Supered

Co Founder and CEO

Sprocketeer

RevPartners

Co Founder + Head of Strategy / Growth

Connectivity Wireless

Lead sales operations and business strategy execution through operationalizing and optimizing marketing strategy, business processes, MarTech infrastructure, measurement, and reporting. I own the CRM and all integrations into the system - MQLs, SQLs, Opportunity Management, MarTech Stack, and Revenue Operations - for all lines of business.

Director of Revenue  and Strategy

I led all marketing operations - content strategy, website operations, product marketing, social media marketing, and event marketing. Additionally, I relaunched the our CRM and onboarded Sales and Marketing.  

Performance: 
- Oversaw website revamp, SEO, SEM initiatives; users increased by 171%, page views increased by 289%, and conversations increased by 112%.
- Coordinated all social media campaigns; increased LinkedIn impressions by 9,900%, increased engagement by 4024%, and social media referrals by 256%

Director of Marketing and Strategy

C Spire

Directed the development and implementation of marketing and business strategies in multiple business units.

Performance:
- Led the marketing and business strategy efforts for C Spire’s TekLinks acquisition; led the rebranding of the organization to C Spire Business.
- Founded Request for Proposal (RFP) Response Division within C Spire Business; Won 3 of 3 RPS (~$10M Total Contract Value) while serving as interim Director; successfully transitioned RFP into operations.
- Developed and executed C Spire Business’s Channel Program marketing strategy and operational processes; achieved 102% of quota prior to the project’s completion; ran all integration into the CRM.
- Founded C Spire Gaming Club in 2017; grew membership from 25 to 315 from 2017- 2019 (%1160 growth). https://cspiregaming.com/

Chief of Staff - Merger & Acquisitions / Channel Manager / RFP

US Army

Led a 4-person data analytic team in support of the Division Headquarters Battalion (860-person organization); serve as CEO’s senior security and risk adviser for all threats affecting Fort Carson, Colorado Springs

Performance: 
- Hand-selected above peers (1 of 10) to serve in Military Intelligence key development position; ran 8 Division commodity programs – Physical Security, Information Security, Personnel Security, Foreign Disclosure, Safety, Organization Inspection, Intelligence Oversight, and Personnel Recovery
- Streamlined processes  by eliminating redundancies and incorporating database management practices; resulted in decreasing overdue security clearances by 96% and incident reports by 100%

Director of Analytics: Battalion Intelligence Officer

Led a forward deployed 96-person organization with $300M of assets with the mission of deterring Russian aggression in Eastern Europe

Performance:
- Recognized by Deputy Command General as the top company grade officer (1 of 35) during deployment to Germany
- Supported 52 operations in eight countries with zero incidents that demonstrated US presence in Eastern Europe and built interoperability among NATO nations
- Planned and executed the permanent relocation of the forward deployed Division Headquarters over 250 miles in Germany with zero loss of property while maintaining 24 hour operations
- Coordinated and oversaw the integration and departure of 180 personnel to and from the Mission Command Element in Germany to Fort Carson, Colorado with zero incidents, ensuring the MCE retained 100% operational capability during manning transition periods
- 1 of 15 chosen (150+ applicants) to participate in pilot 3-month workforce veterans transition program; interned as Management Consultant with Perkins Motors, increasing EBIT by 15% in 3 months

Director of Operations: Company Commander

Led the Division Headquarters Operations Company – a 250-person organization with $200M of assets – tasked with supporting 4,000+ Soldiers with operations, maintenance and logistic issues

Performance:
- Served as the Commanding Officer (CO) and the Executive Officer (XO) simultaneously in the 4th Division Headquarters’ Operation Company comprised of over 250 Soldiers (served an additional 5 months as XO)
- Utilized agile methodology to empower 5 direct reports to streamline complex supply chains, resulting in a 12% reduction in excess inventory, saving the Army $2.5M
- Created and implemented automated preventative maintenance plan for 48 vehicles and $93M of assets; increased readiness rate from 67% to 100%, saving the U.S. Army $1.2M in annual maintenance repairs
- Managed 18 property holders across 10 job functions (Aviation, Air Defense, Civil Affairs, Current Operations, Engineering, Executive Services, Field Artillery, Future Operations, Mounted Color Guard, Physiological Operations) leading to zero loss of property for a $200M property book during my tenure
- Ideated, created, and taught an eight week personal development course called ‘Life Hacks’, mentoring and coaching 30+ Soldiers that led to 12 promotions

