Sam Jacobs’ Post

Sam Jacobs, the founder of Pavilion, nails it! Executives & teams should always calibrate their decisions to these three drivers. Follow us at Chiefsight or DM me to learn more about how we're engineering a new product category - Decision Intelligence, how execs & teams will use AI to interact with their business systems for better, faster decisions to improve overall financial performance. #decisionintelligence #cfo #performancemanagement

I think there's one missing element in Sam's great list here: There are 3 things an exec does ultimately: 1 - Increase revenue - top line growth 2 - Reduce cost - improve margins, efficiency AND manage churn / LTV 3- Manage and reduce risk. I think the last one is the most opaque and hardest for many new leaders to get their heads around. It's the longest term perspective and needs deep thinking and a good framework to understand the difference between Issues (it's broke) and Risk (it might break). For sure - everything you do should be tied back to one of the three - the challenge is being honest and actually making that mental leap as you're making a hire, a decision, or creating a process. Helps prevent shiny object syndrome causing problems with lack of focus too.

Well said. In my previous business as Founder/CEO, the best decision I made in these areas was to consistently invest in leadership development not into only for me, but every level of leadership. #leadershipdevelopment #leadership

Every decision you make as an executive should do 1 of 3 things: 1. Drive top-line revenue growth. 2. Improve margin and efficiency. 3. Reduce churn and increase the Lifetime Value of the customer. That's it. Every decision. Every person you hire. Every process you create. They can do one of those 3 things tomorrow or they can do them in 6 or 12 months (like investments in brand). But if you're doing something and can't quite tie it back to 1 of those 3 things. Consider not doing it.

Before committing to hiring a post-sales role, consider the financial impact it will have. It's crucial to analyze how this position aligns with your growth objectives and contributes to your bottom line. Customer demand is essential, but it's equally important to validate whether it truly drives growth. Don't rely solely on requests; delve deeper into the data and insights to ensure your decisions are strategic and impactful. Seeking unbiased guidance? Connect with someone who has a background in post-sales operations. An impartial perspective can provide invaluable insights and help you make informed decisions for your business. Remember, strategic decisions are the foundation of sustainable growth. Take the time to assess, validate, and consult before making pivotal choices for your organization. #BusinessStrategy #PostSales #DecisionMaking

You cannot be a fractional executive if you don't have these two skills - Patience, and perseverance. Fractional execs like me are in it for the long haul with our clients. Typically it is not as easy as "here's your project, here are the results, thank you". It is charting out the long-term path, breaking it out into medium-term chunks, and driving execution on the day-to-day. Overall, unglamorous as heck. But, the payout is worth every hour you put in. Over an ongoing multi-year engagement, I was able to deliver - 🔶 $200K+/year in savings 🔶 3% growth in profitability 🔶 10X revenue growth 🔶 12-day improvement in payment cycles 🔶 Unmeasured but visible growth in customer trust and satisfaction These did not come on Day 30, or even on Day 90. These required a dedicated team to row together in the same direction. These required a client to trust in the process. At the end of the day, being a fractional exec is more than just racking up big numbers. It's a long game, not just a quick win – and every little bit counts.

A hiring manager is JUST another employee. And like any other employee, they are metriced by a boss and want to make sure they are bringing in the best people in to make themselves look good. When you internalize this perspective, it becomes simple that you always want to come from a place of maximizing upside and minimizing risk with their decision. Ex: If you are going for a competitive sales role, your goal is to convince them that you will make the highest revenue impact, with the least amount of training. By making a high revenue impact, you are going to make your manager look good (that’s what they get metriced on). So by telling stories of how smart and self-sufficient you are, you are showcasing that they can get THE BEST results without them having to spend 4+ hours daily with you to make this happen.

🌟 Top 3 Challenges of Being an Account Manager in HighTech 🌟 As an Account Manager in the tech industry, I’ve faced several unique challenges. Here are the top three: Keeping Up with Rapid Tech Changes 🚀 The tech landscape evolves quickly. Staying updated with the latest advancements is crucial for advising clients and maintaining a competitive edge. Managing Diverse Client Needs 🌐 Clients from various industries have unique requirements. Balancing these while providing tailored solutions demands deep understanding and flexibility. Navigating Complex Relationships 🤝 Coordinating between internal departments and managing client expectations simultaneously can be challenging. Clear communication and alignment are essential for a seamless client experience. Despite these challenges, the role is incredibly rewarding. What challenges do you face in your role? Let’s connect and share experiences! 🌐 #AccountManagement #TechIndustry #ClientSuccess #TechChallenges #RelationshipManagement

Account Executives: You aren't rewarded for the number of hours you work. You're rewarded for delivering exceptional customer value and exponential growth. So don't spend time on low value activities when you could be working on a transformational opportunity. Big goals require focus and small, fast steps every day.

Do you think a job title should convey the role you do for your customers or for your company? My view is that truly customer centric organizations should consider job titles from the customer perspective. Doesn't VP of Client Solutions feel a lot more inspiring than VP Sales or VP Growth? I suppose there could be a view that VP Growth conveys both perspectives. Does it even matter? #curiousity #organizationaldesign #jobtitle