March 12, 2026 • 44 mins
Here's a publish-ready episode description: Dallas CEOs You Should Know | Tina Posey, CEO of Spinutech In this episode, Chris Long sits down with Tina Posey, CEO of Spinutech, a 25-year independent digital marketing and web agency built on performance, curiosity, and client outcomes.
Tina's path to the corner office wasn't planned. A native Texan and UTA grad who once had her sights set on criminal justice, she stumbled into an ad agency internship and never looked back. From her early days on the Hyatt Hotels account to scaling agencies inside Omnicom and Publicis Groupe for brands like AT&T, Google, Mercedes-Benz, and Citibank, Tina built her career by staying curious, empowering people, and letting results do the talking.
Now leading Spinutech's next chapter of growth, Tina talks about what it means to step into a founder-led legacy, why clarity is a CEO's most important deliverable, and how people-first leadership creates the conditions for sustained performance. She and Chris also dig into the evolving expectations enterprise brands have for their agency partners, navigating AI noise, and what "decision velocity" actually looks like in practice.
Plus, Tina reveals her first concert, her walk-up song, and the one movie she'll never scroll past.
CEOs You Should Know DFW features candid conversations with leaders shaping business in North Texas and beyond, hosted by Chris Long, Region President of iHeartMedia Dallas/Fort Worth. Follow, Rate, and Subscribe on the podcast platform you are listening on!
Tina's path to the corner office wasn't planned. A native Texan and UTA grad who once had her sights set on criminal justice, she stumbled into an ad agency internship and never looked back. From her early days on the Hyatt Hotels account to scaling agencies inside Omnicom and Publicis Groupe for brands like AT&T, Google, Mercedes-Benz, and Citibank, Tina built her career by staying curious, empowering people, and letting results do the talking.
Now leading Spinutech's next chapter of growth, Tina talks about what it means to step into a founder-led legacy, why clarity is a CEO's most important deliverable, and how people-first leadership creates the conditions for sustained performance. She and Chris also dig into the evolving expectations enterprise brands have for their agency partners, navigating AI noise, and what "decision velocity" actually looks like in practice.
Plus, Tina reveals her first concert, her walk-up song, and the one movie she'll never scroll past.
CEOs You Should Know DFW features candid conversations with leaders shaping business in North Texas and beyond, hosted by Chris Long, Region President of iHeartMedia Dallas/Fort Worth. Follow, Rate, and Subscribe on the podcast platform you are listening on!
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Speaker 1 (00:01):
This is CEOs you Should Know with Dallas market president
of iHeartMedia, Chris Long.
Speaker 2 (00:07):
I want to welcome everyone to CEOs you Should Know.
And this is Chris Long, Dallas market president for iHeartMedia,
and I'm here with my good friend Tina Posey, CEO
of spin utech You know how you doing.
Speaker 1 (00:20):
I'm doing great today. Thanks for having me.
Speaker 2 (00:22):
This absolutely so Tina. I'm sure you've listened to every
episode and you were prepared for the next question, but
I'm going to have to ask you what we ask
all of our guests as we start each episode. You know,
iHeartMedia is America's largest audio entertainment company with over eight
hundred and sixty radio stations, one hundred and sixty markets,
(00:43):
streaming and podcasting every audio platform you can imagine. So
this next question is really important and I think it's
a great way we kick off every episode. So my
first question is what was your first concert? And you're
The second question is what podcast are you listening to? Now?
Speaker 1 (01:03):
Great questions. First concert Whitney, Houston, nineteen eighty seven timeframe.
Speaker 2 (01:09):
Wow, okay, Amanda, so you need to know this. We're
now keeping a tally. Amanda and I are one you're
putting it in first, Okay, so going into today, Chet's
gonna be upset. He only held the title for one week.
So check Kimmel from Neighborhood credit Union was posted.
Speaker 1 (01:28):
Oh wow, yeah, a good one to see.
Speaker 2 (01:30):
Yeah, Doctor Field Harrison at Mint Dentistry was Pink Floyd
and then our friend Matt Powell from Morock was Johnny Cash.
Speaker 1 (01:40):
So we're putting with That's a tough crowd.
Speaker 2 (01:42):
I know, and I'm in last because mine was complete
eighties experience of men at work. Yeah, don't get too
excited about that. Okay, we'll have to get back to
you on the rank of that. But I know you're
in the top three that it says top. You're saying
the top spot.
Speaker 1 (01:59):
I would have killed to see Whitney Houston, okay in
her prime. It's a good placement, yes.
Speaker 2 (02:05):
Okay, So so that you came out of the gate strong.
What are you listening to on a podcast?
Speaker 1 (02:10):
SmartLess is one that I recently got into with Jason
Bateman and Sean Hayes and they recently had Jennifer Lawrence
on and she's just great, just you know, super casual,
really comfortable, funny. Yeah, you probably wouldn't have picked up
on that as much. But it's just a lot that
she shared about not really going through the traditional acting
(02:31):
process and getting the training, but just sort of leading
into it with the support of her parents. And I
really enjoyed understanding that personal aspect of her a little bit.
Speaker 2 (02:40):
More so question follow up question when do you listen
to podcasts?
Speaker 1 (02:43):
Usually in the evening or on the weekend?
Speaker 2 (02:45):
Okay, like walking, just laying, probably.
Speaker 1 (02:49):
Just hanging out while my husband's watching TV and I'm
trying to find something more meaningful to do. I do
more of the.
Speaker 2 (02:55):
Podcasting and hybrow stuff, right right, Yeah, okay.
Speaker 1 (03:00):
Get that and weekends, Yeah, of course, walking the dog
and oh, joining the outdoors. It's a little easier time.
Speaker 2 (03:06):
Absolutely. I want to go back to the Jennifer Lawrence
comment because I think it leads into the first question.
So she got into acting. It wasn't like a planned thing.
Speaker 1 (03:15):
Necessarily, no formal training.
Speaker 2 (03:18):
Just kind of happened one day, yep. Okay, So let's
transfer from Jennifer Lawrence to Tina Posey. How did you
get your start? You went to UTA here in Dallas.
Speaker 1 (03:29):
I did, Yeah, native Texan, grew up here, went to
school at UTA and really stumbled on an opportunity. I
was actually planning to get to school for criminology and
criminal justice, that was the career path. Stumbled on an
internship opportunity with an ad agency here, took that internship
and really just fell in love with the idea of
(03:51):
being able to combine creativity with problem solving. Leaned into that.
I've had a great opportunity to continue to work there
as I pursued my education, and then when I graduated,
they offered me a full time role.
Speaker 2 (04:05):
Interesting, so was it a smaller agency or.
Speaker 1 (04:09):
Was it one of the probably more mid size within
a Holy company environment. Not something I ever really considered,
but just kind of took me down a different path
and been here ever since.
Speaker 2 (04:20):
It's interesting because in these conversations that I have with CEOs,
you know, we had doctor Harrison from mid Dentistry and
he went on a mission trip and let him do
a tooth extraction when he was nineteen, and he said,
from there on out, I was hucked. Well I wanted
to do and then.
Speaker 1 (04:37):
Extraction at nineteen huh tooth extraction at nineteen.
Speaker 2 (04:40):
I don't know that. I don't know that I should.
Doctor Harrison I'm sorry. I know that you kind of
didn't want that out there as much, and I keep
repeating it the story, but it is a great story.
But back to Utina. But it's interesting. We were talking
about Powell from morocc and he was talking about his
first job.
Speaker 1 (04:56):
As a smaller private very similar is.
Speaker 2 (05:00):
Required to change the kitty litter of the women's cats
in the office, and that any crazy stories from being
the newest person.
Speaker 1 (05:08):
Not really. I mean I feel like just in terms
of the mentorship that I had, they threw me in
pretty early, had real accountability right out the gate, and
obviously made a few mistakes, but took a lot of
pride in the fact that they depended on me to
do a really good job and so got some real
high profile opportunities, you know, by just being an intern.
(05:29):
And that's what I enjoyed the most. I learned a
lot through failures and through success.
Speaker 2 (05:33):
Sure, so you get your first role, what do you
remember your first account you worked on?
Speaker 1 (05:39):
Worked on higat Hotels Hyatt Hotels. Wow, helped support their
loyalty program, which at the time was Heigel Passport. Now
it's world of Hyatt, great client and actually you think
about their sophistication from a marketing perspective, they were super
sophisticated back then, still are today. But I learned a
lot about data driven, mark being, creativity, like all of
(06:01):
those elements working together to power the business. That was
probably a really interesting time. Learned a lot through that process.
Speaker 2 (06:09):
What's what's one thing that really stands out to you
that you know you pass along, you know, to newer
employees and your organizations or people that come to you
for career advice, Like, what's something that sticks out?
Speaker 1 (06:22):
Yeah, I think it the you know, the how empowerment
can translate to confidence. You know, I think for me again,
having strong mentors and people that were there to support
my success, recognizing that, you know, when you're early in
your career, you want to be able to be trusted,
you want opportunity, and I think, you know, recognizing that
giving people the empowerment and the freedom to move within
(06:45):
the role deliver their unique spin on it can be
a really powerful motivator. Yeah.
Speaker 2 (06:51):
So, you you know, pretty quickly were within the large
agency groups, you know, publicists. I'm gonna com talk about
you know, everyone's journey climb. Whatever you want to say
is different, Like what what do you think about when
you think your climb to her for CEO role, Like
what did that look like? Was there a big win?
Like what made you stand out?
Speaker 1 (07:14):
Yeah? I think for me, when I think about that
and sort of connect it to my greatest accomplishment, what
was really powerful for me from a career trajectory perspective
was the fact that I was part of a leadership
team that created an agency javelin. Yeah, and just the
spirit of partnership, working alongside a very talented leadership team
to cultivate that business from the ground up. So I
(07:36):
think from a startup mentality, a building capabilities, building a
go to market strategy, that whole go to market flywheel
that supports that identifying, you know, our unique value proposition,
all aspects of building a business, running an agency supporting
big clients. I think that that allowed me to get
greater levels of visibility within pretty environment. Yeah, yeah, I
(08:00):
think so. And again great mentors within that business, but
then also access to talent that I probably wouldn't have
otherwise had and great learning environment, but just probably more
so the visibility with some of the larger clients and
the partnerships that we had across multiple agencies.
Speaker 2 (08:17):
So this is interesting because it was within the larger
holding company environment, but it was a startup. I mean
you were starting from ground up, yes, so you really
had a little bit of both worlds, you know, because
within a startup you're doing everything.
