How do you get your first client when pivoting from agency to consultancy? Michael Zipursky welcomes Conner Galway, the President at Junction Consulting. Conner shares how he and his friends started blogging about the Olympic Hockey coming to their town. That’s when they gained traction, and the exposure led them to become a digital marketing agency for the bridal industry. When pivoting to consultancy, they went to Twitter and hustled their networks until they landed their first client. The secret? Treat humans like human beings. Even the most prominent companies are made up of people who have thoughts, feelings, stress, and anxieties. Be authentic, and the rest will follow.
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I’m excited to have Conner Galway join us. Welcome.
Thanks for having me.
I’m excited about our conversation. For those who are not familiar with you and your work, you are the Founder and President of Junction Consulting, where you help companies use the internet to achieve marketing goals. Your clients include well-known organizations like Lululemon, Vancouver Whitecaps FC, soccer or football, depending on how you call that sport, the Heart and Stroke Foundation of Canada, Genesis Motors, and many others. You also have served as a lead instructor at BrainStation and an instructor at Capilano University in Digital Marketing. Let’s go back in time. How did you get interested in the whole world of internet and digital marketing? Where and when did it begin?
For those of us who remember what it was like to be at a university before the internet. I was at Capilano University as a student. We were studying out of textbooks and spending time in the library. It was around that time that this internet thing started to creep in. My friends would talk about websites. We had the early social media starting to show up. I thought to myself, “This social media thing looks ridiculous, but I want to check it out.”
I started a Twitter account and got the university on. I do not know how I did that. I dabbled for a little bit. Blogging was on Myspace. Fast forward a couple of years, and the Olympics were about to come here to Vancouver, my hometown. Some friends of mine were sitting around and were like, “The Olympics are coming to town. The whole world is going to be paying attention to our city.” If we, young entrepreneurial people, do not take advantage of this, we would be idiots.
We put our heads together and came up with an idea to do a hockey blog. Fast forward a little bit, we ended up doing what we thought was just okay for a couple of people out of a coffee shop. We got 250,000 readers. We are the number one search result for Olympic hockey. There were a lot of tractions, especially for those days. Coming out of the Olympics, we looked at each other and went, “That was not hard.”
It was a lot of fun, and we got 250,000 people to pay attention to something that these people at the coffee shop were talking about on the internet, “Why is not every business taking advantage of this opportunity?” That is when the real idea struck. Somebody was going to need to help all of these businesses. We started this unique idea that we thought at the time, which was an agency 100% focused on the internet. That was the beginning of many pivots since then. That is how we got started.
Did you monetize that hockey site/blog? What was the plan behind that?
We certainly tried to. If you remember those days in 2010, affiliate marketing was just getting started. We had the idea that we could take all of this traffic. We could get them interested in things, write our own advertorial columns and send traffic out. It happens that we did not know how to work with APIs or webhooks. I still believe to this day that we sent a whole lot of business to a lot of people, but we did not make a single dollar.
Tell me if I’m wrong on this. It sounds like you took that experience of being able to generate half or a quarter million in traffic and used that as a bit of a case study to launch your consulting business. Is that accurate?The narrower your focus, the easier sales get. Click To Tweet
It seemed obvious. We were like, “We are going to walk up to these businesses, knock on their door, and show them what we did. They are going to invite us, sit us down, and cut us a check.” That certainly was not the way that it happened. What we found was we were for young guys. The only industry that was interested in having us was the bridal industry because they understood. They got the people who were talking about weddings on the internet. What happened was we became the go-to digital marketing agency for the wedding industry in Canada.
We were writing blog posts, social media content, and building websites. If you wanted to know about the dress trends in 2010 and 2011, what colors were in, what pockets were going to be in wedding gowns, I could have told you everything about that, which I certainly was not formally trained but it got our foot in the door and got us started.
Walk me through that. The first few clients, where did they come from? Was it through your own connection? You are saying the bridal industry, but talk us through how did you go from this case where you have building a hockey site to getting your first few clients as a consulting agency.
What we did was we went on Twitter. We tried to hustle our own networks, but we did not know any business people or entrepreneurs. We tried picking up the phone. We walked into hotels and restaurants. In those early days, there were a lot of business people who were trying this digital thing on Twitter.
We followed the ball and struck up conversations and relationships. We ended up in direct messages, and the next thing we knew, we would be working for them. It was not as easy as it sounds. In those days, if you wanted to find somebody who was at least on board with this idea of digital marketing, which is a small segment, Twitter was a place to talk to them.