Director of Operations: Company Commander and Executive Officer

Led a 12-person data analytics team for an 902-person Infantry unit; served as CEO’s senior Middle East intelligence advisor while deployed in Kuwait and Iraq

Performance: 
- Selected for leadership position traditionally reserved for specialized professionals with 5 or more years of experience
- Led an intelligence cell of 12 individuals, overseeing the production of 100+ daily intelligence updates(improved both the content and presentation through a rigorous training system)
- Taught and directed 9 separated iterations of enemy combatants predictive analysis for Embassies throughout the Middle East, creating over 135+ products, enhancing the shops' capacity and efficiency 
- Prepared the shop for a seamless transition with the incoming unit, building a digital continuity book that gave instant digital access to all 200+ products 
- Led the Battalion's administrative processes, decreasing incident reports from 21 to 2 (90%) and Military police derogatory reports from 148 to 18 (87%)

Senior Manager of Analytics: Battalion Intelligence Officer

Led a 5-person analyst cell for a 4,258 Soldier organization that tracked all enemy combatants on the battlefield while also synthesizing large quantities of raw data into actionable intelligence for the CEO

Performance:
- Recognized as best Junior Military Officer in Brigade (1 out of 60) during a month long training exercise in Fort Irvin, California 
- Created and operationalized an intelligence program that improved intelligence accuracy by 8% and production rate by 21%, resulting in the production of over 120 country assessments and 270 intelligence briefs
- Conducted over 50 Intelligence briefs and presentations delivered to senior government officials, senior Army leaders, and other stakeholders to increase awareness of enemy combatant’s capabilities, intent, and location
- Graduated as the honor graduate (1 of 27) during the Army’s Military Intelligence Basic Officer Leadership Course (MIBOLC) in Fort Huachuca, AZ

Manager of Analytics: Brigade Intelligence Current Operations Officer in Charge

Scholarship and Six month required course given to Military Intelligence professionals to perform duties at tactical and operational levels that include serving as MI staff officers (S2) at Battalion and Brigade levels, or as MI planners, integrators, and coordinators at Division and Corps levels. This course prepares officers to develop, interpret, plan, integrate, coordinate, and implement the Army's MI programs and policies for the military and civilian work force at the Battalion and Brigade levels.

Performance:
• Class Rank: 1/27 Army Officers
• Graduated with Honors (Van Deman Honors Program)
• Major General William E. Potts Award Recipient
• Army Achievement Medal (AAM) Recipient 
• Earned German Proficiency Badge (GPB)

Second Lieutenant - Student

BlackWhite Development

BlackWhite Development grew from the passion to develop sustainable and creative projects that foster fellowship and a sense of place in Jackson, MS. This entrepreneurial startup was the impetus and inspiration behind the Capitol Art Lofts

Performance:
- Envisioned and pioneered a $10M  joint venture to restore and convert 7 early 20th century buildings into 31 affordable artist housing lofts in downtown Jackson, MS
- Independently created five Pro Formas for multiple investors
- Served as the local partner engaging local media, elected officials, stakeholders and community members
- Secured $2M worth of historic tax credits for the project

Partner

I have led teams as large as 250 people (small as 4) and thousands of projects in the United States and abroad for hundreds of clients across multiple functional areas in the military and in the private sector. I thrive under pressure in competitive, ambiguous, and autonomous environments. I break rules when it makes sense, and I tenaciously apply a growth mindset towards everything I do. 

At Supered, I am working for a fast-paced team full of passionate people that work hard and have fun while doing it!

You might catch me saying:
- "I Believe; Do it BIG; Stay Supered!"
- "A Fistbump a Day Keeps the Doctor Away"
- "Fail often, fail fast; never stop learning"

Matt Bolian

19 THINGS I wish someone told me about managing sales
1. You will feel CRAZY.
Every day you’ll ask: “Is this a me issue, a you issue, or a process issue?”
Spoiler: it’s usually THE PROCESS. And you won't know it.....

