Located at the foot of the Rocky Mountains and providing a vibrant culture and setting for active lifestyles, Denver is not only one of the most livable cities in the United States, it’s also a burgeoning tech hub. With a favorable tax rate, a lower cost of living, Denver is also one of the best places to start a business, and the best place for female founders. It’s just one of several cities in Colorado — including Boulder, Fort Collins and Colorado Springs, in close proximity — with a growing tech community.
And community is at the center of everything we do: GA Denver cultivates thousands of connections and learning opportunities throughout the year by leading expert-led classes and workshops and panel discussions each week. Since opening our doors, we’ve attracted more than 220 hiring partners across the state, many of whom have hired multiple GA graduates.
Companies and Jobs
Top industries: aviation, bioscience, financial services, energy, and more.
Companies like Ibotta, Fivetran, Guild Education, Home Advisor, Zayo, Gusto, Ball Corporation, and VF Corporation have large presences in Denver, and Silicon Valley giants like Amazon, Facebook, Slack, Salesforce and Google are growing their Denver based teams.
With an unemployment rate of 1.9% in 2019, Denver’s job market grew in 2020, adding 80,000 jobs despite the pandemic, and is projected to grow another 12% over the next few years.¹
The Denver Tech Community
The Denver tech community fosters a sincere spirit of collaboration, with support from business associations like the Colorado Tech Association, the Downtown Denver Partnership, Commons on Champa and the Denver Metro Chamber.
Denver’s annual weeklong Startup Week is the largest free conference in North America and demonstrates this energy and excitement around tech growth and innovation.
Stay in the Know
Here are just a handful of resources to help you to dive deeper into Colorado tech:
We’ve all dealt with fear and anxiety surrounding our work. Whether you’ve just finished the job search and landed a new job or are simply dealing with additional responsibilitiesof your current role, you may be experiencing feelings of ineptitude. Fear not! There are lots of ways to deal when you don’t know how to do your job and you’re feeling out of your league.
The COVID-19 pandemic has led to a rapid and forced transformation of many businesses. Plans that companies previously anticipated rolling out over many years have been decided and implemented in weeks.
Amid this rapid change where many are scrambling to adapt, leaders should ask themselves what other “five-year plans” should fastrack to keep pace with these critical business plans. One of the plans that companies should evaluate is talent development: how can businesses develop strategic plans to meet the needs of their rapidly evolving businesses?
Creating talent development work isn’t as easy as providing online learning to employees. Our Marketing Standards board members met recently and uncovered an unexpected commonality. While all of them are making learning available to their employees, the primary area for improvement on their employee engagement surveys continues to be upskilling. This revelation brought on a layered conversation about the common challenges employers face when it comes to engaging employees in training and development — especially when these pieces of training are online. So, what’s causing the disconnect between desire and action on upskilling employees, and most importantly, what can leaders do about it?
Understanding the Disconnect
Upskilling is urgent for employers — especially for newer professionals who aren’t going to be satisfied in their jobs if there are no learning (or advancement) opportunities. Employees don’t merely want a job; they want to work for companies they can learn from and grow within; employees wish to build careers.
In a Deloitte survey, 90% of employees said their organizations were redesigning jobs. The World Economic Forum reported that more than half of all its employees would require reskilling or upskilling to address the digital skills gaps driven by changing job requirements over the next three years.
For many reasons like these, our board members agree that it’s an employer’s responsibility to make learning available and an integrated part of the employee experience.
So, what’s getting in the way of learning — from the employee perspective?
Two big factors are time and incentive. Many employees feel like there’s not enough time during the workday to take the training accessible to them. Others don’t prioritize upskilling because although they want new and updated skills, there is no extrinsic motivator for learning them. One of the clearest opportunities for extrinsic motivation often isn’t clearly connected to training: it’s the idea that training and skills are requisite expectations for the job or performance. The right jobs motivate all of us.
