My biggest lesson at Braze (SaaS scale-up where I led rebrand from Appboy): Never-been-done-before projects can rally an entire organization if communication is clear and cross-department alignment is consistent from leadership down. In an environment of rapid growth, an honest, human approach will help everyone through the inevitable moments of despair on the road to successful innovation. It’s useful to look to enterprise organizations for process inspiration, just as enterprise teams can learn from start-ups’ growth culture.

At Quartz I learned the value of operating as a newsroom, nimbly adapting to rapid change and triple checking everything before launch. Strong foundations are invaluable, from the predictable, repeatable processes that enable scale to the spirit of generosity and care that enable team members to support each other’s contribution to innovation. 

How companies maintain focus while managing enormous change was my life lesson from Salesforce (which acquired my employer Buddy Media). Executive collaboration, communication strategy, tools like positioning FAQs and training, combine to draw all employees into the excitement while limiting debilitating distractions. And don’t forget moments of celebration, when all come together, including the most senior leaders.

A culture devoted to excellence in all things builds brand value among consumers and also on the inside, with employees. Condé Nast brands set the bar for creative achievement; staff members believe it and live it...and build their careers around it. My takeaway is that insisting on quality pays off in many ways.

I locked into two foundational practices while working at Martha Stewart that have served me throughout my career. It’s the nitty-gritty work of operations and project planning that keeps high-profile launches on time, and thinking in calendar-year cycles gives that advance planning clarity and repeatability.