consistently? Are they funding and supporting companies that are led by diverse founders? A truly diverse workforce is committed to diversity internally and externally.

Lee Kantor: Now. So what of what have you found? What are some of the kind of discoveries you found by checking into that and holding them accountable for those type of activities?

Gwenn Mcguire: Absolutely. So just a little background there. Post George Floyd, Corporate America was in the spotlight regarding rampant systemic racism and toxic practices within the workplace. Right. And I think this caught corporate America off guard as companies then went on to spend $200 billion plus promoting equity and racial diversity. And so this is an example of Americans holding the largest employers and defenders of these practices accountable. However, of these companies, less than 18% publicly committed to internal improvements and even less actually improved. And so what’s been apparent today on our end is that we were given lots of lip service in masterfully crafted statements of support on social media. I think where a lot of people, a lot of companies also get it wrong is that, you know, promoting that one bipoc employee to chief diversity officer, having them lead your first DEI initiative is blatant tokenism. And so that difference between diversity and tokenism, there’s a lack of understanding there. And in this specific example, like it’s lazy and it shows that you don’t understand what true diversity is in your workforce. You have to also have ERGs and support as well as a culture built around marginalized individuals within your company.

Lee Kantor: So how does your firm help? Like say you have that leader that says, You know what, I looked in the mirror and I think we can improve, I want to improve. And then I hear about HB GM And what are some of the conversations you’re having to help that leader improve their organization and maybe take their organization to a new level?

Gwenn Mcguire: Absolutely. This is my favorite topic also. Well, actually, generic co founder, she loves talking on this as well. Retention is is like her department. But before I go into that, I think it’s first important to understand that the retention clock doesn’t begin once the candidate is seated in the role. And so this is where we come in and helping companies to just basically understand what their culture and their systems, what they have in place, how it is either setting up their candidate for success or how it’s hindering them. And so it’s important to understand that retention starts with the company’s digital marketing. Candidates want to see themselves reflected on the social media platforms within the team section of your website and even the stock photos that you use. They want to see themselves in the audience and on the panels of your conferences. Candidates are researching potential employees more than ever before, and they want the slightest. And if they have the slightest feeling that they won’t have a sense of belonging and support, your company can quickly become obsolete in their in their minds. And so also, to be clear, like this advice is to give a company agency to switch up how they market and attract employees, completely bypassing the internal human to human work. That has to happen. Like you can’t bypass that process. And that’s where we come in. We teach retention strategies through the funnel of marketing to leadership promotion. And this takes dedication, it takes open minds and communication, and it also takes a human responsibility to better the environments of those that contribute to your bottom line.

Lee Kantor: So what’s some actionable advice you can give an organization, maybe some low hanging fruit that they could be doing today to really make a difference What’s what some of the baby steps they can be taking?

Gwenn Mcguire: Yeah, I think one is to actually talk with your employees. You know, there are leadership has become so comfortable with, you know, having they become so comfortable with. Kind of standing apart from their employees and not taking the time to actually have a conversation and understanding how their employees are feeling, how they can support them. You know, we haven’t we’re working within a firm pretty soon. And one of their major issues is that their bipoc talent don’t have the support like they’ve been asking for months. You know, I’m looking to to grow within this role. I want to understand the trajectory of this role. But not having that support has really disabled them and has kept them from moving up, you know, up the ranks. And so I think it starts with just that human to human connection. One not. Don’t send out a Google form, you know, to to survey your employees, like literally sit down and have a 1 to 1 conversation with them and show them that you care about their well-being.

Lee Kantor: That you can’t really emphasize enough those open lines of communication, the clarity and the messaging and and the being congruent between what you’re saying and what people are seeing with their eyes. Is that like, walk me through like when you start working with an organization, what are those first conversations look like where you can see, number one, if you’re the right fit and that you can help them achieve the outcomes that they desire.

Gwenn Mcguire: Yeah. So that that looks like we like to speak with leadership first and get their take on how they’re running their department, how they feel that they’re running their department, how they feel that their employees are doing. And then usually the next conversation happens with the employees themselves, and the feedback just doesn’t line up. You know, there is there is a blatant disconnect between what leadership thinks and feels is happening within their departments. And then there’s what the employees are actually feeling and thinking. And so we like to have those those those two different perspectives to then be able to share back anonymously, of course, but also. Providing an action plan of what we can do going forward to strategize and to help the company come out on top.

Lee Kantor: So what separates you from other kind of firms like yours?

Gwenn Mcguire: I’m sorry. Can you ask.

Lee Kantor: What separates you from other firms like yours? What makes your services unique?

