The Surprised Entrepreneur turns Rebel Entrepreneur

What makes a rebel.

What makes a rebel.

“Judy,” a sweet tech project manager said to me recently after I discussed some of the gaps in the social marketing ecosystem “You are on a crusade.”

I didn’t see that one coming so it stopped me dead in my tracks. What crusade was that I wondered? I probed but she dodged answering me. The word crusade is laden with meaning so it stuck with me – what had I said to give her that impression?

In hindsight it seems obvious but in the moment, I was oblivious to the shift in my thinking from simply being a Surprised Entrepreneur (as I posted here) to becoming a Rebel Entrepreneur.

My cause was simple – to put the human element back into the business of marketing that has been platform’d to a near digital death. I am driven to re-infuse marketing with the sense of wonder, joy and creativity that I had the good fortune to revel in during my earlier career days.

In those ancient days (one generation after Mad Men but before the Internet revolution had really hit) we could put hearts into our work because there were few tools or platforms or technologies to guide the work. It was pure creativity and smarts. It was hard to measure the effectiveness of the much of the work but you knew your work made a difference when the company did better – jobs were created and bonuses were happily doled out.

Over the years, technology improved how we deployed marketing but we continued to be driven by our nobler motivations to create great marketing that improved people’s lives. We knew we could make a difference.

But there’s been a shift in the industry over the past 3 years. Marketing, especially social marketing has become a tech-heavy exercise of manipulating retargeting platforms, or reward systems or algorithmically based big data platforms. Social marketing is reduced to a conversation about content syndication or sentiment analysis.

So it’s no surprise that over that period of time, inextricably, I have seen tech and platforms taking the joy and the nobility out of the system. I have become overwhelmed by the supremacy of marketing platforms over serving people and algorithms over inspiration.

My sense of alarm was quite publicly aired in the digital pages of Ad Age and Huffington Post. I ranted at Facebook when I felt defeated at using Facebook productively. I admitted frustration at the black-box techno-jargon wave that swept over us marketers drowning us in confusion. I’ve even had the chutzpah to question the funding strategies of VCs who are basing their investments on marketing principles that simply don’t apply anymore. But mostly I challenged the 20 something CEOs who created marketing platforms that are long on cool but short on practical application for real marketers.

In the process, I have been:

  • Flamed by Macboys and called a hack (look up “Judy Shapiro” and “mac security”)
  • Accused of being techno-phobic and capable of only kitchen related work, ideally pregnant at the same time thus preventing me from ever writing offending articles ever again
  • Tarred and feathered as an “old line” marketer unable to keep up with the iteration savvy tech guys
  • Harangued for questioning if the “Content as king” model was sustainable
  • And very nearly digitally lynched when I first suggested in 2010 that perhaps Facebook had jumped the shark.

And so against all odds – here I am, founder and CEO of a social tech company, readying the BETA launch of our new network called Eden for Q1.

Against all odds, this little venture that started a year ago will be introducing a different type of social marketing framework that is a based on an “opt-in” paradigm. We are going up against the big “push based” social marketing platforms and networks. It is an uphill but noble fight. In our vision, Eden is a place where users control the action – how they see content or which brands they interact with. It is a reversal of the; “It is our platform so you have to play by our ever-changing rules” social network that dominates social marketing today.

Against all odds, we managed to secure funding including from an early stage VC for which we are eternally grateful. We’ve created relationships with agencies ready to sell Eden to their clients and we’ve sealed meaningful partnerships that help us gain access to the highest levels within publishing and brands.

