Growth Culture

Founder and Managing Partner

Fractional Chief Revenue Marketing Officer

Big Health

Director of Commercial Operations | Anxiety and Insomnia Digital Therapeutics

Waystar

Product Marketing and Growth Enablement

Optum (formerly The Advisory Board)

Advisory Board

Product and Growth Marketing

Associate Director Sales and New Business Development

Client Advisor and Implementation Lead (Provider Revenue Growth)

Senior Marketing Associate (Provider Revenue Growth)

Ventana Medical Systems Inc

Strategic Planning Associate

Assumption Challenger | Elevating Commercial Success | Empowering Healthcare Entrepreneurs

How I'm as fast as I was 10 years ago 
 
( this applies to startups too ) 
 
It's Boston Marathon weekend 
 
Last year I ran the Boston 5k  
 
It was my second fastest 5k time  
 
( 18:04 at age 38 ) 
 
It came 10 years after my personal best  
 
( 17:52 at age 28 ) 
 
A lot changes in 10 years  
 
As an athlete, things really change  
 
That was only possible because I've learned  
how to work through hard things  
without getting thrown off track  
 
The key to that?  
 
It's been my choices:  
 
𝗖𝗵𝗼𝗶𝗰𝗲 𝟭: 𝗙𝗼𝗰𝘂𝘀𝗲𝗱 𝗺𝗼𝗿𝗲 𝗼𝗻 𝘁𝗵𝗲 𝗺𝗶𝗻𝗱 
 
I have leaned more into mental tools after bike crashes,  
PTSD diagnoses and embracing stress so I can dig deeper  
in tough moments because  
the mind shuts off before  
your body does.  
 
𝗖𝗵𝗼𝗶𝗰𝗲 𝟮: 𝗙𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆  
 
I've been told my superpower is  
I'm efficient at being efficient  
which means I have an eye on 2 steps ahead  
while executing on the task like a Tetris game.  
My schedule has a staccato to it,  
very rhythmic but adaptable.  
 
𝗖𝗵𝗼𝗶𝗰𝗲 𝟯: 𝗙𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝘀𝘂𝗽𝗽𝗼𝗿𝘁  
 
I'm extroverted but  
I definitely get insular  
when I need to grind.  
I have coaches for racing  
and business  
as well as partners I lean into  
for support more than ever.  
 
𝗖𝗵𝗼𝗶𝗰𝗲 𝟰: 𝗙𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝗹𝗶𝘃𝗶𝗻𝗴 𝗹𝗶𝗳𝗲 
 
I don't obsess over times like I used to.  
I have bags of medals  
and stacks of race t-shirts  
that I'm proud of.  
Easy days are easy and  
hard days are hard which means  
I go into races stress free.  
I still drink beer and eat chips.  
 
Saying life and business is all about choices sounds cliche.  
 
If cliche gets great results, cliche is what I'm going to keep doing.  
 
Which one of these could you borrow to get your best results? 
 
(PS thanks MarathonFoto for the pics over the years)

Anthony J Nelson

Delivering Unbelievable Client Experiences | Pioneering Revenue Marketing | Challenging Assumptions | Tying Entrepreneurship to Endurance Sports

How important is efficiency in achieving professional goals?

What are the benefits of having a coach in racing and business?

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Deal slippage is crushing startups 
 
Let's make pipeline flow smoother 
 
For so many founders, deals always seemed to be 
• Delayed,   
• Pushing or    
• Going dark    
 
The main reasons?  
 
• Not treating each deal like a project   
• Not having a system for moving deals   
 
Here's a system for you:  
 
I call it the S.M.O.O.T.H. Deals (for now) 
 
(It's theme song is probably by Leon Bridges btw) 
 
S – Scrutinize the deal timeline 
• Examine each phase of the deal closely.    
• Where does it stall?    
• No visibility = No control.   
 
M – Map out everyone's role 
• Who is involved?    
• What are their responsibilities?    
• Ensure everyone understands their part clearly.    
• Without recognizing each stakeholder's role,    
the process can’t move efficiently. 
 
O – Outline potential holdups 
• Talk to your team about past bottlenecks.    
• Analyze why these occurred.    
• Address all these areas before they become issues again.    
 
