The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 7 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 BDB revenue executive experience, a podcast dedicated to helping executives train their sales and marketing teams to optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the BDB revenue executive experience. I'm your host, Chad Sanderson. Today we're talking about the entrepreneurial journey for women and other topics related to digital marketing, PR and Marketing Consulting. To help us, we have with US Amy Anderson, Co founder of Wild Coffee Marketing, a marketing veteran with experience at Calvinclin and the New York Times Digital Amy, thank you so much for taking the time and welcome to the show. Thanks so much for having me, Chad. So we always like to ask a random question at the beginning, just for the audience to get to know you a little bit better as a person, and I have a tendency to want to know. I'm very curious about something you may be passionate about that those that only know 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't tell you that my Saturday or conversation. Yeah, absolutely, and yes, I hope everyone watches Ted last so it's great, but I really Saturday and Sunday mornings. It's such a beautiful game to watch with my children. I love it. With respect to business, you know, I recently started mentoring two groups of students on entrepreneurship and I never really considered myself an entrepreneur into the last few years and now I'm working with university in high school students to really teach them about the mindset and sort of what the journey and tails and getting them excited and I think the world benefits from more of us out there. So that's been super rewarding. That's amazing. And so when when the prep materials for this interview came over, it started to focus on, you know, Entrepreneurial Journey for women, and I've it seems kind of like this is going to sound like a dumb question, but I am really curious to understand how that became such a passion...

...for you. Just said you didn't consider yourself an entrepreneur for the last couple of until the last couple of years. So just curious how that all played together and what it's been like. Sure. Well, I you know, a lot of women become entrepreneurs out of necessity. Right sometimes our careers experience a little bit of a break. Some of us were raising children or we may be out of their workforce and we have a choice when we rejoin the workforce. So we going to go in a salaried sort of work position, in my case, is a CMO, having twenty 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 million businesses in the US owned by women, employing nine million people, and I think, you know, where the fastest growing segment of business owners. And I think that our journey is a little bit different. In the past we haven't had the same access to capital. A lot of us have childwearing responsibilities coupled with starting these businesses. So it's something that I think is sort of unique and new in my life in the last three and a half years and I'm really intent on sort of mentoring other women and and helping them get started as too, because it's been a one of the more rewarding things I've ever done so well, and you mentioned something I want to jump into their you know, the difference between being a CMO and doing it yourself. There's a there's a big support system that comes in, well, ideally a support system from a company. If you're a CMO, all of the things are there. And then the entrepreneurial side. That's a that's a heavy lift for a lot of people to get it off the ground. Absolutely, but you know what I thought about? I said, you know, 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 revert or variety of companies I work with, and then I thought I just would have a little bit more ownership of my own time. Right. So you and I talked about when you starting a company it's such a heavy lift that that's sort of a misnomer, the flexibility aspect. So I don't think I didn't know what I didn't know when first starting, but I just felt that I was in more control of my...

...life and my business and my family and that it was really important for me to try to do this. And so when you think about the challenges that you've overcome, kind of how would you lay those out in terms of what you had to overcome or realize in order to be successful at the entrepreneurial journey? Well, I think a lot of entrepreneurs maybe identify a cultural gap, a product gap, and and start their journey with me. It was it was really exciting to take what I had learned for so long and sort of it's almost in a consulting role, sort of mentoring CEOS and mentoring companies on ways that they can really start to build their own business. What I had to do is sort of find that balance and the confidence right. A lot of times women in business, we've, you know, Cheryl San but Berg wrote lean in for a reason. It's about taking your seat at the table and in many areas of our lives were often encouraged to sort of be smaller or smaller toward sort of fit into roles. In this role as an entrepreneur, you have to be big and you have to be bold and if you're not selling all the time, then you don't have a business. Right. Yeah, it's amazing how quick the money disappears. Oh this is the operational structure that I chose here, Roach Moore, going out and coming in right, you know, but you and that's what you know with a lot of people don't understand you can be a fantastic in your subject matter area, but you have to 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 opening that I didn't realize was going to be such a big part of it. But it's also something that I've become quite good at. And so when you think about, you know, the challenges that you've overcome and and the journey that you've taken, how has that shaped your philosophies on client engagement or management with some of the people that you work with? Well, I think it takes a lot of sort of wide eyed looking around you all the time, and entrepreneurship is problem solving right at its core. So when you are...