Against all odds, as one woman in her 50’s, I am privileged to be joined by a community of seasoned marketers to help in this crusade. Our collective goal is to right the marketing ship listing dangerously to one side from the weight of platforms and big data. I can’t express my gratitude to this brave league of fellow crusaders other than to give them full credit for their invaluable role in our noble adventure. I give them a place of honor in our company’s history:

  • Peter Hubbell, CEO of BoomAgers and former Saatchi Board member. www.boomagers.com
  • Griffin Stenger, a founding partner of Concept Farm, a leading social marketing agency [Crain’s]. www.conceptfarm.com
  • Robyn Streisand, Founder and CEO of The Mixx Group – a branding agency and an early investor in engageSimply. www.themixxnyc.com.
  • David Hoffman whose career spans four decades as a film producer and corporate strategic communicator. Wikipedia’s simply calls David: “One of America’s veteran documentary filmmakers.” http://en.wikipedia.org/wiki/David_Hoffman;
  • John Bowman, was Exec VP Strategy at Saatchi working on their premier brands and is now authoring a book about his great Grandfather, Archibald Stark Van Orden http://theassassinsassassin.com/about/
  • George Collins, a long time database expert and CEO of Research & Response – a database management consultancy. http://www.rresp.com/
  • Mark Bonchek, Founder of Orbit + Co whose strategic consultancy is “creating a new direction in business by shifting the relationship of individuals and institutions from PUSH to PULL.” http://www.thinkorbit.com/

Against the odds, I have been able to attract a seasoned management team of  marketing practitioners who had to “build it” after the consultants talked about loving it but conveniently left when the real work began. They were the ones who built those first generation eCommerce sites and created the principles that good UE designers use today. Our journalists understand SEO and our artists are offering their images for free all in an effort to be a part in the creation of an alternate social marketing reality – a fresh start called Eden.

So against all odds, I find I have become a Rebel Entrepreneur – so strange especially given my training, temperament and age. The potential high rewards of being a rebel all too often comes at a high price and we’ve seen our share of deals gone bad, betrayal by trusted colleagues and funding plans gone awry (Sandy was devastating to the startup community).

And yet, despite the odds, we are close to the launch of our network.

So I invite you all over to Bit Rebel to experience this journey with us as we sprint to Eden’s launch in Q1. Celebrate our highs and feel the unnatural lows that are endemic to startups. Share our anxiety as our burn rate increases but our funding outlook seems further out (we are doing a second round of seed funding now). Take a peek behind the startup curtain, see what’s really going on and help shape what happens. The success of Eden will be a triumph of us marketing practitioners like web designers, SEO geeks and developers over algorithmic feats of IP muscle.

Our mission is noble and our cause true.  Come join us.

I guess like any good crusade, we need a flag and a manifesto. Stay tuned – I am just learning how to be a rebel. Kinda of exhilarating actually. But

Judy Shapiro

P.S. My rebellion gets its own website: http://judyshapiro.wix.com/rebel-entreprenuer. Viva Le Rebellion.    

A time of gratitude.

The life in a startup world is intense.

Every event takes on qualities of epic proportions. Good meetings become the makings of great deals. Great meetings are like pixie dust creating a confection of billion dollars exist fantasies.

Conversely, every stumble hurts far more than the reality of the injury. Confidence gets shaken and once that is done – game over.

So in the pressure cooker of the startup world, losing perspective is a near universal experience. In the race to launch your venture before funds or faith run out, the focus is on the next milestone or the next deal you MUST close to keep the doors open.

While the grind can overcome our sensibilities, almost nothing will distract the startup CEO from their near myopic focus.

Almost nothing that is until Mother Nature forces herself onto your consciousness.

Sandy disrupted our inner sense of safety as it tore its way through the Tri-State area. The Northeast is not accustomed to a full natural disaster that was Sandy. We are used to being a terrorist target but now we also have to accept that we are as susceptible as any other area to natural disasters too. It is almost too hard to fathom.

But in the destruction and the internal turmoil comes a renewed sense of perspective. In the seismic shift of how bad things can get – a balanced appreciation for all we have asserts itself powerfully as though to ensure it can withstand the inevitable reverting back to the “not normal normal” that characterizes startups.

In the chaotic tumult caused by tress falling houses and tsunami level waters, some very true principles emerge as powerful counter forces to the forces of Nature.

1) Live widely by giving of yourself largely.

2) Remind yourself to be grateful for the chance to be grateful. Where there is life and health – everything is possible.

