{"id":9619,"date":"2022-06-08T11:06:10","date_gmt":"2022-06-08T10:06:10","guid":{"rendered":"https:\/\/www.x4lifesciences.com\/2022\/06\/08\/wtf-wheres-the-focus-interview-with-spencer-gore-ceo-of-emg-health\/"},"modified":"2022-12-14T09:59:01","modified_gmt":"2022-12-14T09:59:01","slug":"wtf-wheres-the-focus-interview-with-spencer-gore-ceo-of-emg-health","status":"publish","type":"post","link":"https:\/\/www.x4lifesciences.com\/de\/2022\/06\/08\/wtf-wheres-the-focus-interview-with-spencer-gore-ceo-of-emg-health\/","title":{"rendered":"WTF? Where\u2019s the focus: Interview with Spencer Gore, CEO of EMG-Health"},"content":{"rendered":"

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\n

Spencer Gore is an award-winning serial entrepreneur and CEO of EMG-Health. Over a 20+ year period, he has launched 7 different businesses across television, publishing, recruitment, sports & healthcare.<\/p>\n<\/p>\n

Spencer shares some of the ways EMG-Health have thrived during the pandemic after their business model being \u201cpractically worthless on the day of lockdown,\u201d by staying true to their purpose and values with a laser focus.<\/p>\n

He is constantly pushing himself to be better by regularly attending leadership events as well as working with a business coach, two mentors, a peer-to-peer group and studying for an MBA at Cass Business School.<\/p>\n

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\n

What has been the biggest challenge for you since the beginning of the pandemic? <\/strong><\/p>\n

We have been very fortunate as a business and have continued to grow very rapidly, as we have done for the last nine years. We have had to adapt to lots of new things such as working from home, which we have never done before, but as a business we\u2019ve coped very well. We recruit on values and make sure that everyone is really bought into what we are doing.<\/p>\n

As an individual, I\u2019ve struggled a little bit as I\u2019m quite an extrovert person so being sat in a room on my own is not how I like to work. I\u2019m constantly trying to learn, and as Sir Clive Woodward would call it, \u201cI\u2019m a sponge, not a rock,\u201d and I find that much harder when I can\u2019t just walk around, bump into people and hear how they\u2019ve done things.<\/p>\n

Going back to the beginning of the pandemic, what was your reaction? <\/strong><\/p>\n

I probably spent 12 hours in meetings with the leadership team and the board of directors working through what we were going to do and what the plan was. Our business model was effectively worthless at that point as we were a business that makes it money from going to congresses and then writing a review. But all of a sudden, they\u2019re cancelled, or they\u2019ve gone virtual.<\/p>\n

We were looking at expanding into the US last year, but we put all growth plans on hold and instead launched webinars, podcasts and anything we thought we could do. In April, we made more money from the new products we launched than we made in the whole of March.<\/p>\n

What early working life and early experience helped shape where you are today? <\/strong><\/p>\n

I\u2019m dyslexic and I’ve always struggled to learn in a traditional school environment, so I left after a year of A Levels and worked in an insurance broker, but decided it wasn\u2019t for me as I knew I had more to offer. I went back to school and got into university, where I took full advantage of the sporting set up there. In my third year, I was overseeing all of the sports teams, with a budget of one million pounds, so it was a great learning curve to have that responsibility.<\/p>\n

It\u2019s important to have the destination in mind and how you get there doesn\u2019t matter too much. You\u2019ve got to make sure that you enjoy the journey and know what you\u2019re aiming for. It\u2019s hard when you\u2019re that age \u2013 not many people know what they want.<\/p>\n

What\u2019s important to you in the hiring process? <\/strong><\/p>\n

We recruit on values, so you have to possess the competencies or the ability to learn those skills, but more importantly to us is that you have values that are aligned to what we\u2019re trying to achieve.<\/p>\n

Some roles need certain degrees, so there\u2019s no way around that but there are not many jobs in this day and age where you can\u2019t train people if they have the ability to learn. If you\u2019re the sort of person who is going to thrive in our company and prepared to commit to being a gold medal winner, then we\u2019ll provide a support network for you, and give you that journey and personal development plan. There\u2019s a lot of people in the business who have had a tough upbringing, so they\u2019re trying to prove themselves and that really drives them. I think they’re the people that with a bit of polishing you can turn into diamonds.<\/p>\n

How different is your business now compared to a year ago? <\/strong><\/p>\n

Fundamentally, from a revenue point of view very different. Last year was the first year we made more money from non-Congress related products than we did from Congress related products. We saved a fortune in travel costs because we normally send four or five people all across the world to go to these congresses. I think webinars were our third biggest selling product last year which was a new revenue.<\/p>\n

How do you stay focused on your businesses vision with so many different distractions? <\/strong><\/p>\n

Years ago, one of our advisors taught me \u2018WTF\u2019 and asked me, what does it stand for? I gave the obvious response and he said no, it’s \u2018where’s the focus?\u2019<\/p>\n

Surrounding ourselves with a team of advisors that keep an eye on us and say, \u2018is this really going to help you achieve what you want to achieve?\u2019 is helpful. They’ll question it multiple times and if eventually, they buy into it then we do it, but if they don\u2019t then we leave it.<\/p>\n

How regularly do you see coaches and advisors, and what kind of structure do you put in place for that? <\/strong><\/p>\n

Football teams or any elite sports person don\u2019t do it on their own. If it\u2019s good enough for elite athletes to go and be the absolute best, why wouldn\u2019t we think that we can\u2019t learn from anyone else? I\u2019ve worked with Andy Sleep for nearly 10 years who I see religiously pretty much every week, even between Christmas and New Year. Our senior leadership team go for two days every quarter with him to go through their plans for the next 90 days. Then I\u2019ve got people like Steve Clark and our Chief Medical Officer who I have a weekly catchup with.<\/p>\n

What does great leadership look like to you? <\/strong><\/p>\n

Richard Branson personifies a great leader to me as he\u2019s willing to take risks, be disruptive but also has a really strong team around to help. You need to be surrounded by great people, and what I think I\u2019m good at is getting everyone to work together and putting the right pieces in the right place, to make their journey as productive as possible, and set them on the path to becoming a gold medal winner. Don\u2019t spend your time with negative people, I try and spend as many moments and opportunities with people that have got to where I want to get to.<\/p>\n

Any podcast or book that you have recently listened to or read that stuck with you? <\/strong><\/p>\n

A book that always sticks in my mind is Sir Clive Woodward \u2018Winning!\u2019 as it\u2019s not really a business book but it was recommended to me and that\u2019s what really got me into my obsession with reading books<\/p>\n

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