Providing employees with upskilling opportunities signals to them that they are valued and that they have a future within their workplace organization. However, offering a training program isn’t enough — the implementation of these programs must be intentional, structured, and relevant. During our conversation, board members came up with tips that can help companies foster a learning-positive workplace. These tips include:
1. Partner With Leadership to Allocate Time During the Workday
Big roadblocks employees face: blocking time to make learning important and creating company-wide time blocks, like “No Meetings Fridays,” to provide designated time for employee upskilling. Making these time blocks company-wide is critical. If some teams aren’t participating in it, they’ll throw a meeting on the calendar that conflicts with the learning time. At that point, you’ve lost the consistent open time and original initiative purpose you’re trying to create for your team.
2. Extrinsic Incentives: Compelling Rewards
Extrinsic incentives are tangible motivators that can encourage employees to take an upskilling training course. Offering incentives gives employees a clear prize at the end of their experience, plus an added incentive to complete learning by a particular due date. This specific incentive is a nice touch from board member Gretchen Saegh (CMO of L’Oréal USA), who plans on rewarding “the best re-scorer” of the CM1 assessment with being “CMO for the day.” These empowering incentives give employees a sense of purpose, a structured career path, and long-term vision, giving them valuable real-world experiences and advice that can be difficult to get elsewhere.
Extrinsic Incentives: Executive Messaging on Expectations
When employees see their managers endorsing upskilling, and also see the executive team pushing for the same thing, it speaks volumes about the value of upskilling within that organization and the expectations around completing tasks and initiatives surrounding it. The bottom line is that upskilling gains immediate credibility when employees see it supported by leadership. A message from the CEO and executive team is imperative when it comes to setting the tone for a company, as a message from “the top” can have a ripple effect throughout the organization.
Getting employees to translate the desire-to-action key values of online learning is particularly pertinent as more employers look for efficient and effective ways to train their employees remotely via online training providers. It’s a new world, and there’s no magic bullet, hidden secrets, and there are certainly no shortcuts. The right online training is thoughtful and methodical: it considers human behavior, personal motivations, and leadership alignment + support to get online training to occur and resonate for employees — from entry-level positions to the C-suite.
Finally, there’s the process of trial and error. Although initiatives often start with the strongest and best of intentions, the most successful training results adapt and fluctuate over time. No plan is flawless right out of the gate — however well-planned or well-intended.
How to narrow your focus, get a leg up on the competition, and look like the most prepared person in the room.
A job-search thesis is a great tool to tell people what you’re looking for in a job.
The following is an adapted excerpt from How to Get a Job at a Startup, an exclusive General Assembly eBook by startup founder and former GA leader Matt Cynamon.
Working for a startup company can be one of the most challenging, exhilarating, sometimes heartbreaking, and oftentimes fulfilling journeys of your life. But wanting in and breaking into this competitive industry are two different things. Landing an opportunity at a startup is about more than luck. There are terms to learn, steps to take, and a skill set to grow from to make you a candidate who stands out from an established crowd.
Whether you’re a recent college graduate, someone with 10 years of executive-level experience, recently completed a career accelerator program, or are just making a jump from a more traditional work background, there is a pathway to a dream job at a startup for everyone. While there’s no foolproof method for landing a job, we’ve compiled six proven tips that can help you narrow your focus, get a leg up on the competition, and look like the most prepared person in the room.
1. People can get you further than job boards.
One of the nice surprises about the startup businesses is how supportive and helpful some of the people are. In every city, leaders in grassroots startup communities host events, give educational talks, make introductions, and offer advice. These individuals can serve as your early guides as you start out on your journey.
If you’re just breaking into the startup world, you may not have a strong network to draw upon. That’s OK. Go to events, meet people, and listen. As a new entrant into the community you might feel like you have little to offer in return, but one of the biggest favors you can do for someone is just ask them questions about their work. Don’t be too forceful, but where appropriate, invite people for a coffee. It may seem intuitive, but being generally interested in others and what they do will help you foster relationships that aren’t only valuable, but fulfilling.
When it comes time for you to start applying, warm introductions from someone within the community will go much further than a resume submitted on a job board. Founders often cite hiring as the biggest obstacle to successfully growing their company. It’s a timely and difficult process that they love to circumvent with a nice, warm introduction to top talent (aka you).
