The 10 Influential Marketing Leaders to watch in 2019

insightssuccess

With the idea to exhibit the inspiring journey and insights of some of the world’s most influential CMO’s, Insights Success proudly presents an exclusive edition of ‘The 10 Influential Marketing Leaders to watch in 2019’

Vol.4/ Issue-14

www.insightssuccess.com

April 2019

The 10

Inuential

Marketing

Leaders to

Watch in 2019

Leader of the Month

George Hughes, CMO

The Star Entertainment Group

Chandar

Pattabhiram

Imparting Wisdom

Successful Personality Traits

to Learn from Elon Musk

The Art of Leading

Attributes of a

Good Leader


E

Thriving in the Multi-dimensional

Sphere of Marketing

he world is constantly evolving through the new technological trends and with different aspects of business. One such

Taspect is marketing that no business can overlook. From traditional practices such as advertisement through

television, print ads, radio space to digitalized practices such as search engine optimization (SEO), content marketing,

social media marketing (SMM), and email marketing, marketing sphere has seen a drastic change.

Thus, the job of marketing has become more convenient as well as complex at the same time; as marketing leaders have to

perform several tasks to reach out to their potential customers. Despite these differences of modern and traditional marketing

practices, many leaders have smoothly carried out all the marketing functions and achieved the desirable results.

Being one of the foremost components of business management, marketing is present in all stages of the business. It

communicates business offerings to potential customers and thus, requires strenuous efforts. This job role needs leaders, who

hold attributes such as ability to intrigue, effective sales approach, sound communication, flexibility, resourcefulness,

adaptability, and accountability. By effectively carrying out these responsibilities, there are some marketers, who are

pioneering the marketing world with new possibilities.

With an intent to exhibit the significant contributions and inspiring journey of some of the world’s most influential CMO’s,

Insights Success has compiled its list of “The 10 Influential Marketing Leaders to Watch in 2019”. These leaders have

been at the frontline of digital transformation by their novel approaches of communicating a product or services.



Internet led to digitalization;

Digitalization enhanced Marketing;

Through Marketing, businesses prevails.


Hitesh Dhamani

Driven with the perception, ‘In marketing, there aren’t markets - there are only buyers’, and embedded with the perfect blend

of above mentioned abilities, a marketer for life, Chandar Pattabhiram, the CMO of Coupa Software, is the cover feature

of our special issue. In his extensive career, he has held marketing leadership roles at startups like Cast Iron and Badgeville,

fast-growth public companies like Coupa and Marketo, and some of the largest and most successful global companies like

IBM. The remarkable contribution he brought to the marketing table at all of these companies is recognized by prominent

social platforms across the world including LinkedIn. In June 2017, Chandar was recognized by LinkedIn as one of the top 5

CMOs in the world to follow for thought-leadership in the digital marketing domain.

The CMO’s strategic and executional abilities go hand in hand with high levels of responsibility and accountability. George

Hughes, the CMO of The Star Entertainment Group is one such C-suite leader, who is featured as CMO of the month in

our issue. The depth of his experiences across direct and digital marketing, marketing communications, product development,

and corporate development have him positioned to help drive The Star’s brand in a highly competitive tourism and

entertainment industry.

Delve in to more such inspiring stories and lessons from many such significant marketing leaders in this issue and reap the

fruits of motivation. Also, make sure to scroll through the articles written by our in-house editorial team and CXO

standpoints of some of the leading industry experts to have a brief taste of the sector.

Happy reading!


Contents

36

Incentives Solutions

Rethinking the Products of

Today for a Better Tomorrow

46

Tech-Know Insights

What a tech CEO can

teach your business

about digital

58

Purpose Driven

The Importance of Purpose

Cover Story 10

Chandar

Pattabhiram

A Marketer for Life!


30

Industry Lessons

Role of Laboratory Information

Management System in

Manufacturing Sectors

Articles

42

The Art of Leading

Attributes of a

Good Leader

52

Imparting Wisdom

Successful Personality Traits

to Learn from Elon Musk

Leader of the Month

20

George Hughes

An Avid Marketer

Aiming to Improve

Customer Experience

April Critchfield

An Enthusiastic Marketing Leader

24

Jennifer Deutsch

Redefining Global

Marketing Approach

28


Micheline Nijmeh

Signifying Innovative

Marketing Approach

34

Mike Fox

A Marketing

Forerunner Who

Makes A Difference!

Ric Navarro

Setting Benchmarks in

Global Marketing and

Communications

38

44

Stephany Zoo

Creating Robust

Marketing Experience

50

Ulrike Lemke

Redefining Medical Innovation

56


Editor-in-Chief

Pooja M. Bansal

Managing Editor

Anish Miller

Executive Editor

Bhushan Kadam

Assistant Editors

Jenny Fernandes

Rohit Chaturvedi

Visualizer

David King

Art & Design Director

Amol Kamble

Associate Designer

Sanket Zirpe

Co-designer

Priyanka Rajage

Senior Sales Manager Co-designer

Passi D.

Business Development Manager

Peter Collins

Marketing Manager

John Matthew

Sales Executives

David, Kevin, Vishnu

Technical Head

Jacob Smile

Business Development Executives

Steve, Anish, Alan, Anup

Technical Specialist

Aditya

Digital Marketing Manager

Marry D'Souza

SME-SMO Executive

Prashant Chevale

Research Analyst

Andy Mitter

Circulation Manager

Database Management Technology Consultant

Robert Brown Stella Andrew David Stokes

Insights Success Media Tech LLC

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Dublin, OH 43017, United States

Phone - (614)-602-1754

Email: info@insightssuccess.com

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sales@insightssuccess.com

April, 2019

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Reprint rights remain solely with Insights Success.


Cover Story

Chandar Pattabhiram

CMO

Coupa Software


Chandar

Pattabhiram

A Marketer for Life!


Be a Greek and a Roman: bring the

thoughtfulness and insightfulness of the

ancient Greeks while bringing the great

building skills of the ancient Romans to

create the ultimate marketing machine.


Remember the interview scene from Wolf of Wall

Street, in which Leonardo Dicaprio asks

candidates to sell him a pen? Now, what does

that scene stand for? The forty-five seconds scene

perfectly portrays the key attribute a marketer requires;

an ability to intrigue. In the field of marketing, evoking

the buying emotion of a customer by intriguing is the

absolute purpose. Whether you are selling a pen or a

billion-dollar cruise, you must know how to make the

process of selling interesting. However, impressing

personnel of different ages, interests, and emotions in a

single product is quite a challenge, isn’t it?

Comprehending the potential customer and need of the

hour paves its way here. Someone with these capabilities

can be a successful marketer. But becoming a world’s

leading marketer demands an unwavering and evolving

vision beyond all.

With the idea to exhibit the inspiring journey and

insights of some of the world’s most influential CMO’s,

Insights Success proudly presents an exclusive edition of

The 10 Influential Marketing Leaders to watch in 2019

Driven with the perception, ‘In marketing, there aren’t

markets - there are only buyers’, and embedded with the

perfect blend of above mentioned abilities, a marketer

for life, Chandar Pattabhiram, CMO of Coupa

Software, is the cover feature of our special issue. In his

extensive career, he has held marketing leadership roles

at startups like Cast Iron and Badgeville, fast-growth

public companies like Coupa and Marketo, and some of

the largest and most successful global companies like

IBM. The remarkable contribution he brought to the

marketing table at all of these companies is recognized

by prominent social platforms across the world including

LinkedIn. In June 2017, Chandar was recognized by

LinkedIn as one of the top 5 CMOs in the world to

follow for thought-leadership in the digital marketing

domain.

First Little Steps

As Chandar coins it, an influential leader is a

combination of training and DNA -- it requires a natural

gene for their function, and a passion for it. Some people

are born wanting to be doctors, some lawyers, others

engineers. For Chandar, it was his interest in a range of

activities, from advertising, to public speaking, to

theater, that helped forge his path in marketing.

Early in his life, a family member shared an important

piece of advice that shaped his career in marketing:

“perception is reality.” He learned early in his career that

a CMO doesn’t have to - and probably shouldn’t - be the

best at everything but needs to be know how to bring

everything together. The job is like a conductor and his

orchestra. It is about bringing together the best

instrumentalists that are masters at their craft and

empowering them to excel and produce a harmonized

hymn that ultimately achieves your objectives together.

Hence, as a marketing leader he strives to spot and

cultivate tomorrow’s leaders by identifying the

candidates that reflect the core values and attributes that

make up to the team’s culture.

Being a team player, Chandar claims, “As a marketer,

you have to market your company and the product, of

course, but you also have to market your team’s work

effectively. You can do a lot of marketing activities and

look busy, but ultimately you want to focus on the ones

that move the needle and then market those wins

effectively.”

Enriching Experiences

Beneath the surface of almost every great success story

are stories of failures that have laid the foundation.

Chandar recalls an experience at Cast Iron Systems

where he learned about the challenges of not crystalizing

product market fit. Despite having a groundbreaking

product (the first appliance offering for integration), the

team of marketers did not find early traction because of

product market fit: the differentiating attribute for

marketing was simplicity, but the customer was Fortune

100 companies looking for comprehensiveness, not

simplicity. It turned out they were trying to sell an iPod

to a buyer looking for large professional-grade stereo

systems to run concerts.

Upon the inception of SaaS and Cloud markets during

this timeframe, the team quickly discerned that it is not

the Fortune 500 but the “Unfortunate 5000”- the



Never

confuse

effort with results.


unfortunately often ignored midmarket companies that

couldn’t handle the cost or complexity of the traditional

integration products - that truly yearned for its

differentiation and offered the best product-market fit.

By maniacally focusing on this segment, Chandar and

his team ensured its success. “You need to find product

market fit where you can target a market that yearns and

values the attributes you can offer,” Chandar asserts.

Pertaining to this experience, he learned to pick winners

like Coupa Software by making sure there is a large

market and real pressing need for the product(s), so it’s

not a “nice to have” but a “must have.”

Chandar states, “You have to fail fast and know how to

lose to win, and I’ve learned a lot from my failures as

well as my success to help shape my journey of today.”

