Confessions of a Marketer

Today, I’m joined by Kelley Lynn Kassa. Kelley’s career evolved from public relations, media relations and analyst relations to marketing programs, content strategy, and content creation. She’s worked with a wide range of organizations, from start-ups to blue-chip technology companies. Outside of her professional life, Kelley is a foodie and a rower (look for her on the Charles River!). Plus, she coaches recreational rowing to youth, adults, and para athletes. The transcript Mark Reed-Edwards: Kelley, welcome. Kelley Kassa: Hey, Mark. Thank you for taking the time to speak with me today. Mark Reed-Edwards: It's wonderful having you here. It's been a while since we've caught up, so it's great to chat. Can you tell me more about yourself beyond what I just shared, your background and career path? Kelley Kassa: Sure, as you mentioned, I started in PR and I migrated or spread my wings into marketing. I tend to think of myself as a marketing utility player. And what I've found over the last few years is I've had a great deal of success and brought success to organizations that I've worked with by serving as a marketing mentor to them. I can come in and bring them the strategy and work with their in house marketing person, who's younger in their career, on the execution or I really just serve as a manager for that person. This way they have somebody who understands marketing and helps them reach the marketing goals and metrics that the executive team wants, while also making sure that they are learning about marketing and they're growing in their role as well. For one company that I worked with---an innovation consulting firm---they had had a series of new people in their career in marketing, there was no marketing executive, and they were celebrating their 20th year in business. After a few months of working with me, they said they've never been successful at marketing before. And now they've found that success. And so that's something that I'm rolling out as an offering to other organizations. It's something I've done not just with that firm, but also with a nonprofit organization that I work with where again, it was somebody newer to his career reporting into an executive director who had so many other things on his plate. Things were going south quickly. So they brought me in and I met with him on a weekly basis. It's that hands on stuff of, "Okay, what's on your plate? Let's prioritize that. What's coming up? What do we need to think about in three months that we need to plan for now?" As well as the day to day care and feeding of your employees. Like, "How's it going?" So that's what I'm really excited about right now. Mark Reed-Edwards: It sounds fascinating to me because you have so much you can offer. You're, a utility player. How do you figure out where you focus with a client? Kelley Kassa: Well, oftentimes, it's a matter of doing the initial triage. And my perspective comes from having worked for a number of PR agencies earlier in my career: "What are the bigger goals and then what are your quick wins?" Okay, so I'm probably going to butcher the baseball analogy because I'm not that much of an enthusiast, although I like going to Fenway to see the Red Sox. While you're focusing on what are the home runs we need to hit, how quickly can we get some singles under our belt, so to speak so that we start to get momentum. I listened to your recent podcast with Chuck Tanowitz, who I know well, and he talked about bread rising and needing multiple projects going on while your bread is rising. And it's sort of the same idea. The home runs are going to take a little bit more. You're going to need to put more effort into it. So what can we do in the short term to show some wins and prove that marketing will get them what they want? Mark Reed-Edwards: So speaking of home runs, can you tell me one of your most important career accomplishments? Kelley Kassa: You know, I pride myself on the relationships that I have with clients. And it's very easy to say, "Oh, I'm not just a vendor and I partner with my clients." But to use a very old cliche, the proof is in the pudding. And, and in this case, I'd say it's in the salad. In that I had a client who eventually was acquired by IBM, but I first started working with her in 1995 five --and I'm probably dating myself. I know I'm dating myself. And, up until recently, we still exchanged Christmas cards. You know, of course we're Facebook friends, but we still keep in touch. And she gave me a recipe, a fabulous recipe for salad that I still make every Easter for my family. And I don't know what it's called, but we call it Toby's salad because Toby was my client. Mark Reed-Edwards: You're a rower, right? And we're connected on Facebook and that's a big part of your life. What do you think being a rower has taught you that you bring to marketing? Kelley Kassa: So there are a number of things. And I'm sure that you've heard of the book and the movie, The Boys in the Boat, which is all about teamwork. What I see in rowers and when I coach, especially the middle schoolers, the number one quality that I really look for is grit and stick to attitiveness. With marketing, you need that because your first, second, third, fourth idea might not get you what you want, but you need to just keep grinding it out. And with rowing, you have more failures with bad strokes than you have successes with good strokes. And it's about working through and fixing the things that are not working to get to those fabulous strokes that feel good, and that are in sync with everybody else in the boat. My boat house does corporate events, where we teach teamwork. When you're thinking of a corporation, marketing can be hitting all of its marks, you know, perfect strokes. But if sales isn't in tune with marketing, the boat's not going to go very fast because you're fighting against each other. And so you really need everybody working together the same amount of effort. A boat that's working together with eight people will actually go faster and farther than a boat of eight people that are fighting each other, even if those other eight people are bigger and stronger. Mark Reed-Edwards: Last question. What do you think you can offer your next client? Kelley Kassa: I can offer my next client that level of expertise of, having put in the hours, while helping them succeed with their marketing goals and growing their in- house marketing team and making their in- house team happier. That's one of the things I did with an organization. I worked with the executive director and the marketing person that were pretty close to strangling each other. And they both ended up much happier in their roles with me being involved in bringing that experience and insight and sometimes just serving as a buffer between the executive who doesn't have a whole lot of time and the newer career person who needs a whole lot of time. Mark Reed-Edwards: Well, Kelley, thanks so much for joining me. I hope this podcast helps you find your next great gig. Kelley Kassa: Thank you so much, Mark, and have a great day. Mark Reed-Edwards: I'm Mark Reed Edwards. See you on the next confessions of a marketer.