3) Be gracious to those in need.

4) Pay special attention to needs of the larger community. How we support our community is a true mark of our character.

5) Act as though your every action is being recorded and watched.

This tragedy will change many of us forever.  My hope is that the change of gratitude is a permanent one.

Judy Shapiro

The surprised entrepreneur. A diary of a new tech venture.

“But isn’t that everyone’s goal” exclaimed a business friend who learned I had started a company. My friend, a clever software developer, expressed the reality for most of his kind – smart, talented and ambitious to have their own company.

It was never a goal for me actually. I had the best marketing career working at an amazing mix of large and small technology companies. I was fortunate to have learned from the best about digital and social media at an intimate, practical and hands-on level beyond the experience of most of my peers. But starting my own company had not been a high priority for me – at least not until about 12 months ago.

You see, I was working at a profitable social networking company and I wanted to create a marketing program to gain more subscribers. I had a very healthy digital budget ($ millions) and so I did a few agency RFPs. I struggled to assign the projects because the agencies pitching were often very narrowly focused. Sure, many of them had a cool technology or creative concept – but in isolation it had very little value. I found I needed to put together a few of these new technologies to create programs that seemed worthwhile.

But becoming a “system integrator” was not really practical so in the end, I usually did not award the business to any agency. While I nursed my frustration publically in AdAge.com, one day in September 2009 I simply snapped. I had enough after a particularly tedious 2 hour presentation with a large digital agency who, towards the end, insisted that social media could not be branded. That was it. I was done. I kept thinking to myself; “I can do better than these agencies” and I left my employer at the end of 2009.

This was the seminal moment where I made the leap to business creator. I knew the agency business well since I spent 11 years at an agency before going client-side. I knew many of my friends at companies could not find agencies that “got it” either.  Consistently they told me their agencies seemed stuck in a model that was becoming less effective and they (brands) were the poorer for it. There seemed to be a place for the type of agency I could imagine and I was determined to create it.

But how to begin? I began by I listening carefully to what my marketing peers were telling me; “My agency does not get it”, “I know I should be doing more in social media but I have no idea what.”; “We don’t do Twitter because we don’t see the value”.  In hearing the litany of complaints, I quickly realized that agencies were “stuck” because they were furiously trying to adapt their “one to many” business model of the last 30 years to the emerging “many to many” marketing world of the next 30 years. I could see that was not going to work. I could see that the agency model I had known for 25+ years was giving way… I was on my own.

I took a deep breath as I became amazed that this was my chance to start creating an agency fresh – with no assumptions or sacred cows. This was my chance to do a “green field” build as one might see in the tech space. This was to be an agency built entirely from the perspective of a “many to many” marketing model.

With clarity of purpose, therefore, I set about to the task of creating this “many to many” marketing agency. And in doing so – it seemed I had rethink everything.

My first 60 days (March and April 2010):

I was interested in offering a new type of marketing platform using this new technology so brands could efficiently execute social media and direct response within a sustainable engine. But it became very clear very fast that I had to build this type of engine for myself since all the attention was on individual technologies that VCs were pouring their money into. No one, it seemed, worried about how any of this technology was supposed to operate together at a practical level within a marketing system.

This realization meant, like it or not, I had taken (hesitatingly) my first steps to becoming a technology company. Once I took that first tentative step, I sensed there was no going back and the “Failure is not an option” mantra of a previous boss, Comodo CEO, Melih Abdulhayoglu rang in my ears. My friend, the brilliant writer Gay Walley encouraged me onward. As daunting as it felt, I knew I had to create the right technological platform that could execute the type of marketing campaigns I had seen work in my real world experiences. The agency in the “many to many” world is as much, maybe even more, about robust technology as it is about the creative (again many thanks to Melih for teaching me this vital lesson). There’s just no getting around that point.

