As we head into November, Leading Peers members are laser focused on meeting or exceeding their 2024 goals while simultaneously planning for the year ahead, which many economists expect to be a strong year for business and economic growth.
We asked three members what they are doing to end strong in 2024. Add yours to the comments.
Joshua Villanueva
Managing Director, Gateway Medical
1. Host a well-attended, logistically sound citizenship drive on 11/9.
2. Ensure that our satellite offices have strong on-site leadership.
3. Finish tailoring case management software to meet our needs.
4. Empower health insurance clients to solve non-complex issues.
5. Reach out to top referral sources with notes and holiday gifts.
Jenni Smith
CEO, Purple Unicorn Enterprises LLC
1. Launching and scaling Purple Unicorn's Talent Acquisition engine.
2. Marketing strategy expansion with focus on the Seattle and Canadian regions.
3. Q1 2025 launch of our self-service career support subscription model.
4. Integration and adoption of new platform with an increased focus on automation.
5. Generating visibility to our newly launched Executive Leadership Advancement Program.
Madalina Iordache, CFE
CEO, Bright Pink Agency
Forging stronger partnerships with our strategic partners (other agencies that offer complementary services to the same client profile we target). I’ve been learning more about their capabilities, goals, and how I can support them along, while also sharing some of our recent projects and wins. This has resulted already in several promising reciprocal leads, introductions, and a significant deal in progress.
Conferences: we’re going to participate in 5 or 6 industry conferences over the next 4 months and I want to make sure we are prepared to make the best of them with fresh materials, handouts, etc. I will be speaking in at least one of these, so I’m also working on that content.
Our website redo: we build websites for franchises and our clients will judge us by our own, too, not just our work. We always take our medicine and do what we tell our clients to do when it comes to their marketing.
EOS implementation: we started with the core values, accountability, and the scorecard. It will likely lead to some inevitable restructuring. I am trying to decide if one of our divisions should become a separate company and bring a partner on, or if we should have a similar arrangement but put a strong leader at the helm.
I’ve been working on a franchise marketing book for the past two years, but I have put that project on hold for the past several months, however I am planning to end the year with at least a rough draft completed.
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