BUSINESS PROFILE skills and knowledge is essential to any business ’ success . At Lobster , we want to create a culture and environment where creativity and innovation can thrive and where our employees are encouraged to learn from failure . We believe that fostering an innovative mindset is key to maintaining our position as a leader in the industry . We do this with a mix of learning and coaching on the job , which we believe helps employees learn from real-time scenarios .
In addition , because not everyone ’ s brain works the same , we believe that a variety of communication is essential to staff progression and development of skills and knowledge . For this reason , we encourage mixing it up ; whether in person , at a town hall meeting or via email , communication is key .
help solve some of the unique challenges they face . Persona-wise , we target supply chain professionals and IT leaders .
What has your career looked like so far ?
Throughout my career I ’ ve led various different business functions – from finance and M & A to strategy , IT , legal and operations , all of which has led to my current role as CEO of Lobster . I wouldn ’ t say I ’ ve had a favourite discipline – more that there ’ s been a common thread of driving innovation and embracing technology that empowers businesses , which aligns perfectly with Lobster ’ s mission . The opportunities I ’ ve sought out have typically been focused on driving growth and innovating with a vibrant ecosystem , as that ’ s what I ’ ve found the most rewarding . I ’ ve navigated a range of environments , from large corporates to scaleups , and now in a private equity-backed setting , and all the while gaining invaluable cultural experiences during nearly a decade living abroad in the US and Netherlands .
How do you equip your staff with skills and knowledge ?
Giving staff what they need to thrive and generally setting them up for success by equipping them with the right
How do you work with other executives within the C-suite to make sure your voice is heard ?
When it comes to working with other members of the C-suite , I don ’ t believe in micromanagement ( hopefully they ’ d agree with that !). I ’ m a big fan of keeping the focus on our shared objectives and KPIs , because without a consistent view of where we ’ re going , we won ’ t get there in a hurry .
I also try to champion a hands-on mentality and approach and remain open to sparring , brainstorming and feedback as I firmly believe this is the best way to build a culture that encourages bold decisions .
How do you ensure different teams in your organisation work together ?
We work in such an interdependent way that it usually follows that key company projects are structured cross-functionally , which is essential for driving the innovation we need – especially in the mid-market . Our meetings , too , are carefully planned to foster cross-functional alignment , ensuring that all teams are working towards our shared objectives . We incentivise cross-functional success and celebrate when it works well , so we can replicate it across the business . This collaborative approach is vital for us to remain agile and innovative in a rapidly evolving industry . x
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