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Five business leaders share their career pivot stories

It is not uncommon to have a career pivot, and while the path may vary, almost every business leader shifts focus at some point in their careers.

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career pivot

career pivot

Have you ever experienced a career pivot?

Sometimes we graduate college with a Geology degree, but we end up practicing real estate. We launch a tech startup but end up at an ad agency. Life is funny that way in that every day we are faced with choices, some of which are not only career changing, but put us on a completely different path. It can be because of life changes or choice, but not all business leaders were born in the role they are presently in.

We asked six respected business leaders if they have ever experienced a career pivot, and all six had gone through the transformation. Here are their tales:

Saying adios to a cushy corporate job

Scott Lerner, Founder of Solixir said, “If you call leaving a comfortable job in corporate America to the start-up world pivoting I would say yes. Before 2008 I was working for large CPG firms like ConAgra, Kimberly-Clark, and Pepsi. I decided to leave that all behind and launch Solixir by myself in Sept. of 2008. It was a scary yet exciting time for me and I haven’t looked back.”

I realized I was in the wrong place

Sanjay Sathe, Founder and CEO of RiseSmart said, “I have pivoted across several industries, from information management to telecom, from banking to travel, and now HR. At the beginning of my career I was on the accounting side, and within a few months I realized I was in the wrong place. I quickly switched to sales, where I established my early career. I then moved into marketing.”

Sathe succinctly calls it “more of a career lattice than ladder,” adding that it “seems to be the name of the game in the corporate world today.”

Life after startup success

Donna Horton Novitsky is the CEO of Yiftee and is proof of a unique path in her career pivots. “Sure – from big company to start-up. From start-up to Venture Capital. From Venture Capital back to start-up. From all that to professor of marketing and entrepreneurship at Stanford.”

From volunteer to CEO

Nancy A. Aossey, President & CEO of International Medical Corps offers a very inspiring tale. After graduating from college, she worked as a sales executive at AT&T and dreamed of running her own business some day, but knew she wanted it to be meaningful. She moved to L.A. and learned about International Medical corps, a humanitarian relief organization that had gotten its start training Afghan medical professionals during the Soviet invasion of Afghanistan in the 1980s.

“I met International Medical Corps’ volunteers and its founder, hoping I might volunteer in some way,” Aossey said. “They told me they were looking for a C.E.O. I was only in my mid-20’s at the time, but I loved the organization’s mission and never doubted that I could do the job. I told them that I would be committed to the organization, work hard and do whatever it took to get the job done. So they hired me as their CEO in 1986, two years after its founding. I later asked them why they hired me for the role, given that I had no experience in humanitarian relief, and they told me that they were looking for a deep commitment to the mission of the organization and for qualities that could not be found in a C.V.”

“When I started, International Medical Corps was comprised of a handful of volunteer doctors and nurses,” Aossey added. “I had to be very hands-on in war-torn countries like Angola, Somalia, Bosnia, Rwanda and more to reach those most in need with lifesaving medical care. But as we’ve grown—International Medical Corps now has 4,500 global staff and a network of thousands of volunteers—my role has shifted and I now focus on bringing in the right people to lead those programs, and continuing to foster our entrepreneurial culture.”

Ditching corporate life

Paul Aitken, CEO of borro spent eight years working for large corporations, but in 2004, he and a friend decided to start their own company. Aitken said, “Movota provided interactive mobile solutions to Europe’s leading TV and Radio broadcasters. It was financed by private investors, and the company was sold to Bertelsmann in 2005. After this, I founded borro in 2008.”

The American Genius is news, insights, tools, and inspiration for business owners and professionals. AG condenses information on technology, business, social media, startups, economics and more, so you don’t have to.

Business Entrepreneur

How to choose the right software for your business

(BUSINESS ENTREPRENEUR) What are the best software options for your company? Well, we have a list of suggestions and questions to help you determine what is best for you.