Gwenn Mcguire: Yeah, absolutely. During the early stages of founding our company, we’ve taken the time to really poll companies at different stages within their businesses. And we learned that recruitment firms hold very little trust amongst businesses. Some feedback that we received were centered around firms under-delivering or overpromising or prioritizing culture or prioritizing role over culture. I think the feedback also that was just most interesting is, you know, post-pandemic. Many firms jumped on the diversity bandwagon post the pandemic without firm understanding around diversity and tokenism, which I spoke about earlier. Placing diverse hires in spaces that are unsafe or haven’t built culture and ergs to support them for the sake of placing that diverse hire. And so HPG and Co is really intentional about the impact that we make post the placement process, offering our support and building company culture systems and processes and changing leadership management are ways that we ensure retention for our candidates. And this is also how we’re instrumental in transforming corporate spaces for the betterment of future generations. So we work closely with companies to ensure that our candidates land in a safe space to lead.

Lee Kantor: So what is your ideal client look like? What is that? Or are they for Fortune 500? Fortune ten? Like, who are your ideal clients? Who are the ones you want to work with the most?

Gwenn Mcguire: Yeah. So we work with solopreneur hours to fortune companies. Our our services meet companies at every level of growth. And what this means is, for example, we find that our solopreneur that we service are most engaged in our contract service, which provides contract experts for short or long term needs, such as your virtual assistant or your virtual project manager. And then, like our small businesses to enterprise sized companies, they engage in our contract to hire service in our development program, and corporations are most interested in our direct hire service and our 1 to 1 retention strategies.

Lee Kantor: So what do you need more of? How can we help?

Gwenn Mcguire: Absolutely. We invite leadership to the table. We invite leadership to our table. We want to engage with more leaders around the topics that we’ve discussed today. We are deeply committed to transforming companies from the inside out with attraction, development and retention strategies that builds better corporate spaces.

Lee Kantor: Now, what about advice for that employee that’s out there that wants to be found, that wants to that feels they are ready for that next step? What things can they be doing to get on your radar so you find them and then they become a good match in some of the organizations you work with?

Gwenn Mcguire: Absolutely. Reach out to us directly. Like we love having those 1 to 1 conversations with potential women that we add to our roster. We create a very, very safe space for our candidates, even during our interview process. And yeah, we’d love to connect with you 1 to 1. You can find us on social media, HBM Co or take a moment and email us, inquire at HBM COCOM.

Lee Kantor: Is there anything they could be doing to make them a more attractive candidate?

Gwenn Mcguire: Oh, absolutely there is. I think there’s there’s so much in this space now. There’s so much that’s offered to candidates to be able to diversify their resumes and upskill, you know, their resumes as well, such as certifications. Yeah, things of that nature. And I think too, like we just recently had a conversation around patrons, parents, you know, that’s huge in the news right now. And we encourage employees to continue to have the conversation around pay transparency, but also take the conversation a step further. If you realize that upon having these conversations, you realize that one of your colleagues is being paid, let’s say, you know, 3000 more than you in salary, take the opportunity to really have the conversation with them and understand what certifications are, what type of what other attributes do they serve to their role that maybe you’re missing, that maybe you can join in on, so that when it’s time for that, that pay raise or whatever, you’re prepared and you have something to bring to the table to show how impactful you are for the company now and in the future. And so I say that to say, you know, have the conversations with your colleagues inside and outside of your workplace and just better understand how you can upskill.

Lee Kantor: Is there anything a candidate can be doing on LinkedIn that are there’s some things that are must haves that you’re not seeing and things they shouldn’t be doing that are red flags?

Gwenn Mcguire: Red flags. You know, I haven’t seen many red flags lately. It seems to me that candidates are especially more careful, even within their social media space, about what they post, especially when they are eagerly looking for placement, when they’re eagerly looking for that next job. And the job market is is interesting right now. And. Candidates are really clawing for like the next opportunity, I would say, especially for us within our firm, we. We really take the time to dissect a candidate’s resume? We take the time to basically piece together what their skill sets are and what their responsibilities have been within past roles. Because sometimes we find that, let’s say, for instance, a a candidate doesn’t necessarily have the title of executive assistant. However, within the different roles that she’s been employed in, she’s got all of of the expertise. She just lacks the actual title and the title in order to get her paid at market rate or more. And so that’s something that we do within our firm is really dissecting our candidates resumes to put them in in better positions.

Lee Kantor: Now, if somebody wants to learn more again, can you share the website or the socials? The best way to get a hold of you or somebody on your team?