Another key area of learning he witnessed was around

talent. He believes everyone has an individual brand that

you need to embrace. As a leader, you must live and

breathe working to cultivate those brands to help achieve

everyone achieve success for themselves, and the greater

good of the team.“True leadership comes when you

grasp that and when you wake up in the morning; it’s not

about powering your brand, but empowering theirs,”

says Chandar. The greatest tool you have as a leader is

how to intrinsically motivate by building individuals’

reputations and showcasing their success through

recognition. Thus, in organizations like Coupa today, the

core values are not just words but are intrinsic in the

foundational fabric of the company.

Listen, Learn and Enable

During his career, Chandar has had the privilege of

learning from some of the world’s best B2B marketers,

gaining the practical know how of the three pillars of

marketing (product, demand generation, and

corporate/brand marketing) and how to build an

integrated approach that combines these three elements

into the ultimate marketing machine.

For developing and articulating brand value, Chandar

suggests listening to customers and prospects to get their

perspective. He states,“Take a listen, learn, and enable

approach. It’s about developing and articulating your

brand by looking from the outside in.”

“Learn and understand the true differentiating attributes

that made you win or lose; and enable your team to

distill all this insight to design your swords and shields

messaging and approach that will help you articulate

your differentiation in an engaging way,” he adds.

A Combination of Emotion and Intellect

According to Chandar, marketing starts with an

understanding of who the buyer persona is and tailoring

a message that evokes emotion to influence the decision

making of that persona. This requires a combination of

Einstein and Spielberg.



Use

recognition as an

intrinsic motivator to

instill a sense of purpose

in your team while at

the same time

maniacally showcasing

their success.

The Einstein approach is the science of marketing,

grounded in quantitative and data-driven analysis of your

ideal customer that can be used to determine the “plays”

you are targeting. Only then can you fuel rinse and

repeat motions that can be driven across distinct product

offerings. This data-driven approach extends to a keen

understanding of the return on marketing investment

across all programs and making sure any available dollar

spent on marketing is done so efficiently to drive impact.

The Spielberg approach is getting a personal

understanding of your buyer to build and tell emotive

stories that resonate with them in a way that’s distinct

and meaningful. This practice allows you to build

awareness that is relevant, drive influence in their

decision making process, and engage them at every point

in their journey.

As the CMO at Coupa, Chandar encourages these

approaches to address three distinct personas the

company’s business spend management platform appeals

to -- procurement, finance and IT. There’s a unique

anatomy to every deal that Coupa does based on each

persona. It is grounded in a value message that resonates

with that persona and draws an emotional, meaningful

connection.

AI Driven Future

The future of marketing is promising and the

implementation of innovative technology is adding more

value to the purpose of marketing. Chandar is also


certain about these sustainable shifts, and believes there

are two AIs that will lead the marketing revolution.

Firstly, he notes, AI (artificial intelligence) and, more

importantly ML (machine learning), are starting to have

an exponential impact on the science of marketing - from

chat-bot interactions for sales/SDRs, to the ideal

customer profile determination, multi-channel

orchestration and the social pulse of customers. He

highlights how companies like Coupa are applying AI to

powerful community intelligence, resulting in AI-driven

insights and benchmarking to each customer based on

the collective intellect of the entire community of

customers.

He also sheds light on another AI, Authentic Interactions.

He indicates today is the day of brand authenticity.

Brand and culture are not distinct - they are one in the

same. Customers are looking to support brands that

adhere to the cultural values they hold dear and in order

to do that, every brand has to be built inside out - where

your company culture permeates to your customer

through the product you deliver and the way you market

it. He feels advocacy is an important part of “authentic

interactions.” Our peer-bound world that hangs on the

influence of advocates is impacting the decision making

of both B2B and B2C customers. Having a

programmatic focus on advocacy on both owned and

earned channels (which lend an air of authenticity to

your brand) is a key way for companies to drive

customer acquisition in the future.

Stairway to Marketing Heaven

At Coupa Marketing, Chandar is focused on the

company’s Stairway to Marketing Heaven - Awareness,

Acquisition and Advocacy. In the times ahead, he

envisions driving awareness and building deep emotional

connections with Coupa’s customer community;

fostering closer synergies with sales to successfully drive

acquisition and incremental business; and introducing

(and scaling) the right advocacy programs to build

customers for life who express passion about their

experience with the brand.

There is nothing more thrilling than helping a company

achieve its greatest potential by telling the right emotive

stories to win deals and building a high-impact

marketing team. I thrive on achieving the perfect

harmony that enables you to establish an emotional

connection that wins the mind of your buyer for life. This

is much easier said than done, but central to being

influential.” And that’s Chandar Pattabhiram for you.

Want to be a CMO?

Having a disruptive product is not enough to achieve

global success - a team of skilled marketers who actually

display its uniqueness to customers is equally essential.

Be it door-to-door sellers or a digital marketing

executive, every marketer plays a crucial part in ensuring

the success of the product.

Being one of the world’s most influential CMOs,

Chandar has supported exceptional people who are now

CMOs in both public and private companies, and he

further aims to cultivate great CMOs of tomorrow

through nurturing insights. His blogs and interviews

have had a great impact on budding CMOs across world.

And surely they will be helpful to our readers too.

He particularly advises them to harness storytelling skills

as these will be one of the most important skills as a

CMO. He highlights understanding that emotion is the

precursor to a go-to-market motion. According to him,

ultimate success is about making that emotive

connection and winning the mind of the buyer.

Understand that connection and let that drive everything

you do across all aspects of marketing (product,

corporate, brand, and demand generation).

Chandar also motivates a data-driven mindset of “show

me the romi” (return on marketing investment). As what

gets measured gets funded.

Finally, he asks to harness the ability for contextual

communication. He exclaims, ‘Become a marketer for

marketing, and market your marketing as a brand.’

Learn to communicate the impact of marketing to

different constituents based on what they care about.

What your CFO cares about is the empirical impacts and

what the CRO cares about is how you are driving

pipeline sales effectiveness and win rates. Identify their

objectives, and align your communication to show how

you are driving progress against them.


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George Hughes

An Avid Marketer Aiming to Improve Customer Experience

Marketing is an intoxicating blend of art and

science. It involves understanding human

behaviour and creating or inviting a change in

the customer mindset to ensure superior results. In equal

measure it is dependent on measurement and analysis for

insights and learnings. The ultimate mix of left and right

sides of the brain. As customers become more selective,

even cynical, when making decisions on brands, products,

and services, marketing is key to driving consideration.

Excellence without the differentiation a targeted marketing

campaign can deliver will not necessarily turn the revenue

or market-share dial for a business. It is for these reasons

the Chief Marketing Officer (CMO) is considered crucial to

an organisation’s growth and success. The CMO’s strategic

and executional abilities go hand in hand with high levels of

responsibility and accountability. George Hughes, CMO of

The Star Entertainment Group is one such C-suite leader.

The depth of his experiences across direct and digital

marketing, marketing communications, product

development, and corporate development have him

positioned to help drive The Star’s brand in a highly

competitive tourism and entertainment industry. The Star’s

vision is to become the leading integrated resort company

in Australia. George Hughes has that at the forefront of his

daily planning.

Below are highlights from the interview conducted between

George Hughes and Insights Success:

Give a brief overview of your background as an

influential marketing leader.

I never expected to have a career in marketing. I started my

career in the early 2000s on a graduate program at one of

the largest banks in Ireland. Whilst on the graduate program

I qualified as a chartered accountant but quickly realised

that my passion (and some may say talents!) lay elsewhere.

Working as a commercial analyst on a range of growth and

cost containment programs instilled in me a deep

appreciation for the drivers of profitability; an essential

ingredient for modern day marketing. It wasn’t until years

later when I moved into a strategy role that I found my real

passion - customers and consumer behaviour.

Over the years I have had the great privilege of working for

some of the most recognisable brands in Australia and in

the U.K. I tend to gravitate towards challenging roles. The

commonality is usually the need to make instrumental

change whether that is setting up a business unit from

scratch, turning around the profitability of a loyalty

program, overhauling the marketing mix of a wellestablished

consumer brand, developing a suite of consumer

products or building a challenger brand in a mature market.

I’ve learned that fundamental change requires bravery,

calculated risk-taking, commerciality, focus and tenacity.

Success comes down to people; do you have the right team?

Is there diversity in thought and experience? Do they trust

each other? Can they collaborate for effect? Do they

understand and are they passionate about their customers?

How do you diversify your organization’s offerings to

appeal to the target audience?

In too many companies the marketing team operates as a

communications or campaign execution function.

Exceptional marketing requires a combination of direct

accountability for core functional areas (brand, creative,

channel, etc.) and an influence role in developing or

evolving the core value proposition of the business. The

Star Entertainment Group’s marketing team plays an

integral role in bringing the voice of the customer, the

competitive market and the brand to the table. Our

marketing team has a seat at the table in each of our

business units and is involved in the development stage of

everything from the design of a new bar or restaurant (such

as Chuuka, our first off property signature restaurant at

Jones Bay Wharf) through to the planning of The Queens

Wharf development in Brisbane. Great marketing teams are

customer obsessed. They know how to collaborate, engage

and influence their colleagues. They also know their

company’s point of difference and can communicate this to

their target audience in an engaging and compelling

manner.

What were the past experiences, achievements or lessons

that have shaped your journey?

I’ve had my fair share of “career defining moments”.

20| April 2019|


Concept image only

Sky Deck which will be a feature at Queen’s Wharf Brisbane

Foyer of The Darling hotel in Sydney

The Darling hotel at the Gold Coast

| April 2019

|21


Most of it is oriented around the role of leadership. One of

those was when I was in my mid 20’s and living in the UK;

I was given the opportunity to lead the sale of a financial

services business. I reported directly to a member of the

executive team for this project. The disposal process proved

to be a challenging one. I was young and had limited

experience in managing a program of work of this scale and

was operating in a high-pressure environment.

Thankfully, I worked for a very experienced leader who

was adept at getting the best out of me and the team. I’ve

gleaned from my mentor the importance of recruiting for

potential, attitude and ability to learn. In addition, she also

taught me the importance of fostering a positive work

culture where personal accountability and calculated risk

taking is encouraged.

What were the primal challenges and roadblocks you

faced during the initial phase of your career as a

marketing leader?

Like most people, I’ve had a few challenges to deal with in

my career. There have been times when a presentation has

tanked, a campaign hasn’t delivered to plan, or a business

case rejected. I’ve encountered poor leadership behavior

and inappropriate behavior. On reflection, those challenges

have been instrumental in my development. I’ve learned to

be more resilient, patient, planned and philosophical. I’ve

learned to speak up and to always stay true to my values.

