A Customer-Centric Approach to Operations

Throughout Seasons One and Two of Aspiring Ops, we’ve heard how some of the best strategy and operations leaders have started thinking about operations as a growth engine for their companies. 

Whether accelerating growth by removing friction or driving growth by creating proactively persuasive insights that help uncover opportunities, the best strategy and operations leaders are fueling growth across the business. 

However, just as important as growth through new customer acquisition is the focus on growing with customers. 

Our most recent guest on Aspiring Ops, Peter Clare, SVP of Operations at Jobvite had this to say about his team’s focus, “There is nobody in our business that isn’t here to serve customers and help bring new customers in. Those are the two things you have to do effectively to have a high growth business.” 

With this philosophy in mind, Jobvite’s operational structure is designed so that everyone, even those in non-customer facing roles, still have customers at the focus of what they do.  

On this episode of Aspiring Ops, Peter shares how serving others and focusing on outcomes led to his customer-centric approach to building an operational structure that’s focused on serving over 10,000 customers at Jobvite.

Our Takeaway

Like so many great strategy and operations leaders, Peter’s ability to flex into unique roles across all areas of the business and focus on an expected output for the company has driven his journey into strategy and ops. 

However, one key ingredient to Peter’s journey is his ability to quickly understand challenges and identify the right resources to achieve the desired outcome. Part of what makes this possible is his ability to think of problems in terms of ‘timezones’. But at a more fundamental level, Peter sets himself and his team members up for success by his commitment to establishing an operating framework that creates a regular rhythm and cadence for solving these challenges. 

As Peter shares, “Ignoring the operating system isn't an option.” 

But as Peter also points out, any operating system only works and thrives if your team is willing to put in the work to constantly evaluate what’s best for your business. 

To put this into practice, Jobvite puts a pause on all corporate meetings during the last week of the quarter. In taking all of their corporate meetings off the calendar, it helps the company reset what meetings and processes are important. What meetings are mission critical? What parts of the process aren’t serving the company? What needs to change to better serve the company as we scale? 

The awareness and confidence that the company has in evaluating each of the meetings and how they are serving the business helps realign the company and keep a consistent operating rhythm and cadence in place. 

For so many companies, they are looking for a silver bullet as it relates to how many meetings they should have or how they should structure their meetings. But the reality is that it’s a constant work in progress. 

Peter’s advice and tactical application of how Jobvite continues to evolve in building an operating framework that serves their employees and customers is a great example of the impact strategy and operations leaders can have in helping their company continue growing. 

Interested in learning more about Jobvite? Check out their site here

Want to learn more about how Elate is working with other strategy and ops leaders? Request a sneak peek today.

Previous Episode
Next Episode
Amplifying the voices of world-class Strategy & Operations leaders