Gwenn Mcguire: Absolutely. Our website is HPG, COCOM, and you’re able to, for our candidates, apply to our roster on the website and for our clients. If you want to hire an executive or inquire about our services, you can do that there as well. Also, our email address is inquire at HPG, BGM COCOM. My personal email address is Gwen g w e rn at code dot com.

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

Gwenn Mcguire: Thank you so much for having me. Thank you.

Lee Kantor: All right. This is Lee Kantor. We’ll see you next time on Atlanta Business Radio.

About Our Sponsor

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Tagged With: Gwenn Mcguire, HBGM&Co.

Serge Kadjo With PERSA

November 10, 2022 by Jacob Lapera

Serge-Kadjo
Startup Showdown Podcast
Serge Kadjo With PERSA
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PERSASerge-KadjoSerge Kadjo, Founder at PERSA.

Born and raised in Africa, Serge is tech-savvy with expertise in hardware development.

From renewable energy to IOT Devices, Serge has invented, founded, led and co-develop advanced technological devices like MOONA in Sleep Tech, Nanonap in Brain Enhancement and Presso in AI and Robotics.

Today Serge is making a pivot in the software industry with his first SaaS Startup in the live stream and web3.0

Connect with Serge Kadjo on LinkedIn and follow him on Twitter and Facebook.

What You’ll Learn In This Episode

  • Live engagement, the difference between the online and physical shopping experience
  • New trend in online shopping, Livestream, social shopping
  • Creator economy on Web 3.0
  • International Startup Ecosystem
  • Difference between a hardware and a software startup

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:05] We’ll come back to the Startup Showdown podcast, where we discuss pitching, funding and scaling startups. Join us as we interview winners, mentors and judges of the monthly 120,000 pitch competition powered by Panoramic Ventures. We also discuss the latest updates in software web3, health care, tech, fintech and more. Now sit tight as we interview this week’s guest and their journey through entrepreneurship.

Lee Kantor: [00:00:40] Lee Kantor here another episode of Startup Shutdown podcast, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor Panoramic Ventures. Without them, we couldn’t be sharing these important stories. Today on Startup Showdown, we have Serge Kadjo with Persa. Welcome.

Serge Kadjo: [00:01:00] Thank you. Thank you so much. Thank you for having me.

Lee Kantor: [00:01:02] Well, I’m excited to learn what you’re up to. Tell us a little bit about Persa, how you serving folks?

Serge Kadjo: [00:01:07] So first item, it’s a engagement tools that we built for e-commerce website and project based websites. So yeah, we started back in France back in 28, 21 during the COVID, during COVID 19, we started the services in order to help like what stores do to sell online because due to COVID, the one that they were there was not able to sell a physical store. So we tried to recreate this experience of being in the physical store directly for them. So that’s where the idea came from, actually.

Lee Kantor: [00:01:40] Well, how do you see kind of ecommerce evolving as we enter kind of this Web 3.0? Can you first explain to the listeners who aren’t that familiar how creator economy is behaving on in the Web 3.0 environment and how your service can help them get to a new level?

Serge Kadjo: [00:01:57] Oh, that’s that’s actually the that’s definitely the new trend right now. So I would just start with some data in order to but what I want to say, you know, back in 2020, back in 2019, there was no not COVID yet. China made actually 1.2 billion in sales just in one day during Chinese New Year, just in one day. And then those sales have been made only through livestreaming. So China is actually leading the the influencer market with with people that actually doing the ecommerce stores or just buying things online through the mobile phone. And this trend is actually growing. So China started back in 2018, 2019. They made, as I said, 1.2 billion. 2021 was booming due to COVID everybody trends moved from source of from physical store to online store. And you can see it again. You can see that trend with with all of these with all of these countries. But selling online, it’s not that easy. So we saw when we saw that medical stores try to open the the online store with Shopify, WooCommerce, etc. but it’s boring. Like when you land on a website, you have text images, videos, but you don’t have the sense of being home. And how am I able to experience in terms of being engaged with sense of being, of feeling the presence of somebody that we can help you? So with with an influencer, you can actually see that trend because an influencer or even somebody online that that can be there to actually extend to you or even show how to use the device or even showcase how to how to behave or how to how to I don’t know how to style yourself so these things can actually help.

Serge Kadjo: [00:03:53] You can have had the store owner boost themselves. I can also I can help the the customers feel the trend. So that’s that’s how this this thing is kind of coming step by step and with the with the creator economy. We saw that right now, all of these new generation, the Gen Z, the Gen Y, it’s kind of being everybody wants to be a YouTuber who then. Good. So that was the last trend. Everybody wants to be a YouTuber now. Everybody wants to be an Instagram influencers. So we saw that thing coming. The last job. The last job was YouTuber. Now it’s Instagram influencer. And then again after Instagram influencer, we see TikTok influencer. So we saw that trend coming to the influencer market. So the goal is to try to merge the need of the businesses with the growing job that’s coming right now with the social network and TikTok, Instagram, those influencers and then merge those two things to create a better experience online for for, for, for, for customers. So that’s the idea behind it.