Chuck Tanowitz is a seasoned professional in strategic communications, with a history of building strong programs that drive media and brand growth. His experience spans more than 15 years—he has played key roles in shaping the marketing and communication strategies for various brands, including Paytronix Systems, Greentown Labs, the N-Squared Innovation District, TenMarks, and a long list of others. Chuck is back on Confessions of Marketer for the second time—having joined us in 2017 in the very early days of this podcast. Transcript Mark Reed-Edwards: Welcome to this special episode of Confessions of a Marketer. I'm Mark Reed Edwards. We're back with this mini series of shows I've dubbed the Talent Showcase. These episodes focus on people in marketing, communications, PR, and allied fields who are looking for their next opportunity. My guests share their stories, successes, and how they can help their next employer or client. Today, I'm joined by Chuck Tanowitz. Chuck is a seasoned professional in strategic communications with a history of building strong programs that drive media and brand growth. His experience spans more than 15 years. He's played a key roles in shaping the marketing and communication strategies for various brands, including Paytronix Systems, Greentown Labs, the N Squared Innovation District, 10 Marks, and a long list of others. Chuck Tanowitz is back on Confessions of a Marketer for the second time, having joined us in 2017, the very early days of this podcast. Chuck, welcome back. Chuck Tanowitz: Thank you. I I really appreciate you having me on. Mark: It's great to chat. So can you tell me more about yourself beyond what I just shared, you know, your background and career path? Chuck: You know, it's interesting. I was reading an article recently that talked about developing a career portfolio as opposed to a career path, and I feel like that's actually a little bit of what I've done. Yes, the core of my career has been in PR and marketing and brand, but I've also taken on these other roles outside. That's how I ended up, for example, at the N squared Innovation District, which was really more of an economic development effort, as much it was a marketing effort. So it's given me this broad base of very interesting kind of pieces that I've done. You know, when I look at the work I did at Paytronix, which was very much traditional marketing and PR and brand, which was: drive leads and drive interest in this company. But then you look at something like N-Squared, where it was: "How do I develop a community? How do I bring in art into the project and develop placemaking? How do I connect with local colleges and universities?" And then something like Greentown Labs, where it was: "How do you build something from zero and get it known where you're trying to not necessarily build leads, but certainly build brand around a name and what it means and giving it some brand equity?" And then also creating my own PR from, which I had done a few years ago. And then also being a local advocate and sit on the Economic Development Commission. And then most recently, I spent three days in Vermont learning how to bake croissants. So it's, you know, how do I put all those things together and begin to say, "What do they all mean and how do you move forward?" Mark: Boy, there are some analogies one can make to baking related to our profession. You know, being patient, right? And letting things rise. Chuck: Yeah, sometimes I am not nearly patient enough in my rise. But yes, that is a big part of baking. In fact, I said to my wife the other day, "What I need to do when I bake is plan out a series of bakes along the way, so that while one thing is sitting and rising, I'm working on the next thing." You're right, it does align with where you are in PR, where you're kind of, yes, you might be working on a press release over here, but that's not going out, you know, for two months, three months, six weeks, whatever it is. I also need to be doing the short- term pieces that's going to be driving things forward. But that's actually, I think, where, you know, if you want to kind of bring that analogy back out, where a lot of companies are missing the boat on PR. I know when I was doing my own agency, people would say to me, "Well, how will I know PR is working in the leads that I get?" And I heard it described recently as: demand generation is my sales in this month and next month. PR and brand are my sales in six months to a year. Looking at that over the long term is very difficult to kind of parse out how much is PR and brand doing for you and how much is demand gen doing for you. Those things have to work together, but you're right, there is a lot of patience involved in that PR and brand strategy because they are long term. You're not going to flip a switch and people are just going to know about you It's going to take some time. Mark: And croissants are layered, and it's very fine layers, so maybe there's another analogy we could make there. Chuck: I don't know if you've ever made croissants, but I was learning how to lock in butter which is a whole different thing. But yes, they are layered. There's a very careful folding process you need to do to get the right layers. You need to be patient. I was so proud of myself the other day when I made these croissants and I bit into it and I could see the honeycomb layer within it was like, Oh yes, I hit all those layers just right. But again, you don't know until you're done, right? When I bake a bread, it really takes 24 hours for sourdough to mature and come to life. And you put it in the oven and at that very last step, you could burn it. You could put it in too early, too late. And suddenly all this work you've done for the last 24 hours, is shot. And that's it. Right? So there's a lot of businesses that operate like that, but PR is definitely the end of that process. You can't rely on a single launch to make or break a company. You have to do it over time because there's too many factors that could get in the way that are often outside of your control. I mean, how many of us were working on a launch and the week before something major happens in the world and it completely changes what you're trying to do, right? Happens to Hollywood all the time. How many times have you heard a movie getting delayed or moving around because another one was coming out? Or some major event happens in the world-- a news event, a death, something tragic-- and it's like, "Well, we can't release a movie into that environment." So there's a lot of places that operate like that. Businesses need to be aware that they exist in that market and they can't plan these things out and say, "We have to hit that date, otherwise we're going to die." That's not a good way to run that company. You have to think long term and having a whole host of things moving throughout the year. It's a long growth process. Mark: It's kind of interesting. I don't want to get bogged down in this subject, but ESG and DEI have cropped up in the last several years for good reason. Prior to that, it's almost like companies existed in a different world. Most of them didn't want to get involved in what was going on in the greater society. Chuck: We dealt a little bit with that at my last position. During the George Floyd protests and Black Lives Matter, before