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In the 3rd episode of Exit Right, host Mike Silver dives into the tale of Rachel Kay, founding father of Rachel Kay Public Relations (now a part of Finn Partners), uncovering the evolution of her company, her strategic strategy to enlargement and the emotional complexity of letting cross.
Despite being on the helm of one of the crucial revered businesses within the client packaged items (CPG) PR house, Rachel Kay’s trail to entrepreneurship wasn’t premeditated. “I never intended to be an entrepreneur,” she tells Exit Right host Mike Silver. But management at all times adopted her. From taking rate in class to in the end launching her company, the trend was once transparent.
After early company enjoy and an ill-fitting in-house position, Kay took the daring step of freelancing, remodeling her earlier employer into her first consumer. That pivot set the tone for a way she would develop Rachel Kay Public Relations: with purpose, grit and a deep figuring out of the CPG sector.
Central to her luck was once a industry building mindset. “You’re never going to get to that next step unless you have a strong business development strategy,” Kay says. While referrals and networking performed a task, she swears via the sudden energy of chilly calling – even now. “I built the business by aggressively networking – trade shows, events, cold calls. I still do that today.”
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Her pastime lies in serving to manufacturers discover significant white areas inside of established classes. “The most successful brands are the ones that identify a white space in a historically respected vertical and make it better,” she explains. With purchasers like Simple Mills and Good Culture, her company has been at the leading edge of raising on a regular basis staples into class leaders.
When requested in regards to the gender dynamics within the male-dominated CPG industry international, Kay is candid. “I can point out a million instances of low-level sexism and misogyny… but do I think being a woman held me back? I don’t.” Instead, she credit girls’s multitasking skills as a key asset in company lifestyles.
Perhaps probably the most gripping a part of the episode is Kay’s account of her go out. It wasn’t impulsive. She explored choices, examined the waters with attainable acquirers and in the end discovered alignment with Finn Partners. “I was filled with such a sense of pride,” she recollects. “But 25% of my feelings were focused on abject terror.” That combine of pleasure and worry is a trademark of go out tales and Kay’s vulnerability in sharing it’s refreshing.
Her dedication to her staff, in particular longtime spouse Natalie Terashima, performed an important position. “A big motivator was wanting Natalie to have growth, to move into a higher level,” Kay explains. That sense of loyalty speaks volumes about her management taste.
Post-sale, now not a lot modified operationally. Kay nonetheless runs her unit, now with get right of entry to to broader sources, global collaborations and expanded classes past “better-for-you” CPG. But the transition was once strategic – branding remained intact to retain fairness, regardless that they’ll in the end merge absolutely into Finn.
Looking again, Kay stocks an bizarre twist at the display’s ultimate query. Rather than recommendation she didn’t take, she displays on recommendation she disregarded – and is satisfied she did: “A lot of people told me not to sell. But the timing was right and Finn was the right partner.”
Rachel Kay’s tale is a textbook case of an “exit right” – considerate, people-focused and true to the imaginative and prescient she constructed from the start. For any founder navigating the post-sale fog, this episode gives readability and inspiration.
Listen to the overall episode now on The Drum’s podcast hub or anyplace you get your podcasts.
