Summary of my D. Sumptom feedbackSummary of my David Sumptom feedback:
q In order for others to promote you, you need to turn your language around to describe who you can help, the type of problems you can solve and how someone might recognize the characteristics of a ‘David-Sumpton-solvable-problem’ if it appeared in an organization that was different—by industry, orientation, size of firm--from a Bell Canada (i.e. What will tip someone off that they need you if the problem occurred within the Heart and Stroke Foundation vs. say, Hydro One or an oil and gas refiner?)
q Once you’ve identified the general characteristics of a ‘David-Sumpton-solvable-problem’, tell the world why they should hire you over the guy standing next to you. Do you bring extra insight to the capital budgeting discussions that save problem owners’ time or money? What have others said about you w.r.t to your capital budgeting skills relative to others doing a similar role? Currently, you have no recommendations attached to your LinkedIn profile—I am offering this purely as an observation, not as a judgment or criticism.
q Who are the gatekeepers to these sorts of problems you can readily solve? What might a gatekeeper’s title look like, say, in a mid-sized firm or family-run business?
q How are the four recently licensed cellular companies going about addressing their capital budgeting processes? Have they made an noteworthy mistakes that you can discern?
Ivey Classmates You Might Want to Contact
q Hal Peters – in the Gulf with a Saudi telco. Recently helped Zain dispose of its wireless properties across Africa and was instrumental in trying to spin Zain’s cellular towers in Africa off as a standalone deal.
q John Loucks – his software and consulting firm do a lot of work with mid-sized manufacturing companies that have cost accounting and efficiency issues.
q Ivey chapters in London & Toronto
q Is there a Financial Managers professional association in Toronto? Are you a member?
Final comments: (1) Like you, I need to work on my personal branding. (2) I have heard and personally observed that it is your many weak connections, not your few strong ones, that lead to new work. Assuming that you build up the size of your contact base, and you do a series of coffees, lunches, etc. what’s your strategy for staying top of mind with the people you’ve contacted, say, 3 or 4 months afterwards? What’s in it for them? Are you actively furthering other people’s careers and businesses within your network (e.g. articles, conferences they may wish to attend, etc.)?
last updated december 2013