Israel Post’s Post

It's fascinating how much a company's early stages depend on the personality and decisions of its Founder. When Nova Posta's Founders resumed leadership on February 26, 2022, with the company earning only 2% of pre-war revenue, their singular focus was survival. I find myself in a similar situation now. Just a few weeks ago, our revenue and order numbers were healthy. Today, the landscape has shifted, and I've had to step in more actively. So, what are my decisions? 1) Stepping in as CMO: I'm prioritizing my time on a few key metrics: - Customer Acquisition Cost (CAC) - Return on Advertising Spend (ROAS) - Generating sales to surpass our breakeven point I actually enjoy it. 2) Preserving the Production Team: At all costs, it's crucial to maintain our production team, as they are currently the cornerstone of our business. Unfortunately, this has meant letting some people go, specifically our agency, not the production team. 3) Seeking Potential Financing: I'm exploring various financing options, including grants and reaching out to key clients with offers. What would you do if you were in my position?

Cracking #enterprise sales is really tough... and very few companies do it successfully. Thanks to a lot of hard work, and many, many lessons along the way, we've figured out how to do it. We now have over 25+ enterprise clients - some of the biggest #brands in the drinks industry, and operate in over 50+ countries. So.. how did we get that first one? Over a decade ago Craig was asked by an existing client to work on a concept… he spent months interviewing the team, scoping out a product, drawing up plans… only for it to be rejected in favor of another company. Not one to rest on his laurels, Craig jumped on a train and pitched it to Pernod Ricard.. more specifically Mark Makin... Mark took a punt on us. He said yes, and can we have it next week? 😂 Pernod is now one of our best customers, we are live with hyble across 12 markets, and enjoy an amazing relationship. All it takes is one person to believe in you. To give you a chance. We are forever grateful to Mark for being that person 🙏 Stay tuned for more insights into the world of enterprise #sales, PMF and scaling internationally – tap the 🔔 for more! Tag someone below that gave you a chance… maybe helped you get your first job? Or gave you that first investment to start your business…?

This week, I’m feeling especially thankful for the relationships I’ve built throughout my professional career. Last night, I had the opportunity to reconnect with Renae Leary and Lauren Peck. I met Renae and Lauren over seven years ago when Renae was leading the Global Enterprise Accounts team at Tyco/Johnson Controls as Vice President of Enterprise Global Accounts, and Lauren was spearheading strategic partnerships as Director of Strategic Partnerships. Renae's influence on my career has been profound. She taught me how to navigate the complexities of managing global strategic accounts and also demonstrated what it takes to lead with vision and purpose in a dynamic environment. Under her guidance, I honed critical skills like building collaborative partnerships, developing scalable strategies, and delivering measurable outcomes, all of which continue to shape my professional approach today. Lauren has been equally impactful. Her expertise in cultivating strategic alliances inspired me to think creatively about problem solving and partnership development. Her ability to align diverse teams toward shared goals provided a blueprint for fostering trust and collaboration in every role I’ve held since. Although we no longer work together, I’m incredibly grateful to call Renae and Lauren friends and mentors. Wishing everyone a very Happy Thanksgiving! #Johnsoncontrols #BuildingEfficiency #SmartBuildings #Sustainability #EnergyManagement #Tyco #SecuritySolutions #FireProtection #SafetyAndSecurity #SmartSecurity #Oneteam #StrategicAccounts #AccountManagement #KeyAccountManagement #CustomerSuccess #BusinessGrowth #TechSales #SalesLeadership #B2BSales #SalesStrategies #SalesInnovation

Recognition Matters! 🌟 In the fast-paced world of sales, recognising achievements isn't just a nice-to-have—it's essential. Regularly acknowledging the hard work and successes of your team can make a significant difference in retention and overall team morale. When sales professionals feel valued, their motivation and productivity soar. A simple "well done" or a public shout-out can go a long way. It's not just about the big wins; celebrating small milestones keeps the momentum going and shows that every effort counts. According to a recent study by the Chartered Institute of Personnel and Development (CIPD), companies that frequently recognise their employees see a 31% increase in retention rates. Moreover, recognition fosters a positive work environment. It encourages a culture of appreciation and support, where team members are motivated to push their boundaries and achieve more. This, in turn, creates a ripple effect, inspiring others to strive for excellence. How do you recognise achievements in your team? Share your thoughts in the comments below. #SalesSuccess #EmployeeRecognition #WorkplaceCulture