The next 60 days (May & June 2010):

Using my training in direct response, I created the engine to functionally curate users (not content) within a “community of interest” paradigm. I designed a three part marketing platform that uses promotional video, live internet programming and custom content within a highly architected “hub” to curate users. I had worked with video innovators like David Hoffman and Stephanie Piche, who were doing amazing things using video to drive audience engagement. I asked them to join me and they did.

Next, I had to create my own custom content network so I could get messaging out there efficiently thus driving traffic to the hub. I realized ads were not designed to engage in a “many to many” architecture but content had become the “new advertising platform”. While the logic of creating a custom content network was sound, the task seemed beyond daunting. Then, right on cue came two wonderful people, Donnetta Campbell and Joy DiBenedetto (CEO of HUMNews), who had deep roots in the content/ media world. Soon they had organized all their media assets and outlets into a content network we could use to push our messages through. I asked them to come play with us too.

Then there’s the “hub” (note to self – need new name for this part ASAP!!!). It’s a different type of web experience that is a mashup of live communications, content, community, video and commerce designed on the “community of interest” concept. My previous experience in monetizing communities gave me a blueprint for which techniques, overlooked by many, I needed to include to drive results. The secret sauce to the hub was to build it as a real time community with a lot of real time connectivity and video engagement baked in (emphasis on “real time”).

All the pieces were coming together … but there some real technological challenges to deal with. The platform was clear in my mind – but it was in no condition to be useful to brands – at least not yet.

And the 60 days of summer (July and August 2010):

To make this vision a reality, I needed to round out my dream team. I found out about a cool company doing real-world work in measuring social media which we needed to match this system. The CEO, Dag Holmboe, whose background in engineering was invited to join and came on board too.  I managed to snag an ex technology leader from NBC, Louis Libin; a CBS network pro, Lester Spellman and Jerry Cahn, an IR pro with PhD in psychology (always useful). As the dream team came together, I laughed to myself when I realized the days where a creative guy, a copywriter and a biz dev guy can just; “put up an agency shingle” are long gone.

I spent hours and hours seeing what the leading tech companies were doing. I was writing for Ad Age DigitalNext as a way to learn about how marketing technologies were evolving in this “many to many” world. I wrote about the all the amazing technologies at the TechCrunch Disrupt conference in Ad Age (and yes I did lament the lack of women at the decidedly he-geek con-fest). And every time I got stuck on how to do something – I wrote about it and asked for advice. I got plenty.

Then, I began to outline my business plan. The task was made easier by the fact that I had other tech friends who were generous in guiding my progress. My thanks to Igor Seletskiy, CEO of a new company called Cloud Linux who was an invaluable technology sounding board. With his patient coaching, I had crystallized in my mind the outline of a product roadmap largely so I could understand exactly how any agency could financially thrive in this “low billing, social media, many to many” world. As I started creating the revenue model, all I knew for sure was that the old agency revenue models were falling apart.

After more thinking and talking, the product roadmap came into view. Importantly, it does not solely rely on “client” fees. In this roadmap, our agency offers real products (not just services) that can be used by a variety of companies – large and small. It also includes healthy, alternative revenue streams from a wide variety of sources. I lay my “product roadmap cards” on the table even though some of you may gasp at my seeming lack of concern about competitors because TBH — I am far more worried that too few agencies are even thinking along these lines. The agency business needs outliers – agencies who are willing to go where few agencies have gone before…

Here we go (and if this inspires others out there to do something similar – have at it :)

