Author Michelle Denogean of ‘GrowUp: Take Your Start Up to the Next Level’ On 5 Things You Need To Know To Successfully Scale Your Business

An Interview With Dina Aletras

Understand Your Superpower: Take the time to really understand your Superpower and how it made you great at starting your company. Be proud of that, but also recognize that what made you great at starting is not going to be what makes you great at growing. You need all four Superpowers on your leadership team to grow. Without all four, portions of your organization are likely underdeveloped or missing altogether. There is a Superpower quiz in my book and on my website which will reveal your superpower, if you’re interested in finding out.

Startups usually start with a small cohort of close colleagues. But what happens when you add a bunch of new people into this close cohort? How do you maintain the company culture? In addition, what is needed to successfully scale a business to increase market share or to increase offerings? How can a small startup grow successfully to a midsize and then large company? To address these questions, we are talking to successful business leaders who can share stories and insights from their experiences about the “5 Things You Need To Know To Successfully Scale Your Business”. As a part of this series, we had the distinct pleasure of interviewing Michelle Denogean.

Michelle Denogean is an award winning CMO startup advisor and author. With over 20 years of experience in the startup world, she has dedicated her career to helping founders achieve sustainable success. Her first book, “GrowUp: Take Your Startup to the Next Level,” offers a comprehensive guide to navigating the challenges of scaling a startup. Michelle’s insights and expertise have made her a sought-after advisor and speaker, and she is passionate about sharing her knowledge to empower founders and entrepreneurs to achieve their goals.

Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I was born and raised in West Hills, California, and spent my summers working in my dad’s accounting business, even though I didn’t want anything to do with business. I was a “creative” and thought I would do something that sprung from my internal creative resources. So much so that I spent my teenage years writing short stories and poems and always had a book idea in mind.

I received my bachelor’s degree in Communications, with a minor in Literature Writing, from the University of California, San Diego. Throughout my studies, I began to understand the intricacies of business. With the advent of the highly accessible internet, new companies were popping up at an all-time high. I saw kids starting businesses out of their garages and people investing millions in them with little to no plan. That inspired me to go get my MBA, which I did from Pepperdine University.

I entered the business world full steam ahead and gained experience in several industries, helping start-ups achieve scalable success. I began my career leading various departments such as product, marketing, analytics and operations for companies like Move.com, eHarmony and Edmunds. Over the past fifteen years, I have held the role of Chief Marketing Officer for some of the most successful B2C and B2B brands in the automotive and real estate industries. In 2023, I received the coveted Icon Award for Top Marketer of the Year before entering the highly competitive travel industry as CMO of Mindtrip, an AI-powered travel platform.

My inability to stay in the marketing box and my passion for asking provocative questions made me the perfect resource for anyone looking to take their start-up to the next level. I have been advising startup founders beyond my current operating role for almost a decade. In 2022, I realized I could reach even more founders with books. GrowUp: Take Your Startup to the Next Level hit virtual shelves in July of 2024. It is the first book of its kind to explore the psychology of start-up founders as a pathway to scalable success. With my first book published and two more in the works, I now proudly wear the “author” hat as well.

You’ve had a remarkable career journey. Can you highlight a key decision in your career that helped you get to where you are today?

There are many key decisions that have shaped my career, but probably the most pivotal was the day I decided to go back to business school and get my MBA. This decision happened at the dawn of the internet, right at the very beginning of the internet bubble. Until that point, I was dead set on becoming a “creative.” I held a marketing role at a very early-stage startup (back when an internet startup was just a website with a lead form). Additionally, I had a booming consulting business on the side, creating websites for small businesses at a time when most people didn’t even know what a website was.

I was making great money doing all this in my early 20s, but I chose to put it all aside and return to business school with the thought that these new internet companies were all going to eventually need someone who understood the fundamentals. And I was right. Countless times, I have been brought in to advise early-stage founders as the “adult in the room.” Getting an MBA equipped me with the strategic and analytical skills necessary to navigate and lead in the evolving business landscape.

Beyond this decision, I believe I’m in another pivotal career moment right now. I am working with founders beyond the CMO seat — advising them across all of their business channels.

Years ago, a mentor told me, “You are so much more than a marketer,” and that sentiment has stuck with me. I know the ins and outs of running a business and approach problems with a holistic mindset. While I am currently a full-time CMO, my book represents the future — a culmination of everything I’ve learned about scaling startups from a more comprehensive perspective.

What’s the most impactful initiative you’ve led that you’re particularly proud of?

Throughout my career, I’ve achieved many milestones, but the one I’m most proud of is creating and developing the Roadster brand in the automotive industry. This initiative was not just about launching a new product; it was about introducing an entirely new concept to a market that didn’t yet realize it needed what we were offering. Building a brand from scratch is a rare and unique opportunity, especially for an early-stage startup. I’m grateful to have had the opportunity to shape the brand perception from the ground up.

