Cathy Hawley

Join me TODAY at 3 pm eastern for Cracking the Promotion Code, some tips that too many of my clients don't understand about advancing to greater levels of leadership, power and authority in their careers. RSVP 👉 👉 https://lnkd.in/eyZyXqUj (Note: This event is exclusively available to StartUp Marketer (SUM) members. Not a member? Click the link above to join.) #CareerGrowth #LeadershipDevelopment #PromotionStrategies #ExecutiveCoaching

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We’re thrilled to unveil our 2024 State of Talent report! Thanks to Matt Schulman, CEO/founder of Pave, for partnering with us. Thanks also to the whole Pave team that helped (especially Frances Mitchell!) The last few years in talent have been, as I was quoted in Fortune this morning, "super weird" - we put together this report to offer a broad view of what's happening, what we expect to happen the second half of this year, and what founders & People teams can do to prepare. 📍 Managing Spend: In ‘23-24, more companies froze merit increases to manage budgets. Despite similar median merit cycle increases, average increases are lower YoY. 📍 Focus on Retention: Attention has shifted from hiring to retention of top performers, with expected attrition increases in H2. The rise in applications per role + the increase in job postings suggest a competitive rest of the year. 📍 Job Postings as Leading Indicators: Job postings can signal future salary changes. Data Science/ML saw a 56.4% increase in ‘23, with salaries rising. Sales, Marketing, and Product also saw significant growth in Q1. SF continued to see more competition than other US areas. 📍 Sales Talent: Top-quality sales talent is more competitive, especially for top percentile talent. Last year, 23% of companies grew their sales teams; 86% plan to expand this year, with 2/3 of those aiming to double their headcount (thank you for the data Bravado!) 📍 AI's Impact on Job Families: Ai disrupts roles like Customer Support, which has the highest apps per job posting and significant salary changes YoY. Though engineers aren’t being replaced by AI yet, the potential automation of roles like sales development raises questions about career ladders. 📍 Managing Equity Burn: To manage burn, companies are limiting equity to certain levels, reducing targets, and exploring new geographies. Equity burn is a major concern, especially for late stage privates and public companies. Companies are concentrating their equity comp towards great leadership and strong, autonomous ICs. 📍 Geography-Based Equity Adjustments: Surprisingly, geography-based adjustments aren't more common. Outside of the top few US tech metros, equity comp can be as low as 50-60% of Tier 1, and even lower internationally. 📍 New Equity Structures: Data shows that late stage private companies see a 60-70% increase in burn with refresh programs. Companies are experimenting with 1- and 3-year grants, backweighted vesting schedules, and other new structures, led by changes in public tech companies. For a deeper dive into these insights and more, check out the full 2024 State of Talent Report here: https://lnkd.in/g_yTTxFz

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Great podcast with beth sheffner scheer, Erica Waichman & Jennifer Kodner on how VC talent partners influence founders, hiring managers, and most of all help their portCo’s succeed!

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This was me getting schooled by one of the most respected TA leaders on the planet - from a $50B+ company - a few weeks back. 📚 But in the best possible way. 😁 I'd finished walking through BrightHire at a high level and they offered some friendly feedback: "I'm sure you've given this a lot of thought, but..." Uh oh, where was this going? "... when you hear Interview Intelligence platform, I don't know, it doesn't do justice to the whole thing... this is equity, consistency, structure, quality, speed." She nailed it. We're known for "interview intelligence" and AI interview notes, but the most common reaction I get from demos is: "Wow, this is SO much broader." Last Friday it happened again. I was again speaking with one of the sharpest TA leaders around from a >$20B company - he hadn't seen the platform in 6 months. His reaction was similar: "Wow, I’m not usually at a loss for words - this is really impressive. I can’t believe how much you’ve built - this isn’t a product, it’s a platform. This solves a range of problems and use cases." My takeaways: 1) Hugely proud of the amazing BrightHire team and what we've built! 2) We need to 2x down on how we convey our value to the market Being a buyer is hard - you have limited time to understand solutions - and often everything in a category can seem the same from the outside. That means it's on us to step up our game. 👊 Also, we are not the same as everyone else. 🚀

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I'm very proud of the Bolster team for creating the Leadership at Scale report, analyzing more than 280,000 executives at over 30,000 companies to examine: 🤝 What leadership teams look like from pre-seed to Series D 🛠 The variation of skills and responsibilities for each executive-level role 🚨 Signals to help you discern when it’s time to add a new executive to your leadership team Get the report now to gain insights about executive team scaling!

