Explore every episode of the podcast The Operations Room: A Podcast for COO’s

In this episode we discuss: AI Native Ops, How Brex Rebuilt Operations. We are joined by Camilla Matias, COO at Brex.

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We chat about the following:

1. What actually breaks first when a company scales: people, process, or structure—and how do you know?
2. How do you build operational rigour without killing speed and culture in a fast-growing business?
3. What does “good onboarding” really look like beyond just paperwork and checklists?
4. When tools or systems fail—how do you know if it’s the software or your implementation?
5. What’s the difference between building processes for today vs. building systems that scale for the next 12–24 months?

References

1. https://www.linkedin.com/in/camilla-matias-06345a105/

Biography

Camilla Matias Morais is the Chief Operating Officer at Brex, where she leads global operations and drives the company’s execution and scale.

She joined Brex in 2018 as Head of Finance and has since held multiple leadership roles, including VP of Finance and SVP of Global Operations, before becoming COO in 2024. During this time, she has played a key role in building the systems and structures that support Brex’s rapid growth.

Before Brex, Camilla worked across finance, investment, and strategy roles at organisations including The Kraft Heinz Company and Victoria Capital Partners.

She holds a degree in Mechanical Engineering from the Instituto Tecnológico de Aeronáutica (ITA) and is known for bringing clarity, structure, and operational rigour to high-growth companies.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00 – Intro, host banter, and setup of the episode tone.

02:30 – Introduction of Camilla + context around her role and operational scope.

05:30 – Early discussion on scaling challenges and what starts to break as companies grow.

07:20 – Deep dive into onboarding systems → moving from informal to structured 0–6 month processes.

09:30 – Discussion on tools (HiBob → Rippling) and implementation challenges.

12:30 – Balancing structure vs flexibility in operations.

16:00 – Performance reviews, documentation, and accountability systems.

20:00 – Operational maturity: what “good” looks like at different stages of company growth.

24:00 – People vs process tension.

29:00 – Reflections on mistakes, lessons learned, and what they’d do differently.

34:00 – Closing thoughts, key takeaways, and wrap-up

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Puzzle setting, not goal setting. We are joined by Radhika Dutt, Author, Speaker, Consultant.

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We chat about the following with Radhika Dutt:

1. What if traditional goal setting is actually limiting innovation rather than driving it?
2. How might teams think differently if they framed challenges as “puzzles” instead of targets to hit?
3. Are OKRs pushing organisations toward short-term optimisation instead of real problem-solving?
4. How can leaders create space for curiosity and exploration in environments obsessed with metrics?
5. What would change inside your company if teams focused on solving the right problem rather than just hitting the next KPI?

References

1. https://www.linkedin.com/in/radhika-dutt/
2. https://www.radicalproduct.com/
3. https://www.radicalproduct.com/toolkit/#OHLToolkit

Biography

Radhika Dutt is the author of Radical Product Thinking: The New Mindset for Innovating Smarter which has been translated into Chinese and Japanese. The methodology she introduced in her first book is now used in over 40 countries. She is an entrepreneur, speaker, and product leader who has participated in five acquisitions, two of which were companies that she founded. She is currently Advisor on Product Thinking to the Monetary Authority of Singapore (Singapore’s central bank and financial regulator), and does consulting and training for organizations ranging from high-tech startups to multinationals on building radical products that create a fundamental change. Radhika has built products in a wide range of industries including broadcast, media and entertainment, telecom, advertising technology, government, consumer apps, robotics, and even wine. She graduated from MIT with an SB and M.Eng in Electrical Engineering, and speaks nine languages.

Radhika is now working on her second book – it’s about why goals and targets backfire and what actually works.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

14:25 — Introducing the concept of “puzzle setting”

24:06 — What puzzle setting actually means

26:46 — Why puzzles embrace uncertainty

27:49 — The Rubik’s Cube analogy

33:22 — The “Three O’s” of puzzle setting

35:17 — Turning growth goals into puzzles

38:08 — Breaking big puzzles into smaller ones

42:46 — The shift from proving to learning

47:25 — Building critical thinking into teams

54:44 — Real business impact of puzzle thinking

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: The BizzOps Anti-Playbook. We are joined by Vessela Clewley, Strategy & Biz Ops Executive.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Vessela Clewley:

1. What does it really take to step into leadership for the first time — and why do so many people underestimate the shift?
2. How do you build confidence as a leader when you don’t yet feel “ready”?
3. What’s the difference between managing tasks and truly leading people?
4. How can organisations better support first-time managers before they burn out?
5. What unspoken pressures do women in leadership roles carry — and how can we address them more openly?

References

1. https://www.linkedin.com/in/vessclewley/
2. https://sbohub.substack.com/
3. https://sbohub.gumroad.com/l/TheSBOAntiPlaybook

Biography

Vessela is an accomplished fCOO with a Strategy & BizOps background. She brings the power of US-style Strategy & Business Operations to Europe.

She has an illustrious career spanning Hopin, WeWork, Uber and other start ups. She has won global awards by the likes of WeWork & McKinsey, relaunched products like UberExec, and negotiated 7-figure deals for Hopin on walks in Regents park.

She is known for bringing a strategic, analytical, systems-driven approach to building companies. Her approach brings clarity, breaks down silos, and unlocks revenue growth. She puts company over functions; analytics over ego; and outcomes over optics.

Vessela typically partners with Seed–Series B founders who value analytical decision-making and high-velocity execution.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00 – Introduction & framing the conversation

~06:20 – The reality of becoming a first-time manager

~13:45 – Imposter syndrome & self-doubt

~20:30 – The responsibility shift

~28:10 – Feedback, difficult conversations & growth

~35:50 – Building confidence through action

~44:15 – The gendered expectations in leadership

~52:00 – Creating supportive environments for new leaders

~59:40 – Advice to aspiring leaders

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Collaborative AI for revenue teams. We are joined by Mylo Portas, CEO of Choras.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Donna McCurley:

1. What actually makes a podcast commercially sustainable — beyond downloads and vanity metrics?
2. How do you build creative systems that scale without killing originality?
3. What does it really take to grow an independent podcast network in today’s crowded market?
4. Where do most founders misunderstand the operational complexity of media businesses?
5. Is podcasting still early… or are we already in the consolidation phase?

References

1. https://www.linkedin.com/in/myloportas/

Biography

Mylo Portas is the co-founder of Chora, an award-winning London-based podcast studio and network. He works with global brands, media organisations and creators to build distinctive, story-driven podcasts that cut through. Passionate about the intersection of creativity and commercial strategy, Mylo focuses on building sustainable podcast brands — not just shows.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary21:10 – Creative excellence vs commercial pressure27:45 – Scaling systems without losing soul33:20 – What brands get wrong about podcasts38:10 – The operational backbone of a studio43:55 – The future of podcasting48:30 – Advice for founders building in media

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How to really use AI in your GTM team. We are joined by Donna McCurley, Creator of the AI Sales Operating System™ (AiSOS).

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Donna McCurley:

1. Who should actually “own” AI inside your GTM function — and what happens if nobody does?
2. What does real AI governance look like in practice — beyond policies and buzzwords?
3. Are AI agents creating hidden shadow systems inside your organisation?
4. Why are most AI rollouts in sales failing to drive measurable revenue impact?
5. How do you move from AI experimentation to a true AI sales operating system?

References

1. https://www.linkedin.com/in/donnamccurley/

Biography

Donna McCurley is the creator of the **AI Sales Operating System™ (AiSOS)** and a go-to advisor for SaaS revenue teams who want to turn AI from “extra noise” into a real growth engine. She leads Global Sales Enablement teams and has helped 100s of sellers cut out busywork, triple their pipeline coverage, and adopt AI workflows that actually stick.

With a background that spans classroom teaching, Fortune 500 enablement leadership, and consulting with companies like McAfee and HPe, Donna has built a reputation for stripping away complexity and focusing on what truly drives revenue. Her work blends proven sales methodologies with practical AI deployment—think Microsoft Copilot, ChatGPT, Gong, and SalesLoft stitched together into one coherent system sellers can actually use.

At her core, Donna is obsessed with solving a simple but critical problem: too many sales teams are drowning in admin work, bloated tech stacks, and outdated playbooks. Through AiSOS, she’s building a future where sellers spend less time clicking around and more time closing deals.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary07:05 – Turning Copilot into a Revenue Engine07:15 – AI Governance in Practice07:18 – Avoiding “Shadow AI” Systems09:27 – Change Management & Behaviour Shift13:19 – The Biggest Mistakes in AI Rollout14:16 – Enablement Over Experimentation22:00 – The Role of RevOps as AI Overseer38:00 – Moving from AI Tools to an AI Operating System

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: AI in the future of work. We are joined by Agata Nowicka, Managing Partner of the AI Visionaries Accelerator.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Agata Nowicka:

1. Are high-growth founders underestimating the role of distribution from day one?
2. At Series B and beyond, is your monetisation model actually aligned with value delivery?
3. Could your onboarding and sales process be quietly eroding the value you promise?
4. Will AI fluency soon become a non-negotiable capability in your workforce?
5. Are you building an AI-first company — or just layering AI onto old plumbing?

References

1. https://www.linkedin.com/in/agata-nowicka/
2. https://femalefoundry.substack.com/
3. https://www.aivisionaries.co/
4. https://www.femaleinnovationindex.com/

Biography

Agata Nowicka is the Managing Partner at AI Visionaries—an AI accelerator launched with Google to scale Europe’s most innovative AI and deeptech startups. With 12 years of experience as an angel, VC investor and founder of two tech businesses in the U.S., Hong Kong, and the UK (one exit), she is also the author of the Female Innovation Index—the largest analysis of female-led innovation and funding in Europe. Agata holds an MBA from Wharton and INSEAD and is an advisor to startups and accelerators including Techstars, the University of Cambridge Founders Accelerator, and Village Capital.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

39:04 – Introduction & Founder Focus Shift

42:04 – Monetisation Beyond Revenue

45:04 – Sales & Onboarding as Value Proof

48:04 – AI Fluency as a Workforce Standard

51:04 – Moving to an AI-First Model

54:05 – Business Complexity & “Plumbing”

48:20 – Resilience in High-Growth Environments

49:49 – Leadership in an AI Era

57:05 – The Future Belongs to Visionary Founders

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: What is the CEO’s job? We are joined by Keith Wallington, Chairperson and Investor in B2B SaaS businesses

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Keith Wallington:

1. What actually changes in an operating model as a company scales – and what shouldn’t change, even under pressure?
2. How do you design an organisation that moves fast without creating chaos or decision fatigue?
3. When does adding structure genuinely unlock performance, and when does it quietly slow teams down?
4. How can operators tell the difference between a scaling problem and a leadership problem?
5. What questions should COOs be asking before a Series B or major growth phase to avoid painful rework later?

References

1. https://www.linkedin.com/in/keithwallington/

Biography

Focussed on Series A and Growth stage B2B SaaS businesses that deliver vital, core services to their customers.

Keith has led strategy and execution in technology businesses since the 1990’s, driving growth in Europe, the USA and Africa: His experience in driving online business models spans Retail Banking, Telecommunications, Online Live Broadcasting and Software as a Service (SaaS): He has led strategy and execution initiatives at businesses including Microsoft, Standard Bank, Omnicom/TBWA, MTN Group and Mimecast.