2. Give people the rope they need to climb… or hang themselves.
If you never let reps fail, you’ll never know who can actually sell.

3. Behavior > Activity.
One rep doing the right thing beats five reps doing 900 random things. Inspect / Expect

4. Don’t waste revenue time on non-revenue things.
Every meeting steals quota AND most meetings are thieves.

5. Reps aren’t lazy.
They just don’t think what you’re telling them is worth it.

6. Give people permission to say, “What you’re asking me to do is f*ing stupid.”**
That’s how you get truth; truth is how you get better; getting better is how you win

7. Your job is to form, not manage.
Manage tasks AND Form people.

8. Forecasting is rainbow-colored poop.
Every rep has a predisposed way to report - You’re not fixing it (stop trying), learn their predisposition

9. Never skip 1:1s.
If you only talk tactics, YOU ARE a calendar notification, not a leader. Ask deep questions (do you have time, tools, support you need; what are you stressed about?)

10. You are the emotional shock absorber.
They WILL bring their panic; you bring perspective and solid ground

11. 90% of “motivation issues” are actually clarity issues.
If someone isn’t doing the thing, they don’t understand it, don’t believe in it, or don’t know how to start.

12. You can’t coach what you can’t see.
Invisible process = invisible problems = invisible improvement.

13. If you don’t run the cadence, the reps will.
nd their cadence is: “No cadence.” Need some ryhthmic way to - give forecast, do call reviews, etc.

14. The worst thing you can do for a struggling rep is lower the standard.
HIGH support. HIGH belief.HIGH expectations.
NEVER lowering the bar.

15. You will hire people you love who are secretly terrible at the job.
And you’ll keep them 90 days too long. Everyone does.

16. If you don’t define good, reps create 12 versions of it.
None match yours. Define great → operationalize it → inspect it. There must be method you inspect against. You set the culture.

17. Reps can only handle 2–3 priorities.
You have 19. Choose. and then ONLY give them 1....

18. Your job isn’t to be liked.
Your job is to make them better. Ironically, do that well, and they’ll like you anyway. Embrace hard conversations. GET GOOD at them.

19. Listen for the story they’re telling themselves.
Narratives create behavior. Change the story → change the rep. Once they realize the power of story, they will become a better rep as well.

My recommendation: Get on the unicorn and start riding. Do your best. I believe!

stay Supered⚡,

-matt
P.S: Which ones am I missing that you wished someone told you??

Matt Bolian ⚡

Building the worlds easiest way to get sales reps to follow a process 🎯🎯| Turning sales into into Superheros 🦸‍♀️🦸‍♂️ | Helping HubSpot Solutions Partners Scale 🚀🚀

Peter Caputa

CEO at Databox

I help the leaders of professional services firms leverage data to get the respect, power and money they deserve -- in that order. (Sorry Lil' Kim, you had it backwards.) 

I have been building systems that help professional services firms get to the next level for nearly 20 years now. As the founder and 9-year leader of the HubSpot Solutions partner program, I helped thousands of marketing agencies increase recurring revenue and margins by teaching them how to sell and deliver a measurable and compounding ROI -- helping many go from their dining room table to multi-million dollar exits. 

As CEO of Databox, my team & I have established a system (software, training, support) that actively helps 1200+ professional services firms use data to acquire, retain and expand their client engagements.

I believe in giving value first. 

So, if you're a leader at a professional services firm, you can start by 

1️⃣ Leveraging us to get the RESPECT you deserve by taking 5 minutes to contribute a quote for some of our upcoming research articles (https://databox.com/become-a-contributor) or inquire with my team about our other free co-marketing programs, 
2️⃣ Leveraging us to get the POWER you deserve by taking our free course on how to leverage benchmark data in your marketing, sales and client services processes, or
3️⃣ Leveraging us to get the MONEY you deserve by taking our free course on how to leverage data to predictably improve your (and your clients') performance. 

Both free courses are here --> https://academy.databox.com/

Of course, if you're ready to explore how we can help you the most, start a trial of our analytics software. More than 1200 professional services firms use us to efficiently monitor, manage, report, benchmark and forecast performance for their clients -->  https://databox.com/analytics-software/agencies

I also write and network a lot on Linkedin. While my inbox is usually overflowing, don't be afraid to ask me for help.