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Give Jim a follow

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Alysha M. Campbell shared some great strategies with me today to start building more inclusive succession plans: - Get specific on role requirements, and don't just list the skills of the person in role or the most likely next person in line. Often there is a broader set of skills that could be beneficial to the role that should be considered. - Create mentorship programs for a diverse group of employees to get exposed to leaders at the company. This will help them grow and build a broader pool of succession candidates. - Be intentional with talent recruiting teams about bringing in a diverse pool of employees that could grow into leadership roles. If you lack diversity within the organization, it becomes more challenging to build inclusive succession strategies. Check out the full conversations at: https://lnkd.in/gGXJ7A5A

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I’m going to tell you two very different stories about strategy sessions. Story One: Socializing Predetermined Answers Recently, I was talking to the head of HR for a growing tech company, and she mentioned the challenge of an upcoming offsite planning meeting. They were bringing together their executive team and about 30 next level managers to finalize plans for the second half of the year. Despite significant pre-work, she seemed nervous. When I asked why, she told me, “making decisions with more than six people is impossible.” “So, what are you going to do?” I asked. “I’ll make sure a couple executives figure out the plan in advance, and then we will use the off-site more as a way to socialize the direction.” Sound familiar? It did to me too. And yet I know from experience, this approach leads to disappointment. Despite all the investment, attendees leave feeling like they didn’t make a meaningful contribution. Executives end up unsure they truly have the buy-in they were looking for. Contrast this to the second story: Story Two: It’s Their Solution About ten years ago, I worked for the president of a rapidly growing SaaS software company. We knew that we had outgrown many of our core processes, including client onboarding. At the time, there were just too many hand-off gaps between sales, services, and support. The president, Carlos, told me he was going to bring in 20+ managers from around the world to work out a better onboarding approach. I suggested we sketch out a new process in advance, and then rolled it out at the meeting. This is what he told me: “Of course I could do that. But then I’d have an even bigger problem - convincing the whole company to implement MY process. But, if I can help the managers work together to figure out the new strategy… now they own it. Now it’s on them to go back to their teams to align and execute, not me.” This is when I realized Carlos was playing chess while I had been playing the leadership version of checkers. Yet, even as I conceptually understood the advantage of the Carlos approach, it just didn’t seem practical. After all, decision-making IS impossible when you include more than six people. Right? Everything changed when I began working with the MIT Center for Collective Intelligence on the project that has now turned into HiveWise. Their research clearly pointed to a new approach to enabling real, meaningful participation in complex challenges. - Leaders build a guiding framework - Participants collectively develop and analyze alternative answers  - Leaders finalize decisions with clarity, understanding, and buy in. If, like me, you are interested in moving from “socializing predetermined answers” to truly working collectively to create strategy and solve key challenges - I’m very happy to share with you the key principles that can make that happen. 

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Braze just made a major statement by appointing Kelly Ann Bauer as their new leader for consulting/agency partners in AMER/LATAM. This isn’t just a routine hire, folks—it's a strategic move that signals Braze's serious commitment to building a powerhouse partner ecosystem. Let's talk about why this is important news for Braze, their partners (like Stitch), and the industry at large: 1️⃣ Experience is Key: Kelly Ann isn't just any partner leader. She's a seasoned veteran with a proven track record across the spectrum, from IT services giants like Globant to major agency holding companies like WPP and Dentsu. She's also got the tech-side perspective from her time at Sitecore. Braze isn't messing around. They brought in someone who knows the game inside and out, someone who can hit the ground running and drive results. This is the kind of leadership needed to navigate the complexities of the partner landscape and elevate Braze's services partners to the next level. 2️⃣ Prioritizing Partners: Braze is putting their money where their mouth is. Hiring Kelly Ann shows they're serious about making partners a core part of their growth strategy, especially in the crucial AMER/LATAM markets. This move signals a shift in focus, a recognition that building a strong partner ecosystem is essential for long-term success. It's a message to partners that Braze is invested in their success and ready to provide the support and resources needed to thrive. 3️⃣ Ecosystem Expansion: Braze is on a mission to grow. They're looking to expand their partner network, build deeper relationships, and create a collaborative environment where everyone wins. Kelly Ann's expertise and experience will be instrumental in achieving these goals. She'll be the driving force behind Braze's partner initiatives, fostering innovation, driving revenue, and creating a thriving community of partners. 4️⃣ Legitimizing the Partner Channel: Braze is sending a clear message to the industry: their partner ecosystem is a force to be reckoned with. They're not just building a network of resellers, they're creating a strategic alliance of trusted advisors and experts. This move elevates the partner channel. The Bottom Line: Braze's hiring of Kelly Ann is a game-changer. It's a bold move that signals their commitment to building a world-class partner ecosystem. Expect to see Braze double down on their partner initiatives, driving innovation, expanding their network, and creating a collaborative environment where everyone succeeds. The future of Braze's partner ecosystem is bright, and we're excited to see what they accomplish under Kelly Ann's leadership! #Braze #StitchAndBraze #Loyalty