  • Near-term product/ service roadmap (through 2010):
  • Goal – Create integrated marketing platform for social media/ direct response campaigns.
  • Revenue model:   1) Service fees from brands to create content assets for marketing programs    2) Licensing/ Media fees from Brands to run program through the Interactive Engine. IE can be sold as a whole program or in 2 modular “mini campaigns”;3) Partner revenue from affiliate partner technologies that are being integrated into the platform
  • Development status: This is a three part “platform” – 1) Custom Content Network, 2) Specialized Promotional program and 3) Hub web experience. Items 1 and 2 are live. Prototype hub under construction.
  • Sales readiness: Key elements of the Interactive Engine platform are live today (yes – I know – I need to update the damn website :(
  • Funding needed: None – this is self funded through sales
  • Mid-term product/ service roadmap (through 2011):
  • Goal – Create self-serve platform of integrated social media technology campaigns so companies (small/ medium businesses) can launch integrated programs without the need for a serviced based agency. (This concept is following the “control panel” model used today by web hosts to provision lots of services to their customers.)
  • Revenue model = 1) Service fees from brands to content create assets for marketing programs 2) Product fees: a) Brand use of IE with existing client content assets; b)License fees paid by SMB for “self serve” campaigns executed 3) Partner revenue: Expand affiliate fees from partner technologies since many more options can be integrated into offering.
  • Development status: Lead developer identified and overall architecture being mapped.
  • Sales readiness: 9 months to working prototype/ 14 months to sale-able solutions
  • Funding round = $2MM
  • Long-term product/ service roadmap (starting Q3 2011 through 2012)
  • Goal – Create the first “trust agency” for “Judy Consumer” so she can pull trusted information, software/ services and advertising for herself.  At this stage, we reverse the revenue model. Instead of brands paying to get to “Judy and Joe Consumer”, consumers hire “trust agencies” to curate their digitally connected experiences (see my article in Ad Age about “The Six Screens” – Aug 23, 2010).
  • Revenue model = 1) Service fees: – a) from brands to create assets for marketing programs; b) direct subscriptions from consumers 2) Product fees: a)use of IE with existing client content assets; b)License fees paid by SMB for campaigns executed 3) Partner revenue: a) affiliate fees from partner technologies; b) As a perfect “opt-in” ad platform, charge brands premium ad CPM rates; c) content producers via affiliate revenue (they pay us for new subscribers)
  • Development status:  not initiated
  • Sales readiness: 18 months to prototype/ 24 months to launch
  • Funding needed: $1.8MM

Which brings us pretty much up-to-date.

When I step back, I can see our progress after six months:

  • We created the tech platform, called Interaction Engine (IE), that integrates direct response techniques within a social media ROI program.  Today, companies are using elements of the engine effectively.
  • We have coalesced into a solid team of 8 people who all had “hands on” experience in this “many to many” paradigm. Rare folks indeed because they had (often painfully) walked the walk.
  • We are in serious discussions with 2 media agencies, 2 F100 companies and had “tentatively” closed one new direct response account (I say tentatively because as if this date – no contract has been signed yet).

These days are spent getting everyone on the team coordinated, getting some basics housekeeping done (e.g. web site is totally out of date!), pushing forward in the sale process and writing the biz plan. It is very intimating but amazingly exciting.

I will end this and each future entry in this digital blog (expect a once a week post), with my “What keeps me up at night” list. I expect this list to change over time.

  • While we are doing well at getting meetings, the close process is slow because prospects want to see a fully working engine in action. The classic chicken/ egg problem. We have some great clients who have used parts of the engine – but none is currently using all of IE in a singular campaign. Pressing ahead.
  • I don’t wan to be the Edsel of my industry – too far ahead of my time. My team keeps coaching me to keep my presentations simple and they are correct. The trouble is that this platform is simple in concept but not in execution to understand.  So the presentations swing wildly between being too complicated or too simplistic. *Sigh*. My biz dev head and CTO are on the case though. I hope they can come up with a solution – I have hit a wall.
  • I now have 7 senior, wonderful people who have joined this venture – this is in addition to the 8 or so junior workers that are also part of the company. Keeping them all motivated and engaged as we build our sales pipe will be hard especially since many of us are virtual. I have no good model in my head for this yet.
  • Knowing the difference between networking and over networking. There are many people who want to connect with me now especially since I also write for HuffingtonPost in addition to Ad Age. I have to make choices about which contacts I can commit to. I find this very very frustrating and difficult since I never know which contact can lead to the break we need. URGGHH! Anyone with advice on this point?
  • Figuring out what’s the best use of my time as I try to lead both the sales process and the business plan development process. Most people in the company have a role here, but it still requires lots of “hands on” management from me since too much in still in my head and not on paper. I wish I were 3 people (would I get 3 salaries – hmm).

