Marketing Darwinism:  Gayle, you left a brilliant sales career at stalwarts like Informa and Microsoft to start your own gig.  Is this part of the “Great Resignation” or is something else afoot?  

Gayle Keller:  I have always been a woman who has reinvented her professional life.  It just so happens I pressed pause on my corporate career and left a role (and company) that I admire during The Great Resignation in search of more balance and fulfillment in this season of life.

I spring boarded from sales into the entrepreneurial abyss to reinvent myself while embracing the uncomfortable feeling of the unknown.

• Was I nervous?
• Was I apprehensive?
• Was I afraid of failing?

Absolutely YES to all three questions!  However, I knew I had to let my calling be stronger than my fear to guide me on my new path.  

Marketing Darwinism:  You emphasize re-invention and also the gendered aspects of work.  How are they connected?

Gayle Keller:  With respect to reinvention and gender inclusivity, unconscious bias still exists which influences our behaviors and ultimately can impede inclusion.  Corporate inclusion is acknowledging differences and collectively bringing them together for a common mission – to drive project success, build camaraderie, and recognize and acknowledge those who contribute to the company’s bottom line.  Diversity, equity, and inclusion are even more important in our globalized world today. To be a diverse organization, you must have a focus on inclusion; it’s no longer an option. 

Marketing Darwinism:  You once told me you were a marketer at heart and I recall you once led a marketing conference.  Can you describe how you have brought your “marketing bent” to bear on both our sales and your entrepreneurial endeavors.

Gayle Keller:  We are all marketers and sellers at heart, no matter what profession we choose.  As consumers, we buy from brands that speak to us.  As businesspeople, we buy and/or partner with people and organizations who we can related to and that will support us in exceeding our goals.

Marketing is a form of communication and a way to connect with others.  Communication skills (and good manners!) are critical in relationship building. To that point, your personal brand is everything and is a vital part of standing out in this world, especially if you are looking to reinvent your professional life.

Marketing Darwinism:  What lessons for a young marketer would you have?  What would you suggest they emphasize in their learning?

Gayle Keller:  My advice is to network and start as early as possible.  Starting to network when you’re in college is a key element to bridging the gap from campus life to professional life.  The sooner you start to network, the sooner the universe acknowledges your hopes, dreams, and begins to align people and potential opportunities your way.  

Networking at the organizations you desire to work at as well as people (both inside and outside of your industry) whom you admire can strengthen your confidence and give you the clarity you need to follow your aspirations.  The art of networking is truly magical. 

Marketing Darwinism:  Describe the services you offer to companies and how it helps them become better environments for success?

Gayle Keller:  The corporate ladder has a broken rung when it comes to inclusion, and I address revitalizing gender inclusivity head on with my advisory work and five pillar methodologies.  For example, if a company has a strong culture with happy employees, that company thrives, and chances are so does their profitability.  A positive culture improves performance and outcomes while decreasing employee onboarding and turnover costs and efforts which, in turn, increases employee retention.  

Furthermore, gender inclusivity fosters accelerated productivity in a collaborative environment, and results in all genders feeling respected, supported, and appreciated.

Marketing Darwinism:  Who are some of your marketing mentors? Do you recommend mentorship to all people, irrespective of age or experience?

Gayle Keller:  I have been blessed by having a few marketing mentors throughout my many seasons of life – Romi Mahajan has been one of my personal mentors for nearly 10 years.

Yes, I absolutely recommend mentorship to all people regardless of age or experience.  Career reinvention and professional risk-taking have no age limitations.  Having a trifecta of mentors, business coaches, and sponsors in your professional arena is a secret sauce to success, growth, and satisfaction.  You can never go wrong with investing in yourself for it will set you apart from your competition.  And a good rule of thumb is to pay it forward by contributing to the success of others.

Marketing Darwinism:  What are your predictions for business in 2022?  What are 3 or 4 trends you see as important?

