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Glenn Gaudet -- CEO at GaggleAMP
I'm the CEO and Founder of GaggleAMP. The company was started nine years ago and the genesis of the idea came out of the job interview. I was interviewing for a Chief Marketing Officer position at a company in the Boston area.
Back then, social media wasn’t as integrated into the company’s marketing efforts as it is now. I was asked what I’d do differently and my answer was - we’d need to start from scratch here.
They thought that was a good idea so I went home to look for the toolset that I could use to do what I suggested. I couldn’t find anything and I’ve realized that nobody has done that yet.
So, I’ve decided to start my own company instead of pursuing that job. I’m very glad I did that.
Getting Into Marketing (04:54)
I went to Babson College, which is in Wellesley, Massachusetts. I had a double major in Marketing and Communications and I graduated with a BS in Business Management.
My first job out of Undergrad was working for a company producing high tech trade shows. I spent a couple of years doing that, which was pretty interesting.
The technology that I was producing the show around was in the telecom space. In the early 80s, it was split up by the government and this created an entire ecosystem.
That was the environment that I was in and I started to be fascinated by the actual technology itself.
The Biggest Learnings (10:44)
I have an appreciation for the impact that that individual contributor can have, whether it's a positive impact or a negative impact.
When you look at it as an individual contributor and I've had both sales positions and marketing positions as an individual contributor, there's a lot placed on you.
If I could go back, I probably would have taken more interest in educating myself in other areas outside the ones that I was staring at right in front of me.
Responsibilities and Roles as an Individual Contributor (11:48)
I was putting together the conferences, producing trade shows and identifying the right kinds of sessions to put together that would draw the right people.
From there I did marketing in a software business, which opened my eyes to understanding the clarity of a product that was built by the United States army that we were bringing to the private sector.
The Transition from Being a Contributor to Managing a Team (13:26)
I learned it was not as easy as I originally thought. There's a little bit of a humbling effect when you first start to manage people because not everybody works the same way you do.
Not everybody thinks the same way you do. Not everybody has the same work ethic that you do. So that was an eyeopening experience because I have moved from an individual contributor to a Director within the same company.
I’ve learned a lot - how to manage people, how to manage my own time and where I should set my priorities.
To our listeners - if you're not getting the opportunities that you want, being offered by somebody else, create a world in which you make the opportunities appear for yourself. And that's essentially what I did by going the consulting path.
A Decision To Go Back In-house (21:03)
It came down to my desire to be a part of the team again. When you’re doing consultancy, you don't get a full engagement that you do as being part of a team with a longer tenure.
Tactical Marketing Things That Were Learned (22:40)
I had started with an intellectual curiosity around how can I do something different than what everybody else is doing. I always try to explore new things.
If you do the same thing everybody else is doing, you may get the same result or probably worse, but you’re certainly not going to get better results.
Running the Marketing Department (24:26)
At the CMO level, I’m responsible for building the machines that allow the overall goals of the company to be reached.
These machines usually include some amount of money and some amount of resources. Those resources tend to be people and technology.
Being a CMO, I had to learn that you're not doing that tactical thing every day, but you have to understand the tactics that drive the efforts of the machine.
The Roles at Pulver Media and Treedia Labs (28:08)
Of the two Pulver Media was larger. Treedia Labs was an early-stage company that was building technology in the podcasting world.
At Pulver Media, my responsibility was to maintain the branding, get attendees to the events, get sponsorships.
At Treedia Labs, we were essentially creating a podcast directory in a podcast app, something similar to today’s Stitcher.
We were completely under-resourced from a product development point of view, so we weren't able to get the product to the point where it was saleable.
Turning Failures Into Positives (30:42)
Frankly, you learn more from your failures than your successes because you don't always know why you were successful in many cases.
Usually, in a failure, you have more clarity on what went wrong. From that point of view, I think you start learning that there are better questions that you can ask. Questioning is such a valuable thing.
The Transition from Being a CMO to Being the Chief Executive (32:09)
Once I started the company I knew there was no revenue coming in the beginning. Also, we are not a venture-funded company. We grew the company through revenue, not through somebody else's investment in the company.
It requires a different mindset as CEO and frankly, it's not intuitive.
From my point of view, what I'm excited about every morning when I get up, is that I'm still growing as a person.
One of the biggest takeaways is that it's not about you as much as it is about the team that you surround yourself with.
Advice For Young Marketers (36:49)
Be a little more patient. Consume more in terms of knowledge and ideas.
The willingness to accept data and influences from multiple sources is one of the traits that are key to being an entrepreneur.