Lee Kantor: [00:05:00] Now at the heart of it is there’s an evolution happening in ecommerce and the way that people buy and sell things online, especially for younger folks and then especially internationally. And it’s not the way that things had been done. So you need a tool like yours to kind of be the bridge that helps people sell more effectively in today’s world. This is a leap that’s happening, this Web 3.0, right? This is a different paradigm when it comes to it may be the same activity, but it’s a different ecosystem.

Serge Kadjo: [00:05:32] Correct. You said it’s right. It’s it’s actually the same we the goal with web theory right now. To bring as much as possible person on on this and this new evolution. So it’s kind of difficult right now because it’s a it’s a new tech. There is some new world, some new way to to take it out, to consider it. And people are kind of one way. They know what it is and and they are not skeptical. And the other way they see that has a bubble. And I think that that will dissipate. What we saw with with Web two or with Internet at the beginning. So we see the same thing right now with Web three. So the idea with before to right now is to try to bring as much as as much as possible new person onward train how to do that is how has you said right now you need to make it as easy years as possible and we first we try to break that to break that that race. And we want to make it, as I said, as easy as possible for for customers, for creators, economies, and then finally for businesses. So we we are developing a tools that is first thing, first customer centric, which means that we will have no big words, no big difficult for no difficulties for people to understand how it works. And second thing, we make it also plug and play. So which means that businesses won’t have to set up the whole like secret key or just get to go get the crazy wallet or crazy I don’t know, architecture to set up the web tree. It will be just a simple link that that they can plug in, that they can add to the website that will do the whole trick for them. So that’s how we plan to do that.

Lee Kantor: [00:07:22] Well, what’s your back story? How did you get involved with this technology and this and founding this company? Can you tell us a little bit about your history?

Serge Kadjo: [00:07:31] Sure, sure. So I started like this startup journey back in 2015, and I started with the auto development. So I started doing in renewable energy. I moved from renewable energy to BCI and brain connectivity wise and then from brain connectivity device. I went to sleep tech and hence like brain activities. So that was back in 2019. I was in China etc. And then I sold the trend of of digital economy back in China. Everything is you can do literally everything with just your just your smartphone. You don’t need any paper, you don’t need any touch money. And I saw that trend with combined with the trend with with with the creative economy. And when I saw that trend out, I was like, huh, it might be good for me to to switch from my background to a software background. So I started digging into crypto and then I started working like with a fast payment system that was changed, but that was based on a blockchain architecture which was iota back then and untangle. And then I said that that was the thing with, with the whole blockchain architecture set up the whole fees list system with iota and tangle and then 2021 after COVID, I said, hey, why not merge all of this training that I got in China from digital payment from the crypto and then finally from the from the crypto market and the idea came from person.

Lee Kantor: [00:09:08] Now, can you share a little advice for folks that are getting into a new area like you are with Web three? Sometimes it’s hard to explain it because people can’t even imagine it. And it’s so new. People are kind of hesitant to get involved. But, you know, just like it was when Web two came on board, if you weren’t in it, it was hard to be good at it after a while. So you got to dabble in it a little unless you think it’s not going to do anything, which is, I think, doubtful at this point. But so how do you kind of make it comfortable for folks to take the leap and to kind of go with you on this journey to when you’re trying to have a startup, you know what I mean? Where it’s like you have this idea, you could see it clearly to you. It’s probably crystal clear. Right. And but for new people, this is a big leap. So how do you kind of go through explaining it and making it approachable for new investors or new customers?

Serge Kadjo: [00:10:05] So it depends depend on the person that I’m talking with. If I’m talking to an investor, of course I will show them the big market, live, the opportunities and where where we are going and the vision. Because most of the time when you when you when you want to start an idea or when you want to start a startup, investors are not investing in in this crazy like a market. They’re investing you because you are the startup at the beginning. So most of the time is what I would do. I would I would give my background. Forgive my ideas and then give the long term vision for investors. But for customers it’s the game is to try to explain it. As a kid, it’s like, imagine that you have a kid in front of you. The most important thing is to just to light the bulb inside of their head. That’s it. Don’t try to oversell it. Don’t try to build it to do it. Complicated. Just try to light up the bulb in the head in that case and follow it. Touch it. So take it as they get Web3 for me, the way that I explain web3 to to newbies or to people that don’t understand it, it’s like. Bogdan People don’t know Internet. Bogdan People don’t people don’t understand what is what was Internet, how it will go. But if you can just imagine that right now everybody is on Facebook, WhatsApp, Twitter and and we cannot live without that if you are able to explain that idea. But in 1929, 19 or, I don’t know, 1999 or 2000 at that time, people will follow you and you will be able to light the bulb in the head. That’s it. So you so you need to think you need to find the same analogy for for free and give it and give that to new customers.