From 2008 – 2014 Keith spent 6 years driving growth at Mimecast, best in class and global leader in SaaS based email security, archiving and continuity: Here he assumed a number of C Level roles, including COO, spanning most of the business from Marketing to Customer Experience to Technical Operations as he championed scalable, efficient growth during this phase of hyper growth (from $6m to over $110m Annual Recurring Revenue) and global expansion from the UK base.

After preparing Mimecast for IPO Keith refocused his attention to support businesses on their growth journey. Keith invests in and assumes board roles with post Series A businesses. He engages directly and also collaborates with Venture Capital and Private Equity teams to co-invest and add depth to portfolio company boards.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

05:30 – Why operating models break during growth

12:45 – The tension between speed and structure

19:30 – Horizontal vs vertical operating models

26:00 – Decision-making at scale

30:00 – What scaling exposes about leadership teams

38:30 – Preparing for Series B (before it’s too late)

47:00 – Operating principles that actually stick

55:30 – Signals your operating model needs a reset

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: The economics of VC funds. We are joined by Edward Barrow, Co-Founder & CEO @ Cloud Capital.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Edward Barrow:

1. Why do so many fast-growing companies only realise cloud spend is a problem once it’s already out of control?
2. What actually breaks when finance and engineering don’t share a common language around cloud costs?
3. Is “visibility” into cloud spend enough, or does it create a false sense of control?
4. How should operators think about financial risk when infrastructure spend is variable by design?
5. What does good cloud cost governance look like without slowing teams down?

References

1. https://www.linkedin.com/in/ebarrow/
2. https://www.cloudcapital.co/

Biography

Ed has spent his career helping high-growth tech companies align strategy with execution — first in marketing tech, and now in cloud finance.

After co-founding Idio, an AI-driven platform used by global B2B brands, he led the business through rapid growth, M&A, and a successful exit to Episerver (now Optimizely). Post-acquisition, he helped shape global product and M&A strategy across multiple acquisitions and 400% growth.

Today, Ed is the co-founder and CEO of Cloud Capital, where he helps finance and engineering leaders forecast and optimize cloud spend — without taking on financial risk. The platform gives finance teams clarity and control while enabling engineering to move fast without waste. Ed and his team are building the cloud finance layer for the next generation of tech companies — turning cloud spend into a strategic advantage, not a liability.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

00:00–04:10 – Setting the scene: operator fatigue, reality after the “honeymoon phase,” and why this conversation matters now

06:05 – Ed Barrow’s background: from AI startup founder to cloud finance problem-solver

09:30 – The real problem with cloud spend: why “usage-based pricing” breaks traditional finance models

13:45 – Finance vs engineering: how misaligned incentives create hidden waste

18:20 – Why visibility alone doesn’t change behaviour (and what actually does)

22:50 – The risk operators don’t see: cloud spend as an uncapped financial liability

27:40 – Forecasting cloud costs without slowing teams down

32:10 – What good cloud governance looks like in high-growth companies

36:30 – Turning cloud spend into a strategic advantage, not just a cost-control exercise

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Discovering Your Strengths and Living The Life That You Want. We are joined by Alicia Diamond, COO and Transformation Leader.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Alicia Diamond:

1. What happens when you stop waiting for “perfect clarity” and start sharing half-formed ideas with your team?
2. How much operational value is lost because your best thinking happens outside formal meetings?
3. Are your leadership decisions driven by energy and context — or by calendar availability?
4. What if the real bottleneck in your organisation isn’t process, but permission to think out loud?
5. How do you create space for strategic thinking when the operational noise never really stops?

References

1. https://www.linkedin.com/in/alicia-diamond/
2. https://aliciadiamond.substack.com/
3. https://www.aliciadiamond.com

Biography

Alicia has been the right-hand, “figure it out” partner to 5 CEOs as a 2x COO and 2x Chief of Staff. She's helped visionary CEOs across diverse industries to get their most transformative ideas unstuck and into action. Highlights include launching the Long-Term Stock Exchange and proving the bottom-line impact for listed clients and founding/managing the Chinese factory behind a portfolio of direct-to-consumer brands.

She sharpened her operational prowess under the scrutiny of top-tier investors including a16z, Founders Fund, Collaborative Fund, Obvious Ventures while working in the Lean Startup methodology, at Eric Ries' startup stock exchange.

Recently, Alicia expanded from working in tech into partnering with SMB owners. She helps visionary owners achieve their growth goals through scalable technology, best-in-class operating practices, and people-first leadership.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary

05:45 — The power of unplanned conversations

06:55 — Why half-formed ideas are a leadership superpower

08:30 — Meetings vs momentum

11:00 — Energy as an operational constraint

14:15 — The danger of over-polished thinking

18:00 — Creating environments where ideas can be safely unfinished

22:10 — Leadership presence over process

26:30 — Rethinking how and when strategy happens

30:45 — What operators can do differently tomorrow

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: The COO's Guide to The Jigsaw Puzzle Company. We are joined by Cameron Herold, he is the founder of the COO Alliance and author of the Second in Command.

We chat about the following:

1. How can a COO use the “jigsaw puzzle” metaphor to bring clarity and alignment to a fast-growing company?
2. What should a new COO actually do in their first 30, 60, and 90 days to build trust and avoid missteps?
3. How do COOs become the “leash, not the choke collar”, supporting visionary CEOs without slowing them down?
4. What simple systems can COOs introduce early on that create long-term impact without overwhelming the business?
5. How do you determine whether you’re truly operating as a COO… or actually a VP of Ops or GM in disguise?

References:

Cameron Herold

COO Alliance

YouTube Channel

Biography:

Founder of the COO Alliance & Invest In Your Leaders Course

Author of Vivid Vision & The Second In Command

Meet Cameron Herold, the mastermind behind the exponential growth of hundreds of companies. As the founder of the COO Alliance and the Invest In Your Leaders course, Cameron is a dynamic consultant who has coached some of the biggest names in business, including Sprint Telecom and a monarchy in the Middle East. Known as the "CEO Whisperer", Cameron has a reputation for guiding his clients to double their profits and revenue in just three years or less.

Cameron's entrepreneurial journey began at a young age, and by 35, he had helped build his first two $100 million dollar companies. But his greatest achievement came as the COO of 1-800-GOT-JUNK?, where he engineered the company's spectacular growth from $2 million to $106 million in revenue and from 14 to 3,100 employees - all in just six years.

Cameron is not just a successful business leader, but also a captivating speaker. The current publisher of Forbes magazine, Rich Karlgaard, stated "Cameron Herold is the best speaker I've ever heard...he hits grand slams”.

When he's not on stage, Cameron continues to teach through his Second In Command podcast and his bestselling books, including Vivid Vision, Meetings Suck, Free PR, Double Double, and The Miracle Morning for Entrepreneurs.

Cameron is a top-rated international speaker and has been paid to speak in 26 countries and on all 7 continents, including Antarctica in early 2022. He is also the top-rated lecturer at EO/MIT's Entrepreneurial Masters Program and a powerful and effective speaker at CEO and COO leadership events worldwide.

Summary:

00:03:35 – The COO as a jigsaw puzzle builder

00:11:29 – How to use AI as a COO (and where it goes wrong)

00:11:52 – Advice for the first 90 days

00:14:26 – Why early relationship-building matters

00:15:20 – “Be the leash, not the choke collar”

00:16:20 – How to say “no” without shutting people down

00:28:00 – What’s missing in EOS & how COOs fill the gap

00:32:42 – Pick satellite projects, not messy ones

00:33:16 – Avoid big disruptive changes early

00:36:00 – Are you really a COO… or something else?

00:59:23 – Final takeaway

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

It’s been a whirlwind of a season!

In this special wrap-up episode, Bethany and Brandon look back on the last ten weeks of The Operations Room — the highlights, lessons, and chaos that shaped Season 2 — and share a sneak peek of what’s coming in Season 3.

We reflect on:

• What it really feels like to step into a CEO role (and why it’s lonelier than expected).
• The intensity of leading through change — and learning to switch off when the buck stops with you.
• The balance between growth, leadership, and staying human.
• The power (and pain) of performance reviews done right.
• Why our next season will dive deep into AI, leadership, and rethinking operational strategy.

Plus, we reveal our guest line-up for Season 3 — including returning favourites like Keith Wallington and Cameron Herold, and new voices exploring AI, sales, and the future of strategy.

Love The Operations Room? Please support us by rating and reviewing it here.

You can also share your guest suggestions — one slot left for next season!

Summary

00:00 – Welcome and season recap

02:00 – Bethany’s first 90 days as CEO

07:30 – The reality of responsibility and loneliness at the top

11:50 – Brandon’s reflections on scaling a high-growth team

15:40 – Lessons from performance and salary reviews

20:00 – What’s coming next: AI, leadership, and puzzles vs OKRs

26:00 – Behind the scenes: planning the next season

28:00 – Our Substack

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: AI employees. We are joined by Matt Lhoumeau, Cofounder & CEO at Concord

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Matt Lhoumeau: 

1. How do you balance the need for structure with the chaos of fast-growing operations?
2. What happens when marketing becomes a true conversation rather than a one-way message?
3. Why are standards and expectations so critical to building trust in a growing team?
4. How can leaders create clarity without stifling creativity?
5. What’s the real difference between being busy and being effective?

References 

• https://www.linkedin.com/in/mattlhoumeau/
• https://www.concord.app/
• https://eu1.hubs.ly/H0lMWln0

Biography 

Matt Lhoumeau is the CEO and co-founder of Concord, the leading provider of AI-powered Agreement Intelligence solutions. With over a decade of experience transforming how businesses manage contracts, Matt helps operations leaders unlock strategic value from their agreements and turn contracts from cost centers into profit drivers.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

04:05 – AI tools and operational leadership.

08:05 – The power of systems thinking in AI bots

12:01 – Using AI to challenge you

15:16 – AI-first mantra

19:40 – Legal department AI substitutes

22:36 – Being a systems owner

24:30 – ChatGPT as a therapist

27:37 – Using AI to evolve and be durable

31:34 – How tools and frameworks are used over time.

34:58 – The balance between AI and human intervention

35:19 – Evolving with AI

37:05 – The right inputs

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: What scale up founders go through. We are joined by Jonny Burch, Designer turned Founder. 

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Jonny Burch: 

• How can rethinking the office itself completely change how people connect, collaborate, and feel part of a company?
• What happens when leaders stop managing people — and start designing environments where people can do their best work?
• Is your company culture something you say — or something you can feel when you walk through the door?
• What’s the real cost of ignoring the “unwritten rules” that shape how your team communicates and collaborates?
• How do you balance flexibility, belonging, and performance when your team is spread across screens and cities?

References 

• Https://linkedin.com/in/jonnyburch
• Https://jonnyburch.com
• hackweeks.com
• toy.studio
• foundupnorth.com

Biography 

Jonny Burch is a designer and exited founder exploring AI through a product lens. He scaled Deliveroo’s consumer design team and went on to found Progression, a platform focused on skills, personal development, and career growth. After raising over $6M from US and UK investors and successfully exiting in 2024, he's now taking time to reflect, supporting teams with AI adoption at hackweeks.com as well as incubating future products under his personal software practice toy.studio. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

06:30 – Maximizing time as a CEO

08:30 – Office culture and space design

10:30 – The CEO Roundtable Retreat

17:00 – Building trust as a COO and CEO

19:30 – Force multipliers and structure

21:00 – Why growth makes CEOs feel disconnected

22:30 – The SaaS Flywheel and diagnosing business health

26:30 – Delegation done right

27:30 – Becoming the CEO

30:00 – The emotional weight of leadership

31:45 – How leadership changes your brain

32:30 – The paradox of influence and isolation

33:30 – Knowing your limits

34:30 – Lessons for leaders

36:00 – Final reflections

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How storytelling can get you what you want. We are joined by David Pullan, author, speaker, coach, and gold miner.