🌟 Embracing Professionalism in Today's Dynamic World 🌟 In an era where rapid change and competition are the norms, the true essence of professionalism often seems to be overshadowed. However, I firmly believe that being knowledgeable in one's sector, maintaining honesty, and holding oneself accountable are the cornerstones of a successful career and a fulfilling life. Throughout my journey in the Supplier, Distributors, Retail and e-commerce sectors, I've witnessed firsthand the impact of these values. As a Sales Development Director and former General Manager, I’ve learned that expertise isn't just about accumulating knowledge; it’s about applying that knowledge in ways that drive growth, enhance customer experiences, and foster innovation. Understanding market trends and consumer needs has been pivotal to my success, allowing me to develop strategies that not only meet but exceed expectations. Honesty, in my experience, is the foundation of trust—trust that is crucial for building strong relationships with colleagues, partners, and customers. I strive to communicate openly and transparently, ensuring that everyone involved is aligned towards common goals. This approach has not only built camaraderie but also empowered my teams to deliver exceptional results. Accountability is another key pillar. Taking ownership of decisions and actions, whether they lead to success or serve as learning experiences, is essential. In my roles, I’ve managed teams of over 150 individuals, and it’s vital to me that I lead by example, demonstrating integrity and responsibility in every action. In a world where these values can sometimes feel like rare commodities, I am passionate about championing professionalism and integrity in all that I do. I encourage fellow professionals to embrace these principles, as they are not just pathways to career advancement but also to personal growth and fulfillment. Let’s redefine professionalism together—by being knowledgeable, honest, and accountable. The impact we make today will shape the leaders of tomorrow. #Professionalism #Leadership #Integrity #Accountability #CareerGrowth #FMCG #Ecommerce

Coaching, real coaching, isn't about just giving feedback, telling people what to do, or checking tasks. It's about fostering growth, empowerment, strategy, self-discovery, etc. Do you have a clear understanding of what real coaching entails?

𝐏𝐮𝐭 𝐅𝐢𝐫𝐬𝐭 𝐓𝐡𝐢𝐧𝐠𝐬 𝐅𝐢𝐫𝐬𝐭: 𝐁𝐚𝐥𝐚𝐧𝐜𝐢𝐧𝐠 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐧𝐝 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐟𝐨𝐫 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐆𝐫𝐨𝐰𝐭𝐡 In the fast-paced world of business, it's easy to get caught up in the urgency of daily operations. However, Stephen Covey’s principle of 'Put First Things First' teaches us that true success comes from prioritizing what's most important, not just what's most urgent. During my time as a Private label Manager at Carrefour Israel , I encountered this challenge firsthand. Our goal was to establish and grow a new private brand in a highly competitive market. To achieve this, I established and led a business development function, allowing the company's internal teams to stay focused on executing daily operations with excellence. By that we solely concentrated on business development for our private brand strategy: * We Stayed Agile: We hired experts and partners with the necessary expertise and fresh perspectives, enabling us to quickly adapt to market demands and drive significant growth in sales. * We Leveraged Expertise: Our expert team was instrumental in developing and managing the international franchise product penetration strategy, building an assortment of private-label products that cater to French-Israelis as well as Israeli natives. * We Maintained Focus: With the strategic growth initiatives in capable hands, the company could concentrate on ensuring that the day-to-day operations ran smoothly, ultimately contributing to the successful implementation of the new brand in the local market. If you’re looking to achieve similar success in your business, consider partnering with House of Brands as your go-to business development specialist. We’ll handle the strategic growth initiatives, so your teams can focus on what they do best—delivering excellence every day. Ready to put first things first and drive long-term profitable growth? Let’s connect and explore how House of Brands can help you achieve your strategic goals. #Leadership #BusinessStrategy #GrowthHacking #Innovation #StephenCovey #HouseOfBrands #OutsourcingSuccess #BusinessDevelopment #StrategicPlanning #CustomerSuccess #OperationalExcellence #Carrefour

A life lesson from AB InBev: Never surprise your boss with a problem you knew was coming. At the end of Q3, we were in monthly performance reviews for Norway & Denmark. These were critical moments to reassess recent performance of my countries and their future sales. I knew we had a problem. Sales were down & inflation was squeezing consumer budgets. But the pressure from our CEO to recover sales was intense. As a result, we focused on internal politics and failed to acknowledge the real risks in our forecast. The result? We had to lower our forecast and it caught my boss off-guard. My finance team was surprised and worried. The other country managers were forced to revisit their forecasts. And I put my boss in a tough spot with less time to react than needed. The lesson was clear: Don't hide risks. Acknowledge and action them quickly as a team. To quote King Solomon: "Though one may be overpowered, two can defend themselves. A cord of three strands is not quickly broken." To quote my old S3, Dan Hayden, “Hope is not a strategy.” Create awareness. Make a plan. Get to work. See the problem as your opportunity to demonstrate proactivity, pragmatism, and clear thinking. You'll not only build trust but allow others to help you succeed.