Speaker 1 (08:30):
Right right, yeah, and an environment where you've never really
done it before, so you have the support around you
to help ensure that you don't fail. You definitely have
mistakes and you learn from that mistake, but you definitely
have the backing and the support of a bigger resource
to ensure that you're successful.
Speaker 2 (08:50):
What was the thing you think that you did well
in that environment that accelerated your career growth.
Speaker 1 (08:57):
I think for me, it was probably about being a
people centered leader. Yeah, and I truly believe that. You know,
when you focus on people and try to create the
best conditions for them to be successful, that really feeds
the culture. And I believe that everything occurs in the
context of culture, agreed. And you know, with that you
(09:18):
build commitment because when people are committed, when they feel
like they're included in the process, then they're committed, and
commitment drives sustained growth over time versus just something that's situational.
So being able to support people in that way and
creating that environment where they could be safe, that they
could be themselves but bring their own perspective to the
business is probably really powerful at that time.
Speaker 2 (09:40):
So you think that that was the biggest accelerant to
success and growth, was what you were able to do
within a culture, I think, So, yeah, this is an
interesting conversation. I'm gonna, you know, do what I always do.
Amanda's going to laugh. I'm pulling something that's supposed to
happen at the end of this, all the way up
to the But one of my favorite things is talking
(10:02):
about you know, within any organization, there are those big moments,
those seismic shifts, but they don't happen very often. And
I think that for teams to succeed and have long
term success. And I talk to our team here about
it as you win and the cracks and the gray spaces,
and when you talk about culture, a lot of people
talk a culture game, but I've come to learn I
(10:25):
think very if you truly live it, and because it's
considered in some way as a soft skill, and it's
way more than just sending thank you notes. You know,
it's what you do and how you live it every day,
and it's hard because it's not always measurable. So, like
when you think about the cracks and gray spaces, statement,
(10:50):
what do you take pride in within that? In a
culture and so being people first and all that, but
but like what what does that mean?
Speaker 1 (10:56):
I mean, I feel like my number one jobmultiple jobs,
but my number one job is to bring clarity to
the organization because you know, getting back to the point
about you know, inclusion breeds commitment, but people need to
really be clear and you know, talk about scaling and
growing and maintaining culture, it's really about continuing to be
(11:17):
intentional about the choices that you make, but more importantly,
making sure that as you scale, as complexity increases, you're
scaling your engagement with the team. At that same pace.
You should have greater levels of visibility during times of
change than less right and if you stay if you
stay intentional about that and remember the mission and it's
sure people stay connected to the mission, that can be
(11:38):
a really powerful accelerator. So when I talk about culture,
for me, it all starts with clarity of the mission,
visibility and engagement, creating a safe space so people feel
like they have your support and sharing what's working, what's
not working, and no judgment, just open conversation, candidate input,
especially for the people that are to the work. They
(12:01):
really know what's working and what's not working, and you
have to allow people to be empowered to share that
perspective in order for the business to be successful.
Speaker 2 (12:09):
You bring up an interesting point because it happens so
often in I really think every business, but in our business,
in the media business, there's there's a lot of conversations
at the highest levels, and they always forget to include
the people who do, like you said, who do the work,
and so you end up going nowhere. So I find
it interesting because I think it is important to remember
(12:30):
the people who do the work. No great idea really
ever gets to execution phase unless there's people to do
the work.
Speaker 1 (12:37):
Yeah, and I think it's you know, starts with what
I've tried to do at Spinutech is anchor the culture
and courageous leadership. And one way we do that is
by bringing the human element into the mix. And we
have an all agency meeting every Friday for thirty minutes.
We call it Freestyle Friday, and it's freestyle for reason
because there's no PowerPoint. There's no rigid agenda. It's just
(13:00):
everyone coming together, sharing stories of success, sharing wins, sharing challenges,
just open conversation about what's working, what's not working, getting
to know one another on a personal level. And it's
been a great I feel like a great motivator, great
opportunity for me to get to know everyone. Probably a
good opportunity for people to get to know me. But again,
same point, just what's the mission? Are we staying focused?
(13:22):
Are we supporting one another in that? How can we
be better? How can we do different? Where are our
clients at today, how are they supporting or how are
we supporting their success? All of those elements are tied
into that Friday session.
Speaker 2 (13:34):
That's great. I started something with our team here called
Solutions Council, and there's a couple of always members and
then there's a couple of rotating every month and it's like, Okay,
what's the biggest challenge this week you guys are facing.
I think if I've learned anything, as you know, I
was fortunate enough to be thrust into leadership role very young,
(13:56):
when you're more apt to do more talking as opposed
to you. As we get a little bit wiser. I think.
I hope we listen more and those those sessions you
learned so much and it seems like this is a
soft skill. You know what am I doing this for?
And it's amazing the nuggets that that come out of it.
Speaker 1 (14:12):
Yeah. I think a lot of times it's you feel
this sense of early in your career performative confidence, oh
for sure, But it's really about asking the right questions
right and not always feeling like you have to have
all the answers, Oh for sure. A huge learning for me. Actually,
it was a game changer for me. Yeah, just being
more curious well and asking the right questions. And we've
(14:36):
talked about your career.
Speaker 2 (14:37):
I mean you were thrust into some heavy leadership roles
pretty quickly after you know, Javelin was was put together,
you know, and some pretty lofty responsibility, and I would
imagine there were probably some moments where you thought, you know, yeah,
I got this licked. You know, boy, I'm smart. Anything
jump out of any moments that you think about, you know,
(14:58):
I any time I think you're smart, by the way, well.
Speaker 1 (15:01):
I appreciate that. Yeah you're a bit biased, but I
think anytime you step into a new role or you
enter a bigger room or you know, super competitive environment.
You know, you always tend to doubt yourself, for sure,
but I think you know, for me, it's really been
about staying focused on the mission, not you know, you
could easily try to be louder, try to lean in heavier,
(15:25):
you know, dive in from an emotional standpoint. I think
I've learned just squeeze the emotion out of it, stay
focused on the mission, and the results speak for themselves.
Speaker 2 (15:34):
Yeah, for sure. So you multiple CEO roles and then
coming up on one year at spin you Tech and
you took over the CEO role from a founder.
Speaker 1 (15:47):
I did of twenty years two founders.
Speaker 2 (15:49):
Founders, So talk about that a little bit different you are,
You've done the CEO CEO role from really different vantage
points and starting points, So talk a little bit about that.
Speaker 1 (15:59):
So this is stepping into legacy infrastructure. And you know,
for me, when I came in and I've shared this
with the agency, it's not really about disruption. It's really
about understanding the chapters of the story and what is that,
what built that foundation, and how do we carry that forward.
So it wasn't about coming in and reinvent reinventing spin utech.
It's about seeing what the capabilities are, where we have strength,
(16:23):
and then continuing to evolve it based on where the
market is going. And that's it's a great agency. The
people are just extremely smart, really curious, leaning into you know,
everything we're doing from an innovation perspective. It's been really
powerful to watch that. But it's it's also a great
agency that's been built on multiple decades of really strong performance,
(16:46):
great client relationships. There's a lot of trusts there. So
it was really easy to step into that role. It
wasn't you know, the goal wasn't to reinvent the wheel,
but just really you know, lean into what the strengths
were and continue to evolve it.
Speaker 2 (17:00):
It was the hardest part following founders, you know.
Speaker 1 (17:02):
It really wasn't that difficult. I think, you know, just
like in any leadership role, you learn to understand expectations.
You know what two co founders, you know, maybe have
different expectations of what you need to bring to the
role and different perspectives. So I think it's really been
about getting to know them on an individual level, having
(17:25):
that ongoing dialogue, you know, pulling them in when I'm
not sure, being comfortable saying hey, can we dig in here,
let me get your perspective. It's it's actually been quite
an honor, but really just a big learning experience for me.
And I really believe in the power of continuous learning.
So I'm learning different things in a different way than
(17:47):
maybe what I have in the past, and it's really
been energizing for me.
Speaker 2 (17:50):
Oh that's great, that's great. So what do you see
with with with people on your team and how you
manage lead and all of that.
Speaker 1 (17:58):
I mean, we we subscribe to a hybrid working model,
largely remote, but we do have folks near some of
our core offices. I think for me, the sign of
the times, it's really just about being flexible, yeah, and
being supportive and knowing that at the end of the day,
people are really committed to the mission and they'll do
(18:18):
whatever it takes to support the business. The notion of
an integrated life. You know, it's really hard to manage
work life balance sometimes and I get that, but I
also want people to know that, you know, if you're
leaning into a need that we have with a particular
client scenario, then you know you're going to have the
support of a leadership team to balance that out so
(18:39):
you don't feel like it's all about work that you know,
we prioritize family, we prioritize personal time, and those things
are just as important as the job.
Speaker 2 (18:47):
Yeah, it's hard, right, I mean, I think at the
end of the day, it's always about getting the job done.
I think what what I see that can be challenging
is the people that are maybe a little bit in
the newer in their careers understanding how important it is
to be in an environment when you can be around
your peers, around people that know more, and just the
(19:07):
learning that takes place and the energy quite candidly that
comes out of that. But at the same time juggling
you know, if you want to coach your kids basketball
team or whatever. Absolutely those are things that need to
happen because I mean candidly, I mean I remember, you know,
when I grew up and my mom had to work.
You know, the seventies were not a time when your
(19:28):
boss said, yeah, I go to your kids game. That
just wasn't the thing. And I think that I'm glad,
you know, it's positive that we've evolved, but to that level.
But I think teaching people to understand, like Ultimately, it
is about getting the work done and getting it done well.
And if you can do that, then you can go
from there.
Speaker 1 (19:44):
And I do think, you know, the face to face
moments are really powerful. I do feel like, just you know,
to your question, looking back on my career, where I
learned them most. It was in person, oh, watching, observing,
having conversations, because I didn't there weren't. It wasn't just
one particular path. I had multiple roles through that internship process,
(20:05):
multiple roles after, and it was really driven by curiosity.
What does it like to work like in an accounting role?
What does it look like to be in project management?
Teach me data and analytics. I'd like to be in
a role that's more it's closer to that. So that
a lot of that was just watching people engage, being
in the meetings that I otherwise wouldn't have been a
part of ye and seeing, you know, being curious and
(20:27):
seeing what different skill sets require, what that could you know,
what that could look like for me, So that that
energy and curiosity really propelled you know, what opportunities would
look like for me on a personal level.
