Jonny Adams

they really got themselves understanding the key metrics to staff, which they didn't have much data integrity, they didn't have the right CRM.

they really got themselves understanding the key metrics to staff, which they didn't have much data integrity, they didn't have the right CRM.

And once they understood that they needed to go from sessions to leads, from leads to bookings, and then retention of repeat customers effectively in their space, that core metric enabled the chief growth officer in this case to actually really get behind that. One of the pivots that they've done over the last year is actually quite interesting.

And once they understood that they needed to go from sessions to leads, from leads to bookings, and then retention of repeat customers effectively in their space, that core metric enabled the chief growth officer in this case to actually really get behind that. One of the pivots that they've done over the last year is actually quite interesting.

They had eight, what I would call VP growth officers that were possibly some of the original individuals on that sort of proceedings of 2019 up to sort of 2023. And what they then started to look at was analyzing the funnel, looking at the leakage between each of those gaps, as I say, from sessions that leads to sales and in sales to retention. Yeah.

They had eight, what I would call VP growth officers that were possibly some of the original individuals on that sort of proceedings of 2019 up to sort of 2023. And what they then started to look at was analyzing the funnel, looking at the leakage between each of those gaps, as I say, from sessions that leads to sales and in sales to retention. Yeah.

And once they're able to identify the challenge in each space, they're able to look at the capability of each of the individual aspects. So success, marketing and sales, they were like, hmm, something's happening at the leadership piece. Marketing and sales isn't fluid enough. It's not optimized enough. So what they then did, which I thought was really good.

And once they're able to identify the challenge in each space, they're able to look at the capability of each of the individual aspects. So success, marketing and sales, they were like, hmm, something's happening at the leadership piece. Marketing and sales isn't fluid enough. It's not optimized enough. So what they then did, which I thought was really good.

not just go in and find a person that could do the same thing, which was both marketing and sales in another business to change. They actually split the role, went out to another market basically. So completely away from their current organizational structure and found someone that had done it bigger, stronger and a new marketing as such a subject matter expert.

not just go in and find a person that could do the same thing, which was both marketing and sales in another business to change. They actually split the role, went out to another market basically. So completely away from their current organizational structure and found someone that had done it bigger, stronger and a new marketing as such a subject matter expert.

And then brought another salesperson in and they're running the funnel, I suppose, in a really optimized fashion. Now, I don't think they're there completely because it's really hard then to glue the people together. But it's actually quite a nice journey since 2019, having sort of no understanding of their funnel to then understanding it, then to building that change.

And then brought another salesperson in and they're running the funnel, I suppose, in a really optimized fashion. Now, I don't think they're there completely because it's really hard then to glue the people together. But it's actually quite a nice journey since 2019, having sort of no understanding of their funnel to then understanding it, then to building that change.

I massively advocate what you're saying. One of the things that we train and teach is that whenever recruitment, which is recruiting individuals into your organization, I know we're talking about recruitment and probably supporting other businesses, but is it about 5x, 6x the cost of a mishire at the moment?

I massively advocate what you're saying. One of the things that we train and teach is that whenever recruitment, which is recruiting individuals into your organization, I know we're talking about recruitment and probably supporting other businesses, but is it about 5x, 6x the cost of a mishire at the moment?

And most organizations, when they make a mishire, they always go, wow, they weren't good enough anyway. And then they point a finger at them. But we always say, well, how many fingers are pointing back at you? And there's always the three that are pointing back at you, which is important to actually understand. It's probably the way that you've hired and ill practice and focus.

And most organizations, when they make a mishire, they always go, wow, they weren't good enough anyway. And then they point a finger at them. But we always say, well, how many fingers are pointing back at you? And there's always the three that are pointing back at you, which is important to actually understand. It's probably the way that you've hired and ill practice and focus.

And that comes on to like the next question, really. And we're talking about the importance of leadership to drive that, you know, customer centric approach. But when we think about that and then wrapping around a cultural element towards it, you're alluding to some of those practices and principles. I love the fact that you talk about the why, the what, the when.

And that comes on to like the next question, really. And we're talking about the importance of leadership to drive that, you know, customer centric approach. But when we think about that and then wrapping around a cultural element towards it, you're alluding to some of those practices and principles. I love the fact that you talk about the why, the what, the when.

And, you know, you were challenging a bit there, Matt, about the how. And you've come up with some great frameworks. But from your experience, how do you sort of build the culture of a customer-centric approach through the leadership? Remember, that's the lens that we want to talk about. But how do you build that culture in an organization from your role?

And, you know, you were challenging a bit there, Matt, about the how. And you've come up with some great frameworks. But from your experience, how do you sort of build the culture of a customer-centric approach through the leadership? Remember, that's the lens that we want to talk about. But how do you build that culture in an organization from your role?