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Branca de Miranda

VP Global Partners Marketing at GoDaddy

Branca Ballot is a highly accomplished professional with a diverse educational background and a wealth of experience in various organizations.

She holds a Bachelor's degree in Mechanical Engineering from Universidade de São Paulo and a Master's degree in Engineering from Ecole centrale de Lyon.

Furthermore, Branca has pursued Language and French Studies at Cavilam Vichy and completed an MBA in Business at Stanford University Graduate School of Business.

Throughout her career, Branca has held significant roles such as VP Global Partners Marketing at GoDaddy, Head of Web Pro Go-To-Market at GoDaddy, and Senior Director of Business Operations at Genesys.

Her previous experiences include leadership positions at Zenefits as Senior Director of Growth and Senior Director of Sales Operations.

Branca has also worked at KKR Capstone as an Associate, provided advisory services in Mining Operations Performance at BHP Billiton, and gained consulting experience at The Boston Consulting Group and Cypress Associates.

Highlights

Sep 10 · linkedin

I just spoke with the founder of a 30-person agency. He is looking to build up his agency's marketing function.

One of the perks of my job is working with successful agencies and talented freelancers who create custom software for clients.

I've been working with agencies and freelancers for 8 years now.

They occasionally contact me for advice on improving their go-to-market strategy and I'm happy to share what I've learned along the way.

Here is the advice I shared today:

— Make sure you have Marketing & Sales teams working together. In my opinion, everyone in the company should care about revenue. Marketing doesn't work for Sales or vice versa. They work together to create demand and close deals.

— You can't goal or comp Marketing just on revenue, because a lot of it is out of their control. Instead, goal them on pipeline for sales and then make sure they are tracking the right leading indicators.

— Don't sleep on LinkedIn video content. We're seeing 10x+ engagement on video vs. text posts.

— Don't sleep on CEO, founder, and executive team presence on LinkedIn. It does way better than your company's handle.

— Don't go too fast for the "big" top-of-funnel content opportunity, you likely have a ton of opportunity in the bottom of the funnel. This works particularly well for people solving real problems for clients.

— Whatever you do, just make sure you pick marketing bets that you don't hate doing. If you hate video, then don't do it. If you hate writing long form, then don't go for blog posts. The most successful plays will be the ones you enjoy doing in the long run.

If you have any other questions, put them in the comments and I'll get to them!

Aug 15 · linkedin

Here is my take on 'Google is losing the AI battle because of remote work'.

I've been building and leading remote, distributed teams for 7 years now.

GoDaddy was remote-friendly before the pandemic. I started building my team with folks from within based in Canada and Arizona, while I worked in California.

I didn't want the dynamic of a couple people in a meeting room on a whiteboard and the rest on Zoom not hearing or seeing everything, so I decided to only hire outside California. Note: tech was much worse for these meetings then.

When I joined Glide, the company was already remote, so I've built another remote team here as well.

What people think:

Innovation = In-person collaboration + working hard

I agree that you need collaboration and speed to innovate.

In my experience, you can achieve that in a remote setting.

It's HARD, I won't lie, but it's very much possible.

The old way:

  • People collaborate in in-person meetings or sitting next to each other
  • People work hard because they need to get to the office before 9am (or close to 7 if you have no kids) and won't leave until at least 8pm after the company dinner is served, having lunch at their desks just to get more work done

How I've seen it work:

— Rethink the "collaboration only happens in meetings"

If you create a meeting-heavy culture - live or remote - then people have no time to think and work async. Most people on my team spend less than 2 hours a day in meetings and certainly less than 4, so they have time to collaborate async via slack, docs, Figma, Loom, and quick huddles as well.

— Rethink the "people only work hard if peer pressured"

Instead, hire people you trust, who have grit and self-drive. More than once, I had to manage direct reports who were working too much remotely because they didn't create the right boundaries and were working all the time.

— Set the process and pace for innovation

I find that what stalls innovation is often fear of making mistakes or going too slow. As a leader, you need to help your team figure out the big things they'll work on, put the right resources against those, and create a culture of hypothesis, ship, and learn in smaller increments.

— Remote work with a hint of in-person

While we work most of the year remotely, we invest in getting together as a team at least twice a year. This helps build relationships, deep reflection, and get out of our "normal", which is critical for innovation.

So, no I don't think remote work is the reason why Google is losing the AI battle.

Branca de Miranda
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Location

San Francisco Bay Area