#14. This is - probably - the final episode of Practice Leading. I created the podcast to chart my journey growing Superware, the Microsoft partner business I founded in 2020.

But my time at Superware has come to an unexpected end.

A huge thanks to all the guests who joined me for the lessons they shared: Mohamed Mostafa, Joel Lindstrom, Ben Vollmer, Areti Iles, Bob Bell, Edit Kapcari, Kathrine Hogseth, Chris McNulty, Nancie Calder, Lucy Bourne and Ole Gjerde.

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#13. Ole Gjerde, CEO of TruNorth Dynamics, Ole built a custom software business, before running a managed services business, before running a business applications business so he’s seen run the full gamut of business models.

Ole shared lessons from years of building, merging, and separating MSPs, and why focus and clear division of teams are crucial for success.

We discussed when it’s smart to outsource your own internal technology support for any Microsoft partner, and if you’re going to launch an application support practice or MSP business, how to structure pricing for real client value, and why it’s more important than ever to prioritise transparency and partnership.

KEY LESSONS

1. Focus is everything: Ole stressed the importance of keeping business lines like managed IT services and business app development truly separate—unless you’re large enough to support dedicated teams and leadership. Otherwise, you risk operational headaches and stunted growth.
2. Onboarding customers (and their baggage) is tough: Inheriting support for systems built by someone else is inherently challenging. A strong onboarding process is a must to manage the friction and uncover those “skeletons in the closet”.
3. Designing win-win support models matters: There’s no universal delivery or pricing model. Empower your customers with options, but be wary of making your operations too complex in the process. Striking the right balance can help foster healthier, longer-term partnerships.

TIMESTAMPS

00:00 Security concerns of a fully remote business

00:29 Neil Benson introduces Practice Leading and today’s themes

02:32 Ole Gjerde’s journey from IT services through MSPs to business applications

04:18 Is it a bad idea to combine managed services and a business apps practice?

06:20 Deciding what should be covered by your MSP offering

09:56 Signals that it’s time to outsource your internal technology support

13:08 How to choose the right MSP partner for your organization

15:49 Security, compliance, and working in a remote or hostile environment

17:43 Aligning your MSP’s compliance to your client’s industry standards

20:17 Key considerations when adding managed services to a business apps practice

26:35 Pricing models and structuring value for managed application support

33:08 Balancing resource allocation between support, consulting, and product teams

36:07 Handling customer requests for 24/7 support with a smaller team

39:46 Final advice, summary, and episode wrap-up

RESOURCES

• TruNorth Dynamics website
• TruNorth Dynamics on LinkedIn
• Ole Gjerde on LinkedIn

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#4. Today I'm learning from Areti Iles. She's the Head of Professional Services for Enterprise Applications at Telefonica Tech in the UK. Having started in technology with end-user organisations transitioned into consulting in 2016 and joined Telefonica Tech in 2021. She's active in her local user group community, and committed to helping others advance their career, especially women and people from underrepresented backgrounds.

Areti shares her unique perspective on leadership, broadening it beyond traditional constraints and emphasizing its multifaceted nature beyond just dealing with people. Her insights challenge conventional leadership notions, encouraging a broader understanding of what it truly means to lead.

🔑 KEY LESSONS

1. Broadened leadership definition: Leadership isn't just about managing a team—it's about influencing and inspiring, often without a formal title. Whether you're steering projects or guiding personal growth, leadership starts with yourself.
2. Empathy as a core characteristic: While managers might focus on task completion, true leaders invest in creating a supportive, nurturing environment. Empathy plays a crucial role in understanding your team's goals and helping them achieve them.
3. Diversity drives innovation: Surrounding yourself with diverse talents addresses potential blind spots, fostering better decision-making and innovation. This isn't just a buzzword—it's a strategic advantage.

TIMESTAMPS

00:00 The challenge of uncommunicated expectations in promotions

00:38 Welcome to Practice Leading with Neil Benson

02:27 Definition of leadership beyond traditional roles

04:28 Differences between leaders and managers

07:06 The importance of empathy in leadership

13:49 Can missing leadership traits be complemented?