Gayle Keller:  My predicted top business trends for 2022 are:

• The Great Resignation
• Flexibility and Autonomy
• Career Reinvention

The biggest trend defining the way we do business is The Great Resignation and mitigating employee turnover.  As a culture, we have craved the ability to navigate the intersection between work/life integration with a pinch of flexibility and a handful of autonomy.  With The Great Resignation underway, I don’t see the movement as a negative but more of a positive.  It’s an opportunity for companies to do a better job reaching gender parity, shine a spotlight on mental health and wellness while being more empathetic towards their employees.  

The Great Resignation provides an opportunity for employees to have more flexibility and autonomy to work on their own terms with their role given the hybrid work model and the ability to work from anywhere.  It also provides an opportunity for employees to seek career reinvention to find work/life integration and do something that makes their heartstrings sing. 

Career Reinvention is something we all should embrace, regardless of gender.  Reinvention occurs when you get a promotion, make a lateral move into another division/department, or leave a company altogether.  We are constantly reinventing ourselves and given we’re living in a global hybrid work environment; it is more important than ever to make sure you are continuing your learnings through trainings and courses while networking with people both inside and outside your company.

*****

Gayle’s Bio:  As a professional speaker, advisor, coach, podcast host, author and former award-winning executive leader who has a deep passion for improving communications and relationships, Gayle Keller, Chief Reinvention Officer, leads, facilitates, inspires, and revitalizes gender inclusivity programs for select corporations and universities. Learn more about Gayle here https://gaylekeller.org/

Technology Marketing executive and investor Romi Mahajan has joined PropTech Platform HouseAmp as its first Chief Marketing Officer. His responsibilities will be building a world-class brand, generating demand for HouseAmp’s products and services, and building a scalable marketing infrastructure and team. Previous to HouseAmp, Mahajan spent nine years at Microsoft and has been CMO of 6 different companies, including most recently leading PropTech AI play Quantarium.

“We are ecstatic to have Romi join HouseAmp as part of our Leadership Team, “says Rick Hennessey, HouseAmp CEO and Co-Founder. “He brings enormous creative chops and a successful track record to lead our marketing efforts,” he adds

HouseAmp is an innovative platform designed to align the needs of Homeowners, Service Pros, Brokers, and Agents. The US residential real estate market is the country’s largest asset class- with $40 trillion of aggregate value. American homeowners have $22 trillion of equity in their homes but up to 75% of them cannot easily, securely, and cost-effectively access this equity. Millions of homeowners can substantially raise the value of their homes via refurbishments that they do not have the cash to do. HouseAmp’s “Pay Later Platform” allows homeowners to easily access the liquidity needed to make these changes, while having to provide no money upfront, opening a new vista of possibilities for house-rich Americans.

“PropTech as a space is booming and HouseAmp’s offerings stand-out as not only powerful in the marketplace but also aligned with the notion that families’ houses are often their largest investments and the ability to both access and grow equity is a life-changer for the vast swath of US homeowners,” says Mahajan.

HouseAmp is based in Seattle and has team members distributed throughout the United States. Backed by serial entrepreneurs with a superb record of exits, the company will be tripling headcount in 2022 as it embarks on hyper-growth.

Marketing Darwinism caught up with Marketing Executive Todd Wells, CMO of award-winning Acumatica

Marketing Darwinism: Acumatica- the leader in Cloud ERP.  What is the value proposition of the company and what explains the torrid growth pace?

Todd W: Acumatica does indeed continue to grow at a very substantial pace – and it’s great to see how the product and the value proposition resonates so well with our prospects and customers.  The value prop is centered on three basic promises: superior technology, high value, and unflagging support. That is essentially what we provide to all members of the Acumatica ecosystem, from worldwide OEMs and regional VARs to ISVs, developers, and of course customers. We truly believe it’s our duty and obligation to ensure the success of all those who place their trust in Acumatica.

Marketing Darwinism:  Todd, you were a marketing and data leader at Microsoft and then transitioned to a much smaller company.  As a Marketer, how do you unlearn the “access” to massive budgets and teams and find a more guerrilla footing?