O – Optimize communication 
• Highlight the top three communication channels that work best for your team.    
• Discuss why each is crucial for keeping everyone aligned.    
• Confirm they see these channels as effective.    
• Effective communication bridges many gaps before they widen.   
 
T – Tackle objections head-on 
• Address the three most common deal-stopping objections:   
1. Resource Allocation (Time, Money, Equipment)    
2. External Dependencies (Vendors, Partners)    
3. Internal Conflicts (Departments, Team members)    
• Show how these can be overcome or minimized.   
 
H – Highlight successes along the way 
• Each time a deal phase finishes on time, celebrate it.    
• Acknowledging good work feels good    
• helps prevent slippage from becoming the norm.   
 
Which deal are you going to unlock today? 
 
#startups #revenue #founders

Them: Why would you do that?  
 
Me: Because I can. (21k row pt 2)  
 
Endurance rowing is grueling  
 
That's coming from someone who has  
 
~ 8000 bike miles  
~ 1900 run miles  
~ 110 swim miles 
 
𝘪𝘯 𝘵𝘩𝘦 𝘱𝘢𝘴𝘵 𝘺𝘦𝘢𝘳  
 
I do a lot of grueling endurance work 
 
Today was a benchmark day for rowing 
 
We tested on the same distance I did Jan 1 
 
> A rowing half marathon < 
 
The result?  
 
I͟ ͟s͟h͟a͟v͟e͟d͟ ͟1͟0͟ ͟m͟i͟n͟u͟t͟e͟s͟ ͟o͟f͟f͟ ͟m͟y͟ ͟l͟a͟s͟t͟ ͟e͟f͟f͟o͟r͟t͟ ͟i͟n͟ ͟9͟0͟ ͟d͟a͟y͟s͟ 
 
I demolished my previous personal best  
 
Am I proud?  
 
Sure, although I am a cheer for myself in private person 
 
The reason I share is there is a lesson to be learned:  
 
𝗙𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝗼𝗻 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗽𝗼𝘀𝗶𝘁𝗶𝘃𝗲𝗹𝘆 𝗶𝗺𝗽𝗮𝗰𝘁𝘀 𝗿𝗲𝘀𝘂𝗹𝘁𝘀  
 
𝗙𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝗼𝗻 𝘁𝗵𝗲 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗻𝗲𝗴𝗮𝘁𝗶𝘃𝗲𝗹𝘆 𝗶𝗺𝗽𝗮𝗰𝘁𝘀 𝗽𝗿𝗼𝗰𝗲𝘀𝘀  
 
Not once in the past 90 days did I think about a personal best 
 
> I just show up everyday and put the work in 
 
> I focus on the engine to do big things  
 
> I stick to the plan  
 
> I stay patient 
 
No need to tie this to startups and revenue today.  
 
Why? 
 
Because you should have goals outside of work that give you energy 
 
The don't have to be crazy ass racing like I have  
 
But somewhere else you can find wins  
 
What's yours?  
 


Why is it important to have goals outside of work?

How can focusing on the process lead to better personal bests?

Founders (well everyone) need less:  
 
> Yes people 
> Passive advisors 
> Empty, non-specific advice 
 
And more: 
 
> Challengers  
> Active participants 
> Targeted, deep wisdom  
 
You can't grow if you don't  
 
> Welcome being pushed  
> Embrace different viewpoints 
> Have people push things forward 
 
This comes from an OG value we had at the Advisory Board 
 
RUN TO CRITICISM 
 
I still embrace that to this day 
 
𝗔𝗻𝗱 𝘆𝗲𝘀𝘁𝗲𝗿𝗱𝗮𝘆 𝘄𝗮𝘀 𝗮 𝗽𝗲𝗿𝗳𝗲𝗰𝘁 𝗱𝗶𝘀𝗽𝗹𝗮𝘆: 
 
𝗧𝗵𝗲 𝗮𝗰𝘁𝗶𝘃𝗶𝘁𝘆: pipeline cleanup for a client with my esteemed colleague and business partner 
 
> We see some things differently  
> We see eye to eye on so many things  
> We see things the other doesn't 
> We often times come to alignment 
> We sometimes agree to disagree   
 
It's always friendly.  
 
