In this instalment of our IWD Talent Talk series, we are joined by Georgina Bitcon, Enterprise Sales Director at Meltwater, who talks us through the importance of taking everyone on the journey when embarking on organisational change, and why you should challenge the status quo. Let’s get into things.
1. Tell us what a day in the life looks like for you as an Enterprise Sales Director.
Well, the best part about my job is that every day is different! But generally, my days are divided between speaking to prospective customers about their objectives and goals on media intelligence, and working with my colleagues to ensure we are leading and innovating in the implementation of our solutions.
I also work closely with our Engineering and Analyst teams on creating custom measurement frameworks and delivering insights for our clients. So there is definitely organisation-wide collaboration to ensure we are giving great and innovative service to our clients!
2. We would love to know about your leadership style. How do you motivate and empower your team?
Fortunately for me, working in Enterprise Sales, most of my team members are seasoned and high performing sales people. One of the reasons I love working in the Enterprise space so much is because my team members are exceptionally driven and self-motivated. Therefore I’d say our team focus is more on empowering each other through as much collaboration and knowledge sharing as possible.
I would like to describe my leadership style as enthusiastic, optimistic and relatable. I know that my team members have no qualms in coming to me for an opinion and that we would definitely have a fruitful discussion about how we can better deliver results.
My team knows that I am a problem solver and that I’m always looking for a positive outcome for any obstacle, but I find the best results come when we arrive at the approach together.
3. What is the biggest challenge you face in your role from a day to day operational perspective?
Time management is critical in my role so I would say the greatest challenge is balancing my time with the different stakeholders and the expectations that I set for myself. Working with clients, prospects, internal and external stakeholders, and everyone in between, can sometimes feel like an immense task. I am also constantly finding myself trying to strike a balance between focusing on strengthening sales methodologies for our core products, and developing new ones.
4. You work with senior leaders to drive digital transformations in marketing and communications. What are some of the critical considerations organisations often overlook when embarking on a big technological change?
I think selling the benefit of transformation internally. I feel that often we become so excited to impact change that we forget to take everyone else on the journey with us from the start!
The most successful client projects I have worked on have been those where the client has fully envisioned the aims of the project, collaborated with me and my team on the development of the solution and most importantly sold their vision to their own stakeholders on the way! Fortunately because so many of the clients I work with are in the MarComms space, they often have great communication skills and are able to take their own leadership teams with them in the process. In short, I think that any change management process has to come with as much value-building as possible. It doesn't matter if I can sell a solution to my clients, if they can’t sell it to theirs!
5. What's the best piece of advice you would give to someone working in technology sales?
The best advice I believe is that we need to constantly review and challenge what your clients need to achieve their goals. Technology is not about replacing current services and processes, it should be about discovering new methods and approaches, for better outcomes. Challenge the status quo, believe in your product and collaborate with team members you believe can add value where you can’t.