3 Ways to Mitigate Executive Turnover
An experienced C-suite is a proven driver of performance, but retaining senior leaders is becoming harder. According to a Gartner survey, 56% of executives say they are likely or extremely likely to leave their current role in the next two years. Even more...more
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
an hour ago
- Forbes
A Conversation With Verizon Business Chief Product + Marketing Officer Iris Meijer On Synching The Product + Marketing Functions To Innovate The Customer Experiences Of Tomorrow
The marketing function is undergoing many changes in today's environment. Firstly, marketers must demand a seat at the table in ways never done before, as they are required to not just market, but ultimately act as change agents driving a company's perpetual transformation. To do this, CMOs must reimagine what it means to be truly customer-centric, while working to reinvent customer understanding. Additionally, they also must remove product development out of individual siloes and embrace it as a critical component of the marketing organization. Verizon Business Chief Product + Marketing Officer Iris Meijer On Synching The Product + Marketing ... More Functions To Innovate The Customer Experiences Of Tomorrow As a result of these significant sea changes, I wanted to speak to someone at the forefront of all of these trends, who understands the value of brand, along with an ability to use technology with specific intentionality to create customer experiences that delight and engage. Iris Meijer is Chief Product and Marketing Officer of Verizon Business. She is an industry veteran who has previously held senior roles at leading organizations such as Vodafone and Nokia. Following is a recap of our conversation: Howard: There are so many changes taking place in marketing today. One which you shared when we last spoke that I found particularly interesting was your feeling that marketing must be in the driver's seat for transformation efforts to truly be successful. Can you explain this further? Meijer: Marketing plays a critical role in driving successful transformation efforts because it possesses an unparalleled understanding of customer needs and market dynamics. As CMOs, our role is evolving to be strategic partners on the commercial realities of the business, going hand-in-hand with brand building. By being in the driver's seat, we ensure that all transformation initiatives are customer-centric, designing every journey, optimization, or new solution to delight our customers and address their evolving needs, which ultimately leads to higher customer satisfaction and loyalty. Our deep dive into data, technology, and advanced AI models allows us to go beyond surface-level insights, creating foresight into changing customer expectations. We are increasingly deploying AI and new technology tools to predict future customer behavior. For example, in Verizon Business, we're leveraging GenAI to improve customer experience and employee experience, increasing efficiency and sales velocity through data orchestration that tracks the customer lifecycle as well as through content generation, analytics, business operations, employee productivity, and coaching. This is crucial for anticipating needs and offering tailored solutions. The impact of this marketing-led approach extends beyond customer satisfaction. By driving these transformations, we see tangible business benefits such as reduced churn, increased revenue through more relevant offerings, attached solutions, and significant cost reductions due to optimized operations. This commitment to measurable improvement solidifies marketing's strategic importance in overall business transformation. Howard: Tell me about why you recently united product and marketing at Verizon Business? Meijer: In 2024, we strategically united product and marketing at Verizon Business to achieve a more cohesive and synergistic approach to serving our customers, focusing on the commercial performance of our portfolio and ultimately driving profitable growth. This decision was rooted in the recognition that a unified Product & Marketing organization can more effectively develop and deliver successful products to our customers. It creates more opportunities for innovating new commercially successful products and experiences that can truly transform our customers' businesses, whether they are small business owners, global enterprise customers or public sector customers, by delivering on each segment's distinct needs. This strategic alignment means that the feedback loop between customer insights from our marketing science teams and the continued listening by our frontline employees is immediately brought together and actioned for the ongoing development of our product portfolio. By having product and marketing teams work side-by-side, we ensure that new solutions are not only technically sound but also directly address identified customer needs and market gaps. This means products are conceived with a clear understanding of the customer problem they solve and how their value will be effectively communicated from the outset. This integration is key to accelerating our current success and aligns with our focus on customer segments to truly connect