750: How to Organize Your Marketing Team to Achieve a Common Goal w/ Andrea Kayal

ABOUT THIS EPISODE

In this episode we talk to Andrea Kayal, Chief Marketing Officer at Upserve.

Follow Andrea on Twitter: @andreamkayal

Andrea breaks down the steps she took in organizing a marketing team from Day 1. From setting the high level goal, using the OKR methodology (Objectives & Key Results) to organize the team by functional roles & using a collaborative process to clearly define roles & responsibilites on the team.

Andrea highly recommends checking out Randical Candor for marketing leaders and anyone leading a team.

Also in this episode, an exclusive promo code for B2B Growth listeners to get 50% off tickets to the upcoming #FlipMyFunnel ConferenceB2BGROWTH

Click here to connect with this guest on LinkedIn.

Are you struggling to come up with original content weekend and week out? Start a podcast, interview your ideal clients, let them talk about what they care about most and never run out of content ideas again. Learn more at sweetfish MEDIACOM. You're listening to be tob growth, a daily podcast for B TOB leaders. We've interviewed names you've probably heard before, like Gary vanner truck and Simon Senek, but you've probably never heard from the majority of our guests. That's because the bulk of our interviews aren't with professional speakers and authors. Most of our guests are in the trenches leading sales and marketing teams. They're implementing strategy, they're experimenting with tactics, they're building the fastest growing BB companies in the world. My name is James Carberry. I'm the founder of sweet fish media, a podcast agency for BB brands, and I'm also one of the CO hosts of this show. When we're not interviewing sales and marketing leaders, you'll hear stories from behind the scenes of our own business. Will share the ups and downs of our journey as we attempt to take over the world. Just getting well, maybe let's get into the show. Welcome back to the B Tob Gross show. We're here today with Andrea Kle, CMO at upserve. Andrea, how are you doing today? All of them? Thank you. Hey, thanks for coming on. A repeat guest, Andrea. We've had had you on before sharing with our audience, but you've recently made a change here in the last three months. You became the CMO at upserve. So I would love for you to give our audience a quick introduction of yourself and what you're up to these days with your recent change. Sure so, you're correct. I made a change the last three months to move from sign post, which was an AI driven crm, to up serve, observes restaurant technology that basically connects the whole house, so all the way from the Front of House, the POS system, or like the punching in the orders to...

...take the payments, all the way to the back of the house where we have things like hitching to slay systems and and our latest actosition, which was the the order company, and Tele Aviv, which is now upserve inventory. So I've been really awesome to see how how to integrate a new new company and how to add that to the marketing for your team, but between the two companies, that the one sort of common denominator. It's target, target buyer is in this Tasa restaurant tour and I personally love sort of like the SNB side of the market, maybe because they act like consumers. So you're marketing to be a bit more fun and it's transactional. So the sale cycles are, you know, that twenty one days, which is really awesome because you can really feel like the fruits of your marketing labors, if you will, because, yeah, you go from, you know, the marketing to the sale pretty quickly. HMM. Yeah, so a lot of change for you lately, you know, not only in a new position, but an acquisition that your company just made and and kind of merging those two together. You've been pretty busy lately. That's awesome. Well, I think that all lends itself, you know, really well to this topic today of, you know, organizing marketing team. You know, as we were talking offline, this is something that is really top of mine for you because of all these changes that you're going through. So I'd love to dive right in, Andrea, and talk about you know, as you were getting ready to make this jump and make a move and start leading a new marketing team. You know, you really mentioned that that you had to start with with a goal, right, and so tell us a little bit about that thought process and and where you began in thinking about organizing, you know, a new marketing team for you, as you jumped into a new rowl. Yes, that it's actually quite it was a very exciting challenge, mainly because, you know, the Vision for absurd is is pretty unique in that, you know, we have a lot of growth ahead of us and I had heerd it a large...

