Middle of Six Principals Wendy Simmons, Melissa Richey, and Allison Tivnon kick off Season 4 of The Shortlist by diving into strategic planning methods for AEC firms. We explore how these plans can range from formal retreats to informal, and why it’s critical to have a clear, actionable strategy in place—especially in the face of economic challenges like inflation, government budget deficits, and increased competition. Whether your firm’s plan is a detailed, regularly updated roadmap or more of an ad-hoc approach, it’s crucial to align the team around a shared vision and purpose. Tune in for a conversation on how to craft a plan that will help your firm stay resilient and focused, and why strategic planning is so critical.
CPSM CEU Credits: .5 | Domain: 2
Podcast Transcript
Welcome to The Shortlist.
We're exploring all things AEC marketing to help your firm win The Shortlist.
I'm Wendy Simmons, and today we're talking with Melissa Richey and Allison Tivnon to discuss strategic planning.
Hi, Melissa.
Hi, Allison.
Hello, Wendy.
Hello, everyone.
Welcome back to the podcast on this awesome topic, strategic planning.
Allison, you have been doing a lot of strategic planning.
So this topic is near and dear to your heart, I'm sure.
Yes, it is.
It's not always near and dear to the hearts of the folks that have to do it.
But yes, I have a huge smile on my face talking about this topic.
It is by far my favorite type of work that we do as marketers.
Well, we have plenty to cover in this episode, so we'll get into it.
Let's dig into strategic planning.
Do you want to share a little bit about, you know, why you brought this topic up, what you think we should cover, some of the details about what marketers should be considering?
Absolutely.
So strategic plans take on all shapes and sizes.
Some are crafted through intricate, facilitated retreats.
Some are created by individual departments and presented to firm leadership.
Some exist only in the head of the main boss at a smaller firm.
They just kind of walk into the office and declare what's going to happen.
Some strategic plans are actively utilized and updated throughout the year, updated on a reoccurring basis.
And some are years old, squirreled away in file folders, virtually gathering dust in the hustle and bustle of everyday AEC life.
In short, there are different things to different firms.
And I think when we ask our clients, like, what does strategic planning look like?
Most folks immediately are going to think of a retreat.
That they're going to pull their leadership off-site.
They're going to have some sort of a facilitated conversation, and magically at the end of it, their strategic plan is going to come to life.
And it isn't as simple as that, though a retreat is usually in the mix.
But I think that at this point in time, I'm hearing more and more clients starting to articulate, we need a vision, we need a plan.
In ways that maybe they haven't felt such a sense of urgency in the past.
And part of that comes down to that well-worn phrase, now more than ever, AEC firms, they absolutely need to double down on intention, both in the short term and in the long term.
Part of it is because we're still feeling reverberations from the pandemic.
There's massive inflationary impacts on publicly funded projects.
We're starting to see governmental budget deficits.
There's increased competition, so on and so forth.
And AEC firms have to develop clear strategies on how they're going to weather those economic forces, stay visible, win new work, control overhead.
Those are just some of the considerations.
And taking a moment to step away from the day-to-day overwhelming nature of the work in AEC, to take time to think through those things is absolutely critical.
Not only for that planning, but also for all the individuals involved to just remember why they're doing this, why they work at the firm that they work at, and what their particular stake is in it, what they're going to do to help with it, not only in creating the strategic plan, but also in figuring out how to actionize it over time for success.
Thank you for starting off with that great description of what a strategic plan is and isn't, and the variety that you might see depending on the size of your firm or the personalities or how much time people have to break away for that retreat.
It's, I guess, in short, just that a strategic plan can look different and is going to look absolutely different for every group of individuals who are working on one, including maybe even just like a marketing strategic plan, right?
You know, like a subset of a strategic plan.
So I hope that was helpful for everyone else out there who's wondering, okay, we need to do a strategic plan.
What does that look like?
It could mean a variety of things.
But since we work with so many clients and either advise on this, I wouldn't say strategic planning is our core area.
You know, we do mostly a lot of proposals and other kind of strategic work.
But Melissa and Allison, I'm just curious from both of you, what are some of the differences you've noticed in terms of strategic planning, the ones that you've been a part of or looked at and advised on, different approaches in that kind of level of investment?
I think it's worth digging into the variations to make them a little bit more real for our listeners.
