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Matt Harris
Founder / Investor / Advisor / Exec Coach
Matt Harris is a seasoned professional with a wealth of experience in the startup ecosystem. Over the course of more than ten years, he has donned various hats as a founder, investor, consultant, advisor, and executive coach. His primary goal is to empower and assist entrepreneurs, making their journey smoother and more fulfilling, especially in the realm of venture capital-backed companies.
Currently, at TwentySeven Nine, Matt serves as an executive coach for a portfolio of over 10 fintech startups, which have garnered support from renowned venture capital firms such as a16z, Index, and Y Combinator, among others. His role involves providing guidance on setting and managing Objectives and Key Results (OKRs), fundraising strategies, communication skills, leadership development, and addressing burnout. Leveraging his firsthand experience as a founder, notably with Bloom Credit, a company focused on improving credit data access and analysis through an API, Matt brings a unique perspective to his mentoring approach.
In addition to his work at TwentySeven Nine, Matt is actively engaged with Commerce Ventures as an investor and advisor. Within this capacity, he aids in identifying promising fintech investment opportunities and scouting potential deals. His involvement has extended to supporting notable companies like TrueAccord, Karat, Smile Identity, and HM Bradley.
Matt's educational background includes studies at New York University and St. Lawrence University, providing him with a solid foundation for his professional endeavors.
Throughout his illustrious career, Matt Harris has been associated with a myriad of organizations in various roles, including advisory positions at neon money club, ClaimSetter, and Credit Mountain; investment roles at Smile Identity, HMBradley, TrueAccord, and Karat Financial; founding and coaching at TwentySeven Nine; and founding Bloom Credit. His diverse experience also encompasses consultancy at Boom Fantasy, a board membership at Bloom Credit, executive roles at Skylight, Inc. and Emissary, as well as ambassadorial and marketing duties at Branch Metrics and ff Venture Capital, respectively.
Highlights
Want to know the biggest mistake a startup makes when setting goals?
Beyond a shadow of a doubt it's setting "metric based tasks."
What is a metric based task? It's when you take something that could be listed on your to- do list and repeat it 2,3, 5, 10 times.
A quick story to explain!
Let's say that you are the marketing manager at a startup. You've decided the best way to drive leads is to throw events for potential leads in your ICP. Your manager asks you to set your goals for this quarter and you respond with...
"Throw 5 events where your ICP attends."
Here's the thing. Either you will or won't throw these events. But that doesn't mean these events actually happened successfully.
The nature of this goal breaks down in a few places...
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You could theoretically just invite 1 ICP to a bar and call it a "happy hour" on 5 different occassions and hit this goal. It doesn't hold the person whose goal this is accountable to doing good work.
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This is because the goal isn't specific. Event isn't defined.. attendance isn't defined. So there's tons of interpretation for what "success" looks like. As a result, the person can do the task, but the company still fails because the task was done poorly (even if repeatably, satisfying the criteria).
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This is because a goal needs to have a tight definition of success. Goals need Specific, Measurable, Actionable, Relevant and Timebound definition or else it's unclear what is actually being tasked.
Instead, the goal should have been written as follows...
Engage with at least 150 ICPs of which 25% follow up to schedule a demo within at least 2 weeks of engaging with company content
Why is this better?
- Specific / Actionable ( I want ICPs to schedule demos)
- Measurable (150 ICPs engage... 25% conversion)
- Timebound ( This action needs to happen within 2 weeks of engagement on average)
- Relevant ( in context of driving leads)
Now... with the way the new goal is written...
- The marketing manager knows that they need to drive ~40 (150*. 25) leads this quarter to be successful. This is theoretically their only focus.
- We've established it's not important how they drive these leads. If the first 'event' isn't successful, they don't need to keep throwing events. They can pivot their tactic to accomodate the goal.
- The marketing manager can gauge the quality of their work based on if the content they create is driving the "success" criteria established in the goal.
If you are struggling to get the most out of a member of your team, check if you're holding them accountable to a metric based task instead of what that task would accomplish if done successfully
I don't post about Bloom Credit a ton these days, but gotta say I'm pretty excited about the launch of Bloom Plus ... I think what Christian Widhalm and team launched there is a pretty legit game changer for consumer credit.
Congrats to CW and the Bloomers on winning best in show Finovate.
If you're trying to help consumers build credit and want to give Bloom Plus a try, shoot me a note and I'll get you in touch.