Love The Operations Room? Please support us by rating and reviewing it here.

• We chat about the following with David Pullan: 
• How can leaders use storytelling to make their ideas unforgettable?
• What makes a message stick in people’s minds long after the meeting ends?
• Why do leaders often overlook the importance of how they communicate, not just what they say?
• How can storytelling build trust and psychological safety within teams?
• What practical steps can leaders take to transform everyday communication into moments of influence?

References 

• https://www.linkedin.com/in/david-pullan-4b0619a/
• www.thestoryspotters.com

Biography 

David Pullan and his wife and business partner, Sarah Jane McKechnie, first met in a rehearsal room over thirty years ago and have been collaborating ever since. From acting alongside Shirley MacLaine, performing for Henry Kissinger, and filming in the former Yugoslavia (with Robert Downey Jr dancing on the table), to cooking a chicken live on stage, their careers have been defined by spotting, shaping and sharing stories in unexpected ways.

Together, through their company The Story Spotters, they draw on their backgrounds as performers, coaches, scriptwriters and hypnotherapists to help clients master the communication moments that matter. Their book, The DNA of Engagement, offers a story-based approach to building trust and influencing change in today’s noisy corporate world.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:14:40 – Why stories matter more than facts

00:17:37 – Meeting people where they are

00:20:23 – How stories help ideas stick

00:23:04 – A leader’s process for shaping communication

00:28:27 – Common mistakes leaders make with storytelling

00:31:07 – Switching gears: the role of vulnerability

00:36:26 – How authenticity shapes perception

00:39:13 – Balancing emotion and logic in leadership stories

00:42:03 – Why psychological safety is essential

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Resilience in Organisations. We are joined by Aušrinė Keršanskaitė, Co-founder of Operations Nation.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Aušrinė Keršanskaitė: 

1. How can leaders tell the difference between true resilience and simply powering through burnout?
2. When is “just-enough process” better than perfect systems in a growing company?
3. Which of the five types of resilience—optimistic, stoic, pragmatic, active, or existential—do you rely on most at work?
4. What happens when imposter syndrome hits even the most experienced operations leaders—and how can you use it to grow?
5. Why might learning to walk away from the wrong role or battle be the most resilient decision of all?

References 

• https://www.linkedin.com/in/ausrine
• www.operationsnation.com

Biography 

Aušrinė Keršanskaitė is a seasoned operations leader, community builder, and connector at heart. With over a decade of hands-on experience guiding startups from scrappy pre-seed beginnings to thriving Series B stages, she knows firsthand what it takes to build strong foundations and empower people along the way.

For the past five years, Aušrinė has been the driving force behind Operations Nation, a community-powered knowledge hub that connects and empowers hundreds of operations leaders around the world. Operations Nation offers a safe, supportive space for ops professionals to share advice and “ops war stories,” helping each other survive, grow, and thrive in their careers.

A firm believer that operations is the backbone of every great company, Aušrinė combines her operational expertise with a deep passion for bringing people together and building community wherever she goes.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

05:00 — Balancing speed versus sustainability in scaling operations

11:00 — Timing back-office investments and compliance readiness

15:00 — Re-orgs, structural resilience, and organizational adaptability

17:00 — Introduction to the Five Types of Resilience framework

21:00 — Deep dive into each resilience type with personal stories

28:30 — Imposter syndrome and trusting your gut as a leader

33:00 — Redefining success and boundaries in operations roles

37:00 — Shared vulnerability and leadership resilience

39:30 — Final takeaway: putting your own oxygen mask on first

This podcast uses the following third-party services for analysis:

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In this episode we discuss: The intentional organization. We are joined by Mathias Meyer, The Startup CTO Coach, and Sara Hicks, Product Leader and Founder.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following: 

• How should leadership roles evolve as a company shifts from startup to scale-up?
• What’s the real cost of not shipping products regularly, beyond just revenue impact?
• How can meeting culture be reshaped to truly drive collaboration and outcomes?
• Where’s the balance between a CEO’s product vision and a COO’s operational priorities?
• How do you hire quickly for growth without compromising cultural fit?

References 

• https://www.linkedin.com/in/themathiasmeyer/
• https://intentionalorganization.com
• https://intentionalorganization.com/book
• https://www.linkedin.com/in/saralouhicks/

Biography 

Mathias Meyer is an executive coach, repeat startup founder, and writer based in Berlin. A former CEO and CTO, he has grown multiple remote teams to successful exits, including Scalarium (Amazon), Travis CI (Idera), and Reaction Commerce (Intuit). Today, through The Intentional Organization, he coaches and advises leaders navigating the challenges of scaling their businesses and themselves. Outside of work, Mathias enjoys nature, cultivating his vegetable garden, and fermenting produce.

Sara Hicks is a seasoned product leader and founder, having held senior roles at Yahoo!, Etsy, and Media Temple before launching her own company, Reaction Commerce, where she served as CEO until its acquisition by Mailchimp (later Intuit). Now based in Los Angeles, she partners with Mathias at The Intentional Organization, supporting founders and executives through coaching, mentoring, and facilitation.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:05:58 – Leadership in growth

00:08:21 – Shipping momentum

00:10:57 – Fixing meeting culture

00:14:47 – Scaling challenges

00:18:12 – Product alignment

00:24:30 – CEO/COO dynamics

00:31:05 – Trust as a leadership asset

00:37:40 – Vision vs. operations

00:41:15 – Hiring for fit

00:44:50 – Final reflections 

This podcast uses the following third-party services for analysis:

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In this episode we discuss: Navigating through an uncertain world. We are joined by Jillian Reilly, Author, Global change facilitator,  Keynote speaker, and International aid veteran. 

Love The Operations Room? Please support us by rating and reviewing it here.

• We chat about the following with Jillian Reilly: 
• What does it really take to be an effective facilitator of change within an organisation?
• How can operators lead confidently in uncertainty without overpromising outcomes?
• When should leaders rely on intuition over data—and how do they build that instinct?
• Can resilience be intentionally developed, or is it only forged through hardship?
• How do you balance empathy with accountability when leading teams through tough transitions?

References 

• https://www.linkedin.com/in/jillianreilly/
• https://jillreilly.substack.com/
• www.tenpermissions.com

Biography 

Jillian Reilly is a founder, writer, keynote speaker, and consultant with 30 years’ experience in social, organisational, and personal change across Africa, Asia, and Central Europe. She helps people navigate change and accelerate growth, and is the author of The Ten Permissions (forthcoming), which challenges outdated approaches to adult life in the 21st century. Her memoir, Shame: Confessions of an Aid Worker in Africa, reflects on her early career in international development. Jillian’s work has been featured in the Washington Post, Newsweek, and the LA Times, and her TEDx talk Vain Aid offers insights from the aid industry. She also created the Courageous Conversations podcast, funded by the Ford Foundation, spotlighting African activists.  

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:06:10 – Becoming a change facilitator

00:08:43 – Leading in uncertainty

00:10:46 – Trusting intuition

00:14:19 – Navigating profound change

00:18:29 – Leading without a grand vision

00:22:40 – Building resilience

00:28:15 – Reframing setbacks

00:35:50 – Holding onto purpose

00:42:10 – Empathy vs. accountability

00:44:05 – Final reflections

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: From red flags to green lights, making legal work for your scale-up. We are joined by Helen Goldberg, Co-Founder & COO, Fractional General Counsel, Startup & Scaleup Adviser, and Mentor.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Helen Goldberg: 

• How can founders avoid becoming the bottleneck when every decision passes through them?
• What should drive hiring decisions—current skill gaps or future strategic needs?
• How is the evolving role of marketing reshaping sales strategy and growth?
• Can AI truly transform legal and operational processes without compromising quality?
• What’s the most effective way to empower sales teams to take ownership of results?

References 

• https://www.linkedin.com/in/helen-goldberg-1339801/
• www.legaledge.co.uk

Biography 

Helen is COO at LegalEdge, working with CEO Donna to deliver fractional in-house counsel services for scaling companies. She focuses on using the right people, processes, and technology to simplify legal work, integrate it into operations, and ensure lean, scalable solutions. Passionate about avoiding “over-lawyering,” Helen champions pragmatic, commercial legal strategies that help clients prioritise what matters, manage risk, and close deals faster.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:03:41 – Founder decision bottleneck

00:08:24 – Smarter hiring

00:09:07 – Marketing’s new role

00:13:56 – AI in legal operations

00:15:25 – Scaling the team

00:16:49 – Sales team empowerment

00:17:10 – Contract management rules

00:17:31 – Quarter-end readiness

00:43:37 – Startup legal essentials

00:43:45 – Scale-up legal strategy

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode, we discuss: The pitfalls on the path to exit. We are joined by Dirk Sahlmer, Head of Origination at saas.group.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Dirk Sahlmer: 

• How should leaders balance ambitious growth metrics with the realities of current team capacity?
• When does leadership involvement cross the line into micromanagement—and how can you avoid it?
• Can offshoring and distributed teams truly maintain a unified culture and performance standard?
• What does a “bootstrap future” look like, and is it a viable model for scaling sustainably?
• How can a central operations team best support rapid growth without slowing innovation?

References 

• https://www.linkedin.com/in/dirksahlmer/
• https://www.saas.wtf

Biography 

Dirk Sahlmer is the Head of Origination at saas.group, a serial acquirer of small, capital-efficient SaaS companies. Known for his insightful LinkedIn posts and newsletter articles on SaaS industry trends and M&A topics, he is a respected voice in the SaaS community.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:07:06 – Measuring progress towards the future vision

00:10:30 – Leadership decisions in action

00:13:13 – Workforce shifts and offshoring

00:17:57 – The “bootstrap future”

00:20:49 – Building a central operations team

00:22:59 – Avoiding micromanagement

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How does AI change the approach to professional development?  We are joined by Anna Tavis, Clinical Professor and Chair of the Human Capital Management Department at NYU’s School of Professional Studies. 

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We chat about the following with Anna Tavis: 

• If career growth is no longer about climbing the ladder, how should we redefine success in professional development?
• Are our current learning systems truly preparing people for real work, or are they just ticking boxes outside the flow of everyday tasks?
• Could AI-powered coaching finally make professional development as personalised and responsive as a sports coach with their athletes?
• What happens to the manager’s role when AI takes over much of the supervision—does it free them to become genuine mentors?
• How do we ensure AI-driven development tools enhance equity and well-being, rather than deepen existing gaps?

References 

• linkedin.com/in/annatavis
• https://www.sps.nyu.edu/homepage/academics/divisions-and-departments/division-of-programs-in-business/human-capital-management/coaching-and-technology-summit.html
• https://www.amazon.com/Humans-Work-Practice-Creating-Workplace/dp/1398604232
• https://www.amazon.com/Digital-Coaching-Revolution-Employee-Development/dp/1398612510

Biography 

Dr. Anna Tavis is Clinical Professor and Chair of the Human Capital Management Department at NYU’s School of Professional Studies. Recognised on the Thinkers50 Radar (2020) and among the Top 100 Global Influencers in People Analytics (2023, 2024), she co-authored Humans at Work (2022) and The Digital Coaching Revolution (2024).

Her global career spans business, consulting, and academia, including senior roles at Motorola, Nokia, United Technologies, and AIG Investments, as well as faculty positions at Columbia University, Williams College, and Fairfield University.

