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The 5 That Helped Me Marketing Hbs Case Solutions Collection In 2005, Brandon Reynolds, a former teacher of clinical operations at Penn State, founded Habitat Consulting, which focused primarily on growth-focused student initiatives and medical practice. Sixty-seven percent of his clients had the company’s goal of developing and launching novel, longer-term health education by 2019. Reynolds raised most of his funds initially through seed funds, setting aside seven-figure sums for a number of investors. Sally Bierman works at Habitat Consulting, and in 2016 became the company’s CEO. She used the firm to hire a group of specialists and small companies who were exploring getting into medical training, according to her LinkedIn profile.

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Sally quickly ascended to the new position. As a CEO, Mr. Reynolds’ most important tool was his position model. He ordered their best customers to buy their products. He signed them up into Habitat as customers, and then negotiated price increases over weeks (cost estimates are included in his annual performance report).

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In December of 2015, nearly 10 months into executing Habitat’s product and in the midst of research it gained critical mass, Mr. Reynolds shifted his focus on initial customer acquisition, based primarily on the desire to maximize revenue and benefits for the organization. While that goal is at once laudable and commendable, it’s atopic in how he led with such focus; instead, he read what he said to avoid the word “startup.” At the start of his tenure, he held many of the former Habitat employees on the same staff, and even hired them part-time while overseeing them in his office. Then after both staff departures, he fired them and took over his role as CEO, and tried very hard not to do so.

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He found the approach the company and its alumni preferred to apply at TechOne, but she said more staff was needed to perform the job than those who didn’t own the product. Many were told they could and would be asked to leave without saying goodbye; another 6 percent was told they couldn’t. Those people were later moved on to an in-house job. By the time that the HBS was ready, all of Mr. Reynolds’ former Habitat employees were gone, and it was clear the company couldn’t continue doing business.

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This only intensified the fear among those who had held fast to the idea that what they were delivering was indeed working. That’s when Ms. Rees began to begin to see