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As an early-stage Chief of Staff, I often talk to folks who are looking for CoS roles. I get asked a lot of similar questions and want to share my answers for anyone who's pursuing this path: 1️⃣ What does a CoS actually do? CoS's are all different. At a company as young as Aomni, Chief of Staff is a "white space" generalist role, meaning I take on any business priorities that our founder/future execs don't own themselves. Today that means Ops, Sales (in partnership w CEO), Marketing, Customer Support and certain Product tasks. 2️⃣ How can I find CoS opportunities at startups? I don't think it's a good use of time to apply cold. This is because CoS hiring at startups is highly trust-based and the market is crazy rn. Unless you have a sterling resume, you're going to lose out to competitors in the CEO's network already. Instead, leverage your network to develop relationships. Look for opportunities to start on a freelance basis where you can build trust before the job is even posted. Consider different roles at the right company where you can evolve into a CoS over time. 3️⃣ How can I stand out to hiring managers? Same thing as #2 -- it's all about relationships. Demonstrate that you can perform well in the role and add value as a trusted partner to the CEO/exec team, whatever that takes. 4️⃣ What's the hardest part of the CoS role? The biggest thing is stress. You don't have the same level of responsibility as the CEO, of course, but the pressure they experience reaches you via osmosis. I'm always trying to improve how I manage stress. 5️⃣ Do I need to have consulting or banking experience, or an MBA? Absolutely not. My somewhat irrational and biased opinion is that these experiences are actually anti-signals about one's fit for the job at a startup (probably not the same at a big company). Many people with these backgrounds are uncomfortable without structure, inflexible and unwilling to do grunt work. Effective CoS's at startups are highly curious learners, resourceful operators and great first-principles thinkers. As long as you can demonstrate these traits you're golden. --- I also want to shout out some communities that anyone in this space should have on their radar: Ask a Chief of Staff, Chief of Staff Network and Generalist World are 3 of my faves. Always happy to answer questions and support new and aspiring CoS's in any way I can!

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We are thrilled to announce a groundbreaking partnership with Community Equity Partners (CEP), led by visionary CEO Eric Dobson! CEP is the first angel investment firm to join forces with Investor Readiness, and we couldn't be more excited about the potential this brings! About CEP: Community Equity Partners (CEP) is a dynamic syndicate of investor groups and funds that unites subject matter experts, entrepreneurs, and venture-style investors to collaboratively identify and invest in high-potential opportunities across various sectors. Their focus areas include technology, SaaS, medical devices, biotech, AI, financial services, advanced materials, advanced manufacturing, energy, and clean tech. CEP typically invests in 10 to 20 companies annually, with individual investments ranging from $50,000 to $500,000, actively participating in seed through Series D offerings. This partnership marks a significant step forward for Investor Readiness, as we align ourselves with an esteemed firm like CEP to empower more minority-owned businesses and entrepreneurs to achieve their growth goals. Stay tuned for more updates as we embark on this exciting journey together! 🚀 #PartnershipAnnouncement #InvestorReadiness #AngelInvestment #CommunityEquityPartners #Entrepreneurship #Innovation #Growth #MinorityBusiness #AI #TechInvestments #FutureOfBusiness

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I just wrapped up a panel with the Marketing Leadership affinity group within the How Women Invest community with my hero Auntie Nancy Hayes, aka the Yoda of board membership, angel investing, and general badassery. We talked about different ways to serve on boards, a role in which experienced Marketers seem to be often underrepresented. Why? If I had to guess, I'd say: 1 - Most heads of marketing are women 2 - marketing is undervalued, especially under sales/revenue experience 3—Compound the first two with the messages you tell yourself about your own worthiness, and suddenly, you're a great marketer for everyone else but yourself. ___________ For those who are interested in getting closer or into the board room, there are so many ways to start/get experience: 1—Board Observer (one of my current board roles)—you represent the investor but have no votes. It is unpaid, but/and hugely essential to act as a bridge of visibility and communication between the fund you've invested with and the company in which the fund has invested. My role brings value to both sides with much less bias than the other VC board seats. 2—Corporate board director—There is much governance but not much influence on the product, as the company usually has big enough teams for that. There is a lot of hiring/firing CEOs (read: drama), which can still be fun, especially for those fresh-popcorn-in-my-bag swag kinda folks (both grossly generalizing and way understating this role's fiduciary importance, but you get the idea). 3—Independent board director—this is another of my favorite places to sit. It is much like the Board observer role but with voting rights and equity (although not always, as these terms are negotiated and influenced by the shareholding board seats). You are NOT representing a VC fund (typically), but you might have subject matter expertise in the product or are a generalist boss gal like myself and bring a sense of neutrality and balance to the board. 4—Advisor. Advisors are similar to IBD in terms of influence and type of advice but are not part of the board or its meetings. This role is usually paid in some combination of equity and cash. It's another of my faves. (Are you seeing the trend here?) We have not even touched non-profit boards (where I got my start and am currently sitting on my sixth), but we will save it for next time as it's a whole 'nother Oprah. If you want to learn more, How Women Lead is hosting its 5th annual #getonboard week, starting October 21. Hybrid virtual and in-person. Check it out: https://lnkd.in/diizwv8j #womeninleadership #boardofdirectors #howwomenlead #governance #boarddiversity #corporategovernance #boardservice #businessleadership #leadership Julie Candelon Susan Greenwood Schroeder Mikayla Ludwig