Speaker 2 (20:40):
But I think too, it also comes back to if
you created a culture people want to be around. Yeah,
that's true standidly. I mean, if you don't have that,
it's a lot easier to say, yeah, you know what,
I can get this done at home and not be
here whereas people. You know, it's I learned stuff when
i'm I have a good time talking to Amanda or whomever,
(21:01):
and and it's a good place to do my work
and get my job done. So you know, it all
ties together for sure. So what are you seeing now
as SPINDI Tech being a digitally forward agency, what are
the biggest challenges you see in the digital marketing industry
right now?
Speaker 1 (21:21):
I mean obviously what's happening from an AI perspective.
Speaker 2 (21:23):
Didn't see that coming.
Speaker 1 (21:24):
Yeah, no, lots of AI noise, lots of AI noise.
But I mean I think, you know, for us, in
terms of helping clients navigate that it's really about anchoring
everything around strategic clarity. You know, what are the problems
that they're facing, you know, what's the behavior that they
want to drive, and what are the business outcomes that
need to be delivered. So I think if you can
(21:45):
cut through the noise of what's happening in the market
right now, you know AI fragmentation, you know, decentralized journeys.
If you can cut through that and get strategic clarity,
that to me is where the power comes into play. Yeah.
Speaker 2 (21:58):
Clarity is always good. Yeah, and I think that, you know,
there's something we face every few years, and like you said,
AI is obviously extremely important and it's driving a lot
of conversations. You know, as a company, we had an
announcement before the start of the year round Guaranteed Human
as it relates to on air personality.
Speaker 1 (22:18):
I like that.
Speaker 2 (22:19):
Yeah. I think that when you look at at you know,
the local the importance of localization and the radio and
audio industry for that particular platform, it's important to know.
I think people those relationships matter, and it matters that
it's with you know, whichever personality it is. If you
if you don't want that, that's where you may go to,
(22:41):
you know, listen to streaming or you know not that
a podcast is a but then even in the podcast,
you know you're on SmartLess, you know who you're listening to. Yeah, yeah,
it's it's certainly an interesting time. I like to remind myself,
you know, every generation has these moments where you know,
we were early on like, you know, I don't want
to go into Y two K, but you know that
(23:01):
was something that you and I dealt with earlier, for sure.
So you've gotten the opportunity to work with some major brands,
you know, At and T, Disney, Google, FedEx, Mercedes, Benz others.
What do you think enterprise brands like that need from
their agencies these days? And you can't say clarity.
Speaker 1 (23:19):
I can't say clarity. I mean AI or AI Okay,
you know, I think that brands used to think of
partnerships through the lens of capabilities and channels, and I
think what they really need right now is a business partner,
someone that can help them architect a strategic growth plan.
(23:41):
And what I found, speed is a strategic advantage and
they're looking for speed to value. They want transparency, they
want accountability, but they really truly want a partner that
cannot just manage the business, but move the business. And
I think one of the that plays to our strengths
because we're not just there to execute campaigns, where they're
help architect a growth plan for them and and focusing
(24:04):
and leaning on the business problem and how that needs
to be solved, understanding the constraints uh to or what
the bottlenecks are in terms of how they're managing the business.
You know, is there a conversion issues, their retention issue
is that their business model is it price and purchasing power,
Like understanding those constraints or bottlenecks, getting to the root
(24:26):
of that and helping them solve for that. That's really
the type of partner that they need, someone who is
who has that business lens and not just brings it
doesn't just bring a channel focus.
Speaker 2 (24:36):
Do you think I have a I'll give you my
opinion in a moment. Do you think the word partner
is overused?
Speaker 1 (24:41):
It can be?
Speaker 2 (24:42):
It can, it does?
Speaker 1 (24:45):
It does? And I think, you know, if I think
about some examples, you know where we've really played into
that partnership role, it's really been about a partner who
can move the business.
Speaker 2 (24:55):
Yeah.
Speaker 1 (24:55):
So if I guess if you extend that definition to
you more clearly define what is it is, I think
that's right. Yeah.
Speaker 2 (25:02):
And you also brought up the word, you know, the
word value, and I think that you know, so really
in our business or any business, a lot of times
people think value me, it's just low price, right, And
I just I don't believe that it does. Like when
I talk to our people, it's like, why should a
business talk to you over someone else? You have to
bring value more than Hi. My name is Joe and
(25:23):
I'm a great guy. Right, you may get to that
point where we look at you that way? How do
you look at value? Is it as it relates to
a partnership.
Speaker 1 (25:31):
I think it's all about decision velocity.
Speaker 2 (25:34):
Just dropping words, velocity, clarity. You don't like that word, No,
I love it. I love it. I feel like I've
got to really up my vocabulary.
Speaker 1 (25:42):
I think it's just you know, I think about you know,
being an independent agency, sure, and the power of what
we bring to the table. We help clients make decisions faster.
We bring value to them in a way where we
can deliver something that they can't do internally. And you know,
for us in particular, you know, we don't have the
structural friction, Yeah that exists with other ages. Our focus
(26:05):
is really about making sure that our decisions are as
close to our clients problems as possible. And if we
are focused on client outcomes will be successful.
Speaker 2 (26:15):
Yeah, that's the balance, right, Like you know, big scale
partners in any industry are going to have an right,
they have more inventory, or they have the big brand name,
whatever the case may be, but they're hamstrung by the
bureaucracy and what it takes to get anything done. So
the real trick, and you and I have both worked
in both environments, the trick becomes, how do you find
(26:36):
that middle ground to where you bring the larger brand, scale, value,
whatever you will, but with the ability to get something
done quickly, you know, speed to market. Like you said,
you know on you know in the sales side of things,
a lot of times make it easy to say yes,
right right, And that doesn't mean you're giving you away,
but answer the you solve the problem.
Speaker 1 (26:55):
Right, Yeah. I mean it's a very competitive, dynamic market
for any brand, sure, and I think the path to
success is helping clients make decisions quickly and the right decisions.
Speaker 2 (27:07):
So I'm going to go off script because I guess
as the person driving the ship, I can do that.
Just a question without mentioning the brand. Talk about a
challenge you're dealing with right now and how you're solving it.
You don't have to go into too much detail, but
it's this is interesting.
Speaker 1 (27:25):
I mean I think that there are a number of
different challenges that we're facing right now. There are a
lot of parallels in some of those challenges, but I
think probably one of the biggest is, you know, care
of voice. Yeah, like again in a crowded market, how
you know, when you have brands that maybe don't have
the spend that other brands do, how do you ensure
(27:48):
that they get there they're heard in the market and
having not having the dollars to be able to support that.
So you think about like grassroots activities and things that
you can do to extend the brand to give people
the voice that they that they need to be able
to effectively compete. That's a that's a consistent challenge that
brands are facing right now, and we're dealing with it
(28:08):
on a number of different clients right now.
Speaker 2 (28:10):
Okay, so really now I'm gonna shift gears on you again.
I just noticed this in my notes. Our team does
a little digging. This is no, this is good, this
is good. Your teams describe you as a damn fun
person to be around. How do you bring that energy
every day?
Speaker 1 (28:25):
Is that true?
Speaker 2 (28:27):
It's in the notes right here.
Speaker 1 (28:28):
You want to read them, I trust you.
Speaker 2 (28:31):
Okay, I'll highlight it and phrase for you.
Speaker 1 (28:34):
Okay, yeah, no, I mean I believe in hard work,
but I also believe in having fun. And I think
if at the end of the day, we spend so
much time together, if we're not having fun together, then
you know, we're not being able to be successful. Yeah,
we have to get to know one another on a
personal level. Those human moments are really important and we
have to create space for that as well. But finding
(28:54):
a way to have fun, you know, Honestly, with this
particular role, it took a bit of time for that
to evolve. A bit more of a serious person sometimes
and really digging in, you know, especially during the onboarding
period and doing everything you can to soak everything in
and know where to focus and the energy that you
need to put towards certain things. But you know, again,
it's a great team. They it's a really strong culture.
(29:18):
They support one another. They've been through a lot of
you know, growth together, which is really exciting. But they've
been very welcoming and supportive. I've got to know many
of them very well, and so we have a lot
of fun now well.
Speaker 2 (29:30):
And clearly they speak very highly.
Speaker 1 (29:32):
Yeah, which I think I might put that on a
plaque or frame it in my office. I don't think
I've ever heard that before. That's great though, So how
many hubs do you have a spinutech So we have
an office in Cedar Falls, Iowa, an office in Des Moines, Iowa.
We also have an office in Tampa, Florida. We have
a strong presence in Chicago, but we have folks in
(29:54):
the city and in the suburbs, so there's kind of
a blending of office space there. Gods are our primary much.
Speaker 2 (30:00):
Do the Tampa visits November to March and the Iowa
Chicago visiness.
Speaker 1 (30:06):
That's ideal, but actually couldn't make it to Tampa two
weeks ago because the ice storm in Dallas.
Speaker 2 (30:11):
That's not supposed to happen that way, is it just
to happen?
Speaker 1 (30:13):
But it did and to that put a damper on
my plans, but made it work.
Speaker 2 (30:18):
So you and I actually met under this topic of
you know, I think we what you and I bonded
over was paying it forward, And you know, we met
while you were trying to make a decision about spin attack,
and we just enjoyed the conversation and developed gover a
cup of coffee talk. You know, you you know when you.
(30:42):
When you ascend to the roles that you've had, it
becomes really difficult. Everybody wants your time, whether it's clients
or your own people. How do you fit the paying forward?
And you and I talk about this paying forward to
those who either looking who want to grow in the career,
whatever as they're looking for that are outside of your
(31:02):
day to day. How do you look at that and
how do you try and maintain that kind of attitude
because I know it's important to you.
Speaker 1 (31:08):
Yeah, I mean I think first and foremost it's accessibility
as much as you can, and you know, finding the
opportunities to do that. There are several friends that I
meet on the weekend. I carve out time in the evening,
and again there's more that I could do. They're probably
a handful of friends right now that wish that we
would be able to get some time on the calendar.
I maybe haven't returned their phone calls, but I really
do try hard to prioritize that because there have been
(31:31):
so many incredible people that have powered my career that
have been accessible to me, even honestly, people that senior
leaders within other brands that I didn't really know that well.
But I reached out and they responded and we had
a coffee or a conversation. I'm just super grateful that
they would dedicate that time. So for me, it's like
that that is my responsibility as especially as a female leader,
(31:55):
to be able to provide that level of support to others.
And you know, I will say, within the life last
five years, it's become increasingly important for me to really
make those moments happen and to prioritize that time.
