“If we don’t confront our biggest vulnerabilities,” I offered, “how will we ever prove we are as good as we think we are?”
Who Am I?
In no particular order, I’m a biased for action leader, entrepreneur, father, ocean yacht racer, out-of-the-box strategist, storyteller, island dweller, dog lover, investor, and tech geek — But! I have weekends off and I am my own boss.
* I may have stolen that last part from the movie Arthur.
I’m a business builder.
I love the business building process and all the raw materials that feed it; the diverse talents of a strong team, the decisiveness of good strategy, the quality of a great product or service, hard work, and most of all — a shared dedication to the customer.
I’m looking to work with those who share the same passion and drive.
My thoughts on creating sustainable brand loyalty.
I believe brands must approach and create consumer experiences and brand engagements as new business opportunities, not merely marketing activities. Consumer engagements should be managed as product offerings and must add value to peoples’ lives, as well as the business bottom line.
You’ve probably heard more traditional and less imaginative marketing experts and brand managers share adages like, “Experiences are the new building blocks of brand loyalty.” While true, these soundbites fail to answer the real question, “How do we do it?”
To be market leaders we must learn to materially change our thinking about our business model. Consumer experiences and brand engagements should be created specifically to diversify the business’s portfolio, creating wholly new streams of revenue and profit, not to satisfy a marketing campaign. Only then can our strategy be both differentiated and defensible in a rapidly changing and noisy marketplace.
Why you care.
Having taken major leaps in the universe of experiential consumer engagement and brand loyalty, I’ve learned from many false starts, failures, and more than my fair share of successes. I have hard-won answers to the question — How do we do that?
I bring the knowledge and experience to accelerate your strategic progress, avoid downstream pitfalls, and build the infrastructure required to scale concepts quickly.
What I do for brands.
A little about my career before I decided working for myself and you was a better way of life.
My last “real job” was building and leading all REI’s experiential consumer engagement businesses. In addition, I launched their New Ventures Group, incubating new marketplace concepts and businesses.
Five years ago I stepped out of corporate leadership and into semi-retirement. I went from leading 500 employees to 0 — freeing up an amazing amount of time to focus on the changing marketplace and its impact on my clients’ strategy. Selfishly, I gained a lot free time to enjoy life, but even that has brought more clarity and focus.
Working for so many diverse start-ups and storied brands the last several years has sharpened my approach and made me even more effective.