I interviewed Segment’s Director of Value Engineering, Kent Shimek, to learn more about what value engineering is and when B2B SaaS revenue leaders should think about adding it to their operating model.
Read moreDon’t Get Layered: How to Grow With Your Company So It Doesn’t Grow Over You
A ompany’s marketing leadership team will evolve as it transitions from a startup ( less than 100 people) to a scale-up (200+ people)—and layering will often be in the picture. Here's how you can be the layer, not the layered.
Read moreA Marketing Team For Every Startup Stage
You need to right-size the experience level and seniority of your team to where the business is at. Here’s how the composition of your marketing team should evolve at each stage.
Read moreScale Without Sacrificing Speed: 7 Steps to Transition from a Functional Org into a Pod Structure
To preserve their competitive advantage (namely, speed), some forward-thinking scale-ups transition away from the commonplace functional, hierarchical org structure into an agile pod structure—and this ended up being the best thing they’ve done. Here’s why.
Read moreWhat Got You Here Won’t Get You There: How to Scale a Startup from 100 to 500 People
Once a startup transitions into a mid-sized business, it would most likely encounter a host of problems that are unique to that phase, including leadership and organizational issues. Here’s how scale-ups can prevent some of the most common growth issues from forming in the first place.
Read moreOpen-Sourcing My Performance Review Process for Early-Stage Startup Leaders
Open-Sourcing My Performance Review Process for Early-Stage Startup Leaders
Outside the structured review process of a corporate job, is there an accurate way to assess the performance of a startup leader or startup consultant? How can we tell if we’re on the right track in these amorphous early-stage jobs that so many of us find ourselves in today?
Read more7 People-Management Principles for Startups and Scale-Ups
It is incredibly difficult to be a people manager at a scale-up. Big companies have established cultures, leveling systems, training programs, a mature middle-management layer, and mature teams doing recruiting, learning & development, and human resources. But there is a handful of management best practices that cut deep and are worth prioritizing.
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