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
Because if you start trying to grow too quickly without taking into account customer resources to manage your clients appropriately, you can create your own internal problems. And so How do that balance is going to be really, really important as you start to execute against the plan?
Yeah, sure. Happy to. So on the AI front, we see it as a catalyst. I think there's a lot of noise out there right now with emerging technologies and the capabilities that come along with them. The first thing that is natural from a human response is a little bit of fear, a little bit of uncertainty. What does this mean for my job? How is this going to upset how we're operating the business today?
We have the benefit of working with hundreds of companies across multiple industries. So SEG or Sales Empowerment Group, We primarily work with industries in the B2B sectors across all verticals. We're not really oriented for consumer-based businesses.
And as a result of that, we get a lot of visualization in terms of how customers that we're engaged with are already using AI, what the gaps potentially are in terms of where we can pull forward those capabilities for those businesses. And one of our core values is we're going to be our best customer.
When we make recommendations to our clients and our partners, they're likely deep-rooted into strategies and tactical execution of things that we're doing every single day ourselves. That also gives us an advantage in the market in that we operate very, very lean for the size and the scale of our business, but we also have proficiency across all of our internal teams.
And so an example may be, you know, our, you know, demand generation and lead sourcing efforts, they're leveraging the same platforms and technologies that we've advised clients on implementing into their business. And so we can be not only a good resource, but we've also had the opportunity to understand what works well and what doesn't.
And that, I think, is a really important attribute because the way that technology is being leveraged, particularly AI today, is changing so quickly. And so what works for one business may not necessarily be viable for another. And without that technical aptitude or experience, you could waste time, energy, effort, and money all in the same.
And so that's an opportunity that, you know, we feel very confident when we give a recommendation or give guidance that it's sound and that it's battle tested. But yeah, there's definitely a lot of changes on the AI spectrum. And I would say that it should be a catalyst for growth. Even myself, I leverage AI tools across, you know, multiple work streams every single day.
And that has given me an advantage there. versus myself 10 years ago, where everything was much more manual, where I was relying on other people, resources or departments to help provide me the information that I needed to be effective. Today, that's just not the case.
Yeah, it definitely is. And, you know, I like to be a consumer of technologies. I think the more you can understand anything, the better informed you can be and the better the opportunity is for you to help it be useful for you and what you're doing both in your professional and personal life. And so I would encourage people to lean in and start to leverage those things.
You have to be, it's a balancing act, right? You don't want to go all in and just take everything that chat GPT or Bard or Grok throws out at you. You know, you have to understand that it's not perfect and it requires validation, but if you can get 80% there in a couple of minutes, use that balance of time to then validate and then go put it to work for you.
Yeah, it's a great question. We always bounce back to the budget. So in those two different industries, you have certain coverage models that are going to inform overall net sales expense. And that should really be the foundation of your commercial plan to help build and fund your execution for growth. So if you're running a high transaction, high volume business,
type of commercial organization, you may not need all the insights and information and data points that say a professional services firm that's running quarter million to half million dollar engagements. That being said, you should still take your time to prove out the effectiveness of your solution in either case.
And so, you know, we're advising clients, we always want to, you know, balance back to the budget and back to the thesis. So as you look at the range in those two analysis, that's going to really provide you with what resources can you fund? And then with those resources, what are the activities that they should be focused on?
Happy to. Generally, we get involved and we like to get very intimate with the organizations or end clients, portfolio companies that we're working with. So more often than not, a partner and us will have a dialogue, a private equity sponsor about the business. and what the plan is. And then they make an introduction for us. We get to meet the management team.
We like to learn a little bit about their vision and what it is that they do and talk to them about our services. But our engagements start with assessments. And we like to get intimate and understand the organization, the people, the process, and the tools that they're leveraging to drive growth from the inside out. And those can run from two to six weeks.
On average, I'd say the majority of our engagements are about four weeks long. And we provide a very frictionless environment, both from a time investment and capital investment inside of that exercise. From there, we'll come back with the organization on what we've learned. And is there alignment on the things that they're doing on a daily basis?
relative to what their overall goals and objectives are and making it sound simple but you'd be surprised that many organizations are misaligned where the activities are not really tying out to the outcomes that they're expecting and and there could be an issue or there could be even a larger opportunity that they're missing as a result of that and so as we round out those assessments and complete that work you know we bring everybody back together our partners in the private equity space the management teams
and key personnel and review what we've learned. And there's generally about three to five questions that the board and the CEO or CRO and our partners want to have answered. So we'll answer them and then we'll come up with if there are opportunities that we see that could accelerate what their objectives are or accomplishing their objectives, then we talk about those as well.
And that's really where our services come into play, which is very unique with respect to co-execution.
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