Lee Kantor: [00:11:58] Now, how did you hear about Startup Showdown in Panoramic?

Serge Kadjo: [00:12:03] Oh, when I arrived in Atlanta, I was looking for four for a nice place to work or not above working other to work for a nice community to dip my toes in the ground and see how it goes. So I landed in Atlanta Village. Then from Atlanta to village and the network of mentors, I heard about panoramic ventures and and the competition. I was like, okay, that’s that’s a that’s an interesting thing. That’s an interesting challenge. Let’s see let’s see how it goes and that that’s how we end up there.

Lee Kantor: [00:12:35] And then what did you find most beneficial going through the start of showdown process?

Serge Kadjo: [00:12:40] Oh, definitely. The the the whole mentoring process, the the idea of spending time with other folks, the fact that you you you have access to those videos, those trainings, the networking. The networking was really crucial for us because, as I said, I was a French company when we decided to move to the US when during networking and this competition and the part of and part of being members of this panoramic venture is actually boom, boom, our network. And they got like really, really good coverage.

Lee Kantor: [00:13:20] And that’s important at an early stage to be part of a really good and really strong ecosystem and community that can help lift everybody up.

Serge Kadjo: [00:13:29] Definitely. That’s a that’s one of the key. If you want to grow, if you want to grow fast and file and also go far away. So the community focus on that, focus on your customers and and finally, focus on your mentor. So that’s the three that’s the three things that I would say.

Lee Kantor: [00:13:47] Now for you personally in your journey and your career thus far, has there been any mentor or somebody that is an inspiration or somebody that’s kind of who you look up to in this?

Serge Kadjo: [00:14:00] So I would say that I have to, to, to, to, to person that that I follow most of the time or that the mentoring for first person is my mum. Of course she, she, she taught me everything that I know about business. So she started from scratch back in Africa and then she, she’d grown up step by step. So she’s my first like go to if I need advice in terms of businesses also in life. And then after her I do have other mentors in the US, in France, in Africa, in China. I have also my big community of of, of our entrepreneurs back attacks in Shenzhen actually said like number one actually how do entrepreneurs startup in the world so those big communities help me like go faster like challenged my ideas and then also gave me like a wide view of, of when I have an idea or want to have a challenge. So, yeah.

Lee Kantor: [00:15:00] So what’s next for pizza? What do you need? How can we help?

Serge Kadjo: [00:15:04] Oh, definitely. I think for person right now we are focusing on the this new platform that we call the challenge, which is the creator version of process. So process has two to vertical. We have high first, which is dedicated for businesses and then we have porcelain which is dedicated for for creator economy and web three. So we are we release our our testnet I think last week we released our testnet last week and we we are actually open. We let people at Cayman Islands create their own account connected with a social media network, bring their own token, and then have a relationship or relation and business with with, with businesses or relation in agreement with businesses, they can start selling, selling the token and then give access to their network and to their customers and followers. So we we are actually highly open. We want people to come try our business, see how it goes, give us feedback, and then start giving the tools in the web.

Lee Kantor: [00:16:12] Three and one one more time. If people want to connect with you or somebody on your team or experience person, what are the website coordinates for each of those?

Serge Kadjo: [00:16:22] Definitely. So we our our email and tag online. It’s hard for us to just go everywhere, whatever. It’s a Facebook, TikTok, Instagram, Twitter, go everywhere. Just like higher higher person and our website is higher presseye.com. That’s it.

Lee Kantor: [00:16:39] And it’s very PRSA.

Serge Kadjo: [00:16:43] Correct? Yeah.

Lee Kantor: [00:16:45] Well, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Serge Kadjo: [00:16:50] Thank you so much for having me.

Lee Kantor: [00:16:52] All right. This is Lee Kantor. We’ll see you next time on Startup Showdown.

Intro: [00:16:57] As always, thanks for joining us. And don’t forget to follow and subscribe to the Startup Showdown podcast. So you get the latest episode as it drops wherever you listen to podcasts to learn more and apply to our next startup Showdown Pitch Competition Visit Showdown VC. That’s Showdown Dot VC. All right, that’s all for this week. Goodbye for now.