One thing I've noticed is the planning horizon.
I was just meeting with one client who they have a very regimented every three years.
We set this vision, we set these goals, and we revisit it like clockwork every three years.
I would say at least from the folks I've spoke to in my career, that seems to be less common.
And more often I hear, oh, we did one five years ago.
Where is that kind of the virtual dust that Allison was hitting on that some folks either don't have one, haven't done one recently, or we did that, but things have changed so much that it's not really valid anymore, or we set a vision for 10 years, and that planning horizon is so long that it's just not even impactful or helpful anymore.
Yeah, another thing I see is ambition.
Yeah.
Where you look at the strategic plan, and this is not possible in a, say, even a two or three year horizon to truly achieve everything that's been captured.
A lot of times, it's all the ideas.
Nothing's been taken off the board.
They're all in there in the executive summary.
This is what we're going to achieve.
And it's one thing to say, this is what we're going to achieve.
It's another to put it into action every single day and make that iterative forward progress towards achieving those goals.
But it's also the to what end question.
Why are we doing this?
Like backing it out from here's the plan to why, why this plan?
And they take on all shapes and sizes.
I've seen some that are three page word document that's essentially an executive summary with some bullets of priorities and goals and objectives, all the way to copious amounts of spreadsheets and infographics that have been created specifically to articulate what's in the plan to glossy brochures that are shared at shareholder meetings, to others that keep their strategic plan in a PowerPoint.
And they dust it off and they bring it out at the all staff meetings to give updates on it.
It's kind of a grab bag of approaches to how you're capturing this information.
But I think that the main differences is that you have some firms that have gotten very locked in to a specific process for doing this.
They found some success in the past.
They want to continue to emulate what's worked and carry forward to others that maybe they're smaller or they're new.
And it might be the very first strategic plan they've ever done.
And they are starting at square one and they don't really know what they're doing.
So they're going to Google.
What is the strategic plan?
How do you create a strategic plan?
So it's kind of all over the board on how firms do this.
Yeah.
And a common thread, whether you're looking at, are we making a three, five or ten year plan, is the scale of how much is going in there.
That's to your point, Allison, about being potentially overly ambitious.
I think there's a process of getting all of the ideas out on the board.
But how clear is that ten year vision?
And have you made it a really difficult path to get to it by cramming so much in and overwhelming principles and management?
I've heard teams feel frustrated by previous strategic planning processes where those guidelines end up making it more challenging than it should be.
So are there some best practices that you've both experienced in helping develop strategic plans that you might share?
Well, I think that a part of it is helping leadership with the understanding that it's not just about establishing the vision.
A lot of times, I'll engage with leadership who they come up with some really good, interesting, targeted ideas for growth.
Very informed.
They know what they're doing.
They understand the industry, but they put it up on the board and then kind of dust their hands off and say, Good job, team.
And then they, I think, just assume that management in other departments within the firm are going to pick it up, carry it off, and actionize it or implement it.
And it's simply not the case that the work is done when the plan has been put down on paper.
That's part one of a two-part process.
So one of the best practices that I've started to just pull this in when I help clients with strategic planning is we're not going to have just one retreat.
We're going to have a retreat to talk about crafting the plan.
And then leadership is going to get together for another retreat to talk about implementation.
Look at that timeline and start right sizing.
Did we did we cram too much in here to your point, Wendy?
Is this truly achievable?
Do we have the internal resources that we need?
Do our internal resources clearly understand what their priorities are and how to fit it in to the day to day?
And what does it look like on an actual calendar of drawing out one, two, three year calendar and prioritizing all of the different moving parts of the strategic plan in an order that helps carry that ball forward?
Can you truly achieve it?
And so there, I think the work is just not done when those words are down on paper and it's been put into a glossy brochure or the language just sounds really, really good and it's fun to report it out at the all staff meeting.
The work is not done until you have an implementation plan for your strategic plan.
You just have a really beautiful document full of wonderful dreams and goals and aspirations that is going to gather dust on the shelf or just set people up to fail because until they get a plan in place for how they're going to truly achieve and accomplish the goals, they're going to be guessing their way through it and probably not feeling all that great about it in the doing of it.
That two phased approach makes a lot of sense and it sounds very clean.
I like that a lot.
Who would you recommend be involved in those different phases?
Are they the same people?
Are people missing?
