As one of the founders of Triple Crown Consulting, a tech recruiting firm based in Austin, Texas, COO David Smith has helped to drive the company's explosive growth over the past few years. Looking toward the future, he attended the Leading Professional Service Firms program at Harvard Business School (HBS) Executive Education to explore how companies with similar growth trajectories sustain and build on their success. In this interview, he discusses his key takeaways from the program and how they have shaped his approach to leadership.
Why did you want to attend the Leading Professional Service Firms program?
Triple Crown has grown so much in recent years that we have a wonderful problem: we need to continue our robust growth, push to the next level, and still maintain who we are and where we came from. As cofounder, I wanted to examine that question with business leaders who are confronting the same growth challenges.
What aspect of the program stood out to you?
To be honest, I was a bit skeptical when I showed up on campus. I wondered if the curriculum could give me useful insights into the path ahead for our unconventional, yet successful, tech recruiting firm. However, I left HBS with a new perspective and deep respect for executive education. The program opened my eyes to the importance of sticking to core values — such as focusing on people — in driving profitability. I came away from the program feeling validated, both academically and instinctually.
How did the program influence your thoughts on leadership?
For professional service firms, the performance and commitment of people are central to building a culture of continuous improvement. And at Triple Crown, our emphasis on cultivating outstanding people and pushing their performance potential has defined our growth and success. During this program, we examined how leading businesses take the philosophy of continuous improvement to drive sustained efficiency gains throughout their organizations. For me, it was validating to see that the same strategy we employ at Triple Crown yields results for businesses around the world. It was also a powerful reminder that no matter how much our company grows, remaining focused on our people will always be the key to our success.
Did you experience any "a-ha!" moments?
Definitely. One of my favorite stories from the program's many anecdotes and case studies was about NBA player Bill Russell and his coach Red Auerbach, who won nine NBA championships with the Boston Celtics. When people asked Russell what made his coach remarkable, Russell said, "he had the best set of ears." As leaders, we often see our jobs as talking, sharing, and telling — but Auerbach listened to his talent, and that made his teams great. This lesson was a reminder that our people on the ground have invaluable knowledge. They know our clients, they know themselves, and they know their peers. They see challenges and opportunities first hand. Their knowledge is essential to all of us becoming the problem solvers our clients want as partners.
What insights from your experience have stayed with you?
Virtually every business today, regardless of industry, is buzzing about the importance of "the customer experience." One of the most important lessons for me during my week at HBS was that building a great customer experience starts with the right customer. Too often, professional services companies take on a customer because the account is big or the name has cachet — even if it's not profitable or doesn't align with the company model. That's a fatal mistake for any account, and a world-class customer experience can't fix it. The lesson I took away is this: rather than building a customer experience to fit any potential client, build it around the clients that are good for your business. Be selective, and don't be afraid to turn down the wrong clients. The more you serve the right clients, the stronger your customer experience, business results, and profits will be.
How did the program prepare you to tackle your organization's challenges?
My time at HBS had a tremendous impact. The lessons and the interactions reminded me of how hungry people are to learn and grow and put their knowledge to work. As we face our growth challenges and the opportunities ahead, one of my goals will be to encourage that hunger for knowledge among my colleagues. If we're learning, we're growing. And sustained growth — for our staff, for our clients, and for our business — is exactly what we expect at Triple Crown.