At Databox, I am currently 100% focused on helping marketing agencies automate their reporting. But, thousands of companies have figured out how to use our software on their own. They use it to set numeric marketing and sales goals, auto-track progress by pulling performance data from 100s of other software systems and visualizing it on any device.  The mobile app is slick and we even have a free version that allows you to track performance from up to 3 different apps. www.databox.com

Stay tuned...

I am wondering why the growth of my Linkedin followers has slowed down in the last 6 months. In the past few months, I averaged about 30 new followers per weekday, whereas I got around 40 on average in the first few months of the year. (I'll share my follower growth chart in a comment.) 

When I dug into why, I realized that I have had significantly fewer viral posts.  In the chart below, you can see the lack of spikes in impressions the last six months. (Each spike is a post.) In other words, fewer of my posts have gotten loads of impressions. 

I imagine this is impact from an algorithm change. But I generally avoid trying to figure out how to "work the algorithm."  In my experience, the topic of a post is the most important predictor of whether a post will take off. And taking a controversial stand on said topic is the key to it going viral. 

But, I'm reluctant to play that game if a) the topic isn't related to the work I and my team are doing and b) I don't have a perspective that is controversial. In other words, I'm not going to fake it just to get more followers. 

As I've shared before, my focus is just being consistent and spending time having conversations on this platform. Plus, focusing much more on the work that's being done off of Linkedin that impacts our business, and sharing that as we launch it, tweak it, get success with it. For example, I've written a lot about the 5-hour Predictable Scale course we've created, our new OKR and forecast modeling features, sharing customer stories, sharing projects we have internally, sharing content from research surveys we conduct, lessons from guests on our podcast, etc. I see Linkedin more like a diary that helps us stay in sync with our existing community, as much as I do a tool for growing reach.  

And when I look at the graph of comments, it hasn't changed much during that time frame. In other words, comment volume is steady. So, I think what I'm doing is fine. (I'll share this chart in a comment too.) I also have plenty of evidence (from self-reported attribution, plus feedback from customers and partners directly) that my posts get people to check out our software, try out our new features, partner with us, etc. 

But, not gonna lie, it is a bit disappointing to see this graph. And I am very interested in hearing ideas on how to get follower growth back. Should I change something? Maybe I should write more about AI? :-)

If there's one thing I've gotten better at as I've gotten older, it's avoiding inconsequential debates. 

It's not easy for me. I've always been one to argue. As a teenager, I remember arguing with my mom about whether eating fatty meats made people fatter. She seemed to be arguing that an ounce of fat in the food would result in an ounce of fat on the person. (I am not sure if she was actually saying that, but that's what I remember hearing.) I tried to explain that the body uses fat as energy. I vividly remember her getting visibly frustrated with me. 

Today, I think it's so easy to get sucked into inconsequential arguments. 

We see people arguing about inconsequential things all of the time on the internet. Some people seemingly spend their days seeking out arguments with people who have opposing views as them.

I'm not saying the views people have are invalid. But we all only have so much time and it's critical to focus on the most important things. 

This is especially true at work. 

Yesterday, a few members of the Databox management team were questioning whether or not a tweak to the promotional path for our sales team made sense. I had spent a bunch of time reviewing the plan and giving my blessing. So, when I saw the questions, I shut down the argument because the cost of the change will be inconsequential compared to the time we could spend discussing it. 

Since there's no way I can control everything that gets brought to me, there's no way I can avoid having inconsequential arguments completely. But, people who work with me are used to hearing, "This decision is inconsequential" or "X is the highest priority. This is what we should be discussing." 

I don't love shutting down debates as I don't want to discourage any discussion or dissent.

So, when I catch myself starting to say this a lot, it's a clue that there is probably bigger misalignment. 

That's when I know that we need to step away from the day-to-day or even our monthly execution rhythm and revisit our longer-term strategy and plans.  And I've found that the more time we spend on setting a solid strategy, doing annual and quarterly planning and reviewing results, the fewer times I have to say, "This debate is inconsequential." These processes help our team focus on what's important, or at least on what we decided is important. 

If you don't have processes for these, I just spent 9 months writing down a step-by-step one. It includes 35 exercises, where each one builds upon the last. 