and build individual customer relationships. This organization has allowed us to ensure product delivery translates to a marketable asset to the final goal of revenue realization. Howard: Winning customer experiences and customer-centricity are key themes that drive your marketing organization. Can you share more on how you operationalize this thinking as well talk a bit about the new CX Index you recently launched? Meijer: Customer-centricity isn't just a buzzword for us; it's the fundamental principle that guides every decision and initiative within our marketing organization. We operationalize this thinking by focusing on several critical areas that directly impact the customer journey. For example, we've heavily invested in initiatives like bill simplification, recognizing that a clear and understandable invoice is a cornerstone of a positive customer experience. Our new Bill Inquiry Tool is a prime example. It's an easy-to-use chatbot that answers customers' 2,000 most-asked questions about their bills. We've just rolled it out to our service reps, who are pressure-testing it for us, and are planning to release it directly to customers in the coming months via our digital portal. Once live, the tool will allow our customers to get their questions answered immediately. This is part of our commitment to creating new moments of delight in the customer experience. To rigorously measure our progress and identify areas for further improvement, we recently launched a new Customer eXperience Index (CXI). This robust AI-powered index is integrated directly into our operational tools, providing a real-time, holistic view of customer satisfaction across various touchpoints. We no longer rely just on survey data. Instead, we now have the ability to empirically score every customer through a network, product, sales, service and value lens to ensure we are meeting and exceeding our customer promise. And in cases where we are not, we proactively take action on behalf of the customer to remedy the issue, sometimes even before the customer is aware. The impact has been significant. The CXI has already shown improved outcomes for our wireless accounts, directly contributing to a lower churn rate and a notable increase in revenue. Our overarching goal with these initiatives, driven by the insights from the CXI, is to maintain our coveted #1 NPS ranking for 2025, solidifying our position as a leader in customer experience and demonstrating how we translate customer insights into commercial opportunities. Howard: I have been talking about achieving 1:1 commercial intimacy, or personalization at scale for years, and my POV has always been centered on sharpening customer understanding, particularly through the lens of emotion. What are your thoughts? Meijer: I wholeheartedly agree that achieving 1:1 commercial intimacy and personalization at scale is not just an aspiration but a critical imperative for modern marketing. Your emphasis on sharpening customer understanding, especially through the lens of emotion, resonates deeply with our philosophy at Verizon Business. True personalization goes beyond simply knowing demographics; it's about understanding the nuances of a customer's needs, their pain points, their aspirations, and the emotional drivers behind their decisions. This is why we focus on customer segments to really connect and build customer relationships that are individual – in SMBs, we refer to it as a "segment of one" due to the need for personalization. To achieve this, we are committed to continuously investing in advanced data analytics and artificial intelligence. Generative AI, for example, has the potential to increase the scale and speed of our marketing content personalization like no other recent technology development. Gartner predicts that by 2025, 30% of outbound marketing messages from large enterprises will be synthetically generated. We have rich insights into our customers' real-time behavior and intent, and AI helps us translate that into dynamic content at scale, augmenting sales with AI as part of our Verizon Velocity Selling strategy. On your point about the lens of emotion, we are leveraging advanced AI and generative AI to gain a deeper, more empathetic understanding of our customers' journeys. Through the use of "conversational intelligence," we actively analyze interactions across all our communication channels—including phone calls, chat, and email—to score customer sentiment and track our commitments in real-time. This AI-driven insight allows us to provide more sensitive and personalized service. For example, our technology can identify signals of customer frustration, enabling our specialized teams to proactively engage and provide a higher level of care. By focusing on the sentiment around each interaction, we aim to move beyond transactional support to build stronger, more positive brand relationships. Ultimately, our ability to deliver winning customer experiences is inextricably linked to this level of personalization. When we truly understand our customers—both rationally and emotionally—we can anticipate their needs, offer proactive solutions, and provide a seamless, intuitive experience across all touchpoints, ensuring that our customers feel heard, understood, and valued.
