Sean Carson
speaker
150 appearances
2 recordings
1 series
first heard Mar 2025
last heard Apr 2025
Sean Carson’s voice in public audio — every appearance, attributed to the second.
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Appearances
So again, going back to the customers that we support, many of them are private equity backed businesses. A lot of those leaders that have stepped into that organization to help drive growth have bigger business experience. And so they're comfortable with that type of structure and that orientation. And so
You know, the outcome of that is more decision making by committee, more of enterprise type buying examples and environments. And so it's really important to understand buying criteria for a customer. hey, as fundamental as training your sales team on who are the people that are going to be involved, what are the critical milestones that we need to address to ensure, what is your timeframe?
That qualification is really, really important so that you can create a mutual action plan and help your customers actually be more efficient buyers than what potentially they may be doing without you. Yeah.
No, I think it's a fair question. We've got some perspective on that. Brand equity is always going to be important, particularly when the higher the decision risk, the higher the importance and substantiation of who you're partnering with to solve a problem. What we're seeing, though, is that many organizations and executives and business leaders are understanding that
There is also a lot of knowledge and capability in small and mid-size boutique, very, very specified professionals and resources that can drive a ton of value. And so that is a balance that needs to be weighed by the customer or by the business who's thinking about whatever initiative they want to execute. And there's certainly going to be pros and cons.
typically bigger, more well-known brands are going to be a premium. That calculation needs to tie out in terms of value. And so when you think about large organizations who tend to command a premium in the market, if that value equation is sufficient, then ultimately you're in a good position. If what you're receiving as a result of
high brand equity, larger businesses is not as valuable as potentially a more specialized resource, then you're obviously going to need to think about that decision a little bit more carefully.
Yeah, absolutely. The best way to think about where and how SEG can be helpful to an organization is we work fairly democratically across all B2B sectors. We are not today, as it relates to industry or sectors, closely tied to consumer-based organizations. And I think we can offer perspective and insight, but the B2B motion from a commercial perspective is very different than the B2C one.
We know what we're good at and we're sticking to that.
I'm excited to continue on the journey that we're on and to help make a positive impact for our clients, our partners, the people that we work with inside the business. If we're successful at that, we're going to be successful in our growth strategy. And ultimately, it's been a fun ride up until this point, and I'm really looking forward to continue to grow the business moving forward.
Well, you can see more about what we do and who we are on our website. And I'm pretty active, widely out there on LinkedIn. So I'd love to connect with all of you. Shoot me a note and we can have a conversation.
It's definitely changed. And we've seen more and more of our clients want resources near or close to office locations so that they can be visible. What we provide advisement around is depending on the role type and the seniority. I think it has a direct correlation.
Those that are further along in their professional career, if they've been successful and can substantiate that success, they're going to likely feel like they've earned the right to have that as an option. Whereas when we're working with a lot of entry-level or lower mid-level professionals and resources, we encourage clients and them to create an environment where they can easily collaborate and
In person and virtually, I think, you know, ultimately it's going to come down to the business objective and what the growth requirement is. There's a lot of great talent that's out there in the market and remote work is an opportunity to tap into talent pools that maybe prior to that shift were not as feasible.
So I think it's careful evaluation and looking at the business and the demand and making informed decisions about it.
Yeah, fire away.
Yeah, this is a great question. Building personas and being up to speed on how a certain role type is being impacted by AI is just as important as leveraging AI to help support that construct. And so a good example of that is, in the commercial organization, you're seeing what used to be completely separate functions of sales and marketing now becoming more and more blended, right?
And the necessity for efficiency is to have those functions operating very, very correlated and tightly intertwined for a multitude of reasons. So as you look at building out ICPs and leveraging AI to do that, the inputs are more important than the outputs. And so creating the right type of data and information on who the target profile is, is going to be really, really important.
And it's a great use case for AI applications. You know, if you pull 25 people and type a roll down from LinkedIn and load that into an AI application to spit out commonalities or consistent traits and attributes across that subset of population, you can quickly get to a point of understanding what the difference is and the items that are consistent for that type of persona is going to be.
And that should then move further into building out your ICP in a substantiated way.
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