Well, I'm just going to throw this one first and foremost out there that marketing business development needs to have a seat at the table across the entire process.
But you also need accounting in the room.
You need the folks that are going to be working in any one department that is going to be impacted by the strategic plan or is going to be a main driver of helping to make sure that it's implemented.
There has to be at least one representative that's in there to just give the vantage point opinions along the way of how is this going to impact our department?
How is this going to impact the day to day operations so that you can start to kind of fit all these puzzle pieces together to make sure you're actually fitting them together and not cramming them together later on to try and make it work.
So a little bit makes me think of the poll planning process on a construction project, right?
All of the trades need to be there to say, hey, this is what I would need.
Here's the duration.
When you bring in those subject matter experts, they actually get to advise and say, well, with our programs or our software or our tools or our budget, we can do this and be better together for those conversations.
I like the idea of having a cross-section of people at different experience levels, different departments coming together.
So this goal is going to have effects over the entire company.
And when you bring in people that are earlier in their career, they have generational differences.
They have different experiences working with your clients, being at the company.
And if you've got a longer planning horizon, those are the people that are going to be around when hopefully this is actually how the company is operating, the goal is achieved.
So I like the idea of bringing in that cross-section.
The other upside of that is, I think that at the planning stage, there is a desire to want to include a lot of people and get a lot of perspectives, which is great.
However, if you get too many people in the room, it's hard to make progress and make decisions on what the goals should be.
So folks can get input from their teams, go into that, leadership goes into that.
And then the implementation here, we're going to bring you back.
Great.
Thanks for the input.
We are going to come back to you with the goals we set, and we are going to work together to implement that.
And then it's setting interim milestone dates, check-ins, you know, that's, it always falls apart at the implementation.
And so being really intentional about that.
And there's got to be someone that's leading and driving that, that's hopefully one of the leaders or executives in the company, is going to hold people accountable, give people space to do these things.
Mila has lots of thoughts about strategic plans, apparently.
Always.
Well, what would you say kind of is a make or break for strategic planning?
I mean, we've touched on a few things, like too many people, not enough people, not the right people.
But there are other elements, too.
Let's go through some of those.
I'm sure a lot of us have been involved in retreats, either in planning them or in just participating in them.
And a make or break is having a really successful meeting of the minds.
And there's a lot to cover.
You have to make choices on how much time you're going to spend in one particular area, how much time you're going to spend looking back and doing the existing conditions.
Here's where we're at before you can determine, here's where we want to go.
And depending on how many cooks you invite into that room, that conversation can chew up a lot of time, especially if you've had a rough year.
And we've seen firms that have had a very soft start to this last year, where they go into a retreat, people might be feeling a little burned out, they might be feeling kind of singled out, like maybe their practice area didn't perform all that well.
There might be folks coming into the room with a little bit of defensiveness or frustration, or they're focused on write downs or overhead, or just various opinions on what do you need to focus on.
And so getting to that shared vision, it can't be short-shifted, but it requires really deft and effective facilitation to keep people in the zone, and not kind of squirreling off and into spaces that are either going to bring a negative energy into the room, like how to keep it positive, how do you keep everyone's eyes open and feeling like they're in it together, but also, when have you made enough progress in that kind of setting the table and getting everybody turned and focused out in the same direction, and where is that pivot point into now let's start talking about goals, objectives?
And so to me, that is a make or break to successful strategic planning, is the existing conditions and then getting enough shared alignment to where you can start to put stuff up on the board of where are we going from here.
And it's a dance to get that done.
And there's a lot of facilitators out there that do this kind of work.
They all have slightly different approaches.
Every retreat I've been to that has a different facilitator has a different vibe.
And the one outcome you don't want is at the end of the retreat, people leaving it saying, well, that wasn't a good use of my time.
One technique I've seen with trying to get those feelings out is a survey in advance, where all those questions you understand, like what are some of the hot buttons that we might hear come up, what might be people ruminating on and give them a chance to answer that in a survey ahead of time that goes to the facilitator.
So you as the facilitator or the facilitator has some of that baseline information.
We don't have to chew up a lot of that critical time when we're in-person together.
So it's like you've got it out, the facilitators read it, they kind of have that high level, like these are some of the things that I know you all are feeling, and that could be one way to help get past that.
You mentioned facilitators a lot, and I think it is very common to bring in someone from the outside.