...consistently engaged in solving problems, whether it's the right employees to hire, how to price your services or your products, distribution strategies, operational plans, it's just constant problem solving. I think that that really that skill set helps us translate when we're doing outsourced CMO services, to be able to go into different companies and businesses and look at their challenges and we've really sort of hone that skill set and ourselves and we bring that to market into our clients really easily. So entrepreneurships and mindset and when you're in that problem solving mode all the time, I think it makes you really good at it. It also helps you manage your team better. I think you know, when we're looking at what the unique needs are of our employees, what challenges they face in their rules every day. Again, problem solving helps us bring that to the table and be really nimble and trying to meet their needs well. And that's interesting because you mentioned, you know, when we were talking before we hit record, about dispersed teams, and everybody's probably experiencing this to some extent with the pandemic and everything going on. But how do you feel like your approach to leadership, especially with differ dispersed teams? I'll get it eventually. This first teams has changed since you have really embraced the entrepreneurial aspect of their things. You do differently now that maybe when you were working for other organizations didn't crush your mind as a leader or other insights that you may have. Well, I think you take it for granted that everybody's okay before right. I mean it's really taken us down to the basics and a lot of ways, you know, I look around every Friday we have our team meeting. We have seventeen, eighteen people in that meeting every week and I really have to look hard at them to look 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 daily basis just to get them through the basics. Right now, one of our earliest and longest tenured employees, you know, covid happened and she was in a daycare crisis...

...and you know. So we took her at a part time developed a flexibles, flexible schedule for her. She ended up going on maternity leave. We took care of her during that time and then encouraged her to take a quarter to come back slowly so she would be okay. So I think you just have to be really intentional and look at what your team is not saying and really sort of make sure they're taking care of from a basic level and then from there we are building on career path and succession plans and growth and training and fulfillment. But our cultures really important to us and it's based on kindness and awareness of what your teammates are really going through right now. I think that's a beautiful point, but I think a lot of companies that had never had to think about or really dive into how are my employees truly doing right how is that a my mindful of their true situation as a human being? That I was very rarely part of the conversation. I mean I could think back when I was running sales and marketing teams. We would be concerned about it if somebody we're having a baby or they had something happened in their family, but it wasn't a blanket. Hey, we really need to think about the mental health and wellbeing of our employees. Till the pandemic, it's kind of created this shared experience, let's say, and I think forced a lot of companies to look at the humanity of their of their practices. Summer adjusting better than others and I'm curious how you're seeing 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 the cat walking across the keyboard. I mean it's it's this is life and and this is work. You know, is a huge part of that. But to really understand the wellness and mental health. I mean that conversation right in sports right now is very much on the forefront. Why should anyone be any different? These athletes are bringing that conversation once again to the forefront. I find them...

...trailblazers on many levels. Right. So I just think that just down to the basics and every single person to understand now, with their basic needs arts, it's not just to get the best out of them as employees. As a business owner, it's to create a culture and an environment where people can work to their fullest potential. And let's make sure right on them, aslow's hierarchy of needs, 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, the discipline itself of marketing, and I'm curious with the new need for people to be more humane in their business practices and think about their employees, but also the humanity of their clients. Businesses evolving, changing, responding rapidly based on current situations, and I'm curious when you work with your clients, what are some of the mistakes you're trying to help them avoid and kind of this new landscape that's so interchangeable between humanity and business. Well, one of the things you know, when people are trying to look at cost structures, they look at sort of the GIG economy and they say, wait, I may not have an inhouse marketing team, but I can piece together all of these people and create a cohesive strategy to grow my company. And we see a lot of times that there are teams that really don't understand how to manage disparate teams and different freelancers and it ends up being sort of a disjointed strategy that lacks cohesion, and so in the effort to sort of save costs and go to various places, they end up sort of losing that. I do think that under starting from a strategy that's really geared toward your business goals and then implementing right people just want to dive in and start marketing and try all these platforms and and all of these different services. You really need to start from a strong foundation that is tied to your business objectives and then you can move forward from there. And when you when you think about you know,...