It's always a lightbulb moment.  
 
It's something I'm fortunate to have. 
 
𝗧𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲: we unclogged the pipeline and de-risked some major future pitfalls that will be worth millions.  
 
𝘽𝙚𝙞𝙣𝙜 𝙥𝙪𝙨𝙝𝙚𝙙 𝙞𝙨 𝙖 𝙣𝙚𝙚𝙙 𝙩𝙤 𝙝𝙖𝙫𝙚, 𝙣𝙤𝙩 𝙖 𝙣𝙞𝙘𝙚 𝙩𝙤 𝙝𝙖𝙫𝙚.  
 
What nice to haves are you going to clear out today? 

Why is embracing criticism important for growth?

How can pipeline cleanup benefit a company?

There's a new revenue kid on the block 
 
(So long MQLs and SQLs - its been real)  
 
Leads are an antiquated construct  
 
There's no common definition  
 
They create tension and silos  
 
That's why most of the time these two are written like 
 
- MQL versus SQL  
- MQL or SQL  
 
"Versus" and "or" mean there is a competition 
 
- A race maybe  
 
- A race to bottom likely  
 
- A race to unhealthy pipeline for sure 
 
Intro Revenue Marketing  
 
This is where revenue really becomes a team sport  
 
It's marketing and sales rowing in the same direction  
 
With the same goals  
 
Some easy metrics that everyone should be accountable for:  
 
- Deals closed 
- Pipeline movement 
- Quality opportunities 
- Customer lifetime value 
 
When I say everyone, I mean:  
 
- Product marketing 
- Demand creation 
- Client success 
- Inside Sales 
- Product 
- Content  
- Events 
- Ops  
 
If the goal is revenue, shouldn't everyone be measured against that?  
 
(credit to SaaStr for the image)

What are the benefits of Revenue Marketing?

How can customer lifetime value be increased?

99% of founders have revenue wrong 
 
It's not their fault  
 
Very few founders have backgrounds in: 
 
> Delivery 
> Marketing 
> Sales  
 
But, they're hammered on: 
 
> Funds usage (hiring) 
> Pipeline growth 
> Deal flow  
 
The problem is:  
 
Those don't promote repeatability 
 
Hire a rockstar sales person  
who can't get meetings is 
lost opportunity 
 
Low quality deals in the pipe means 
bad forecasting  
 
Closing deals out of desperation is 
recipe for churn  
 
(Could be bad word of mouth  
if you're in a network driven market) 
 
The missing link from stealth start ups to PE backed behemoths?  
 
Process and systems for quality revenue  
 
The investment needs to be in  
 
Revenue marketing 
 
That's investing in  
 
> Process 
> Alignment 
> Messaging 
> Client success 
> True ideal client 
> Future conversions 
> Pipeline Acceleration 
 
True ICP combined with  
process and alignment  
 
Leads to  
 
Flawless value delivery 
 
Leads to  
 
Great messaging 
 
Leads to  
 
Creating demand for the right clients 
 
Leads to  
 
Healthy pipeline building  
 
Leads to  
 
Repeatable revenue  
 
It really is as simple as that.  
 
Are you skipping the basics?

How can revenue marketing improve my business?

How can I create a process for quality revenue?

How can I define my ideal client profile?

Startups think they need viral marketing tactics. 
 
There's a better way  
 
It's a strategy for collateral and content  
 
You need a strategy that is: 
• Simple   
• Full funnel   
• Easy to execute   
• Not overcomplicated   
 
Within that, it should include:  
• Data to track effectiveness      
• Outputs mapped to sales stages    
• Pieces for the full buying committee   
 
When content strategy is overlooked,  
you miss out on quality revenue. 
 
Without a dedicated content strategy, 
you aren't attracting the right people. 
 
Skimping on content seems like time saved but,  
you string out your path to revenue.  
 
(you may be pushing people back up the funnel actually!)  
 
Checking 'marketing' off your to-do list feels good,  
you don't learn what the market cares about.  
 
A good content strategy is underrated.  
 
Results are slow at first, 
they don't reflect the long-term benefits. 
 
