Timestamps

00:49 What does Linius do?

04:32 What drew James to his role at Linius

05:57 Being the CEO of a startup with a high-potential technology

07:18 Carrying the heavy responsibility of growing revenue

09:02 Biggest takeaways when selling as a CEO

12:30 How to influence product development effectively as a CEO

18:06 How to communicate your vision to people

19:13 Building relationships with investors

23:27 Managing the pressure of being a CEO

25:35 How James' experience changed him

About James Brennan

James Brennan, CEO at Linius Technologies, a high-growth ASX-listed SaaS company. Linius’ Media Solutions enables their customers to unleash the value in their video archives with world-leading video search, highly efficient content curation, and personalised viewing experiences.

James is a dynamic leader with 20 years of experience in developing products and growing enterprise software and SaaS businesses and an outstanding track record of unlocking the latent potential of products and businesses. Prior to Linius, James led transformation and growth at global companies including Integrated Research, Kaltura, BlueJeans Network, and Polycom.

How StartUp CEOs Must Sell to Customers, Team Members and Investors

As the CEO of Linius, an ASX-listed Startup with fewer than 20 employees and a $15M valuation but a $1Bn potential, James Brennan, enlightens us on the multifaceted art of 'selling' and influencing your way to success.

The insights drawn from his experience shed light on how a CEO can influence four distinct audiences: Customers, Product Development Teams, Employees, and Investors, each integral to the success of the organisation.

1. Selling to Customers: Balance short-term and long-term opportunities

In the realm of customer engagement, James emphasises the need for a balanced approach that combines focusing on the product and technology, while also ensuring a broad spectrum of sales avenues.

The majority of selling in a startup falls on the founders and CEOs. James advises startups to focus on long-term visionary opportunities while simultaneously driving near-term revenue.

For example, their customers like small leagues and teams serve as short-term opportunities, who quickly understand the products’ value propositions and buy-in. On the other hand, broadcasters present long-term opportunities, albeit with a more complex sales process. Momentum and motivation are paramount, as they play a pivotal role in closing deals and ensuring the smooth progression of your sales process.

2. Selling the Product Roadmap: Align Development with Customer Needs

In his role, James recognises that influencing product development is fundamental. He advocates for a laser focus on the selling component of the product, drawing from specific feedback garnered from customers and the market. But James understands that it’s not always easy to communicate this to product teams, as they might feel like they’re just following the orders of the CEO.

If you’re having the same dilemma, James suggests you start by articulating your vision’s 'why' and charting the course towards a shared vision. By aligning team members with the broader mission, they will be more empowered to take ownership and drive the product forward.

This approach cultivates an environment where employees are not merely following but actively shaping the trajectory of the company.

3. Selling to Employees: Foster a Shared Vision and Open Culture

Delving into internal company culture, James underscores the importance of casting a shared vision within the team. A shared vision serves as the cornerstone for understanding the organisational goals, customer needs, and overall purpose. It’s this unity of purpose that facilitates swift decision-making and alignment, kindling the motivation within employees to contribute to the company’s growth trajectory.

An open culture of accountability and autonomy is equally crucial, wherein decisions are swiftly made without excessive reliance on approvals. During a restructuring, James highlighted the significance of unanimity in vision, which resulted in zero attrition, showcasing the pivotal role of a shared vision and culture in organisational growth.

That’s why when communicating your vision, you need clarity and adaptability. James points out that being upfront about the vision and sharing learned insights are crucial. Given that knowledge varies across the board, sharing key insights ensures everyone is on the same page as the vision adapts and evolves. This consistent communication is vital in keeping the team aligned and ensuring they remain part of the journey.

4. Selling to Investors: Build Trustful Relationships and Portray Confidence in the Company’s Potential

On the investor front, James shares valuable insights into building and maintaining trustful relationships. Reporting to investors is a responsibility that demands transparency and accountability. The CEO must ensure that both current and potential investors understand the company’s trajectory and feel comfortable with the future outlook.

Particularly during challenging times in the capital markets, keeping the investors' belief and trust in the company’s strategy is imperative. As the company transitions and adapts its approach, it's a sales effort on the part of the CEO to convince the investors of the company’s stability and responsibility.

James emphasises the need to portray unwavering confidence in the company’s potential. As the face of the business, he must show his belief that the company is poised to revolutionise the industry, thus making a substantial impact on the market share and capitalisation. This portrayal of confidence and belief is instrumental in influencing investor sentiment and market perception.

5. Managing the Pressure: Build a Support Mechanism and Maintain Balance

James also discussed managing the pressure that accompanies such a multifaceted role. Building a support mechanism is crucial, as no CEO or Founder can carry the weight alone.

James stresses the importance of having trusted team members and mentors, who provide invaluable guidance. The global diversity of the team allows them to support customers worldwide, further emphasising the need for maintaining a balance between personal and professional life.

6. Making Important Decisions: Trust your instincts and embrace agility

James' journey as CEO has instilled in him a profound trust in his instincts. In the dynamic environment of a startup, he has learned to value agility and rapid decision-making. This experience has fortified his core beliefs and trust in his capabilities, equipping him with resilience and confidence to face challenges.

Like James, embrace the chaos and learn to trust your gut if you’re a startup CEO. This will help you cope better with the challenges that inevitably come with your role.

7. Conclusion: Master the Art of Sales and Influence

James’ wealth of insights offers a comprehensive blueprint for CEOs navigating the multifaceted landscape of influencing diverse stakeholders. The strategic approach to 'selling' to varied audiences — Customers, Product Development Teams, Employees, and Investors — is quintessential for steering a tech startup towards success.

Embracing the actionable advice encapsulated in James’ experiences, CEOs can adeptly shape their organisation’s trajectory, fostering growth, resilience, and enduring success.

Final thoughts

I was inspired by James’ insight into selling as a CEO. His journey at Linius is a testament to the power of strategic selling, ultimately leading to their growth and success. Using his strategies in your sales approach can definitely help you sell to diverse audiences.

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