Mm-hmm.

You know, it's that, that creation, uh, and bringing new products and services, life-saving medical devices, new software, new technology, uh, you know, bringing that to all of us is what kind of pushes us forward as a, as a species, right? As, [laughs] as the human race.

Really, really powerful, uh, engine.

And, um, you know, what I was finding is that a lot of organizations, uh, founder-led companies, you know, had great products, good people, good service, but they were...

They would fail, and they would fail because, not because, you know, they didn't have great stuff.

They f- would fail because they never really figured out how to take it to market and how to position their organization in a way that would attract their target buyer and how to actually systematize that, 'cause there is a system to it.

And, and so that's what really drove me to launch the Growth Studio was, um, you just having the opportunity to work with organizations like that and, and in my own small way, kind of change, uh, their trajectory and make sure that some of those great products do actually make it to market and thrive.

[laughs]

Just visit moneyripples.com/secrets and enter the promo code EXEC.

Yeah.

You know, it really starts with, uh, beginning to understand your buyer, your target buyer's psychology.

You know, I've spent a lot of my career as a, a, you know, marketing commodities, right? Like mortgages.

Uh, you know, over my shoulder right there is a racing helmet that has the Ditech logo on it.

I was a CMO of Ditech Mortgage, national mortgage company, you know, top 10 company in the country, uh, for a period of time.

And, you know, when you're marketing mortgages, well, one, no one really wants one, right? [chuckles] Like, do you really want a mortgage? No, I don't.

You know, talk to me about how this trust that you've built early in your career to where you are today has compounded over time.

How should they then build up their system as a predictable system and not just a streak if at all there was a happy time for them?

Yeah, that's a really great question, and it's one that I get quite often and talk about a lot.

And there's no one answer to that question, right? It really depends upon what kind of business we are trying to grow.

every system is going to be a little bit different based on the business, the target consumer, competition, right? There are a lot of variables that go into it.

But what we basically mean by a system is intentionality.

Start with strategy.

Be intentional about who you're trying to reach and how you're going to try to reach them.

Do you think this is creating more help for these two departments or is it actually signaling that they won't be needed in as much you know importance as it was in earlier times because there is already so much of gap between them and then we also come to the gap between the marketers as well as the ceos themselves so and they are the ones who are going to decide about everything how do you see this dynamic right now how do you see that is panning out in the times to come?

How should they then build up their system as a predictable system and not just a streak if at all there was a happy time for them?

Yeah, that's a really great question, and it's one that I get quite often and talk about a lot.

And there's no one answer to that question, right? It really depends upon what kind of business we are trying to grow.

Every system is going to be a little bit different based on the business, the target consumer, competition.

There are a lot of variables that go into it.

But what we basically mean by a system is intentionality.

Start with strategy.

Do you think this is creating more help for these two departments or is it actually signaling that they won't be needed in as much you know importance as it was in earlier times because there is already so much of gap between them and then we also come to the gap between the marketers as well as the CEOs themselves so and they are the ones who are going to decide about everything how do you see this dynamic right now how do you see that is panning out in the times to come?

How should they then build up their system as a predictable system and not just a streak if at all there was a happy time for them?

Yeah, that's a really great question.

And that's one that I get quite often and talk about a lot.

And there's no one answer to that question, right? It really depends upon what kind of business we are trying to grow.

Every system is going to be a little bit different based on the business, the target consumer, competition.

There are a lot of variables that go into it.

But what we basically mean by a system is intentionality.

Do you think this is creating more help for these two departments or is it actually signaling that they won't be needed in as much you know importance as it was in earlier times because there is already so much of gap between them and then we also come to the gap between the marketers as well as the ceos themselves so and they are the ones who are going to decide about everything how do you see this dynamic right now how do you see that is panning out in the times to come.

Exactly.

So it's really important to take your projects and one, connect them to business outcomes.

So, you know, okay, it's going to accomplish this functional change for the organization.

Great.

What does that mean in terms of revenue, cost savings, acquisition costs, decreased customer churn, right? Improved retention, higher win rates, higher conversion, you name it.

I mean, there's always a way to tie that to a business outcome.

Otherwise, the business probably wouldn't be doing it.

Like with revenue, how do they tie instead of thinking about their projects in terms of the cost and being thought of as a cost center, how they tie it to the revenue goals, for example?