It’s taken a (long) while but I’ve also learned not to be so

hard on myself when things don’t go to plan.

What inspires you to become an influential marketing

leader?

I am passionate about creating impact and tend to gravitate

towards challenging projects. I find inspiration everywhere

– from the small moments through to the big things in life.

It could be through music, art, a story, an advertising

campaign, a new business venture or a business

transformation. The common thread tends to be turning an

idea into reality. I am continually in awe of human

creativity, passion and resilience.

“ Surround yourself with

a motley crew who are

diverse in their background,

thinking and style.


The Star Gold Coast on the night of The Darling hotel opening

22| April 2019|


Where do you see yourself in the near future and

what are your future goals?

Over the next several years The Star and its partners

could invest as much as $6 billion into further

developing its tourism and entertainment

destinations across South East Queensland and

Sydney. It’s an exciting time to be part of this growth

agenda. To support the successful execution of these

projects, we have transformed our marketing

function. We have moved from a decentralised,

generalist marketing structure to a centralised

functional specialist model. I’m really pleased with

the quality of talent we have in our business,

augmented with recent external appointments. My

priority is to lead our team through this exciting

stage of development and deliver exceptional results

for our customers, internal business teams and

ultimately our shareholders.

Leader of the Month

What is your advice for budding and emerging

marketing leaders?

Jack Welsh summed it up well when he said “before

you are a leader, success is all about growing

yourself. When you are a leader, success is all about

growing others”. Invest your time and energy in

growing your skill set, seek out feedback even if it is

confronting and finally, never

stop learning.

George Hughes

CMO

The Star Entertainment Group

| April 2019

|23


April

Critchfield

An Enthusias c Marke ng Leader


Enlightening the new

edge of marke ng

approach.


April Critchfield

CMO

Zurixx

n an interview with Insights Success, the CMO, of Zurixx, April Critchfield, sheds light on the company’s cutting-edge

Isolutions that create the best financial education programs and shares her insights about the company’s core

competencies and its future. She has also broadly discussed about her overall journey as a marketing aspirant.

Considering these influential and inspirational aspects, Insights Success recognizes April Critchfield as one of the influential

marketing leaders to watch in 2019.

Below are highlights from the interview conducted between April and Insights Success:

Give a brief overview of your background as an influential marketing leader.

I think it’s very important to lead with action through example, and to encourage people to think for themselves and make

24| April 2019|


decisions. If you have expectations of your team members,

and you can’t keep your own deadlines, you can’t really

expect to have other people meet the same deadlines. For

example – being on time to work…. It’s a simple act, and

it’s something 99% of the time you have complete control

over. But, if you’re showing up to work late every day, then

you can’t expect to have your team members keep their

commitments to also show up to work on time. I also have

been one who appreciates knowing how my role and my

actions affect other people and departments. I like

explaining the big picture and how everyone’s role makes a

difference – I feel it is the best way to encourage forwardthinking

among your team members. When people come to

me and ask a question or come to me with a problem, I will

always answer like this: “no, and this is why” or “yes, and

this is why.” We work through things together and I think

helping team members come up with alternative solutions

to problems empowers them to be stronger employees, and

better thinkers.

What were the past experiences, achievements or lessons

that have shaped your journey?

I’ve been fortunate to have great leaders shape me into who

I am. I have worked in the corporate world for over 20

years and have been able to grow and take bits and pieces

of each experience, leadership style and challenge with me

along my journey. I have had influential leaders in every

workplace that I’ve been a part of, and I can look back on

every opportunity and say what I took away from it. I also

have a few moments that I don’t like to remember fondly…

the way I acted or behaved in certain situations, especially

early on in my career. Not knowing how to handle stressful

phone calls, meetings, or confrontation issues… but I

wouldn’t change it.

Because of those (not so great) moments, I learned some

pretty valuable things about myself. I know that it’s

important to breathe, take a minute to let things settle, and

to have patience, especially in stressful situations. Being

able to go with the flow and proactively work to make a

hard moment better, is a pretty amazing quality. I’m still

working on it.

How do you strategize your game plans to tackle

competition in the market?

I think being able to recognize growing trends and acting on

them is instrumental in tackling competition in the market.

There is always something you’re going to see or like that

you can take and make it your own, or improve upon. You

want your competition to think of you as an industry leader,

not the other way around. Don’t wait for your competition

to come up with the next big thing. Do it first. That being

said – it’s also very important to involve people in the

beginning stages of strategy. Utilize other people’s strengths

and allow collaboration. It will save a lot of time and

energy when you can feed off each other’s ideas, and work

through a game plan together.

What were the primal challenges and roadblocks you

faced during the initial phase of your career as a

marketing leader?

I didn’t have a lot of marketing specific jobs or experience,

so that alone was the biggest challenge…my background

was in communication, accounting and analysis, so being

able to combine that experience with the creativity of

marketing was an amazing opportunity. I learned quickly

about reaching out to others, managing vendors, trying new

things, testing things out, and continuing education was key

in the marketing world, it’s constantly changing. Marketing

is so versatile, and being able to speak to a certain audience,

and capture their attention through their response is a pretty

fulfilling feeling.

What inspires you to become an influential marketing

leader?

I don’t really see myself as “influential.” That’s kind of a

tough question…. But I have had a lot of influential people

guide and provide mentorship in my career. I strive to be

like them, and to hold the same qualities that I’ve admired

in other leaders. I have had people tell me that I’ve made a

difference for them. That they’ve learned something from

me, and it doesn’t matter what it is – if I have helped

someone become a better version of themselves in any way,

then I am happy with that!

Where do you see yourself in the near future and what

are your future goals?

I want to always be learning and always be growing. I have

a lot of things I still want to accomplish, like starting my

own business, and getting more involved in my community.

What is your advice for budding and emerging

marketing leaders?

Speak up! Remember, timing is everything. Make

connections, network with people. Do things that might be

out of your comfort zone. Do your research with the

company, bring up fresh new ideas, and if your idea has

already been brought up by someone else, and it didn’t

work for some reason, find out why. Was it the timing? Was

it the budget? Would it work now? Follow up and follow

through.

About the Leader

April Critchfield is the CMO at Zurixx, and a certified

Professional in Marketing with a demonstrated history of

working in the events services and live seminars industry.

She is a skilled marketing professional with a Bachelor’s of

Science Degree in Communication, Organization & Speech

from the University of Utah. April possesses the curiosity

and ambition towards marketing. Initially an accounting

background she enables her skillset in Negotiation,

Budgeting, Customer Service, Advertising, and

Event Management.

| April 2019

|25



— Jennifer Deutsch

CMO

Park Place Technologies


Jennifer

Deutsch

Redening Global

Marketing Approach

28| April 2019|


Asupportive and visionary

leader challenges the

traditional ways of doing

things, while making an organizational

impact well beyond their specific

department.

Jennifer Deutsch, Chief Marketing

Officer at Park Place Technologies, is

described in exactly these terms. In an

interview with Insights Success, she

shed light on her journey as an

influential marketing veteran,

discussing her background, overall

experiences and achievements along

with Park Place’s core competencies

and future.

Insights Success recognizes Jennifer

Deutsch as one of the influential

marketing leaders to watch in 2019.

Below are the highlights of the

interview conducted between Jennifer

and Insights Success:

How do you diversify your

organization’s offerings to appeal to

the target audience?

We have a robust product development

process that included several rounds of

testing. Additionally, we established a

Client Advisory Board that we engage

with 6 to 10 times per year. We share

our product road map with the CAB

and ask for customer pain points that

help us shape the global roadmap.

What were the past experiences,

achievements or lessons that have

shaped your journey?

My 25+ years on the client side,

working for companies like Nestle and

Marriott have provided me with

fantastic B2C experiences and

learnings focused on understanding the

customer path to purchase as well as

learning how to gain customer insights

and understand market opportunities

and how best to address these

opportunities. My 10 years of agency

experience have shaped the way that I

approach problem solving, message

development and creative

development.

| April 2019

How do you strategize your game

plans to tackle competition in the

market?

I work very closely with my global

marketing team to develop categoryleading

strategies and to identify

technology and tools that can give Park

Place Technologies an edge over the

competition. Park Place has 9 new

marketing operations tools that were

introduced in 2018. Finding and

identifying these tools was Job One,

training and launching the tools was

Job Two and integrating the tools has

been Job Three and will be on going.

The high-tech approach Park Place is

taking to marketing helps to win in the

marketplace.

What were the primal challenges

and roadblocks you faced during the

initial phase of your career as a

marketing leader?

I don’t see roadblocks. I view

‘obstacles’ as challenges and a form of

entertainment!

Where do you see yourself in the

near future and what are your future

goals?

I love working at Park Place. We are in

hyper-growth mode and being here has

been the most exciting period of my

career. I am working with the best team

I have ever partnered with and hope to

stay with Park Place until I retire!

What is your advice for budding and

emerging marketing leaders?

Listen, learn, work hard, take risks, be

a team player and think creatively.

About the Leader

Jennifer Deutsch is a veteran of the

marketing and brand development

space, with over three decades of

experience on both the in-house and

agency sides. As Chief Marketing

Officer of Park Place Technologies,

Jennifer leads the company’s global

marketing and communication teams,

where she is focused on reinforcing its

leadership in third-party data center

maintenance and support from a global

perspective. Jennifer has built a stellar

team of hand-selected marketers who

have overseen 11 acquisitions during

the past 20 months and have

introduced a revolutionary, awardwinning,

category-changing new

product called ParkView . She and

the team have launched new brand and

product campaigns that have driven

global brand awareness and captured

92% SOV in the category via an

innovative content strategy, in what is

today a growth-explosive category that

18 months ago was underdeveloped.

Jennifer is an advocate of mentorship

across all levels, from the classroom to

the boardroom. She is an innovative

role model within Park Place

Technologies, the broader technology

industry, her local and regional

community, and in her everyday life.