One of the most common mistakes people make when trying to get introductions is assuming that if people don’t get back to you, hope is lost. Be prepared for repeated failure. Ninety percent of people will say they want to help you. Ten percent actually will. Why most people don’t follow through is due to a variety of factors, but just know it’s rarely about you. If you go into every conversation with this attitude, you will more easily be able to sustain your energy when your inbox sounds like crickets.
2. Polish your elevator pitch with a job-search thesis.
We’re living in an age of self-driving cars, private spaceships, artificial intelligence, augmented reality, on-demand everything — and startups often lie at the center of these innovations. It’s completely normal for someone starting on their journey to want to be a part of all of it. While you will encounter many people who are willing to help you in your job hunt, you need to make it easy for them to do so. To that end, nothing will get you further than clarity and focus.
When you tell people what you are looking for, you want them to think, “I know who you should talk to.” The easiest way to get there is to distill what you’re looking for into three distinct points. We call this a job-search thesis.
The best job-search thesis will contain:
Your desired company size.
Your preferred industry.
Your desired role.
For example, if you can tell someone at a cocktail party, “I want to work as a product manager at post-Series A company in the fashion industry,” there’s a good chance they’ll remember you the next time they hear about a PM role at a company that makes smart athletic gear. Speaking about yourself with that level of specificity will instantly make connections in the mind of whomever you find yourself talking to.
3. Got experience? Great. Not so much? Then make it.
If you are moving into the startup world from a career in a different industry or type of role, make sure to play up your relevant experience. If you feel like your job title really doesn’t translate to the position for which you’re applying, break apart the components of your current role into the factors that would be relevant at a startup. For example, if you were a lawyer then you likely have strong attention to detail, analytical problem-solving skills, an ability to explain complex problems to many stakeholders, a strong work ethic, and a history of achievement. These are all things startup founders would want out of product management. This exercise is especially important for more senior individuals trying to move into the startup world.
Of course, you don’t have to rely only on your previous experience — the best candidates never do. Fortunately, the rules around experience have shifted and there are ways for you to start developing skills within a given field even if you’ve never worked in that field before.
Even opening an account on Medium.com and writing commentary on the industry you’re interested in can go a long way. Coupling this level of initiative with your previous (or nonexistent) work experience is the best way to demonstrate your talents and potential. In addition to gaining relevant skills that will assist you in a new role, you’ll appear to be both passionate about the subject matter and a knowledgeable self-starter who practices it in your spare time.
Let’s say you’re really interested in doing digital marketing for a fashion tech company. For less than $50 you can start running Facebook advertisements for a friend’s T-shirt website, cultivating skills in running paid social media campaigns. If you want to do UX design for an eCommerce startup, you can publish a series of UX critiques about popular eCommerce sites on a blog. Engineers rarely depend on resumes alone anymore; they demonstrate their experience by publishing their code to GitHub.
4. Do your homework. Then, do some more.
With a solid network, clear thesis, and foundation of experience, it’s only a matter of time before you start landing interviews. Most recruiters will tell you at this point to spend 12 hours preparing for an interview. We think that’s child’s play. You aren’t interviewing to be a cog in a massive corporate machine. You are being assessed on whether the founder or manager would bet the future of their budding company on you. Make them comfortable — and confident in you — by being the most prepared person in the room.
Find founders on Twitter, LinkedIn, or in the blogosphere and consume every bit of content you can find. The information you’ll find there is priceless because you will gain a deep understanding of how founders think and feel about the world. You can even head to Facebook and see if you have any mutual friends. Does all of this seem a little overboard? Perhaps, but startups expect a different level of commitment than many traditional careers. So if this sounds like a lot, you’ll be in for a big surprise once the job begins.
5. Play the numbers game. Ask metrics-driven questions.
In an interview with a startup, you really have three goal goals: 1) Clearly communicate why you’re capable of doing the job, 2) be the most passionate person in the room, and 3) ask the best questions. You certainly should ask standard interview questions, like “What makes someone successful in this role?” or “What will the first 90 days look like?” But what you really want to do in the interview is discover the metrics the company cares most about.
Sure, a company’s public brand may be all about changing the world, but we can guarantee that every night before they go to bed and every morning after they wake up, the person interviewing you is checking a dashboard with a handful of key metrics, such as cost to acquire a customer, lifetime value of a customer, net promoter score, or churn. When they leave your interview, they’ll probably check it again.