the federal government declared Juneteenth a holiday, my CEO had decided: we are going to close the office on Juneteenth. And we are going to encourage our employees to do public service, to take some time to read and to think. And we put out, you know, internally, a bunch of reading suggestions and so on. I was on the DEI committee, so I was part of that decision. And we sent an email off to our customers to let them know that we were going to be closed that day. And our customers were nationwide. Many of them were convenience stores in the Midwest and South. And we had a very mixed response back. Some people were very supportive: "Well, this makes a lot of sense." Some people felt that we were politicizing the business world. And to my CEO's credit, he said, "This is what we're doing." We didn't lose any business over it. None of that happened. And a year later, the federal government made Juneteenth a holiday regardless. So clearly, we were heading in the correct direction, but you know, he had to look at that response to say, "That's okay. I'm going to take that." And businesses do need to do that. They do need to realize that they live in a greater world and what they stand for matters. I'm seeing that shift a little bit from where it was even a year or two ago, where people are getting a little less comfortable being out there. But I do think it's important and I do think people are making purchasing decisions, at least on the consumer side, in part by what your business stands for. Mark: So this is about you, Chuck. So let's turn the focus back to you. And can you share one of your most important career accomplishments? Chuck: It's interesting that there's actually a lot of things I can pull from that. Let me start recently and go backwards a little bit in time. I was very proud of the work that I did at Paytronix in launching the brand. Getting the opportunity to launch a brand of that magnitude where it was not just, "Hey, let's just change a few aspects of how our logo looks." But this was a complete change in what we looked like, what we sounded like, who we were, how we talked about ourselves-- across the board, the tool sets, the graphic tool sets, the conversations. To have that opportunity to build that and to say, "How do I bring that out internally? How do I bring that out externally?" That was really interesting. I learned a tremendous amount from that project. I was proud of the work that I did there. I was proud of what it did for the company. There was an, you know, some immediate jumps in, you know, that, that brand awareness that happened. You don't often see that, but you know, it was nice to see those Google searches go through the roof. So you certainly saw that impact right away. Then I was sitting in a sales meeting a few months later and the chief revenue officer stood up there and said, "this is one of the things that's really working in our company. Our brand is making our sales process move faster." There's some direct result. I can see that. I was also equally proud of some of the work I did with Greentown Labs, spending a couple of years launching them into the market and getting them going from a place of sitting empty, really, to something that became very much part of the fabric of the clean tech landscape, certainly in Boston and began to emerge as we were wrapping up that work emerged around the country. They're now in Houston. And a lot of the branding and the concepts that we laid out for them, they still use today. You know, one of the things I remember we talked about early on was we were debating how do we talk about their tenants, right? Because they were charging rent. How do they talk about tenants? And we were like, "Well, if we call them member companies and we give them a badge, that's going to help our SEO." And they still talk about member companies and alumni companies and that sort of thing as part of their language. I was very proud of that work. It seems so small and minor, but it changes the nature of the way that you think about yourself. It changed nature of the way companies think about themselves within it. And then the work I did at N Squared was spectacular. Not only did we see the results and the people coming in, but one of my favorite projects was the Greenway Arts Project. We had this greenway that was really underutilized and we were looking at how do we drive awareness for the N Squared Innovation District and engage with the local community. And I synced up with Studios Without Walls to bring in sculpture. We had looked at a lot of different directions about how to do this. And we brought in this for two years, we brought in this the sculpture exhibit and not only did it get the neighborhood excited, but it completely changed the way the neighborhood looked at the center of its being where it had been looking at other areas. This was a neighborhood that didn't really have a good center of downtown. They began to look at that greenway as their center, which they hadn't before. And considering that there's a major development happening on the other side of that greenway, the fact that they changed the center of their site to that location will change long term, the way that that whole neighborhood sees itself. Mark: I think anybody who has listened to this podcast would know the answer to this question, but I'm going to ask it anyway. What do you think you can offer your next employer or client? Chuck: I certainly bring a breadth of understanding of how people think. Right? And be able to get into that conversation in a very interesting way. You know, there's the tactical: writing skills, etc., down the line. But there's certainly then the broad sweep of: "Who are we? How do we get that to market? How do we encourage people to know about us? How do we raise our awareness?" So I bring that kind of skill set. At the same time you know, I have a pretty solid track record of training people, so there's not only the ability to bring that out, but also build a team underneath me that can help execute on that and help grow that team and encourage that team and keep them engaged in storytelling. One of the things that I do take great pride in is the ability to tell that story and the ability to kind of turn that story outward. At Paytronix, I changed some things around to create what I called story- driven marketing, where we went and dug into the customer stories, figured out where those stories were, how those matched with our brand message and then move those into the various content components, the eBooks, the webinars, etc., blog posts, case studies, and pushed those out through our own marketing that we needed to get out for demand gen, but that also then fed the PR. So being able to create these systems that can run and can help build for the future is where my skill set is. And then, you need to build the infrastructure underneath it to maintain those long term. But certainly it's about: "How do you create a process that's going to continually benefit across multiple touch points?" So that's a lot of what I try to bring to the table. Mark: Well, Chuck, it was great chatting again. Always enjoy it. And I really hope this podcast helps you find your next great gig. Chuck: I appreciate it. I appreciate the time. Mark: I'm Mark Reed Edwards. Join me on the next Confessions of a Marketer.

