Main Responsibilities of a CEO at a Digital Transformation Platform Company
As CEO, one of Michelle's main responsibilities involves being "the glue that kind of stitches the leadership team together," requiring constant context switching between sales, HR, finance, and technology, and ensuring alignment with the company's charter. Ultimately, success in the role hinges on motivating and exciting the team, highlighting the importance of soft skills and leadership in driving the digital transformation platform company forward.
Leadership, Communication, Financial Management, Technology, Motivation
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Michelle Tinsley
CEO
Digital Transformation Platform Company
University of Oregon
Arizona State University (ASU) - W. P. Carey
Finance, Marketing
Consulting & Related Professional Services, Technology
Strategic Management and Executive
Honors Student, Scholarship Recipient, Greek Life Member
Video Highlights
1. CEO wears many hats and does a lot of context switching, meeting with sales, HR, and finance in a single day.
2. CEO is constantly learning about the technology, even though they are not an engineer, to ensure they are making sense.
3. A key responsibility of the CEO is motivating and exciting the team about their goals; failure to do so is seen as failing at the job.
Transcript
What are your main responsibilities in your role?
As CEO of the company, I basically have to wear many hats. Essentially, I'm the glue that stitches the leadership team together. I do a lot of what I call context switching.
My first meeting of the day might be with a sales leader or a client, trying to win a deal. Then, I may switch gears the next hour to talk to HR. We just rolled out our performance review cycle, so I'm talking through where we are in that process and what I need to do to write reviews.
Next, I switch gears and meet with finance about the P&L and the budget, and how we're tracking. We do weekly financing activities that I need to approve. For controls, we usually have two sets of eyes on every transaction.
So, there's a lot of variety. I'm constantly learning about the technology. I'm not an engineer, but I want to be smart enough that I'm not saying things that don't technically make sense. There's also a lot of networking and soft skills involved.
At the end of the day, if I can't get my team motivated and excited about our charter, then I have failed at my job.