Speaker 2 (32:06):
Let's talk about that as a female leader in the
space again, you climbed some pretty high ladders multiple times,
different places. What are you most proud of as you
think about it. Was there a challenge you overcame, was it?
I mean, you know, looking at your resume, I told
somebody that I was doing an episode with you, and
(32:28):
I shot them your LinkedIn and like, wow, that's impressive.
I was think not not really, It's just Tina, No,
I'm just kidding. I'm just kidding.
Speaker 1 (32:36):
I think that's fair.
Speaker 2 (32:37):
You know.
Speaker 1 (32:37):
I guess for me, it's being able to be successful
despite the challenges, right, And you know, you when you're
going through a career journey, sometimes you feel underestimated.
Speaker 2 (32:50):
Yep.
Speaker 1 (32:51):
Sometimes you feel undervalued, especially you know, as a female
in the space. And again, part of that has been
having strong mentors and advocates, but a lot of it
was having male advocates, people that would, you know, when
you're not in the room, would be supportive of you.
And actually, you know, one of my favorite bosses was
(33:12):
a huge advocate for me, like he like he really
took the time to create the opportunities for me and
to allow me to be successful in my own right.
And that's that's kind of how I look at it.
Speaker 2 (33:23):
Do you have a lot of young women who reach
out to you, either on staff or external reach out
to you.
Speaker 1 (33:29):
Yeah, I do, and they face a lot of the
same challenge the challenges that I face. So you know,
I think the best advice for them is, again, the
results speak for themselves. Find your group of people that
you know will be your champion. You know, I used
to say, pick three people that you really feel like
you want to get to know. It could be someone
that you want to emulate, it could be someone that
(33:50):
you know, feel like you could learn from. Someone that
could be a person you could have an honest conversation
with and get really good feedback. Sure, find your people
and lean into those relationships and make sure that that
you know, you have that solid footing, because that's the
best that's the best way to power your careers to
have those relationships and people that will support you, but
(34:12):
then give you honest feedback.
Speaker 2 (34:14):
Yeah, it's it's interesting. You threw out a word that
I cringe, but I when I hear, because I do
think there's a distinction between a boss and a leader.
And just because you are in what we would quote
as a leadership role doesn't mean you're a leader, right,
you very well could be a boss. You mean your thoughts.
You know, I will share my thoughts and then you
jump in because I can. And again I've thrown some
(34:35):
stuff at you. You know, I know that we talked
a little earlier about listening more than telling, asking versus telling,
and I think there's just real distinctions in there, and
a lot of people like to say they're a leader,
and you know, like, okay, what are you doing to
prove that out? And you know, you and I've spoken
about culture and that's hugely important. But you know, like
(34:58):
for me, never asking people to do so you wouldn't
do yourself right, right, you know?
Speaker 1 (35:02):
Yeah, I mean, for sure, there's an aspect of rolling
up your sleeves and working shoulder to shoulder to solve problems.
It also gets back to being accessible again. I'm sure
reinforce to the team that I may not be able
to make a meeting today, but if you text me
if you need me, I will be there. If it's
ten o'clock at night, if it's six in the morning,
I will do my very best to be accessible to
(35:22):
you and support you.
Speaker 2 (35:23):
That's a good one. I don't think people think about
that as much. And it's one thing not to be
someone who just goes in their office and closes their
door for nine hours. But it's also like, hey, if
something comes up at six point thirty and whatever, you're
going to answer right right.
Speaker 1 (35:40):
Yeah, And I think part of our role is to
help navigate ambiguity. And I know I've mentioned this earlier,
but that strategic clarity is super important.
Speaker 2 (35:52):
Yeah.
Speaker 1 (35:52):
It's a very challenging environment right now, and people want clarity.
They seek clarity, and from a leadership perspective, it's something
you have to ensure that you're bringing every single day.
I mean, and I'm sure there's more that I could do,
but I really again, trying to be accessible, trying to
create space for people to give honest feedback, trying to
lean in, trying to get to know people that I think,
(36:14):
I believe that helps support clarity.
Speaker 2 (36:16):
Yeah, you're I think if you're consistent in those things,
because again, like we've all worked with him, for people
who say one thing to another, you know, I know
for me one of the things. You know, people have
worked with overy years will laugh if they're listening to this,
but like there'll be time sharing conversations and I'll stop
people and I'll go If the shareholders knew we were
(36:36):
having this conversation right now, the stock price would go down,
like why are we talking about this? And look, there's
a certain point where you know, someone's just got to
get something off their chest or whatever. But there's also
the loss of a just efficiency of the day because
we're all pulled in so many dis Yeah.
Speaker 1 (36:53):
I mean my perspective on that is I always want
to be a resource for people to be candid and bent,
you know, vent appropriately, vent to me, versuspending to someone else,
for sure, but also be prepared to come with solutions
because at the end of the day, we're here to
solve problems. And you know, while I want to hear
your perspective always, will you know, make time for that
(37:14):
and respect it. We want to also solve problems.
Speaker 2 (37:17):
Yeah, I mean exactly, because it really comes back to
the Okay, if you want to come to the problem
all day long, come with a solution too, right, because
if not, then like don't I mean, you don't want
to say, don't waste my time. But we also know
that the world, there's certain people in the world that
only come with half of the equation there and always
forget the solution. And you got to manage through that,
(37:41):
you know it. You know, as we think about your
career as a as a female leader and in the
notes trailblazer. So you didn't see that one coming today?
Being called a damn firm, fun person to be around
and a trailblazer. This is a really good start to
your day, is it fantastic? I know how about that?
Speaker 1 (38:01):
But you should have started the conversation with that.
Speaker 2 (38:04):
What that you're a damn fine trail laser, right, we
could have maybe I'll refer to you as that. I
think we I think we do that.
Speaker 1 (38:13):
I'll take it. What's like.
Speaker 2 (38:20):
If you were getting ready to step away and someone
a female leader was stepping in, you know, and I've
heard like the presidents do this, they like leave.
Speaker 1 (38:30):
What would you say?
Speaker 2 (38:31):
What would be that thing? I mean, we've talked a lot,
a lot of different stuff, But what's the one thing.
Speaker 1 (38:37):
You're stepping into an incredible role with a phenomenal group
of talented people. Do you write by them? You know,
don't don't forget about them. Obviously the business needs to
be a priority, but you know, actually at the end
of the day, people come first.
Speaker 2 (38:55):
Yeah, that's the universal. Yeah, it really is so fast
forward for five years. What do you want to say
about Spin you Tech?
Speaker 1 (39:03):
Well, what I what I know that I will say
about Spin you Tech is that they you know, when
you talk about blazing a trail and really you know,
growing and supporting mid to enterprise level brands, that that
will be the sweet spot. I mean, that's where I
think that there's going to be incredible growth for Spin
you Tech. I want to be able to talk about,
(39:23):
or we'll be able to talk about how we've been
able to you know, move markets and the level of
capability and growth power that we've been able to bring
to the brands that we work with today and the
prospects that we will support in the future. I really
do think that we are a powerful growth accelerator for
the brands that are really looking to grow, that are
(39:44):
you know, experiencing tremendous challenges right now, coming in and
giving them a roadmap for growth and you know, being
the architect of their future. I think that there's a
lot of space that we can play and there's really
power in what we'll be able to deliver for our clients.
Speaker 2 (40:00):
I don't know that I could. Is that it better
myself for the people listening. Tina was a little nervous
about this. I think you've done a great job. I've
put you on the on the hot seat, and I've
gone off script, and I've done all the things I
promised I wouldn't do. So we're gonna have a little
bit of fun with the last section section of the podcast.
My team was concerned that, you know, Valentine's Day being
(40:22):
a few days ago, that you didn't get enough chocolate
in your life. So we have taped three can of
your favorite candies to envelopes with questions, and this will
be the last question of our episode. So we have butterfinger,
Snickers and peanut m and m's, and if you want
to pick your favorite, which you can take with you
as well, and then open there.
Speaker 1 (40:43):
I didn't get enough.
Speaker 2 (40:43):
You can absolutely take all. You could take all three,
but you got to open the envelope, read the question
and answer going with the butter finger. All right, I
don't even know what the question is serious, I don't.
Speaker 1 (40:58):
If I don't like the question, we'll go of snickers.
Speaker 2 (41:04):
Uh.
Speaker 1 (41:04):
Oh, what's your walk up song?
Speaker 2 (41:08):
So when you invested yourself walking into a big meeting?
What is playing when Tina Posey opens the door?
Speaker 1 (41:14):
Firework?
Speaker 2 (41:15):
What's that?
Speaker 1 (41:16):
Firework?
Speaker 2 (41:17):
Bye? Katy Perry, Katy Perry. There you go. Okay, that's
a good one.
Speaker 1 (41:24):
Yeah, I like to no judge. I don't think. You
don't act like you like it?
Speaker 2 (41:28):
Huh, I don't hate it.
Speaker 1 (41:30):
Did you have another song in mind?
Speaker 2 (41:32):
I think for you enter Sandman By?
Speaker 1 (41:33):
Oh okay, yeah, that's a great means business. Didn't think
about that?
Speaker 2 (41:38):
That's I like business. You want to go Snickers? You
didn't seem as excited about that one. What do you got.
Speaker 1 (41:47):
Best piece of advice you'd give your younger self?
Speaker 2 (41:51):
Oh?
Speaker 1 (41:51):
Boy, lean in with confidence. You can do anything that
you set your mind to. Surround yourself with the right people.
Have a plan, yeah, and work the plan.
Speaker 2 (42:03):
Okay, fair enough, you know what, Let's just do the
last one. Anyway, we've never done this before.
Speaker 1 (42:09):
I'm the lucky one.
Speaker 2 (42:10):
You're the lucky one.
Speaker 1 (42:13):
Guilty Pleasure movie. You'll always stop and watch. Oh The Equalizer,
Love The Equalizer, Intel Washington. He is such a great actor.
I'm all about that. Yeah, he's fantastic. Watch it all
the time.
Speaker 2 (42:30):
Okay, So you've been really honest with us, and I
know you've been a little uncomfortable by the looks you've
given me during the podcast. I will share mine.
Speaker 1 (42:38):
Oh yeah, do I get to ask questions?
Speaker 2 (42:40):
You know what? I will answer this question for you
as we wrap up Hidden Amanda. You ready for this? Yeah,
Harry Potter, which one any any of them all? Whenever
drives my kids nuts? We got I love it too.
Speaker 1 (42:58):
I have to admit, Harry.
Speaker 2 (43:00):
Potter the trivia game, Harry Potter, and it's like we
quit playing because it's not fair if you're not on
my team.
