The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 2 months ago

Why More Women Are Embarking on the Entrepreneurial Journey w/ Amy Anderson

ABOUT THIS EPISODE

If you have to step away from your career for a prolonged period of time, do you have a plan for re-entering the workforce? 

For many women, this hypothetical is a reality — and there’s one plan more and more women are opting for… 

Entrepreneurship. 

Today’s guest, Amy Anderson, Co-Founder of Wild Coffee Marketing joins the show to discuss her passion for helping other entrepreneurial women and share her marketing insights. 

In this episode, we discuss: 

- Why the entrepreneurial journey is often different for women 

- The effects of COVID and why more CEOs are paying attention to mental health 

- Why entrepreneurs are well-equipped to handle today’s unpredictable business landscape 

Now that you know more about the entrepreneurial journey for women, are you ready to gain the skills to spot professional sabotage before it happens or employ buyer-first principles in your organization? 

Check out the full list of episodes: The B2B Revenue Executive Experience. 

You're, listening to the B TB RevenueExecutive Experience, a podcast dedicated to help in executives traintheir sales and marketing teams to optimize growth, whether you're lookingfor techniques and strategies were tools and resources. You've come to theright place. Let's accelerate your growth in three to one: welcome everyone to the B to be revenue: Executive Experience on your host Chad Sandersontoday we're talking about the entrepreneurial journey for women andother topics related to digital marketing, PR and marketing consultingto help us. We have, with this Amy Anderson, Co, founder of Wild CoffeeMarketing, a marketing veteran with experience at Calvin cline and the NewYork Times digital, and we thank you so much for taking the time and welcome tothe show thanks so much for having me chat. So we always like to ask randomquestion at the beginning, just for the audience to get to know you a littlebit better as a person, and I have a tendency to want to know I'm verycurious about something you may be passionate about that. Those that onlyknow you through work might be surprised to learn about you. Well,first, I have to say premier league soccer. I would be remiss if I didn'ttell you that best a or conversation yeah. Absolutely and Yes, I hopeeveryone watches head last, O it's great, but I really Saturday and Sundaymornings. It's such a beautiful game to watch with my children. I love it withrespected business. You know I recently started mentoring, two groups ofstudents on entrepreneur ship and I never really considered myself anentrepreneur into the last few years and now I'm working with university andhigh school students to really teach them about the mindset and sort of whatthe journey entails and getting them excited, and I think the world benefitsfrom more of us out there. So that's been super rewarding, that's amazing,and so, when the pre materials for this interview came over, it started tofocus on you know entrepreneurial journey for women, and I would it seemskind of like this is going to sound like a dumb question. But I am reallycurious to understand how that became such a passion for you. You just saidyou didn't consider yourself an...

...entrepreneur for the last couple. Euntil the last couple of years, so just curious how that all played togetherand an what it's been like sure. Well, you know a lot of women becomeentrepreneurs out of necessity right. Sometimes our careers experience alittle bit of a break. Some of us were raising children or we may be out ofthe work force and we have a choice when we rejoin the work forr. So we'regoing to go in a salaried sort of work. Position in my case is a CO havingtwenty years behind me, or am I going to start to go into entrepreneurship,and a lot of us are making that choice. You know there are thirteen millionbusinesses in the US owned by women, employing nine million people, and Ithink you know, were the fastest growing segment of business owners andI think that our journey is a little bit different. In the past we haven'thad the same access to capital. A lot of us have child wearingresponsibilities coupled with starting these businesses. So it's somethingthat I think is sort of unique and new. In my life in the last three and a halfyears, and I'm really intent on sort of mentoring, other women and helping themget started as to because it's been one of the most rewarding things. I've everdone so well, and you mentioned something I want to jump into their l.You know the difference between being a c Mo and doing it yourself, there's athere's, a big support system that comes in well, ideally, a supportsystem from a company if you're a SMO, all of the things are there and thenthe entrepreneur Al side. That's not that's a heavy lift for a lot of peopleto get it off the ground. Absolutely. But you know what I thought about. Isaid you know I. I would like to make an impact and more than one company,and if I go and do this on my own, I can sort of have a revote variety ofcompanies I work with, and then I thought I just would have a little bitmore ownership of my own time right. So you and I talked about when youstarting a company at such a heavy, lift that that's sort of a misnomerthat flexibility aspect. So I don't think I didn't know what Ididn't know when first starting, but I just felt that I was in morecontrol of my life and my business and...