At Roadster, we were fortunate to have a visionary founder/CEO in Andy Moss. Andy understands and appreciates the power of branding. Many people mistakenly think that building a brand requires millions of dollars, confusing brand strategy with advertising. However, we proved that you can lay the groundwork for a strong brand with minimal investment. By focusing on brand strategy, we built a reputation as a modern retailer’s go-to solution for elevating customer experiences.

This project was a pivotal moment in my career because it’s when I initially stepped out from behind the marketing curtain to become the face of the company. Typically, marketers work behind the scenes, ghostwriting and promoting leaders. However, the leadership at Roadster saw potential in me and encouraged me to step into the limelight. As a natural Connector, I embraced this opportunity, leveraging my superpower to holistically own our reputation and engage with our audience in a more personal and impactful way.

Sometimes our mistakes can be our greatest teachers. Can you share a mistake you’ve made and the lesson you took away from it?

The Connector Superpower has served me well in my career as a marketing executive and startup advisor. I am highly networked in the industries I serve and often act as a key thought leader to building a company’s reputation. It is one of four primary Superpowers that I cover in my book, GrowUp.

From early on, I knew I was a perfectionist (most Connectors are). I always had the best grades, cared deeply about what other people thought of me, and didn’t take on anything I didn’t feel like I could master. The younger me was all about my personal reputation, and I went into the workforce with this mindset front and center. Never let anyone see you fail. As a result, I’ve always had to fight the demons inside that want to control everything.

I didn’t fail for a very long time in my career. But it eventually happened, and when I failed, I failed hard. At one job my perfectionism got the best of me. I believed that no one could do things as well as I could. I was sure it wouldn’t turn out right if I delegated a task. Sure, my team had responsibilities, but they were rarely handed off anything of importance. I kept all of those projects for myself. To upper management, the team looked like rockstars, but to my team, I wasn’t a leader at all.

I had such a blind spot around empowerment that it took members of the team complaining to HR for me to recognize it. When that uprising happened, it hit me like a ton of bricks. I couldn’t understand it at first. I thought we were doing so well. How could this be? The truth is, with my hands tight on the steering wheel, my team didn’t understand the strategy, they didn’t feel like they owned a piece of it, and they didn’t feel connected to me. I thought I had built strong relationships, knew their personal situations, and always asked about their weekends. How could they feel that way?

This turmoil was all emerging from my blind spot. Now, I suddenly saw all too clearly this was holding me back. I could have hung up my hat as a leader and gone back to being an individual contributor. Alternatively, I could have plowed ahead at a different company, doing my best to build relationships with the people I wouldn’t let lead or fail. Instead, I used this failure as fuel to become a better leader. I chose to change.

I learned to use my Superpower for good and set an inspiring vision that my team believed in. I brought in the entire team to discuss ways we could accomplish our goals. They were challenged to come up with their own solutions and drive the implementation from start to finish.

Now, after twenty-plus years in the seat, I am an incredible people leader. The teams that have worked for me have complimented my leadership style. Many of them have followed me from company to company. I worked hard to become a leader who empowers her team.

How has mentorship played a role in your career, whether receiving mentorship or offering it to others?

Early in my career, mentors were the driving force that pushed me forward. It all started with Gannon Giguiere at Realtor.com. Gannon saw potential in me and took me under his wing, promoting me and becoming my boss. This led to both a rewarding mentorship and a significant leadership opportunity. At Edmunds, I proactively sought out an internal mentor and was fortunate to find Matthew Kumin. I also connected with Jim Stengel, the former Global Chief Marketing Officer at P&G, when I heard him speak at an event, engaging him as a mentor. Then there was Kevin Eyres, the former head of LinkedIn Europe, who to this day remains a dear friend and mentor.

Having a mentor broadened my perspective and created numerous opportunities for advancement. It was invaluable to have someone to bounce situations off of and gain insights from their personal experiences. Think of it like a rocket ship for personal and career growth. These mentors saw my Superpower and my blind spots, provided guidance, support, and a different perspective that was crucial to my development.

Now, as a mentor myself, I find immense satisfaction in helping new leaders understand what is most important as they grow their careers. Mentorship keeps me personally relevant by exposing me to the struggles and innovations of emerging companies. It’s a mutually beneficial relationship; while I provide guidance and support, I also learn a lot from my mentees.

Many times, people being mentored do not realize how rewarding the relationship is for the mentor. It’s not just about imparting wisdom; it’s about continuous learning and staying connected to the evolving landscape of business and leadership.

Developing your leadership style takes time and practice. Who do you model your leadership style after? What are some key character traits you try to emulate?