When we signed the deal, I felt something was missing. I didn’t feel the ‘high’ until one specific moment: Sharing it with our colleagues. Across August, we tied up the loose ends, dotted the i’s and crossed the t’s. On paper, the deal was done. But it wasn’t until Tuesday when we announced the news, that I felt the elation I’d been waiting for. This is when the true value of the deal hit home and where I felt the connection and meaning to it all. Sitting with the two leadership groups, sharing their stories, vision and excitement for the future. Sharing old stories with colleagues, hearing of 20-year careers with Dee Set, seeing so many of the team progress through the company and the confidence they’ve developed over the years. This experience reinforced that everything ultimately is about people - how you interact with them, how they make you feel, how you make them feel. Even in business, without that human connection, it will always feel like something is missing. 📸 Acosta Europe & Dee Set Leadership teams (please excuse the shocking camera quality!) Andy Buck Ian Forshew Justine Maxwell James Read Shabena Fitzsimons FCIPD Antony Lee David Pugh Lee Horton Cathy Evans Alison Lucking Dominic Frampton Acosta Europe Dee Set: Complete Retail Solutions

Being a manager and a friend to your Sales team: is this a good idea? I've started watching The Office (thanks Davy Dessaint for the recommendation ❤️). Besides the great tone, I’m really enjoying seeing how #salespeople operated 20 years ago. Michael Scott reminds me of several leaders I've met throughout my career, making the show even more hilarious. Yesterday, he said: "𝘐 𝘣𝘦𝘤𝘢𝘮𝘦 𝘢 𝘴𝘢𝘭𝘦𝘴𝘮𝘢𝘯 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘰𝘧 𝘱𝘦𝘰𝘱𝘭𝘦. 𝘐 𝘭𝘰𝘷𝘦 𝘮𝘢𝘬𝘪𝘯𝘨 𝘧𝘳𝘪𝘦𝘯𝘥𝘴. 𝘉𝘶𝘵 𝘵𝘩𝘦𝘯 𝘐 𝘸𝘢𝘴 𝘱𝘳𝘰𝘮𝘰𝘵𝘦𝘥 𝘵𝘰 𝘮𝘢𝘯𝘢𝘨𝘦𝘳 𝘢𝘵 𝘢 𝘷𝘦𝘳𝘺 𝘺𝘰𝘶𝘯𝘨 𝘢𝘨𝘦. 𝘈𝘯𝘥 𝘐 𝘴𝘵𝘪𝘭𝘭 𝘵𝘳𝘺 𝘵𝘰 𝘣𝘦 𝘢 𝘧𝘳𝘪𝘦𝘯𝘥 𝘧𝘪𝘳𝘴𝘵. 𝘉𝘶𝘵, 𝘺𝘰𝘶 𝘬𝘯𝘰𝘸... 𝘸𝘩𝘦𝘯 𝘺𝘰𝘶'𝘳𝘦 𝘷𝘦𝘳𝘺 𝘴𝘶𝘤𝘤𝘦𝘴𝘴𝘧𝘶𝘭, 𝘺𝘰𝘶𝘳 𝘤𝘰𝘸𝘰𝘳𝘬𝘦𝘳𝘴 𝘭𝘰𝘰𝘬 𝘢𝘵 𝘺𝘰𝘶 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺." I've already shared my perspective on #SalesManagement. I strongly believe that anyone who wants to become a manager needs to be passionate about management. I've seen several managers take a step back and return to selling because they were more motivated by sales than leading a #SalesTeam. 🤔 But what about the 𝗱𝗶𝘀𝘁𝗮𝗻𝗰𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗻𝗱 𝗰𝗼𝘄𝗼𝗿𝗸𝗲𝗿𝘀? My point of view here has evolved significantly. In Spain, hierarchy is very important. We respect it strongly: we have been raised with a fear of uncertainty and don't want to lose our jobs. While too much distance is created between management and the team in Spain, in other countries this relationship is more balanced. However, if you are a manager and position yourself as a friend, 𝘆𝗼𝘂 𝗿𝗶𝘀𝗸 𝗰𝗿𝗼𝘀𝘀𝗶𝗻𝗴 𝘀𝗼𝗺𝗲 𝗹𝗶𝗻𝗲𝘀. Jokes can become pushy if you feel too familiar, and other team members might be shocked. I can relate! In my opinion, we can be close to our team, laugh with them, show empathy, and fight for them... but 𝘄𝗲 𝗺𝘂𝘀𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗺𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻, at least during working hours. What are the odds here for you? 👇