Benjamin Poch’s Post

6mo

I look forward to working alongside RollKall’s newest leadership members Brad Duea, Derek Beckman, and continuing to find ways of supporting the entire senior leadership team: Chris White Ana Mehryari Stan Prokarym John Mannewitz Kelly Jo 'KJ' Wagner Greg Devoll, CPA Zuriel Barron Matt Klein Kimberly Guilliotti

RollKall

2,427 followers

6mo Edited

RollKall is excited to announce Derek Beckman as our new Chief Revenue Officer, and Benjamin Poch , a visionary co-founder of RollKall, has stepped into the role of Chief Innovation Officer, ready to propel our growth and advancement. These appointments underscore our commitment to leading and innovating in off-duty technology while reinforcing our dedication to serving law enforcement. We're thrilled about the future. These strategic leadership changes will significantly contribute to our progress. #lawenforcement #technology #police #leadership #innovation https://hubs.la/Q02gRjcz0

RollKall Adds Derek Beckman as CRO, Ben Poch Takes on CIO Role

rollkall.com

5 Comments

Derek Beckman

Operations Leader

6mo

Looking forward to starting my shift with you all, let’s go team!

6 Reactions

Manoj Balraj

Co-Founder & President at Experion Technologies Inc

6mo

Keep it going, Ben- I have much respect for your persistence. Best wishes to you and your team.

Ana Mehryari

CMO || RollKall || Brand and Revenue Builder || Culture Focused || Performance Marketer

6mo

We appreciate you and your ongoing support and guidance, Ben!

1 Reaction

Kelly Jo 'KJ' Wagner

Chief People Officer

6mo

Fired up to drive this forward with you Benjamin Poch ! This is getting good!

3 Reactions

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Jay Healy, CEPA, CFP®

Certified Financial Planner® | Partner, Managing Director at Beacon Pointe Advisors | Entrepreneurial Insights Podcast Host
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Rob McPherson

Ex-P&G/Sandoz/Kraft Foods/Bacardi - *NOW POSTING EXCLUSIVELY ON SUBSTACK (all the best stuff)*
6mo Edited
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What they wrote (attached) What they meant: Our leaders push paper. They look beyond today, because today really, really sucks for us and hey, it's possible we might get bought tomorrow. They thoughtlessly shit on any sort of vision, listen to our Magic 8 Ball and incompetently sneeze on opportunities that trained monkeys could execute better. Driven to work in a chauffeured limo, we have built the worst-run cannabis company on Earth (and in the inhabited parts of the outer universe), Canopy’s bleedership team stoops to new lows in putting forth a Mr. Maggo-like vision, being more leveraged than a see-saw with Daniel Faalele on one end. With a responsible roadmap to success staring them in the face, called business history, Canopy went completely off road and off the rails. Through continued incompetence and demonstrating the ability to create a force majeure of cash burn, impairment charges, closing, firings and plummeting share prices, Canopy’s leadership team demonstrates they are incapable of creating anything but inflated personal bank accounts, with consumers (the few that are left), employees (the few that are left), and shareholders (the RSS giving them even fewer as they rounded down), left wondering what the heck happened.
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Andrew Reinhardt, CFP®

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Greg Carrick, CFP®, CIMA®

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Important #RIA goals to take away from in this interview clip: 1. Always put clients first. 2. Avoid conflicts of interest. 3. Diverse thinking creates great results. Catch the interview to learn more about how team Beacon Pointe and our CEO get things done!

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Joe Turnbull

Leading Supply Chain executive @ WBS Group | Supply Chain Management
9mo
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John Lewis needs to look at its end to end supply chain - having clearly understood the failings of similar scaled and similar structured companies, one unfortunately has now disappeared, it becomes an essential for the long term survival of the company. Yes there needs to be high focus on branding, sales, marketing but there also needs to be just as much focus on simplification, flexibility without excessive over cost, gross margin and strategy. White elephants are not the answer and most certainly neither are operations without measure or consequences. A fantastic brand but with a complex network and complex range. Profitability is essential - value at all stages of the supply chain are essential. Ignoring waste and not clearly defining and enhancing value right back from the customer to the supplier always creates lethargic processes and lethargic decision making. John Lewis needs radical change and a commitment to want to change driven by bottom up intitiatives and top down leadership. Big ships like John Lewis are difficult to change but change they must or sooner rather than later they will end up like other casualties such as house of Fraser, Debenhams, Woolworths and most recently Wilkinson’s. In 27 years I have seen many disappear, worked with some of them. The message is clear change and adapt or disappear and this is despite of the legacy they have built

Marcus Dimbleby

Every organisation wants Big Things Fast! But few know how to achieve it. We bring the how and help you unlock the human capital within. Simple, not easy. Thinker. Doer. Author. Keynote Speaker. Follow for more insights.
9mo Edited

Why did this take so long? I’ve posted about the issues at John Lewis & Partners a couple of times over the last 2 years, in particular on the evident lack of leadership, and poor decison making. The decline has been clearly visible for all to see, and felt by the partner employees within, as well as the loyal, frustrated customers. So why the refusal to make the hard call? Why make a poor choice hire in the first place? Are you struggling with similar questions in your organisation? 🤔 5 years ago I delivered a leadership session at Marks and Spencer, highlighting at the time that it was on a slippery slope, out of touch, losing customers and relevancy. John Lewis was then the exemplar high street retail establishment. M&S brought in Stuart Machin who has quickly and impressively turned the ship around. John Lewis brought in Sharon White, who has driven the ship from iceberg to iceberg. And was left to do so. Don’t ever think that one individual cannot make a difference. They clearly can - for good and bad. Best of luck to Dame White in her future, I hope it is something she is more suited to. While the failing was hers, there was also a broader organisational failure. This is a lesson for boards and shareholders - effective leadership, vision and strategy are crucial. Along with clear metrics to hold those charged with execution accountable to. Then the ability to make the right decisions and not let a sinking ship take on more water. Know when to call it a day. Know when to bring in new blood. Know when to admit you made the wrong call. Don’t let biases affect your decision making: Sunk cost fallacy. Ostrich effect Normalcy bias. This is why organisations need critical thinking and analysis. #executivesandmanagement #retailing #leadership #decisionmaking

John Lewis boss Dame Sharon White to step down after five years

bbc.com

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Chris Palermo, CFA, CFP®

Managing Director-Beacon Pointe Advisors
9mo
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Important #RIA goals to take away from in this interview clip: 1. Always put clients first. 2. Avoid conflicts of interest. 3. Diverse thinking creates great results. Catch the interview to learn more about how team Beacon Pointe and our CEO get things done!

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6,277 followers
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Bruce Meyer, JD, LLM

Partner, Senior Managing Director at Beacon Pointe Advisors
8mo
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Important #RIA goals to take away from in this interview clip: 1. Always put clients first. 2. Avoid conflicts of interest. 3. Diverse thinking creates great results. Catch the interview to learn more about how team Beacon Pointe and our CEO get things done!

Beacon Pointe

6,277 followers
9mo

RIA Channel's Julie Cooling captured a glimpse of Beacon Pointe's leadership, culture, and the wealth of resources that fuel our advisory team to excel in growth and client service in a recent interview with our Beacon Pointe CEO, Shannon Eusey. Discover the intriguing story of Beacon Pointe's origins and learn how our visionary leaders built the foundation for a leading RIA firm and the nation's largest women-led RIA business.

Beacon Pointe’s Eusey On Building A Top RIA Firm

https://www.riachannel.com
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