17:08 The role of diversity and inclusion in leadership

19:44 The adaptability of leaders to different personalities

21:58 Characteristics of a great leader

27:15 Remembering impactful leaders in personal life

31:46 Empowering employees to express career goals

34:29 Providing support for leaders and their wellbeing

🗺️ RESOURCES

• Areti Iles on LinkedIn
• Telefonica Tech on LinkedIn
• The Four Tendencies: The Indispensable Personality Profiles That Reveal How to Make Your Life Better (and Other People's Lives Better, Too) by Gretchen Rubin

👋 LET'S CONNECT

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#3. Ben Vollmer is a Senior Vice President at RSM US responsible for growing their Power Factory offering. He is probably best known in the Microsoft community as the former global director of Microsoft’s Dynamics 365 Field Service business. Ben’s a prolific presenter at Microsoft conferences with a reputation for helping partners level up their pricing and delivery models.

Ben and I have a fascinating discussion about the evolution of pricing and how Microsoft partners and customers might exchange value. Traditionally, partners have delivered services and charged based a timesheet and a rate card. How is that model changing?

One option we discuss is outcome-based pricing, but do customers really want outcome-based pricing? There are challenges here too.

We also pull apart the user-story point estimation and pricing approach that Superware uses.

And, we ask whether blended teams are necessary for success and how customers should eventually assume full ownership of the applications partners build.

KEY LESSONS

1. The Evolution of Pricing Models. The conversation delves into the shift from traditional time-based pricing to outcome-based pricing and other innovative pricing models. Ben offers a deep dive into how pricing can both reflect and drive a company's culture and strategy. While value-based pricing presents opportunities, implementing it successfully remains a challenge.
2. Empowering Customers. Ben emphasizes the importance of customer empowerment and enablement. He suggests that partners need to focus on training and ensuring clients have the knowledge to manage applications independently post-deployment. As Neil Benson notes, building empowerment capabilities could be a key area of growth for Superware, aligning with the need for blended teams and client self-sufficiency.
3. Focusing on Micro Verticals. Ben advises honing in on micro vertical segments — niche markets where tailored solutions can bring significant value. This focus allows for streamlined implementations, enhancing client satisfaction and business predictability.

TIMESTAMPS

00:00 The end of traditional agile waterfall methodologies

00:33 Introduction to Practice Leading and Ben Vollmer

02:25 Evolution of pricing models in Microsoft partnerships

02:43 How pricing drives a Microsoft partner's culture

05:07 Pricing strategy for ISVs and services

06:32 The shift from implementation to enablement and managed services

08:05 Challenges with outcome-based pricing

11:48 Discussing pricing methods tied to customer value

15:48 Importance of blended teams and customer ownership

18:16 Micro vertical expertise and predictable revenue for partners

24:17 Necessity of enablement and training in service models

30:35 Final thoughts on pricing and practice growth strategies

RESOURCES

• Ben Vollmer on LinkedIn
• RSM US on LinkedIn

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#02. Today I'm learning from Joel Lindstrom. Joel is a senior director at Hitachi Solutions America, where he oversees the Power Platform, Low-Code and Automation team. Before joining the Microsoft channel as a solution architect with Customer Effective, Joel sold office equipment. Customer Effective was acquired by Hitachi Solutions seven years later, and Joel has been building his career there for over a decade. Joel has a long history with the Microsoft MVP program and he also played a pivotal role in giving Neil a break in podcasting back in 2017.

KEY LESSONS

1. Defining Leadership Goals: Joel emphasizes the importance of understanding why you want to be a leader. It's not just about the impressive title or the increased salary; it's about embracing the additional responsibilities and making a positive impact on your team.
2. Managing Yourself First: Before taking on a leadership role, Joel advises assessing your personal habits and time management skills. Can you manage your own mindset and health effectively? These are crucial skills for managing a team.
3. Empowering Your Team: One of Joel's greatest joys in leadership is seeing his team members succeed. He believes in the power of nurturing talent and celebrating the achievements of others, even if it means they surpass him in rank.
4. Monday Morning Updates: Joel shares a practice of sending out Monday morning messages to his team, acknowledging successes and setting priorities for the week. It's a simple yet effective way to maintain team cohesion and focus.
5. Continuous Learning: While Joel values keeping technical certifications current, he acknowledges that every leader can show commitment to continuous learning in their own way. It's about setting a strong example for your team.