Todd W: I tend to think about it less as unlearning and more about bringing all of my varied experience to bear on the work – whether that is the experience with scale or even in different industries prior.  The scale was certainly different from when I left Microsoft to when I started at Acumatica, but I think that we are now scaling so quickly that much of the work is similar to what I did before with large, global teams.  Meanwhile, of course, you just have to roll up your sleeves and do the work rather than delegate it. Massive budgets often mean you have to get more people involved, and that doesn’t necessarily lead to a better result.

Marketing Darwinism:  Acumatica’s marketing is top-notch and ubiquitous.  How do you approach the marketing mix?

Todd W:  Marketing is directly responsible for a substantive portion of our licensing wins on a quarterly basis – and so no question that our demand generation is focused on those vehicles that are quantitatively proven to drive pipeline – and we continue to dynamically invest and optimize across the entire mix.  But given that we are a challenger in the ERP space – we do have other complementary objectives such as brand awareness – and you will see our presence in airports and other vehicles – even including highly targeted television ads.

Marketing Darwinism: I see that Acumatica Summit is a core piece of your outreach strategy.  What does the Summit/Physical Event offer you that other, “virtual” means cannot?

Todd W:  I do believe that the Summit is an extremely strong community event and one that will continue into the foreseeable future. The way our attendees come together with real enthusiasm is hard to duplicate, it can’t be livestreamed. Virtual events and webinars are certainly a critical component of our marketing mix – and have grown substantially in importance during COVID and quarantine – but yes, as you say, the Acumatica Summit is the seminal event for us and our customers, partners, and industry analysts.  We invest a lot of time and effort to ensure that it is motivating, engaging and informative for all attendees – and we just recently concluded our 2021 Summit at the Wynn Las Vegas – with over 2,500 attendees and record satisfaction levels.

Marketing Darwinism:  Acumatica’s growth one can argue is partner-led.  What are the challenges and opportunities of being a CMO on a channel enablement scenario versus a direct-to-customer scenario?

Todd W:  Acumatica is entirely dedicated to our partner channel – and I like to think about partners as a marketing flywheel driving awareness and demand generation beyond what we can do ourselves.  A critical focus of my team is our partner marketing enablement capabilities through which we can go to market through and with our vast partner ecosystem. A direct-to-customer scenario is certainly more traditional, but leveraging the channel and all of its breadth and expertise can be a very powerful combination.

Marketing Darwinism: What is your advice for young marketers today?  In the tech industry and others?

Todd W: I think that there has probably never been a better time to be in Marketing – the ever changing and progressing capabilities across marketing technologies, the changing dynamics of our lives across work and our personal, etc.  Companies are more and more realizing how critical Marketing is to deliver on business objectives – and we are witnessing a resurgence in the prominence of the role.  There is so much to learn and understand across digital marketing, analytics, customer experience, creative etc these days – my advice is simply to learn as much across as many of these aspects as possible and to be open to any new opportunities to learn – the strongest marketers I work with have a broad spectrum of experiences and knowledge and are able to leverage it to deliver results.

Marketing Darwinism had the opportunity to meet up with Paras Shah, Managing Director at LAMR Group Inc.

Marketing Darwinism:  Paras, you are an acknowledged expert in Security and Privacy.  Tell us about these areas and please inflect with your experience.

Paras Shah:  Thanks Paul.  I am not sure I am an expert.  I say this not out of false humility but because one can never truly be an expert in these areas, given the pace of technological change, always expanding attack surface and the complexity of risk scenarios  arrayed against any organization.  But, yes, I’ve been in the space for 20 years and am struck by two seemingly contradictory themes.  

The first is that much of what we knew even 10 years ago, particularly around probable targets, has been rubbished by later developments.  Technologies change rapidly and with the democratization of devices and technology-business singularity, threats are literally ubiquitous.  20 years ago, many thought only about large organizations and companies being under threat.  Now, threats are equal opportunity.  So yes, that has materially altered the threat landscape and along with it the solution market place.