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It’s almost impossible to run a successful modern business without some kind of software to help you stay productive and operate efficiently. There are millions of companies and even more independent developers working hard to produce new software products and services for the businesses of the world, so to say that choosing the right software is intimidating is putting it lightly.

Fortunately, your decisions will become much easier with a handful of decision-making rubrics.

Determining Your Core Needs

First, you need to decide which types of software you really need. For most businesses, these are the most fundamental categories:

  • Proposal software. Customer acquisition starts and ends with effective proposals, which is why you need proposal software that helps you create, send, and track the status of your sales documents.
  • Lead generation and sales. You’ll also want the support of lead generation and sales software, including customer relationship management (CRM) platforms. These help you identify and track prospects throughout the sales process.
  • Marketing and advertising. Marketing and advertising platforms help you plan and implement your campaigns, but even more importantly—they help you track your results.
  • Finance and accounting. With finance and accounting software, you’ll track accounts payable and receivable, and countless variables influencing the financial health of your company.
  • Supply chain and logistics. Certain types of businesses require support when it comes to supply chain management and logistics—and software can help.
  • Productivity and tracking. Some software products, including time trackers and project management platforms, focus on improving productivity and tracking employee actions.
  • Comprehensive analytics. Enterprise resource planning (ERP) software and other “big picture” software products attempt to provide you with comprehensive analytics related to your business’s performance.

Key Factors to Consider

From there, you’ll need to choose a software product in each necessary category—or try to find one that covers all categories simultaneously. When reviewing the thousands (if not millions) of viable options, keep these factors in mind:

    • Core features/functionality. Similar products in a given niche can have radically different sets of features. It’s tempting to go with the most robust product in all cases, but superfluous features and functionality can present their own kind of problem.
    • Integrations. If you use a number of different software products, you’ll need some way to get them to work together. Prioritize products that make it easy to integrate with others—especially ones you’re already using.
    • Intuitiveness/learnability. Software should be intuitive and easy to learn. Not only will this cut down on the amount of training and education you have to provide employees, but it will also reduce the possibilities of platform misuse in the future.
    • Customizability/flexibility. Out-of-the-box software products work well for many customers, but they may not suit your current or future needs precisely. Platforms with greater customizability and flexibility are favorable.
    • Security. If you’re handling sensitive data (and most businesses will be), it’s vital to have a software developed with security in mind. There should be multiple layers of security in place, and ample settings for you to tightly control accessibility.
    • Ongoing developer support. Your chosen software might be impressive today, but how is it going to look in three years? It’s ideal to choose a product that features ongoing developer support, with the potential for more features and better functionality in the near and distant future.
    • Customer support. If you have an issue with the app, will someone be available to help you? Good customer service can elevate the value of otherwise average apps.
    • Price. Finally, you’ll need to consider price. The best apps will often have a price that matches their quality; it’s up to you to decide whether the extra expense is worth it.

Read about each product as you conduct your research, and pay close attention to reviews and testimonials from past customers. Additionally, most software companies are happy to offer free demos and trials, so you can get some firsthand experience before finalizing your decision. Take them up on the offer.

Finding the Balance

It may seem like purchasing or subscribing to new software products will always improve your business fundamentals, but this isn’t always the case. If you become bogged down with too many apps and services, it’s going to make operations more confusing for your staff, decrease consistency, and drain your budget dry at the same time. Instead, try to keep your systems as simplified and straightforward as possible, while still getting all the services you need.

You won’t find or implement the perfect suite of software products for your business overnight. It’s going to take weeks, if not months of research, free trials, and in-house experiments. Remain patient, and don’t be afraid to cut your losses on products that aren’t working the way you originally intended.

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Business Entrepreneur

‘Small’ business was once a stigma, but is now a growing point of pride

(BUSINESS ENTREPRENEUR) Small businesses make up the majority of companies, employers, and money makers of the American economy, that’s something to be proud of.