Metrics dictate performance, and in the uncertain conditions in which startups live, having insight into how well the business is doing is essential for a small team that has a lot of impact.
When you go into your interview, don’t be afraid to ask:
What metrics are you checking daily?
What metrics are you checking weekly?
What metrics are you checking monthly?
What do you see as the biggest levers for improving those metrics?
How are you doing against your goals?
How can this role help you get there faster?
The answer to those questions will give you everything you need to know to position yourself as the best fit for the job. For example, if you’re applying for a marketing job and learn in the interview that high product churn is keeping the founder up at night, you can follow up with an email with three ideas on how the company can immediately improve retention.
6. Pay attention to startup funding cycles.
Fundraising impacts everything about a startup, and understanding it can also serve as a huge advantage for you in your job hunt. When you read that a startup raised $15 million, it’s safe to assume it isn’t looking for a safe, high-yielding savings account to put it in. The company is going to put almost every cent to work by increasing marketing, improving the product, and, most importantly building the team it needs to take the business to the next level. There is literally no time when the ground is more fertile for you to land a job than immediately after a startup raises money. So it’s on you to stay on top of the news.
TechCrunch is an excellent resource for keeping up with fundraising news. The site will report on just about every dollar raised in the startup world. If you’re interested in a particular company, set up Google Alerts so you can be the first to know whenever a new round of funding comes in. If you want to be ahead of the curve, AngelList has a directory of all startups looking to raise their first round of funding. It’s also an excellent job board.
These tips are just a start — for more expert insight, download our free guide, How to Get a Job at a Startup. Discover firsthand tips on how to break into a startup career, clear up confusing industry jargon, and learn about important resources that will aid you on your journey. Good luck!
Looking inside of a new roadmap of core skills to drive vision and leadership in the industry to see what it takes to be a leader in marketing?
This ideal skill set has changed dramatically in recent years as the responsibilities and experience of today’s marketers have expanded in scope. While strengths that used to set marketers apart — like crafting a powerful brand voice and a brilliant go-to-market strategy — are still more important than ever, leaders today need to be savvier with marketing technology, data fluent, and measurement focused. They must be equipped to decide which systems power their strategies, connect the customer experience across an array of channels, and address new innovations such as virtual reality and artificial intelligence. They are also accountable for demonstrating and optimizing ROI.
As marketing’s purview has widened, we’ve seen individual roles become increasingly narrow and specialized, creating silos of digital capability. Budding marketers often focus on technical skills around a specific set of digital tools such as Optimizely and AdWords that translate to growing sub-fields, including conversion rate optimization and SEO/SEM.
The problem with this approach is that by focusing on a limited set of tactical skills rather than the broader goals those skills help achieve, marketers risk losing visibility into how brands grow. They also lose the ability to solve complex problems that span beyond their immediate domain.
This creates several human capital challenges:
Lack of leadership development: A narrow skill set is not suited to leadership roles in marketing, which increasingly require synthesis across social channels and touchpoints.
Lack of career guidance: To grow beyond narrow domains, marketers need clear guidance on what skills and industry experience they should develop and what career options become available as a result.
Lack of clarity in hiring: Without clarity around the essential marketing skills or how to assess for them, recruiters can only guess at who might be a high-potential candidate. And without clear expectations, new hires are not set up for marketing success.
To better prepare the next generation of marketers, leaders across the industry urgently need to come together to explain the broad skill set needed for marketing success in the field today. As a wide-ranging set of good marketing leaders across the consumer goods, technology, publishing, and education sectors, we formed the Marketing Standards Board to channel our collective experience toward this purpose. With the goal of defining excellence in the field and providing transparency into marketing careers, we’ve crafted a framework that will help provide this clarity for individuals, teams, and business partners.
What Makes a Marketer?
Marketing is comprised of four major functions, each with a distinct goal:
Brand: Define and communicate brand purpose, value, and experience.
Brand marketers are responsible for brand strategy, brand communications, and working across the organization to create a holistic customer experience.
Sample job titles: VP of global brand, director of integrated marketing, brand manager
Acquisition: Win new customers for your products and services.