...okay, we've got this kind of level set. This is what we're looking at from reality situation. Right now, nobody knows what's going to happen in the next eighteen months. I mean the lad nobody saw the last eighteen months come. So nobody knows what's coming in the next a team, how do you help them prepare or approach a mindset that they have to apply to their marketing in their business that's going to keep them responsive or agile to respond to whatever 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? Okay, I remember five year planning. That may make me old, but I remember five year plan absolutely we have to really think in terms of, you know, six month in ferments, quarters months and because we have access to so much data now, it's the whole process is so iterative. Right. So we'll look at shorter time periods. Say, these are the five strategies were deploying. Here the KPIS that were measuring as ourselves against. Here are the multivariates that were using as part of these campaigns, and then let's look at the data and be readyady to pivot quickly. And you know we don't want to pivot too quickly, right, you do need to give some time for some some of the campaigns and some of the work we're doing to settle. But I think that the mindset is much shorter term and much more macro focused, right to what's happening in the environment and be ready to change. We have one client that has just rolled up ninety men's formal wear stores under one brand and we're rolling that out, imagining that happening right before Covid with everything shutting down. Wow. So talk about it's a go ahead. So it's a lot of change. I mean it's a lot. It's a lot of change. Have to look at things completely differently than we did before and I think, honestly, the the whole pandemics kind of pushed everybody to be a little bit more creative and a little bit more accepting of things that maybe they wouldn't have been so accepting of 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 how covid 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 to, you know, testing, moving quickly, trying new things, and we are moving at a very rapid pace right now trying to keep up with everything. And, you know, looking forward to two thousand and twenty two. Right it's we're going into fourth quarter. What is next year look like? So, so much we don't know. Yeah, the unknown is just now part and parcel of of what we have to accept as we kind of move forward. I think there were those of us, I think, on the entrepreneurial side, I think speak for my own experience, that unknown was a big change, because the unknown was thirty days out, sixty days out, ninety days out. When you're trying to start a business, your being entrepreneurial, your horizon is much closer and then you get into some of the organizations I used to work for, when we look at, you know, six months out nine months out, twelve months out, which still was probably folly at that point, but that's what we were doing and I think that getting comfortable with unpredictability and change. It's just become necessary for the DNA of any any company, to exist, but especially in the entrepreneurial environment. Or do you think there's a different way to look at that? No, I think we're sort of made for it in the entrepreneurial environment, right. I mean so much of it is 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 I think a lot of us have thrived and I think that shows in the numbers of people, you know, starting new businesses and being this environment. It's not the easiest, most predictable time, but maybe there's never been a better time. Amen to that. So tell us about wild coffee marketing and your journey to arrive there. How'd you had to end up there, and tell us which guys are focused on. Sure. So, when I started my journey here, I had been out of the workforce, as I mentioned, for a couple of years and had to decide really where I was going to take my career and I knew that I loved this discipline so much and...