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Getting to Yes is foundational for San Diego Angel Conference, yet for 98% of founders in the competition, the answer was no, at least for funding, at the moment. There are other many other Yesses to take away: *Say Yes to all you learned *Say Yes to the feedback received *Say Yes to nurturing the relationships started with founders and investors (it often leads to follow on investment) *Say Yes to receiving feedback and making changes *Say Yes to what’s next What an impressive cohort it was. Founders filled with purpose and commitment to make a positive impact, and the grit to see it through. Read more here: https://lnkd.in/gG5Hf6Z3 #startups #angelinvesting #entrepreneurship #resilience #leadership

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Employee experience is crucial, and innovative hiring systems can make a difference. At Savory Fund, we believe that a happy team leads to happy customers. Jared Olsen Elliot West: What’s your approach to employee experience? #EmployeeExperience #InnovativeHiring

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While moving up the ladder from individual contributor to CEO I learned a lot about how the leadership role has to evolve. My latest blog examines this. Please subscribe or, better yet, sign up for a piad subscription. #Leadership #Management #Vistage

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Last week's dinner co-hosting experience with Builders was a transformative journey, reminding me of the profound impact conversations can have when they evolve into action! Rewind to Pavilion GTM 2023: a serendipitous encounter with Seba Dominguez at a whiskey tasting sparked a strong connection, revealing shared business models, career paths, and personal backgrounds. Fast forward to May in Austin, where Christopher Gannon and Seba's bond strengthened, igniting the idea of hosting a dinner in NYC. When we connected again, the plan came together quickly. Venue Booked ✅ Invites sent ✅ No worries ✅ As someone who had previously only been an attendee of dinners, doubts crept in about orchestrating such an event effectively and efficiently. Yet, Seba's infectious can-do attitude propelled us forward. The evening unfolded seamlessly, with 12 of us gathering at Catch 🐟 to share not only a delicious meal but also candid conversations about our families, favorite restaurants, and the challenges of navigating early start ups. It was everything a dinner should be: effortless and enriching. Three main takeaways for me: 🤝 The Power of Community: Witnessing founders rallying around one another, offering support and encouragement only after just having met, was nothing short of inspiring. 🙌 People Want to Help: By being open and vulnerable, we unearthed unexpected commonalities and discovered innovative solutions to shared challenges. 🌟 Just Dive In: Sometimes, you have to take the leap and trust that the evening will unfold naturally, paving the way for meaningful connections and collaborations. While I regret not capturing the moment with a 📸, I was happy to be fully present. I'm eager to cheer on the incredible individuals I met as they embark on their respective journeys, fueled by the momentum of our shared experience. Amazing to chat with everyone Amy Wu Shannon Wu Jane Tran Kiet Tran, FRM Rom Carmel 🚀 Fernanda Baggio Aaron Surloff Jack Winston Dani Van de Sande Andrew Joseph Sam Schwager Here's to more words evolving into action and forging deeper connections within our entrepreneurial community. #CommunityPower #ActionSpeaksLouder

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Thinking about taking a sabbatical? One of the best ways to get there is through thoughtful planning. Here are resources our team at R&R: The rest of our lives put together to help. #sabbatical #planning

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In the latest episode of Scale Adventures, Lihong Hicken continues to talk about the importance of diversity and inclusion in building high-performing teams. She shares her unique hiring practices, emphasizing the value of empathy and understanding the customer’s pain points. Lihong also discusses her data-driven approach to leadership, highlighting how blending intuition with data has transformed her perspective and business success. Tune in to explore actionable insights on fostering diverse teams and creating genuine connections in B2B environments! #ScaleAdventures #DiversityInclusion #TechPodcast #DataDriven #Leadership #TeamBuilding

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