Over the years, I have observed many leaders, but none has been as influential to me as Kevin Eyres, the former Managing Director of LinkedIn Europe who now teaches at the Hoffman Institute. Kevin is a big believer in conscious leadership, and under his guidance, I learned what it means to be direct while also showing care and compassion. Since meeting Kevin, I have strived to emulate this trait.

Many leaders fear confrontation and seek to be adored by their teams, often providing feedback in a roundabout way or avoiding it altogether. This is a mistake. Feedback, especially when given in the moment, is crucial for employee growth. However, there is a significant difference between being straightforward and being confrontational. If you always come from a place of deep care and a genuine desire for your team’s growth, the direct path is the best path. Additionally, it’s essential not to lose sight of positive reinforcement for work done well. Always make sure you are recognizing the small wins alongside the big ones. A simple thank you can go a long way. Being direct with care is the most effective approach in my opinion.

Another key trait I embody is setting an inspiring vision that gets people excited. I have come to appreciate this strength in myself and have learned to relinquish the reins of needing to be the one who executes it. Frankly, there are always other people on the team who are more equipped to execute based on their Superpowers. When you set a big vision and allow your team to figure out ways to accomplish it, they feel empowered, and there is a sense of ownership and pride that comes along with that. This kind of collaboration and contribution fosters a deep sense of passion and dedication among teams.

Thank you for sharing that with us. Let’s talk about scaling a business from a small startup to a midsize and then a large company. Based on your experience, can you share with our readers the “5 Things You Need to Know to Successfully Scale Your Business”?

Scaling a business from a small startup to a midsize and eventually a large company is exactly what my book GrowUp: Take Your Start-Up to the Next Level is all about. Here are the five things you need to know to successfully scale your business:

1. Understand Your Superpower: Take the time to really understand your Superpower and how it made you great at starting your company. Be proud of that, but also recognize that what made you great at starting is not going to be what makes you great at growing. You need all four Superpowers on your leadership team to grow. Without all four, portions of your organization are likely underdeveloped or missing altogether. There is a Superpower quiz in my book and on my website which will reveal your superpower, if you’re interested in finding out.
2. Gain Conviction (The Superpower of Innovation): To Gain Conviction, you need Innovators who deeply understand your customers and can identify solutions to fit their needs. Innovators have the ability to envision and create products that meet a felt need for customers, ensuring that your offerings are not only relevant but essential in the market. Gaining conviction means having someone on the team who can align the product with market demands and secure the necessary resources to make it successful.
3. Ramp Up (The Superpower of Building): To Ramp Up, you need Builders who excel at putting processes in place, analyzing data, and raising money. Builders ensure that operations are running smoothly and that the company is scaling efficiently. They provide the structure and efficiency needed for growth, ensuring your company has enough capital and can support increased demand and complexity as it scales.
4. Own Your Reputation (The Superpower of Connecting): To Own Your Reputation, you need Connectors who know all the influencers in your industry and have a compelling story behind your company. Connectors excel at building relationships and creating a strong brand presence. They ensure that everyone knows how to find you and understand what you stand for. Owning your reputation means consistently delivering on your brand’s promise and maintaining a strong, positive presence in the market.
5. Win Customers (The Superpower of Persuasion): To Win Customers, you need Persuaders who are great at closing deals. Persuaders are very analytical in nature and ensure you have a growing pipeline that converts. They have a deep understanding of the market and customer needs, which allows them to effectively build relationships and secure sales. Persuaders have a “do whatever it takes” mentality and experiment in order to succeed.

Can you share a few of the mistakes that companies make when they try to scale their business? What would you suggest addressing these errors?

The biggest mistake companies make when they are trying to scale is that they can’t get out of their own way. The true obstacle for many founders isn’t staffing, funding, vision, or product — it’s their own point of view. Founders often fail to recognize their blind spots, which can undermine success. Each Superpower has a specific blind spot that decreases the company’s odds for long-term success by disempowering others. Self-awareness is crucial. Understand your blind spot so that you can push past it.

The second mistake I see time and time again, is that companies either hire too fast or too slow.
Hiring is a bit like Goldilocks finding the porridge that’s “just right.” Both hiring too slowly and too quickly can be dangerous. Persuaders and Builders tend to be more analytical and hire slowly, while Connectors and Innovators see the big picture and want to go fast. Regardless of your type, start by hiring leaders who can develop the four G-R-O-W competencies within the organization. Allow these leaders to establish themselves before expanding their teams. This balanced approach ensures you grow at a pace that supports your competencies effectively.

Last but not least, many of the companies who fail do not pivot fast enough when all of the signs are there. They see pivots as a major flaw instead of an incredible opportunity for success. Pivots, though intense and potentially personal, can be extremely lucrative. Companies like YouTube, Play-Doh, and Slack underwent major pivots before becoming the powerhouses they are today. Embrace these pivots as opportunities to reinvigorate your team and business. When you have all four Superpowers on your team you will be able to recognize them faster. Leading confidently through a pivot can excite your team and strengthen their commitment as they overcome challenges together.