Any pros or cons to keeping it in-house and those conversations with the internal group or creating leaders for different sections versus having someone completely from the outside to facilitate?
Is that a make or break item, or does it depend on the firm factors within the group?
Well, this is a really weird analogy, and I'm sorry, it made me laugh just thinking about it, but it's like trying to tickle yourself.
That's funny.
Every person at the firm needs to be able to relax into this space.
And if they are trying to pull double duty of being the facilitator, as well as taking part in it, they're short shifting themselves, and it's not going to be effective.
Plus, this is territory where you want to kind of be able to let go and be guided through it, so that you can relax into this head space.
We want people to think broadly, think in a multi-faceted kind of way on a very protected day.
And I know, I mean, we're talking about the retreat a lot here, but it is such an important component to all of this, to get everything out of their heads, so that you can start synthesizing it and figuring out what does that mean for the whole.
And so I would always recommend bringing a facilitator in to just take that burden off of the leadership, no matter how great the internal staff might be.
There might be someone there who is excellent at meeting facilitation, and they should be a part of planning it.
And that is the other part of it, is if you're going to have a retreat, plan for at least six weeks in advance, of really thinking through the agenda, timing, who's in the room, where is it going to be, and also that you're picking a date that people can protect on their calendars, that people can put their laptops and their phones away and set their out of office, and truly just take a day away from the grind to elevate themselves up and out of the work to start really thinking in a macro way about the work.
I agree with all of those recommendations, even from Middle of Six's side, where we're a smaller group, haven't necessarily brought in a facilitator for all elements of planning, but there are just key areas where, yes, all of the Middle of Six team needs to be fully engaged and cannot be the facilitator for a certain section or topic.
So I see the value in that, and I think when teams are just working so hard, I think carving out the space for them to plan and prep and just think about their own area is the most value and then let the strategic planner do that facilitation and wrapping up and that kind of thing that just does not overburden the team because they're going to come out with a lot of to-dos anyway.
Back to the make or break component, when you're in the implementation phase, as opposed to the retreating, you know, vision phase, what are some of the factors that lead to, you know, making sure you've got something that can be implemented well, that doesn't just get put on a shelf, never looked at again, and, you know, people start to lose hope in the whole strategic planning process?
Well, just like you want the facilitator to bring that, take that pressure off the internal team, engaging that person to continue on with implementation, having some milestone dates, they're going to be coming back together.
There's something about an outside consultant that just creates a different level of accountability.
So folks might be more inclined to make progress on their initiative if they know that in three months, six months, nine months, 12 months, we're going to be checking back in on this.
There's also communication and how you're going to be communicating this to the broader staff.
Most of the time, the folks that are actively involved in creating the strategic plan is not every single person that works at the firm, but every single person that works at the firm is going to have to play a part in making sure the strategic plan is successful.
So figuring out how you're articulating it back to them, this is what we have established for whatever the time period is.
No less than two years is my recommendation.
It's really hard to achieve success around strategy in a year.
But even thinking on a broader scale than that, two years, three years, five years, we get into 10 and we get into that space of too much has changed.
And so you're really in your magic eight ball territory if you think out too far.
But communication is a big part of implementation.
So there's that part of it.
But there's also the well, harkening back to some past podcasts, we've talked about the wall calendar exercise and literally just getting out a giant roll of butcher paper, spreading it out across a long broad wall, putting up the timeline and starting to plot out, when are we going to get this stuff done?
And that's where the actionizing really comes into play because you can see with your own eyes, is this really achievable given the day to day?
And how do you work this out, almost like a puzzle, putting all the different moving parts of the strategic plan down on paper in this and then that order with the right butts in seats?
Who's assigned to help with this?
Who's going to be accountable in this area?
How are they going to report back?
When are they going to report back?
What are the metrics that you're measuring to make sure that it is being successful?
Those are all very intimidating to think about on the surface level of how are we going to capture all that.
You can get to all of that by doing that calendar exercise.
All of that stuff can make it up on onto the board so that by the end of it, you can step back and see it all before your eyes.
And yes, things change, things happen.
You might have to course correct along the way, but you have this visual now that can be a part of that communication aspect that you send back to your team to not just describe to them how the strategic plan is going to play out over a time period, but that you've been intentional about it, which can help with that mental buy-in that you're going to need to get from every member of your team to help make sure that you achieve success.