If you find yourself having inconsequential debates at work, grab the workbook and run your team through the free course: https://lnkd.in/eScK5VX9

In the last week, I've spoken to two really smart consultants who needed a little help starting more strategic conversations with senior execs. 

They were doubting their ability to help their clients with long-term strategy setting, annual planning and establishing performance management processes. 

Both of them are taking my free, Predictable Scale course, which includes exactly how to do these things: https://lnkd.in/eScK5VX9

They had lots of doubts. They were doubting that their clients would be open to it. They were doubting their ability to sell it. They were doubting it was tangible enough. 

But their doubts are unfounded. 

They just need a way to start the conversation and a bit of a pep talk. 

One of them had already successfully applied the processes detailed in my course for one of her clients. She did an absolutely outstanding job, helping them narrow down their ideal client profile, conducting a SWOT (strengths, weaknesses, opportunities and threats) analysis, coming up with annual objectives, helping them set goals, etc, etc. And she did this in less than a week, all documented in one massive notion doc. Her client was so impressed, they asked her if she could talk to their team and other vendors about it to get everyone on the same page about their new strategy and plan. 

She showed me all of this and then she said, "Now, I'm going to launch a service to build dashboards for my clients." 

I was confused as all heck. 

I said, "Wait. What did you charge for all of this?" Her response, "Nothing." 

She did it all for free just so she could "maybe" sell them a more "tangible" service of setting up dashboards and establishing a reporting process. 

The other consultant I spoke to asked, "Do you think it's smarter to sell my clients on strategy first or should I just sell them on my business intelligence services?"   I explained why selling his clients a process that helps them set their strategy and build an annual plan will help him engage and maintain his relationship with senior executives, putting him in a better position to sell business intelligence services as well as the other services he has to offer. 

He was onboard, but he was unclear how to get the conversation started. He lacked confidence in his ability to have a conversation about the company's strategy. 

On these calls, I gave these super-smart people some encouragement and some coaching. 

But, it made me realize that this is probably an issue for most consultants and professional services firms: they're not confident selling strategy and planning as an engagement. 

So, tomorrow, I'll explain how to start a conversation with a prospect or client to identify and develop the need for these services. 

Every company needs this. Setting a differentiated strategy first is the key to making plans that stick and for getting max yield from execution. 

Follow me and click the bell on my profile if you don't want to miss it.

I cringe when salespeople use the term "trusted advisor." 

Salespeople and sales managers throw it around like they know when they've got it. 

But it's not something most salespeople ever even get closed to. 

Sure, plenty of salespeople are trustworthy. (Most aren't selfish crooks, like many say.) 

And sure, salespeople advise their prospects (and clients) on things in which they're knowledgeable. 

But, when you put these words together, it means something entirely different. 

“Trusted advisor” refers to a relationship in which a client, colleague, or stakeholder consistently turns to you not just for answers, but for judgment, guidance, and strategic thinking. It goes beyond being a service provider or subject-matter expert. You become someone whose perspective they rely on to make important decisions. 

I have a few people in my life that I call when I need some unbiased, seasoned advice who I consider "trusted advisors." 

There are about 50 people who ask me for advice more than once per year.

But if I were still a front-line salesperson, I'd strive to start 50 of these relationships per year. 

But it's not something I try to "accomplish" in my first call or even during my first sales pursuit with someone. 

Have you ever worked with a sales rep who "achieves" this kinda "trusted advisor" status during their first call?

No freaking way. 

That doesn't mean that salespeople shouldn't try to achieve it. 

But, most don't achieve it because to be considered a trusted advisor, salespeople need to embrace a few things that most don't: 

1. They need to ask questions that seek true understanding of a prospect's situation-- questions that most salespeople are afraid to ask. 
   
2. They need to ask questions that may not seem relevant to a sale, but will determine whether someone is likely to be successful with the salesperson's product or service. 
   
3. They have to anticipate potential issues and tell prospects why they may not be successful with their product/service or even with their project overall. 
   