How long would you say it took you from having the concept and the idea of, “Let’s go out and create a business around this,” to line up that first client?
It was a bit of a chicken or the egg. One of my partners in those days had been doing some contract SEO. A bit of the genesis was maybe we could talk them into working with all of us. Our first cold client took 2 to 3 weeks. We were all getting set up. We worked in the bank or public library most of the time. We would be hustling contact forms on Twitter. That was a big day. When we landed that first $1,000 a month client, we thought, “We made it. It is only up from here.”
Was it a snowball after that? Once you got that first client, did the next 2 to 3 clients keep rolling in through Twitter? Did you find that your next subsequent clients came from different places or different activities?
This has been a theme throughout the last decade, which was the more narrow we focused, the easier is sales up. We tried everything. We were working in flooring, hardware, renovations and mortgage brokers. Once we realized this niche that we had carved in the bridal industry, it did snowball a little bit. We would go to the industry shows. We would get referrals. It became easy to explain, “We understand your business, and we can apply our system to it.” It was a slow-moving snowball in those days.
Did you ever have the concern, the fear or doubt that maybe this is not going to work?
Every day. No question. I’m sure many people on this show can empathize with that. There was always a burning in the background, but there were times when it was like, “This is inevitably going to go to zero. This is a bad idea.” There are other times when it is like, “99% for sure this is going to be a success,” but there is never 0%.
How do you deal with that, especially when it is the fear or the concern of like, “We are going to be in big trouble, we can’t make rent or pay the team?” How did you process and overcome and deal with that concern when it happens?
It was different in those early days as the business has grown and progressed. In the early days, we did not know what we were doing. We were just starting out. We did not have a whole lot to lose. We figured if we were to take a swing at this, what better time than when we are young and naive? If it went down, it would have been annoying and frustrating.
In those days, we had all collectively aggressively minimized our personal expenses. At the time, I was doing service industry on the side. It would have been fine. As the business progressed, there were staff and bills to pay, and a foundation. The only outlet that I have found that has been effective is other people in similar situations.
I had this amazing network that has started as a Slack channel for this group of agency and consultancy owners here in Vancouver. What I have learned more than anything from talking to people who I have wild respect for and who are incredibly impressive is that they deal with that exact same fear every day, whether imposter syndrome or certainty of the uncertainty. Seeing that reflected back in other founders lets me know that there are other people in it with me.
Before we keep diving deeper into your business, how you got to where you are, the success you have created, and lessons learned along the way, I want to go back in time a little bit. You mentioned working in the service industry. I know that you work in surveillance at a couple of different casinos. Is there anything you learned from those years and that experience that you feel has helped you approach prospective clients, relationships, or anything from psychology? Surveillance seems such a fascinating area that a lot of people have no experience with. It could be anything that has been helpful for you.
The backstory there is that I was working as a surveillance operator for the university on nights and weekends to pay my tuition. Almost unintentionally, I got promotions and next thing you know, I’m wearing a suit. You can imagine Ocean’s Eleven but dialed back by 100X. I was sure that I had learned nothing from that. There was nothing that I could apply to the consulting or business industry.
Two specific things did come out of that. One was that I had an amazing boss at the time. His name was Tim. He was this Australian manager who had come up. To a certain extent, he took me under his wing. What he allowed me to do in those was to run the senior leadership meetings for the casino, which was very unorthodox. Normally the surveillance person is the person off in the corner toiling away in the darkness.
He identified this young person who was interested in management leadership. I got to work with these people who were terrifying to me, and I got to run meetings. That ability to be able to walk into an executive’s office to work directly with business leaders and be able to at least have conversations at a boardroom table was invaluable.
I know there’s a misconception that casino surveillance is all about the flashy thief or breaking into the vault. Casino surveillance is primarily about math. What I mean by that, and not to get into the weeds too much, is all we are doing is tracking expected return on tables and figuring out where we are outside of a couple of degrees of standard deviation. When the math tells us something weird is going on, we take a look.Treat humans like humans who have thoughts, feelings, stress, and anxieties. Click To Tweet
In a strange way, once I started to get into digital advertising, return on ad spend and ROI, I was like, “I see this. It’s taking a couple of numbers, adding them up, and figuring out what an expected return is on this. I can do this.” That is when we started to get into advertising, and things started to click. As much as you never would think that card counting would relate to selling protein powder online, there was a connection there.