Tagged With: Persa, Serge Kadjo

Paul Noble With Verusen

November 9, 2022 by Jacob Lapera

Paul Noble
Atlanta Business Radio
Paul Noble With Verusen
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VerusenPaul NoblePaul Noble, Founder & CEO of Verusen.

His passion for entrepreneurship has always shaped my approach for go-to-market strategies and tools, which was the driving force to pursue his dream of launching his own organization to improve the availability of easy to use technology for optimizing the supply chain for materials management.

Connect with Paul on LinkedIn.

What You’ll Learn In This Episode

  • Things that are going for Verusen as they have made a home in Technology Square
  • The key challenges they are hearing from their customers in the supply chain today
  • Their view at Atlanta’s role as Supply Chain City and its impact on the rest of the world
  • Company’s expansion and look ahead at 2023

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by on pay. Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: [00:00:25] Lee Kantor here another episode of Atlanta Business Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories. Today on Atlanta Business Radio, we have Paul Noble with Verusen. Welcome, Paul.

Paul Noble: [00:00:42] Hey, Lee, Great to be back.

Lee Kantor: [00:00:44] Well, I am excited to get caught up. For those who don’t know, tell us a little bit about Verusen. How are you serving folks?

Paul Noble: [00:00:50] Yeah, So we work in the supply chain. We’re supply chain software company, and we focus on materials intelligence. So we help simplify all the complexities that are going on for mostly Fortune 1000 manufacturers and their suppliers so that they can trust that they have what they need, where they need it, when they need it for the perfect balance of capital and risk.

Lee Kantor: [00:01:14] Which sounds like an important job in today’s chaotic times. I guess the timing is perfect for you guys, right?

Paul Noble: [00:01:22] Yeah, it has. It has been over the last 24 to 36 months, quite a quite a roller coaster for our customers and partners and one that we’re excited that we were developing the solution prior to and have been able to do our part to help minimize the chaos as much as possible. And I think that as we continue to look ahead of what’s coming next, 12 to 24 months and beyond, there’s going to be a lot of a lot of new, new things that will be introduced as challenges and and ones that we’re excited to continue to develop and expand and grow to to help alleviate those pressures for the global supply chain.

Lee Kantor: [00:02:11] Now, for the folks who aren’t as kind of deep in the weeds as you guys are, can you share a little bit about when you talk about supply chain, can you just give us kind of a 101 explanation of what that means and and some of the complexity that you’re helping deal with?

Paul Noble: [00:02:30] Yeah. So we focus specifically in the materials space. So these are materials that organizations need to run their operations and make sure that manufacturing facilities and warehouses and things of that nature can function appropriately from an asset perspective as well as, as we’ve talked about before earlier this year, moving into. What does that mean for what do I need to build my product? So every organization is tasked with what do I need to actually build the product, where do I get it from and how do I get it there once I place an order? And so there’s a lot of variables on where you’re sourcing, how you’re sourcing, when you’re sourcing and what availability there is for those materials. What do I inventory? And there’s a lot of analysis and scenarios that need to be run there. And so it’s a challenge from organization to organization on how they wrap their arms around what what’s going on across a global supply chain that kind of goes from start to finish on getting making their products and then delivering to their customers.

Lee Kantor: [00:03:47] And then each organization has a different philosophy when it comes to how am I going to get the next step in this process? Like, am I going to have a warehouse filled with these and then I can use them when I need them? Or am I going to use kind of the transportation and logistics as my warehouse and I’ll just get it right when I need it? And do you help manage through all of that as well?

Paul Noble: [00:04:10] Yeah. Yeah. No, exactly. So there’s there’s always been this, this challenge of how do I keep as little as possible so I don’t have to buy extra warehouse space and inventory more than I need for a longer period of time than I need it or to alleviate risk. Do I boost inventories. And that that happened a lot during the pandemic because it’s been traditionally either or. What we’re trying to allow organizations to accomplish is overcome their system challenges, overcome their process challenges, and overcome the people challenges in and across in and across the organization to make sure that they can invest in what they need to fulfill production and orders and things of that nature and keep assets up and running without the uncertainty of overpaying for it and insurance policy or being left stocked out or with downtime, not producing product. So it’s a pretty challenging problem and one that by wrapping your arms around the data that’s flowing through all of these organizations and understanding it in a simpler and more scalable way, which is what we provide for our customers, helps dramatically be able to pull whatever lever you need at any given time without having to react and be a lot more predictive and proactive in that approach.