Yahoo
4 hours ago
- Yahoo
Here's Why We're Not Too Worried About C3 Metals' (CVE:CCCM) Cash Burn Situation
Just because a business does not make any money, does not mean that the stock will go down. For example, C3 Metals (CVE:CCCM) shareholders have done very well over the last year, with the share price soaring by 206%. Having said that, unprofitable companies are risky because they could potentially burn through all their cash and become distressed. So notwithstanding the buoyant share price, we think it's well worth asking whether C3 Metals' cash burn is too risky. In this report, we will consider the company's annual negative free cash flow, henceforth referring to it as the 'cash burn'. The first step is to compare its cash burn with its cash reserves, to give us its 'cash runway'. We've found 21 US stocks that are forecast to pay a dividend yield of over 6% next year. See the full list for free. When Might C3 Metals Run Out Of Money? You can calculate a company's cash runway by dividing the amount of cash it has by the rate at which it is spending that cash. In May 2025, C3 Metals had CA$13m in cash, and was debt-free. Importantly, its cash burn was CA$5.0m over the trailing twelve months. So it had a cash runway of about 2.7 years from May 2025. Arguably, that's a prudent and sensible length of runway to have. The image below shows how its cash balance has been changing over the last few years. See our latest analysis for C3 Metals How Is C3 Metals' Cash Burn Changing Over Time? Because C3 Metals isn't currently generating revenue, we consider it an early-stage business. So while we can't look to sales to understand growth, we can look at how the cash burn is changing to understand how expenditure is trending over time. Even though it doesn't get us excited, the 46% reduction in cash burn year on year does suggest the company can continue operating for quite some time. C3 Metals makes us a little nervous due to its lack of substantial operating revenue. We prefer most of the stocks on this list of stocks that analysts expect to grow. How Easily Can C3 Metals Raise Cash? Even though it has reduced its cash burn recently, shareholders should still consider how easy it would be for C3 Metals to raise more cash in the future. Companies can raise capital through either debt or equity. Commonly, a business will sell new shares in itself to raise cash and drive growth. By comparing a company's annual cash burn to its total market capitalisation, we can estimate roughly how many shares it would have to issue in order to run the company for another year (at the same burn rate). C3 Metals has a market capitalisation of CA$75m and burnt through CA$5.0m last year, which is 6.7% of the company's market value. That's a low proportion, so we figure the company would be able to raise more cash to fund growth, with a little dilution, or even to simply borrow some money. How Risky Is C3 Metals' Cash Burn Situation? As you can probably tell by now, we're not too worried about C3 Metals' cash burn. For example, we think its cash runway suggests that the company is on a good path. And even its cash burn reduction was very encouraging. Looking at all the measures in this article, together, we're not worried about its rate of cash burn; the company seems well on top of its medium-term spending needs. On another note, C3 Metals has 3 warning signs (and 2 which are potentially serious) we think you should know about. If you would prefer to check out another company with better fundamentals, then do not miss this free list of interesting companies, that have HIGH return on equity and low debt or this list of stocks which are all forecast to grow. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Entrepreneur
4 hours ago
- Entrepreneur
More Than 1,000 Business and Tech Courses Can Be Yours Forever for Just $20
Add coding, marketing, and finance skills to your title with this constantly updated course bundle. Disclosure: Our goal is to feature products and services that we think you'll find interesting and useful. If you purchase them, Entrepreneur may get a small share of the revenue from the sale from our commerce partners. In the current business climate, adaptability can be considered currency. Whether you're a small-business owner trying to understand your next move, a founder moonlighting as your own IT team, or a manager building out a marketing department on a budget, one thing's clear: learning is no longer optional. It's your ongoing edge. That's what makes this limited-time deal on EDU Unlimited by StackSkills so exciting for professionals—it's just $19.97 for lifetime access to 1,000+ high-quality courses that cover everything from growth hacking and coding to graphic design and entrepreneurship. Let's put it in perspective. Hiring a consultant to help with your digital transformation? That could run you a few thousand. Want your team to take a one-day workshop on SEO? That's easily a few hundred bucks a head. But with this one-time purchase, you can get your team—or just yourself—access to a full library of continuously updated courses, taught by 350+ top-rated instructors. This isn't just for solopreneurs or tech founders either. StackSkills EDU Unlimited includes courses across a wide range of industries and skill levels—from finance and project management to app development and design (personal growth courses, too). So whether you're leveling up your own resume or training internal talent for bigger roles, it's a strategic investment with serious ROI. Plus, it's easy to access on any device, with features like progress tracking, quarterly Q&A webinars, and certifications that make it simple to stay accountable and goal-oriented. The business world doesn't wait—and neither should you. Get ahead, stay sharp, and save major money while doing it. Because smart leaders never stop learning. They just stop overpaying for it. Get lifetime access to all the courses in StackSkills while it's just $19.97 (reg. $600) for a limited time. EDU Unlimited by StackSkills: Lifetime Access See Deal StackSocial prices subject to change.