TIMESTAMPS

00:00 Joel on managing a project vs. a team

00:46 Introduction to Practice Leading and guest Joel Lindstrom

01:46 Joel Lindstrom's career journey

03:22 Finding your 'why' in leadership

06:57 Challenges in transitioning to leadership

07:21 The joys of leadership

10:07 Recognizing team achievements

14:03 Managing yourself before managing others

18:13 Handling an unpredictable schedule as a leader

22:50 Strategies for balancing meetings and deep work

26:41 The importance of self-management

28:23 The role of certifications for leaders

RESOURCES

• Joel Lindstrom on LinkedIn
• Hitachi Solutions America on LinkedIn
• Punish By Rewards by Alfie Kohn
• Deep Work by Cal Newport
• Digital Minimalism by Cal Newport

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#1. Mohamed Mostafa is the founder and managing director of TechLabs London, the company behind iProperty Cloud, the housing management platform build on the Microsoft cloud. He has been recognised as a Microsoft MVP since 2016, a Microsoft FastTrack Solution Architect, and holds an MBA from Henley Business School.

KEY LESSONS

Join the Practice Leading mailing list to get sent a PDF summary of the key insights and lessons from every episode. Visit practiceleading.com and enter your first name and email on the homepage.

In our discussion, Mohamed shared some invaluable insights and strategies on building a successful team and a thriving business culture. Here are three key takeaways:

1. Embrace Diversity in Hiring: Mohamed emphasized the importance of moving beyond hiring clones. A rich mix of backgrounds, experiences, and skills not only enriches the workplace but also significantly improves business delivery. He advocates for a hiring process blind to ethnicity, religion, and personal background, focusing instead on cultural fit and qualification.
2. Invest in Apprenticeships: TechLabs London places high value on apprenticeships, bringing in young recruits and training them in technology and consultancy. This approach not only nurtures talent but provides fresh perspectives. While apprentices often move on to other Microsoft partners, their contribution during their tenure is invaluable.
3. Foster a Dynamic Work Culture: TechLabs London has done away with strict hierarchies and promotes a fluid structure where employees can engage in multiple roles and projects. This "holacracy" structure, along with cross-departmental collaboration, ensures a vibrant work environment where innovation thrives.

TIMESTAMPS

00:00 How hiring similar backgrounds limits diversity

00:31 Introduction to Practice Leading Podcast

03:24 Importance of people in consulting businesses

05:01 Creating a positive work environment

08:40 Implementing holacracy at TechLabs London

11:49 Benefits of diverse roles in teams

14:48 Innovative hiring strategies

17:15 Hiring industry experts and apprentices

20:23 Challenges and benefits of hiring apprentices

23:06 Strategies for unbiased recruitment

30:23 Gathering industry expertise for product development

36:19 Mohamed's key interview question for cultural fit

RESOURCES

• TechLabs London website
• TechLabs London on LinkedIn
• iProperty Cloud website
• Mohamed Mostafa on LinkedIn
• Maverick: The Success Story Behind the World's Most Unusual Workplace by Ricardo Semler
• Holacracy: The New Management System for a Rapidly Changing World by Brian J. Robertson

Welcome to Practice Leading, the show for emerging and curious practice leaders of Microsoft partner businesses.

I’m Neil Benson and, if you’re anything like me with an unquenchable curiosity and zero tolerance for BS, you’ve come to the right place.

Together we’ll learn from innovators and investors, executives and entrepreneurs, and business leaders and business coaches that have already left their stamp on the world and those that are exploring new and smarter ways building their businesses. Whether it’s ground-breaking innovations, hiring high-performing teams, or the sheer force of will to disrupt our industry, each episode is a masterclass from the trailblazers who have achieved significant success.

