Leading and raising others
In February the co-CEOs asked me to lead an all-hands brainstorm on retention. I built the board, ran the session, and synthesized about a hundred and fifty stickies into five problem statements for leadership. The first was the one the whole team had circled without naming: customers can’t independently see or prove Orita is working, so the value story lives in manually assembled slide decks.
The scope, stated plainly
- Management scope
- One intern- or contractor-type person at a time.
- At Juva
- Managed contract designers and specialists one at a time.
- The review
- A first performance review, written for a designer I managed.
- The workshop
- The team voted a skills session with me the top investment-day topic, and I ran it with the live demo built on a salesperson's real prospect-research checklist.
- The positioning workshop
- The week of May 13 I ran the team through a positioning workshop: personality, value proposition, messaging pillars, a per-persona messaging strategy.
- Still hands-on
- Sole designer; contractor, continuous since 2021 and ongoing.