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Myron Ization, Chief Marketing Officer, Hurley Billabong discussed on The Chief Customer Officer Human Duct Tape Show

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Automatic TRANSCRIPT

I'm not wired that way, I really wanted to make as much as much lemonade out of a kind of a commoditised stodgy business that I could. And as I started digging into this very kind of boring from my perspective. I just came from Hurley Billabong and Aston Martin. You know, I yeah. Interesting industry. Switch for you. Definitely it. Yeah. I mean, I'm went from sexy to grandma. I'll put him fell away. So I was really wanting to do be very I call it enterpreneurial. I find a problem and solve it and the more. I did that the more the function in a strategic importance is central function and the more at morphed to so much more marketing communications, the more it started to morph into transforming the business. Yep. Okay. And I love that. Because you had a path, you know, it's so funny because many of us who started that way, you know, next talk about me. But it was the same thing people. Didn't know what they were what what they were in for what they were getting or that, you know, you had this kind of path of where you could take this. And clearly you did. So after nine years, you got the role of chief marketing officer, tell us. How that came to be an what role you had insecurity or defining that role because I have a feeling you had a role in that. I did. But I I. I had I was feeling stagnant. And was feeling like I had been kind of bringing McCartney along that wasn't feeling. Rewarded or respected for that work or understood, right? You would probably feeling you were early right? It wasn't the Lutely, absolutely. And very normal. Yup. But what I also saw was that the more I cut across the organization instead of just staying in my lane. Yes, ma'am. Love them the more. I understood that in order for me to do my job. Well, I've got to be really tight with product. And I've got to be really tight with sales. And I'm going to be really tight with technology. I'm going to be really tight with and probably tight with HR. And I just did notice. That I the more I was empathizing with them. And really understanding what their problems were and the more. I used my creative critical thought that had served me in marketing consulting and just regular marketing work, the more. I was solving problems across the organization and not built and former leadership, and it was I was getting external job offers. So I was being offered Samo positions outside of Myron ization and was being offered more money and more opportunity. And so I just said, hey, this is I didn't negotiate on purpose. The company kind of realized are we do have an asset on our hands which was validating. Because when I started just saw me as this. You know, like, I said this girl, I get it. No. I mean, this is you're talking to somebody. Who was called genie beanie for the beginning. All right. That's awesome. Okay suit. And what I love about this. This was twenty four teen. We weren't you were really kicking the tires on the definition of a CMO because CMO's were so I mean a lot of them were breaking out, but some were still doing campaigns and tactics and more kitting silo things. So how were you uniting the organization even then in a bigger mission than campaigns, and, you know, more operational and experiential. Things sounds good story. Funny. Glad that you asked. We didn't talk about this beforehand, which I know I know so so I talked about informal leadership and really looking to my right and left in front and back to understand that permits were in acted. So I was very close with our sales team. And we'd go out we'd be at a van son ratios and all of those kinds of things and we'd go out to the bar, and how a couple of drinks, and they were saying Sam we've got work to do. We are not. We're not delivering as we should be. We we are not progressing..