...marketing work. I have about a twenty person marketing team today. We added at another three when we acquired a sign order, so close to twenty five and the goal for me, though, was to make sure that the team was paddling in the right direction. So, you know, to do that, I wanted to make sure that, you know, we had a short rategy in place around an objective that matters for the business. Marketing is the very top of the funnel and so we are tied to revenue objective and for me it was really just understanding what our pipeline goals were. And obviously that's solet indicator for the sale. That's marketing, taking the ball all the way to the five yard line for sale. And so you know, you know at that handshake, really committing to a pipeline target was important for me before organizing the team. It was just setting a goal, and my goal for q three was setting the bar ten percent higher than the annual operating plans. So once that was set, it allowed me then to focus my efforts on the team. M Yeah, I think that's a great lesson. You know, we as we were talking a little bit offline. You know, you mentioned that. You know it's really tempting, especially as you're jumping into a new team and you're you're excited about it. Like you said, it was a very exciting new opportunity for you. You want to jump in and start executing. But you you mentioned that. You know it's very important to stop, take a step back and set that one large goal so that then you could bring it down from there. So once you had that goal in mind and you knew, you know what that big high leveling objective was, what were your next steps from the are Andrea? Yeah, so that the company participates and okay, are setting, which I am a massive fan of La us to have aspirational goals with key results that are tangible. The key result can be binary, like yes or no. I did that. The marketing case, though, we're tied to revenue numbers, so everybody could get really specific about what we were to achieve. So I would say first in the...

...okay are setting, which is one of the first things I did when I came. I took the team, all puny marketers, and I made it we participate into our session where it was like highly collaborative, where I put the goal out there and I still listen. The goal for us it's ten percent above our annual operating plan. And how do we get there? And now everybody had roles. But in order for me to make sure that they they're all paddling in the same direction and they have like clear D marcation for like their functional areas, we set the target and which is basically the key result for the objective. Right, we have to grow the business. The key result that would allow marketing to say we've grown the business is to set the bar ten percent up above the AOPA. So we knew that. I said two objectives for the team. One is dramatically increase the number of restaurant tours that find us, and the second is that best in class industry for converting those restaurants towards pipeline. So we had very specific objectives for the business and under that key results. That means that would have indicated we did that. So once we set those together, everybody could really easily line up against the objective. Is here result. Some of them test Gade, some of them are standal loan, but organizing people around our ability to go do that was the next step and I can, I can talk in a second about how the team is organized moment, because that did that get to the answer of the question. Yeah, I think you know, you break down that goal into those those objectives you know underneath that, and then from there you get very tactical in defining those those functional roles, like seeing where there's overlapping, and tell us a little bit more about kind of those next steps in in how you started to, you know, keep people in their lanes or, you know, allow them to stay in their lanes. Absolutely, and I am I'm sort of like a somatic about a lane, because we don't have the opportunity to duplicate efforts. We have competitors who are out there in...

...the market spending lots of money with fager teas than I have. So I need to make sure that everyone is focus on different sets of pure goal and so to do that, I looked at the two objectives. Right, one is dramatically increase the number of restaurant tours. That signed us. So that's what I call like a growth team. So there is Director of growth, Andrew Smith, who's running a team of for people. That is, somebody who oversees at the ends, or basically all of our speed investment in channels that allow us to get sound. So that could be like review sites or, you know, facebook or add work. There's also Feo. There's no I don't think anybody is to be a goal with that is there is affiliates and associations and Partners, somebody overseeing, like all the ways in which we can attach to people who have already endeared themselves to Russian towards right. And then the last events. That's the last one we added. We didn't have the events. A countflay added that right, like those are all the ways in which we can dramatically increase the way. The ways there tend to find us, and so they all have key results that align to something that would say, yes, this is going to get us to ten percent above a okay right. So that's the growth team. And then the second objective, which is that best and class standards for Russian towards like a decided best and class standard for the conversion of restaurant tours. Once we drive them in, let's convert them. That's majority of that is actually managed by a team like both of these, by the way, or everybody's problems. But you know, the team that I lean on for that is what I call the what I call communications team. I just made a reason hire for this senior director of communications who's going to oversee the seven people that work on our communication. So that's three on the content side, to product marketers, a customer marketer and PR so their job is basically to make sure, once we get found, restaurants know that we're the solution of choice and they do that because we've...

