I start always with definition of success

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. Always question sounds about question too much. Whether just my nature, what are we trying to achieve? And if we're not all swimming in the same direction, then I see it as my job coming in, especially as an advisor and somebody who's building a strategy and plan to course correct. And I'll dive deeper for a second. So the first thing that I say to person who brings me on board, usually it's a board member or CEO is, gotta start putting in the middle of the week, what is called an alignment mobile phone number database australia call sales, marketing ops. And I would like the CFO, COO even CEO in those calls. That's the only thing I want from you. Why? Because that's the number one metric driven feedback focus meeting, where we're ensuring that everybody swims the right direction, marketing can come and say, Hey, we rock, we created 500 and kilos in the last month. And sales can come and say the leads suck.

Do good for us and yeah, welcome to a marketing life. And if you don't have alignment on rules of engagement, definition, qualification, and all that. And in, in one meeting, you go over things even from a agreed upon dashboard and agreed upon language, which takes time. That takes time to develop also then the inefficiencies just gonna drive everybody crazy. And it wasting time and money, especially time.




NICK: Yeah. Yeah. You know, I'm sure, you know, when you're brought in, people expect results. People expect, you know, everything to change overnight. And over the next quarter, you know, for, for sunny skies to emerge, how do you balance the need for quick turnaround and, and results versus building up, you know, these processes that you talk about this alignment between the different departments. I mean, this thing doesn't happen overnight. How do you balance the need for driving results and, and building things from the ground up the right way?

ALON: Yeah. So first thing is expectation setting and me coming in is very clear. I don't execute. I'm not building the campaigns. I'm not hosting the webinar. I'm not writing the content. Yeah. I do some of that. Sure. But without a small team or hiring the right people, you're not gonna scale. Can we do things in the meantime? Of course we can launch in events. We can start some content. Sure. But it's all about here are the people you need. Here's what it means here is what we should build towards. Now let's put steps in a way I'm a maturity model. I'm a playbook guy for everything I do. I use very ugly zoom. You know, screen share like space like white boarding, where I draw ugly blocks and pointed to them. And I, people laugh at my very bad creative skills, but I blame, you know, no whiteboard.

I blame the virtual world. And if I cannot create a flow for them or phase one is this phase two, is that yeah. Phase one, we can start generating some demand, but meanwhile, we should start capturing the demand that's out because that's flowing in fruit. I very much articulate it for them and guide them towards where the, when scale is gonna hit you, can't start with scale. You need to start with understanding what your proposition is and then put it together. I have four phases for each marketing plan that are built, but you know, there's no playbook. You can plug and play that doesn't work.