Gem Pasant has over 15 years’ experience in Customer Leader roles in a range of organizations from start up to large corporate, typically in the insurance sector. Gem’s biggest area of interest is Customer Experience as culture—specifically how this links to company purpose, employee experience and sustainable growth through the practical application of the Net Promoter System. Transcript Mark Reed-Edwards: Welcome to this special episode of Confessions of a Marketer. I'm Mark Reed Edwards. We're back with this mini series of shows I've dubbed the Talent Showcase. These episodes will focus on people in marketing, communications, PR, and allied fields who are looking for their next opportunity. My guests will share their stories, successes, and how they can help their next employer or client. Today, I'm joined by Gem Passant. Gem has over 15 years experience in customer leader roles in a range of organizations, from startup to large corporate, typically in the insurance sector. Gem's biggest area of interest is customer experience as culture, specifically how this links to company purpose, employee experience, and sustainable growth through the practical application of the Net Promoter System. Gem, welcome. Gem Passant: Thanks for having me. It's great to be here. Mark: It's wonderful to have you on the show. So can you tell me about yourself, your background, and career path? Gem: Yeah, sure. So I actually started out in human resources. I read archaeology at university with some anthropology and got really into human behavior and thought human resources is the way for me to go. And then got onto a graduate scheme. So that's what we call in the UK, would maybe be a postgraduate scheme in the US, basically working for an employer on a fast track scheme for a large insurance company in the UK called Aviva. And I planned to stay in that field and not long in realized that I actually didn't understand my customers enough, which was the internal customers of the organization. And the only way to do a good job working in HR was to go and experience what they were experiencing and work in the business itself. And so I was looking for a change, I asked for a change, and was invited to apply to be Chief of Staff to the Chief Operations Officer for the UK business, which was a great role, a super fast track learning, if anyone's ever done Chief of Staff they'll know. And that gave me an opportunity to really learn and understand the business cause I was right in the thick of it and look for what my next opportunity would be. And there was an area that had been unloved for some while, which was the customer experience function. That was back then not called CX, which is what we tend to call it now. It was quite early days for having a customer experience function. And it had been run by somebody for a long time who'd moved into a different role and then there'd just been an absence of leadership for a while. So I took that role and changed quite a few things within the team and propelled it into a new stage of growth, I guess you could say. But stayed there for four years, absolutely adored that role. I was then asked to do various other things, I think that's what happens when you work in a large organization and you're known to be flexible. So I went on to do all sorts of other things, from head of internal comms, to more chief of staff roles, to running large billion pound transformation programs in the program office. But I then decided to have a break from all of that and retrained as a neuro linguistic programming coach. So I quit that role--quit Aviva--and went and lived in Thailand, which is where I met my now husband. That's a different story for a different podcast probably. And then I came back and did some more customer experience stuff for another insurer, a slightly smaller one called Liverpool Victoria here in the UK. And then I went back to Thailand. My husband and I decided that we were going to move back to Thailand together, because in the interim he'd gone to live in San Francisco. So we made a home together in Thailand, and that was a really interesting period of time because it included COVID. And so I did some consultancy work when I was there, but probably the most interesting thing I did was that the British Consul actually asked me to coordinate the community response for all of the Western Consulates for the, the Western communities in Chiang Mai--lots of older people, lots of retired people, lots of people who it was hard to reach out to, who they were genuinely really worried about health wise. So that was a thing that kept me really busy and active in my kind of final months in Thailand. And then my husband and I decided to move back to the UK at the request of my parents, to to live near them. And I got my most recent permanent role, which was back again in Customer Experience as Global Customer Experience Lead for Many Pets, which was another insurance company, but this time pet insurance and a start up/ scale up. And then I left there almost a year ago now, and I've been self employed doing CX consultancy and short contracts since then. Mark: Wow. Customer experience is just fascinating having worked in marketing pretty much my entire career, certainly the last 30 plus years, it's embedded in everything we do in marketing and we didn't even realize it. So, it's great to hear your perspective. Gem: Yeah. Thanks. Mark: So, what is one of your most important career accomplishments? Gem: The things I feel strongest about are the things that often don't have the greatest data points attached. And that's all the leadership stuff. So it's building teams, not just that are high performing, but that genuinely care about each other and act like a team and support each other and deliver phenomenal outcomes. So I feel like I'd be remiss if I didn't say anything I talk about in career outcomes is always because of a phenomenal team that has worked with me or around me. But I guess the things that have the tangibility to them --a really good example, it's a, it's a little bit of an older example now, but it was a, a huge success at the time-- which was when I worked at Aviva in the head of customer experience role. Me and my team implemented Net Promoter Score, which most people will know about now, but back then was quite an early use of that metric, to understand how our customers were feeling about their experiences with us. And Net Promoter Score, for anybody who doesn't know, has a range of minus 100 to plus 100 as a score. Financial services typically would hover, at that time, around the zero. The benchmark overall is a bit higher these days, but around that time. So we implemented it across the board and we discovered that in some of our contact centers, the ones that were doing the sales and the servicing, the initial scores were holding steady at minus 37 from launch and a few months in they were still there. And so we dug into that information and tried to work out what was going on. And ultimately it was all to do with the types of calls being handled, where they were handled, by whom they were handled and with what kind of experience those people had. And what we recognized was that actually we needed to move work around and we needed to train people differently and we needed to move some of the work that was being handled offshore back onshore. Some of the work that was being handled in the UK actually would be better handled by our Indian colleagues. And so by understanding what skill sets people had, what they preferred to do, and the types of training that they took to best, we were able to move work around so that actually everybody was playing to their strengths, and that really came across in the customer experience. And we did all of that in less than a year, and the Net Promoter Score went to plus 12 from minus 37 in a period of just over, uh, six months. Which is a huge change and if anybody's ever tried to shift a Net Promoter Score before, you will know that typically you can move it a couple of points by tweaking around the edges. To move it so strongly, you need to do something quite radical. But we did that by listening to what our customers were telling us about the experience that we were giving them. And, not that they knew what the answer was, but we worked out what we thought an answer could be. And of course the teams went on to do more after that and continued to improve it. But I think for me that's always been a really powerful example of how when you listen to your customers --and by the way, your employees, because everything they were telling us was very similar to what the customers were telling us-- that's how you can really shift the experience that both your customers and your employees are having. Mark: So what do you think you can offer your next employer or client? Gem: Interesting. I think it's sometimes a challenge when you have quite a broad brush background because you don't always know what it is because often it's things that people perceive in you rather than you know about yourself. And what I mean by that is I don't know that it's always the technical stuff. So what I've learned about myself in this last year or so of being self employed is that actually the things that I offer that are my strengths are Looking at really complex problems and being able to see through them quite quickly and then taking customer data, employee data and other kinds of data and problem solving. That doesn't sound like a pure customer experience type of behavior, and it's not. It comes from understanding my HR background, my operational background, my program management background. But pulling all that together to understand what is in the best interest of an organization commercially and for their customers and for their employees. That, for me, I think I've worked out is my sweet spot, being able to look at all three of those areas together and get them to play nicely together to do something that's for the good of all. Mark: Gem, I really appreciate you sharing your story. It was fascinating to hear. And I really hope this helps you find great gigs. Gem: Thanks very much for asking me. Mark: I'm Mark Reed Edwards. Join me on the next Confessions of a Marketer.