I do not know if you share that much but you certainly should. That is a great story. The relation and connection between those two are pretty powerful. On that first point, being able to almost show up with executive presence and connect with people that are much more senior than you are, what tip might you offer to somebody who transitioned out of a corporate role or a senior role, but now they are in their own consulting business? Whether they are by themselves or with a team, reaching out to large organizations can sometimes be a little bit scary.
Oftentimes, people position themselves not as peers but rather as the client all the way up here and the consultant down here. If the client or buyer says, “Jump,” I jump. It’s that mindset. What advice would you offer to somebody to be able to create more of a peer-to-peer relationship so you can have a strong relationship?
I will tell you what I think we have done reasonably well, and I will tell you something I’m working on. What we figured out several years ago was that when we pivoted from an agency to a consultancy, we thought we needed to be everything to all people. We have to have a great Twitter account, YouTube account and an awesome blog, but we are a small team.
What we did is the same thing we do for our clients, which is to figure out, “Where are we offering value? What are we uniquely qualified to offer?” For us, it was clear that was our email. It was news and opinions. We pushed all of our chips in that direction. We have been writing The Brief every Monday ever since. That has become invaluable because of the relationship that I have with a lot of these leaders and executives. We have readers from nearly every Fortune 500 on there. The relationship is Conner as the writer or the person who is coming up with ideas, thoughts or opinions, and not so much Conner as the salesperson. That has been incredibly valuable.
There is a bit of advice that I love that I heard from somebody I have a lot of respect for here in Vancouver. Her name is Tess Sloane. She runs Eleven Eleven Talent, which is a recruiting agency. She said that what changed for them in the sales process was when they started treating their clients like people and not like monoliths. I’m paraphrasing here. What I took that was that these are all humans working in jobs. They have thoughts, feelings, stresses and anxieties.
What they have started to do is pick up the phone and call them, take them for coffee, have conversations and say, “What are you working on? What are you stuck on? Maybe there is an opportunity for us to help or work together.” We have all fielded these sales calls before where people are ostensibly trying to do that.
You can tell when somebody is like, “Can I buy you a coffee?” You know the pitch is coming, but the way Tess does it is so authentic and real. As far as I understand it and certainly as I have been implementing it into our business, I have noticed that it is amazing what starts to come up. It might not even be with that person. That person knows somebody at another organization or these big companies.
I remember being terrified to approach Herschel, Aritzia, Lululemon or somebody like that here in Vancouver. Now you realize that each one of those companies has dozens or hundreds of small teams. Each one of those teams has humans who have thoughts, anxieties and needs. It is certainly something we are working on. Treating humans like humans is something that has been instrumental for us.
You mentioned that you shifted from a more classic implementation agency model to a consultancy model with more strategy and more advice. Why do that? What caused that shift?
People told me that I was nuts at the time. They’re the people I respect. They are like, “Agency is scalable. You keep clients on.” The moment that I knew that it needed to shift was we looked around in 2015, and we had noticed that a digital revolution had happened. There were two different types of clients. There was the type of client whom you are battling with them every month. You are always trying to justify your work. They’re always trying to get more out of their agency. It felt like a very us versus them relationship.
There was the type of client who knew exactly what they wanted. They understood the direction they were going. They might not do everything internally, but they were making progress and had a strategy. It was clear that they were going to be successful. We said, “The agency model is the way that we had done it. I’m sure that it was flawed the way we had done it.”
The agency model is a better setup for that first type of client because you are trying to drag as many services out of the client as possible to grow your retainer. We thought, “If we believe that the second type of client is the future and that is the way that people are going to be successful, especially with social and digital, what are we doing here?”
Effectively, at that time, we burnt the boats. We got rid of or fired all of our service-based clients and switched to consulting. What we have existed to do ever since is to build capacity inside organizations. That means where you are going and what you are doing. A lot of times, it means executive training.
What we have learned is that the very specific thing that we are trying to do opens up tons of doors. The initial conversation was that we knew we could be doing more with our digital. Our agency is doing a pretty good job. Our frontline staff is doing their best. I’m speaking on behalf of our clients here. As a leader, I could probably be providing better direction. I don’t know what I don’t know.