4. They have to turn prospects away if they know they're not going to be successful. 
   
5. They have to stay in touch with clients, to ensure their successful, even if they have nothing new to sell them. 

If a salesperson does all of these things, they're showing that their prospect's best interests is more important to them than their own. If they do this, some of their prospects will start to think of them as trusted advisors. Approaching sales this way can help a sales rep establish a relationship where a client consistently turns to the salesperson for guidance for all kinds of important decisions. 

But I haven't seen many salespeople who have established themselves as a trusted advisor like this on a consistent basis.  Have you?

Why is it that in most SaaS companies, the hardest data to access is usually your own data?

For most SaaS firms, the ultimate source of truth is usually in databases like Oracle MySQL, PostgresSQL or MongoDB or data warehouses like Snowflake, Google BigQuery or Amazon Redshift. 

Getting access to data from SaaS tools like Salesforce, HubSpot, Ahrefs, Meta Ads, Stripe, Quickbooks, etc: not so hard. 

Getting data from your own database: requires a developor and an analyst?!?

Unless you’re technical (or willing to wait for someone else to help you), you’re not really able to pull the data, analyze it or report on it. 

As more and more SaaS companies started choosing Databox as their business intelligence, reporting and performance management tool, we realized we’re in a unique position to help solve this. 

So, last year, we made it a priority to launch integrations with the most common cloud databases and warehouses. With our simple-to-setup integrations, backend data from databases and data warehouses can flow directly into Databox without scripts, middleware, or guesswork.

Once a database (or warehouse) is connected, it’s also easy to merge and filter data, then create and calculate metrics. Once metrics are created, they can be visualized in dashboards, added to reports, used to track performance to goal, used in forecast models or tracked as a key result in our new Objectives and Key results (OKR) feature. 

By launching these integrations, we've made it easier for SaaS teams to access numbers from their databases (or their data warehouse), for things like:  
→ Product usage 
→ Operational trends 
→ Financial performance

Because metrics, dashboards, reports and goals can be setup without any knowledge of SQL, business users can use it without the need for a developer or an analyst, which speeds up time to insight. 

If you’re already using Databox, all of the connections below are available now. 

Just login to Data Manager (https://lnkd.in/eKrV4b5z) and hit “New Data Source.”

Don't see yours on the list? Leave a comment.

When companies are struggling to find profitable growth, they tend to take on too many things. 

The logic is that you if you try to grow in 5 or 10 different ways, one of them is bound to work.

This almost always fails.

Every one who has studied this comes to the same conclusion.

Jim Collins, in his book Good to Great says it, “The good-to-great companies did not focus principally on what to do to become great; they focused equally on what 𝘯𝘰𝘵 𝘵𝘰 𝘥𝘰 and what to stop doing.”

Richard Rumelt, author of Good Strategy/Bad Strategy says “The kernel of a good strategy contains a diagnosis, a guiding policy, and coherent action. The guiding policy is not about doing everything — it’s about 𝘤𝘩𝘰𝘰𝘴𝘪𝘯𝘨 𝘸𝘩𝘢𝘵 𝘯𝘰𝘵 𝘵𝘰 𝘥𝘰.”

Sanjay Khosla & Mohanbir Sawhney made this point their central thesis in their book, "In Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth." As president of Kraft Foods' developing markets, Khosla oversaw revenue growth from $5 billion to $16 billion in six years across over sixty countries by employing this strategy.

We all intuitively know this. We know that when we, as individuals, take on too many projects or tasks, we start missing deadlines and pushing out subpar work.

Yet, when it comes to running a business, we rationalize that we have enough people to take on more.

But, in an organization, this creates misalignment. The reality is that very few people can execute a revenue-growing, profit-driving project on their own. They often need resources from across the organization.

So, when multiple people start fighting for the same resources, the organization ends up getting less done.

The real key to driving growth is narrowing a company's focus to 3-5 major initiatives per year.

Picking those initiatives require that the company spend more time doing customer and competitor research to build a differentiated long-term strategy and an inspiring, yet practical annual plan, so that they can be more confident that the work they’re doing will drive growth for their business. 

More research. Fewer initiatives. Bigger outcomes.

It’s one of the biggest mindset shifts I cover in the Predictable Scale course.

The course is free, and it’s built specifically for companies trying to scale without chaos: https://lnkd.in/e6CUddPJ

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The Battle

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Peter Caputa

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The Battle

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Peter Caputa

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Engagements

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