Her Harvard Business Review articles, “HR Goes Agile” and “The Performance Management Revolution,” co-authored with Dr. Peter Cappelli, have been featured in HBR’s Must Reads, Definitive Management Ideas of the Year, and Agile: The Insights You Need.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:13:29 – Defining professional development

00:15:21 – Why traditional tools fall short

00:18:30 – AI-driven coaching in action

00:25:04 – Rethinking career growth

00:30:24 – Responsible AI rollout 

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Authenticity in Leadership. We are joined by Matthew Stone, from ME Consulting and Creating Liberating Working Cultures. 

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Matthew Stone: 

• What message are you sending when you cancel a one-on-one — and is it the one you want employees to hear?
• Could listening more than you speak be the simplest way to strengthen trust and engagement?
• One-on-ones aren’t just meetings — how can they become your most powerful tool for retention and inclusion?
• Without proper training, are managers unknowingly missing the real value of one-on-ones?
• How can ending every one-on-one with clear commitments turn talk into tangible results?

References 

• www.emeiconsulting.com

Biography 

Matthew has spent decades working with some of the world’s leading organisations supporting their cultural evolution. He has designed and led transformational programmes at Group Board and Executive level on an individual and team basis in the areas of leadership, strategy, delivery and performance management and has advised on the attraction, development and retention of leading industry talent.

Through his direct experience in multiple settings, he understands organisational ecosystems from Board to early careers and their associated challenges. A master coaching practitioner, 

Matthew has spent his life exploring and embracing techniques and philosophies from around the world committing his life to building and refining approaches to individual and collective development. These include an understanding of who we are and who we could be at depth, pathways that engineer our optimal development and the interplay of peer to peer development.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

18:14 – Curiosity over metrics in accountability conversations

31:06 – The starting point for emotional intelligence

35:28 – Building trust during onboarding

36:42 – The value of executive coaching

38:46 – Vulnerability as a leadership tool

41:26 – Preparing for difficult conversations

43:36 – One takeaway for leaders

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we chat about what's going on in our lives, share some life changing news, and announce the new seasoned approach.

Going forward, we'll be releasing 10 episodes at a time, starting June 5th 2025.

Join our WhatsApp community: https://chat.whatsapp.com/J8w0bDV0pBtHUPzlvmzTgb

Stay tuned!

This podcast uses the following third-party services for analysis:

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In this episode we discuss: the art and science of 1 to 1 meetings. We are joined by Dr. Steven Rogelberg, CEO, Board Member, Editor, Author, Chief Talent Officer, Director.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Steven Rogelberg: 

1. Are your one-on-ones actually driving engagement, or are they just another meeting on the calendar?
2. What message are you really sending when you cancel a one-on-one—and how does it impact employee trust?
3. Why is listening more than speaking the secret to making one-on-ones truly effective?
4. How can structured one-on-ones boost productivity, retention, and even inclusion within your team?
5. Are most managers failing at one-on-ones simply because they’ve never been trained to do them well?

References 

• https://www.linkedin.com/in/rogelberg/
• stevenrogelberg.com

Biography 

Dr. Steven G. Rogelberg is a Chancellor’s Professor at UNC Charlotte and a leading expert on meetings. An award-winning organizational psychologist, he has over 200 publications, 12,000+ citations, and received the prestigious Humboldt Award for his research. Adam Grant calls him the “world’s leading expert on how to fix meetings.”

His book The Surprising Science of Meetings appeared on 25+ “best of” lists, including The Washington Post’s #1 leadership book to watch. His latest book, Glad We Met: The Art and Science of 1:1 Meetings, has earned high praise, including recognition from SHRM and Forbes.

Rogelberg has been featured on CBS This Morning, CNN, BBC World, NPR’s Morning Edition, and major publications like The WSJ, NY Times, Bloomberg, and National Geographic. His keynotes have been delivered worldwide at top organizations including Google, Amazon, Pfizer, and the United Nations.

In 2022, he testified before the U.S. Congress and was the inaugural winner of SIOP’s Humanitarian Award.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

14:40 The Importance of One-on-Ones

17:48 Common Mistakes in One-on-Ones

23:40 Building Trust and Connection

26:51 Key Elements of Effective One-on-Ones

27:22 Surprising Insights from Research

30:34 Training and Supporting Line Managers

33:28 Creating a Culture of Effective Meetings

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Unlocking AI for Non-Technical Leaders. We are joined by Charlie Cowan, Founder of Kowalah and author of "How To Sell Tech" and “The Revenue Operations Playbook”.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Charlie Cowan: 

• Is AI more accessible than we think?
• What’s the difference between AI agents and workflows—and why does it matter for businesses looking to scale?
• How can organizations build their own AI-powered tools instead of relying solely on SaaS solutions?
• What role does leadership play in AI adoption, and why is AI literacy now a must-have skill for future executives?
• Can a simple “power hour” or habit shift really transform your productivity—and what does AI have to do with it?

References 

• https://www.linkedin.com/in/charliecowan/
• www.charliecowan.ai
• www.kowalah.com

Biography 

Charlie works with CEOs and senior leaders looking to embed AI behaviours across their organisation.

With a 25 year career in SaaS, consulting and enterprise sales, Charlie bridges the gap between AI technology and practical applied use cases that help teams work smarter and faster.

Charlie is the author of two books - How To Sell Tech and The Revenue Operations Playbook.

Charlie is the founder of Kowalah, an AI-powered platform that helps buying teams to run a great buying processes, pick the right vendors and reduce the fear of messing up.

Charlie built Kowalah as a solo-founder using AI development tools.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

26:36 Introduction to AI Adoption for Non-Technical Executives

027:16 Understanding AI Optimism vs. Pessimism

28:08 Defining AI Policies for Effective Implementation

29:52 The Concept of Agentic AI

31:23 Distinguishing Between Agents and Workflows

33:01 Building Effective AI Agents

37:49 Evaluating Future Tech Stacks for AI Integration

43:05 Empowering Leadership in the Age of AI

46:06 Navigating AI Tools for Policy Management

46:23 Crafting Effective Prompts for AI Tools

49:54 Building a Data Repository for Enhanced Insights

51:44 The Power Hour: Maximizing Productivity

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Is the COO the single source of truth? We are joined by Eric Collins, Investor, Serial Entrepreneur, CEO & Founding Member at Impact X Capital investing in underrepresented entrepreneurs; Author of We Don’t Need Permission (amzn.to/3Qp6G9d); & Host of Channel 4's The Money Maker.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Eric Collins: 

1. What makes the COO the true "source of truth" in scaling a venture-backed company?
2. How can COOs balance growth while CFOs maintain financial discipline—and why does this partnership make or break success?
3. Why is succession planning not just a CEO concern, but a critical step for every COO aiming to lead?
4. Can a COO ever match a founder's passion, or is their power found in something entirely different?
5. What does it really take for a COO to transition into the CEO seat—and what role does backfilling play in that journey?

References 

• https://www.linkedin.com/in/ericdcollinsba/?originalSubdomain=uk
• www.impactxcapital.com

Biography 

Eric Collins is a serial entrepreneur, investor, and host of Channel 4's The Money Maker. He’s held leadership roles at AOL, TimeWarner, SwiftKey/Microsoft, and Touch Surgery/Medtronic.

Appointed by President Obama to the Small Business Administration’s Council on Underserved Communities, Eric now serves on the boards of Cirata, UnLtd, Crux, and Autograph ABP. A sought-after speaker and Audi brand ambassador, he’s consistently featured on The Powerlist of influential Black Britons.

His award-winning book, We Don’t Need Permission (Penguin), advocates for investing in Black and underrepresented entrepreneurs as a powerful driver of social change.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

23:55 The unique role that the CEO plays in a scaling organisation 

28:05 The value of the COO next to the CFO

30:58 Progressing as a COO

33:11 CEO and COO Succession Planning

33:51 The Passion of Founders vs. COOs

39:56 Planning for Success as a COO

43:16 Setting the Agenda in Board Meetings

This podcast uses the following third-party services for analysis:

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In this episode we discuss: How to tackle mental health in an organization. We are joined by Chris Hatfield, Mindset & Well-being Coach.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Chris Hatfield: 

1. What if naming your anxiety was the first step to taking back control?
2. How can leaders foster vulnerability without losing authority?
3. Is your ‘stress container’ full, and how do you know when it’s overflowing?
4. Are we truly addressing the root of anxiety, or just applying quick fixes?
5. What if managing mental health was less about avoidance and more about sitting with discomfort?

References 

• https://www.linkedin.com/in/chrishatfieldsalespsyche/
• www.salespsyche.co.uk

Biography 

A sales mindset and well-being Coach and Author of Sales Psyche. With over 15+ years of experience working with the likes of Meta, Google, Salesforce, Experian and O2. Focused on supporting salespeople and leaders in developing a healthy and high performing mind. Also founded a run community, Run Your Mind, that is focused on mental well-being. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:31 Understanding Anxiety

16:52 The Nature of Anxiety in Men

19:14 Coping Mechanisms for Anxiety

20:36 Proactive vs Reactive Approaches to Anxiety

22:46 Identifying When Anxiety Becomes a Problem

25:10 The Importance of Vulnerability in Leadership

29:01 Understanding the Stress Container Exercise

36:05 The Importance of Reflection and Action

37:59 Tools for Managers to Address Anxiety

34:14 Creating a Mental Health Culture in Organizations

39:18 Training Managers for Mental Health Awareness

42:49 Sales-Specific Strategies for Managing Stress

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Jumpstarting your workplace culture. We are joined by Eric Stone, International Keynote Speaker | Award Winning Author | Expert in Building High-Performance Cultures | Empowering Leaders to Drive Engagement & Transform Workplaces

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Eric Stone: 

• Is your workplace culture truly driving success, or just a ‘flavor of the week’ experiment?
• How can leaders balance structure and empowerment without losing control?
• What does a simple story like ‘Johnny the Bagger’ reveal about ownership and impact at work?
• Are we equipping employees with the right tools and trust, or just expecting results without support?
• What makes relationships the hidden engine behind high-performance workplace cultures?

References 

• https://www.linkedin.com/in/eric-stone-clear-path/
• ericdstone.com and clearpathventures.com
• https://www.instagram.com/clearpathventures_/ c. https://www.facebook.com/profile.php?id=100040382190383 d. https://www.youtube.com/@ericdstone1/about

Biography 

ERIC D. STONE’S passion for business led him to an influential twenty-six-year career at the iconic rental car company Enterprise Holdings, where he quickly became one of the most decorated Regional Vice Presidents in the company’s history. His ability to connect and motivate employees from all different generations and demographics allowed his teams to sustain top-level results and a culture of pride. Eric attributes much of this success to his ability to create, ignite, and sustain a high-performance culture—one that enabled him to lead his teams through challenges like 9/11, the Great Recession, the COVID-19 pandemic, and the Great Resignation—along with an extraordinary ability to adapt to the unexpected and help others do the same.