...my family, and that it was reallyimportant for me to try to do this, and so, when you think about the challengesthat you've overcome kind of, how would you lay those out in terms of what youhad to overcome or realize in order to be successful at the Onera Journey?Well, I think a lot of entrepreneurs maybe identify a cultural gap, aproduct gap and and start their journey with me. It was. It was really excitingto take what I had learned for so long and sort of it's almost in a consultingrole, sort of mentoring, CEOS and mentoring companies and ways that theycan really start to build their own business. What I had to do was sort offind that balance and the confidence pray a lot of times women in businesswe've. You know Charl San, but Berg, rope Lenin for a reason. It's abouttaking your seat at the table and in many areas of our lives, we're oftenencouraged to sort of be smaller or small or toward it sort of fit intoroles. In this rule as an entrepreneur, you have to be big and you have to bebold and if you're not selling all the time, then you don't have a possessright yeah. It's amazing how quick the money disappears. This is theoperational structure that I chose here: Rich Mores, going up and coming inright, yeah, but you and that's a thing you with a lot of people, don'tunderstand you can be a fantastic in your subject matter area, but you haveto be selling your service or selling your product all the time and yourself,and that was really new for me and something that was very eye. Openingthat I didn't realize was going to be such a big part of it, but it's alsosomething that I've become quite good at, and so, when you think about youknow the challenges that you've overcome and and the journey thatyou've taken. How has that shaped? Your philosophies on client, engagement ormanagement, with some of the people that you work with? Well, I think ittakes a lot of sort of wide eyed. Looking around you all the time andentrepreneurship is problem solving right at its core. So when you areconsistently engaged in solving...

...problems, whether it's the rightemployees to hire how to price your services or your products, distributionstrategies, operational plans, it's just constant problem solving. I thinkthat that really that skill set helps us translate when we're doing outsourceDMORTE, to be able to go into different companies and businesses and look attheir challenges and we've really sort of home that skill set and ourselvesand we bring that to market into our clients really easily so on to or norhips a mindset and when you're in that problem solving mode all the time. Ithink it makes you really good at it. It also helps you manage your teambetter. I think you know and we're looking at what the unique needs are ofour employees, what challenges they face in their rules every day againproblem solving, helps us bring that to the table and be really nimble andtrying to meet their needs. Well, and that's interesting because youmentioned you know when we were talking before we hit record about dispersedteams and everybody's- probably experiencing this to some extent withthe pandemic and everything going on. But how do you feel like your approachto leadership, especially with divert disperse to teams I'll get iteventually? This first teams has changed since you have really embracedthe entrepreneurial aspect or the things you do differently now thatmaybe, when you were working for other organizations, didn't cross your mindas a leader or other insights that you may have well, I think you take it forgranted that everybody's okay before right, I mean it's really taken us down to thebasics in a lot of ways. You know I look around every Friday, we have ourteam meeting. We have seventeen eighteen people in that meeting everyweek and I really have to look hard at them to look at you know what is it?What can I see in their facial expressions? What are they not saying?You know and really be intentional about how we approach people on a dailybasis just to get them through the basics right now, one of our earliestand longest tenured employees. You know...

...ovid happened and she was in a day carecrisis, and you know so. We took her a part time developed a flexable, flexible schedulefor her. She ended up going on maternity leave. We took care of herduring that time and then encouraged her to take a quarter to come backslowly, so she would be okay, so I think you just have to be reallyintentional and look at what your team is not saying and really sort of makesure they're taking care of from a basic level and then from there we'rebuilding on career path and succession plans and growth and training andfulfilment. But our culture is really important to us and it's based onkindness and awareness of what your teammates are really going throughright now, but I think that's a beautiful point, but I think a lot ofcompanies that had never had to think about or really dive into, how are myemployees truly doing right? How is that? Am I mindful of their truesituation as a human being that I was very rarely part of the conversation Imean I could think back when I was you know, running sales and marking teams.We would be concerned about it. If somebody we were having a baby or theyhad something happened in their family, but it wasn't a blanket hey. We reallyneed to think about the mental health and well being of our employees untilthe pandemic. It's kind of created this shared experience, let's say and Ithink, forced a lot of companies to look at the humanity of their of theirpractices. Some are adjusting better than others and I'm curious how you'reseeing that play out, maybe in your own company or with your clients, even well,you know it humanized. All of us right, you know we talked earlier about thecat walking across the keyboard. I mean it's. This is life, and- and this iswork you know- is a huge part of that- but to really understand the wellnessand mental health, I mean that conversation right in sports right nowis very much in the forefront. Why should anyone be any different? Theseathletes are bringing that conversation once again to the forefront. I findthem trail blazers on many levels right.

