Debunking the Myth: How Advisory Creates Strong Operational Leaders

5 Huge Benefits of Advisory Experience

I intermittently hear people questioning whether an advisor is “done” and incapable of being an exceptional operator. Are they soft? Are they too far from the day-to-day? But I also see some of the best leaders I know pass through phases of advisory and return to full-time roles stronger than ever. Tricia Gellman exiting a 3-year advisory period to become the CMO of Box is just one recent example.

Of course, there are stronger and weaker advisors. But the best-of-the-best can be exceptional operators when the time and context is right. Plus, they bring experiences, benchmarks, and networks that may be just the accelerant your company needs. Some of their biggest advantages include:

1. Rapid Iteration and Diverse Experience

2. Broader Market Context

3. Rich Network of Collaborators and High-Potential Talent

4. First Principles Thinking

5. Hunger for Impact

What’s the Why?

Behind almost every advisory stint is a story. Many high-achievers with top leadership jobs enter advisory because of a need they can’t support while managing a large team or traveling the globe. Perhaps a parent is dying, their child has a serious disease, they are going through a divorce, they need time with their children, or they are burnt out and have health issues of their own… the stories are endless. They may need to step back from the demands of a full-time role to get some aspect of their life in order. While this can be seen as a weakness versus sustaining a full-time role, it also allows them to see through the issue and potentially come out on the other side refreshed and focused.

The Advisory Advantage: 5 Reasons Former Consultants Make Exceptional Operators

Those advisors that do find themselves ready bring a host of high-impact experiences to their new role. The benefits break down into five buckets:

1. Rapid Iteration and Diverse Experience:

When I went into advising, I was worried that my Atlassian experience would soon stale. I didn’t anticipate how much the work itself would accelerate my experience. Working with CEOs and CMOs of many different hypergrowth companies, I’ve collaborated on dozens of annual plans, dozens of org designs, dozens of performance dashboards, go-to-market strategies, personnel issues, demand gen strategies, company positioning exercises, and more. I was able to test my processes, learn new processes from clients, and improve my effectiveness at warp speed. Advisory helps you quickly identify patterns, adapt to new environments, and bring many different, tested solutions to the table.

2. Broader Market Context

Working across multiple companies gives advisors a bird's-eye view of the market that surpasses working in one company. It’s more like an investor’s role at times than an operator. It’s been invaluable to see:

• First-hand benchmark numbers and trending patterns through the different market shifts

• Competitive landscape moves across sectors

• Best practices to different approaches - product-led growth AND sales-led or developer AND business user marketing, for instance.

Working at one company, you get deep into one model but don’t deeply see the potholes and rainbows of other approaches.

3. Rich Network of High-Potential Talent

Being an advisor has allowed me to grow my relationships massively with CEOs, venture capitalists, Chief Marketing Officers, Chief Revenue Officers, AI experts, marketing thought leaders, agency owners, and more. I’ve forged strong friendships with some of the best thinkers in tech, giving me an advantage for hiring, background-checking, and accessing knowledge when I need it. I once was able to get one of the top PR execs in Silicon Valley on the phone at 6 am ON HER VACATION to get insights on a crisis comms incident. This was the result of a friendship I had built for years. Advisory gave me more time to build rich relationships with top executives, leaders, and high-achieving employees of all stripes, which makes me massively more productive in selling, scaling a team, and forging partnerships.

4. First Principles Thinking

When I was first hired as an advisor, I thought people needed my experiences and structures - but I soon found that my specific experience was not as valuable as my ability to help them structure the problem, question assumptions, brainstorm options, and build solutions from the ground up. Each company, market, and moment is different. You don’t need someone to repeat their old playbook; you need leaders to be fantastic first-principles thinkers. You need leaders to approach each problem with fresh eyes (and a wealth of options) to bring the right solution for NOW.

5. Hunger for Impact

Contrary to the belief that advisors are "done," many are actually incredibly hungry to make the biggest impact possible with their time and knowledge if and when the time is right. Many advisors miss being part of a killer team or being an integral part of huge accomplishments like making the world a better place. They miss seeing their ideas through to fruition. If they have resolved their “why” for stepping back, they may be more hungry than ever. This hunger, combined with their extensive knowledge and broader perspective, can make them fantastic operators.

Conclusion: The Best of Both Worlds

Of course, there are advisors who might not have the drive or skill to excel in your company. But there are many who bring strategic thinking, an encyclopedia of best practices, a hunger for execution, and a refreshed personal life. These professionals bring a unique blend of diverse experiences, broad perspectives, and practical know-how that can be transformative.

So, the next time you're considering candidates for a key operational role, don't dismiss those with extensive advisory experience. Instead, consider the value they bring and how their background could be the catalyst your company needs to reach new heights. Interview them for their hunger, commitment, and drive.

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Carilu Dietrich is a former CMO, most notably the head of marketing that took Atlassian public. She currently advises CEOs and CMOs of high-growth tech companies. Carilu helps leaders operationalize the chaos of scale, see around corners, and improve marketing and company performance.

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