Eric is the author of the award-winning book Jumpstart Your Workplace Culture and an international speaker on leadership, employee engagement, and creating high-performance organizations. He retired from Enterprise in 2018 and founded Clear Path Ventures, which specializes in guiding young professionals and businesses as they navigate their path to success.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

17:17 Core Thesis of 'Jumpstart Your Workplace Culture'

18:25 Understanding Employee Engagement

19:04 Building Strong Relationships in the Workplace

20:17 Leadership's Role in Workplace Culture

23:57 Effective Communication Strategies

26:54 The Johnny the Bagger Story: A Lesson in Ownership

30:05 Empowerment vs. Accountability in Leadership

31:04 Balancing Standardization and Empowerment

32:33 Ego and Leadership: Letting Go of Control

34:18 Identifying and Nurturing Culture Carriers

36:12 The Importance of Clear Communication and Culture 

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Making AI happen in 2025 for your organization. We are joined by Charlie Cowan, Author of "How To Sell Tech" and “The Revenue Operations Playbook”.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Charlie Cowan: 

• How can professionals stay updated in an era where AI is rapidly disrupting industries like sales and marketing?
• With AI advancing faster than its everyday adoption, how can businesses bridge the gap between innovation and practical implementation?
• How can non-developers leverage AI tools to accelerate product development while overcoming emotional and technical challenges?
• In a world where restrictive AI policies hinder adoption, how can organisations balance data privacy concerns with fostering innovation?
• Rather than replacing jobs, how can AI be used to supercharge teams, enhance leadership effectiveness, and drive productivity?

References 

• https://www.linkedin.com/in/charliecowan/
• charliecowan.ai
• https://v0.dev/
• https://replit.com/ai
• https://lovable.dev/
• Bolt.new
• https://www.cursor.com/
• https://codeium.com/windsurf
• https://notebooklm.google.com/

Biography 

Charlie Cowan helps organisations accelerate AI adoption, guiding CxOs in embedding AI-driven processes to unlock new opportunities. As the founder of Kowalah, an AI-powered buying platform, he built the business from scratch—without prior coding experience—using AI tools. Now, he shares his journey to inspire others to embrace AI innovation.

An author of four books on sales, revenue operations, and go-to-market strategy, Charlie provides practical insights for scaling startups and sales teams. Passionate about AI and business transformation, he continues to drive conversations on the future of AI adoption and leadership.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

20:13 Introduction to Charlie Cowan and His Journey

23:14 The Impact of AI on Business and Personal Reinvention

25:35 Building Koala: The Journey of a Non-Developer

28:00 Navigating Challenges in AI Development

30:48 Balancing Consulting and Product Development

31:27 Leveraging LinkedIn for AI Insights

32:40 The AI Bubble and Company Policies

34:55 Embracing AI: Opportunities and Risks

41:28 Transforming Organisations with AI

44:02 Innovative Tools for Information Management

46:38 Practical AI Applications in Leadership

49:23 Final Thoughts on AI and Automation

This podcast uses the following third-party services for analysis:

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In this episode we discuss: how to implement the first team concept. We are joined by Cassie Young, General Partner at Primary Venture Partners, and seasoned SaaS CRO/CCO.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Cassie Young: 

• How can leaders ensure that their "first team" prioritises organisational success over individual functions?
• What steps can teams take to align incentives and build trust to resolve conflicts more effectively?
• How does empathy in communication and transparency enhance team dynamics, especially in structured yet flexible meeting cadences?
• Why is developing P&L fluency and understanding market dynamics essential for senior executives, and how can organisations address these gaps?
• How can leaders strategically network and cascade critical insights to maintain clarity and alignment within teams?

References 

• https://www.linkedin.com/in/cassyoung/
• https://www.primary.vc/

Biography 

Cassie Young is a General Partner at Primary Venture Partners, a $1B AUM early-stage venture capital firm in New York, backing companies like Chief, Alma, and K Health. She leads B2B software investments and oversees the firm's portfolio impact team, the largest of its kind among seed funds globally.

Previously, Cassie was Chief Customer and Commercial Officer at Marigold (formerly CM Group), where she led global operations and strategy across a portfolio of marketing tech brands, following Marigold’s acquisition of Sailthru in 2018. At Sailthru, she held multiple executive roles, ultimately serving as Chief Revenue Officer. Earlier, she led marketing and analytics teams at GLG, Savored (acquired by Groupon), and TheLadders, starting her career as an analyst at Citigroup.

A Duke graduate with an MBA from Tuck School of Business at Dartmouth, where she earned the Dero Saunders Award, Cassie is passionate about advancing women in leadership. In 2023, she launched On the Business, a program helping hundreds of senior women in software enhance their P&L fluency and boardroom skills.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

08:12 Introduction and Context Setting

19:17 Understanding the Concept of First Team

21:00 The Importance of Team Dynamics

21:35 Creating a First Team Mindset

23:00 Fostering Cross-Functional Collaboration

24:13 Aligning Incentives for Team Success

28:25 Overcoming Pushback on Team Engagement

31:12 Communicating with Empathy

34:04 Effective Meeting Cadences

41:03 Navigating Conflict and Accountability

42:23 Essential Skills for Executives

46:06 The Role of Founders and Leadership Styles

48:43 The Importance of Alignment and Communication

This podcast uses the following third-party services for analysis:

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In this episode we discuss: What is a COO's strengths and gaps? We are joined by Divinia Knowles, The COO Coach. 

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following: 

• How do COOs turn their knowledge gaps into strengths through experience?
• What can personality tests like the Enneagram teach us about effective COOs?
• How do COOs balance servant leadership with the challenges it brings?
• What’s the secret to building a powerhouse CEO-COO relationship?
• How can COOs use self-awareness to grow as leaders and advisors?

References 

• https://www.linkedin.com/in/diviniaknowles
• www.daijo.io
• www.cooroundtable.com

Biography 

Divinia Knowles is an accomplished operator and coach with extensive experience supporting startup and scale-up COOs, CEOs, and leadership teams through growth, exit, and beyond. With a career spanning roles as COO, CFO, CEO, and Board Advisor, Divinia has worked with companies like Pact Coffee and Mind Candy, helping scale global brands and drive success.

As the founder of the London COO Roundtable, Divinia has built a thriving network for operational leaders. Since 2017, she’s coached over 150 executives, combining advanced coaching accreditation with expertise in organizational psychology, resilience, and team dynamics.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:42 Exploring COO Strengths and Weaknesses

26:36 Personality Types and Archetypes in Leadership

28:09 The Shadow Side of COOs

29:06 Servant Leadership

30:21 The Relationship Between COOs and CEOs

35:24 Ruminating vs. Acting: Different Leadership Styles

37:24 Embracing Public Speaking and Thinking on Your Feet

39:28 The Ruminator: Processing Information Over Time

41:04 The Caregiver Archetype in Leadership

45:39 Balancing Empathy and Performance Management

47:54 The Nature of Relationships in Leadership

48:44 Directness and Good Intent in Communication

49:33 Embracing Self-Awareness and Personal Growth

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This podcast uses the following third-party services for analysis:

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In this episode we discuss: What is a COO's strengths and gaps? We are joined by Divinia Knowles, The COO Coach. 

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We chat about the following: 

• How do COOs build trust with key decision-makers while staying behind the scenes?
• What’s the secret to thriving in a role that demands constant adaptability?
• How can COOs master resource allocation when scaling feels chaotic?
• Why is being an external spokesperson a game-changer for COOs?
• How do COOs and CEOs create a partnership that drives success?

References 

• https://www.linkedin.com/in/diviniaknowles
• www.daijo.io
• www.cooroundtable.com

Biography 

Divinia Knowles is an accomplished operator and coach with extensive experience supporting startup and scale-up COOs, CEOs, and leadership teams through growth, exit, and beyond. With a career spanning roles as COO, CFO, CEO, and Board Advisor, Divinia has worked with companies like Pact Coffee and Mind Candy, helping scale global brands and drive success.

As the founder of the London COO Roundtable, Divinia has built a thriving network for operational leaders. Since 2017, she’s coached over 150 executives, combining advanced coaching accreditation with expertise in organizational psychology, resilience, and team dynamics.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

04:49 Introduction to COO Strengths and Weaknesses

19:23 Exploring COO Strengths

20:33 Identifying Gaps in COO Skills

21:22 The Role of External Spokesperson

26:37 Resource Allocation Challenges for COOs

31:16 Understanding Financial Reports and Business Metrics

32:44 The Importance of Financial Forecasting

31:23 Exploring Business Models and Metrics

40:18 Future-Facing Opportunities in Business

46:04 Strengths-Based Management and Just-in-Time Learning

This podcast uses the following third-party services for analysis:

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In this episode we discuss: a COO's journey to a Google exit. We are joined by Shane Harris, Former COO @ Cameyo. 

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We chat about the following with Shane Harris: 

• What role does sustainable growth, cash flow positivity, and dynamic budgeting play in a company’s success?
• How can company culture and strategic alignment influence decision-making and long-term growth?
• Why is understanding customer lifetime value and identifying productive customers critical for sustainable business strategy?
• What steps should startups take to prepare for a successful exit?

References 

• https://www.linkedin.com/in/shanecharris

Biography 

Shane is a seasoned tech executive with a passion for building high performance teams, optimizing business systems and establishing KPI frameworks that drive scalable growth. As COO of enterprise software company Cameyo, acquired by Google, he has a proven track record of strategic leadership through scale and exit. Prior to Cameyo, Shane led operations and helped grow Vasion (formerly PrinterLogic) from 13 to 300+ employees and over 35x revenue growth. Shane has an MBA from Duke University where he graduated at the top of his class.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

06:46 Introduction

27:05 Startups, goals, and roadmaps

28:07 No frills

28:49 Cameo's Exit Strategy and Company Culture

30:42 Exit strategies

32:18 The Value of Bootstrapping vs. Funding

33:54 Navigating Growth Paths and Strategic Decisions

35:26 The Role of Operations in Business Success

39:38 Preparing for Acquisition: Metrics and Data

42:58 Stages of Development and Strategic Objectives

47:40 Lessons Learned for Future Exits

This podcast uses the following third-party services for analysis:

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In this episode we discuss: Patents and IP strategy for Scaleups. We are joined by Jon Calvert, IP strategy expert.

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We chat about the following with Jon Calvert: 

1. How can startups effectively protect their innovations through intellectual property (IP)?
2. What are the key differences between patents, copyrights, and trade secrets, and when should each be used?
3. How can a well-crafted IP strategy enhance a startup's valuation during funding rounds or mergers and acquisitions?
4. What steps should startups take to meet the criteria for patentability, such as novelty and inventiveness?
5. How can education and awareness about IP help startups maximize its value and explore alternative financing options like IP asset-based lending?

References 

• https://www.linkedin.com/in/joncalvert/
• www.clearviewip.com
• https://www.deloitte.com/au/en/services/financial-advisory/perspectives/deloitte-ip-360-survey.html

Reading list:

Protecting Intellectual Property: What Startups Need To Know

What is Intellectual Property? 

IP Competitive Benchmarking — ClearViewIP

IP Due Diligence — ClearViewIP

IP Sales, Licensing & Tech Transfers — ClearViewIP

IP Valuations — ClearViewIP

Valuing Intellectual Property Assets

Biography 

A globally recognised IP Strategist, Jon helps clients drive business value and competitive advantage through effective management of their intangible assets. Jon has advised investors, Boards and C-suite executives on hundreds of transactions and built winning Value Creation and Risk Management strategies for some of the World’s most innovative and successful organisations.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

03:07 Introduction to Intellectual Property and Its Importance

14:22 Understanding Patent Types and Their Roles

16:33 When Should Startups Consider Patents?