I think I'd add to that, adding the resources, if there's financial resources, the people resources, let people have permission to do this, that they have this many hours a week to work on it, this many hours a quarter, and then if it's, we need to buy new software, we need to invest in training that that financial aspect is considered and budgeted for.
Yeah, that calendar is very eye-opening there.
I think there's a lot of aha moments.
And then I like the idea of overlaying the resource piece of it.
And it gets me to my next question about, I think, a common pitfall for strategic planning is that some people get overwhelmed with the to-dos.
And it can vary, you know, that could be a business development person or marketing person, it can be the firm owner or, you know, someone who is very much good at getting things done.
And it turns out that two thirds of the list is on their plate.
So I'm sure the calendar and the resource management planning helps visualize that.
But have you have any stories or suggestions on how to balance that so that people actually can make progress over time?
Well, there's a two-part answer in my head for that one.
One is to keep your facilitator engaged.
Having done this work, when you're in that room with a firm for eight hours, really diving in to the good, the bad and the ugly, you feel like a partner firm.
You really care about their goals, their dreams, their challenges.
But you also have a whole lot of insight that is just going to go away if that's the end of your part in that.
So I'd say keep your facilitator engaged and pull them in, even a couple of times a year, to come in and have that moment of, is this still servicing us in the ways that we need it to?
The plan.
Did anything change that needs to be updated within the strategic plan?
Did a key person leave?
Did somebody take on a different level of responsibility and now their workload looks completely different?
So the players might change.
There is musical chairs within our firm, so that needs to just be accepted as there's going to be flux along the way.
So having your facilitator continue to be involved adds that extra layer of accountability, but also someone who really understands you, who isn't as closely tied to the work itself that can help pull you up and out of the day-to-day to, again, kind of look at it from that broad perspective to make really insightful changes to the plan.
So that's a huge part of it.
Yeah, I think the people that get really excited about strategic planning are the people that like to make to-do lists and make things happen.
So are they in the room during the time, keeping tally on who's volunteering for what and maybe challenging them.
Okay, you've volunteered for seven things.
Let's get that to an imaginable size.
And I think that's even just overarching.
Like you're going to come up with way more ideas than things that you can accomplish.
So putting some prioritization to the list.
I know a tactic we've used at Middle of Six, the how, now, wow.
Did I get that right?
You got it.
But we just call it how, now, brown cow, because we think that's cute and funny, but, you know, whatever.
Like, but you then categorize things into how are you going to do?
What could be done now?
I don't have it in front of me.
Help me, Wendy.
Right.
Yeah.
So so those categories is things that are low hanging fruit and easier to do that that now can.
It's almost just like this could be done tomorrow or by an email or something that might be oversimplifying it.
But those those easy things just take off the list.
How is the category where their decisions need to be made, a plan needs to be made, maybe resources need to be allocated.
That's kind of asking that question.
Like, we can do this, but how do we get there?
Would be one way to look at that category.
And then the wow, which I love the way they categories that one is just like, this is a big idea and it is possible.
It's not impossible, but it's going to take a lot of wow to get it done.
So you can have it up there.
It's like in the top right quadrant so that it's like in the sky.
You want to accomplish it.
It's exciting, but it's not going to be on that baseline of very, very doable or needs a plan that can be implemented pretty quickly.
Yeah, everything is in the wow category.
You probably need to filter that down to a more realistic number of initiatives.
Another key aspect of this is the check-ins.
What does that look like?
What does the accountability factor of this look like?
How often are you bringing the doers, the people that are managing the different parts of the implementation plan for strategy into a room?
What are they reporting back on?
What is the agenda for that meeting look like?
It seems kind of small, but it's such an important part of it.
Everyone is going to lose sight of stuff like this if they're constantly feeling the pressure of billable work, procurement, it's very, very hard to fit this kind of stuff in if you have the pressure of those other two pieces in it.
And those check-ins on a quarterly basis, bimonthly basis, whatever it might look like, are a way to pull people back in, understand what has occurred since the last check-in that has either helped with making progress on the strategic plan or has hindered progress in course correcting, maybe lengthening out the due dates on some things, maybe freeing up some internal resources.
But I think that one of the most important parts of this is that is never on just one person to fully achieve the strategic plan.
So no one person should feel the weight of the world on their shoulders.