...communicated our solution for them in a way that resons and that they find value. And then, obviously the customer marketers, working with customer marketing or customer success team to make sure that when people are happy we use those same customers to help convert others. So, yeah, those are the two teams that like work on the objectives. And then, obviously I have like this, but I call the engagement team. So that's where, like we have a web developer, we have a designer, you know, Marquetto, I have a performance Annelis. So those that's the team over there. That's sits to like make sure we're just like enabling other two teams to be like move that. So, in this idea of, you know, making sure that there's no wasted effort, that people are staying in their lanes, did you find some overlapper? How did you go about finding, you know, where there could be some overlap and where you needed to tweak people's their approach to make sure that that they were staying in their lanes and there wasn't overlap and because, as you mentioned, their ton of different channels. So tell us a little bit about you mentioned, you know, a two hour collaboration session, some of the things that you did to really kind of purse this out. Yeah, so I can give you a specific example on overleapon. And some of it still happens today, like some of the natural just because it's a team, so pro functional, but the guy that helps make sure that we get found. If somebody is writing or searching in, like what should I name my restaurant or I need a restaurant pos those are two very different things, right, like something is at a very different stage of the buying funnel. When they type in restaurant pols, right, they are like restaurant name generator, but the way that we would pop up for that, because it's great content. So there was overlap because are, you know, we had a content manager who was focused on Feo and are had theo managers focus on Ourtheo. So again, I think it does go back to just the key results. Right, if you have the key results, that is specific enough. It's sort of like self policing because they know which part of their jobs...

...need to focus on what. So I'll give you an example. The feo manager should be going to the content marketing manager and saying, like, look, I found in my research that these four things are trending and we need to write about them, and then that at the end of that, content manager is just to write them. Give him the content to go do that and he could tweet it by adding keywords or yeah, you know, but his job is to increase our traffic by twenty percent. Then he needs to be making the recommendations to the content marketing manager. Yeah, and so job. You know. Yeah, that I was going to say. Just there's there's that overlap there, but it sounds like, you know, you found a clear line to divide that. You know who's doing the research, who's doing the production? You know, write and exactly those things. Yeah, yeah, you know, you just tie it back to the the key results. If you make it specific enough, then it tends to work it self that. But there's there's a he's going to be sumb overlapping in some of the work. But HMM, minimizing that is inporting. Yeah, yeah, all right. Today's growth story revolves around search engine marketing and will be shining the spotlight on ages software, a company that makes software for manufacturing operations. Ages was one of the first companies in their space to invest in search marketing, but as competition grew, their performance plateaued. To counter this, they hired directive consulting the B Tob Search Marketing Agency with unparalleled experience in in Bent Legen for bdb companies. Directive was able to increase a just as monthly online leads by four hundred and fifty seven percent, while at the same time lowering their cost per lead by a hundred and forty seven percent. That I have a hunch that directive can get these kind of results free to so head over to directive consultingcom and request a totally free custom proposal. That's directive consultingcom. All right, let's get back to this interview. Tell us a little bit...