19:35 What is Patentable? Exploring Novelty and Inventiveness

23:15 User Interface Design and Intellectual Property

25:25 Building an IP Strategy for Startups

27:52 The Role of IP in Funding Rounds

35:37 IP Asset-Based Lending: A Financial Strategy

38:39 Valuing Intellectual Property for Buyers

43:56 Final Thoughts on IP Education and Strategy

Additional Resources

Short essential e-learning:

WIPO Academy: DL001E - DL-001 Primer on Intellectual Property

EPO Course: IP strategy 

Further learning:

Academy Course Catalog

DL-170 Specialized Course on the Essentials of Patents

DL301E - DL-301 Patents

DL-302 Trademarks, Industrial Designs and Geographical Indications

DL-450 Intellectual Property Management

This podcast uses the following third-party services for analysis:

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In this episode we discuss: What you need to know about ESOPs. We are joined by John Fraser, Financial Director for PEAK.

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We chat about the following with John Fraser: 

1. How can companies effectively educate employees to ensure the success of their ESOPs?
2. What steps should organizations take to navigate the complexities of share options and stakeholder involvement?
3. How can companies balance basic implementation steps with long-term implications when designing share schemes?
4. At what point should companies transition from spreadsheets to dedicated tools for managing share data?
5. What are the best practices for communicating compensation strategies and leveraging resources like the Index Ventures report?

References

• https://linkedin.com/in/john-fraser-a1bb8876

Biography 

John Fraser brings a wealth of experience with over 20 years in finance and accounting. He spent 4 years specializing in VAT with HMRC and 10 years in the oil and gas industry, working with a NYSE-listed company in diverse roles spanning statutory reporting, management accounting, FP&A, internal audit, and controllership. For the past 6 years, he has been a key contributor at Peak, leveraging his expertise to drive financial excellence.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

19:52 Introduction to ESOP and Its Evolution

21:17 Navigating the Initial Steps of ESOP Implementation

24:05 The Importance of Employee Education and Communication

26:07 Challenges in Seeking External Support for ESOP

26:58 Strategic Considerations for Future-Proofing ESOPs

29:00 International Considerations and Cross-Border Challenges

32:21 Choosing the Right Share Management Tools

40:12 Final Thoughts and Key Takeaways

This podcast uses the following third-party services for analysis:

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In this episode we discuss: How to prepare for an IPO. We are joined by Trecilla Lobo, Chief People Officer, board member, advisor, and mentor to other people leaders. 

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We chat about the following with Trecilla Lobo: 

• How can your organisation prepare early for the IPO journey, ensuring alignment across teams and addressing unique challenges in advance?
• What steps can you take to foster collaboration and effective communication among all stakeholders during the IPO process?
• How to address the cultural shifts and employee retention challenges?
• What strategies should be implemented to ensure compliance with regulatory requirements and adapt share schemes effectively for the post-IPO landscape?
• What does a clear and actionable post-IPO strategy look like for your organisation, and how will it guide long-term success?

References 

• https://www.linkedin.com/in/trecillalobo
• https://resources.ledgy.com/ipo-readiness-playbook

Biography 

People Leader with 20+ years of experience building, scaling, and transforming  VC/PE backed companies (fintech, biotech, B2B, and B2C) through their people.  With a strong track record of exits including IPO.  I grew my career in the people function with listed companies and transitioned those skills to building companies with a strong scaling and transforming smaller high-growth tech companies across multiple locations from 100+ to 2,500+. 

Experience of Fintech, Biotech and deep tech.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

20:18 What is unique about the IPO journey

21:04 What happens to the people after an IPO?

22:16 Key Work Streams in IPO Preparation

25:50 Post-IPO Challenges and Cultural Shifts

28:49 Preparing for Exit Events: IPO vs. Acquisition

31:00 Best Practices for Early IPO Preparation

39:33 Share options

40:40The Role of External Expertise in IPOs

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How do you actually create a high performance culture? We are joined by Andrew Richardson, Managing Partner at Foundation Partners

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We chat about the following with Andrew Richardson: 

1. What does high performance truly mean in the context of your organisation, and how can it be clearly defined to align with its goals?
2. How can a culture of ownership, where employees feel empowered yet aligned with organisational objectives, be fostered to enhance motivation and success?
3. In what ways can feedback and challenges be incorporated into daily management practices to ensure they are continuous, constructive, and impactful?
4. How can leaders balance the focus on results and behaviours to create an environment of abundance, reducing competition and fostering collaboration among team members?
5. What role should managers play in transforming performance management from a task-oriented system to a behaviour-changing practice that supports team development and success?

References 

• linkedin.com/in/andrew-richardson-34404b33
• www.foundationpartners.co.uk

Biography 

Andrew is the Co-founder & Managing Partner of Foundation Partners, an EU-focused People, Talent & HR Consultancy. The group has worked with over 200 high-growth technology companies and venture funds over the last 7 years. 

Early in his career, he scaled award-winning technology consulting company La Fosse from 10-250 people. He went on to be Co-founder of Eka Ventures a $100m Consumer technology venture fund. Most recently he was Director of People & Ops for Napo, a growth stage technology company. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

6:32 Introduction to Performance Management

22:50 What are the three things a company can do to encourage high performance? 

23:52 Defining High Performance Culture

24:54 Ownership

26:21 Facilitating Results in Organizations

27:15 Creating an Abundant Work Environment

28:35 Focus

29:26 Creating a Culture of Abundance

32:20 Rethinking Performance Management

34:20 The Importance of Continuous Feedback

35:36 Ownership

41:40 Documentation in Performance Management

43:30 High performance vs values

45:56 Key takeaways

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: The State of the European Venture Market. We are joined by Simon Menashy, Partner at MMC Ventures.

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We chat about the following with Simon Menashy: 

• The European VC market’s significant changes in the last few years.
• Sustainable growth prioritised over growth at all costs.
• What are the main challenges the software market is facing?
• What are realistic exit expectations? 
• What are the crucial components for a successful exit?

References 

• www.linkedin.com/in/simonmenashy

Biography 

Simon Menashy is a Partner at MMC. He specialises in AI-related investments, and has led deals such as Ably, Senseye and Signal AI.

Simon joined MMC in 2011. He is a member of the Investment Committee and co-leads the investment team. As one of the most active AI investors in the European early-stage venture market, Simon has led, sponsored or worked on close to 150 deals with more than 60 companies over the past decade.

Simon believes AI innovation will happen at multiple layers of the tech stack, and is focused on investments from the application layer down to the data pipelines that feed the models. 

Simon’s background is in tech and media strategy consulting at Deloitte. He holds a degree in Physics and Space Research and previously started an IT consulting business.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

16:49 The Evolution of the European VC Market

18:39 Navigating the New Normal in Funding

22:02 The Software Market's Challenges and Opportunities

26:13 Where should COOs be looking and how should they be pitching themselves?

27:21 Identifying Hot Areas for Investment

27:45 The Role of COOs in Today's Market

28:29 The State of Exits in the VC Landscape

30:39 Resetting Expectations for Exits

36:54 The Future of the VC Ecosystem

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: what should the marketing tech stack look like in 2024. We are joined by Mark Farnell, Head of Marketing Operations at DeepL.

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We chat about the following with Mark Farnell: 

• How is AI impacting marketing operations? 
• Where to start with building a marketing tech stack.
• Why it's important to consider the complexity and scalability of current platforms.
• Regularly reviewing and optimising the marketing tech stack is crucial for success. Use the first year or two to understand if a tool is a long-term solution before committing to a multi-year contract.
• What value does Intent data platforms provide? 
• Why sales enablement is crucial for getting the most value out of marketing automation tools.
• The build vs. buy decision based on your current situation and long-term plans.

References 

• https://www.linkedin.com/in/markfarnell/

Biography 

A senior marketing operations leader with more than 12 years experience in marketing technology and process. I build and scale the platform and insight needed to understand and grow predictable pipeline.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

6:42 Introduction and Background

17:36 The Impact of AI on Marketing Operations

18:01 Challenges of AI in Marketing Content

19:02 The Value of AI in Marketing

20:26 Building a Comprehensive Marketing Tech Stack

23:26 Vendor Management and Tech Stack Optimisation

24:29 Introduction and the Importance of Long-Term Tool Evaluation

25:44 Essential Tools for a Startup's Series A Toolkit

34:39 Challenges and Value of Intent Data Platforms

35:08 The Build vs. Buy Decision

37:14 Importance of Clean Data and Data Research Approaches

39:14 Key Takeaway: The Importance of Data

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: Executive compensation and option grants. We are joined by Daniel Harris, Exec Compensation Partner.

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We chat about the following with Daniel Harris: 

• What to consider when negotiating equity packages.
• What are the different equity schemes, such as sweet equity, and their implications?
• When to be aware of with tax implications and when to seek expert advice.
• Paying attention to strike prices and their impact on the value of equity.
• How to align incentives and interests between founders, management teams, and employees.
• Is it possible to ensure alignment between company strategy and compensation structure?

References 

• www.linkedin.com/in/daniel-harris-a7333511
• www.pwc.com

Biography 

I lead the Reward team in the Regions and have over 20 years’ experience of advising companies (both public and private/ private equity backed) and their remuneration committees on all aspects of executive compensation, including the design and implementation of tax efficient and commercially effective pay structures and management incentive plans in the UK and overseas.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

13:56 Introduction and Relevance of the Topic

02:43 Exploring Different Equity Schemes

24:33 Equity Structures in Different Stages of a Company's Lifecycle

26:47 Considerations for US Taxpayers in Negotiating Equity Packages

30:56 Key Elements of a Good Equity Package

34:13 Changes in Strike Prices and EMI Scheme in the UK

36:16 Balancing Performance-Based Vesting

39:45 The Benefits of Accelerated Vesting

41:00 Understanding the Differences in Equity Compensation Systems

41:57 Main Takeaways

This podcast uses the following third-party services for analysis:

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In this episode we discuss: What leadership lessons we can learn from the military. We are joined by Ben Read, Founder & CEO of Redeployable, and Andy Wright, Consultant. 

We chat about the following with Ben Read and Andy Wright: 

• How can trust and delegation enhance command and control in leadership?
• What behaviours and actions are essential for building trust and psychological safety within a team?
• How do confidence, humility, and self-regulation impact leadership effectiveness in high-pressure environments?
• What role does continuous learning and development play in personal and professional growth for leaders?
• How can leaders use mistakes as opportunities for improvement while maintaining team trust and integrity?

References: 

• https://www.linkedin.com/in/ben-read-7681b8161/

Biography: 

Ben is the founder and CEO of redeployable, and has spent over 10 years in the military as part of the Royal electrical and mechanical engineering unit. 

Andy Wright is the former regional VP for Salesforce, and also spent over 20 years in the military as a pilot.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Background

18:56 Command and Control in the Military

20:23 Translating Military Values to the Business World

22:26 Building Trust and Psychological Safety

24:24 Psychological Safety and Leadership

29:21 Leadership Under Duress

30:02 Self-Regulation and Understanding Your Role

34:03 Training, Education, and Development

37:32 The Importance of Humility in Leadership

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How to hire for excellence. We are joined by James King, Author of 'Accelerating Excellence'.

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We chat about the following with James King: 

• How can we align talent identification with individuals' strengths, interests, and values to maximise performance?
• How can cognitive tests and psychological profiling improve our ability to assess baseline skills and training potential?
• What role do simulations and role plays play in assessing candidates for specific roles effectively?
• How can focusing on concordant goals and real-life scenarios reduce bias and improve talent identification outcomes?
• What strategies can we implement to ensure a rigorous and comprehensive assessment process across multiple roles?