So I just think that just down to thebasics and every single person to understand what their basic needs are,is it's not just to get the best out of them as employees as a business owneris to create a culture in an environment where people can work totheir fullest potential and, let's make sure right on the Maso's hierarchy ofneeds. Your first couple levels are taken care of absolutely absolutely so.Let's kind of transition back to kind of the the topic of the day thatdiscipline itself of marketing and I'm curious with the new need for people tobe more humane in their business practices and think about theiremployees, but also the humanity of their clients, businesses, evolving,changing responding rapidly based on current situations, and I'm curiouswhen you work with your clients. What are some of the mistakes you're tryingto help them avoid and kind of this new landscape? That's so interchangeablebetween humanity and business. Well, one of the things you know when peopleare trying to look at cost structures, they look at sort of the GIG economyand they say wait. I may not have an in house marketing team, but I can piecetogether all of these people and create a cookies of strategy to grow mycompany, and we see a lot of times that there are teams that really don'tunderstand how to manage desperate teams and different freelancers, and itends up being sort of a disjointed strategy that lacks cohesion and so inthe effort to sort of save costs and go to various places. They end up sort oflosing that I do think that, under starting from a strategy, that's reallygeared towards your business goals and then implementing right people justwant to dive in and start marketing and try all these platforms and all ofthese different services. You really need to start from a strong foundationthat is tied to your business objectives and then you can moveforward from there and when you, when...

...you think about you, know, okay, we'vegot this kind of level sat. This is what we're looking at from a realitysituation right now. Nobody knows what's going to happen in the nexteighteen months, I mean the lad. Nobody saw the last eighteen months. Compenoknows what's coming in the next eighteen. How do you help them prepareor approach a mindset that they have to apply to their marketing and theirbusiness? That's going to keep them responsive or agile, to respond towhatever happens. You know in the next eighteen or thirty six months. Well,that's such a good question. You remember the days of annual planning a I remember five year, pointing yea maymake me old, but I remember five year plan. Absolutely we have to reallythink in terms of you know six month increments quarters months and becausewe have access to so much data. Now it's the whole process is so iterativeright. So we'll look at shorter time periods say these are the fivestrategies were deploying here, the Kpis that were measuring as ourselvesagainst here the multivariate that we're using as part of these campaignsand then let's look at the data and be ready to pivot quickly, and you know wedon't want to pipe too quickly right. You do need to give some time for somesome of the campaigns and some of the work were doing to settle, but I thinkthat the mindset is much shorter term and much more macro focused right towhat's happening in the environment and be ready to change. We have one clientthat has just rolled up ninety men's formal ware stores under one brand andwe're rolling that out imagining that happening right before Ovid witheverything shutting down wow. So talk about it go ahead, though it's a lot ofchange. I mean it's a lot. It's a lot of change. You have to look at thingscompletely differently than we do before, and I think honestly, the thewhole anemic kind of pushed everybody to be a little bit more creative and alittle bit more accepting of things that maybe they wouldn't have been soaccepting them in the past. Sure. Well, there's a lack of predictability right.You know, even in certain markets and...

...digital, you know we're not sure howovid has really you know in the environment is impacted pricing results.You know what's happening, so I think that CEOS are a little bit more open toyou know, testing moving quickly, trying new things and we are moving ina very rapid pace right now, trying to keep up with everything and you lookingforward to two thousand and twenty two right. It's we're going into fourthquarter. What is next year? Look like so so much we don't know yeah. Theunknown is just now part an parcel of what we have to accept as we kind ofmove forward. I think there were those of us, I think, on the entrepreneurialside. I think speak from my own experience. That unknown was a bigchange, because the unknown was thirty days out, sixty days out, ninety daysthat when you're trying to start a business, you're Bein entrepreneur,your horizon is much closer and then you get into some of the organizationsI used to work for and we'd look at. You know six months out nine months out,twelve months out, which still was probably folly at that point, butthat's what we weredoing and I think that getting comfortable withunpredictability and change is just become necessary for the DNA of any anycompany to exist, but especially in the entrepreneurial environment, or wheredo you think there's a different way to look at that now? I think we're sort ofmade for it in the entrepreneurial environment. Right I mean so much of itis- is sort of moving quickly. Thinking on your toes solving problems,identifying needs and- and I think we're sort of made for this- and Ithink a lot of us have thrived- and I think that shows in the numbers ofpeople- you know starting new businesses and being this environment.It's not the easiest most predictable time, but maybe there's never been abetter time on into that. So tell us about wild coffee marketing and yourjourney to arrive there. How did you had to end up there and tell us whichguys are focused on sure? So when I started my journey here, I had been outof the work forces I mentioned for a couple of years and had to decidereally where I was going to take my career, and I knew that I loved thisdiscipline so much and I ended up...