Now, finally my milestones for the next 60 days (not necessarily in this order):

  • 3 page executive summary of engageSimply with financial outlook
  • 1 signed client using the entire new Interaction Engine platform
  • Initiate discussions with at least 2 possible funding partners
  • Get website up to date
  • Expand sales funnel to having 20 active leads in pipe
  • to write in this diary a minimum of once a week or 8 entries (hey – I need some wiggle room J)

So much of this journey is a surprise. I am surprised that as a woman, I am starting a tech business. I am surprised that I am woman of a “certain age” starting a new company. I am surprised at the generosity of people who have agreed to throw their hat into the ring with me – they are a very faithful and brave group of people.  I am surprised at the graciousness of our partners who give of their time and contacts unreservedly.

But mostly I am surprised at how utterly confident I am that one way or another this is going to work. My confidence (perhaps even overconfidence) is the biggest surprise of all because with my long experience with tech venturing, I know my chances of success are not, rationally speaking, in my favor.

I remain undeterred. I remain unabashedly optimistic which is why I decided to document my journey in this blog. When I first started this blog (about 3 years ago), I did it because I sensed that fighting the marketing wars happening “in the trenches”. That remains truer today as I start this new venture. So as the Jewish New Year begins later this week (Year 5771), it seems particularly propitious to begin this digital diary. I may be “in the trenches” in starting this business but my view is firmly focused on how we reach the stars.

Judy Shapiro, CEO/ Founder, engageSimply

P.S. – Have advice, an idea or wanna do business with us. Just drop us a line. We’re ready.

Crystal ball was not needed to predict Google Wave would fail

Forgive a momentary “I told you so” outburst because back in October 2009 as the tech world was dazzled by the Google Wave launch, I somewhat singularly wondered publically about whether it would succeed in a piece in Ad Age entitled:  “Google Wave should beware of the Communications and Collaboration Pitch”

It was an unpopular position to take at the time; after all, Google “Anything” was considered magic.  And after less than a year, being right like this is no fun actually because behind the failure are real people who invested a lot of heart and soul. It is a bitter pill to swallow.

History is a great teacher and in the Ad Age piece, I provide a history lesson on how “communication and collaboration” failed commercially utterly in the 1990s:

“Looking back at it now, I realize what we failed to do last time around is to symbiotically couple this whiz-bang technology with fulfilling a fundamental dimension of our humanity. Technology by itself is sterile and a communication and collaboration play was pretty sterile sounding.”

I also generously give them the secret of how to get it right given what we learned in our previous failed attempts to market unified collaboration platforms:

“This time round, though, Google Wave really has a chance to get it right if it forges a tight symbiotic link between this technology and a core element of our humanity.”

Finally, I gave them what I believed to be the secret to success with Google Wave. Clearly they ignored my sage advice (even if I do say so myself):

“It all comes down to understanding that Google Wave should be about the creation and management of our trusted communities. And if it can take those bonds and marry them with real-time, unified communications, the product has the makings of a technology milestone. But without the human dimension of community, “communications and collaboration” are just technologies. And technologies alone will not “connect” with Judy Consumer. At least it never has before.”

Never to put too subtle a point on it, I expanded my arguments and provided even more detail in a post here entitled; “What might Twitter and Facebook teach Google Wave about market success.” I fully explain why Google Wave has the potential to be a paradigm shift:

“Now I think Google Wave has the potential to be a technological milestone because it merges unified collaboration and communications (not new) within the fertile soil of a trusted community (this is new). “Pull” models coming online now enable this combination of dynamics to “gel” into a platform that can be vibrant and paradigm shifting. …”

I ended this piece in October 2009 hopeful; “I suspect that if anyone will know how to use this treasure it will be Google. I am rooting for them.”

So much for a happy ending :( .

Judy Shapiro

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