Find Practice Leading on YouTube, or at practiceleading.com, and learn from the mentors you wish you had earlier in your career.

#12. We just wrapped up our latest round of strategic planning at Superware—and it was a game-changer using the approach outlined in Richard Rumelt’s Good Strategy, Bad Strategy.

Here’s what stood out from our process and why it made such a difference for us. After landing a major consulting win, we still hadn’t cracked product market fit for our industry apps. Instead of more generic goals and vision statements, we dove into Rumelt’s practical framework and it completely reset how we tackled strategy as a team.

KEY LESSONS

1. Diagnose, don’t guess. We spent time individually reflecting and then collectively diagnosing our core business challenge—rather than just listing random goals, we drilled down to the one issue holding us back.
2. A strategy is a hypothesis. We treated our strategy as an experiment instead of a guarantee. This mindset (so familiar to us coming from agile software backgrounds!) lets us iterate, learn, and adapt much faster.
3. Coherent actions aligned around guiding policy. Instead of a to-do list, we identified focused, coherent actions that all support our guiding policy—making it clear what to prioritize and what to (confidently) leave out.

TIMESTAMPS

00:00 Learn how Superware used Good Strategy/Bad Strategy to reset direction

00:25 Introduction to Practice Leading and Neil Benson

01:12 Kicking off a new financial year with strategic planning

02:00 Major consulting win versus lack of product market fit

02:51 Discovering Richard Rumelt’s Good Strategy/Bad Strategy framework

03:31 Defining bad strategy and pitfalls to avoid

04:21 Key elements of good strategy: Diagnosis, guiding policy, coherent actions

05:03 Tangible example of guiding policy: The local grocery store

06:00 Diagnosing Superwire’s biggest challenge using design thinking

06:57 Dot voting and achieving team alignment on strategy

07:50 Addressing industry focus concerns and building a strategic hypothesis

08:49 Aligning team around coherent actions and a six-month strategy horizon

09:28 Treating strategy as a living hypothesis, not a fixed plan

10:12 Inviting listeners to share their strategy approaches and engage with Practice Leading

RESOURCES

• Good Strategy/Bad Strategy: The Difference and Why It Matters, Richard Rumelt

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#11. Lucy Bourne is the cofounder and director of Oaka Studio in the UK. Oaka Studio, which just celebrated its second birthday, helps Microsoft partners level up their Microsoft alliance in their marketing, sales, their Microsoft alliance and in the operation of their Microsoft practice.

Lucy is a former partner development manager from Microsoft, and she dives deep into what it takes to thrive in your alliance with Microsoft. As you’ll hear in this episode, this is an area where I’m still struggling: wrestling with Partner Center, figuring out whether a solution designation is worthwhile or missing out on recognition in deals where we weren’t the invoicing CSP.

Lucy cuts through all that and helps us focus on what matters most in our Microsoft alliance and the steps we need to take to succeed.

KEY LESSONS

🔑 1. Alliance management needs two distinct skill sets. Don’t expect a single person to handle both the operational, programmatic tasks in Partner Center and the relationship-building with Microsoft sellers. Lucy recommends splitting these responsibilities: methodical, detail-oriented team members for the admin side, and storytellers/networkers for the relationship side.

🔑 2. Focus, focus, focus. To get noticed by Microsoft and the market, don’t try to be everything to everyone. Specialise—pick an industry or two, and build a crystal-clear narrative for your expertise. You can still deliver broadly, but your outward marketing should be laser-focused for maximum impact.

🔑 3. Recognition for implementation partners. Business apps partners can now claim recognition for workloads they’ve implemented—even if they weren’t the ones transacting the licenses. This “dual partner recognition” can accelerate your journey toward solution designation and unlock more opportunities and funding from Microsoft.