Jason Rasmuson is a Massachusetts-based writer with more than 20 years’ experience writing for the technology industry. He’s been self-employed for the last 15 years with experience in the cloud computing, cybersecurity, FinTech, HR/workforce management/talent management, and other specialized areas in high tech. He recently relaunched his business to offer a new take on writing: content delivered as a service. This new model helps clients produce more content each month, yet in a much more flexible and cost-effective way than retainers or per-project engagements. You can learn more at www.runningstart.co Transcript Mark Reed-Edwards: Welcome to this episode of Confessions of a Marketer. I'm Mark Reed Edwards. We're back with this mini series of Talent Showcase episodes that focus on people in marketing, communications, PR, and allied fields who are looking for their next opportunity. My guests will share their stories, successes, and how they can help their next employer or client. Today, I'm joined by Jason Rasmussen. Jason is a Massachusetts based writer with more than 20 years experience writing for the technology industry. He's been self employed for the last 15 years with experience in cloud computing, cyber security, fintech, HR workforce management, talent management, and other specialized areas in high tech. He recently relaunched his business to offer a new take on writing content delivered as a service. This new model helps clients produce more content each month, yet in a much more flexible and cost effective way than retainers or per project engagements. Mark You can learn more at runningstart.co Jason, welcome. Jason Rasmuson: Thanks for having me, Mark. Really looking forward to our conversation. Mark: Same here. You and I crossed paths several years ago and we reconnected on LinkedIn. Can you tell me a little bit about yourself and your background and career path? Jason: Yeah, sure. So I--probably like many of us--was slightly better at the kind of English major side. When I got out of school, I was lucky enough to join Kronos now UKG, which is where I believe we met. So I was able to join as an house writer. You know, marketing collateral and things like that. And was really pretty happy in my role there. And at a certain point, just wanted to grow a little bit. So I. I got an MBA and moved from job to job a little bit. I had a couple stints at local software companies. And, ultimately the Great Recession in 2009 resulted in layoffs that were probably the push I needed. Because I ultimately did want to start my own thing and kind of work for myself. So, since 2009, I've been kind of a one man band here supporting the technology industry, and marketing teams in tech, with a lot of content--kind of the typical things you'd expect, I'm sure. Mark: Yeah, yeah. So what is one of your most important career accomplishments? Jason: So I would say, boy, I mean, the MBA for me was really big. As someone who was an English major and thinking that I was kind of predestined to only go down one path, being able to get my MBA was really a big achievement for me. But I would say just in general, I think maybe a lot of writers or creative people tend to be introverted. So I would just chalk it up to the fact that I've been able to make it work in an industry where you need to be outgoing or salesy or relationship driven. Mark: Yeah, if the world was full of extroverts it wouldn't be very fun, would it? Jason: Yeah. Right. My wife thinks it's a character choice and a character flaw on my part. But we're wired the way we're wired, I guess. Mark: So, if you've got a client coming your way, or hey, you decide to take another full time job, what do you think you can offer that next employer or client? Jason: So a few things. The good news is because I'm as old as I am-- experience, certainly in technology and specialized areas such as cyber security or fintech. And that's come from doing it for a little bit. But the other thing that I'm really excited about at this point in 2024 is much more of a partnership approach with tech going through some slowdowns. I lost one or two clients, probably the way we all have, and I've kind of reimagined my business. And part of that is trying to be much more proactive in being a kind of a virtual team member and a partner. So I think it's really paying off. I'm pitching ideas more proactively. I'm doing a little bit of research for clients and things like that where I'm able to come up with ideas that they might not have necessarily thought of -- they're busy people too. So I'm really happy to see how that's unfolding at this point. And I just have anecdotal evidence, but one of my clients has appreciated me coming up with project ideas. Mark: So, it's a partnership that you offer. Jason: Yeah, I think so. I really hope to continue it because I think it is a valuable piece of the puzzle here. But it's certainly a little bit of a new thing for me. And it's, it's probably because things are a little bit slower. But I think these are the times when, you know, maybe we do reinvent ourselves a little bit. And so for example, I'm owning one client's editorial calendar and pitching ideas. This particular client, the person who was in charge of kind of outsourcing and managing creative resources came up on the design side. So she's very talented and wonderful and a great client, but I think sometimes the idea of content, certainly like business- level writing , you know, she might be more focused on design and brand and things. So I think, in relationships like that, it's a good opportunity to do a little bit more for clients. Mark: Great. Well, Jason, thanks for joining me for this overview of your career and what you can offer your clients and employers and I hope this helps you find your next gig. Jason: Yeah. Thanks for having me. I really appreciate it. And I've been looking at your success with Confessions of a Marketer. So I appreciate the chance to be here. Mark: Thanks so much. I'm Mark Reed Edwards. Join me on the next Confessions of a Marketer.