Conversion happens when  
 
the right content connects with  
the right people who  
right now need your solution... 
 
...and then it strikes a chord.  
 
If you want to hit the basics, 
craft content that hits the full funnel  
and impacts everyone that matters at the client. 
 
That's where revenue explodes.  
 
Just because you're not an content expert 
doesn't mean you should ignore it.  
 
Strategic Content > Viral Quick Wins, every time. 
 
You don't want to stall revenue do you?  
 
#revenue #startups #marketing

How important is a content strategy for revenue growth?

What role does content play in driving conversions?

Why is a strategic content approach more effective than viral marketing tactics?

10 surefire themes that muck up product launches 
 
This is for you leaders 
 
1. Ignoring the process 
2. Ignoring data tracking 
3. Ignoring those data insights 
4. Using more roadmap too quickly 
5. Using marketing as a dumping ground 
6. Blaming others when you're swamped 
7. Not having contracts buttoned up 
8. Not having pricing buttoned up 
9. Not celebrating early wins 
10. Not re-sharing learnings 
 
The process piece fixes 2-10. 
 
Don't be that person in # 6 
 
What would you add? 
 
P.S. One more, pouting when you don't get the insignificant thing you asked for that doesn't impact revenue. If you do this, I have the worlds smallest violin to play for you and, yes, it has a bow.

How can following the process improve product launches?

Why is it important to celebrate early wins during product launches?

What are some best practices for successful product launches?

Improving takes different shapes 
 
(Half marathon row pt 3)  
 
There are 3 main revenue levers 
• Sell more (more or bigger deals) 
• Sell faster (sales velocity) 
• Sell the same thing better (win rate) 
 
There is generally an upper limit on all of those 
• only so much market or willingness to pay 
• 0 is as low as you can go 
• 100% is as good as you can be 
 
It's pretty tough to nail all 3 at once in complex markets 
 
I like win rate because I think of it as efficiency 
 
The dopamine hit is the same for  
• Bigger deals 
• Faster deals  
 
(there are more metrics too) 
 
My 3rd half marathon row was yesterday  
 
Endurance sports and revenue are the same 
 
There are 3 main endurance levers   
• Go farther (more miles)  
• Go faster (faster splits) 
• Go the same distance easier (lower hr) 
 
My journey so far  
Jan 1 - I did more meters (21,095) 
Mar 31 - I did that faster  
April 20 - I did my Jan splits at a lower heart rate 
 
I got more efficient (aerobically)  
 
For those curious, my rowing times right are on par with my running times  
 
As you get more efficient aerobically, you can go farther faster  
 
Go too fast too soon, you strain  
 
Go too far too soon, you strain  
 
Chasing big deals too soon, you strain 
 
Pushing deals too fast, you strain  
 
As you get better at the revenue game  
 
You can start to do the other things well. 
 
Then you're in control of revenue 
 
Which one do you focus on the most? 

#startups

What are some strategies to improve win rate?

How important is efficiency in the workplace?

Go To Market (GTM) gets used too loosely  
 
That's crushing revenue attainment  
 
I did a walk through of my version of this last week 
 
"I've literally never seen something like this on paper" 
 
That's what I heard beneath someones breath  
 
Companies struggling think GTM: 
• Is just marketing 
• Is a one-time event  
• Doesn't include sales  
• Is just about product launch 
• Is only for startups or new products 
• Doesn't need roles and responsibilities  
 
Companies thriving think GTM:  
• Look at it as a strategic weapon  
• Prioritize solid client delivery 
• Do deep market research 
• See it as a living process 
• Understand the layers  
• Include many teams 
• Make it flexible 
 
Just like ogres and onions,  
 
GTM has layers.  
 
My process has about 60 boxes to check. 
 
It left that company with an enterprise contract in ~6 weeks 
  
(instead of 12 months)  
 
and pipeline is lookin' thick. 
 
How many boxes are you skipping?  
 
Want my process?  
 
DM me and I'll send it over.

What are some best practices for a successful GTM strategy?

How can a well-defined GTM strategy help secure an enterprise contract?

What are some effective ways to conduct deep market research for GTM?

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