TIMESTAMPS

00:00 Lucy Bourne explains the value of vendor focus for large partners

00:40 Neil Benson opens the episode and introduces Lucy Bourne and Oka Studio

03:18 Lucy shares her career background and Oka Studio’s mission

05:24 Discussion of partner types Oka works with and the evolving Microsoft partner landscape

06:11 Is it harder now to become a successful Microsoft partner?

08:16 Do partners need a dedicated alliance manager? Where do you find one?

09:36 The two key roles in alliance management—operational and relational

12:54 The most important thing successful partners do: focus, focus, focus

14:17 How to balance specialization in marketing with versatility in delivery

16:08 Common mistakes partners make—neglecting alliance program management

17:30 Can partners succeed with multiple vendor relationships?

22:07 Discrete investments partners can make—case studies, awards, and social proof

28:21 Microsoft’s new dual partner recognition and what it means for partners

RESOURCES

• Lucy Bourne on LinkedIn
• Oaka Studio on LinkedIn
• Dual revenue recognition for Microsoft business applications partners (Oaka Studio webinar recording)
• Dual recognition for Microsoft business applications partners (Microsoft blog)

RECOMMENDED EPISODES

#10. Nancie Calder is a Senior Vice President and Global Consulting Practice Lead at Avanade, based in Toronto, Canada. From her start as a freelance consultant to leading a global team of 3,000 people, Nancie brings three decades of experience driving innovation at scale.

Nancie shares her hard-won insights about what it really takes to nurture innovation and continuous learning across a 3,000+ person global practice—especially in the fast-changing Microsoft ecosystem. Her emphasis on combining practical experience with scalable programs really hit home.

KEY LESSONS

1. Innovation is for everyone. True innovation goes beyond technology. Nancie instills an innovative mindset throughout her team by hiring for passion and curiosity - not just technical skills. Encouraging everyone to leverage AI and new Microsoft tools is at the heart of their success.
2. Continuous learning is non-negotiable: Avanade dedicates specific learning hours, gamified certification paths, and peer mentoring to ensure their team is always up to speed. A growth mindset isn’t just a buzzword - it’s a requirement for staying relevant.
3. Global knowledge sharing matters: With biweekly cross-regional meetings, dynamic communities of practice, and creative use of Copilot to gather project learnings, Nancie demonstrates the importance of collaboration and knowledge sharing for scaling leadership across borders.

TIMESTAMPS

00:00 Helping teams deliver AI assessments and using AI in practice

00:35 Introduction to Practice Leading and the focus on innovation at Avanade

02:42 Nancie Calder introduces herself and her journey in the Microsoft partner ecosystem

05:02 Scaling a global practice and building capability across regions

06:40 Defining innovation at a global systems integrator: product development and service improvement

08:26 Balancing billable work and professional development in consultancy

10:48 Instilling a culture of innovation and continuous learning at scale

13:17 Capturing and sharing project lessons learned across the organization

16:07 Incentivizing knowledge sharing and using AI to identify expertise internally

19:34 Formal innovation initiatives like hackathons, Innovation Days, and global knowledge sharing

21:11 Practice overlaps and navigating resource contention between business units

23:48 Supporting team members with different growth mindsets and learning from client attitudes toward innovation

29:36 Choosing which Microsoft innovations to invest in and building specialized practices

RESOURCES

• Nancie Calder on LinkedIn
• Avanade on LinkedIn
• Avanade website

RECOMMENDED EPISODES

#7 From Four to Forty: Building CRMK’s Team and Culture with CEO, Kathrine Hogseth

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#9. Welcome to Practice Leading, the podcast for ambitious and curious Microsoft partner leaders who are passionate about growth, innovation, and building high-performing teams—with no tolerance for BS. I’m your host, Neil Benson, and in this special retrospective episode, I’m sharing the biggest lessons learned from the show’s first eight guests. We’ll revisit insights on creating a culture-over-hierarchy, hiring for industry expertise, empowering teams, pricing strategies, empathetic leadership, mentorship, and building a sustainable team culture.

You’ll hear the real-world results as I experiment with these ideas in my own business, Superware, and the challenges and successes we’ve faced along the way.

