At the time of writing, the Dallas-Fort Worth Metroplex is home to around 20 Fortune 500 companies. One of the reasons why I moved from San Diego (which has two Fortune 500 Companies) to Dallas was for the career/networking opportunities that large enterprises bring to a city.
My tenure at Review Concierge (2012 – 2015) was a highly educational and (net) rewarding experience. Some of my happiest moments were spent chatting with our nation’s top doctors at all hours of the day and night figuring out how to respond to their online reviews.
While my stories about individual clients are off the record, I did produce quite a few educational stories for the larger community. Many of these portfolio pieces are referenced in the projects section of my LinkedIn profile.
If I were to point to my two favorite written portfolio pieces from my time at Review Concierge, they would be:
These pieces took a great deal of time to distill into written form because they tackle abstract concepts. After spending five hours per night for two weeks (after working full days), I finished the Online Review Survival Course and headed straight to acupuncturist to fix the carpal tunnel that I acquired from writing it. Fortunately, it was fixed in one session.
As I get ready to turn 30, I am upping my commitment to share more of the specialized knowledge that I regularly invest time acquiring. My hope is that I can share valuable tips that enhance the profitability of your sales and marketing campaigns.
“There has to be a way to ensure the success of a marketing campaign,” I thought in the summer of 2015. While many effective marketing, advertising and public relations campaigns were created by people just winging it, I suspected there was a known set of footholds in the human psyche which marketers could target to increase their response rates. What were they?
The question led down on a path of intellectual inquiry that began on Penny Lane and wound half way across the globe to the University of California, Santa Barbara (UCSB) in 1991 when the book Human Universals was published by Dr. Donald Brown. The book presents a big idea that flew in the face of the prevailing assumption in anthropology that humans were different.
On my 29th birthday in 2015, I rebranded from David Engel to my middle name, D. Eisaiah Engel. There are three reasons for the change:
I was just reading this list of the world’s most famous inventions, and I found a common thread between them. Here it is: Great inventions bring the world together.
When you’re thinking about creating your next invention, ask, “How can I make it easier to bring people / resources together?” The more people / resources you connect, the bigger your potential market.
One way to remember this is to package the concept in a “trigger.” I recommend the word: CONNECT. When you’re brainstorming think about what to CONNECT, who to CONNECT, where to CONNECT, etc. This framework will help inventors save time and maximize their creative impact.
I recently came across an article in Forbes titled, Most Annoying Business Jargon. So I wrote a whitepaper that incorporated each word from the article. Enjoy.
“Let’s Talk About That”
The international operations’ group core competency focused around a vertically integrated strategy where buy-in was required to coordinate functions across departments. Project managers needed a channel to communicate feedback, so a swim lane was established to better empower those resources. It wasn’t until the team drank the kool-aid that they were able to move the needle. The company established itself as a player on the bleeding edge of its industry. Tiger teams and swat teams rallied around the idea to create a burning platform with lots of moving parts. Corporate values notwithstanding, the tendency of outside players was to make hay to show short term results, but the end product wasn’t scalable. After careful budget planning, the committee was tasked with compiling a list of best practices to assist the corporation in thinking outside the box. Participants found that the exercise was very effective in getting all the ducks in a row. The resulting benefit to the organization was that an ecosystem was created to present solutions in collaborative manner. Ideas were first socialized and when a quorum of the managers agreed that one should be pursued, they inevitably found that the process did provide the most leverage, which is critical in a vertically integrated organization best optimized to provide full service to its stakeholders. Those responsible for drilling down into the details were often the least likely to go over the wall with their findings and so the methodologies for accretive growth weren’t fully optimized. “It is what is is” was exactly the type of thinking that change agents sought to improve with more robust strategies, so when those items were taken offline, the team more fully synergized and optimized learnings. Still, some wished to boil the ocean before reaching a hard stop. But McKinsey and company was able to pull out the stops and create a proposal which had the most impact for the organization. Because McKinsey and company gave 110%, the body of work was produced at a price point which took everything to the next level. Solutions which are cut and dry are not always within the window of opportunity because of labor efficiency and out of pocket resources that are better used for grabbing the low-hanging fruit instead of peeling the onion.