Ben Bradshaw is an experienced brand and marketing leader in energy and cleantech. He helps progressive businesses in the Energy Transition create a standout brand, and marketing that powers profitable and sustainable growth. He has 25 years’ experience as a marketer in the UK energy & cleantech sectors and particular strengths in marcomms, brand, strategy, planning, insight for B2C, B2B, corporations or start-ups. Ben has held Head of Marketing positions transforming brands and building teams - with a passion for sustainability, brand and culture. He is now seeking his next senior marketing role with an ambitious pioneer in the clean energy sector. Transcript Mark Reed-Edwards: Welcome to this special episode of Confessions of a Marketer. I'm Mark Reed-Edwards. It's been a while, but we're back with this mini series of shows I've dubbed the Talent Showcase. These episodes will focus on people in marketing, communications, PR, and allied fields who are looking for the next opportunity. My guests will share their stories, successes, and how they can help their next employer or client. We have about five episodes lined up and today I'm joined by Ben Bradshaw. Ben is an experienced brand and marketing leader in energy and clean tech. He helps progressive businesses in the energy transition create a standout brand and marketing that powers profitable and sustainable growth. He has 25 years experience as a marketer in the UK energy and clean tech sectors and particular strengths in marcomms, brand, strategy, planning, insight for B2C, B2B corporations or startups. Ben has held head of marketing positions, transforming brands and building teams with a passion for sustainability, brand and culture. He's now seeking his next senior marketing role with an ambitious pioneer in the clean tech sector. Ben, welcome. Ben Bradshaw: Oh, well, good to meet you, Mark. Thank you very much for inviting me on the show. Mark: Yeah, it's great to have you here. So can you tell me about yourself, your background and career path beyond what I just shared with the audience? Ben: Yeah, sure. So as you said, I've been in the energy industry—UK-based—for over 25 years and I've got a personal passion in sustainability and got a career in marketing. Really I've brought those two interests of mine to create a career to support the growth of renewable, sustainability, clean technology. So we're talking about EV charging, solar panels, battery storage. And I'm really excited about the opportunity here because it's growing massively. And I, I was really involved in sustainability from the start from my environmental engineering over almost 30 years ago now. And I've already dedicated a career in supporting businesses to further their brand and to develop marketing to really grow, take up an interest in these new products and services. And I've worked in the last four years in early stage businesses, startups, establishing a marketing function a brand and a team within those businesses that are rapidly growing for the first time. So, really, for me, it's looking at my next opportunity. It'll be in the space of energy and clean technology. And I'm looking for head of marketing positions. And really helping those businesses power growth, whether they're early stage startups scale ups, or established corporations who are diversifying into sustainability services. Mark: And you're based in the UK. Ben: I'm based in the UK, I'm based in Nottingham but the hybrid working arrangement now means that where I could work is broadened out. Mark: So what is one of your most important career accomplishments, do you think? Ben: Well, I mean, I've been in the energy industry in the UK for, as I said, over 25 years and seen huge change moving from it being, you know, just gas and electricity powered by fossil fuels, all the way to, now, renewable energy and growth in that space. I've also seen huge change in terms of consolidations. And that was one of the areas that I got involved in. So, I was working for Powergen. It was one of the largest energy suppliers in the UK. And the global energy provider, E. ON, bought out Powergen as a route to access the UK market. I led the strategy and the rebranding from Powergen to E.ON and really supported the growth of the E. ON brand via a gradual transition strategy moving from Powergen, a household name back in 2006 and in three years rebranded to E. ON and move from a 10 percent awareness of, Of of of Eon to a 65 percent brand awareness in three years, supported, of course, by investment into the brand TV -led campaigns the sponsorship of the F. A. Cup and new products. And I was really delighted to be involved in that three year strategy and leading it to success. Mark: So thinking about all that, and my introduction to you earlier, what do you think you can offer your next employer or client? Ben: Well, I think it comes down to about four things, really. And there's quite a lot within each of the four. One is powering growth. When I say growth, I'm talking about really using marketing and branding to engender more engagement and more interest into the product or the brand. And that drives inquiries, that drives interest, that drives revenue growth, and ultimately profit. So that's the first thing, driving growth. The second one's really, and again, about driving growth, but probably more so on, in the medium to long term. This is about setting a standout brand, defining a strategy, an identity, for the brand that allows that business to grow, particularly understanding the needs and interests of the target audience and really, and really building that. But it also supports the engagement and motivation of all the employees as well, of course. The third one is related to growth, but it's the commercial performance. It's making sure that the marketing is delivering the return on investment it needs to, making sure there's the investment needed into the brand, and demonstrating how that's delivering a return, whether it's in the short term, or medium, or long. And then the final point, I think I mentioned it, was really developing a culture. Brand is such a, an all pervasive notion that impacts not just customers, but also employees, investors. Partners and particularly for early stage businesses, getting that right and defining the right culture to enable that growth and ensuring there's alignment between the brand, the culture and the customer experience. Because ultimately a great promise can be great, but it's got to be delivered through the entire process. So those four things kind of characterize the things I'll be looking to offer my next employer. Mark: Yeah, that's a great list and I think you've shared your background really well here and, Ben, I really want to thank you for joining me and I hope this this little time that we had together will help you find your next gig. Ben: Absolutely. And if anyone is interested to get in touch, I'm on LinkedIn. Be more than happy to respond to any messages and take it from there. Mark: Thanks, Ben. I'm Mark Reed Edwards. Join me on the next Confessions of a Marketer. Ben: Thanks, Mark.