...about how you organize that that session to make it collaborative, because, as we were talking offline, I thought that was a really good lesson for our audience in that, you know, you're starting a new team. You didn't just go from person to person say, you know, here your task, here your task. You kind of led this you know, collaborative discussion so that people could discuss what they're working on and find those overlaps and then, like you said, lead to you know, ongoing self policing. Yeah, so it was a twohour session. Before that session I had met with everybody individually about generally, like what would they consider objectives and to a results that they want to share with the team in order to hit our objections based on, you know, the getting found and converting. So they came with points of us, but we work them out together because with everybody in the same room and and allowing each other to see what they were focused on, one surface, like their rationale for like why this should be mine and why I think it's going to help us. Like it's the one h mentality and that's the culture at up serve. It's one team, it's very, very collaborative, inclusive environment, and so, you know, because of that it allows for more, I think, more just like unique approach. And it's funny because of one of the other things I implemented which was helpful for me in in this process of not only like running an okay our process, but like managing the team. We have a book club. We meet for thirty minutes once a week and the first stuff we read together is radical candor. Have you read that Logan? Have you read Radical Gander? I haven't that, but I haven't read that one, but is going on my Amazon Book List Right now. Yeah, it's it's an interesting concept by this woman who wrote it. Can spot she worked a very large corporations. But there's really only two principles whether there's two axis really like care personally and challenge directly, and...

...so like in the order. Like if you care personally about each other and like the results in the goals, you can challenge each other directly, and that's the environment I want to have. So my goal and the session is like, look, I cared deeply about the success of this business. I care that marketing. Like contributor, I care about you all personally, but we need to be able to just know that. Get that out of the way. And I challenge each other directly. So I'm like, look, speak now or forever, holds your piece. If you see anything up here at that does not map to the goals that you think we should have as a team, get it out. If not, we I take that as a you agree and we're going to keep it moving. So Yep, yeah, so clear sets of roadmap for clear expectations and they're contributing to those expectations because you're opening up the floor right, like you said, speaking now or or for ever. Hold your piece. Here's your opportunity. Absolutely, and if they're a challenge directly, we all know that they care personally. So it's not you're not supposed to take it as an up front. It's like, yeah, we just want to make sure, like, you know, the we've aired concerns. Yeah, and then we can keep them moments. Yeah, Oh, Andrea, I love it. I love the practicality that you bring in making sure that you start with a goal. You know, make sure you take those planning steps, don't just jump straight into execution. The way you're you've breaking it down and finding overlap. I think those are some very tactical takeaways in and ending with this. I mean it's kind of an aidle age, old adage of you know, people don't care how much you know until they know how much you care, and so you start with that. You know, yeah, about you personally, but then it eliminates that that challenge directly, whereas you know, if you don't lay that foundation, then you feel like if you need to push someone over into their lane or you need to kind of brace what they're doing, then it comes across as passive, aggressive or you know, it creates this culture that doesn't lend a collaborations. I love that we ended on that, because that is I...

...think that is whether it's a marketing department, of sales team, HR team, it doesn't matter that that's something anybody can apply. Everyone exactly. Yeah, I love that. Well, Andrea, this has been a great conversation. I've really enjoyed it. If people want to connect with you, reach out to you, follow what you and the team at ubserver doing. What's the best way for them to go about doing that? I'm on twitter, Andre and Kail or you can shooting email at Andrea Kyle at upservecom and I'm always online, so you'll see doing that one ever. Awesome, awesome, why Andrea thinks so much. Before we let the audience go today, we're going to do another shout out. If you've been listening for the last couple of weeks, you know that at be to be growth we are very excited about the flip my funnel conference that is coming up very, very soon now, August eight in Boston. If you are planning to go there, learn some some marketing strategies. A lot about ABM going on. Obviously, when you go to get your tickets we've got a special Promo code for be tob growth listeners. Very simple be the number to be growth, just like the show name. If you go to flip my funnelcom, go to the two thousand and eighteen conference and when you go to get your tickets use that Promo code be to be growth, and look forward to seeing you in Boston. There are lots of ways to build a community and we've chosen to build the BEDD growth community through this podcast. But because of the way podcasts work, it's really hard to engage with our listeners, and without engagement it's tough to build a great community. So here's what we've decided to do. We're organizing small dinners across the country with our listeners and guests. No sales pitches, no agenda, just great conversations with likeminded people. Will Talk Business, we'll talk family, will talk goals and dreams, will build friendships. So if you'd like to be a part of a B tob growth dinner in a sitting near you, go to be to be growth dinnerscom. That's be tob growth...

...dinnerscom. Thank you so much for listening. Until next time,.

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