I ended up joining forces with somebody I've worked with WHO hired me at my last position and we've been business partners for the last four years. He and I had mostly been on client side, right. So vps CMOS, it's big companies and we really thought that there was a need in the market for smaller businesses to have strategy work done and have an outsource Cmo, because we believe everyone needs one, but you don't necessarily need it all the time, right. So you may be doing twenty million thirty million in revenue and have a solo marketing team and person or running sort of that function in the company, but you really need to get that strategy done. So we started while coffee as an outsourced CMO and marketing company so that we're doing that strategy and then whence we have alignment with our client, our team can actually implement. So we are like CMOS running our own agency, if that makes sense to you. Oh Yeah, I love it. And so I have to ask, because naming is such an important part of any enterprise. Wild coffee, how did we or not? It's actually I was in Miami, living in Miami at the time when I started the company, and wild coffee is a native plant that grew outside my window while I was writing my business plan and it's this really vibrant, hardy white beaned plant that I used to have to chop back with machetes because it grew so freely. And I said, what a great name for a company that it's got. It's energized and really great to look at and has like a very strong growth trajectory, and that's what we ended up naming it. And you're always looking for that stopping power. Right descriptive brand names, remember, like S S S, you know, describing what your company does, like global advisors. You know, it's sort of a thing of the past, so I love it. I love all right, so let's change direction here a little bit. We ask all of our guests two standard questions towards the end of each interview. The First Assembly as cofounder and former cm or currency MOA, that's outsource, you are no...

...doubt a target prospect for people out there trying to sell things and I'm always curious when they don't have a trusted referral in what works for you when somebody's trying to capture your attention and earn the right to time on your calendar. HMM, that is people who have done their homework a little bit and at least know a little bit about my business and what my potential need is and present it in a very straightforward way. Right. We were talking about a little bit about transparency and and when, when you can identify a potential need of my business and a potential problem that I may face on a regular business because you really understand what we do, that will catch my attention for sure. Love it all right. So last question. We call it our acceleration insight. There's one thing, just one piece of advice you could tell sales, marketing, our professional services people that, if they listen to that's the cavea you believe, would help them hit their targets and it or exceed them. What would it be and why? We have been talking a lot about this on the team lately and it's really about transparency and authenticity. You and I've talked a little bit today just to sort of about covid and peeling back the onion and things being real. You know, when things are high gloss and really sort of high production, sales and marketing. I don't know that people trust that like they used to. I think when you really start to dig in with a pure and honest approach 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 good results for our clients, using some artificial intelligence, helping them find prospects that makes sense for them and then hitting them with a message that's just really honest about the potential need that they may have and how we can solve it. I think authenticity and transparency. So, full disclosure, I'll be one hundred percent authentic for audience here. When I first heard that word, I was an executive for a digital agency at the time and it just kind of hit me wrong because the way it was being used as I oh, be authentic, which as a type a...

...personality, I thought, what the hell does that really mean? However, the transition to entrepreneurial life and really the shared experience through that we've all had through the pandemic, understanding that to be respectfully authentic and consistently transparent are things that, if embracest, to allow everyone to connect in a much more human and valuable and meaningful way and get rid of some of that Polish. I think I'm with you one hundred percent. I think the overproduction and over Polish just doesn't ring true anymore. Everybody's got tattered edges now as a result, and we just saw a need to accept that right, because selling sometimes has a negative connotation. You know better than anyone do you know that I want to be sold. I want to have as a businessperson, my needs, Matt, and they'll share with you what they are and can you meet those needs, and it's sort of stripped away all of that sort of gloss and let's just be real about what the needs of our business and what you're selling and how you can meet them. I love it. I love it all right. So, amy, if somebody's interested in talking to you more about the topics we've touched on today, where would you like us to send them? Oh Wow, coffee marketingcom or you can find me on linkedin under Amy Anderson at while coffee. I love it all right. Thank you, amy, so much for taking time. Has Been An absolute pleasure to have you on the show today. Thank you so much for having me. All right, everybody that does of this episode. You know the drill be to be REV exactcom share with friends, family co workers. Let your kids listen to it instead of spending so much time in front of screens. Until next time. We have valiusaning associates with show nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure that you never miss an episode, subscribe to the show and Itunes or your favorite podcast player. Thank you so much for listening. Until next time.

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