Biggest Challenges Faced by a Head of Growth at 3DNS
As Head of Growth, Max's biggest challenge is "managing egos" from various stakeholders: customers, marketing, founders, and even the CEO. This involves navigating difficult conversations, especially when disagreeing with technologically gifted CEOs, while also advocating for customers because "the customers are king no matter what."
Leadership, Communication, Interpersonal Skills, Customer Focus, Problem-Solving
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Max Ronquillo
Head of Growth
3DNS
UC Berkeley
Economics, Political Science, American Studies
Technology
Business Strategy
Scholarship Recipient, Pell Grant Recipient, Greek Life Member, Transfer Student
Video Highlights
1. Managing egos is a significant challenge, requiring careful navigation of relationships with customers, marketing, founders, and CEOs, especially in a startup environment where blame can be common.
2. Maintaining and developing strong relationships is crucial, not just for immediate needs but also for the long term, necessitating a balance between standing up for oneself and prioritizing the greater good and alignment on product releases.
3. Advocating for customers is paramount, as they possess valuable insights that drive product improvements and communication strategies, even when it means challenging the opinions of technologically gifted CEOs.
Transcript
What's your biggest challenge in your role?
A key part of this role, which is likely true for many, is managing egos. While not necessarily Web3-specific, it's prominent when you're a point person for frustrated customers or when marketing or founders are upset.
For instance, you might have a founder who's upset about a minor issue, only to realize they were mistaken. You then have to tell them they're wrong. This is especially challenging in startups where people tend to blame others.
The question becomes how to have these conversations and maintain relationships, even when emotions are high. It's about developing proper relationships not just for today, but for the future.
It's about learning to manage egos. In the beginning, it can be tough, especially when you're in back-to-back meetings and just want to focus on your own work. But you have to remember it's for the greater goal of aligning on product releases.
What I've learned is that sometimes you have to stand up for yourself, but more importantly, you need to stand up for the customers. They are king, and they know what's best. Learning from them helps us build better products and communicate them effectively through channels like Twitter.
Then, you have to translate customer feedback to the CEO. Sometimes, the CEO might want to do their own thing, and you have to say no. This is particularly true in Silicon Valley, where technologically gifted CEOs may not want to hear dissenting opinions.
Ultimately, it's a lot of managing egos. You learn how to do it, and it prepares you for future roles and even for building your own venture.