Often, a key aspect of scaling a business is scaling the team’s knowledge and internal procedures. What tools or techniques have helped your teams be successful at scaling internally?

Scaling a business successfully requires expanding the team’s knowledge and internal procedures. Here are some key tools and techniques that have helped my teams:

• Embrace all Superpowers: Everyone on the team is there for a reason. Embrace their talents but also recognize their weaknesses and blind spots.
• Develop and empower leaders: Provide resources and autonomy and use leadership development programs and mentorship to empower leaders. Hire leaders who can develop the four G-R-O-W competencies from my book within the organization.
• Document your business plan: Documenting your business plan is crucial. It forces you to articulate your point of view, set goals, and track progress, serving as a roadmap for growth and aligning the team with company objectives.
• Standardize procedures: Standardize internal procedures to ensure consistency and efficiency. Develop clear documentation for all processes using tools like Confluence or Google Workspace.
• Foster a culture of feedback and adaptation: Create a culture where feedback is encouraged and acted upon. Use tools like SurveyMonkey or Google Forms to regularly solicit feedback and make necessary adjustments.

What software or other tools do you recommend in helping onboard new hires?

In my experience, most companies focus too much on software tools and not enough on the human connection during onboarding. Tools are helpful but nothing replaces the impact of personal interactions. Here are some key approaches to balance both aspects effectively:

• Access to leadership: Ensuring new hires have opportunities to interact with leadership is crucial. Schedule regular Q&A sessions, town halls, or informal meet-and-greet sessions. These interactions help new employees feel valued and give them a clearer understanding of the company’s vision and culture.
• Mentorship programs: Pair new hires with mentors who can provide guidance, answer questions, and help them navigate the company culture. This personal connection can significantly enhance the onboarding experience.
• Structured onboarding programs: Create structured onboarding programs that cover essential aspects like team functions, company history, values, and product overview. While tools can help facilitate this process, the key is consistency and clarity in the information provided.
• Communication and Collaboration: Facilitate real-time communication and collaboration through dedicated channels for new hires. This helps them ask questions, share experiences, and get to know their colleagues, fostering a sense of community.
• Knowledge Management: Maintain a centralized knowledge base where new hires can access important information about processes, company history, product details, and more. This serves as a valuable resource they can refer to anytime.

Ensuring that new employees feel welcomed and valued from day one is key to their long-term success and satisfaction. Combining structured onboarding programs with opportunities for new hires to connect with leadership and experience the company culture firsthand creates a more effective and engaging onboarding experience. The human element is still paramount.

Because of your role, you are a person of significant influence. If you could inspire a movement that would bring the most amount of good to the most people, what would that be? You never know what your ideas can trigger.

If I could inspire a movement that would bring the most amount of good to the most people, it would be centered around Kindness and Approachability. In today’s fast-paced and often impersonal world, these two qualities can have a profound impact on individuals, communities, and organizations.

Kindness is a simple yet powerful act that can transform lives. It involves showing empathy, compassion, and consideration for others. Acts of kindness, no matter how small, can create a ripple effect, encouraging others to act similarly. This can lead to stronger, more connected communities where people feel valued and supported.

Approachability is about being open and accessible to others. It involves actively listening, being present, and showing genuine interest in people’s thoughts and feelings. When leaders and individuals are approachable, it breaks down barriers and fosters open communication. This can lead to more collaborative and innovative environments, whether in the workplace, educational institutions, or community settings.

Combining kindness with approachability creates a powerful synergy. It encourages people to reach out, share ideas, and work together towards common goals. It can lead to a culture where everyone feels heard and respected, enhancing overall well-being and productivity. It encourages us to see the humanity in each other and to act in ways that uplift and support one another.

How can our readers further follow your work online?

Visit my website: Michelledenogean.com

Buy the book: https://a.co/d/frfSgwS

Connect on social media: @michelledenogean

https://www.linkedin.com/in/michelledenogean/
https://www.instagram.com/michelledenogean/

This was truly meaningful! Thank you so much for your time and for sharing your expertise!

About the Interviewer: Dina Aletras boasts over 20 years of expertise in the corporate media industry. She possesses an in-depth understanding of growth, strategy, and leadership, having held significant roles at some of the UK’s largest media organizations. At Reach PLC, the UK’s largest tabloid publisher, she served in various director capacities. Additionally, she held leadership roles at The Independent Magazine Group and DMGT. Her extensive knowledge spans editorial, digital, revenue, sales, and advertising.

Upon relocating to Switzerland, Dina took on the responsibility of managing and promoting the international section of Corriere del Ticino — CdT.ch pioneering the English page “onthespot.” She also was the Co-Editor of Southern Switzerland’s first official Italian and English bilingual magazine.