References: 

• https://www.linkedin.com/in/acceleratingexcellence/
• https://jamesaking.com

Biography: 

King is the bestselling author of 'Accelerating Excellence- The Principles that Drive Elite Performance’. James is a trusted advisor to elite military units, owners, leaders and superstar athletes (EPL, NFL, NBA, MLB and NHL).

Within business he has built, managed, led talent identification and development programs within derivatives trading that have generated billions of dollars in net profit. 

James has presented case studies on his successes at the University of Oxford, Harvard University, Princeton and the Massachusetts Institute of Technology (MIT).

King is the host of 'The Accelerating Excellence' Podcast. Guests have included General Stanley McChrystal, Mark Shapiro and Sir Clive Woodward.

King holds a first-class degree in Applied Sports Science and an MSc in Performance Psychology, both from the University of Edinburgh.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Overview

15:59 The Science of Excellence and Performance Sciences

16:48 The Importance of Talent Identification

18:33 Identifying the Parts that Matter for Excellence

20:37 The Concept of Concordant Goals

21:00 Assessing Baseline Abilities and Responsiveness to Training

22:59 Designing Simulations and Role Plays for Assessment

26:15 Making the Assessment Process Hard and Accurate

29:34 Tricks of the Trade in Talent Identification

30:00 Simulating Real-Life Scenarios for Evaluation

34:37 Implementing a Rigorous Assessment Process for Multiple Roles

38:02 Taking Ownership of the Talent Identification Process

39:47 Resources

42:34 Main takeaways

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: How do you build trust across the organisation? We are joined by Nellie Wartoft, CEO, Founder of Tigerhall and Chair of the Executive Council for Leading Change.

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We chat about the following with Nellie Wartoft: 

• Why trust is a crucial element in building successful organisations.
• How leaders can give trust before they can receive it.
• Why transparent and authentic communication is key to building trust.
• The importance of constant communication.
• Transparency around the pros and cons of change.
• Leaders need to adapt and change as their companies grow, understanding that what worked in the past may not work in the future.
• Why building trust and creating a psychologically safe environment are essential for effective communication and collaboration.
• What is the effect of Virtual backgrounds on trust?
• The importance of setting the right example. What is the right example?

References 

• https://www.linkedin.com/in/nelliewartoft/
• https://tigerhall.com/

Biography 

Nellie Wartoft, CEO and founder of Tigerhall since 2019, aims to overhaul how large enterprises approach driving change, transformation and knowledge sharing. With expertise from leading Sales & Marketing at Michael Page, she recognized the clash between traditional communication and modern content consumption, inspiring Tigerhall’s creation. Under her leadership, Tigerhall gained global recognition, attracting Fortune 500 firms and securing over $10 million in venture capital. Tigerhall operates in 32 countries and 12 markets, facilitating organisational engagement that drives buy-in and support for change and transformation initiatives.

Nellie’s entrepreneurial prowess earned her acclaim, including recognition on the 2021 Gen T list of Leaders of Tomorrow. Additionally, she’s a Swedish National Champion in skeet shooting and contributes to industry development on boards like the Swedish Chamber of Commerce Singapore. Driven by innovation and a global outlook, Nellie continues to lead Tigerhall in transformative change, solidifying her legacy as a visionary in technology and business.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction and Background

17:23 The Importance of Trust in Organisations

18:57 Giving Trust to Receive Trust

21:19 Transparent and Authentic Communication

25:50 Treating Bad News as an Education Opportunity

32:26 Two-Way Feedback Loops and Instant Communication

34:45 Communicating Even When There Are No Updates

36:19 Transparency in Change

38:30 The Impact of Virtual Backgrounds on Trust

39:46 Understanding Psychological Safety

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: The Evolution of a COO: From Doing to Coaching. We are joined by Andrew Robb, Marketplace & Technology Executive, Board Member & Investor

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We chat about the following with Andrew Robb: 

• What does it take to scale a company?
• How does the role of the COO evolve? 
• What does it take to stay engaged and motivated in a role for a long time?
• Focus on what you can control and don't lose sleep over things outside of your control.
• Scaling culture requires clear goals, accountability, and a strong hiring process.
• Be thoughtful about culture, but don't overcomplicate it. It will naturally develop with the right people.

References: 

• https://www.linkedin.com/in/andrewrobb/

Biography: 

Andrew has 25 years’ experience as an executive in technology companies, notably Farfetch where he served as Chief Operating Officer for 10 years until 2020, prior to which he founded fashion ecommerce business Cocosa following time at eBay and in strategy consulting with Gemini in the 1990s. He is currently Chair of edtech business Twinkl and Non-Executive Director of 1stdibs in the US and Carwow and GetHarley in London. He also is a non-executive advisor to the Ministry of Justice. He holds an MBA from INSEAD and a BA Law from Oxford University.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

16:00 Introduction and Background

18:48 The Three Stages of CEO Evolution

20:08 Transitioning to a Coaching Role

20:49 The Importance of Feedback and Results

23:15 The Power of Executive Coaching

29:11 Staying Engaged and Motivated in a Long-Term Role

30:36 Navigating Challenges and Low Points While Scaling

32:12 Scaling Culture: Clear Goals, Accountability, and Hiring

45:23 Patience and Personal Development for Long-Term Success

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: What can companies do to become more inclusive, equitable and diverse? We are joined by Audrey ROOFEH, Founder & CEO Mariana Strategies-Tory Burch Foundation Fellow-DEIA lead

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We chat about the following with Audrey Roofeh: 

• What are the crucial components for implementing effective DEI policies?
• Why investing in middle managers and equipping them with skills in emotional intelligence, conflict management, and building psychological safety is essential.
• What does the retention of diverse talent require? 
• How leadership can become more comfortable and capable in discussing DEI topics.
• How to take action on DEI.

References 

• https://www.linkedin.com/in/roofeh/
• www.marianastrategies.com
• youtube.com/@mariana_strategies/

Biography 

Audrey Roofeh is the CEO of Mariana Strategies, a workplace culture consulting firm focused on creating safe and inclusive workplaces. We make it possible to have the important, difficult conversations that drive change. 

In 2017 when #MeToo hit, Audrey quit her job managing a team of lawyers at a non-profit to start Mariana Strategies. From the beginning, her goal was to help organizations build and sustain workplaces where people feel valued, trusted, and able to be their authentic selves - without harassment, discrimination, or other all too prevalent workplace challenges. 

Since then, Audrey and her team has worked with government agencies, non-profit clients, and private sector businesses in the US and beyond. 

The best thing any client has said about Audrey is that she makes hard conversations easy to have. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction

19:22 The Importance of Policies and the 'Boring Stuff'

20:28 The Role of Leadership in Promoting DEI

25:35 Equipping Middle Managers for DEI Success

31:31 Measuring Progress and Taking Action to Subvert Biases

33:52 Creating an Inclusive Environment

39:11 Using Empathy to Address Inclusion Challenges

42:49 Resources

44:33 Taking Action on DEI

This podcast uses the following third-party services for analysis:

Podcorn - https://podcorn.com/privacy

In this episode we discuss: When it is the right time to quit. We are joined by Eleena Broadfoot, Advisor and Executive Coach. 

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We chat about the following with Eleena Broadfoot: 

• What are the important factors to consider when deciding to leave a job.
• Adding value to the business and making a meaningful impact should be a priority.
• Leaving a job requires careful planning and consideration of personal and professional factors.
• Why is identity so closely tied to job titles?
• What is a good time to reassess your learning and value-add opportunities in a high-growth company?
• How to leave a positive legacy for the team. 
• Be curious and open to new opportunities, and have conversations with recruiters and friends in different industries to explore potential career paths.

References: 

• linkedin.com/in/eleena-broadfoot

Biography: 

Most recently CFO at Beauty Pie, Eleena has over 20 years’ experience in senior finance roles at Virgin, Trainline & Funding Circle amongst others, working alongside leadership teams of both high-growth startups and global groups. Her experience of working with founders and their teams as a CFO and NED has provided her with some fantastic opportunities to reach beyond the traditional finance remit and enabled her to use her skills and knowledge to create value and deliver strategic insight to help drive growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction

28:29 Welcoming Alina Broadfoot

29:50 Lessons Learned

32:26 Deciding When to Leave a Job

34:37 The Tipping Point: Leaving Virgin for Train Line

34:59 Navigating Job Titles and Social Expectations

37:33 The Right Time to Leave a VC-Backed Company

41:55 Leaving a Positive Legacy and Smooth Transition

42:47 Embracing Curiosity and Exploring New Opportunities

This podcast uses the following third-party services for analysis:

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In this episode we discuss: fractional COO, is it worth it? We are joined by Karina Mikhli, Founder, Fractionals United.

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We chat about the following with Karina Mikhli: 

• What is the role of a fractional COO?
• How difficult is it to find a role as a fractional COO? 
• What is crucial for winning fractional COO roles?
• What are the channels of entry for fractional work? 
• What should pricing and structuring fractional work be based on? 

References: 

• https://www.linkedin.com/in/karinamikhli/
• https://www.karinamikhli.com/

Biography: 

Karina Mikhli is a Community, Professional Services/Development, and SaaS Fractional COO; Workflow Consultant; and Founder of Fractionals United. She has almost a decade of experience building, optimizing, and scaling small to mid size businesses and although she can (and has) managed and optimized most functions, she provides the most value by leading and focusing teams and streamlining and optimizing systems. Karina works best with founders looking for a right-hand partner who will manage and run the business while they focus on their areas of strength and interest.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Background

20:40 The Popularity of Fractional COO Work

26:09 The Challenges of Finding Fractional Work

28:20 Managing Multiple Fractional COO Roles

29:09 Defining Fractional COO Roles

32:49 The Importance of Business Development and Networking

34:39 Pricing and Structuring Fractional Work

36:38 Navigating Health Insurance as a Fractional Executive

37:57 Transitioning from Full-Time to Fractional Work

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In this episode we discuss: how to be a COO in today's complex world. We are joined by Jennifer Geary, Seasoned C-Suite executive across multiple industries and roles from fractional COO to Managing Director. Author of bestselling books How To Be a COO, CRO, CPO and CSO.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Jennifer Geary: 

• The role of a COO involves being the second-in-command and bridging the gap between strategy and operations.
• Can AI enhance the efficiency and creativity of the COO role, with human judgement and decision-making remaining essential?
• Should COOs prioritise efficiency and creativity when implementing AI, while also considering sustainability and ESG metrics?
• Why should we consider suppliers, supply chain, software suppliers, facilities, power consumption, and social context in sustainability efforts?
• How important are flexibility, choice, in-person collaboration, and open communication in creating a positive work environment?

References 

• https://www.linkedin.com/in/jennifer-geary-8419082a/
• www.coo-author.com
• https://gosupercritical.com/carbon-removal/biochar
• https://www.socraticarts.com/thought-leadership/exploring-ai-and-learning-with-ethan-mollicks-cointelligence

Biography 

Jennifer Geary is a former MD, COO and CRO with over 25 years of experience in finance, technology, risk and legal, across diverse industries from financial services to not-for-profit. 

She is also an author, speaker, board advisor and mentor to emerging businesses. She has attained qualification as a chartered accountant, PRINCE 2 practitioner, CISA and CISSP, with recent certifications in Sustainable Finance and ESG Investing and Ethical AI.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

00:00 Introduction and Overview

01:02 Defining the Role of a COO

07:28 Implementing AI: Efficiency and Creativity

12:25 Prioritising Sustainability and ESG Metrics

16:30 Considering Suppliers and Supply Chain

18:00 Creating a Positive Work Environment

20:50 Respecting Privacy in the Workplace

22:53 The Next Step: CEO or COO?

