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11 results for “corporate life”
go different segments, or, you know, fuller core competence, etcetera. And as we look through this, I think one issue we found is they don't seem to be conclusive about the chance of success of these transforming steps. So in other words, you can't s
34:30 / 35:32
from transcript34:30 – 35:32
Well, let's get into it then. So I'll give you a quick intro to transforming kind of why we think it's interesting, and then Jenny and I can sort of pull it apart a bit, and you can ask questions. So there are really three reasons that we think about
23:57 / 25:03
from transcript23:57 – 25:03
reducing internecine warfare, reducing the tendency for marketing to try and take control of the sales funnel, reducing tendency for the head of sales to want to take over sort of inbound marketing, just trying to stop the CFO controlling spending so
14:08 / 15:22
from transcript14:08 – 15:22
the sense of possibility here. In The United States alone, because searching has become global, there are approximately 3,000 small business brokers, professionals who do nothing but intermediate small businesses. And there's something like 300,000 s
1:00:43 / 1:01:51
from transcript1:00:43 – 1:01:51
about the basics of smart and thoughtful capital allocation, whereas the average student in your class probably has thought about it a lot, been taught it maybe by you. That could be a hugely powerful lever in some of these businesses at some stage.
55:29 / 56:35
from transcript55:29 – 56:35
undergraduate school at Dartmouth College. I then thought I was gonna go off and do great things on Wall Street, except I found that nobody really wanted to hire me as a history major. I also think I wasn't particularly a great interviewee in that I
5:51 / 7:07
from transcript5:51 – 7:07
It's been fun to be part of all that, and I still have a tremendous amount of passion for it. I wake up every day just really excited I get to do what I do. You have to tell me, how does what you learned in food sales apply to what you've done since?
11:15 / 12:17
from transcript11:15 – 12:17
It was a great little business. We ended up selling that to US sports camps, which is Nike sports camps. That was going on the side. But after Robbie Stevenson, I ended up going to Stanford for business school, Spent two years there, which was a grea
13:59 / 15:35
from transcript13:59 – 15:35
about selling medical equipment. I guess that's what it was. I just it didn't excite me. All these guys who I worked with, you know, and, yeah, the sales team is, like, twenty, twenty, 30 people. They all were openly negative about they thought I was
8:52 / 10:03
from transcript8:52 – 10:03
So my brother and I started a rug business while I was still in graduate school, designed in New York and woven in Ecuador, and there's long stories behind it. My wife looks back in that period, and she said, today, it would be called a social enterp
5:51 / 7:00
from transcript5:51 – 7:00
The best business theory book. Totally. We've had Hamilton on the show. He's amazing. Go read the book if you haven't. He identifies seven powers, essentially sources of defensibility, which he defines as long term differential profit margins versus
1:53:10 / 1:54:17
from transcript1:53:10 – 1:54:17
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