We come in to solve that specific problem. Soon enough there is training that is necessary. There is operational planning that is needed. There is coaching and leadership. To answer your question directly, we switched because we saw a specific need. I had mapped out all of the products and services that would be necessary, but we built them as we go.
When a client or a buyer that you would love to work with says, “Conner, I would love to work with you and your team, but we do not have the talent or the resources to implement all these recommendations. We can only work with a company that can implement and helps us to put its plan into action.” How do you now deal with that if you are not providing the services or the implementation work for clients?
It is hard. I have learned the hard way over and over again to say no, even when it hurts because I have said yes and it has gone poorly. What I mean by that is when we try to provide the service that we are not specifically set up to provide, what ends up happening is either we are not the best to provide that service, we get distracted or we are not focused.
When we refer it out to somebody we love and build that relationship with these other agencies or talented creators, everybody ends up winning. The companies we refer to are stoked. The client is happy because they get the right service. In the long run, and it is a long run, that is where all we’re going to end up working together.
Is a solution that you say to the client or buyer like, “We can still do the strategy for you. We can provide some training if you need but when it comes to implementation, here are our trusted partners and resource?” Do you still try and maintain this strategy work or do you pass it all over to the other company?Everybody needs a better-equipped team. Click To Tweet
Here is something that I believe about strategy. Sometimes, it can come off as controversial. I will throw this on the table and take from it what you will. Agencies are in conflict when it comes to strategy. Here is what I mean. When an agency is developing a strategy, what it is doing is helping a client make investment decisions, “Should we be investing in media there? Should we be investing in content there? What are the strategic things that we should be doing?” The agency is going to be the one executing.
I believe that the reason why a lot of the budget is moving towards boutique consultancies and smaller shops is because we are seeing that. There are people who are best suited to be providing those specific services. What ends up happening is that rather than being pigeonholed into one provider or another, we can go, “Who could we bring in? Do we need a big agency? Could we create a cocktail of talented individual providers?”
I can see how this would allow you to go from a much larger headcount to a much smaller headcount because you do not need to do the implementation and provide those services. You are providing the strategy or the training. Your website list three core team members, but you have worked with some large and well-known organizations. How is your team structured? Who does what within the company?
Every engagement has three basic people on the engagement. There is always a person who is leading the strategy. Whether it is training or implementation, there is always strategy. There is always the person who is responsible for running the project management, and there is always the person who is a research analyst or the person who is coordinating. That scales easily. What we would keep 100% of the time inside the business is a big idea.
That strategy of any one of those three people you saw on the website can take that on. Project management, project coordination, and even the gathering or organization of data are nearly infinitely scalable. What we’ve done is a basic 80/20 to say, “What is that 20% that delivers 80% of the value that needs to be kept in-house?”
You typically would work with contractors. You have a roster of people you trust that would help you with project management and data analysis side. Those people would be brought in to work with either yourself or the two other key team members to roll it out.
This allows us to walk the talk. Let’s say I built a team out of twenty people. I’m going to have some specific skillsets or generalists, but I’m going to have people who are good at consulting on the copy, media buying or consulting on a dev project. Now, what I’m able to do is scope a project and bring in somebody who is one of Canada’s leading digital researchers, or somebody who has deep media buying knowledge and bring those people into the project under the strategy or the operating plan that we have been developing, and put together the ideal mix.
You have three core areas or service offerings, which are strategy, training and consulting services. Do you find that most clients tend to start with one of those? Is there a typical entry point? What do you think about those three offerings and why those three specifically?
It is usually training because most of the time, people are like, “We generally have a strategy.” Also, strategy is scary. It sounds big and expensive. At the end of it, maybe you get a PDF and the consultant walks away. Consulting is the catch-all that is solving a specific problem and helping to roll something out.
Everybody knows they need a better-equipped team. There are new platforms coming out all the time. It is almost always in the development of the training. It is like, “Tell me a little bit about how your digital marketing model works.” They are like, “What?” I’m like, “Tell me how you get work done.” They are like, “We just get the work done.” I then explain to them a little bit about how organizations grow, scale and develop. Lots of times, we will do training for clients for months or years even. That is awesome but often, that is the tip of the sphere.
There is a growing number of digital marketing firms, digital consultancies, digital this and that, and the other. I see a lot more now than there were back when you first got started. How do you differentiate? How do you make sure that your brand and company are seen as having a clear advantage in the marketplace? What steps do you take? What do you feel is the core differentiation or advantage that you have been able to create in the marketplace?