Acquisition marketers are responsible for acquiring customers within a given budget. They run campaigns and think strategically to improve performance.
Sample job titles: Director of search engine marketing, lead generation specialist
Retention and Loyalty: Retain customers and expand share of wallet.
Retention and loyalty marketers are responsible for engaging customers. They deeply understand consumer behavior and work to maximize customer lifetime value.
Sample job titles: Manager of CRM, director of brand activation
Analytics and Insights: Get business insights and drive ROI using data.
Marketing analysts are responsible for analyzing increasingly large volumes of data to derive insight that informs business decisions.
Sample job titles: Marketing analytics manager, data scientist — marketing.
These four functions are common threads of marketing success, and they frame goals that haven’t changed over time. They were true when TV, print, and radio were the dominant media, remain true today with the prominence of web and mobile, and will remain true for whatever media and products come next. Although the execution required to achieve these goals has changed due to new tools and technology, the underlying purpose provides a stable frame of reference to understand and explain our profession.
Experienced marketers will often prioritize the skills needed for their role spread across more than one of these functions, given that a single role is often accountable for multiple goals that require a blend of skills.
A Career Framework for Marketing
With the four functions of marketing in mind, we have drafted a framework that captures our collective thinking about the career paths and associated skills required in marketing today.
Let’s break down each section of the framework and how we see it being used to guide career progression.
Level 1: Foundation
To begin a career in marketing, individuals need the bundle of skills in Level 1, from understanding customer insight to marketing technology. These skills allow them to be valuable early-career professionals, and are essential irrespective of company type, stage, and industry. From an HR perspective, Level 1 encompasses the set of required skills for most entry-level and early-career marketing candidates. They are the building blocks of marketing success that are needed and can be assessed for, regardless of one’s future career path.
Level 2: Application (Mid-Level)
Level 2 is for mid-career professionals and includes the four key functions we identified above. After demonstrating strong fundamentals from Level 1, most marketers will find that their career paths grow into a mix of Level 2 applications. Not all mid-career professionals need or desire expertise in all four areas — many will find their talents best suited in one or two. However, awareness of the full spectrum can identify strengths on which to double down and gaps that may lead a marketer to seek more support from others on their team.
For example, there are brand managers who are incredible at building out brand identity and communicating the value to consumers. They are clearly Level 2 marketers specializing in brand, even though they use acquisition and retention strategies to execute on their objectives. Similarly, there are search engine marketing managers (Level 2 marketers in acquisition) who are tremendously effective at finding new customers, and CRM managers (Level 2 marketers in retention) who specialize in engaging and delighting existing customers. Finally, new roles have emerged that are as much data professional as marketer, and as such we see Level 2 marketers in analytics.
It’s our job as leaders to guide team members toward Level 2 applications based on talent and interest, and define with our HR colleagues which (and how many) Level 2 skills are needed in each role, at each stage of seniority. Skills across these Level 2 applications, paired with strong vision and judgement, will prepare individuals to become marketing leaders.
Level 3: Leadership (Senior Role/Management)
For team members who seek leadership roles, Level 3 contains the bundle of additional skills needed to be successful marketing directors, vice presidents, senior vice presidents, and, ultimately, chief marketing officers. While having Level 3 skills does not make a leader, a leader typically possesses all of the Level 3 skills. At the leadership level, overall domain expertise and verbal communication skills becomes as important as setting the vision and strategy for the marketing team. Because these roles require problem-solving across the specialties of marketing, from customer experience to tech and data, successful Level 3s have often covered more than one Level 2 during their careers.
Next Steps: Putting Words Into Action
We formed the Marketing Standards Board six months ago to provide clarity into marketing careers for individuals, teams, and business partners. Our career framework is a first step toward achieving this goal, but it’s only effective if followed by action.
Our goal is for this career framework to be a valuable tool for:
Aspiring marketers who want to understand what skills they need to enter the field.
Mid-career professionals who want to understand their career options.
Marketing leaders who want to build capable, well-balanced teams.
HR leaders who want to build transparent, consistent career pathways.