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American small business

Prior to the Industrial Revolution, all businesses were small businesses. Independent craftsmen served communities with vital services. Small merchants opened shops to provide the community with goods. Lawyers, doctors, and other professionals hung out a shingle to offer their services to neighbors. Small businesses were the norm. Some of the most beloved American companies started out local. John Deere, Harley Davidson, and King Arthur Flour, all got their start as small businesses.

Business changes led to a attitude change

It wasn’t until manufacturing allowed businesses to scale and produce more efficiently that the idea of big business became more important. Post-World War II, the idea of a small business became derogatory. It was the age of big government. Media was growing. Everyone wanted to be on top. Small businesses took a back seat as people moved from rural to urban communities. Small business growth plateaued for a number of years in the mid-20th century. Fortunately, the stigma of small business is fading.

Small businesses are the backbone of the economy

According to the Small Business & Entrepreneurship Council, the “American business is overwhelmingly small business.” In 2016, 99.7% of firms in American had fewer than 500 workers. Firms with 20 workers or less accounted for 89.0% of the 5.6 million employer firms. The SBE also reports that “Small businesses accounted for 61.8% of net new jobs from the first quarter of 1993 until the third quarter of 2016.” Small businesses account for a huge portion of innovation and growth in today’s economy.

Modern consumers support small businesses

According to a Guidant Financial survey, the most common reason for opening a small business is to be your own boss. Small business owners are also dissatisfied with corporate America. Consumers also want to support small businesses. SCORE reports that 91% of Americans patronize a small business at least once a week. Almost half of Americans (47%) frequent small businesses 2 to 4 times a week.

Be proud of small business status

Small businesses are the innovators of tomorrow. Your neighbors want to support small businesses, knowing that their tax dollars stay in the community, and that they’re creating opportunities within their own city. Your small business status isn’t a slight. It’s a source of pride in today’s economy. Celebrate the fact that you’ve stepped out on your own in uncertain times. Celebrate the dirt under your fingernails, literally, or figuratively, that made you take a risk to do what mattered to you.

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Business Entrepreneur

Will startups ever fully return to offices?

(BUSINESS ENTREPRENEUR) Founders Forum survey seeks to understand how early-stage startups are changing their workplace strategy to adapt to our new COVID-19 controlled world.

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Startups in the tech industry are notorious for growing their businesses from their bedrooms, coffee shops, and mom’s basement. What more do you need when you have a phone, a computer, and a strong Internet connection? Besides of course, an idea and a lot of nerve.

Evidently, a lot more, hence the burgeoning coworking space industry that has surged in the United States in recent years. Founders have flocked to shared workspaces to find employees, mentors, and exchange ideas and resources with other startups. Creating a shared space to build community amongst like-minded individuals makes a lot of sense.

Unfortunately, the entire premise of the physical setup of this community has been challenged by the coronavirus. Founders have been driven back to their homes and basements, but have not lost their hunger for community.

That’s why the UK-based entrepreneur community Founders Forum is conducting a comprehensive study about the future of work for startups. “Founders are having to make critical decisions about their return to work strategy in isolation,” Founders Forum Executive Chairman and co-Founder Brent Hoberman told TechCrunch. The survey seeks to understand what founders are thinking about remote work strategies and, use of office space going forward.

As we begin to grapple with the increasingly real scenario where people will have to endure waves of quarantine as we wait for an immunity breakthrough, startups, SMBs, and tech giants alike are reconsidering their daily work structures to adapt to a new reality. Large companies like Facebook, Spotify, and Twitter have announced sweeping changes like indefinite work from home options for certain employees. This survey seeks to gather the yet-to-be-explored ideas from the early stage startup community.

In the entrepreneurial spirit of community and collaboration, the fundamental question at play here is, “How are other founders changing their workplace strategy?” The survey will also attempt to shed light on how employees’ various remote work environments may influence their point of view on strategies for moving forward.

Founders can take the survey here. TechCrunch will publish the results.

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