If you’re leading a Microsoft practice, this episode is a masterclass from trailblazers who know what it takes to succeed in the Microsoft ecosystem.



KEY LESSONS

1. Culture Over Hierarchy. Our journey began with Mohamed Mostafa from TechLabs London, who shared a secret interview question that's now a staple in my hiring process: “Tell me something not on your CV or LinkedIn.” It’s been a game-changer for uncovering cultural fit!

2. Managing Yourself First. Joel Lindstrom inspired me to prioritise managing myself first— and I share my biohacking experiments from tracking sleep to surviving cryotherapy chambers. I also experimented with team video updates (still a work in progress!) and debated the role of technical certifications for practice leaders. Where do you stand on keeping your certs up to date?

3. Pricing for Value. Ben Vollmer from RSM US drove home the importance of micro-verticals and flexible pricing. We’re testing new app and service models that reflect true customer value. Pro tip: Don’t be afraid to experiment with custom deals early on!

4. Empathetic Leadership Areti Iles of Telefonica Tech reminded us that clear communication, coaching, and meaningful feedback are at the heart of great leadership. It's pushing me to keep stretching those empathy muscles—even when it doesn’t come naturally.

5. The Power of a Talent Manager. Thanks to Bob Bell at ITK Consulting, I’m on the hunt for a talent manager to help formalise HR and talent acquisition at Superware. (If you know a good one, hit reply!)

6. Mentorship & Hackathons. Edit Kapcari at Orbis SE inspired me to rethink 1:1s and mentorship frequency. I may not be meeting every week just yet, but regular check-ins are now firmly on my radar. Plus, we’re exploring team hackathons—stay tuned!

7. Building a True Team Culture Katherine Hogseth at CRMK sets the bar high with weekly team breakfasts and a culture that dedicates 20% of company time to learning and development. We’re working towards one day per month for now, but the aspiration is there!

8. Microsoft Partnering Secrets Chris McNulty of Synozur brought clarity to the art (and challenge) of partnering with Microsoft. From leveraging customer innovation hubs to decoding dual recognition, we’re taking steps to sharpen our Microsoft alliance.

TIMESTAMPS

00:00 Welcome to Practice Leading and Neil’s mission

01:00 Why Neil started Practice Leading and what Superware does

01:49 Lessons from episode one: Culture over hierarchy and secret interview questions

03:45 The challenge of hiring for industry experience and onboarding new talent

04:24 Managing yourself first: Healthspan, conferences, and the power of routines

06:13 Should leaders keep technical certifications up to date?

08:52 Pricing strategies and focusing on micro-verticals

09:46 Leading with empathy: The importance of career conversations

11:35 Hiring a talent manager and building HR capabilities

12:25 Mentorship,...

#8. Chris McNulty heads Strategic Markets at Synozur. For almost ten years, he was Senior Director of Product Marketing for Microsoft 365 at Microsoft. Chris’s prior experience as CTO includes companies such as Dell and Quest Software. He is the co-host of The Intrazone and host of the Polaris podcasts.

KEY LESSONS

1. Understand the Microsoft field. Navigating Microsoft requires you to “study up in your abbreviations” and truly understand the distinct roles (ATU, STU, PDMs, etc.) within the Microsoft sales organisation. There’s no easy button—successful partners learn where to plug in and how to make life easier for sellers.
2. Build credibility through track record. Sellers are motivated by what’s on their scorecard—not by the promise of flashy add-ons. Building trust takes a proven track record, compelling customer references, and an understanding of what Microsoft sellers care about most.
3. Find white space to complement Microsoft. Don’t try to compete head-to-head. Look for industry or vertical solutions that Microsoft won’t cover directly. Fill those gaps (the “white space”), remain Microsoft-friendly, and stay nimble—being a strong complement gets you invited in.

TIMESTAMPS

00:00 Sometimes ignoring Microsoft is the right approach

00:33 Neil Benson introduces Practice Leading and today's guest, Chris McNulty

01:38 Chris McNulty's background at Microsoft, Dell, and Quest Software

04:13 Are you coaching Microsoft partners or mostly end customers?