Not only does she raise the bar within

her organization, but she puts mile

markers in place for future leaders to

come. Her efforts go above and beyond

to ensure a bright future for women in

STEM, and her strengths in mentorship

of young employees, recruitment of

team members and engagement in the

local community. Jennifer is frequently

cited as a source in marketing trade

publications and podcasts, and

selflessly shares her decades of

experience with new and established

team members across the U.S., the UK,

LATAM and Asia. Her impact is

personal yet global, direct yet

company-wide. Additionally, her

philanthropic efforts further magnify

her selfless accomplishments within

the medical and arts communities.

Jennifer is a humanitarian first, a

pioneer second, and a role model.

|29


Role of

Laboratory

Management

System

in Manufacturing Sectors

Management

InformationSystem

Even if an organization offers an outstanding

series of creative products, it has to ensure that

the quality is up to the mark. Being

compassionate about quality management is quite

essential for a business venture to become a promising

manufacturer. Thus, quality is more likely to be a

necessity rather than a want. It do plays a salient role in

supply chain that has strengthened manufacturer’s belief

of implicating information systems especially in

laboratories for quality inspections on finished products

and goods.

Similar to Enterprise Resource Planning (ERP),

Laboratory Information Management System (LIMS)

has brought a disruptive change in traditional methods of

supply-chain management. This technology acts as a

reporting tool which allows researchers to input and

store crucial data regarding the sample, such as schedule

records, test-sample tracks, and also sample’s

materialistic properties. Thus, it is quite obligatory for an

organization to implement an adequate information

system in an attempt to overrule all quality-related

issues. Also, it often utilizes barcode generation for

scanning in-process goods as well as finished products in

an attempt to consume less time.

Outlook on LIMS

Utilizing to its full-potential

LIMS operations customarily depend on the

manufacturer and its requirements. Yet, there is a

standard protocol on which the system mostly relies. It is

deliberately designed to monitor and function on the

various aspects of product quality management i.e.

sample management. It handles the detailed records of

each sample, and maintains accuracy in reducing the

possibilities of the information getting mixed up in labs.

LIMS maintains the record of each and every unit, from

a supplier to the researcher handling that sample. With

such systems, the information tracking gets quite easier

and could be fully automated, reducing the need for

laboratory administration.

Implementing LIMS for workflow management aids a

manufacturer to streamline the decision making process

in the laboratory. The self-oriented system can

automatically assign scientists regarding their tasks and

even suggests the type of instruments required as per

stated in the standard experiment module. Once the

testing is completed, the system identifies and supplies

30| April 2019|


Industry Lessons

the sample for the further process.

Besides, many LIMS automatically

cover ups various processes such as

maintenance, inventory management

and reporting. It is often useful for

the instruments like centrifuges

which generally face countless wear

and tear, leading to variations in the

readings. Such variations not only

affect data analysis auditing but also,

disrupt the calibration of the

instruments. The use of LIMS system

might vary from one organization to

another, as the requirement of most

of the industries is quite different.

| April 2019

|31


Equipment Calibration and Maintenance

No industry can afford a failure in the quality checks.

Thus, many organizations spend loads of monetary

assets over the laboratory maintenance and instruments

calibration. With the LIMS system, an organization can

surpass over unnecessary damages and

monetary-cuts in laboratory. Apart from that, LIMS

system must include maintenance records of the

instruments used in testing, in an attempt to perform

orderly preventive maintenance.

Due to the regular utilization, some instruments starts to

show distortion that further affect the tests results. In

case of depth micrometer, the instruction follows that it

may require calibration every month or after every 50

uses. A manufacturer can improvise LIMS system, by

including additional calibration instruction sheet which

can be utilized by maintenance department thereafter.

Brief on Functions commonly found in LIMS

Reporting: Irrespective of any category, every sector

requires a prompt method to process out the reports.

Report helps organizations to analyze data and make

further decisions based on it. From the ‘most used

instruments’ to ‘lab-processing time’, it include all the

required information flow from one unit to other.

Through implementing LIMS, organizations take a

follow up and process audit trails of received

information from such units. Yet, the level of difficulty

varies with reports, as some may require higher custom

coding to run while other export on Adobe PDF and MS-

Word.

EMR/EHR: Electronic Health Records is separate

software, but some LIMSs includes EHR feature built-in

mostly including patient reception queries and billing

processes. Organizations mainly prefer on utilizing an

all-encompassing system instead of software with

singular capability. Integrating LIMS with such functions

facilitate clinics with huge benefits while monitoring and

maintaining a laboratory. It manages every bit of aspects

such as data tracking over time, continuity in healthcare,

reduced costs, gamut information, technology of

prescriptions and result orientation.

Workflow Management: Automate workflows have often

become a trail in businesses due to its ability to maintain

a steady flow between various processes without any

extra human efforts. Instead of focusing more on

reducing work, it saves time taken for tasking

complicated tasks. Hiring or Installing LIMS aids one to

codify existing methods and procedures and could

delegate the decision-making to the software. Say, if

installed, it can take over on assigning jobs to scientists

and can also pick out instruments, as per requirement. It

only requires a strong command structure through which

LIMS can operate much deliberately.

ERP: Enterprise Resource Planning software attains

potential to manage inventory and like EHR, it is also

self-processing software. Collaboration or say,

integrating ERP into LIMSs is more favorable due to its

high allowance in monitoring alerts over low-supplies,

auto-calculation of storage capacity and location

management. Through implementing LIMSs, one can

surpass issues related to data transcription errors,

turnaround time, WIP status, and statistical analysis and

COA generation.

Aftermath of LIMS-integration in laboratories has been

witnessed to be more efficient and been claimed as a

reliable system by various manufacturers. Though the

digital transformation has never failed to surprise the

markets with its potential to bring out disruption, its

many fruitful benefits are yet to be explored. One of

such—mobile-friendly LIMS, is predicted to shift the

traditional laboratories by delivering more compact

experience to the manufacturers which sooner or later

going to be trail among the lab-owners and

manufacturers. Currently, it is focusing on improving

environmental, petrochemical, health-care,

bio-technology companies and R&D institutes.

32| April 2019|


Micheline

Nijmeh

Signifying Innovative

Marketing Approach

Micheline Nijmeh

Chief Marketing Officer

Zscaler, Inc.

In an interview with Insights Success, the Chief

Marketing Officer of Zscaler, Inc. Micheline Nijmeh

sheds light on her journey as an influential marketing

aspirant. She has also broadly discussed her background as

a marketer, overall experiences and achievements along

with the company’s core competencies and its future.

Considering these influential and inspirational aspects,

Insights Success recognizes Micheline Nijmeh as one of the

influential marketing leaders to watch in 2019.

Below are the highlights of the interview conducted

between Micheline and Insights Success:

Give a brief overview of your background as an

influential marketing leader.

I have been in the tech industry for more than 20 years. I

have been lucky to have worked in start-ups and large

enterprises, taken companies public (and private), as well as

been part of large growing organizations such as Salesforce.

How do you diversify your organization’s offerings to

appeal to the target audience?

As a marketer, it’s important to understand your buyer and

their buying journey. Diversification of your offering is an

important strategy, especially if you have penetrated the

market. Your audience is always looking for ways to

optimize their organization and processes while saving

costs. Therefore, adjacent markets that compliment your

existing solutions not only help with providing your

customers with new offerings but, also reach new potential

customers.

What were the past experiences, achievements or lessons

that have shaped your journey?

I have been fortunate to work for incredible managers. They

have always provided me with opportunities to learn and

grow. Every opportunity or role I have taken, even ones that

I may not have thoroughly enjoyed, has helped me learn

and grow to where I am today — specifically, in demand

34| April 2019|


generation. I recall being asked to be

part of a demand gen team early in my

career. I had not had the experience nor

the interest, at the time. However, if it

were not for that opportunity, I would

not be running a marketing

organization at a public company

today.

How do you strategize your game

plans to tackle competition in the

market?

First, you have to know your

competition inside and out. Understand

their marketing and selling tactics just

as much as their technology, and then

put together a product and marketing

SWOT analysis. Make sure your value

proposition is differentiated and ensure

your marketing (messaging, creative,

tactics) stands out above them. Also, be

sure your sales team is enabled and can

articulate your message concisely, as

well as be able to handle any

“landmines” from the competitors.

Sales and Marketing need to have a

unified strategy and approach.

cross-regional collaboration. As noted

by Ken Blanchard, “None of us is as

smart as all of us.” Therefore, being

able to see an organization work

together to build great marketing

programs and grow together is

inspiring.

Where do you see yourself in the

near future and what are your future

goals?

I see myself continuing to lead global

organizations whether it’s in marketing

or within a product business unit.

About the Leader

Micheline Nijmeh is the Chief

Marketing Officer at Zscaler, Inc. and

mainly known for her innovative and

proven marketing approach who

possesses a balance of strategic

thinking, data-driven decision making

with proven results. She has also

recognized for transforming marketing

programs that creates demand, delivers

customer value, and increases

company revenues.

Micheline have extensive experience in

marketing to the enterprise with solid

What were the primal challenges

and roadblocks you faced during the

initial phase of your career as a

marketing leader?

It’s been amazing to see the evolution

of Marketing from being known as an

event and advertising organization to a

revenue/pipeline generating, valued

organization. The ability to show the

real benefit of Marketing amongst my

executive peers was difficult when

I didn’t have the data to support it.

Therefore, influencing company

strategy was not always easy. With the

onset of new marketing tools, this now

has changed, and it’s inspiring to see

Marketing “at the table,” helping shape

strategy.

What inspires you to become an

influential marketing leader?

The people! I love creating and

building strategies and being able to do

that alongside my team inspires me to

come into work every day. I enjoy

seeing how team members can grow

within their career. As a leader of a

global organization, I always focus on

| April 2019

Talent wins games, but teamwork

and intelligence wins championships.

What is your advice for budding and

emerging marketing leaders?

Besides executing on your strategies,

I always advise emerging leaders to

identify what their personal brand is

and then live up to it and make it

known within your company. People

will remember what you are good at

and may offer you additional

opportunities that fit your strength.

My second advice is sometimes lateral

career moves can be a great stepping

stone to large upward moves. The more

you learn and experience, the more

value you can provide at your next

opportunity.

—Micheline Nijmeh

Chief Marketing Ofcer

Zscaler, Inc.

accomplishments in all aspects of

global marketing, all delivered with

creativity and focused on execution

and results. She has also been

recognized for her unique blend of

driving change and of building brand

and demand generation strategies,

creating successful lead generation and

adoption programs, and the ability to

communicate effectively,

complemented by a “go get ’em”

attitude.

|35


Rethinking

the Products of Today

for a Better Tomorrow

Celia Pool

Co-Founder

DAME

36| April 2019|


Incentives Solutions

The world is finally waking up to

the single-use plastic crisis.