To put this theory into action, we are going to use this framework within our organizations to:
Explain career progression and roles across our teams. We’ll use the framework to guide development conversations by linking individual marketing activities to strategic objectives on our marketing teams.
Guide high-potential employees on how to round out their skills. Point to individual strengths and gaps in Level 2 applications and Level 3 skills to support conversations with team members who show potential to take their career to the next level.
Evaluate job candidates based on the function for which they are applying. Use one or more assessments to define and validate skills needed in open positions.
If you could benefit from these same actions, we encourage you to join us in using the framework for similar purposes in your own organizations. Our industry needs to use a common language around marketing, and that language extends beyond our board.
In parallel, we’re seeking feedback from our colleagues and friends to refine this framework. We’re starting with partners in our executive teams, industry associations, and peers around the world. We’re also asking you. If you have feedback on how this could be useful for you, let us know at email@example.com.
By coalescing on what it takes to succeed in marketing businesses, we can begin to examine some of the big talent strengths and weaknesses in the profession and better prepare the next generation of successful marketing leaders. We analyzed 20K+ Certified Marketer Level 1 assessment results; download The State of Skills: Marketing 2020 report to find out what we discovered.
In my work as a creative career coach since 2008, I’ve seen this over and over again.
I’ve seen my clients think they’re in the wrong profession, only to realize it was where they were — not what they were doing — that was broken.
I’ve worked with my clients on clarifying and prioritizing their non-negotiable work qualities, and the type of work they were doing was less important than where they got to do it, and with who.
As long as they were working with insert-certain-type-of-people here on insert-bigger-mission-here, their own responsibilities mattered less and less.
At first, I was surprised at this finding. I was surprised hearing an affirmative response to the question, “Is where you work more important than what you do?” But then I kept hearing it. Again, and again, and again.
Adobe Digital Academy students on the General Assembly campus in San Francisco
General Assembly is proud to be partnering with Adobe in the development of the Adobe Digital Academy, a Bay Area–based program focused on offering opportunities in technology to underrepresented communities. Adobe supports high-potential candidates through partnership with General Assembly’s Opportunity Fund and Adobe technical internships. Selected candidates receive Opportunity Fund scholarships for General Assembly’s Web Development Immersive (WDI) course followed by a three-month technical internship in Adobe’s offices, with the goal of hiring interns for a full-time position.
In the age of self-made YouTube stars, Kickstarter campaigns, and food bloggers, it’s no surprise our newest job seekers are pursuing passion over a steady income, established companies, and climbing the corporate ladder. This is leading to a proliferation of freelancers, artisan businesses, and innovative startups. Rather than the exception, it has become the perceived rule: Do what you love, and the rest will follow.
Is Passion Enough?
The reality is, however, there are many reasons why turning your passions into a career can actually backfire. Following your passions is important, but it’s simply not enough to develop an idea into something real, and profitable.
The No. 1 reason startups fail? Customers don’t want the products. Other pitfalls include an inadequate team and ineffective marketing. In turns out, there are millions of details— everything from user research to marketing your product to actually developing the idea and building it—that require tangible skills. While passion might provide the spark of an idea, there’s no guarantee it can carry you across the proverbial finish line.
Are you finding it hard to finally resolve to do something new in your career in 2016? Maybe you’re starting the year bogged down in endless work that you don’t enjoy. Or maybe you’re dealing with something more permanent, and you feel like you’ve lost an important spark in your career development.
Regardless of your situation, it’s important to take a step back and remember: everyone goes through these dips and spikes in their careers. Even more? The power is in your hands to course-correct and find the right path forward.
You need inspiration. But contrary to the popular saying, inspiration doesn’t just ‘strike.’ You need to go out and find it. Get in the right mindset for 2016 with the following TED talks.
When you graduate from college, you have a degree in some specific subject(s). But it is becoming increasingly important that you have practical skills when you enter the workplace, in addition to the specific knowledge you gained during your college career.
When you enter the workforce, no matter who you work for, there will be some learning curve as you learn how they do business, what tools they use, and their processes and procedures. But wouldn’t it be great if on day one when you arrived at that sweet new job, you were teaching them new tricks?
If you learn these three digital age skills, there’s a good chance that you will blow their doors off when you start work on Monday.