I've been away from podcasting for two-plus years. I miss it. I've been working as a CMO recently. But I'm returning to consulting. And now I'm ready dip my toe back in the world of CoaM. Over the past couple of years, I've had a blast. I've been on endless Zoom calls, talked with countelss people, shared stories about marketing, led events online (and finally in-person!), hosted webinars, shot too many videos, written thousands of emails, overseen campaigns, and talked with clients. I've learned a hell of a lot. I want to sahre some stories, talk to the industry's best people, solve some problems, and maybe rattle a few cages. Stay tuned in the coming weeks.

On this episode, we have Robyn Johnson, host of the Marketing Blueprint podcast and a world renowned Amazon Consultant and expert. Amazon is ever-present but can be a mystery. We learn about Robyn’s background, and then dig into how she thinks marketing on Amazon has changed for 2021, how COVID pushed brands to use Amazon, and how a retailer can prepare for using Amazon. Plus, Robyn demystifies how Amazon’s search and paid algorithms work and shares the keys to navigating fulfillment by Amazon. Then, we gaze into the future. Links of interest: Merchant Words  Helium 10 SEMrush for Amazon

On the latest episode, we have Chris Dickey, founder and CEO of Visably, in to talk about multi-channel marketing for search. We find out all about Visably and moving the goal line from “How do I improve my website’s ranking in search?” to “How do I improve my brand’s ranking in search?” Plus, we learn why brand-owned websites are at such a disadvantage compared to ecommerce and media companies when it comes to search, and we find out how a brand can stack the search engine results pages. We pack lots more into this interview.