The second is how much has stayed the same.  We had a mantra decades ago that security was about technology but also people, process, culture, and other factors.  Well, that’s still the same.  So, any framework you build to deal with Security and Privacy has to have multiple components in its composition and spirit.

Marketing Darwinism:  What roles does LAMR Group play in this space? 

Paras Shah:  We follow what I just covered as a core tenet of our value proposition.  We offer consultation and frameworks but also human capital to large and medium sized companies so that they can think of Security and Privacy holistically.  We also identify best in breed products and managed services in the Security space and either resell them or advise customers on their adoption.  Business has been brisk, which is an indication of just how much work has to be done in the space.

Marketing Darwinism:  Many of our readers are Marketers by profession though all are senior enough to wear multiple hats.  How does marketing play a role in this space?

Paras Shah:  Marketing plays a very large role in Security and Privacy, in some expected ways and in some unexpected ways.  

Given the ubiquity of the “Security” conversation, almost all companies that deal with technology, data, personal information, or anything even remotely “sensitive” have to refer to their security and privacy protocols in marketing literature – communicating good security hygiene has become “table stakes” for a competent marketer. This is good and bad.  It’s good that almost all organizations take these areas seriously but also, as is the wont of marketers, there are many boasts and hyperbolic statements that set organizations up for failure.  Too good to be true is, well, never true.  Technologists and Security professionals have to deal with the fallout of these marketing claims.  I’d ask all Marketers to consult with Security and Privacy people before making claims that cannot be paid off.

Marketing Darwinism:  It’s almost a marketing ethics issue isn’t it?

Paras Shah:  In some ways yes but also, to cut folks some slack, there are some misconceptions about Security and Privacy;  that there are quick fixes or silver bullets or that doing an “audit” then remediation is a one-time deal.  Not at all.  These are constant, continuous, dynamic spaces that require frequent attention –  top of mind always.

Marketing Darwinism:  Parting thoughts? 

Paras Shah:  All people in Security have to be evangelists of some sort.  So, all I can really say is that for all organizations, of any size, Security and Privacy to be a Board-Level issue and a core strategic pillar. Security and privacy cannot be relegated  to a parenthetical discussion.

Marketing Darwinism had the Opportunity to Meet Up with Jeremy McCarty, Co-Founder and CEO of Valligent Technologies.

Marketing Darwinism: Jeremy, the Real Estate Technology/PropTech space is, simply put, “on fire” as of the last few years.  Can you comment on this and on Valligent’s place in the mix?

Jeremy: Indeed, Real Estate as a sector and RE Tech specifically are buoyant and exciting.  It is important to remember that residential real estate is the largest “industry” in the country. US homes in aggregate are worth upwards of $35 Trillion collectively and this year almost 7 Million houses will be bought and sold.  The application of technology to this space is key to its future and we’re fortunate at Valligent Technologies to be at the heart of this.  While our valuation an appraisal business has been healthy for years, we saw huge potential in virtual appraisals and low-touch valuations and skated to where that puck was going.  We now have the most innovative virtual appraisal offering in the industry and the regulatory environment has made massive scale possible in this space.  All in all, we don’t feel like we have a ring-side seat; instead we feel like we are on the field playing the game!

Marketing Darwinism: Tell us more about the changes you see in the space?

Jeremy: There are so many changes, manifesting daily.  Some of these changes are “disruptive” and others are just natural extensions or evolutions of what existed.  On the former side, take the notion of house appraisals.  House appraisals are very much about the verification of valuation.  In the home buying process- still a lengthy procedure—the valuation of the house is the centerpiece.  From what loan you get all the way to the cost of insurance, the valuation pops up a dozen times at least in the process.  Now imagine being able to get an accurate valuation with technology, in less than an hour.  No long waits for appraisers and white-knuckling the results.  No costly and repetitive services to be subjected to.  Now, imagine further.  Of the circa 7M houses that will sell this year, 40% of so are eligible for waivers on the standard appraisal.  Enter virtual appraisals.  Such speed and scale are a sea-change in what is otherwise a slow moving industry.