Speaker 1 (43:08):
I was gonna say, so, you're who all of those
like ABC Family Harry Potter Weekends for four.
Speaker 2 (43:15):
Let's just put it this way. You know, all my
kids are grown Mary. In the family group text, someone
will say, you know, on Family Channel it's a Harry
Potter weekend. Dad, just go jump in and fun fact
and then we'll finish. When I met my daughter Lucy's
current boyfriend, she said, oh, Dad, he's just like you.
(43:36):
He loves Harry Potter. I'm like, yeah, right, we'll see.
So when I met him and he shook my hand,
I pulled him in real close, and I said expecto
patronum in his ear, and he looked at me like
what in the world. And my daughter Lucy looked at
me with horror, and she goes, what did he say?
He goes, I'm not sure, but I think he put
a spell on me. And on that note, Tina, thank
(43:59):
you for joining us. Thank you a lot of fun.
Speaker 1 (44:02):
It was a lot of fun. I really enjoyed it.
Speaker 2 (44:04):
I appreciate you coming and spend a little time with us,
and we'll be talking soon.
Speaker 1 (44:10):
I look forward to it.
Speaker 2 (44:11):
Coffee soon, Coffee soon, Tina Posey CEO spin You Tech
This is CEOs you Should Know with Dallas market president
of iHeartMedia, Chris Long.
Speaker 2 (00:07):
I want to welcome everyone to CEOs you Should Know.
And this is Chris Long, Dallas market president for iHeartMedia,
and I'm here with my good friend Tina Posey, CEO
of spin utech You know how you doing.
Speaker 1 (00:20):
I'm doing great today. Thanks for having me.
Speaker 2 (00:22):
This absolutely so Tina. I'm sure you've listened to every
episode and you were prepared for the next question, but
I'm going to have to ask you what we ask
all of our guests as we start each episode. You know,
iHeartMedia is America's largest audio entertainment company with over eight
hundred and sixty radio stations, one hundred and sixty markets,
(00:43):
streaming and podcasting every audio platform you can imagine. So
this next question is really important and I think it's
a great way we kick off every episode. So my
first question is what was your first concert? And you're
The second question is what podcast are you listening to? Now?
Speaker 1 (01:03):
Great questions. First concert Whitney, Houston, nineteen eighty seven timeframe.
Speaker 2 (01:09):
Wow, okay, Amanda, so you need to know this. We're
now keeping a tally. Amanda and I are one you're
putting it in first, Okay, so going into today, Chet's
gonna be upset. He only held the title for one week.
So check Kimmel from Neighborhood credit Union was posted.
Speaker 1 (01:28):
Oh wow, yeah, a good one to see.
Speaker 2 (01:30):
Yeah, Doctor Field Harrison at Mint Dentistry was Pink Floyd
and then our friend Matt Powell from Morock was Johnny Cash.
Speaker 1 (01:40):
So we're putting with That's a tough crowd.
Speaker 2 (01:42):
I know, and I'm in last because mine was complete
eighties experience of men at work. Yeah, don't get too
excited about that. Okay, we'll have to get back to
you on the rank of that. But I know you're
in the top three that it says top. You're saying
the top spot.
Speaker 1 (01:59):
I would have killed to see Whitney Houston, okay in
her prime. It's a good placement, yes.
Speaker 2 (02:05):
Okay, So so that you came out of the gate strong.
What are you listening to on a podcast?
Speaker 1 (02:10):
SmartLess is one that I recently got into with Jason
Bateman and Sean Hayes and they recently had Jennifer Lawrence
on and she's just great, just you know, super casual,
really comfortable, funny. Yeah, you probably wouldn't have picked up
on that as much. But it's just a lot that
she shared about not really going through the traditional acting
(02:31):
process and getting the training, but just sort of leading
into it with the support of her parents. And I
really enjoyed understanding that personal aspect of her a little bit.
Speaker 2 (02:40):
More so question follow up question when do you listen
to podcasts?
Speaker 1 (02:43):
Usually in the evening or on the weekend?
Speaker 2 (02:45):
Okay, like walking, just laying, probably.
Speaker 1 (02:49):
Just hanging out while my husband's watching TV and I'm
trying to find something more meaningful to do. I do
more of the.
Speaker 2 (02:55):
Podcasting and hybrow stuff, right right, Yeah, okay.
Speaker 1 (03:00):
Get that and weekends, Yeah, of course, walking the dog
and oh, joining the outdoors. It's a little easier time.
Speaker 2 (03:06):
Absolutely. I want to go back to the Jennifer Lawrence
comment because I think it leads into the first question.
So she got into acting. It wasn't like a planned thing.
Speaker 1 (03:15):
Necessarily, no formal training.
Speaker 2 (03:18):
Just kind of happened one day, yep. Okay, So let's
transfer from Jennifer Lawrence to Tina Posey. How did you
get your start? You went to UTA here in Dallas.
Speaker 1 (03:29):
I did, Yeah, native Texan, grew up here, went to
school at UTA and really stumbled on an opportunity. I
was actually planning to get to school for criminology and
criminal justice, that was the career path. Stumbled on an
internship opportunity with an ad agency here, took that internship
and really just fell in love with the idea of
(03:51):
being able to combine creativity with problem solving. Leaned into that.
I've had a great opportunity to continue to work there
as I pursued my education, and then when I graduated,
they offered me a full time role.
Speaker 2 (04:05):
Interesting, so was it a smaller agency or.
Speaker 1 (04:09):
Was it one of the probably more mid size within
a Holy company environment. Not something I ever really considered,
but just kind of took me down a different path
and been here ever since.
Speaker 2 (04:20):
It's interesting because in these conversations that I have with CEOs,
you know, we had doctor Harrison from mid Dentistry and
he went on a mission trip and let him do
a tooth extraction when he was nineteen, and he said,
from there on out, I was hucked. Well I wanted
to do and then.
Speaker 1 (04:37):
Extraction at nineteen huh tooth extraction at nineteen.
Speaker 2 (04:40):
I don't know that. I don't know that I should.
Doctor Harrison I'm sorry. I know that you kind of
didn't want that out there as much, and I keep
repeating it the story, but it is a great story.
But back to Utina. But it's interesting. We were talking
about Powell from morocc and he was talking about his
first job.
Speaker 1 (04:56):
As a smaller private very similar is.
Speaker 2 (05:00):
Required to change the kitty litter of the women's cats
in the office, and that any crazy stories from being
the newest person.
Speaker 1 (05:08):
Not really. I mean I feel like just in terms
of the mentorship that I had, they threw me in
pretty early, had real accountability right out the gate, and
obviously made a few mistakes, but took a lot of
pride in the fact that they depended on me to
do a really good job and so got some real
high profile opportunities, you know, by just being an intern.
(05:29):
And that's what I enjoyed the most. I learned a
lot through failures and through success.
Speaker 2 (05:33):
Sure, so you get your first role, what do you
remember your first account you worked on?
Speaker 1 (05:39):
Worked on higat Hotels Hyatt Hotels. Wow, helped support their
loyalty program, which at the time was Heigel Passport. Now
it's world of Hyatt, great client and actually you think
about their sophistication from a marketing perspective, they were super
sophisticated back then, still are today. But I learned a
lot about data driven, mark being, creativity, like all of
(06:01):
those elements working together to power the business. That was
probably a really interesting time. Learned a lot through that process.
Speaker 2 (06:09):
What's what's one thing that really stands out to you
that you know you pass along, you know, to newer
employees and your organizations or people that come to you
for career advice, Like, what's something that sticks out?
Speaker 1 (06:22):
Yeah, I think it the you know, the how empowerment
can translate to confidence. You know, I think for me again,
having strong mentors and people that were there to support
my success, recognizing that, you know, when you're early in
your career, you want to be able to be trusted,
you want opportunity, and I think, you know, recognizing that
giving people the empowerment and the freedom to move within
(06:45):
the role deliver their unique spin on it can be
a really powerful motivator. Yeah.
Speaker 2 (06:51):
So, you you know, pretty quickly were within the large
agency groups, you know, publicists. I'm gonna com talk about
you know, everyone's journey climb. Whatever you want to say
is different, Like what what do you think about when
you think your climb to her for CEO role, Like
what did that look like? Was there a big win?
Like what made you stand out?
Speaker 1 (07:14):
Yeah? I think for me, when I think about that
and sort of connect it to my greatest accomplishment, what
was really powerful for me from a career trajectory perspective
was the fact that I was part of a leadership
team that created an agency javelin. Yeah, and just the
spirit of partnership, working alongside a very talented leadership team
to cultivate that business from the ground up. So I
(07:36):
think from a startup mentality, a building capabilities, building a
go to market strategy, that whole go to market flywheel
that supports that identifying, you know, our unique value proposition,
all aspects of building a business, running an agency supporting
big clients. I think that that allowed me to get
greater levels of visibility within pretty environment. Yeah, yeah, I
(08:00):
think so. And again great mentors within that business, but
then also access to talent that I probably wouldn't have
otherwise had and great learning environment, but just probably more
so the visibility with some of the larger clients and
the partnerships that we had across multiple agencies.
Speaker 2 (08:17):
So this is interesting because it was within the larger
holding company environment, but it was a startup. I mean
you were starting from ground up, yes, so you really
had a little bit of both worlds, you know, because
within a startup you're doing everything.
Speaker 1 (08:30):
Right right, yeah, and an environment where you've never really
done it before, so you have the support around you
to help ensure that you don't fail. You definitely have
mistakes and you learn from that mistake, but you definitely
have the backing and the support of a bigger resource
to ensure that you're successful.
Speaker 2 (08:50):
What was the thing you think that you did well
in that environment that accelerated your career growth.
Speaker 1 (08:57):
I think for me, it was probably about being a
people centered leader. Yeah, and I truly believe that. You know,
when you focus on people and try to create the
best conditions for them to be successful, that really feeds
the culture. And I believe that everything occurs in the
context of culture, agreed. And you know, with that you
(09:18):
build commitment because when people are committed, when they feel
like they're included in the process, then they're committed, and
commitment drives sustained growth over time versus just something that's situational.
So being able to support people in that way and
creating that environment where they could be safe, that they
could be themselves but bring their own perspective to the
business is probably really powerful at that time.
Speaker 2 (09:40):
So you think that that was the biggest accelerant to
success and growth, was what you were able to do
within a culture, I think, So, yeah, this is an
interesting conversation. I'm gonna, you know, do what I always do.