...joining forces with somebody I workedwith WHO hired me at my last position and we've been business partners forthe last four years. He and I had mostly been on client side right so VPC mos at big companies, and we really thought that there was a need in themarket for smaller businesses to have strategy work done and have an out soreC mo, because we believe everyone needs one, but you don't necessarily need itall the time right. So you may be doing twenty million thirty million inrevenue and have a solo marketing team and a person or running sort of thatfunction in the company. But you really need to get that strategy done. So westarted while coffee as an outsourced C MO and marketing company, so that we'redoing that strategy and then whence we have alignment with our client. Ourteam can actually implement. So we are like C MOS running our own agency. Ifthat makes sense to you Oh yeah, I love it, and so I have to ask because namingis such an important part of any enterprise wild coffee. How do we are not it's? Actually? I was in Miamiliving in Miami at the time when I started the company and wild coffee isa native plant that grew outside my window. While I was writing my businessplan and it's this really vibrant hearty white beamed plant that I usedto have to chop back with machetes because a group so freely- and I saidwhat a great name for a company- that it's got- it's energized and reallygreat- to look at and has like a very strong broth trajectory and that's whatwe ended up, naming it and you're always looking for that. Stopping powerright, descriptive, brand names. Remember like S S S, you knowdescribing what your company does like global advisors. You know it's sort ofthe thing of the past, so I love it o all right. So, let's changedirection are a little bit. We ask all of our guess two standard questionstowards the end of each interview, the first as simply as co, founder andformer Samo or currency m o that's out...

...horse. You are no doubt a targetprospect for people out there trying to sell things and I'm always curious whenthey don't have a trusted referral in what works for you when somebody'strying to capture your attention and earn the right to time on your calendarm. That is people who have done their homework a little bit and at least knowa little bit about my business and what my potential need is and presented in avery straight forward way right. We were talking about a little bit abouttransparency and and when, when you can identify a potential need of mybusiness and a potential problem that I may face on a regular business, becauseyou really understand what we do, that will catch my attention for sure loveit all right. So last question: We call it our acceleration insight. There'sone thing: just one piece of advice: You could tell sales marketing orprofessional services people that, if they listen to that's the cove on, youbelieve, would help them hit their targets and or exceed them. What wouldit be and why we have been talking a lot about this on the team lately andit's really about transparency and autistic Ity, you and I have talked alittle bit today, just sort of about ovid and peeling back the onion andthings being real. You know when things are high gloss and really sort of highproduction sales and marketing. I don't know that people trust that, like theyused to, I think when you really start to dig in with a pure and honestapproach about hey. This is what my company offers. We think you may have.This need and be very straightforward about that. We are seeing really goodresults for our clients, using some artificial intelligence, helping themfind prospects that make sense for them and then hitting them with a message.That's just really honest about the potential need that they may have andhow we can solve it. I think authenticity and transparency, so fulldisclosure I'll be one hundred percent authentic for audience here. When Ifirst heard that word, I was an executive for a digital agency at thetime, and it just kind of hit me wrong, because the way it was being used asLikei Oh, be authentic, which, as a...

...type a personality, I thought what thehell does that really mean. However, the transition to entrepreneur, lifeand really the shared experience through that we've all had through thepandemic, understanding that to be respectfully, authentic andconsistently transparent are things that, if embraced, allow everyone toconnect in a much more human and valuable and meaningful way and get ridof some of that Polish. I think I'm with you one hundred percent. I thinkthe over production and over Polish just doesn't ring true anymore.Everybody's got tattered edges now as a result, and we just saw me to acceptthat right because selling sometimes has a negative connotation. You knowbetter than anyone do you know you want to be sold. I want to have as abusiness person my needs met and I'll o share with you what they are and canyou meet those needs and it sort of stripped away. All of that sort ofgloss- and let's just be real about what the needs of our business and whatyou're selling and how you can meet them. I love it. I love it right, soamy. If somebody's interested in talking to you more about the topics wetouched on today. Where would you like us to send them? Oh wild coffee,marketing or you can find me on linkedin under Amy Anderson at whilecoffee, I love it all right. Thank you, amy. So much for taking time has beenan absolute pleasure to have you on the show today. Thank you so much forhaving me all right, everybody that does it for this episode. You know thedrill be to be revizor share with friends, Family Co workers, let yourkids listen to it, instead of spending so much time in front of screens. Untilnext time we have vay sang associates with you on nothing, but the greatestsuccess. You've been listening to the B TobRevenue Executive Experience to ensure that you never miss an episodesubscribe to the show in Itunes or your favorite podcast player. Thank you somuch for listening until next time, a.

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