Marketing Darwinism: We see a lot of VC, PE, SPAC, and other investment dollars going into this space.  Is there a bubble here?

Jeremy: As in all spaces, this one will have winners and losers.  There is a certain amount of rhetoric and exaggeration in the space, especially with regard to “dressing up” old business models with new “language.”  We see technology buzzwords abounding but when it comes down to it, many companies still rely on analog and traditional methods to transact.  We understood this and have partnered with leading technology players like Quantarium and have developed cutting-edge tech capacity of our own.  So, yes, there are bubble aspects but in reality we are just beginning to see this industry transformed by the combination of technology, regulatory change, innovation in business process, and highly capable and educated consumers.

Marketing Darwinism: Tell us about your Marketing work?  After all, we do care a LOT about Marketing!

Jeremy: Marketing is key to Valligent’s success.  We are big believers in participating in the industry community and in doing our part to promote the industry as a whole. We have been pleased to receive multiple awards in the space and that notoriety has helped create a flywheel of engagement, advocacy, referral, and growth.  Marketing is and will always be core to our company and we feel very strongly that we back up our messaging with a product and solution platform nonpareil.

Marketing Darwinism: Any parting thoughts?

Jeremy: We continue to be excited about Valligent’s growth in the new world of Real Estate and about the space in general.  We believe that top talent will be drawn to RE Tech and that the addition of smart, driven, and innovative people will help the industry mature into a fully tech-enabled and dynamic part of the economy.  It’s already the biggest part of the economy but we want it to be seen as cutting edge.

Marketing Darwinism chatted with Pepper’s CEO Pulak Sinha on progress since last time we spoke.

Marketing Darwinism:  Pulak, how has progress been since connecting six months ago?

Pulak:  I appreciate the question around progress since in fact that is the key determinant of a company’s success.  We’ve made enormous progress on a variety of fronts, most significantly around customers, product, and team.  We’ve expanded and deepened our customer connection; over $5B runs on the Pepper platform today- doubling in 6 months.  Produce-wise we’ve introduced a variety of new modules and connectors and have launched a low-code orchestrator for our customers.  And we’ve expanded our team, with two solid executives joining over the last quarter.  Miles to go still of course but real velocity in the right direction.

Marketing Darwinism: Remind us again about your “raison d’etre” and your core target market

Pulak:  We built Pepper from the ground up to offer simplicity, ease, success, and ROI to Asset Management and Portfolio Management teams.  That Asset Manager with a new fund or one that is seeking optimization of data to improve outcomes in a current fund, the portfolio manager who wants to harness data- across investment and asset classes- to drive customer value, the data-drenched Asset Manager who is looking to at once increase returns while simultaneously complying with the varied regulatory frameworks in the industries and geographies that government his/her investments—these are the people for whom we’ve built Pepper.  We believe we are the leading data platform for ROI optimization in the space.

Marketing Darwinism: As an entrepreneur, how did you land on this space and why does it continue to animate you?

Pulak:  Great question.  The numbers are striking.  Asset Managers have been given $120 trillion to manage on behalf of clients.  Such staggering numbers can overwhelm.  Of this, over $15 trillion is invested in alternatives.  Making sense of all these investments, optimizing current portfolios, and analyzing the benefits of new investments in a data-driven fashion – these are all areas we support.  I got into the space because when I was deep in the industry, I needed a “Pepper.”  Such stories to me are the essence of the journey we are on.  We’ve been successful so far but are humbled by the possibilities ahead.

Marketing Darwinism: Recent articles have emphasized the connections between great Chief Information Officers, Asset Managers, and Chief Investment Officers.  Can you comment on that?

Pulak:  Every time one of the articles comes out, it is great for us.  We’ve built an enterprise-class platform that would align all of these roles- a SaaS platform with low time to value, cloud-native and extensible apps, integrations, and ease of use—we believe that we are a crucial piece in the alignment of Asset Management ROI and technology.

Marketing Darwinism: What is your customer success strategy?