Over the last 10 years we have

created more plastic than the whole of

the last century combined. Half of the

plastic we create is used just once, and

then thrown away, taking 500 years to

decompose. By 2050, the oceans are

predicted to contain more plastic than

fish. The plastic crisis is now too big

for recycling alone to fix.

Global governments, businesses and

consumers need to collaborate quickly

to make impactful change before it’s

too late. However, change is difficult

when environmentally damaging habits

have become so entrenched and often

appear more financially appealing.

Technology is helping in this fight.

Reusable water bottles are now

widespread, and apps that help you

locate drinking water refill stations are

now emerging. At the same time,

reusable coffee cup technology is

addressing the half a trillion disposable

coffee cups discarded every year. Such

items are gaining increasing social

currency with consumers, who are

keen to display them as markers of

their environmental conscience. This

revolution is encouraging, but what

about the products that people aren’t so

willing to talk about?

100 billion menstrual products are

thrown away globally every year.

These are single-use, mostly made of

plastic and cannot be recycled. You can

choose not to have a coffee, you cannot

choose not to have a period. Reusable

options (e.g. menstrual cups, cloth

pads) have been on the market for

decades, yet the adoption rate has been

slow. The primary barrier to entry is

the fear of habit change.

So how do we bring about a

revolution? The answer is keep it

simple. And take time to consider

consumer psychology. As humans, we

abhor change. We are creatures drawn

towards the comfort of the known. By

keeping habit change to a minimum,

consumers are much more likely to

adopt a new idea.

This was our philosophy at DAME

when we created the world’s first

reusable tampon applicator. We

ensured the design was familiar and

intuitive, so women did not have to

compromise on their convenient,

established rituals. We knew that

hygiene could be a significant barrier

to entry, so we worked with leading

micro-biologists and medical engineers

and used the best medical grade, antimicrobial

materials on the market. As a

result, the consumer only must rinse

the applicator in cold water after use to

keep it clean. Simple steps, minimal

habit change.

However, it is challenging to tackle an

issue that has such little awareness.

Menstruation has historically been

shrouded in shame, fear and discretion.

It is not a topic openly talked about.

This is a problem with feminine care as

a whole: it is frequently dismissed and

the women trying to address it are

critically underfunded. In 2017 female

founders got 2% of the $85 billion VC

investment pot. About 8% of partners

at the top British VC firms are women.

According to Harvard Business

Review, stereotypes about female

entrepreneurs persist: women are

overly cautious, shy away from

growth, have insufficient resources and

consequently their ventures

underperform. Yet there is no

performance data to support these

stereotypes.

How are products used by women

supposed to change in line with human

and environmental needs, when they

aren’t given appropriate recognition or

have women involved in all stages of

the process? Women need to be given

more of a voice if we are to create

meaningful change. The world of AI is

already highlighting the need to

diverse away from male, white,

Western coders if we are to avoid

unconscious bias in the robots of

tomorrow. Amazon had to abandon an

AI recruitment tool that was

discriminating against women, instead

favoring prospects who mirrored

Amazon’s existing male engineer

workforce. At DAME women have

been involved in every stage of the

journey, not as a token gesture but as

an absolute necessity.

However, our overarching business

strategy goes beyond issues of

inclusivity to incorporate a wider

mission. DAME was founded on the

belief that business can be used as a

force for good. We use this core value

to guide every decision we make in the

business, bringing great clarity to our

route forward. By communicating our

genuine and authentic commitment to

this mission, we hope that our message

will quickly be picked up by those

eager to join a movement for change.

To date, we have seen this happen not

only with our consumers and the press,

but with employees. People are

increasingly drawn to companies doing

good. 75% of millennials would take a

pay cut to work at a socially

responsible company.

All this strengthens our resolve at

DAME to continue to tackle critical

problems that are not openly

acknowledged, that are significantly

underfunded, and that have historically

been controlled by giant monopolies.

Today we are focusing on menstrual

products, but our vision is to

revolutionize the entire bathroom.

These are big mountains, but having

strong guiding principles makes the

navigation much easier.”

-Words by Celia Pool

Co-Founder of DAME

For more information visit

wearedame.co

| April 2019

|37


In an interview with Insights Success,

the CMO of Culture Trip, Mike Fox,

sheds light on the company’s cuttingedge

solutions which are boosting the

startup operating in travel, media and

entertainment. Here he shares the

company’s core competencies and his

overall journey as a unique marketing

leader. Considering these influential and

inspirational aspects, Insights Success

recognizes Mike Fox as one of the

influential marketing leaders to watch in

2019.

Below are highlights from the interview

conducted between Mike and Insights

Success:

Give a brief overview of your

background as an influential marketing

leader.

I’ve built and managed both iconic and

new brands from Sony, CNN, and Snapple

to Facebook and my current role at Culture

Trip. One of the early architects of social

marketing through the work done at

Facebook, I’ve become passionate about

building and scaling startups through a

blend of brand, growth, and product

marketing. I was on the marketing, sales

and monetization team at Facebook and the

big question was how we were going to

make money on all these users. That

remains a key question for all marketers. At

Culture Trip, I have worked to build a

hard-hitting marketing team for an

emerging brand, starting from scratch in

2018. The team now comprises leaders

from tech and the travel industry.

38| April 2019|


How do you diversify your

organization’s offerings to appeal to

the target audience?

As primarily an online/mobile brand,

our marketing is built to blend offline

and online experiences for the

audience to discover or participate in.

Since our company is about getting

people to travel and experience

cultures around the world, diversifying

across both spaces leads to inspiration

and ultimately action.

What were the past experiences,

achievements or lessons that have

shaped your journey?

Work as a brand planner at ad agencies

gave me sharp consumer focus and the

ability to find a key insight to drive the

work. Work as Director of Marketing

at Snapple gave me the experience of

managing a business. Work at CNN

immersed me in cross-platform

marketing and content marketing.

Facebook gave me the passion to work

for startups, an expertise in scaling

businesses, and understanding of how

to build/manage high-performing

teams. In particular Facebook gave me

the experience to manage high growth

and to build marketing strategies that

can scale and work internationally.

Culture Trip is giving me the

opportunity to build a new brand in the

minds of consumers as we are a travel

and media company with relatively

low brand recognition but huge

potential in English speaking markets

and globally.

How do you strategize your game

plans to tackle competition in the

market?

The principle that matters most is to

create a “difference that makes a

difference.” If your strategy does not

accomplish this, it will not be

meaningful or useful to consumers.

What were the primal challenges

and roadblocks you faced during the

initial phase of your career as a

marketing leader?

The challenge was to figure out how to

solve problems without being within a

traditional training program. For

example, being in brand management

at P&G is an amazing training ground,

it creates incredible skills and

experience. I was trying to figure it out

as I went and at times could feel like I

was “punching in the dark.” Although,

that challenge has helped me

enormously later on my career as it

gave me a very strong muscle for

solving ambiguous problems. Often

marketing can be the forcing function

for the other teams and also the most

visible connector that gives a company

internal coherence and momentum.

That has been almost invaluable in the

startup world.

What inspires you to become an

influential marketing leader?

I love marketing. I’m a complete nerd

about it. So, the inspiration at this point

comes from building teams that build

brands and help great talent reach their

potential.

Where do you see yourself in the

near future and what are your future

goals?

I see myself bringing Culture Trip to a

global audience and disrupting the

travel-media-tech space that we sit in

the middle of. My goal is to create a

new category of business from the

work we do here.

What is the future of technology and

marketing?

My answer is that right now the most

interesting thing is augmented reality.

People talk about virtual reality but for

Culture Trip we really want people to

do things in the real world, to book and

to travel, and augmented reality is how

eventually you can seamlessly

integrate online and offline at the same

time. If you can imagine someone

walking down the street, and looking

over at a building and augmented

reality is able to tell them the history of

the building. All that is related back to

the content and the data that they are

interacting with. That is going to

become a major enhancement and a

major opportunity for marketers -

presenting a more seamless and much

more interesting way to communicate

with consumers and users.

About the Leader

Mike Fox is the CMO at Culture Trip,

a travel, media and technology

company with offices in New York,

London, and Tel Aviv. He has also

worked as Senior Level Marketing

Executive with over 20 years’

experience in both consumer and

business-to-business markets. In

Mike’s early career he started working

at advertising agencies, before moving

client-side to Sony Electronics and

Snapple Beverages. Next he joined

CNN’s Strategic Integration Group,

where he created multi-media content

platforms for some of the world’s

largest brands. Next he worked in

CNN’s Strategic Integration Group

before, in 2009, he joined Facebook’s

monetization team and helped build the

teams that grew Facebook’s annual

advertising business to $12 Billion in

five years. Since leaving Facebook in

2014, Mike has worked as CMO and

CRO on early stage startups before

joining Culture Trip.

| April 2019

|39


Attributes

of a Good

Leader

42| April 2019|


The Art of Leading

Leadership is about using the

power of a position to

empower a group of people in

order to attain a common goal. A

leader’s task is to implement the plans

that usually look good on paper,

through a delegated team, in a specific

time with an ongoing motion. She/he

may use the traditional method or may

think out of the box. It depends on the

leader as how to do it; the ultimate

motive is to get the job done.

Although, each and every individual

has a different approach on leadership,

some might say it is about setting

examples, some might say it is about

sharing the authority; what matters is,

taking the right decision when it is

most needed.

Leadership varies from one

organization to another. An

organization is a dynamic body and

creates new probabilities every now

and then. And with new probabilities,

come new challenges.

Although, it is impossible to overcome

every challenge, the business

environment has adopted certain

leadership styles for the efficiency of

business:

The Participative Leader

Participative Leadership is the process

of sharing authority with the work

force in order to get optimum

efficiency. The team, after getting

access to certain powers, works

responsibly to accomplish the goals set

by its leader. The shared leadership

also helps in case of any requirement

of change, as the employees adapt

quickly in such environment.

Incidentally, this style of leadership fits

best in a scenario when there is a

limitation of time.

The Transformational Leader

A transformational leader inspires the

team through effective communication

and an intellectual environment.

