Biggest Challenges Faced by a Head of Business Development at Xsolla Holding Company
Maurice's biggest challenge as Head of Business Development is effectively managing a diverse portfolio of companies, describing it as "keeping it all together," similar to managing multiple children, each demanding unique attention and resources. This requires exceptional time management and mental agility to swiftly transition between diverse issues while maintaining focus and avoiding detrimental delays.
Executive/Leadership, Project Management, Time Management, Problem-Solving, Communication
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Maurice Scarborough
Head of Business Development
Xsolla Holding Company
University of Missouri - 2010
UCLA Anderson School of Management, MBA
Creative Writing, Journalism
Gaming
Sales and Client Management
Scholarship Recipient, Pell Grant Recipient, Took Out Loans, Worked 20+ Hours in School, First Generation College Student
Video Highlights
1. Maurice's role involves managing a portfolio of companies with varying needs, demanding efficient time management and prioritization skills. This highlights the importance of organization and adaptability in high-level business positions.
2. The rapid transition between diverse tasks, such as sales calls, financial analysis, and strategic planning, showcases the multifaceted nature of his work and the need for mental flexibility and preparedness.
3. Maurice emphasizes the significance of preparation before meetings and efficient scheduling to maintain productivity and avoid neglecting crucial aspects of each business unit. This underscores the value of proactive time management and organization in a demanding role.
Transcript
What are some of your biggest challenges in your current role?
The biggest challenge in my role is keeping everything together. When you manage a portfolio of companies, each generating its own revenue and operating as distinct businesses, it can be difficult. Some are larger, and some are further along in their life cycles than others.
It's a challenge to ensure each company receives the attention it needs, when it needs it. I imagine it's similar to managing multiple children; each needs individual care. Some days, one company, like one child, will demand significantly more of your time and attention than the others.
You must tend to that one's needs without neglecting the others, ensuring they still receive what they require. My time is split among these different companies, divisions, and the various people within them. This includes those who report to me and stakeholders who need assistance from my team.
It's important to ensure they receive this support in a timely manner. Time is money, and delays can hinder their ability to execute their roles. This can have a ripple effect, potentially impacting revenue or shifting timelines.
Therefore, avoiding such issues is crucial. The biggest challenge is being as efficient with my time as possible. Scheduling is essential; my calendar would likely surprise you.
The key is to be highly efficient in managing your time and to be as prepared as possible for every meeting. Ideally, I like to receive a quick agenda beforehand to mentally prepare. This is another challenge: transitioning from one issue to the next.
You might move from a sales call to discussing a financial model for a different business, recalling numbers and specific points. Then, you jump into a strategy call for a new line of business opening in six months, assessing progress and whether milestones are being met.
The ability to transition smoothly without a degradation in mental capacity from meeting to meeting or issue to issue is vital. The more you have going on, the easier it is to get things mixed up or let things slip through the cracks.
So, the biggest challenge is ensuring everything is managed in a way that all parties receive as equal attention as possible. It's also about keeping everything straight.