Pulak:  This relates back to our mission. Helping customers harness the power of data is never a one-off, point-in-time “task” but is instead a process.  While our platform is very easy to deploy, we make sure to connect with our customers regularly to ensure that they are prospering and getting what they need.  There’s nothing better than seeing them succeed but also getting their feedback and rolling it into the product.

Marketing Darwinism:  Dharmesh you’ve been on our pages before, welcome back.  Tells us about the progress at Advaiya.

Dharmesh: Thanks Paul.  2020 has been a year of massive amplitudes.  In society, there are many people who are suffering and have lost loves ones and jobs. In the business world, companies of all sizes have been jolted into a new state of being; many have realized that all of the earlier talk about sustainability, disaster recovery, and- frankly- agility was real.  Black swan events happen and will happen and companies need the digital infrastructure and a corresponding culture to manage through them.  We’ve been very fortunate to be able to help a variety of organizations through this process this year.

Marketing Darwinism:  Can you give us more specifics? Can we move away from “Digital Transformation” as a one-size fits all approach?

Dharmesh:  We agree.  The details and nuances are the nub of the matter.  We believe very strongly in a vertical contextuality not just a patina of “understanding” that is really in practice superficial.  I can’t help a Financial Services company create a digital backbone if I don’t understand its customers, its regulatory environment, and the changing landscape in the space.  Similarly, we’ve seen the healthcare system buckle under lack of capacity because earlier consultants thought of them as “any old” industry and convinced them to be “just in time.” In reality, they are a social service that requires a peak load view not a base load view.  These snapshots of vertical insight differentiate us often.

Marketing Darwinism:  In a WFH or now Work-From-Anywhere context, how do organizations need to think about digitization?

Dharmesh:  We have believed in WFA and SFA (Source from Anywhere) for a long time.  We have understood that the best talent for the job can be found anywhere and that our customers themselves are not fixed in time and space.  We believe that in a WFH and WFA context, the “silicon” isn’t the full solution- people and culture are a big part of the equation.  Technology infrastructure and applications need to enable them to uncover new scenarios and act on them.  That is the heart of real innovation and progress.

Marketing Darwinism:  How is Advaiya’s growth orientation?

Dharmesh:  Over the last 5 years, we’ve had a continuous, secular growth trajectory.  Q2 of this year was a hiccup as we all adjusted to the new reality of Covid.  But as companies sought change and wisdom and frankly help in Q3, we’ve seen our growth return.  Right now, we are focused purely on customers and partnerships; growth will persist if we maintain that focus.

Marketing Darwinism:  You work a lot in aiding marketing organizations.  How is that going?

Dharmesh:  In our incarnation as an agency- for content, digital assets, analytics, visualization of data, and so on, we attempt to be an organic part of the teams we support.  Marketing teams have been wonderful to work with- at times we are simply a human-being extension and at times we are developing markets together.  None of our offerings are atomic- they all connect to a larger marketing reality.

Marketing Darwinism:  What’s next?

Dharmesh:  We have a lot planned for 2021. We are continuing our big push with applications and infrastructure but also with our “last mile” customer work.  As we grow in both North America and Asia, we’ve been able to bring on some exceptional talent.  As with everything, they’ll help us define what is next!

Marketing Darwinism: John, tell us about Zact.  We love it when founders tell their stories.

John:  Thanks Paul.  Zact was born of a simple idea- that Expense and Payment Management – core to the success of any organization- should not be an area of constant frustration and deficit.  We built Zact with three things in mind- 1. The Integrity of the process whereby accounting reconciliation is inherent; 2. Driving harmony between the employees and the Accounting and Finance Department; 3. Helping customers spend their time and capital on growth and not on the error-prone minutiae that often hampers them.  When I look at what our small team has accomplished in record time, I’m really very proud.

Marketing Darwinism: So Zact is an Expense Management system?

John: That and much more.  Zact is a true platform for Expense and Payment Management.  Our innovative business-design win is manifested in a product called “The One Employee Card” which allows for Managed Autonomy- spending within guardrails and easy reconciliation.  It is also very much about democratization- all employees are part of the growth story for the organization.  But we didn’t stop there; instead with our App, our backend, and our native Cloud-based reconciliation, we emerge not as a point-solution but as a platform.

