Suneet Bhatt

Apologies. I’m out of practice on the blog front, and I’m writing this stream of conscious style because…I start a new job tomorrow. But I digress. Let’s start with a story?

I’ve been married for 5.5 years now. It’s a long time for some. It’s just scratching the surface for others. For me, it’s the only marriage I’ve known personally. So it’s both the longest and shortest one I’ve been a part of. Funny way of thinking about it.

Periodically, people with poor judgement will ask me the secret to a happy marriage. There’s no secret. One of my favorite pieces of advice is actually to know it’s ok to go to bed angry! Better than saying something stupid. But what I think makes for a successful marriage is how you solve problems. I get along with the entire world when we agree on things. But when the “fit hits the shan”, how do we solve problems together?

In that regard, my wife and I are like lego pieces. She is…a royal pain the *ss when it comes to the smallest decision. Trying to figure out what we’re having for dinner tonight, the night I write this, has been a 3hr 20minute discussion — and we still have no dinner options.

But when it comes to something big? Material? Something that matters? I’m the 2×4 plate to her 2×4 brick (because let’s be serious, she’s the substance of this relationship.) Buying a house. Leasing a car. Moving to North Carolina, and back again. And leaving LiveIntent because something didn’t feel right? Those were conversations that took seconds. A look in the eye. A gut check on the “why” I was making this decision. And then nothing but full, unwavering support for my decision. Even with a second kid on the way, all I got from Priya was “We’ll be fine. Find your happy.”

I don’t want to spend a second on why I left LiveIntent. Matt Keiser was the best person I have ever worked for. The Marketing Team was the best Marketing Team I’ve ever worked with. The people across the company were the best people I’ve ever worked with. It’s been a month and I miss them like hell. But it was the right move.

Early in my career I made decisions based on bosses as mentors. Which is why I have had the benefit of having some absolutely amazing ones. Maria Valez and Mark Macaravage at Prudential. Mary O’Malley at Prudential. Jim Burke at Prudential, DnB, and Global Compliance. Robert Schwartz and Prudential Securities. Kristine Tanno at Prudential Securities. Jordan McConnell at DnB. Steve Hagerty at Hagerty Consulting. Tony Haile at Chartbeat. And Matt Keiser at LiveIntent. I’d say that 9 out of 10 would speak positively of me. And I believe I could still call on 8 our of 10 for a reference today. But I digress. My point is that I picked jobs based on bosses as mentors. But at a certain point, it becomes less about bosses as mentors and more about bosses as collaborators. As peers. As people with shared approaches to decision-making.

I’ve had enough experience in my life to have strong opinions (weakly held, as I steal a line from my new boss, perhaps the line that closed me during the interview process). I’m looking less for mentors and more for people who want to make decisions with me. And who want to make those decisions based on a value system that matches mine.

I found those values and that partner in Nick Francis at Help Scout.

Before I joined LiveIntent, I reached back out to my former bosses and peers and asked their advice. What could I do better. What could I evolve. And they brought the thunder. I internalized all of the feedback I received and approached LiveIntent committed to being hard on myself and committing myself to evolving and changing. I leave LiveIntent confident that I’ve done that. The validation for me is a combination of what the company accomplished while I was there, and the relationships I’ve made and sustained with people since I’ve left.

As I enter Help Scout, it’s almost the opposite. It’s no longer about what I need to change. Because I realize now that there will always be an infinite number of things I can change, do better, improve, etc. I enter Help Scout with clarity about the things I value. The things I don’t want to change. The things I will never change.

• Man in the Mirror. It might be hokey, but I’m fine with it. And it’s a great f*cking song. But problem solving at every level, especially at the Executive Level has to start with the Man in the Mirror. There’s an honesty and a humility that is necessary to be a leader these days. It is anchored in an honest assessment first and foremost of the role you played as a leader in putting those dependent on you in a position to succeed or fail.
• Start with why. Every decision that was ever made was somebody making a deliberate choice for an explicit reason. I believe it is imperative to start every discussion by trying to understand why decisions were made. It saves time. It build empathy. And it makes everyone in the room smarter. If you start at the decision and the outcomes first, you set a bad habit.
• Focus on process over outcomes. I don’t want to get to MoneyBall here, but there’s value in focusing on doing the right things. There will always be one-offs and aberrations but I can’t control for those. I can only make sure we did all the right things along the way. I’m committed to efforts and believe if you play the right game, the long game, the results will follow (and be sustainable and repeatable.)
• Take care of your people. We’ve gotten too excited about the new. Whether its employees or customers. We’re an acquisition economy and a disposable society. Those are terrible practices. For me, there’s value in loyalty. Talk to your longest standing employees. Value your longest standing customers. Focus on what you have and meet their needs. It will take you to amazing places.

There are so many more values. There are so many more things to cover. But the above four bullets encapsulate so much of my decision. Except one.

I was introduced to Help Scout through people who knew me very well. What I value. How I work. How I treat people. And they insisted that I take the conversation with Nick and Help Scout. I was sold immediately.

Nick was focused on the customer first. Help Scout has gotten this far by focusing on being humble and being helpful. I couldn’t think of two greater values to build a brand around. And when push comes to shove, I love that I will be able to make decisions based on whether or not what we’re about to do will be helpful for the customer, and done with humility. Those are aspirational values for me. I love that I’ll get practice at them professionally, every single day I go to work.

Legos. A perfect set of legos.

Tomorrow is July 1st. I couldn’t be more excited to join this new team. I feel like a high school line worker at Taco Bell joining Top Chef (I can say that because I was actually a high school line worker at Taco Bell.) All Stars all around me. As a result, I couldn’t be more excited about the opportunities in front of us. And, perhaps most of all, I couldn’t be more excited to be myself and be confident in my ability to help all the amazing people who have brought Help Scout to this point, take it even farther.

Thank you, LiveIntent. For everything. Hello, Help Scout. Let’s do this.