On this episode, we continue our two-part discussion about taking on a new role as a marketing leader. Joining me are Josh Martin and Auseh Britt. This time, we learn about the mentors Josh and Auseh turn to for advice--and we hear about the Slack communities Auseh uses actively. We also get a look at what the first 30-60 days were like in their new roles. Did they have a specific plan? And how did that work out? We find out. Gong // chorusWe also shift the discussion to B2B sales and what it takes to succeed. Then we round out the two parts by learning what it was like finding a new role in these strange times. And they share advice for listeners who are also in search of the next thing. A great way to start off the new year!Links to things we discussed: Matt Heinz (host of the Slack channel Auseh mentioned) Chorus Gong

On this episode, we start a two-part discussion about taking on a new role as a marketing leader. Joining me are Josh Martin, Executive Vice President of Marketing at Decision Lens, and Auseh Britt, Vice President of Growth Marketing at Terminus. They both joined their companies in 2020. Josh has been on a few times before talking about product marketing. Auseh is here for the first time. We discuss what it was like onboarding during Covid--the challenges, what worked well, and what (if anything) they would do differently. Plus, we look into the kind of training their new companies offered and what they did to prepare for their roles. To wrap up this episode, we chat about the biggest challenges they faced at their new companies. Great chat with two great marketers.

<pre><code> <p>On the latest episode, Garnet and our guest host <a href="https://www.linkedin.com/in/lhjost/" rel="noopener noreferrer" target="_blank">Lane Jost</a> chat grit, behavior change and personal finance with<a href="https://navitmoney.com/" rel="noopener noreferrer" target="_blank"> Nav.it</a> CMO and co-founder Maia Monell. The Nav.it app is an early stage product designed to coach users into financial wellness through an array of innovative tools designed to stimulate improved habits. We also hear about Maia's own founder story and how she connects sports to leadership and empathy. </p><p><br></p><p>Key read: <a href="https://www.amazon.com/Grit-Passion-Perseverance-Angela-Duckworth/dp/1501111108" rel="noopener noreferrer" target="_blank">Grit: The Power of Passion and Perseverance by Angela Duckworth</a></p><p><br></p>

We have a bit of a change of pace for this episode. Back on episode 171, ten episodes ago in the long-ago days of early November, Leslie Zane and I were chatting as we got ready to record. And just as I hit the record button, she asked me a question. I’d heard it before, but never really answered it. So, here on this special episode, we share that short discussion. This one won’t take long. Before you know it, you’ll be back to your holiday festivities. Enjoy the chat.

On this episode, we have another visit with Ben Afia, who describes himself as The Language Strategist, with a goal of making companies more human—in their culture, brand and communications. Ben was one of the first to bring attention to tone of voice and now works with companies around the globe. I worked with him more than a decade ago on a tone of voice project and we’ve kept in touch ever since—in fact, he was an early guest on this podcast—on Episodes Three, Twenty Two, and Sixty One. Now we’re 180 episodes in, it’s great to have him back on. We talk about what words have to do with a brand and why they are important, what you can learn about a company’s values from their website, how to get everyone in a company using the same tone, and how to use the right words at the right time. A topic we discussed:Appreciative InquiryMore about Ben: Ben Afia on LinkedIn Ben’s website

On this episode, we welcome Jaclyn Schiff, founder of PodReacher, a “done-for-you” service that transforms podcast episodes into high-quality articles. Before starting PodReacher, Jaclyn worked as a journalist for leading healthcare publications in Washington, D.C. and Chicago and also served as director of communication for a global health research association. We dig into what PodReacher is all about, how podcasting fits into an overall content marketing strategy, how people should look at the content they produce in a podcast, the role of show notes, and repurposing episodes into articles and blog posts. We also get a glimpse into the future of podcasting. A few things we discussed: Brandon Huffard: SEO for the rest of us Podboxer The podcast episode that PodReacher worked on for me: Video in Marketing As I look at my paltry show notes, it’s clear Jaclyn’s service is superior to anything I can do. 

<p>On the latest episode, we have <a href="https://www.linkedin.com/in/mikemaynard/" rel="noopener noreferrer" target="_blank">Mike Maynard</a>, managing director of <a href="https://www.napierb2b.com" rel="noopener noreferrer" target="_blank">Napier</a>--a B2B PR and marketing agency based in the UK. Mike describes himself as a geek who loves talking about technology. We learn about his background and the path he took from engineer to marketer and then from in-house to agency. We also dig into the shift from siloed marketing to organizing around content development and content distribution, and why marketers often fail to get the ROI they expect from tools like marketing automation. Plus we have a discussion about account-based marketing fails and what it’s been like communicating with people during COVID-19. A fun chat with Mike.</p>