My relationship with my CRO is critically important. He and his organisation are the sensors of the market – they’ re on the frontlines
a leadership team can view challenges and opportunities. Brain Corp’ s answer is not solely close collaboration between David and Chris, but a working rhythm that draws the whole executive group into a coordinated process of decision making.“ David and I meet twice weekly, but we convene as an executive team probably every three business days to ensure proper alignment,” Chris says.“ We each bring a perspective whereby we want to see the company succeed.” The emphasis on team alignment matters. Brain Corp operates in an environment where customer expectations shift quickly and the technology beneath the product evolves constantly. That level of change requires leadership unity, rather than functional silos. David is clear that, while the CEO-CRO connection is essential, it sits within a wider structure of integration.“ Most of the work takes place in an executive team venue,” he says.“ The executive team is a team, and our goals are shared goals.” This approach enables Brain Corp to move at the speed of its technology rather than the rhythm of its customers’ annual budgets. It also gives the company an early view of market appetite, barriers to adoption and the practical realities of deploying automation in live environments. Chris describes the commercial organisation as“ the voice of the customer”, but with an expectation that the wider team plays its part.“ Sales is everyone’ s job,” he affirms.
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