Marketing Darwinism: Would you classify yourself as a Fintech company?

John: Absolutely.  Fintech, and the sub-category PaymentTech, is a burgeoning area that we are thrilled to be in and associated with.

Marketing Darwinism: So, as a Marketing professional, I have to ask you about the Expensify CEO’s email to his customers and community asking them to vote for Biden.  What are your thoughts?

John: Each entrepreneur does what he or she sees fit for his or her business. Interestingly, this particular email brought attention to a space – payments and expense reporting – that is often relegated to the arena of “necessary but not sexy”.  I hope this email draws customers’ attention to innovations that are happening in this space to drive financial and operational efficiencies while enhancing reporting integrity – three attributes fundamental to the Zact narrative.

Marketing Darwinism: As a startup CEO, how do you think about Marketing?  Do you plan to invest further in the space?

John: I believe in Marketing.  Ultimately, Zact is all about current and potential customers; we feel, very humbly, that the more we scale, the more we’ll drive real satisfaction to our customers and real value to all elements of the ecosystem.  We also believe that a core driver of that process of scale and speed is marketing.  It is an area that we plan to invest in heavily going forward.

Marketing Darwinism: Any parting thoughts for MD’s readers?

John: Indeed, we hope that our solution(s) are highly relevant and fundamentally useful to all of our customers and ultimately their employees, partners, and customers too.  The journey so far has been exhilarating.  We know that each road has potholes but are determined to keep the faith, to drive hard, and to always focus on our core mission.  Anything less would be an abdication.

Marketing Darwinism: Manish, Advaiya has been going strong for over a decade now.  Tell us about your evolution.

Manish:  Paul, you used the right word here- evolution.  Our company has grown and evolved a great deal since it was just an idea in our minds years ago, to now being able to list in our roster or customers and partners over 100 companies and over 500 individuals as ongoing customers.  We are at once proud and humbled.  Advaiya started as a Microsoft partner, focused on Enterprise Project Management, and has evolved into a full-service Application Developer, Integrator, and Implementer and a full-scale Digital and Content Agency.  Under one roof, we connect to and service some of the world’s largest companies hailing from North America, Asia, and Europe but also innovative startups and what are deemed “traditional” companies in the manufacturing and services spaces.  We are having a blast.

Marketing Darwinism:  Big Tech has grown into the most powerful economic force in the world.  How do you see that as it relates to Advaiya’s growth?

Manish: We are lucky in this regard in two ways.  First, we have very good relationships with companies that constitute “Big Tech” and continue to partner with them actively.  In fact, many of our outbound efforts are conducted jointly with large companies.  We feel very lucky in that regard.  Second, and maybe even more importantly, the notions of Digital Transformation are real and we are able to offer a layer of know-how, IP, and process on top of the amazing platforms these companies build- we offer them to a slew of customers of a variety of sizes and across verticals.  Companies that many deem as “old world” are in fact embracing Digital Transformation with a speed and vigor that would surprise all the naysayers.  So, again, we have a twofold win here- as customers and as value-add partners.

Marketing Darwinism:  Okay so you said it.  Digital Transformation. Unpack that for me.

Manish: We all know of the clichés and we all know about hyperbole.  But what’s lost in all that are real stories of learning, transformation, growth, culture change, and yes mistakes too.  Digital Transformation is not about rhetorical shifts but about profound changes in the actual processes and products/services an organization uses to engage, operate, and execute.  Isn’t that the goal ultimately?  Digital Transformation implies something deeper too- an ongoing, persistent commitment to honing, improving, and creating efficiencies.  We work with amazing companies that are discovering the mind-bending results of say well-implemented CRM solutions, Data visualization and effective dash-boarding, implementing an effective data strategy, building engaging digital artifacts, and so on.  Being even a small part of that is heady.

