Suggestions
Jonathan Sherry
Chief Executive Officer at DaisyBill
Jonathan Sherry is a distinguished entrepreneur and business leader, best known as the founder of Piktek, a company dedicated to innovation in the tech industry. With a wealth of experience in various key positions across renowned firms, Jonathan has established himself as a thought leader in the realms of technology and entrepreneurship. His career showcases a remarkable trajectory that encompasses leadership, strategic management, and consultancy expertise.
Before founding Piktek, Jonathan served as co-founder and Chief Operating Officer at CB Insights, a firm known for its data-driven insights and analytics, which empower businesses to make informed decisions. His tenure at CB Insights was marked by significant growth and innovation as he played an instrumental role in developing its operational framework and expanding its reach within the tech ecosystem.
Jonathan's diverse professional background also includes a prestigious role as Chief Executive Officer at DaisyBill, where he led significant operational strategies to enhance the company’s offerings and improve its market positioning. His impact at DaisyBill reflects his deep understanding of the technological landscape and his ability to drive change within organizations.
In his earlier career, Jonathan was the Innovation Fund Lead Manager at American Express, where he was responsible for identifying and nurturing innovative projects, contributing to the company’s reputation as a leader in financial services. Before that, he honed his consulting skills at Deloitte, where he progressed from Analyst to Senior Consultant, gaining invaluable experience that equipped him for leadership roles in the tech sector.
Highlights
A team member who’d worked at big enterprises told me she used to work weekends, pull all-nighters, and have a horrible work-life balance.
It was awful.
Here’s what she had to say after joining Alium:
“The work balance here is pretty insane. You just get your work done and then do your thing.”
She loves it.
The key is in hiring exceptional people and getting out of their way.
And, more importantly, setting guardrails so they don’t burn out.
Here’s what that looks like in our fully-remote startup:
— Team meetings on Mondays, Wednesdays, and Fridays. — Diligent notes in HubSpot so everyone knows where we’re at. — Comms in Slack and huddles when necessary. — Quarterly in-person offsites. — Everyone’s independent.
Simple.
But effective.
“It’s between you and one other vendor.” After years in MarTech Intelligence, I know nothing fuels as much anxiety for vendors as a potential client uttering these words…
So when you’re neck and neck for the contract, how do you edge out the competition?
I recently sat down with the Operations Director at a $500M apparel and accessories retailer making this exact decision on a new CDP for one of their brands.
Here are the factors he’s considering: (Hint – save these insights to ace your next RFP!)
CDP Option 1 <<
He likes how:
- Easy to use
- Straightforward
- And effective it is
And he loves its functionality:
“It tags all the site stuff to help record customer interactions even if they’re anonymous. Then it works to de-anonymize them!”
All in all, “it’s a great product for tracking and pushing data to the data warehouse,” he says. “Plus it’s at a great price.”
But while he loves Option 1, the brand’s team is leaning toward a second option…
CDP Option 2 <<
The brand’s team likes its:
- Ability to test content across their site,
- Collect effective data on consumer behavior,
- And create a cohesive and compelling site experience.
Because this brand is 100% D2C, the team cares less about de-anonymizing data and more about creating a compelling site experience with testing and customer insights.
Bonus Considerations <<
Most of the retailer’s other brands are just 5-10% D2C and could all leverage CDP Option 1.
Plus, one of his top goals for 2024 is to identify and quantify customer data in offline channels. So he naturally prefers Option 1.
But Option 2 might be a better match for this brand’s unique CDP needs.
How will this buyer decide? Ultimately, it’ll come down to the priority that takes first place for the brand and the overarching company.
Tl;dr —
Make sure you invest time in truly understanding your prospect's goals.
Then use those insights to frame your MarTech’s value prop so it’s personally relevant to them.
After working with 100s of buyers, I can tell you firsthand this is one of the best ways to win their RFP.
