With this post, I begin a new series related to the insights and strategies that I have gained moving from a start-up to a mature enterprise.
Many of these ideas come from my years at Workbrain, where I was a co-founder, and from my current venture, Rypple.
While at Workbrain, we were always looking for sources of knowledge that could share their winning strategies and experiences with us and help validate or guide our thinking.
With this column, I hope to address a number of the issues we faced and successful strategies we employed to win.
First, let me start with one core assumption: Canadians can build and develop companies that compete and thrive on the global stage.
This was an important assumption when we started Workbrain in 2000, at the height of the tech bubble.
From the outset, our goals were straightforward:
1. Build a talented workforce.
2. Establish the right culture.
3. Develop the leading global solution for our defined markets.
4. Offer outstanding customer service.
5. Build a client base of the Global 2000
6. Become the “top brand” in our markets
We started Workbrain in 2000 and sold it in 2007 for $227M. We grew Workbrain from 0-$100M in revenues, 500+ employees, and a global footprint of 3M+ users at tier 1 clients such as Best Buy,Target,AustraliaPost, Citigroup, American Airlines, General Mills, Cineplex, Holt Renfrew, etc. We had a great team, who together achieved some great results.
As a public company, we also experienced first hand the pros and cons of operating in and navigating through the capital markets.
I started Workbrain as head of sales and marketing, and left as Chief Strategy Officer, responsible for overseeing strategic sales and partnerships, product management, international development, and investor relations.
I was fortunate to have the opportunity to acquire our first enterprise clients, and later build a team that could build on our initial efforts and grow the business dramatically.
I traveled the world, acquiring beach-head clients and developing key strategic partners in new regions, and then building a local presence to grow our presence.
Over the years, I helped to recruit, interview, and then work alongside many talented and experienced colleagues who built Workbrain into a leader.
After having departed Workbrain post sale, I am back full-time in a new venture, called Rypple.
Now that you have some of my background, my next series of posts will focus on the first important step for company success: building a high performance workforce.
About the Author
David Stein is a co-CEO of Rypple (www.rypple.com). David was one of the founders and the Executive Vice President and Chief Strategy Officer of Workbrain. He is a recognizedHCMstrategist and has helped some of the biggest companies in the world to get the most out of their people. David holds a BSc in Computer Science from McGill University.
really brilliant idea. And thanks for sharing this idea…VCP 310 Exams