And I think that's a huge part of when you get into the place of let's go and do this, it can become very daunting very quickly if you don't truly feel like you have the resources or are fully equipped to pull it off.
And so those check-ins are key to just make sure everyone is still feeling equipped and in a good place to do their part at moving the plan forward.
I think those check-ins can also be a place where, were we too ambitious?
Do we need to take the initiatives down to maybe one?
Like you mentioned, profitability, financial.
Like that could be a huge puzzle to solve if you have low profitability or you're losing money.
There are so many factors that could be coming into that, that could be initiatives that encompass several years to correct that issue fully.
Yeah.
And in my experience, I have seen it work really well to have dedicated quarterly or whatever frequency strategic planning check-ins with that agenda that's continually being updated.
It's kind of a living, breathing strategic plan.
I think that works really well.
And also, for some teams, I've seen it be very successful to implement those or put those check-ins as part of their ongoing meeting cadence.
So it's part of Monday morning check-in.
There's someone's giving a little bit of an update on the strategic plan.
So they're getting 50 some check-ins throughout with different groups throughout the year.
It's kind of constantly moving.
Now, for a certain group, that may not work at all.
That might feel overwhelming or too much, you're not getting the right people in the room, we're documenting it, but for others, that's very organic and works well.
So there's something to there about knowing your team, how bogged down by meetings are you, what are your communication and scheduling tools and visualization that people are already using so that that strategic plan isn't sitting in a binder and never getting looked at.
I think that would be the part we want to avoid in that place.
Yeah, maybe it's just there's the two hours a week you're going to spend on your task list of how you're allocating your hours for the week.
Yeah, and at Middle of Six, I mean, again, I've already said this, like, we are a smaller group or a case study here, but we've had a lot of successes in that we have annual goals and they feed into quarterly rocks, which are just smaller versions of those goals.
And we have weekly one on one check ins.
And while it's not always the focus on that funnel of goals, we are talking about it a lot.
And I mean, just me as a business owner, looking back at the end of the year and all that we have accomplished and Melissa has tabulated that before, like, holy cow, that is so much that got done.
It absolutely feeds into our strategic plan.
It helped us move forward.
And I don't feel like it's necessarily overwhelming and we're able to flex in that way.
So there's, yeah, using the tools that you have is pretty important.
And then if you do have that resource of an outside facilitator providing another level of accountability, I think firms will be set up well to actually make progress on strategic planning as opposed to getting discouraged that they couldn't get where they wanted to go or they were too ambitious and fell short.
Those can all be a little bit deflating experiences.
So, yeah, I think this episode had lots of good tips.
Is there anything else that was on your list that you wanted to share?
Any other kind of experiences or helpful tips for the listeners?
Like good wrap up, celebrate the successes.
Absolutely.
Always.
Yeah.
Yeah.
And I think, enjoy the process of having this chance to think about your firm in this way.
It's tiresome.
Some days are harder than others, the down, in the weeds, doing the work.
So cherish the times that you get to rise above that and think about your firm in a way that is like caring, feeding and supporting it, but also its place within our industry and ensuring the longevity of your firm.
It's a big responsibility, but it's also an honor to be a part of this kind of work.
And it can be fun.
That's the other part of this to...
I'd love to get across is this is really meaningful, tactical, strategic, rich work.
And with the right mindset of we're all in this together and really, truly equipping each other to be successful, it can be some of the most enriching work you'll do in your career.
Yeah.
And if I can just put one more plug in there for having marketing at the table, I can't imagine strategic planning without marketing.
I am saying it more and more these days is that if you have any business idea and marketing, then you have a business, right?
I mean, it's like you need that piece in there.
So please include them in the planning.
And I think they're going to be a huge resource for actual successful implementation and visualization and communication, all of those elements we talked about today.
Well, thank you both.
I always love our conversations.
You make me smarter.
Thank you for sharing.
This is really good.
We'll see you on a future episode.
Thanks Wendy.
Great.
Yeah, thank you, Wendy.
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The Shortlist is a podcast that explores all things AEC marketing. Hosted by Middle of Six Principal, Wendy Simmons, each episode features members of the MOS team, where we take a deep dive on a wide range of topics related to AEC marketing including: proposal development, strategy, team building, business development, branding, digital marketing, and more. You can listen to our full archive of episodes here.