However, these individuals require

more detail oriented managers to

successfully implement their strategies.

Transformational Leadership is

considered among the most effective

employees of the organization. One of

the examples of this type of leadership

is when a leader is assigned on a higher

level for effective environment.

The Transactional leader

The transactional leadership, as the

name suggests, enables the leader to

incentivize the team corresponding to

their performance. The team gets

rewarded when it attains the goals and

the Leader has the power to review the

results and act accordingly when the

team fails to do the same. The goals

and the strategy to attain them are

decided by the leader and the team

itself.

The Situational leader

Situational leadership is a theory that

the best leader will adapt to the

required leadership style according to

need of the hour. A Situational leader

may adopt democratic style while

discussion business with senior

executive, but may switch to

transactional at the time of team

review. However every individual has

a natural style of leadership and it may

be difficult to switch roles at a certain

point of time.

Qualities of a good leader

There is an old proverb that says,

“Give a Man a Fish, and You Feed

Him for a Day. Teach a Man to Fish,

and You Feed Him for a Lifetime.” So

is the case with leadership. One of the

basic qualities of a Leader is to pass on

the leadership skills.

Following are some of the qualities of

a good leader:

Ÿ Communication Skills

Communication is the basic

requirement for efficiency in a

business. As the level of hierarchy

elevates, the requirement of

communication grows. Especially,

when it comes to leadership, there is no

scope for lack of communication. A

Leader who fails to develop this skill is

looked up as incompetent, because it is

his job to send the message loud and

clear. Although, it is also important to

listen as it is an integral part of

communication.

Ÿ Integrity

C.S. Lewis said, “Integrity is doing the

right thing, even when no one is

watching.” Be it giving credit to one of

the team members or be it admitting a

mistake, a leader wears integrity as a

badge of honor. They do what is right,

no matter what.

Ÿ Empowerment

As mentioned earlier, Leadership is

about using the power of one’s position

to empower a group of people in order

to attain a common goal. A good leader

shares his authority with the team in

order to get the job done. By doing

this, he shows confidence in the team

and obliged by the gesture, the team

works with full enthusiasm to

accomplish the goal.

Ÿ Decision making

There is risk in decision to making.

Great leaders take great decisions

when the stake is high and it is the

success of those decisions that make

them great. To add up, a good leader

takes right decision at the right time.

In conclusion, a good leader can be

defined by the dynamics of his style in

leadership, the values that he brings to

the organization, the methods he uses

to make the best of the resources, and

the kind of decision he makes in the

given situations. At the end it is about

the attitude of an individual to bring

the change for good.

| April 2019

|43


Ric Navarro

Setting Benchmarks in Global

Marketing and Communications

degree. This job bestowed him with an opportunity to work

on communications and media for the Office of The Prime

Minister. Thereafter, he went on exploring and honing his

marketing and communications skills in B2B and B2C roles

across diverse industries including FMCG, mining,

infrastructure, sporting and professional services.

Ric Navarro

Global Director of Marketing &

Communications

A Tetra Tech Company

Creating a benchmark for

others is often a

responsibility bestowed

upon a leader. In order to be worthy

of being an influential personality, a

true leader adapts to various strategies,

further implementing them for the

betterment of an organization. Although

global professional services are

flourishing in every dimension, the

requirement of such personalities has

become a need rather than a want. To dwell

on the top of the industry, an organization

requires a good marketing strategy which

needs to be exceptionally executed by a

prolific marketing leader. Ric Navarro is one

such leader, whose marketing tactics have

helped his organization Norman Disney &

Young, A Tetra Tech Company, to reach great

heights. Ric’s creation of the Four Cs’: Customers;

Content; Channels; Consistency methodology, as

outlined in his book, Marketing with Purpose: a C-

Suite guide to being truly customer-centric, has

created a huge impact on the top and bottom line

performance of his organization, resulting in a number

of personal global awards and accolades.

Emergence of a Leader

Prior joining to one of the Australia’s largest newspapers,

The Age, Ric graduated from university with a journalism

This diversity of sectors – and the nature of the roles

themselves – required innovation and agility to lead,

develop and manage the marketing and communications

remit. Thus, Ric hopes for more number of journalists,

writers and content creators to move into marketing

leadership roles. After all, not all communications is

marketing, but all marketing is communications.

A Broader Sense of Marketing

At Norman Disney & Young, Ric and his team believes in

following a fundamental step that many brands fail to

embrace effectively which is to comprehend the

requirements of the target audiences and to meet – and

where possible, exceed – customer expectations

accordingly.

To achieve this requires comprehensive and deep-dive

research to articulate a compelling and targeted Customer

Value Proposition (CVP). But to create a meaningful CVP,

an organization needs to find out the language that its

customers’ use to describe the product and how they benefit

from it. Ric says the way many brands speak about their

product or service can often differ from how customers

describe it—therefore, comprehensive customer research is

vital.

As Ric outlines in his book, Marketing with Purpose, a

CVP is a clear statement that encapsulates three key

criteria:

Ÿ

Ÿ

Ÿ

Relevancy: explains how your product or service

improves a specific customers’ life or solves their

problems

Value: delivers quantifiable concrete benefits

Differentiation: shows your ideal customer why they

should buy from you and not from the competition.

44| April 2019|



Not everything that counts can be counted, and not

everything that can be counted counts.


Imposing Better Marketing Strategies

Marketers need to position themselves as vital cogs the

organizational hierarchy and in brand building. And by this,

Ric means the bottom line.

“It’s important to keep your business and brand strategy at

the heart of everything – this enables the business to

understand why it’s so critical,” said Ric Navarro.

Ric is always careful to frame marketing activity in terms of

how it’s helping enable the business, and how it’s a

strategic driver of growth for the business.

If the most senior marketer goes into a boardroom and starts

talking about soft measures and doesn’t connect the dots to

what the pressures are on a board, then they’re not going to

have a very productive conversation.

But if marketers really think about where the two meet, that

is, where the customers’ do needs meet and where the

company does needs meet, they can transform the

conversation. Ric says this is the sweet spot where senior

marketers can have a really fruitful conversation around

how marketing can drive profitable growth for the business.

Being Customer-Centric

According to Ric, keeping an eye on the competition is

beneficial but cautions against obsessing over the

competition. From his experience, Ric has seen too much

energy and focus on the competition draining creative and

strategic clarity from the core activity of marketing teams.

Rather, the focus must be – first, foremost and always – on

the customer: What’s their experience with your brand like?

Are you ensuring all customer touchpoints are seamless and

being constantly refined? What’s your average response

time to any customer issues?

According to his experience, valuable competitor insights

come organically through Voice of Customer programs,

social listening tools, and social media. Marketing leaders

should have in place robust martech solutions that focus on

doing just as much listening as they do publicizing.

“Customers will be the first to point out competitor

comparisons – they remain your north star to brand

differentiation,” said Ric Navarro.

Catching-up with the volatility

Ric’s says everyone wants to ‘go digital’ and believes that

too many senior leaders are obsessed about digital

technology as the panacea to solve or improve marketing

strategies and customer retention.

For some, digital is solely about the technology, while

others think digitization is a new way of engaging with

customers. Meanwhile some approach digital reform to

represent an entirely new way of undertaking their internal

business processes. None of these definitions are incorrect.

But such diverse perspectives repeatedly trip up C-Suite

and leadership teams as they reflect a lack of alignment and

common vision towards the brand. This often results in

piecemeal initiatives or misguided efforts that lead to

missed opportunities, under-performance, incomplete

solutions, or false starts.

“Not so long ago, digital transformation occurred in small

pockets of a brand, perhaps with a team doing cool

incubator projects that might percolate to the top. Today,

it’s happening in every direction. This has a major impact

on how quickly brands – and their marketing teams – need

to adapt culturally and organizationally in order to be

customer obsessed,” said Ric.

Ric knows that a successful orientation towards a digital

experience requires significant transformation across an

organization. He says references to ‘seamless digital

experience’ should always infer ‘better customer

experience’. He specifically understands that marketing and

business leaders simply don’t have the resources to spend

days reading 200-page reports for each new piece of

marketing technology. Instead, they require synthesizing the

information by asking one key question: ‘how will this

technology enhance our customer obsession strategies?’

Ric holds a strong insight over the fundamentals of digital

transformation and provides the following insights:

Quite simply, I merge the left-and right brain discussion

that surrounds digital strategy and break down the

fundamentals of digital transformation into three key

elements:

Ÿ The in-house tools, tech, and analytics to guide

customer obsession strategy and actions,

Ÿ The methods and means by which to reach and interact

Ÿ

with customers,

The digital environment where your customers engage

with your brand.

These are my three fundamentals that I apply in the

development of a fully formed digital customer

experience solution.

| April 2019

|45


About the Author

Pam Bateson is an expert coach and

mentor in business, training others to

Masters level qualifications and

supervising coaches. She has worked

within the healthcare, retail, hotels,

construction, media, agencies, education

and public sector. She specialises in

Coaching, Mentoring, Employee

Engagement, Change Management,

Learning and Development and

Organisational Design. She has worked

with all levels in organisations from

graduates to the CEO. She has

designed change programmes that

connect projects, outcomes, training and

coaching. The performance outcomes

have been outstanding. She is CEO

and Co-founder at Thrive Partners.

46| April 2019|


Tech-Know Insights

Pam Bateson

CEO & Co-founder

Thrive Partners

am Bateson set up Thrive

PPartners, an on-demand

coaching company, three

years ago. In this article, she

shares her point of view on how

important humans are in a more

digital world, what she’s learned

as a tech CEO, and what this

means when you’re looking to

use tech in a way that’s both

disruptive and works for

customers.

| April 2019

|47


In October 2015, I gave up a successful

career as a management consultant and

coach to set up Thrive Partners. Lots of

people thought I was crazy. I was

approaching 50, with two children still

at home. But for the decade running up

to that decision, I’d been thinking

about a better way to deliver coaching

– supported by digital, to share more

widely the coaching tools I’d used to

help clients for many years.

This was the business I set out to build

three years ago. Today, we’re working

with 25 clients on five continents –

delivering our own brand of

on-demand coaching, backed with

insights for the whole business. The

learning curve has been steep –

particularly for someone who, by their

own confession, didn’t have a lot of

experience in learning technology. So

here, I wanted to share some of the

things we’ve learned – and what it

might mean for your business.