Amanda's going to laugh. I'm pulling something that's supposed to
happen at the end of this, all the way up
to the But one of my favorite things is talking
(10:02):
about you know, within any organization, there are those big moments,
those seismic shifts, but they don't happen very often. And
I think that for teams to succeed and have long
term success. And I talk to our team here about
it as you win and the cracks and the gray spaces,
and when you talk about culture, a lot of people
talk a culture game, but I've come to learn I
(10:25):
think very if you truly live it, and because it's
considered in some way as a soft skill, and it's
way more than just sending thank you notes. You know,
it's what you do and how you live it every day,
and it's hard because it's not always measurable. So, like
when you think about the cracks and gray spaces, statement,
(10:50):
what do you take pride in within that? In a
culture and so being people first and all that, but
but like what what does that mean?
Speaker 1 (10:56):
I mean, I feel like my number one jobmultiple jobs,
but my number one job is to bring clarity to
the organization because you know, getting back to the point
about you know, inclusion breeds commitment, but people need to
really be clear and you know, talk about scaling and
growing and maintaining culture, it's really about continuing to be
(11:17):
intentional about the choices that you make, but more importantly,
making sure that as you scale, as complexity increases, you're
scaling your engagement with the team. At that same pace.
You should have greater levels of visibility during times of
change than less right and if you stay if you
stay intentional about that and remember the mission and it's
sure people stay connected to the mission, that can be
(11:38):
a really powerful accelerator. So when I talk about culture,
for me, it all starts with clarity of the mission,
visibility and engagement, creating a safe space so people feel
like they have your support and sharing what's working, what's
not working, and no judgment, just open conversation, candidate input,
especially for the people that are to the work. They
(12:01):
really know what's working and what's not working, and you
have to allow people to be empowered to share that
perspective in order for the business to be successful.
Speaker 2 (12:09):
You bring up an interesting point because it happens so
often in I really think every business, but in our business,
in the media business, there's there's a lot of conversations
at the highest levels, and they always forget to include
the people who do, like you said, who do the work,
and so you end up going nowhere. So I find
it interesting because I think it is important to remember
(12:30):
the people who do the work. No great idea really
ever gets to execution phase unless there's people to do
the work.
Speaker 1 (12:37):
Yeah, and I think it's you know, starts with what
I've tried to do at Spinutech is anchor the culture
and courageous leadership. And one way we do that is
by bringing the human element into the mix. And we
have an all agency meeting every Friday for thirty minutes.
We call it Freestyle Friday, and it's freestyle for reason
because there's no PowerPoint. There's no rigid agenda. It's just
(13:00):
everyone coming together, sharing stories of success, sharing wins, sharing challenges,
just open conversation about what's working, what's not working, getting
to know one another on a personal level. And it's
been a great I feel like a great motivator, great
opportunity for me to get to know everyone. Probably a
good opportunity for people to get to know me. But again,
same point, just what's the mission? Are we staying focused?
(13:22):
Are we supporting one another in that? How can we
be better? How can we do different? Where are our
clients at today, how are they supporting or how are
we supporting their success? All of those elements are tied
into that Friday session.
Speaker 2 (13:34):
That's great. I started something with our team here called
Solutions Council, and there's a couple of always members and
then there's a couple of rotating every month and it's like, Okay,
what's the biggest challenge this week you guys are facing.
I think if I've learned anything, as you know, I
was fortunate enough to be thrust into leadership role very young,
(13:56):
when you're more apt to do more talking as opposed
to you. As we get a little bit wiser. I think.
I hope we listen more and those those sessions you
learned so much and it seems like this is a
soft skill. You know what am I doing this for?
And it's amazing the nuggets that that come out of it.
Speaker 1 (14:12):
Yeah. I think a lot of times it's you feel
this sense of early in your career performative confidence, oh
for sure, But it's really about asking the right questions
right and not always feeling like you have to have
all the answers, Oh for sure. A huge learning for me. Actually,
it was a game changer for me. Yeah, just being
more curious well and asking the right questions. And we've
(14:36):
talked about your career.
Speaker 2 (14:37):
I mean you were thrust into some heavy leadership roles
pretty quickly after you know, Javelin was was put together,
you know, and some pretty lofty responsibility, and I would
imagine there were probably some moments where you thought, you know, yeah,
I got this licked. You know, boy, I'm smart. Anything
jump out of any moments that you think about, you know,
(14:58):
I any time I think you're smart, by the way, well.
Speaker 1 (15:01):
I appreciate that. Yeah you're a bit biased, but I
think anytime you step into a new role or you
enter a bigger room or you know, super competitive environment.
You know, you always tend to doubt yourself, for sure,
but I think you know, for me, it's really been
about staying focused on the mission, not you know, you
could easily try to be louder, try to lean in heavier,
(15:25):
you know, dive in from an emotional standpoint. I think
I've learned just squeeze the emotion out of it, stay
focused on the mission, and the results speak for themselves.
Speaker 2 (15:34):
Yeah, for sure. So you multiple CEO roles and then
coming up on one year at spin you Tech and
you took over the CEO role from a founder.
Speaker 1 (15:47):
I did of twenty years two founders.
Speaker 2 (15:49):
Founders, So talk about that a little bit different you are,
You've done the CEO CEO role from really different vantage
points and starting points, So talk a little bit about that.
Speaker 1 (15:59):
So this is stepping into legacy infrastructure. And you know,
for me, when I came in and I've shared this
with the agency, it's not really about disruption. It's really
about understanding the chapters of the story and what is that,
what built that foundation, and how do we carry that forward.
So it wasn't about coming in and reinvent reinventing spin utech.
It's about seeing what the capabilities are, where we have strength,
(16:23):
and then continuing to evolve it based on where the
market is going. And that's it's a great agency. The
people are just extremely smart, really curious, leaning into you know,
everything we're doing from an innovation perspective. It's been really
powerful to watch that. But it's it's also a great
agency that's been built on multiple decades of really strong performance,
(16:46):
great client relationships. There's a lot of trusts there. So
it was really easy to step into that role. It
wasn't you know, the goal wasn't to reinvent the wheel,
but just really you know, lean into what the strengths
were and continue to evolve it.
Speaker 2 (17:00):
It was the hardest part following founders, you know.
Speaker 1 (17:02):
It really wasn't that difficult. I think, you know, just
like in any leadership role, you learn to understand expectations.
You know what two co founders, you know, maybe have
different expectations of what you need to bring to the
role and different perspectives. So I think it's really been
about getting to know them on an individual level, having
(17:25):
that ongoing dialogue, you know, pulling them in when I'm
not sure, being comfortable saying hey, can we dig in here,
let me get your perspective. It's it's actually been quite
an honor, but really just a big learning experience for me.
And I really believe in the power of continuous learning.
So I'm learning different things in a different way than
(17:47):
maybe what I have in the past, and it's really
been energizing for me.
Speaker 2 (17:50):
Oh that's great, that's great. So what do you see
with with with people on your team and how you
manage lead and all of that.
Speaker 1 (17:58):
I mean, we we subscribe to a hybrid working model,
largely remote, but we do have folks near some of
our core offices. I think for me, the sign of
the times, it's really just about being flexible, yeah, and
being supportive and knowing that at the end of the day,
people are really committed to the mission and they'll do
(18:18):
whatever it takes to support the business. The notion of
an integrated life. You know, it's really hard to manage
work life balance sometimes and I get that, but I
also want people to know that, you know, if you're
leaning into a need that we have with a particular
client scenario, then you know you're going to have the
support of a leadership team to balance that out so
(18:39):
you don't feel like it's all about work that you know,
we prioritize family, we prioritize personal time, and those things
are just as important as the job.
Speaker 2 (18:47):
Yeah, it's hard, right, I mean, I think at the
end of the day, it's always about getting the job done.
I think what what I see that can be challenging
is the people that are maybe a little bit in
the newer in their careers understanding how important it is
to be in an environment when you can be around
your peers, around people that know more, and just the
(19:07):
learning that takes place and the energy quite candidly that
comes out of that. But at the same time juggling
you know, if you want to coach your kids basketball
team or whatever. Absolutely those are things that need to
happen because I mean candidly, I mean I remember, you know,
when I grew up and my mom had to work.
You know, the seventies were not a time when your
(19:28):
boss said, yeah, I go to your kids game. That
just wasn't the thing. And I think that I'm glad,
you know, it's positive that we've evolved, but to that level.
But I think teaching people to understand, like Ultimately, it
is about getting the work done and getting it done well.
And if you can do that, then you can go
from there.
Speaker 1 (19:44):
And I do think, you know, the face to face
moments are really powerful. I do feel like, just you know,
to your question, looking back on my career, where I
learned them most. It was in person, oh, watching, observing,
having conversations, because I didn't there weren't. It wasn't just
one particular path. I had multiple roles through that internship process,
(20:05):
multiple roles after, and it was really driven by curiosity.
What does it like to work like in an accounting role?
What does it look like to be in project management?
Teach me data and analytics. I'd like to be in
a role that's more it's closer to that. So that
a lot of that was just watching people engage, being
in the meetings that I otherwise wouldn't have been a
part of ye and seeing, you know, being curious and
(20:27):
seeing what different skill sets require, what that could you know,
what that could look like for me, So that that
energy and curiosity really propelled you know, what opportunities would
look like for me on a personal level.
Speaker 2 (20:40):
But I think too, it also comes back to if
you created a culture people want to be around. Yeah,
that's true standidly. I mean, if you don't have that,
it's a lot easier to say, yeah, you know what,
I can get this done at home and not be
here whereas people. You know, it's I learned stuff when
i'm I have a good time talking to Amanda or whomever,
(21:01):
and and it's a good place to do my work
and get my job done. So you know, it all
ties together for sure. So what are you seeing now
as SPINDI Tech being a digitally forward agency, what are
the biggest challenges you see in the digital marketing industry
right now?
Speaker 1 (21:21):
I mean obviously what's happening from an AI perspective.
Speaker 2 (21:23):
Didn't see that coming.
Speaker 1 (21:24):
Yeah, no, lots of AI noise, lots of AI noise.
But I mean I think, you know, for us, in
terms of helping clients navigate that it's really about anchoring
everything around strategic clarity. You know, what are the problems
that they're facing, you know, what's the behavior that they
want to drive, and what are the business outcomes that
need to be delivered. So I think if you can
(21:45):
cut through the noise of what's happening in the market
right now, you know AI fragmentation, you know, decentralized journeys.
If you can cut through that and get strategic clarity,
that to me is where the power comes into play. Yeah.
