The Power of Presence: How I Turned Up and Leveled Up

Having a vision is one thing. Turning it into reality? That’s where it gets interesting.

A big part of my vision? Growth.

Not just in client numbers, but in putting PayNW on the map. I didn’t want to be a regional player, I wanted us to be recognized nationwide as an industry leader. And that wasn’t going to happen from an office in Seattle’s International District.

If PayNW was going to be an industry name, I had to get out of my own backyard. So I made a deal with JB: For the next two years, I was going to be in every room that mattered.

Showing up wasn’t enough. I had to stand out. Add value. Make an impact.

"Showing up wasn’t enough. I had to stand out. Add value. Make an impact."

So I did.

• I joined IPPA and said yes when I was nominated to the board.
• I joined TPG (which required special permission, since at the time, I didn’t have ownership—just stock options).
• I joined two peer groups—one for multi-industry CEOs and one exclusively for HCM company CEOs.
• When that wasn’t enough, I started my own peer group consulting firm, Varkrz, and now sit on the CEO group there, too.
• I got active in the UKG advisory board.
• I chaired the IPPA Spring Summit for two years and dressed up in ridiculous costumes so people would remember me.
• At every conference, I introduced myself to all 50+ vendors and asked them about their businesses, their struggles, and what they needed.

I didn’t just show up to be seen, I showed up to listen.

"I didn’t just show up to be seen, I showed up to listen."

Yes, I tried my best to add value, share lessons learned, and (hopefully) inspire others. But more importantly, I asked questions. I took a genuine interest in every leader I met. I wanted to know what kept them up at night, what made them tick, what they saw coming that I didn’t.

The Upside?

It worked.

• I became the first call when companies were thinking about selling, which led to three acquisitions in three years.
• I built a network of ridiculously smart people, the kind you can call when you have a problem and actually get a good answer.
• I helped build a bridge and formed an MTL committee that has had real industry impact.
• I found lifelong friends in my peer groups, people who aren’t just peers, but brothers.
• I know, without a doubt, that I have an army of people who have my back.

The Downside?

"I’m going to be in every room I can for the next two years" sounded great at the time.

Turns out, putting the brakes on that doesn’t really work.

I’m three years in and still spend 50% of my time on the road. JB’s not thrilled, but hey—airplanes make great offices. I'm more productive in the air than anywhere else.

Would I do it again? Absolutely.

Would I advise others to be a little more strategic about how many rooms they commit to? Also, yes.

Because once you’re in the room, people notice when you’re not.

"Because once you’re in the room, people notice when you’re not"

Go find a new room that helps you grow!

Gratefully,