Dream big

I didn’t really set out to build a

business that would be considered

disruptive, but my background as a

lean engineer and coach did mean that

we ripped up the rulebook when it

came to the coaching industry. We

scrapped the idea that you needed to

meet face to face, and that sessions had

to last an hour, or even two hours. And

we made it a lot easier for people to

access a coach to answer the questions

they had there and then – increasing

access so people could chat to an

expert within an hour.

Working with my co-founder, we then

rebuilt the industry by asking the

biggest questions we could imaging.

What if we could make coaching

available to whole organisations? What

if we could get listening as valued as

speaking? And what if we could help

organisations learn as quickly as

individuals?

I found these questions irresistible:

I wanted to do for coaching what Uber

had done for getting a taxi, Netflix had

done for home entertainment, and

Tinder had done for dating. It’s these

big dreams that have galvanised our

success in the last few years – and

which has set us in the right direction

for the future.

Build for modern users

Despite big dreams, we’ve also made

our fair share of mistakes! A lot of

them mistakes happened when we took

our attention away from our end

customers. It sounds obvious to see it

there on the page. But it can be easy to

lose sight of the customers that matter

most, especially when, as a tech CEO,

sometime we get preoccupied with a

shiny piece of new technology.

So, what to consider first when it

comes to users? The main thing to bear

in mind is that they expect experiences

that are easy and fast to access – a shift

brought about by what we call the

‘Amazon Prime Mindset.’ In this era,

clunky user experiences reduce the

chances of uptake of services. In short,

if your technology can’t match or

exceed the quality of digital experience

people get in their everyday lives, then

you’ll need to go back to the drawing

board.

Create wins for the many

So, if users come first – who else can

we harness the power of technology

for?

Our answer? Everyone else in the

system.

Early on in the development of our

MyThrive platform, we realised that

delivering digitally would enable us to

do more than just scale and facilitate

coaching in global organisations; it

would also mean we could spot trends

and patterns within communities of

users, in organisations or society at

large. Just as carefully listening has a

powerful and transformative role in

one-to-one coaching conversations,

carefully listening to and analysing

anonymised version of the

conversations we host has a powerful

and transformative role within whole

organisations.

The whole-system insights we

produced has helped to make sales

processes smoother, improved

communications and created more

opportunities for people to learn.

Keep it human

With suicide being the biggest killer of

men under 45, loneliness sweeping

through developed economies in

epidemic proportions and a third of all

young people suffering from anxiety,

I strongly believe that we have a duty

to keep talking to each other as a

society.

We believe that keeping the art of

conversation alive in this digital age is

essential; only humans can master

creativity, empathy, humour and

imagination in a way that’s compelling.

Information is everywhere, so we’re

using technology differently – to offer

real human experiences at scale, at any

time of the day, whenever our clients

need a conversation, for everything

you can’t Google.

And what of the future? Curiously,

even the structures of artificial

intelligence and machine learning look

set to mimic human patterns. It’s still

early days, but leaders in this space

talk of ‘deep learning’ with AI – by

layering up different tools that connect

in the same way as our brain’s neural

networks.

And so, the next three years?

My recent experiences have led us to

ask even bigger questions than we did

to begin with – which I suspect will

lead to our next irresistible set of

adventures! What if we could

transform learning management

systems into learning ecosystems?

What if any community of learners

could connect with any community of

teachers? And what if a better

understanding of outcomes from

learning could help both individuals,

organisations and society to thrive?

I for one believe there are exciting

times ahead.

48| April 2019|


‘‘

There is no greater skill

than learning to ask.

Learn to ask for help.

Learn to ask the right

questions. Learn to ask

for more.

‘‘

—Stephany Zoo

Head of Marketing

BitPesa

50| April 2019|


Stephany Zoo

Creating Robust Marketing Experience

In an Interview with Insights Success, Stephany Zoo,

Head of Marketing, Branding, and Communications at

BitPesa, shares about her journey and contribution

through BitPesa. BitPesa is a digital foreign exchange and

payment platform for frontier markets. Stephany is

obsessed with making things happen. She is a brand builder,

an aggressive project manager and a passionate network

architect.

Below are the highlights of the interview between Stephany

Zoo and Insights Success.

How do you diversify your organization’s offerings to

appeal to the target audience?

One of the reasons that BitPesa is one of the few truly Pan-

African companies is because we don’t think about it from

a product standpoint— we think about it from the customer

standpoint. How do we look at macroeconomic trends and

greater financial landscapes to create problems that address

B2B financial inclusion? It’s not about building a product

because we think it’s appropriate. Instead, it’s about

understanding the root causes of a challenge and building

from the ground up.

What were the past experiences, achievements or lessons

that have shaped your journey?

Living across 3 continents and 6 countries, I’ve been able to

really immerse myself in markets, even when they are not

my own. I really enjoy the process of market research, of

networking and feeling your way around a demographic.

Since BitPesa operates across 10 African countries, it’s

constantly a challenge to adapt ourselves into each country

and each customer segment. Within this role, I have had the

opportunity to explore each country we expand into

directly.

How do you strategize your game plans to tackle

competition in the market?

I don’t know if I really think about outmaneuvering the

competition, because then even when you win, you are only

one step before your competition. However, if you come

from a point of inspiration and more organic customercentricity,

then you will be many steps before your

competition.

What were the primal challenges and roadblocks you

faced during the initial phase of your career as a

marketing leader?

I never studied marketing, and to this day when young

people tell me that they want to study it in school I think it’s

silly. Marketing is about trying new tactics, being analytical

enough to dissect the results, and being disciplined enough

to optimize the campaign. You can’t get a feel for the

marketing unless you try.

Because I studied economics, a lot of my peers always

viewed marketing as unsubstantial and fluffy. However,

recently there’s a whole movement of “growth hackers”

who are incredibly influential in expanding and scaling

businesses, and all they’re really doing is out-of-the-box

marketing. I think this really helped much of my

community take my role a lot more seriously.

What inspires you to become an influential marketing

leader?

I don’t think anyone sets out to be influential. One becomes

influential not only by doing good work, but by being able

to replicate and then teach the method for good work. When

I worked in China in the early 2010’s, people were

concerned about the reliability of data. Now working in

Sub-Saharan Africa, people are worried about the dearth of

data. In these spaces, people get lucky and are able to ride a

trend to get a huge wave of customer acquisition. However,

it’s in these spaces that I am trying to create a process and

actually create a robust marketing practice.

Where do you see yourself in the near future and what

are your future goals?

It is very rare for CMO’s to be chosen to become CEO’s.

Usually it is the COO or CFO that rises to lead a company.

However, I hope to help change the view of CMO’s as

strategic and pivotal business roles.

What is your advice for budding and emerging

marketing leaders?

B2C may seem funner and sexier, but it’s B2B that really

makes a world of difference. B2C is based on trends, while

B2B is based on behavioral economics and psychology.

Focus on the things that last.

| April 2019

|51


Successful

Personality

Traits to Learn from

Elon Musk

Legends never need an introduction. They tend to be

victorious despite of their uneventful histories. They

stick to captivating traits such as Discipline,

determination and self-belief which help them accomplish

wonders in the long run. One such example of an extraordinary

person is Elon Musk, a South African Business

Magnate, Investor and an engineer.

Musk is the founder, CEO, and chief architect of SpaceX;

co-founder, CEO, and product designer of Tesla Inc.; and

co-founder and CEO of Neuralink. As of February 2018, he

is the 53rd-richest person in the world and has a net worth

of $20.8 billion, which is far more than the net GDP of

Greece taken into consideration.

While each entrepreneur possesses a unique set of traits that

makes him/her successful, this Tech founder has a few traits

much different from any other ordinary CEO, which has

allowed him to build some of the world’s most respected

and innovative organizations. Musk once quoted, “When

something is important enough, you do it even if the odds

are not in your favor.”

Let’s have a look on these personality attributes and

characteristics that make him a contender for the most

innovative intellectual entrepreneur of the century alive.

Hard-work and Characteristic Work Ethics

Elon Musk is a hard-working innovator, working for about

100 hours a week, and has been productive since many

years. He may even be considered as the hardest working

employee of the company, setting standards for his

colleagues to follow and implement. Since the field of work

lies inside his radius of interests, he enjoys it to every

moment and bit when it comes to learning and execution.

Strong Risk Tolerance

Founding a start-up involves a great deal of uncertainty and

risk. A study found that after 10 years of being in business,

96 percent of the start-ups fail. Going by the statistics,

Musk must have faced the same odds against him, when he

had decided to leave an otherwise comfortable life to start a

risky and uncertain business venture.

For instance, Musk left his PhD program at Stanford

University to find a company called Zip2 with his brother in

the year 1995. Later, the company was sold to Compaq

computers, profiting Musk a bit over $20 million.

Following this, Musk once again took a great risk by

investing millions of dollars to found a company called

X.com, one of the world’s first online banks.

‘Always Be Learning’ Attitude

An astounding and less-known fact about Elon Musk is that

he is self-taught in programming and in many advanced

level subjects. He read and understood a variety of books,

which helped him gain endless and persistent knowledge

and understand diverse concepts.

The best piece of advice on learning and implementation is

to constantly think about how things could be done in a

better manner and question self to seek the answers.

52| April 2019|


Imparting Wisdom

Feedback Loop

It is of prime importance to recognize the present symbol or

otherwise ‘status quo’ in the market as an organization and

re-position accordingly. Musk solicits constant feedback of

the companies and executes ‘self-analysis.’ He induces

efforts and divergent strategies to improve customer

feedbacks and strives towards perfectionism.

For example, he seeks out his critics and tries to converse

with them. This habit of self-reflection at regular and

considerable periods is pivotal for any entrepreneur or

organization to succeed in the long run.

Tendency for Vertical Integration

Vertical integration is a strategy where an organization or a

firm acquires business operations within the same product

vertical. Both Tesla and SpaceX embrace this concept. For

example, Tesla not only produces electric cars; they also

generate public awareness about their cars via Tesla

showrooms across various countries. And SpaceX does not

only have the primary goal of rocket propulsions; they

develop their own rocket architecture as well.

Faith in Self and the Founding Team

Musk undoubtedly possesses a profound belief in his own

capabilities as well as the potential-seeking factor of its

founding team. He does not hesitate to gamble on large

scale unless he is genuinely aware of the expected endresults.