Lee Kantor: [00:05:51] And this is kind of a very fragile game of musical chairs, right? Like if if I guess wrong, I could be sitting in a warehouse full of last year’s fashion items that aren’t going to be sold, or if I play in the wrong way and the other direction, I might have all this demand that I can’t fulfill and then I’m out of business from that standpoint. So it’s it’s very fragile, the relationships, but they’re all playing together in order to be successful. And that’s why your technology is is trying to help them be as effective and efficient as possible. Right?

Paul Noble: [00:06:31] Yeah, exactly. I mean, it’s a it’s a it’s a delicate dance between what your what you’re able to control and what your suppliers control and what just the general supply of these materials, whether they’re widgets or raw materials or ingredients for something. One one little hiccup can can throw off an entire product. And I think we’ve seen that with automobiles and and other shortages for key elements that go into products. And so whatever you can do to to find where the bones are buried, so to speak, and be able to surface that intelligence out of the data so you can make more accurate decisions across procurement and operations and finance and reliability and all these folks that are working on different parts of the same problem, the better off you’ll be in terms of eliminating surprises.

Lee Kantor: [00:07:38] Now, is there an opportunity to leverage artificial intelligence in this space to really become more efficient?

Paul Noble: [00:07:47] Yeah, absolutely. That is that is how we do all of this, right? So as we’ve talked about previously and what. We don’t use A.I. or ML or any of the technology buzzwords, just just to say and we’re just to use them. I mean, they’re they enable our ability to and what you’re seeing a lot in supply chain is purpose built software products that can plug in and remove a lot of the uncertainty and heavy lifting of manual processes and start connecting and supporting people so that you can combine, combine the knowledge of the two. And so how we use it is being able to essentially use what they call natural language processing and be able to read things and tell. If I call this material, this my supplier calls it that, their supplier calls it this, but they’re really the same thing or interchangeable with one another because as a whole, people are still naming these things across systems like SAP, and it just gets. Untenable in terms of what data is flowing through, what system. So we essentially can understand that in its natural language and then drive outcomes. So these models work together so that we can drive the business outcomes that people care about and they don’t care that we use AI, but it’s important to how we deliver the business outcomes that matter.

Lee Kantor: [00:09:27] Well, I mean, communication’s difficult, you know, with people that speak the same language in the same office. Imagine how it is across cultures and countries and oceans to all get on the same page. When it comes to saying widget widget a means the same thing across all of those languages and cultures rather than I call it this, you call it that and then you think you have a lot and I don’t think you have any.

Paul Noble: [00:09:55] Right, exactly. No, we we we talk about that with our with our customers and partners that it’s everyone up into this. Up until recently, their solution is like, oh, we need to control the naming and put in rules of how we’re naming different things in an across a system and governance. And certainly that’s important. But we’ve we’ve seen over the past few decades and obviously highlighted over the last few years that that’s not a solution to the problem. It’s just it’s a bandaid, so to speak. So rather you wouldn’t necessarily tell everyone in your organization that you couldn’t say hello, you have to say hi or how whatever their language of greeting someone. So why would you do anything different and tell them you have to name this something in your system or you have to call it this or call it that. When someone’s inherently going to circumvent those rules and call it what they’d like and then make it challenging to understand what’s what, what’s where.

Lee Kantor: [00:11:00] Right. And you’re asking, that’s a big lift for everybody to get on one page rather than let’s just meet everybody where they are and let’s let the technology do the lifting.

Paul Noble: [00:11:12] Yeah, way too much change management in that scenario. And that’s what we’ve seen. And that’s why a big part of why we’re experiencing the problems that we are. It’s lack of trust, lack of uncertainty. And when we when we when it comes down to it, that’s what we provide for our customers and partners is trust that you’ll have what you need for the perfect balance of capital and risk. Now you can execute upon that intelligence.

Lee Kantor: [00:11:40] So that technology you feel is a large part. That’s what’s taking you to this new milestone over 2 billion in manage inventory.

Paul Noble: [00:11:49] Absolutely. Yeah. We keep adding to that and expanding this experience again to now outside of challenges. We are also seeing people shortages, labor shortages. And so what we’re working to do is expand on the experience for our customers where we can pass the baton to a partner to help them execute more effectively where they don’t have enough people to do it in a more traditional way with some of the things that we surface. And so by simplifying this and being able to drive value quickly and in a scalable way. We’ve continued to grow our presence in and across organizations and obviously new organizations and new partners that serve our customers in a different way adjacent. And so we’ve seen a lot of growth in terms of what we’re supporting and managing, and we’re going to continue to see that grow and double over the next year and beyond.

Lee Kantor: [00:12:57] Now, are you still seeing Atlanta playing a vital role as part of this supply chain city? I guess that initiative that we’ve been trying to brand ourselves as.

