Suggestions
Kate Swanberg 🪽
Fractional demand gen gives you wings
Kate Swanberg is a Solopreneur and Fractional Head of Demand Gen at Demand Bull, based in the United States.3 She describes herself as someone who takes strategy from plan to execution and empowers teams to find their best performance.1 With extensive experience in demand generation and business systems, Kate has held key roles in various organizations including Perfect Venue, Leapfin, and Tradeshift.
Kate's expertise lies in fractional demand generation, which she believes "gives you wings".2 She has a background in business and finance systems, emphasizing that these areas are no longer just back-office functions but act as mini consulting teams to larger organizations.6
Kate graduated from the University of Illinois.1 Recently, she has been open about personal challenges, sharing in October 2023 that her father passed away in May of that year.4 Despite this loss, she describes herself as resilient.4
As of April 2024, Kate was exploring opportunities in the hospitality industry, demonstrating her adaptability and willingness to venture into new sectors.5
Highlights
“Internal thinking is very easy to screw up at most startups.”
I read this LI post the other day and it made me wonder WHY it’s so common.
And it isn't due to bad people or poor ideas; rather, it's human nature to have bias.
Critical data can often be overlooked amid:
- Board and investor expectations,
- Immediate needs at the C-level,
- A focus that's either too short-term or too futuristic,
- A declining culture
This is why mentors, advisors, and consultants are crucial.
Companies pay a bunch of $$$ to tell them what they might already know and then some.
Mostly, this is money well spent.
You’re protected from blind spots and misjudged metrics.
For example: I once saw an engineering leader prioritize SOC 2 compliance over a feature that could have helped us hit our monthly ARR metric.
Mind you, the industry, persona, and company size didn’t care about SOC 2. — the data proved it.
We went through every closed/lost and not one of our deals were lost because of it nor was it mentioned as a technical requirement.
Now I’m not saying we shouldn’t have had SOC 2. But we did miss out on another opportunity because we had 3 engineers and 5 months of runway focused on something else.
It felt like a misstep that a 3rd party could have helped us avoid.
Instead of focusing on product enhancements that were brought up in sales cycles, we focused on a feature that a MM or enterprise company might care about.
Sometimes… your biggest weapon is to NOT isolate your strategy in a vacuum.
I had a client at an all hands start with a gratitude bomb đź’Ł
I wanted to share this because I think all too often when there are changes (in general) we go into a “solution mode” frenzy. Trying to figure out the next “thing,” quickly.
It’s ok to pause. It’s good to reflect & give gratitude on what worked and to take your time with what you want to continue, stop, or start.
I think the more companies that adopt this, the happier everyone will be. And that stress or extra pressure to “do” something will feel more grounded.