29:15 What CEOs are concerned about now

31:38 Post IPO resources

32:44 Wrap up

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In this episode we discuss: the challenges of asynchronous communication in a remote-first organisation. We are joined by Jeremy Slater, COO at Bob W.

We chat about the following with Jeremy Slater: 

• How to do asynchronous communication well
• Managing information overload
• Why you need to invest in robust knowledge management -- hint: impacts customer service, operations, and scalability

References 

• https://www.linkedin.com/in/jeremy-jack-slater/ 
• www.bobw.co 
• https://bit.ly/jeremyslater 

Biography 

After an extremely brief foray into finance in the US and the UK and a short stop in India to work for a solar energy social enterprise, Jereny spent the majority of his career in the heavily operational world of property management and hospitality. He’s helping Bob W become the most loved hospitality brand in Europe.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

The conversation delves into the challenges and strategies of knowledge management, asynchronous communication, and the use of specific tools within a company. It highlights the importance of knowledge management and the impact it has on various aspects of the business, including customer service, internal operations, and scalability.

Chapters:

Chapter 1: Knowledge management systems (0:00-10:27)

Chapter 2: Using tools like Notion and Slack (10:27-16:19)  

Chapter 3: Information overload on Slack (16:19-21:12)

Chapter 4: Tips for using Slack productively (21:12-25:10) 

Chapter 5: Organising Slack channels (25:10-28:41)

Chapter 6: Challenges with instant messaging (28:41-32:56)

Chapter 7: Setting up asynchronous work (32:56-35:34)

Chapter 8: Implementing knowledge management (35:34-43:34)

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48. How to present and not suck

In this episode we discuss presentation skills and storytelling. We are joined by Jonathan Zatland, Operating Partner at Forme Partners. 

We chat about the following with Jonathan Zatland: 

• Secrets to crafting narratives that captivate.
• How authenticity can transform your leadership narratives
• Why your presentations are falling flat

References 

• https://www.linkedin.com/in/jonathan-zatland-992a1b12/

Biography 

A creative and commercial leader with an extensive career in high growth technology companies, e-commerce and marketplaces across UK and Europe. I started out my career as a screenwriter, living and working in Los Angeles. This was the foundation of my learning to connect stories with an audience. After a decade, I took that experience and returned to the UK to start a retail brand, Mungo & Maud. The first of its kind high end dog and cat accessory store with a physical shop in London and other major outlets around the world. Opened the online store in 2006 in the very early days of e-commerce. Following my exit, I continued my narrative thread into my role as International Multichannel Director at Etsy, helping to build and scale all International markets outside of North America. Following the IPO, I went back into startup as Chief Commercial Officer  for eve Sleep, a disruptor in the sleep wellness space which I helped build and scale through to IPO. I now work as an Operating Partner for Forme Partners working with founders and CEO's across the European tech landscape, aiding them with their commercial hires at all stages of growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary

• Career goals, creativity, and personal growth. 0:05
• Brandon and Bethany discuss their career goals and personal growth.
• Bethany realizes she needs to take advantage of not working and prioritize personal development.
• Bethany expresses frustration with lack of passion and purpose in her life, feeling unfulfilled despite various projects and hobbies.
• She longs for a major project that consumes her and stirs her imagination, but nothing has yet emerged.
• Effective storytelling and pacing in business presentations. 6:09
• Brandon and Bethany discuss narrative structure in business context, focusing on conflict and pacing.
• They emphasize the importance of actively listening to the audience and adjusting the narrative in real-time based on their reactions.
• Bethany scripts an opening for high-stakes meetings to set the tone and manage nerves.
• She tailors her approach based on the meeting's purpose and audience energy levels.
• Public speaking, authenticity, and vulnerability. 11:21
• Bethany uses narrative techniques to engage and motivate her team, including owning her energy and projecting enthusiasm.
• She also practices or rehearses her delivery beforehand to ensure authenticity and effectiveness.
• Bethany shares her approach to authenticity, vulnerability, and relatability in presentations, emphasizing the importance of self-discovery and confidence-building through therapy.
• Brandon seeks advice on how to be more authentic in his presentations, with Bethany suggesting starting with self-work and building confidence before attempting to connect with audiences.
• Brandon's son lied to fit in, but realized it didn't make him feel better or gain acceptance.
• By sharing small truths, Brandon's son learned that his friends accept him for who he is, lies or not.
• Storytelling and its importance in business leadership. 19:34
• Brandon M. learns to connect with audiences by sharing personal stories living company values.
• Jonathan: Conflict is necessary for business success, but resolution is key.
• Bethany: Storytelling vs. narrative: both are important for communication and leadership.
• Authentic storytelling and connecting with audiences. 23:49
• Bethany and Jonathan discuss the importance of making a memorable takeaway in a presentation, such as a "lemon in the eye" that makes the audience feel something.
• Jonathan suggests making something human and vulnerable to connect with the audience, using personal stories or moments that are relatable.
• Bethany observes that people can write about mundane things but make it compelling when writing from their authentic voice.
• Brandon M agrees, noting that authenticity is difficult to achieve, especially in corporate settings where people are often uncomfortable sharing their true feelings.
• Storytelling, narrative, and growth. 29:31
• Jonathan: Take people on a journey, reveal information gradually, show empathy.
• Bethany: Genuine care and empathy in feedback lead to acceptance, insincerity leads to rejection.
• Jonathan shares their approach to storytelling, emphasizing the importance of listening and feedback to improve.
• Consistency in storytelling comes from being comfortable with both planning and improvisation, according to Jonathan.
• Storytelling techniques for presentations, including pacing, energy, and engagement. 34:53
• Bethany: uses pacing, self-deprecation, and listening to engage audience.
• Jonathan: storytelling involves setting up, revealing, and landing, with repetition and reacting to energy.
• Brandon M uses pre-engagement techniques to alleviate tension and start conversations with a live audience.
• Jonathan emphasizes the importance of taking people on a journey through a story or problem-solving process.

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In this episode we discuss: The Future COO in Tech Companies. We are joined by Tony Olvet and Andrea Siviero from IDC.

We chat about the following:

• How do COOs navigate the evolving landscape of digital transformation while ensuring organisational stability?
• What are the key priorities for COOs in 2024, and how do they drive strategic thinking beyond technology?
• What role do COOs play as the connective tissue of organisations, orchestrating digital initiatives and driving innovation?
• How can COOs transition from being protectors of the organisation to digital disruptors, driving new revenue models and ESG initiatives?
• What skills are essential for CEOs and COOs to thrive in today's digital age, and how do they communicate the future state of the organisation effectively?

References: 

• https://ca.linkedin.com/in/tonyolvet
• https://it.linkedin.com/in/sivieroand

Biography: 

Tony Olvet, Group Vice President at IDC, leads global research on the intersection of business transformation and digital investments. With extensive experience advising organizations worldwide, Tony provides fact-based insights to inform technology strategy and digital business decisions. A sought-after speaker, he delivers keynote presentations at conferences and virtual events. Based in Toronto, Canada, Tony holds degrees from the University of Waterloo and the University of Toronto.

Andrea Siviero leads IDC's European Digital Business and Future of Work Research group, providing insights to drive purposeful technology adoption. He also co-leads IDC's Worldwide MacroTech Research program, analyzing the impact of key macroeconomic factors on the digital landscape. With extensive experience in strategy and go-to-market projects, Andrea advises IT players on building forward-looking digital strategies. He holds a joint PhD in mathematics and is fluent in English, French, and Italian.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Cricket and personal life, including death and ex-fiance. 0:00
• Bethany shares her struggles with grief after an unexpected death of a teenager, while Brandon listens and offers support.
• Bethany and Brandon discuss their past relationship and reasons for reconnecting.
• Career changes, life lessons, and tech CEO priorities. 3:08
• Bethany and Brandon M discuss their experiences working with Tony Elvet at IDC.
• Brandon M reflects on his decision to leave London and return to Toronto, and how it impacted his career.
• Brandon M shared his experiences as a tech CEO with a research report, discussing new priorities and future orientation.
• Bethany asked Brandon about his insights on CEO priorities, which were included in the report, with little fundamental change observed.
• CEO role, digital transformation, and AI adoption in businesses. 7:13
• Brandon M: CEO role in 2024: partnering with finance leaders, making investment bets.
• Bethany: High performance culture: how to make it happen, translate into business.
• Brandon M: Digital transformation is not always transformative, but AI is a real transformation for all companies.
• Bethany: AI is the top priority for businesses in the next 5 years, but digital transformation has been on agendas for years without being transformative.
• CEO qualities and skills, with a focus on storytelling and operational abilities. 12:25
• Bethany shares her thoughts on the qualities of a successful CEO, mentioning the importance of both vision and execution.
• Bethany and Brandon discuss the contrasting views on the path to becoming a CEO, with some arguing that it's more common for CEOs to come from within the company.
• Bethany and Brandon discuss the importance of storytelling in business, with Brandon highlighting the founder's ability to communicate the company's vision and mission in a compelling way.
• Brandon recognizes his own limitations in storytelling and acknowledges that there's a time and place for different types of leaders, including those with strong communication skills.
• Storytelling, leadership, and CEO responsibilities in 2024. 17:01
• Bethany shares her insights on storytelling for senior leaders and execs, emphasizing authenticity and bravery in communication.
• Bethany reflects on her own storytelling capacity, recognizing the importance of being true to oneself and sharing uncomfortable thoughts with others.
• Bethany: Became braver over time, prioritizing connection over fear of consequences (0:19:19)
• Brandon M: Unlocking skills in CEOs is fundamental, but role of COO unclear (0:20:33)
• COO roles, priorities, and partnerships in digital transformation. 21:30
• Brandon M: SaaS software for career progression frameworks is emerging, addressing the need for simplified and clear frameworks.
• Bethany: CEOs should be aware of the tendency to over engineer, especially in scaled companies, and take a step back to assess if too much is being expected.
• Bethany and Speaker 4 discuss the importance of partnership between CEO and CLO in digital transformation.
• Speaker 4 highlights the difference in priorities and impact between scale-up companies and larger corporations.
• The COO is the right-hand person to the CEO, providing capable partnership and support.
• COOs partner with various C-suite executives, including CIOs, to drive growth and innovation.
• CEO roles, responsibilities, and evolution in 2024. 28:29
• CIOs are increasingly seen as essential for organizational success, with 85% of CEOs having risen through the ranks to their position.
• Andrea highlights the evolution of the CEO role, from protector to enabler and digital disruptor.
• Brandon M. asks about the hottest new function for CEOs in 2024, with a focus on ESG and customer success.
• Roles and responsibilities for AI adoption in enterprises. 32:31
• CEOs prioritize responsible AI leadership, COO involvement in decision-making.
• COO will play a crucial role in buying committee for operational technology in manufacturing.
• CEO role in driving sustainability and social impact initiatives. 36:33
• CEO and COO prioritize sustainability and ESG initiatives.
• Bethany asks about tools for measuring social impact, and Speaker 4 explains the complexity of defining and measuring social impact.
• Brandon M discusses the evolving skills of CEOs, including their role in driving transformation and partnering with other senior executives.
• Leadership skills for tech industry CEOs, focusing on communication and adaptability. 41:14
• Communication skills crucial for motivating through change.
• Tony and Andrea discussed the importance of communicating the future state of an organization and being able to adjust to unexpected events.
• They emphasized the need for CEOs to dedicate 70% of their time to traditional tasks and 30% to unexpected events.

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