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Mark Grimes
Interests: social purpose enterprises, cause-related
marketing, social entrepreneurship, startup businesses,
philanthropy, fundraising, and non-profit organizations
(prefers environmental, arts & culture, children, community,
education, health, human services, international).
Mark, a serial
entrepreneur, has started each of his businesses with cash
on hand and made all of them profitable within 90 days or
less. Always independent, not a venture capitalist in
sight, he and his family have gone through all the usual
roller coasters -- the ups and downs -- by
themselves. Jump aboard and read his very candid
assessment of his
exhilarating experience -- and the valuable lessons he's
learned . . .
CEO/President, advertising agency with clients such
as P&G, Nextel, Disney, and Outpost.com. One of the
top 20 interactive advertising agencies according to Adweek
magazine. Profitable from 1996 through 2001. Crashed
and burned in 2002.
Personal guarantees delivered to vendors and plowing cash
back into company for payroll brought about utter and total
financial devastation.
// Lessons
Learned //
Things can turn nasty quicker than you can imagine.
Hire great people when the organization grows past your
comfort level.
Young, motivated, enthusiastic staff can accomplish amazing
things.
An angel investor with a somewhat iffy track record:
Helped the following companies launch: TechTracker,
SnapNames, Measurecast (Acquired), Printbind (Acquired),
Dogpile (Acquired), CashPile/Merchandising Avenue (DOA),
Online Response (DOA), Seminar Source (DOA), and MP3.com
(Public)
// Lessons
Learned //
Writing a
check for $100,000 makes you sweat and itch.
Always give a generous portion of your net revenue stream to
non-profit organizations, because you never know when you
might crater.
Arts Marketing Association, Founder, October 1989, an
association for marketing directors of nonprofit performing
arts groups grew to 350 paying performing arts clients and
profitable within 60 days of launch. Clients included
Lincoln Center, Kennedy Center, and Steppenwolf Theatre.
Sold to Arts Reach.
// Lessons
Learned //
Starting a
company takes courage and a supportive family.
When you lose interest, sell it.
Storefront Theatre, Marketing Director, built
subscriber base from 100 to 7,500 in three seasons, creating
the largest theatre company in the state.
Portland Repertory Theatre, Marketing Director, built
subscriber base from 1,200 to 3,500 in two seasons.
// Lessons
Learned //
The board of
directors can be crazy.
The board of directors may not understand the NPO business
model.
NPO's have an opportunity for tremendous growth if they are
open to trying both creative and traditional ideas.
A young, motivated, and enthusiastic staff can accomplish
amazing things.
Personal interests: family, reading, biking, film, and
music.
Contact Mark
about coaching for your organization.
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