Speaker 2 (21:58):
Clarity is always good. Yeah, and I think that, you know,
there's something we face every few years, and like you said,
AI is obviously extremely important and it's driving a lot
of conversations. You know, as a company, we had an
announcement before the start of the year round Guaranteed Human
as it relates to on air personality.
Speaker 1 (22:18):
I like that.
Speaker 2 (22:19):
Yeah. I think that when you look at at you know,
the local the importance of localization and the radio and
audio industry for that particular platform, it's important to know.
I think people those relationships matter, and it matters that
it's with you know, whichever personality it is. If you
if you don't want that, that's where you may go to,
(22:41):
you know, listen to streaming or you know not that
a podcast is a but then even in the podcast,
you know you're on SmartLess, you know who you're listening to. Yeah, yeah,
it's it's certainly an interesting time. I like to remind myself,
you know, every generation has these moments where you know,
we were early on like, you know, I don't want
to go into Y two K, but you know that
(23:01):
was something that you and I dealt with earlier, for sure.
So you've gotten the opportunity to work with some major brands,
you know, At and T, Disney, Google, FedEx, Mercedes, Benz others.
What do you think enterprise brands like that need from
their agencies these days? And you can't say clarity.
Speaker 1 (23:19):
I can't say clarity. I mean AI or AI Okay,
you know, I think that brands used to think of
partnerships through the lens of capabilities and channels, and I
think what they really need right now is a business partner,
someone that can help them architect a strategic growth plan.
(23:41):
And what I found, speed is a strategic advantage and
they're looking for speed to value. They want transparency, they
want accountability, but they really truly want a partner that
cannot just manage the business, but move the business. And
I think one of the that plays to our strengths
because we're not just there to execute campaigns, where they're
help architect a growth plan for them and and focusing
(24:04):
and leaning on the business problem and how that needs
to be solved, understanding the constraints uh to or what
the bottlenecks are in terms of how they're managing the business.
You know, is there a conversion issues, their retention issue
is that their business model is it price and purchasing power,
Like understanding those constraints or bottlenecks, getting to the root
(24:26):
of that and helping them solve for that. That's really
the type of partner that they need, someone who is
who has that business lens and not just brings it
doesn't just bring a channel focus.
Speaker 2 (24:36):
Do you think I have a I'll give you my
opinion in a moment. Do you think the word partner
is overused?
Speaker 1 (24:41):
It can be?
Speaker 2 (24:42):
It can, it does?
Speaker 1 (24:45):
It does? And I think, you know, if I think
about some examples, you know where we've really played into
that partnership role, it's really been about a partner who
can move the business.
Speaker 2 (24:55):
Yeah.
Speaker 1 (24:55):
So if I guess if you extend that definition to
you more clearly define what is it is, I think
that's right. Yeah.
Speaker 2 (25:02):
And you also brought up the word, you know, the
word value, and I think that you know, so really
in our business or any business, a lot of times
people think value me, it's just low price, right, And
I just I don't believe that it does. Like when
I talk to our people, it's like, why should a
business talk to you over someone else? You have to
bring value more than Hi. My name is Joe and
(25:23):
I'm a great guy. Right, you may get to that
point where we look at you that way? How do
you look at value? Is it as it relates to
a partnership.
Speaker 1 (25:31):
I think it's all about decision velocity.
Speaker 2 (25:34):
Just dropping words, velocity, clarity. You don't like that word, No,
I love it. I love it. I feel like I've
got to really up my vocabulary.
Speaker 1 (25:42):
I think it's just you know, I think about you know,
being an independent agency, sure, and the power of what
we bring to the table. We help clients make decisions faster.
We bring value to them in a way where we
can deliver something that they can't do internally. And you know,
for us in particular, you know, we don't have the
structural friction, Yeah that exists with other ages. Our focus
(26:05):
is really about making sure that our decisions are as
close to our clients problems as possible. And if we
are focused on client outcomes will be successful.
Speaker 2 (26:15):
Yeah, that's the balance, right, Like you know, big scale
partners in any industry are going to have an right,
they have more inventory, or they have the big brand name,
whatever the case may be, but they're hamstrung by the
bureaucracy and what it takes to get anything done. So
the real trick, and you and I have both worked
in both environments, the trick becomes, how do you find
(26:36):
that middle ground to where you bring the larger brand, scale, value,
whatever you will, but with the ability to get something
done quickly, you know, speed to market. Like you said,
you know on you know in the sales side of things,
a lot of times make it easy to say yes,
right right, And that doesn't mean you're giving you away,
but answer the you solve the problem.
Speaker 1 (26:55):
Right, Yeah. I mean it's a very competitive, dynamic market
for any brand, sure, and I think the path to
success is helping clients make decisions quickly and the right decisions.
Speaker 2 (27:07):
So I'm going to go off script because I guess
as the person driving the ship, I can do that.
Just a question without mentioning the brand. Talk about a
challenge you're dealing with right now and how you're solving it.
You don't have to go into too much detail, but
it's this is interesting.
Speaker 1 (27:25):
I mean I think that there are a number of
different challenges that we're facing right now. There are a
lot of parallels in some of those challenges, but I
think probably one of the biggest is, you know, care
of voice. Yeah, like again in a crowded market, how
you know, when you have brands that maybe don't have
the spend that other brands do, how do you ensure
(27:48):
that they get there they're heard in the market and
having not having the dollars to be able to support that.
So you think about like grassroots activities and things that
you can do to extend the brand to give people
the voice that they that they need to be able
to effectively compete. That's a that's a consistent challenge that
brands are facing right now, and we're dealing with it
(28:08):
on a number of different clients right now.
Speaker 2 (28:10):
Okay, so really now I'm gonna shift gears on you again.
I just noticed this in my notes. Our team does
a little digging. This is no, this is good, this
is good. Your teams describe you as a damn fun
person to be around. How do you bring that energy
every day?
Speaker 1 (28:25):
Is that true?
Speaker 2 (28:27):
It's in the notes right here.
Speaker 1 (28:28):
You want to read them, I trust you.
Speaker 2 (28:31):
Okay, I'll highlight it and phrase for you.
Speaker 1 (28:34):
Okay, yeah, no, I mean I believe in hard work,
but I also believe in having fun. And I think
if at the end of the day, we spend so
much time together, if we're not having fun together, then
you know, we're not being able to be successful. Yeah,
we have to get to know one another on a
personal level. Those human moments are really important and we
have to create space for that as well. But finding
(28:54):
a way to have fun, you know, Honestly, with this
particular role, it took a bit of time for that
to evolve. A bit more of a serious person sometimes
and really digging in, you know, especially during the onboarding
period and doing everything you can to soak everything in
and know where to focus and the energy that you
need to put towards certain things. But you know, again,
it's a great team. They it's a really strong culture.
(29:18):
They support one another. They've been through a lot of
you know, growth together, which is really exciting. But they've
been very welcoming and supportive. I've got to know many
of them very well, and so we have a lot
of fun now well.
Speaker 2 (29:30):
And clearly they speak very highly.
Speaker 1 (29:32):
Yeah, which I think I might put that on a
plaque or frame it in my office. I don't think
I've ever heard that before. That's great though, So how
many hubs do you have a spinutech So we have
an office in Cedar Falls, Iowa, an office in Des Moines, Iowa.
We also have an office in Tampa, Florida. We have
a strong presence in Chicago, but we have folks in
(29:54):
the city and in the suburbs, so there's kind of
a blending of office space there. Gods are our primary much.
Speaker 2 (30:00):
Do the Tampa visits November to March and the Iowa
Chicago visiness.
Speaker 1 (30:06):
That's ideal, but actually couldn't make it to Tampa two
weeks ago because the ice storm in Dallas.
Speaker 2 (30:11):
That's not supposed to happen that way, is it just
to happen?
Speaker 1 (30:13):
But it did and to that put a damper on
my plans, but made it work.
Speaker 2 (30:18):
So you and I actually met under this topic of
you know, I think we what you and I bonded
over was paying it forward, And you know, we met
while you were trying to make a decision about spin attack,
and we just enjoyed the conversation and developed gover a
cup of coffee talk. You know, you you know when you.
(30:42):
When you ascend to the roles that you've had, it
becomes really difficult. Everybody wants your time, whether it's clients
or your own people. How do you fit the paying forward?
And you and I talk about this paying forward to
those who either looking who want to grow in the career,
whatever as they're looking for that are outside of your
(31:02):
day to day. How do you look at that and
how do you try and maintain that kind of attitude
because I know it's important to you.
Speaker 1 (31:08):
Yeah, I mean I think first and foremost it's accessibility
as much as you can, and you know, finding the
opportunities to do that. There are several friends that I
meet on the weekend. I carve out time in the evening,
and again there's more that I could do. They're probably
a handful of friends right now that wish that we
would be able to get some time on the calendar.
I maybe haven't returned their phone calls, but I really
do try hard to prioritize that because there have been
(31:31):
so many incredible people that have powered my career that
have been accessible to me, even honestly, people that senior
leaders within other brands that I didn't really know that well.
But I reached out and they responded and we had
a coffee or a conversation. I'm just super grateful that
they would dedicate that time. So for me, it's like
that that is my responsibility as especially as a female leader,
(31:55):
to be able to provide that level of support to others.
And you know, I will say, within the life last
five years, it's become increasingly important for me to really
make those moments happen and to prioritize that time.
Speaker 2 (32:06):
Let's talk about that as a female leader in the
space again, you climbed some pretty high ladders multiple times,
different places. What are you most proud of as you
think about it. Was there a challenge you overcame, was it?
I mean, you know, looking at your resume, I told
somebody that I was doing an episode with you, and
(32:28):
I shot them your LinkedIn and like, wow, that's impressive.
I was think not not really, It's just Tina, No,
I'm just kidding. I'm just kidding.
Speaker 1 (32:36):
I think that's fair.
Speaker 2 (32:37):
You know.
Speaker 1 (32:37):
I guess for me, it's being able to be successful
despite the challenges, right, And you know, you when you're
going through a career journey, sometimes you feel underestimated.
Speaker 2 (32:50):
Yep.
Speaker 1 (32:51):
Sometimes you feel undervalued, especially you know, as a female
in the space. And again, part of that has been
having strong mentors and advocates, but a lot of it
was having male advocates, people that would, you know, when
you're not in the room, would be supportive of you.
And actually, you know, one of my favorite bosses was
(33:12):
a huge advocate for me, like he like he really
took the time to create the opportunities for me and
to allow me to be successful in my own right.
And that's that's kind of how I look at it.
Speaker 2 (33:23):
Do you have a lot of young women who reach
out to you, either on staff or external reach out
to you.
