Bryan Semple

Somerville, Massachusetts, United States Contact Info
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Unfortunately, there are just a lot of PE and VC backed companies with go-to-market…

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  • Kubeshop

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Licenses & Certifications

Volunteer Experience

  • Town of Sudbury Graphic

    Chairman, Finance Committee

    Town of Sudbury

    - 5 years 5 months

    Politics

    Appointed to 7 member town Finance Committee for a three year term by the Town Moderator. The Finance Committee's primary responsibility is to make recommendations to Town Meeting on all of Sudbury's financial matters. Most, but not all, of its efforts are geared toward budgetary matters. Throughout the year, the committee regularly interacts with town and school officials and various other committees on fiscal issues. It holds public budget hearings in January and February each…

    Appointed to 7 member town Finance Committee for a three year term by the Town Moderator. The Finance Committee's primary responsibility is to make recommendations to Town Meeting on all of Sudbury's financial matters. Most, but not all, of its efforts are geared toward budgetary matters. Throughout the year, the committee regularly interacts with town and school officials and various other committees on fiscal issues. It holds public budget hearings in January and February each year.

    At Town Meetings, the Committee is required by law to present voters with a balanced non-override budget (one that does not exceed the levels of Proposition 2 1/2) and to make recommendations on all financial articles. If, in any year, the Selectmen authorize an override budget, the Committee will make a recommendation on that proposed budget. After deliberation, the Finance Committee makes its view public in the Finance Committee Report as part of the Official Town Warrant. In order for an override budget (one that exceeds the levels of Proposition 2 1/2) to be approved, it must pass in a Town-wide election and receive a majority vote at Town Meeting.

  • Member of the Committee

    Fairbanks Community Center Replacement Committee

    - 1 year

    Arts and Culture

    Member of the committee looking to replace the Fairbanks Community Center building with a more modern facility to meet the needs of the towns teens, seniors, and programs for all residents.

  • PALS SkyHope Graphic

    Mission Pilot

    PALS SkyHope

    - Present 3 months

    Health

Publications

  • Kindle Book: Digital CMO's Guide to Marketing Measurement: Think Like a Submariner for Operational Success

    StoryMETRIX, LLC

    Early in my career I had the honor to serve in the Navy on fast attack submarines. At the time, submarines were focused on intelligence gathering, strategic deterrence, and preparing to fight WWIII against the Soviets. To accomplish such missions, submariners had to operate fairly complex machinery in a hostile environment with a crew made up of personnel in their twenties. On the surface, marketing and being a submariner are not exactly similar. But as a new digital CMO at a purely inbound…

    Early in my career I had the honor to serve in the Navy on fast attack submarines. At the time, submarines were focused on intelligence gathering, strategic deterrence, and preparing to fight WWIII against the Soviets. To accomplish such missions, submariners had to operate fairly complex machinery in a hostile environment with a crew made up of personnel in their twenties. On the surface, marketing and being a submariner are not exactly similar. But as a new digital CMO at a purely inbound B2B-driven software company, the more I dug into the problem of building the operating framework for my marketing team, the more I found myself relying on the many lessons I learned as a submariner.

    This book attempts to simply lay out the processes and measurements required to operate a real-time, high-velocity lead generation system for B2B marketers. Included are the metrics down to suggestions about the structure of the marketing organization and even the operational meeting cadence. Some may find the detail too much for a CMO. But I will propose that CMOs must have a command of these details if any measure of their success is based on lead generation. Without this level of knowledge, a CMO would lack the understanding needed as he or she asks the tough questions required of a digital marketing organization.

    See publication

  • Blog: StoryMETRIX: Instrumenting the Low Touch B2B Sales Process

    -

    From my early career days on a submarine, I learned the value of measuring everything. The systems were complex, and the margin of error slim. While the consequence of a mistake are not as great, today’s complex B2B selling efforts require a level of measurement and operational control that most CMOs are not used to doing. This blog is my effort to help educate others about my own personal journey building and operating a metrics driven sales and marketing organization.

    See publication

Projects

  • GTM Alignment with Board, CEO, CMO, CRO

    -

    Worked with board, CEO, CRO and CMO to understand, trace, instrument and goal the go to market lead flow process for a SaaS, PE company. Shifted the discussion from one centered around "why didn't sales follow up on leads" and "the leads stink" to one focused around driving more opportunities throughout the sales funnel based on high quality marketing touch points. Successfully avoided CRO/CMO unnecessary turnover saving the company the recruiting fees and severance payments, but more…

    Worked with board, CEO, CRO and CMO to understand, trace, instrument and goal the go to market lead flow process for a SaaS, PE company. Shifted the discussion from one centered around "why didn't sales follow up on leads" and "the leads stink" to one focused around driving more opportunities throughout the sales funnel based on high quality marketing touch points. Successfully avoided CRO/CMO unnecessary turnover saving the company the recruiting fees and severance payments, but more importantly the loss of momentum these searches trigger.

  • Marketing Reorganization

    -

    Drove cost cutting and head count reduction, but more importantly reworked the entire marketing process for 50+ person marketing organization in a PE backed company. Exited the process with a leaner, faster running organization that could rebuild on the new foundation. Reduced costs by over 50% without reducing marketing ROI.

  • Private Equity Due Diligence

    -

    Conducted due diligence on several SaaS acquisition targets around their go to market process and potential growth rates for mid-market companies. Over time, developed a detail excel model the analysts could intake that predicted the required traffic, trials, conversion rates, and demonstrations required to hit growth rates predicted in the bankers presentation. Provided sufficient detail to highlight the risks and inconsistencies in the selling company story to better adjust the predicted…

    Conducted due diligence on several SaaS acquisition targets around their go to market process and potential growth rates for mid-market companies. Over time, developed a detail excel model the analysts could intake that predicted the required traffic, trials, conversion rates, and demonstrations required to hit growth rates predicted in the bankers presentation. Provided sufficient detail to highlight the risks and inconsistencies in the selling company story to better adjust the predicted growth rates.

  • Product Positioning

    -

    Repositioned a PE backed small mid market company's positioning by running a positioning workshop with key execs.

Languages

  • Morse Code

    -

Organizations

  • Order of the Blue Nose

    Member

    - Present

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