05:29 Understanding the Microsoft field, acronyms, and partner programs

08:13 Navigating Microsoft's structure in Australia and missing opportunities

10:03 How Microsoft sellers are motivated and why partners should care

12:43 The changing value of Microsoft partner certifications

14:11 Balancing Microsoft alignment with independent product marketing

17:31 Deciding how Microsoft-centric your marketing should be

18:03 Using Microsoft Innovation Hubs to build relationships

21:00 Being proactive in bringing Microsoft into niche sectors

27:43 Risks and opportunities of filling product "white space" as an ISV

RESOURCES

• Chris McNulty on LinkedIn
• Chris' The Intrazone podcast
• Synozur Alliance website
• Synozur Alliance on LinkedIn
• Synozur's Polaris podcast
• M365 Community Conference in Las Vegas, 6 to 8 May 2025
• TechCon365 in Seattle, 23 to 27 June

RECOMMENDED EPISODES

#3. The future of partner pricing models with Ben Vollmer

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#7. Kathrine Hogseth is the CEO of CRM-Konsulterna (CRMK), a Swedish Microsoft partner business that she has led for 10 years. Kathrine has a master’s in electrical engineer and held several roles in telecommunications before achieving her MBA and then venturing into the technology industry. Today, CRM-K is one of the most highly regarded business applications partners in Sweden with a team of 40 people that has recently expanded into Germany.

KEY LESSONS

1. Building teams through values & genuine connection. Kathrine shares why “competence, honesty, and win-win” aren’t just words on a wall, but the living foundation of CRMK’s culture. She reveals how every new hire goes through a values analysis—and how the team revisits those values every two years to ensure they still reflect who they are.
2. Weekly company days for learning & belonging. Forget monthly check-ins—CRMK brings their people together every single Friday. Over breakfast, the team shares customer wins, lessons learned and actively fosters their culture. Kathrine credits this consistent connection as crucial to consultant growth and team happiness.
3. Leading with empathy & flexibility. Kathrine discusses the importance of supporting team members through different life seasons, providing space when needed, and leading transparently as a leader—showing up authentically, even when life gets tough.

TIMESTAMPS

00:00 People are people: Understanding individual growth and challenges in consulting

00:33 Introduction to Practice Leading and guest Kathrine Hogseth

01:34 Kathrine’s background and CRMK’s journey

02:48 What it’s like to lead a business for over ten years

05:09 The role and setup of an advisory board in a Microsoft partner business

06:45 Working with a spouse in business leadership

08:49 Letting people grow and challenges in supporting team development

13:06 Company and personal values: How they shape CRM-Konsulterna

14:53 Weekly company meetings and fostering a learning culture

17:05 Remote work, flexibility, and bringing teams together in the office

19:56 International expansion: Opening offices in Germany and southern Sweden

23:40 Specialization, industry focus, and identifying win-win client relationships

29:11 Meeting rhythms, one-on-ones, and team dynamics at CRM-Konsulterna

31:43 The benefit and challenge of having multiple MVPs in a small business

RESOURCES

• Kathrine Hogseth on LinkedIn
• CRMK on LinkedIn
• CRMK website

RECOMMENDED EPISODES

• #4 Building Diverse and Empathetic Leadership with Areti Iles

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#6. Edit Kapcari is the Head of Solutions Development at ORBIS SE in Germany where she has built her career since 2017. Initially a software engineer in the CRM practice, Edit pitched the concept of starting a Power Platform practice to her leadership and now leads that business unit.

Edit shares her perspectives and experience as a people manager, being a great mentor and coach to the people in her team that I was keen to learn from. communication and collaboration for career progression, and how Edith's unique approach to mentoring and goal-setting drives team success. We talk about her strategies for aligning individual and team goals through regular one-on-one meetings.

Throughout our conversation, Edith shares her journey, from her proactive leadership during COVID to winning competitive hackathons, and how those experiences shaped her leadership approach. She offers invaluable advice on delegating tasks, fostering a culture of constructive feedback, and empowering team members. Edith also touches on her belief in continuous learning, balancing practical skills with certifications, and the importance of more female voices in tech.

