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Brad Turner

Go to market transformation expert for $50M-$300M private equity-owned enterprise software and service companies || B2B Go To Market Design and Execution || Former Operating Partner

Brad Turner is a prominent figure in the investment and consulting sectors, currently serving as the Managing Partner at the MedTech Investing Forum since June 2023. He is also the CEO of Marketing Completion Fund, Inc., a role he has held since May 2010. Based in Santa Monica, California, Turner has a diverse background that includes experience in corporate finance, marketing, and brand development, particularly within the startup ecosystem and emerging technologies.1

Professional Background

  • MedTech Investing Forum: As Managing Partner, Turner leads initiatives focused on investments in the medical technology sector.

  • Marketing Completion Fund, Inc.: In this capacity, he provides resources and networking opportunities for investors and startups, particularly in alternative and emerging technology sectors, including blockchain, cannabis, and fintech.

  • Blockchain Investing Forum: He has also been involved as the Managing Director since January 2021, where he focuses on investment opportunities in blockchain and related technologies.1

Other Roles and Contributions

Turner has held various advisory and leadership positions, including:

  • Director of Investor Relations at StartupStarter since May 2023.

  • Advisor at Blue Social, a company innovating in NFC-powered smart cards for social networking.

He is actively engaged in community and professional organizations, including the LA5 Rotary Club of Los Angeles and several alumni associations related to his educational background at San Diego State University.1

Overall, Brad Turner combines his extensive experience in finance, marketing, and technology to foster growth and innovation in various sectors.

Highlights

Jun 19 · linkedin

The end of low interest rates meant the end of “growth at all costs” for software companies and PE funded B2B businesses in general.  Investors have focused on profitable growth over the past eighteen months. When companies made this switch, seller productivity became the board’s unavoidable focus. Being a CRO or CEO on the receiving end of their glare without a plan to transform productivity got very uncomfortable.

Suddenly, selling value became really, really important, and good discovery even more important. How many discovery calls have you witnessed where the salesperson seems to be going down a checklist to get information vs. teaching the customer something useful through stories and maybe some analytical insight? They want to hear about what their competitors are doing and don’t want to be left behind.  "Teaching the customer" is an oldie from the days of Challenger selling. If you’re struggling with poor conversion rates and endless deal cycles, go back and review this book.

2nd point: customers do want to be educated about how to decide AND how to sell it internally. Your champion may be solving an immediate department specific pain point with your product or service, but they have to, they must, be able to tie the investment to something the CEO or CFO cares about to get funding. That’s usually revenue or cost. It’s usually one of the key pillars in an annual presentation found on any public company’s website.   Get curious and go find it.

Too many sales teams only build business cases if the customer explicitly asks for one (usually late in the process). Don’t wait. Bring it up to your champion. It will feel uncomfortable to some sellers because “What if it turns out there isn’t a good return?” That’s a topic for another post, but if you don’t help the customer build one, it’s far easier for finance to shoot down your project.

Mar 7 · linkedin

Trying to "sell higher" in a B2B environment as GTM leader? Here's an approach to go from feature selling to value selling

▪ Develop a hypothesis about why an executive will care enough to take your sales call. Define how you'd quantify the value and see if they care about what you're saying.

▪ Get curious. Interview 10 - 15 executives and test your theory. Resist the urge to sell! You are there to listen (and maybe educate).

▪ If you can't reach the executives through your network, consider sourcing interviewees through an expert network (like Alphasights). It's worth a grand or two per interview if you select thoughtfully.

▪ Go back to those people and test your value proposition once you've designed it. Iterate on it.

▪ Don't let great get in the way of good enough. The more you test your value proposition with actual customers, the better.

What do people think? Any personal experiences you'd share?

Related Questions

What are some of the notable projects Brad Turner has worked on at Pavilion?
How did Brad Turner transition from marketing to blockchain investing?
What is the Marketing Completion Fund, and what does it focus on?
Can you tell me more about the MedTech Investing Forum led by Brad Turner?
What is the role of Brad Turner at StartupStarter?
Brad Turner
Brad Turner, photo 1
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Location

Greater Boston