Paul Noble: [00:13:09] Yeah, absolutely. I think it’s we continue to see more and more organizations look to Atlanta for all of. All of the support from a technology and subject matter expert perspective. A great place to do business. And so we continue to see really great startups emerge in different, different parts of the supply chain, from logistics to. To procurement services and on down the line. And I think we’ve we’ve been meeting recently. I think a story you may have covered Georgia Tech was just granted with the largest grant as a part of the build back better program to invest in AI, in manufacturing projects and research, which I think is solely a testament of the great work that’s being done here in the metro Atlanta area.

Lee Kantor: [00:14:10] Now, how do you view Atlanta regarding this supply chain kind of center of influence that we’re becoming? What are some of the things you wish we had more of?

Paul Noble: [00:14:22] Yeah, well, certainly I know that there’s there is a lot of talent here. We would we would love to continue to see people relocate to the area and become part of the many businesses that use or provide services. I think there’s been a growing, growing opportunity and positive movement in capital that’s available for. Where we were a couple of years ago in terms of getting seed capital and and early stage capital for new technologies and people that want to start businesses that can help solve really big problems. I think those are a couple of things that come to mind right away.

Lee Kantor: [00:15:12] Now, when it comes to talent, is that something that you’re and everybody in this space is just really hungry for that There’s just not as many talented folks as you need right now.

Paul Noble: [00:15:27] Yeah, I think it’s one thing and one thing we look at is, I think, one. The positive of supply chain kind of being in the news is that it’s a more fun problem to work on for very talented engineers and data engineers and data scientists and a lot of folks that could do anything in any sector. Right. I think we’re seeing a lot more individuals say, well, this is this is. Time that I can invest and join a company that can really make a difference in the world. So I think that’s changed and that helps from a what remains a still a very competitive. Talent, environment, people, environment. Even with a lot of the news that you’ve seen in terms of companies downsizing, it’s still pretty competitive when you come down to some of those core technologist types of roles. And I think now it’s going to help the supply chain area to be able to. Recruit and attract that this is a fun. Problem that affects billions of people every day.

Lee Kantor: [00:16:51] But is it something that you’re seeing younger people at an earlier age consider? You know, supply chain logistics. This isn’t your grandfather’s supply chain and logistics. You know, this is a different world now. This isn’t, you know, warehouses. I mean, it has warehouses of forklifts, but those might be run by robots and there might not be a human in the building. So it’s not what it used to be. And maybe there’s kind of a perception that isn’t the reality for young people that are considering this.

Paul Noble: [00:17:21] Yeah, no, I think a great point. Things are shifting, jobs are shifting, but we see a lot more interest. We see a lot more programs that are growing in the supply chain management space as a. There’s a concentration and even majors. Right. And I think that I look back I was having a conversation with Tim Brown at Georgia Tech and I was like, I didn’t even know to go into supply chain when I was entering school and wish I could have. And I think it’s great that there’s a lot more visibility and opportunity for that to be an intentional pursuit for young adult entering undergraduate or graduate programs and entering the workforce, that that’s something they want to do. That can be a great career.

Lee Kantor: [00:18:23] Well, you recently secured your 25 million for a Series B. What is it that you need more of to kind of keep this expansion and growth going? Are you hiring right now? Is there something we could be doing to help you with How can we help you?

Paul Noble: [00:18:40] Yeah. So certainly always looking to connect with great customers and partners and it’s still a pretty uncertain and challenging environment. We’ve been able to continue to grow and serve, serve those customers with that. We are always looking for great people in it, across a lot of different functions, especially in the in the technology function here. And so if you’re interested in some of the things we’ve been talking about here today, whether you’re a practitioner, a technologist, or could potentially remove some angst and uncertainty from your day to day, we’d love to talk to you in any of those capacities. And should be should be a lot of fun moving ahead.

Lee Kantor: [00:19:30] So what’s the website? What’s the best way to get a hold of you or somebody on the team?

Paul Noble: [00:19:35] Yeah, we can. You could always reach out to via the website VeriSign dot com and we’re at VeriSign underscore I on most of the social channels. And then you can always reach out directly to me at all embarrassing dot com.

Lee Kantor: [00:19:53] And that’s VeriSign v e r u. S e cnn.com.

Paul Noble: [00:19:58] Correct.

Lee Kantor: [00:19:59] Well, Paul, thank you so much for sharing your story, doing such important work. And we appreciate you.

Paul Noble: [00:20:05] Thanks, Lee. Always great to be on and I appreciate your support.

Lee Kantor: [00:20:09] All right. This is Lee Kantor. See you all next time on Atlanta Business Radio.

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Tagged With: Paul Noble, Verusen

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