Speaking of which, I’d love to learn from more female leaders in tech. Please get in touch if that’s you or someone you’d recommend.

KEY LESSONS

1. Mentoring. Intuitively, I think we all know the importance of coaching our team members, but I’ll admit I struggle to prioritise the time given the other responsibilities we might have to nurture sales, resolve customer escalations, participate in recruitment and handle operations.
2. External inspiration. I admire Edit’s perspective on reading biographies of people who persevered through adversity and using that to learn about leadership. I think there’s also merit in traditional management content as well. I’ll try and broaden my learning through some biographies too.
3. Hackathons as learning shortcut. I love how Edit used hackathons as a way of rapidly learning about something new. You’re dropped into a team, given a challenge and expected to solve the problem in a short space of time. I’ve barely participated in any hackathons. I’m going to look for opportunities for more.

TIMESTAMPS

00:00 Edith's first hackathon experience

00:39 Introduction to Practice Leading with Neil Benson

01:38 Learning from Edith Kapsari

03:16 Edith's secret to mentorship and team-building

05:17 The importance of understanding individual and team goals

07:04 Edith's approach to goal setting and communication

08:51 Exploring various types of goals with team members

12:13 Recognizing individual contributions within a team

14:39 Weekly one-on-ones and team communication strategy

17:16 Challenges and philosophy of managing a larger team

23:57 Edith's transition from individual contributor to a leadership role

28:30 Hackathons as a tool for practice building and delegation

30:38 Unique insights and concluding messages from Edith

RESOURCES

• Edit Kapcari on LinkedIn
• ORBIS SE on LinkedIn

RECOMMENDED EPISODES

• Building diverse and empathetic leadership with Areti Iles.

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#5. Today, I'm learning from Bob Bell, CEO of boutique technology services firm ITK Consulting in Canada. Bob is an expert in business administration and has a track record of leading business in several different industries before cofounding ITK in 2016.

Bob shares how his superpower lies in his attention to administrative details—a skill that allows his team to focus on essential tasks like sales and delivery. We explore how Bob prioritizes tasks, his strategies for keeping overhead costs lean, and his philosophy on balancing employee and subcontractor roles.

Bob also discusses the critical decision of when to bring expertise in-house and how his firm approaches talent acquisition and HR functions, aiming to build a robust, dynamic team. This episode is packed with valuable insights for leaders navigating the complexities of small-to-midsize business growth and looking to foster a culture of efficiency and collaboration.

KEY LESSONS

1. Hiring a talent manager. We’ve just hired three new principal consultants and engaged a recruiter to help us find 6 or 7 more team members over the next three months. Pretty soon I think we can justify a part-time talent manager to help us establish better recruitment, onboarding and talent management processes and ensure we follow them, and then help us with our next rounds of recruitment when we need to expand. I love your advice in this area. Thanks for that, Bob.
2. Balancing contractors and employees. I share a lot of your views on the value of bringing in contractors with specific skills and investing in the careers of employees in their training and bonuses over and above the benefits provided to contractors. Superware needs to continue to find ways to make our business a great place for employees to build a long-term career, while at the same time engaging contractors when we need to and recognising the differences between them and the differences in how they like to be compensated and engaged.

TIMESTAMPS

00:00 People are the product in a consulting business

00:18 Introduction to Bob Bell

02:21 Bob Bell's fondness for administrative tasks

04:32 Prioritizing tasks and client-first philosophy

06:08 Knowing when to bring in an expert

08:05 Deciding company size and in-house roles

10:12 Importance of talent acquisition and HR functions

13:36 Challenges in finding the right HR talent

15:29 The role of subcontractors and employee balance

19:13 Overcoming perceptions of being a small firm

21:06 Conscious choice of subcontractors and employees balance

26:34 The value of an internship program

RESOURCES

• Bob Bell on LinkedIn
• ITK Consulting on LinkedIn
• ITK Consulting website

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