Executive with marketing, operations and technical expertise. Holds MBA with a concentration in marketing. Co-founded and co-managed internet marketing and development company that served Fortune 500 clients. Currently consulting as Katz Internet.
management, marketing, operations, digital media, website development, social media, messaging, content strategy, content development, blogging, supervision.
Technical skills include:
Wordpress, server management, Genesis Framework, MAMP, CSS, CDNs, Dynamik Web Builder, WP Multisite, Hootsuite, Buffer, MailChimp, website migration, Google Analytics.
Will you stick with the “same old, same old” and accept the usual disappointing results? Or are you ready to outshine the competition with innovative marketing, superior operations and better use of technology? Find out how. Talk with me.
Ray was a pleasure to work for. He was always open to new ideas, but still able to keep the client’s needs first. He remains an enjoyable person to interact with both as an employee and as a friend; as kind in giving counsel as he is willing to receive. Ray has the tech savvy to stay ahead of the curve, and the common sense to not get bogged down in the details… in short, he was a great manager of creative and technical teams.R. Quinn Hall
Ray is a smart guy, a clear thinker and a strong writer. He champions clients’ business goals, and he supports creative approaches, especially novel but business-minded uses of technology. I learned a lot from Ray. You will, too.Emily Culbertson
Ray was my business partner at I-SITE for 10 years. He’s smart, driven, has a great sense of humor and knows how to grow and manage a successful operation.Ian Cross
Work is a big part of life. We have an obligation to make it enjoyable. There is a false notion that good work must be stressful and unpleasant.
The opposite is true. Standard management practices are as destructive of productivity and quality as they are of happiness.
A better approach has long been known. But the old familiar destructive system persists. In part, this is inertia. But also, in a age of financial manipulations, a poorly managed company can perform well by outsourcing (and producing nothing) and investing—buying and selling businesses.
This popular approach also feeds the egos of executives who believe in their own greatness and feel elevated from their positions atop a command and control hierarchy. These executives are not bad people, but they are fooled by the system they work within.
My approach (not invented by me), makes for improved quality, productivity and most importantly, happiness.
The traditional view: management makes decisions and workers carry them out.
In most cases, failures are attributed to workers poorly executing their responsibilities. The people in management are generally better educated and, it’s assumed, more knowledgeable and competent.
Managers, this view holds, won their positions through hard work and demonstrated ability. Workers are people who lack the ability or experience to be managers.
The truth is different. Although managers are usually better educated and more experienced, they are less knowledgeable about what they need to know. And they tend to make bad decisions over and over.
The problem isn’t that managers are bad people (although sometimes they are); the problem is systematic.
So, how do you operate a business or an organization? Usually, it happens like this:
The higher levels make decisions and the lower levels carry them out.
That seems to work but in fact it works badly. Because executives and managers are poorly placed to understand how things happen at the operational level. They aren’t there. And, workers are (sensibly) afraid to bring up problems to managers because they could be held responsible and fired.
Furthermore, managers have the wrong training and are, therefore, incapable of knowing what to do. They behave like bosses, not managers.
So, what is the job of operations managers? To provide the tools, training and support to workers so they can do their best work.
Instead these managers are cutting costs and holding “their people” accountable—because that’s what executives demand from them.
But in every organization, the creation of every product, the delivery of every services is only as good as the system that produced it. A system is the rules, tools and processes used to make something happen.
Although the methodology is too complex to go into here, good managers would provide the tools and training to enable workers to create very good processes—ways of doing things—and to continuously improve those processes.
They don’t. But I can and I do.
If your company or organization is the biggest in its field, you can probably get away just continuing whatever your doing. Because in all likelihood, your competitors will simply try to emulate you with smaller budgets and remain forever behind.
They think you’re number one because you know what you’re doing. Big mistake.
Of course if everyone is following the traditional marketing wisdom, the people with the biggest budgets end up ahead. Always. But if you’ve got some imagination and guts, you’ll do something different. Sometimes you’ll fail, but it’s the only possible way to get ahead.
You should look, feel and sound different. Sometimes you should deliver your messages using different methods than others do. And you probably want to avoid looking corporate, instead delivering more personal sounding messages—person-to-person.
I’d do things differently. I’d use writers and artists who aren’t from the advertising industry. I’d create something different and therefore memorable. And shareable.
Again, I offer a different approach. In such a noisy marketing environment, it’s what the situation demands.
Why should we care about any of this? Why not just go with the flow?
Because work is a big part of life. The popular way of doing things wastes life, wastes ability and reduces happiness. That is, or should be, unacceptable.
There is a better way. We should, all of us, reach for it.
© 2016 • Ray Katz