I’m a big fan of Blair Ann’s school of thinking. It’s like vertical or horizontal thinking. We have done an okay job and a pretty good job at times when it comes to positioning, but there are a couple of different things. One, we are reasonably horizontally positioned. We believe in this concept called digital from the inside out. It is a term we have coined, which is the idea that digital is not a marketing campaign. It is not a social media strategy.
The pandemic has helped us convince people that every business is fundamentally a digital business. What that means is that HR, finances, manufacturing and retail have processes, but most of us have not taken digital seriously enough to build a strategy or plan around it. That is somewhat differentiated. That is sensible. Anybody else could come along and do that, but it is somewhat differentiated.
What we do is we prove that out by vertical. We have been successful in travel and tourism. We are pretty objective that we have the best knowledge base and experience in the Canadian tourism industry in Canada and maybe the North American tourism industry. In retail, we have been successful with clients like Article, Lululemon and Aritzia. By proving out that vertical expertise and getting introductions, creating case studies, publishing content and studies around that. I find that having some horizontal and going deep on a vertical is the way this has worked for us.
Your answer might transition directly into my next question. What do you find in 2022 that is working best when it comes to lead generation and acquiring new clients?
We have dabbled with digital advertising. We have tried LinkedIn. Throughout pre-pandemic, anytime our lead funnel would dry up, I would find a conference, give a talk and everything would be fine. Honestly, that email that we started back in 2016 has been by far the best thing we have ever done.
That is The Brief you are referring to.
Correct. We never sell and never pitch. We barely even talk about our services, but it has positioned us well. I know people reading will be like, “That is not an easy answer. That is not something I can do in the next month.” You are right. It is not, but investing in owned media has been by far the best investment we have ever made.
I would not know where to start now if I was starting from zero because when we first started, Facebook ads worked. Now, maybe not. It was remarkable that we were on Twitter. Now everyone is on Twitter. Investing in those relationships, getting talking to folks like you, and slowly growing that attention and recognition over time have been the most successful thing that we have done.Sometimes, we don't need to reinvent the wheel. We just need to get things done. Click To Tweet
You have mentioned that The Brief, your newsletter and the email that goes out are well-read. It reaches large organizations and senior decision-makers in those organizations. What do you think makes it special? If you had to break down and say, “These are the ingredients. They are essential. They are the fiber and the culture of The Brief that makes it special and creates the impact that it has.” What are those different elements?
Here is a cliché answer. We started by scratching our own itch. In the early days, we send out a weekly report to all our clients. This is as we were transitioning from service to consulting. It was still like, “How is your Google Analytics doing?” We had this idea that a Junction client should never be surprised by something happening on the internet. A Junction client should never come to a meeting and not know about an SEO change or a social trend.
We would write a blurb that would go at the bottom of their reports every week. We call it, “This week on the internet.” Slowly over time, our clients would say, “Can you cut that off of the report? I want to forward it to the whole team and all my friends in the industry.” We are like, “We will put a contact form up and people can sign up for it.” We do not want subscribers because this is mostly for our clients.
A year and a half in, we had 500 readers or something like that. We were like, “We will release this out into the world.” We still write it the same way. I write it every Sunday/Monday, and it goes out on Monday. I want everybody who reads it to feel like they understand what is going on in digital, and they walk away with something tangible. We are not objective. What I mean by that is it’s entirely subjective. It is opinion. It is hot takes. People disagree with us sometimes, and that is awesome. There are lots of great resources out there for the ABCs of what is going on. We offer a little bit of a filter and a bit of a take on what is happening in digital.
How do you plan to find the content or the ideas that you are going to write about? There are a lot of consultants who are good at what they do. They have deep knowledge in their area of expertise, but they are not consistent in getting their knowledge out there into the marketplace. What has been your process? What do you use to get the ideas for writing this? What does that process look like to write it?
For me, it has been the fear of a deadline, setting that expectation, and publicly announcing that you would get this from us every week, even when it was only 30 clients. Also, publicly announcing to the world that we are going to send this email out every Monday. There will be times when it’s 11:00 in the morning on Monday and I have barely gotten started. It is a full panic mode, but I have to get it done that. That is one.
Two, we have this Slack channel on the team that we call Junction University, and it is a brain dump. It is as we wander through the world and see things on Twitter, Hacker News, wherever we happen to see it, we drop those links, and we are chatting about it all the time. When it is time for me to put it together, usually it is on Sunday afternoon. I’m like, “What has been going on on the internet?”
