Hugh: Hey, this is Hugh Ballou. My guest today is Gaydon Leavitt. His friends call him G. G, I hope I can call you that. I am your friend, right?
Gaydon: Absolutely.
Hugh: I met G recently, and I was just blown away by the level of his expertise in marketing and the level of the programs he has to offer those of us who are social entrepreneurs. We are working in a vacuum sometimes, and we think everybody ought to clamor to our door. But we really have not developed a marketing strategy to attract those people to the value that we have. G, welcome today.
Gaydon: Thank you for having me.
Hugh: We have a very dedicated group of social entrepreneurs who are changing the world. We don’t have a corporate job by choice because we have a value proposition that is just awesome. But we are stuck. Tell us a little more about your background. Why is it that you are qualified to talk to us about marketing? I know, but give us a little snapshot for people that are listening today.
Gaydon: Marketing is the only thing I have ever done. There’s that. I worked at Ford doing the digital agency movement. This was in 2004-2006; this was before social media if you can imagine. At that time, I was really in charge of building an Internet department, getting CRM up and running. That was back before CRM was common. Everyone knows what a CRM is these days usually.
Hugh: Tell us what that stands for.
Gaydon: Customer Relationship Management software.
Hugh: Is that Ford Motor Company?
Gaydon: Yeah. This was at a regional group of dealerships. I was working for them and basically getting infrastructure in place. The punchline is that I did that for long enough—CRM, website, search engines, all that stuff. I was at the forefront of that. Once I got it set up for them, I knew that everyone else needed it. I started a digital agency. Back then, it wasn’t called a digital agency, but now it is. These days, digital agencies are really commonplace. A lot of companies do websites, search engine optimization, and social media. I was at the forefront of all that. Most people who know my background know that the real driver for what I’m doing is always being on the bleeding edge of the market, the innovation side of the market. When it comes to marketing, I am always looking for where it’s going and try to steal ahead.
Hugh: Let me get this straight. You do things that work in real life. This is not just theory?
Gaydon: Not at all. To give you an idea, I started my company January 1, 2007. It was actually January 2 because the city office wasn’t open January 1. The point is, 2007 was not the greatest year to start a business, it turns out. 2008 rolled in, the recession took its toll, but I grew our company 235% four years in a row. We did 700 client engagements, well over a million dollars. We were having a ball. We were having a good time. What happens was through the middle of a recession and growth, I became one of the top people in my field in the West, as it were, certainly in our state, which is the marketing capital of the universe.
In 2012, I woke up. After having done strategy and digital services for 700 customers, I had really curated a case study. The 700-business case study. I knew what was going on because I was knee-deep in strategic marketing relationships with these 700 businesses. What I did was I compiled the data as it were. I put together the things that I knew were a problem. I knew people were missing. I did what I called root-cause analysis. This goes back to theory of constraints and other things I studied. I did a root-cause analysis to figure out what are the real problems in the SBM or small entrepreneurship space. What are they doing wrong? Who are they hiring? Why are they hiring them? Why are the engagements working? Why are they not working? What happened in 2012 was I wrote a plan to solve those problems. Between then and now, I have stopped those digital services and really dedicated myself to solving the problems I have found.
Hug