Podcast Title: Second in Command: The Chief Behind the Chief
Episode: Ep. 434 - Trellis COO, Ross Beiler
Release Date: December 24, 2024
Host: Cameron Herold
Guest: Ross Beiler, Vice President of Operations at ZLab (formerly COO at Trellis)
Introduction
In Episode 434 of the “Second in Command” podcast, host Cameron Herold engages in an insightful conversation with Ross Beiler, the Vice President of Operations at ZLab and former Chief Operating Officer at Trellis. Ross delves into his professional journey, encompassing significant organizational transitions, mergers, and his experiences with the Entrepreneurial Operating System (EOS) and an executive MBA program at MIT. This episode offers a wealth of knowledge for COOs and second-in-command leaders aiming to drive growth and navigate complex business landscapes.
Early Career and Foundations
Working with Bob Glazier and Matt Wool
Ross Beiler begins by reflecting on his formative years at Acceleration Partners, where he interned under Bob Glazier and worked closely with Matt Wool, one of the founding members of the COO Alliance. He shares crucial lessons learned during this period:
Ross Beiler [03:45]: "In your 20s, your goal is to learn, and in your 30s and beyond, your goal is to earn. ... really think about what are the career opportunities, what are the projects, et cetera, that you can jump into that are going to help you expand your skill set."
Ross emphasizes the importance of leveraging early career opportunities to build diverse skills, citing his involvement in various domains such as affiliate marketing, SEO, content creation, and business plan drafting. This multidisciplinary exposure laid a solid foundation for his future roles in operations and leadership.
Growth Spark and Merger with Trellis
Transitioning and Integrating Teams
Ross recounts his tenure at Growth Spark, an e-commerce agency specializing in Shopify, which later shifted focus to Magento. In 2018, Growth Spark merged with Trellis, another e-commerce firm, resulting in a combined workforce of approximately 35 employees. The merger was driven by a shared vision and complementary strengths between the two companies.
Ross Beiler [07:32]: "What we got right were really trying to just focus on defining who owns what, you know, what roles, what responsibilities. ... that gave us a lot of confidence to decide to move forward with the deal."
Lessons from the Merger
Ross highlights critical lessons from the merger process:
- Clear Role Definition: Establishing clear ownership of roles and responsibilities was pivotal in ensuring a smooth integration.
- Systems Integration Delays: Delays in merging operational tools like Asana and Jira led to underutilization and missed opportunities, underscoring the importance of swift systems integration.
Ross Beiler [08:54]: "It was hard to operate a services business if you don't have a very clear global understanding of where you are on capacity and demand."
Managing Change and Employee Concerns
Addressing employee fears during the merger was another significant challenge. Ross emphasizes the necessity of transparent communication and involving team members in the change process to foster buy-in and reduce resistance.
Ross Beiler [10:14]: "You have to sell the vision of each individual change. ... allow us to take your feedback into consideration."
Implementing the Entrepreneurial Operating System (EOS)
Adoption and Early Wins
Post-merger, Ross and his team adopted EOS to streamline operations and enhance organizational clarity. Two key components of EOS that Ross finds particularly beneficial are:
- Accountability Chart: Clarifies leadership roles and responsibilities.
- Level 10 Meetings: Structured weekly meetings that focus on addressing business issues systematically.
Ross Beiler [36:02]: "The accountability chart ... what is the outcome, what is the metric, et cetera, that a particular role is responsible for ... really clarifying."
Impact on Organizational Efficiency
The implementation of EOS facilitated better communication, reduced silos, and provided a framework for consistent performance tracking. Ross notes that EOS became instrumental in managing their remote-first culture effectively.
Executive MBA at MIT
Balancing Education and Leadership
While leading ZLab, Ross is also pursuing an executive MBA at MIT. He shares how this experience complements his role by providing strategic frameworks and advanced insights into organizational behavior.
Ross Beiler [40:45]: "The three lenses framework ... understanding the strategic, political, and cultural systems within an organization."
Theoretical versus Practical Insights
Ross contrasts the theoretical knowledge gained from his MBA with the practical challenges of running a business. The three lenses framework, for instance, helps him diagnose and address issues by categorizing them into strategic, political, or cultural dimensions.
Ross Beiler [40:45]: "If you think about each one of those as an influence on behavior, you can better understand whether a problem is an incentive issue, a control issue, or a cultural issue."
Transition to ZLab and Merger with Evan’s Vision
Joining ZLab
Ross discusses the strategic decision to merge Trellis into ZLab, a company aiming to become the leading digital consultancy for manufacturers and distributors. The merger was driven by a shared vision and the potential to leverage combined expertise for substantial growth.
Ross Beiler [29:05]: "His focus ... on who is our target audience? What do they need? ... it was clear that there was a big opportunity."
Vision-Driven Acquisition
The merger was not merely transactional but vision-driven. Evan, CEO of ZLab, articulated a compelling vision that aligned with Ross’s aspirations, making the acquisition an attractive proposition beyond financial incentives.
Ross Beiler [29:05]: "We saw a huge open space in that market ... to double down and build something massive."
Advice to His Younger Self
Reflective Insights
Towards the end of the episode, Ross offers valuable advice to his younger self, emphasizing the importance of ambition and vision in early career stages.
Ross Beiler [41:20]: "I don't think I was ambitious enough. ... if I had pushed a little bit harder, there was probably more lessons to capture."
He encourages young professionals to set clearer visions for their ventures and to strive beyond comfort zones to maximize potential growth and learning.
Key Takeaways
- Early Career Learning: Utilize initial roles to build diverse skills rather than focusing solely on compensation.
- Strategic Mergers: Successful mergers require clear role definitions and swift systems integration to prevent operational bottlenecks.
- Change Management: Transparent communication and involving team members in the change process foster acceptance and reduce resistance.
- EOS Implementation: Adopting structured frameworks like EOS can significantly enhance organizational clarity and efficiency.
- Continuous Learning: Balancing education with leadership roles can provide strategic insights that drive organizational success.
- Vision-Driven Decisions: Aligning mergers and acquisitions with a compelling vision ensures cohesive growth and strategic alignment.
- Ambition and Vision: Maintaining ambition and a clear vision are crucial for long-term growth and capturing maximum learning opportunities.
Conclusion
Episode 434 of the “Second in Command” podcast offers an in-depth exploration of Ross Beiler’s journey as a COO navigating mergers, implementing EOS, and balancing an executive MBA with leadership responsibilities. His experiences underscore the importance of strategic vision, effective communication, and continuous learning in driving organizational success. For COOs and aspiring second-in-command leaders, Ross’s insights provide actionable strategies to manage growth, integrate teams, and foster a resilient organizational culture.
Notable Quotes:
- Ross Beiler [03:45]: "In your 20s, your goal is to learn, and in your 30s and beyond, your goal is to earn."
- Ross Beiler [08:54]: "It's hard to operate a services business if you don't have a very clear global understanding of where you are on capacity and demand."
- Ross Beiler [10:14]: "You have to sell the vision of each individual change ... allow us to take your feedback into consideration."
- Ross Beiler [36:02]: "The accountability chart ... really clarifying."
- Ross Beiler [40:45]: "If you think about each one of those as an influence on behavior, you can better understand whether a problem is an incentive issue, a control issue, or a cultural issue."
- Ross Beiler [29:05]: "We saw a huge open space in that market ... to double down and build something massive."
- Ross Beiler [41:20]: "I don't think I was ambitious enough. ... if I had pushed a little bit harder, there was probably more lessons to capture."
Additional Resources:
- COO Alliance: www.cooalliance.com
- Previous Episodes Mentioned:
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