RECOGNITION
grow with a company that is growing quickly.
We have created a community—all of my team members
are shareholders in the business. Everyone has skin in
the game and everyone is committed to creating the best
possible experience for our customers who come into the
practices, and for the partners who trust us. That’s been an
interesting learning experience for me.
outstanding and align our priorities. We go over what’s new,
what’s changed, and what’s important for the day.
Kristen’s work is flexible, she’s got a young family so
sometimes she’s in the office and sometimes she works
from home. I ran Asia from Sydney, so I’m very comfortable
working virtually.
During the day I like to talk rather than send emails
backwards and forwards. We regroup in the middle of the
day, and then—with respect for her family time—we do a
recap at the end of the day. By doing that she can be more
effective, and answer emails for me. People think it’s me!
The closer we are and the more we talk, the more productive
I can be.
How do you keep the momentum of George & Matilda
going?
One of my team members asked me, “So, when are we going
to stop calling ourselves a start-up?”
Our office is in a loft in Surry Hills in Sydney. It’s open
plan, no-one has an office, no-one is pressured about where
Do you relinquish full control of your email to Kristen?
they sit. It’s fast, energetic and things can happen really
I can’t imagine anyone who doesn’t do it. Kristen has full
quickly. I didn’t know the answer to my team member’s
question. I thought about it overnight, and I called a meeting access to all my emails, diary, schedule logging—sometimes
my emails are on her screen so she can look through spam
the next day. The answer to his question was that I never
and junk that she will file. That way when I’m
wanted to lose the start-up mentality. I don’t
looking at my emails I know the ones that I need
want to lose the start-up culture, because of the
to look at. She knows the ones where people are
energy, speed and passion that comes with it.
sending me stuff that I don’t need to read.
What we agreed on in that meeting was that
She has full access. The longer we work
we would change our ambition every year to a size
together, the more she understands the strategy
and scale that always makes us feel like a start-up.
GEORGE &
MATILDA
and can prioritise more effectively. I usually don’t
We’ve changed our business ambition far beyond
EYECARE
go to bed at night until I’ve responded to all of
the original thesis, so that now our long-term goal
my emails. We’re a fast moving organisation, so I
is to remain as a start-up.
Founded in 2016 George
& Matilda Eyecare, which
don’t want any of my team waiting on a response
It’s a different mindset, a different model with
is now Australia’s fastest-
from me. There are emails where Kristen and I
lots of trials, tribulations and stress. But it’s more
growing retail eyecare
talk about what needs to happen, and usually she
fun rolling fast than maintaining market share.
& eyewear community,
has 50 practices located
will respond for me.
in all major cities and
Does this strategy affect the way you interact
continue to grow.
How has your relationship with Kristen
with your staff and in particular your EA?
With Chris’ hands on
values-driven leadership
evolved?
Yes it does. Our whole approach means that all
and proven record for
It’s a relationship that I value very highly. When
of our goals are public. We share openly and
driving revenue & profit
I started George & Matilda, and it got to the point
transparently with everyone. It’s a transparent
growth in Australia, he
has attracted the best
where I was keen to have an EA to help me, I
culture, but it’s also a culture where you’ve got to
team and partners to
sat down and said here’s how I want it to work.
deliver, and if you don’t it’s very public. So there
build a community to
We started that way from day one, but there’s
is also peer accountability.
help people, test their
eyes and help them see
no question that the more you get to know each
There’s no hierarchy or bureaucracy. Anyone
better.
other, you learn how to work together better.
can wander up and talk to me about anything
I think being open, transparent and upfront
to get things done quickly. My EA, Kristen
georgeandmatilda.com.au
about what success looks like, and what it doesn’t
Chicktong, is part of the executive team. For me,
is important. Being open and honest with each
it’s an extremely close working relationship and
other helps things go much faster.
it’s one that enables me to go faster. She is involved as part
of my strategy, and the strategy team. She brings a different
How was your Executive PA Awards experience?
perspective and she’s very clever.
The night was excellent. I didn’t know I’d been nominated
By her being fully involved and part of my executive
for the award! It was a privilege to even be nominated, and
team, she has a very clear insight that enables me to go
being an award recipient was very humbling.
faster. Because she has full access to what I’m doing and
I don’t do what I do for awards, I do it to grow and
what’s on my mind, she can quickly prioritise who and how
develop people and create value. I’m a person that’s hungry
people fit into my diary and that’s important.
to learn and I’m very conscious of how you grow and
It really helps in making sure we can be faster, more
efficient and more effective. She’s invaluable, I see her not as develop as a person and how you can help other people
realise their opportunities. It’s great to see so many people
an EA but as a business partner.
that have done amazing things get recognised. It was a really
well-run night. S
How do you and Kristen work together on the
day-to-day?
The first meeting I have every day, whether it’s physical
Chris Beer was Runner-Up for Boss of the Year at the 2018 Executive
or remote, is with Kristen. We recap anything that’s
PA Awards.
Issue 3 2019 | Chief of Staff 23