I can pull back into that. We have started to formalize that to a certain extent where at our Friday team meetings, we have that conversation. We make sure that it is scheduled. The teams got lots of takes. They are out seeing different things that I’m not seeing. It is a matter of distilling it down and adding a little bit of flavor to it.
Before I wrap up, a few more questions here for you. You have a lot going on with the company, writing, your team, all the contractors, and all that stuff. If you were to identify a couple of habits or maybe even one habit that you feel leads to the productivity and the positive performance that you can achieve as a leader, what is that practice or what is that habit that you go to on a regular basis?
This is brand new, and I had heard this a couple of years ago. I would have thought it was the dumbest answer. We had this ethos for years that meetings are a waste of time. Corporate culture is broken. If you remember 37signals and the Basecamp crew, they were the unmeeting culture. I fully bought into that.
What I have learned, especially in this line of work, is that we are not devs and we’re not building code. We do need collaboration and sharing of ideas. Certainly for me, as evidenced by The Brief, I deal well with accountability. Rather than choke our days with a whole lot of meetings, what we do is book various specific sessions.
Every Monday, we have a kickoff. What are all the things we are going to do this week? Every Friday, we have a review. We review business success, and in between, when there is important work that needs to be done, we book the most important people on that team. We all sprint on that work. It might be half an hour or an hour, but I find it is incredible how much we can get done.
For example, I have a sprint scheduled so I have to have all of my stuff together. I have to be prepared for it, and when we are there, we are all working together. What I would have found ways to put off for two weeks, I got it all done in a single hour. It hurts me to say meetings, but well-run specific intentional sessions have been our key to success.
Do you include your contractors in those meetings? You have your Monday and your Friday. Is that only the core team of three? Are you also involving contractors in that? If so, I’m wondering how you manage that because that could have a lot of different opinions and maybe a waste of time for certain people. How do you approach that?
Monday and Friday are for the core team, however many people happen to be on the core team at the time. The sessions could be whoever happens to be working on a project at the time.
Second and last question, over the last several months, what is the most impactful or your favorite book that you have either read or listened to? It could be fiction or nonfiction. It must be something that you have enjoyed.
I’m a huge fan of Greg McKeown. He is my favorite keynote speaker of all time time. People might know him from writing Essentialism. I liked Essentialism. As you can tell, I have a lot of things going on and a lot of thoughts. I thought that did a good job of distilling things down. Greg McKeown’s other book is called Effortless. I took away from that book.
Greg McKeown is a phenomenal storyteller. Some people will say his books could be an essay. I got a ton of value out of the book because what it did was it helped me to understand that there are things that require superhuman strength. There are times when we need to be 12 out of 10. Without question, those things are important. There are also times when we need to get it done. We can’t always be 12 out of 10.
I alluded to 80/20 and love this idea of 80/20 analysis because now it has allowed me to look at our work and say, “80% of the time, we are already good at what we do. We do not need to reinvent the wheel. Let’s get those things done, then 20% of the time, we can be phenomenal.” We can do things that are going to surprise us, but we do not have to do that 100% of the time. Effortless has been something that I have been thinking about constantly since I read it. I can recommend the audio version. I have read it and listened to it. He is such a great speaker.
Conner, thank you so much for coming on. I want to make sure that people can learn more about you and your work in Junction. Where is the best place for people to go to learn more about everything you have going on?
Conner, thanks so much for coming on.
Thanks very much. It has been a pleasure.
- Junction Consulting
- Eleven Eleven Talent
- @HeyJunction – Instagram
- @HeyJunction – Twitter
About Conner Galway
Digital has the potential to be the great business equalizer. It’s the primary way that we communicate with each other, and in order to be used effectively, it must be at the core of the organization.
I started Junction Consulting 10 years ago to help organizations build digital from the inside out, and today I get to do that for an incredible group of clients, with a fantastic team.
Our work falls into three categories: Strategy, Training and Consulting. You may notice that there’s not execution in there – by specializing, we give ourselves the ability to be completely objective with our recommendations. When strategists have no incentives, they are free to produce better work, and that’s important to us.
I’m fortunate to be able to apply the same principles in other areas of my life as well – as a Founding Board Member of Give a Damn Vancouver, and as an Instructor at various Universities.