Speaker 1 (33:29):
Yeah, I do, and they face a lot of the
same challenge the challenges that I face. So you know,
I think the best advice for them is, again, the
results speak for themselves. Find your group of people that
you know will be your champion. You know, I used
to say, pick three people that you really feel like
you want to get to know. It could be someone
that you want to emulate, it could be someone that
(33:50):
you know, feel like you could learn from. Someone that
could be a person you could have an honest conversation
with and get really good feedback. Sure, find your people
and lean into those relationships and make sure that that
you know, you have that solid footing, because that's the
best that's the best way to power your careers to
have those relationships and people that will support you, but
(34:12):
then give you honest feedback.
Speaker 2 (34:14):
Yeah, it's it's interesting. You threw out a word that
I cringe, but I when I hear, because I do
think there's a distinction between a boss and a leader.
And just because you are in what we would quote
as a leadership role doesn't mean you're a leader, right,
you very well could be a boss. You mean your thoughts.
You know, I will share my thoughts and then you
jump in because I can. And again I've thrown some
(34:35):
stuff at you. You know, I know that we talked
a little earlier about listening more than telling, asking versus telling,
and I think there's just real distinctions in there, and
a lot of people like to say they're a leader,
and you know, like, okay, what are you doing to
prove that out? And you know, you and I've spoken
about culture and that's hugely important. But you know, like
(34:58):
for me, never asking people to do so you wouldn't
do yourself right, right, you know?
Speaker 1 (35:02):
Yeah, I mean, for sure, there's an aspect of rolling
up your sleeves and working shoulder to shoulder to solve problems.
It also gets back to being accessible again. I'm sure
reinforce to the team that I may not be able
to make a meeting today, but if you text me
if you need me, I will be there. If it's
ten o'clock at night, if it's six in the morning,
I will do my very best to be accessible to
(35:22):
you and support you.
Speaker 2 (35:23):
That's a good one. I don't think people think about
that as much. And it's one thing not to be
someone who just goes in their office and closes their
door for nine hours. But it's also like, hey, if
something comes up at six point thirty and whatever, you're
going to answer right right.
Speaker 1 (35:40):
Yeah, And I think part of our role is to
help navigate ambiguity. And I know I've mentioned this earlier,
but that strategic clarity is super important.
Speaker 2 (35:52):
Yeah.
Speaker 1 (35:52):
It's a very challenging environment right now, and people want clarity.
They seek clarity, and from a leadership perspective, it's something
you have to ensure that you're bringing every single day.
I mean, and I'm sure there's more that I could do,
but I really again, trying to be accessible, trying to
create space for people to give honest feedback, trying to
lean in, trying to get to know people that I think,
(36:14):
I believe that helps support clarity.
Speaker 2 (36:16):
Yeah, you're I think if you're consistent in those things,
because again, like we've all worked with him, for people
who say one thing to another, you know, I know
for me one of the things. You know, people have
worked with overy years will laugh if they're listening to this,
but like there'll be time sharing conversations and I'll stop
people and I'll go If the shareholders knew we were
(36:36):
having this conversation right now, the stock price would go down,
like why are we talking about this? And look, there's
a certain point where you know, someone's just got to
get something off their chest or whatever. But there's also
the loss of a just efficiency of the day because
we're all pulled in so many dis Yeah.
Speaker 1 (36:53):
I mean my perspective on that is I always want
to be a resource for people to be candid and bent,
you know, vent appropriately, vent to me, versuspending to someone else,
for sure, but also be prepared to come with solutions
because at the end of the day, we're here to
solve problems. And you know, while I want to hear
your perspective always, will you know, make time for that
(37:14):
and respect it. We want to also solve problems.
Speaker 2 (37:17):
Yeah, I mean exactly, because it really comes back to
the Okay, if you want to come to the problem
all day long, come with a solution too, right, because
if not, then like don't I mean, you don't want
to say, don't waste my time. But we also know
that the world, there's certain people in the world that
only come with half of the equation there and always
forget the solution. And you got to manage through that,
(37:41):
you know it. You know, as we think about your
career as a as a female leader and in the
notes trailblazer. So you didn't see that one coming today?
Being called a damn firm, fun person to be around
and a trailblazer. This is a really good start to
your day, is it fantastic? I know how about that?
Speaker 1 (38:01):
But you should have started the conversation with that.
Speaker 2 (38:04):
What that you're a damn fine trail laser, right, we
could have maybe I'll refer to you as that. I
think we I think we do that.
Speaker 1 (38:13):
I'll take it. What's like.
Speaker 2 (38:20):
If you were getting ready to step away and someone
a female leader was stepping in, you know, and I've
heard like the presidents do this, they like leave.
Speaker 1 (38:30):
What would you say?
Speaker 2 (38:31):
What would be that thing? I mean, we've talked a lot,
a lot of different stuff, But what's the one thing.
Speaker 1 (38:37):
You're stepping into an incredible role with a phenomenal group
of talented people. Do you write by them? You know,
don't don't forget about them. Obviously the business needs to
be a priority, but you know, actually at the end
of the day, people come first.
Speaker 2 (38:55):
Yeah, that's the universal. Yeah, it really is so fast
forward for five years. What do you want to say
about Spin you Tech?
Speaker 1 (39:03):
Well, what I what I know that I will say
about Spin you Tech is that they you know, when
you talk about blazing a trail and really you know,
growing and supporting mid to enterprise level brands, that that
will be the sweet spot. I mean, that's where I
think that there's going to be incredible growth for Spin
you Tech. I want to be able to talk about,
(39:23):
or we'll be able to talk about how we've been
able to you know, move markets and the level of
capability and growth power that we've been able to bring
to the brands that we work with today and the
prospects that we will support in the future. I really
do think that we are a powerful growth accelerator for
the brands that are really looking to grow, that are
(39:44):
you know, experiencing tremendous challenges right now, coming in and
giving them a roadmap for growth and you know, being
the architect of their future. I think that there's a
lot of space that we can play and there's really
power in what we'll be able to deliver for our clients.
Speaker 2 (40:00):
I don't know that I could. Is that it better
myself for the people listening. Tina was a little nervous
about this. I think you've done a great job. I've
put you on the on the hot seat, and I've
gone off script, and I've done all the things I
promised I wouldn't do. So we're gonna have a little
bit of fun with the last section section of the podcast.
My team was concerned that, you know, Valentine's Day being
(40:22):
a few days ago, that you didn't get enough chocolate
in your life. So we have taped three can of
your favorite candies to envelopes with questions, and this will
be the last question of our episode. So we have butterfinger,
Snickers and peanut m and m's, and if you want
to pick your favorite, which you can take with you
as well, and then open there.
Speaker 1 (40:43):
I didn't get enough.
Speaker 2 (40:43):
You can absolutely take all. You could take all three,
but you got to open the envelope, read the question
and answer going with the butter finger. All right, I
don't even know what the question is serious, I don't.
Speaker 1 (40:58):
If I don't like the question, we'll go of snickers.
Speaker 2 (41:04):
Uh.
Speaker 1 (41:04):
Oh, what's your walk up song?
Speaker 2 (41:08):
So when you invested yourself walking into a big meeting?
What is playing when Tina Posey opens the door?
Speaker 1 (41:14):
Firework?
Speaker 2 (41:15):
What's that?
Speaker 1 (41:16):
Firework?
Speaker 2 (41:17):
Bye? Katy Perry, Katy Perry. There you go. Okay, that's
a good one.
Speaker 1 (41:24):
Yeah, I like to no judge. I don't think. You
don't act like you like it?
Speaker 2 (41:28):
Huh, I don't hate it.
Speaker 1 (41:30):
Did you have another song in mind?
Speaker 2 (41:32):
I think for you enter Sandman By?
Speaker 1 (41:33):
Oh okay, yeah, that's a great means business. Didn't think
about that?
Speaker 2 (41:38):
That's I like business. You want to go Snickers? You
didn't seem as excited about that one. What do you got.
Speaker 1 (41:47):
Best piece of advice you'd give your younger self?
Speaker 2 (41:51):
Oh?
Speaker 1 (41:51):
Boy, lean in with confidence. You can do anything that
you set your mind to. Surround yourself with the right people.
Have a plan, yeah, and work the plan.
Speaker 2 (42:03):
Okay, fair enough, you know what, Let's just do the
last one. Anyway, we've never done this before.
Speaker 1 (42:09):
I'm the lucky one.
Speaker 2 (42:10):
You're the lucky one.
Speaker 1 (42:13):
Guilty Pleasure movie. You'll always stop and watch. Oh The Equalizer,
Love The Equalizer, Intel Washington. He is such a great actor.
I'm all about that. Yeah, he's fantastic. Watch it all
the time.
Speaker 2 (42:30):
Okay, So you've been really honest with us, and I
know you've been a little uncomfortable by the looks you've
given me during the podcast. I will share mine.
Speaker 1 (42:38):
Oh yeah, do I get to ask questions?
Speaker 2 (42:40):
You know what? I will answer this question for you
as we wrap up Hidden Amanda. You ready for this? Yeah,
Harry Potter, which one any any of them all? Whenever
drives my kids nuts? We got I love it too.
Speaker 1 (42:58):
I have to admit, Harry.
Speaker 2 (43:00):
Potter the trivia game, Harry Potter, and it's like we
quit playing because it's not fair if you're not on
my team.
Speaker 1 (43:08):
I was gonna say, so, you're who all of those
like ABC Family Harry Potter Weekends for four.
Speaker 2 (43:15):
Let's just put it this way. You know, all my
kids are grown Mary. In the family group text, someone
will say, you know, on Family Channel it's a Harry
Potter weekend. Dad, just go jump in and fun fact
and then we'll finish. When I met my daughter Lucy's
current boyfriend, she said, oh, Dad, he's just like you.
(43:36):
He loves Harry Potter. I'm like, yeah, right, we'll see.
So when I met him and he shook my hand,
I pulled him in real close, and I said expecto
patronum in his ear, and he looked at me like
what in the world. And my daughter Lucy looked at
me with horror, and she goes, what did he say?
He goes, I'm not sure, but I think he put
a spell on me. And on that note, Tina, thank
(43:59):
you for joining us. Thank you a lot of fun.
Speaker 1 (44:02):
It was a lot of fun. I really enjoyed it.
Speaker 2 (44:04):
I appreciate you coming and spend a little time with us,
and we'll be talking soon.
Speaker 1 (44:10):
I look forward to it.
Speaker 2 (44:11):
Coffee soon, Coffee soon, Tina Posey CEO spin You Tech
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