Marketing Darwinism:  What do you tell prospective customers to get them to want to work with Advaiya?

Manish: We approach these conversations with a clear view that we must put our best foot forward with all customers.  We have to be able to understand context, culture, as well as the business needs in order to truly be effective.  Even when we were a small team, we were working with some of the world’s largest corporations on critical projects.  There was no room for anything but our A+-game.  Though we have expanded our personnel and our footprint, there is no different in our attitude or our execution.  This is in our view attributable to 4 elements:

First, we are very picky about hiring.  About a third of the company has been with us since inception.  Another third has been with us for over 5 years.  We love growth but it has to be done in a way that does not diminish results.

Second, we have incredible customers who understand that long-term partnerships produce the best results. We are not here just to transact.  We are here to build together.

Third, we are a constant-learning organization.  This applies to the latest technologies, the latest processes and certifications, but also a fundamental dedication to listening.  Learning is key.  Our Chief HR Officer is really our Chief Learning Officer.

Fourth, when we falter, we correct quickly.  We cannot be caught up in the ego and pretensions of being right always.  We are not.

If these factors make sense to you, then please work with us.  Else, let’s just be friends!

Marketing Darwinism:  Any parting thoughts?

Manish: The new technologies and applications, powered by AI and ML and built for customer engagement and improvement are worth looking at. We have a breadth of expertise and the curiosity to learn how to quickly apply these technologies to real scenarios.  We love to listen.  And then to go about making real contributions.

We caught up with Samir Saluja, who we’ve covered before when he started DeriveOne about his new venture, Ahrian LLC.

Marketing Darwinism:  Tell us about Ahrian, your new firm.

Samir:  Thanks Paul.  Ahrian is a boutique consulting firm that will take on a limited number of deep customer partnerships this year.  We work on audience development, innovation and innovation processes, channel empowerment, and market development.  Underpinning these concepts is data, research, and technology.  I’m as excited about Ahrian as I have been about anything else professionally.

Marketing Darwinism: Ahrian – great name.  Tell us more.

Samir:  Well, I must admit, Ahrian is the name of my son.  Just as he’s the light of my full life, this company is the light of my work life.

Marketing Darwinism: You were at Microsoft for a long time.  How does your experience there inflect your work at Ahrian?

Samir:  At Microsoft, I was surrounded by really driven, smart people who thought about speed and scale.  When I co-founded DeriveOne, we wanted to combine speed and scale with actionable insights for companies that were seeking outside help to validate hypotheses and understand their customers, and then with our Project Simile joint venture we have been applying recent advances in machine learning to help customers measure metaphor resonance for brand and communication strategies. With Ahrian, I am synthesizing all my past experience- even my experience in International Trade, to bring to bear the entire panoply of services to my customers.

Marketing Darwinism: You openly say that you aren’t seeking any and all customers, just the right ones.  In fact you call these customer partnerships.  Please walk us through that logic.

Samir:  Deep relationships are partnerships and the only way to truly serve customers is my discovering, exploring, and building together.  I do not want to add only a thin-layer of value but to be considered a real team member, just with a different email address.  Without that depth, you miss context and nuance and without complexity and attending to nuance, you cannot create lasting products and solutions.  Ahrian is my ode to that concept.

Marketing Darwinism: Are you focusing on particular verticals?

Samir:  Yes and no.  We do a lot of work with technology companies and with their ecosystem.  We also work with Fintech and other adjacent areas.  We do so from the vantage point of data-driven growth combined with wisdom and experience.  Ahrian is a prescriptive company but never is it implied that we know better, only that we have an alternative point of view that should be considered.  That has resonated very well in these sectors and will hopefully elsewhere as well.

Marketing Darwinism: What are you most excited about?

Samir:  Building a true boutique firm.  A McKinsey of sorts without the baggage and overhead.

Second, I want to be friends with all my customer partners.  It’s not worth doing if you can’t enjoy your time with people.  If the pandemic has taught us anything it is that life is short, and all solutions start with investing time in people that inspire and fulfill you personally and professionally.