It is equally essential to maintain clarity of doubt in any

large scale organization. Under his supervision, Musk

encourages in creating a positive and comprehensive

environment across his firms.

Preferring to Stand Out From the Crowd

Musk elects to bring up innovation at every level of his

understanding. He tends to impart theoretical knowledge at

the base level, applying changes and executing the same on

the practical level. He relies more on transitional aspects

such as research and development, thereby increasing the

probability of ground-breaking inventions.

Tesla Motors, a far headed firm headed by Elon Musk, is

anti-ordinary. Its compelling marketplace has become a

one-stop destination for potential buyers where they can

interact about product specifications. They also have video

testimonials that far outperform in the sales-dominated

industry.

There is no ambiguity that Musk, by far, has been a pillar of

inspiration for budding entrepreneurs and investors because

of his prolific and optimistic approach towards life

All these traits possessed by Musk, in some manner or the

other, coincide with most of your habits. The only thing that

stands as a potential barrier between these two is

identifying your strengths and working on them on a

continual basis. Go on, apply these traits into your daily

life, and you may become the next big CEO the world is in

need of today!

| April 2019

|53


Ulrike Lemke

Vice President

Lonza

Ulrike Lemke

Redefining Medical Innovation

In an interview with Insights

Success, Ulrike Lemke, Vice

President of Marketing at

Lonza, shares valuable insights from

the experiences she gained in her

entrepreneurial journey. Moreover, she

broadly discusses on the services

offered by the company.

Below are the highlights of the

interview conducted between Ulrike

and Insights Success:

Give a brief overview of your

background as an influential

marketing leader.

My educational background is in life

sciences and my main motivation is to

support medical innovation and

technology advancements to help treat

medical conditions or to prevent

people from becoming ill. As scientist,

you typically have deep insights into

the pathway of a disease and its

mechanics. But there is often less

knowledge about what patients suffer

from on a daily basis and what the

holistic picture of their condition is. In

other words, are you as scientist fixing

the element of the disease that matters

most to patients? Are you driving the

right approach, that can yield a

medicine that effectively improves

health conditions?

I firmly believe that scientific

innovation should be driven by deep

insights into real and tangible needs of

patients or even healthy consumers (if

the objective is to prevent onset of

disease). But where should we get

these insights from?

Understanding patient needs, sharing

these insights with scientists to focus

them on what matters and then

communicating the advancements back

to patients – this is how I see

marketing in life sciences. So my

curiosity to learn about patients and

their actual needs naturally led me into

this field. The first step was in market

research areas and in business

intelligence – roles in which you learn

how companies find about unmet

medical needs, how they observe

trends. Without solid data and

comprehensive analysis, insights may

remain shallow and do not help driving

real innovation. When I look around

56| April 2019|



Be curious and passionate about

learning. It inevitably leads to success.


me today, all the disruptive new

business models we see in the market,

from Tesla, Uber, AirBnB, start from a

different understanding of true market

needs. No organization can afford

today to not be deeply rooted in data –

or the risk of disruption is massive.

How do you diversify your

organization’s offerings to appeal to

the target audience?

My current business context is in

custom development and

manufacturing for pharma and biotech

companies. We are producing on behalf

of our customers, active ingredients or

the final medicine. There is a high pace

of innovation in our customers’ R&D

and we follow that innovation very

closely. In our industry, marketers have

a unique advantage compared to other

industries. We can see the innovation

pipeline of our customers early on, as

regulatory requirements lead our

customers’ to publish what they are

working on. We constantly monitor

which new manufacturing

requirements these medicines might

have and then invest into technology

that allows producing them. So we are

prepared to help our customers launch

their medicines. In addition to

questions around feasibility, we also

work in understanding what the

business risks and opportunities are for

our customers on their path to market.

We focus on the challenges that

bottleneck the process at the customer

side and then innovate our business

models to address them.

What were the past experiences,

achievements or lessons that have

shaped your journey?

For a couple of years now, customer

centricity is a term used frequently,

also in business-to-business

organizations. To be successful in

| April 2019

putting the customer at the center, the

conceptual term should be broken

down to tangible actions. We wanted to

know what we as an organization truly

knew about our customers. So first, we

consolidated all data sources in the

organization that had customer

information in them. This reduced data

silos and combined information, that

was not broadly accessible before

spanning marketing, sales, finance and

production – all under one roof. We

started to build agile data systems and

infrastructure and moved a significant

proportion of IT under the leadership

of marketing. Data are integrated at the

individual customer level, so customer

preferences and behaviors can be

observed across the entire customer

journey. The insights we generate are

disseminated across different functions

through Apps and web entries,

accessibility of customer information

improved dramatically. We leveraged a

lot of technology from big data to new

visualization platforms to bring

available information to decision

makers. For the first time, we now

have a more holistic picture about our

customers, their needs and challenges.

Next, we plan to use this knowledge to

support our field force, where we will

use our learnings to hold proactive

conversations based on our insights

about the customer, away from the old

way of responding to enquiries.

The move to customer centricity is

data-driven and can create discomfort

in an organization. It is a disruptive

change and many functions are

required to change their way of

working. Supporting such

transformation with the best possible

change management and taking all

stakeholders along, ensures success.

This is my biggest learning. Investing

early on into explaining the roadmap

and then co-create a roadmap across

different functions, is the best way of

taking everyone onboard.

Where do you see yourself in the

near future and what are your future

goals?

I would like to continue my learning

journey in digital technology, using the

rich data sources out there, leveraging

developments from AI, machine

learning, cognitive behavioral research

and other areas are areas. There are

still plenty opportunities to improve

the interplay between market insights

and manufacturing innovation in our

business. This is a topic that I want to

drive.

Longer-term, I hope to be able to build

more broad technology expertise and

then apply that in health related data. I

would like to move closer to digital

medical health and see, how we can

best use digital means to improve

public health.

What is your advice for budding and

emerging marketing leaders?

Advice is always hard to give. Here is

what worked for me. I was looking

beyond marketing, as a function and

starting to ask questions about what

really drives a business and what

creates impact with your customers.

Marketing is a team sport and not a

function in a business. Through these

questions, networks of engagement are

created and we learned as teams. Don’t

be discouraged, when you have to

manage through change or when you

are facing resistance. Change is a

learning road for all that embark on it,

but the road isn’t straight. Make the

journey as comfortable as you can and

be empathetic and then you will create

followers.

|57


The Importance of

Purpose

In addition to running Kenja as CEO, I have the

fortune of teaching MBA students part time on

Leadership, Marketing, and Strategy. For my classes

and as a CEO, I think the most important place to start is

with the “Why” - what is your Purpose as an Leader and

as a Company.

Purpose as a Leader

As a leader, the first place to start is with yourself. If

you cannot lead yourself then how can you lead others?

The first thing to know about a leader is their Passion

and the Values that led them to put importance on those

passions. With an understanding of Passion, people can

develop their Life’s Purpose. Purpose is your North Star,

it is your unwavering unchanging goal which your daily

actions will lead you to. Upon setting your own Purpose,

you will need a Plan to take concrete steps towards the

Purpose, Partners to benefit and to help you achieve

your Purpose, and finally Persistence to help you with

the very difficult task of staying focused on your

Purpose.

Passion, Purpose, Plan, Partners, and Persistence are

the “5Ps of Life” - a workshop that I do with students to

help them figure out their Life’s Purpose. 95% of people

do not have a concrete Purpose in life - they let events

and daily to-dos determine their activities. I do not think

that Purpose is something that can be discovered in a day

- often it will take time to think about this and reflect on

it. The point of the exercise is simply to begin the very

important self-dialogue to get to your Life Purpose. It

does not matter how fast you go if you have not figured

out what direction you want to run first.

In Kenja, every person in our company knows that

although I had C level experience in companies like

Vodafone, Verizon Wireless, and Fidelity Investments, I

have always had a dream to found a different kind of

company - one that valued Innovation and Ideas over

Politics and the primary focus on Quarterly Profits. My

passion is for solving problems in innovative ways and

for implementing very difficult projects.

I was fortunate that I started with good co-founders,

people that shared my vision and could contribute

complementary skills. The plan is usually a natural

outcome of a strong purpose and Persistence is usually

achieved by knowing what works for you on a daily

basis. For me Persistence is reinforced by refusing to

consider a return to large company executive jobs and by

daily use of the “Pomodoro” technique. (using 30

minutes interval of focused effort followed by a short

break).

58|

April 2019|


Purpose Driven

Ted Katagi

CEO

Kenja

Purpose as a Company

Just as with Individual Leaders, a company will need to

develop its own clear Purpose. A Clear Purpose gives

motivation to people, clarity to strategy, and a clear

branding for Marketing.

If we are honest with most companies, the Purpose easily

devolves into meeting the Monthly or Yearly Targets.

The Purpose is not merely the result of your actions - the

Purpose describes WHY you are pursuing your goals.

The Clear Purpose is lived by company members so it

becomes a reflection of why people join and stay with

your company.

Company Strategy is strongly guided by Purpose.

Things that lead you off the Strategic Path are rejected

and you can find further value and differentiation in the

area of your chosen competition. Small changes in your

Purpose drives big results in the marketplace. Although

Facebook and MySpace are both Social Networks,

Facebook’s focus on connecting your friends resulted in

many small innovations that MySpace with their focus

on creating cool personal spaces did not.

felt by your customers. It is far more enduring than any

single campaign message or even a business plan for a

year.

Kenja’s purpose is to Revolutionize the way that mid to

large companies collaborate to get work done through

software. In the beginning it was difficult since larger

companies tend to buy from other larger companies but

we have now achieved something not easily copied.

After 7 years in Business, we now have larger

organizations like Mitsui and Company, Randstad, and

JICA (the Japanese Peace Corp) and many mid sized

companies using us. If we had started with consumers

and small companies only, then the functionality,

security, and ease to use (for older employees as well)

would be far different.

Starting with Purpose is not always the easy or obvious

choice. There are many obstacles in the way and it is too

easy just to focus on Profit or KPIs of the company.

However, a focus on Purpose will automatically keep

Employee Engagement, Strategy, and your Branding on

track.

If you are clear on your Purpose, then the Brand is not a

just a slogan on a TV Commercial. It is lived by

employees, reflected in your products and services, and

| April 2019

|59

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