Redefining Go-To-Market: Sam Jacobs on Building a Community for Operating Executives

Introduction:

This episode of Topline, featuring CEO Sam Jacobs of Pavilion, offers a fascinating glimpse into the creation of a thriving community for operating executives in B2B tech. Jacobs lays bare the challenges of building a focused community in a fragmented industry and demonstrates a strategic approach that prioritizes authenticity, operator needs, and long-term community building – a blueprint for any ambitious founder.

Main Points and Arguments:

  1. The Problem with Existing B2B Tech Communities: Jacobs argues that most B2B tech communities are dominated by CEOs and founders, neglecting the crucial role of operating executives – the people driving growth and execution. He highlights the lack of recognition and support afforded to these individuals, often leaving them feeling overlooked and under-equipped. This creates a need for a community specifically designed for those in operational leadership roles.

  2. Pavilion’s Unique Identity: Pavilion’s core mission is to empower operating executives with the education, insights, and peer support they need to thrive. This is achieved through “Pavilion University,” an educational institution focused on equipping leaders with critical skills like negotiation strategies, equity understanding, and operational best practices.

  3. The Importance of a Clear Point of View: A key element of Pavilion’s success is its staunch and clearly defined point of view – advocating for operating executives and providing them with the tools and knowledge they need to navigate the industry’s complexities. This contrasted sharply with existing communities that often prioritized investor perspectives.

  4. Leveraging Technology & Network Effects: Jacobs emphasizes the crucial role of LinkedIn and Slack in building Pavilion’s initial momentum. The ability to easily share insights and connect with peers fueled rapid growth and created a vibrant, real-time learning environment.

  5. The Evolution of Community & Addressing Mistakes: The episode reveals a crucial shift in mindset – from a highly selective, exclusive club to a more accessible and inclusive community. This evolution acknowledges earlier mistakes – particularly the open membership policy – and demonstrates a willingness to adapt and refine the community’s approach. A key takeaway is the importance of a long-term vision and avoiding short-sighted growth strategies (like over-expanding geographically).

  6. The Value of a ‘Cool’ Community: Jacobs touches upon the concept of a “cool” community. He argues that, like Soho House, creating a community that is desirable and exclusive, while prioritizing quality experiences, is critical for sustained growth and engagement.

Actionable Things You Can Implement Next Week:

  1. Assess Your Network: Take stock of your professional network. Are you actively engaged with operating executives? Consider reaching out to those you admire and offering support or sharing relevant resources.
  2. Identify Your Community Needs: What skills, knowledge, or support are you lacking in your role? Can you find a community, online or offline, that can address these needs?
  3. Focus on Value Exchange: Regardless of the community you join, prioritize genuine value exchange. Share your expertise, actively participate in discussions, and seek out opportunities to learn from others.
  4. Consider a “Pavilion-like” Approach: If you’re involved in a smaller team or organization, think about how you can create a more supportive environment where knowledge is shared openly and collaboration is encouraged.

Concluding Paragraph:

This episode provides a masterclass in community building, demonstrating Sam Jacobs’ astute understanding of the B2B operating executive landscape and his strategic approach to addressing a critical need. By prioritizing operator voices, fostering a culture of knowledge sharing, and embracing a long-term vision, Pavilion has established itself as a powerful force in the industry. The key takeaway is that creating a truly valuable community is not just about building membership numbers; it’s about cultivating a supportive, collaborative ecosystem where operating executives can thrive and unlock their full potential—a principle that can be applied to any ambitious business endeavor.