My Nanny McFarland, after whom I named Farland Group, used to sit with me and play cards for hours on end. In hindsight, her patience at the age of 90 was inspiring. Even more amazing was her graceful way of »
President & Founder
Jane has more than 20 years of experience building marketing and communications strategies for leading technology, healthcare and financial services brands. Her early work was with business-to-consumer (b2c) companies like Perrier, Rollerblade and Black & Decker. She took her market testing b2c expertise to the business to business space helping large enterprise brands like IBM, Morgan Stanley Capital International, Fidelity and Microsoft Health to transform their client experience.
For fun:
Jane is an avid runner and cyclist and can be found on the soccer pitch. She enjoys traveling and exploring new parts of the world with her family.
Professional organizations:
EO (Entrepreneurs Organization), The Boston Club, The Commonwealth Institute, Boston Chamber of Commerce. Jane is also actively involved and on the boards of several non-profit organizations.
Education:
Jane has a BA from the University of Western Ontario, Canada and an MS from Boston University.
For fun:
Jane is an avid runner and cyclist and can be found on the soccer pitch. She enjoys traveling and exploring new parts of the world with her family.
Professional organizations:
EO (Entrepreneurs Organization), The Boston Club, The Commonwealth Institute, Boston Chamber of Commerce. Jane is also actively involved and on the boards of several non-profit organizations.
Education:
Jane has a BA from the University of Western Ontario, Canada and an MS from Boston University.
Facilitating a Productive Board Meeting
Preparing for a Customer Advisory Board meeting often raises several questions for meeting facilitators: Will the meeting run too fast and what will I do with the extra time? Will the meeting run too slow and what will I do »
Customer Advisory Board Advice: Fail Slow
Customer Advisory Boards test our assumptions like move fast and break things. Consider one other factor with speed – scale.
3 Lessons Learned in 2019 from Customer Advisory Boards
My Nanny McFarland, after whom I named Farland Group, used to sit with me and play cards for hours on end. In hindsight, her patience at the age of 90 was inspiring. Even more amazing was her graceful way of »
Sustaining Your Customer Advisory Board
Once you have a Customer Advisory Board recruited and your first few successful meetings are under your belt, things start to feel like they are running like a well-oiled machine. Don’t get too comfortable. It is exactly when things feel »
Progressing Customer Advisory Board Advice
‘Closing the loop’ is a phrase we use frequently at Farland Group. The point of this phrase is to emphasize that an engagement with a client is only as good as the action taken after the customer advisory board meeting. »
Why A Customer Advisory Board
Good relationships are about honesty, trust, and a shared commitment to agreed upon goals and mutual success. For clients to trust you, or anyone for that matter, you need to make commitments and follow through on the promises made or »
Executive Engagement: Tips on How to Retain and Grow Executive Relationships
Executives require a different level of engagement and focus. Done well executive relationships will drive lasting value to your B2B marketing and sales strategies.
Customer Advisory Boards: Listening Required, Action Mandatory
We facilitate many Customer Advisory Boards with C-level audiences (CIO, CMO, COO) who are critical to the future of our clients’ businesses. In a recent meeting a Board member asked me a simple question – “what makes this work so »
Extracting Value from your Customer Advisory Boards
When developing Board meeting sessions we ask our clients to be clear about where they want advice. We ask them to consider the questions they have for the Board; where they need advice; and how an external voice could help their thinking.
Should the Squeaky Wheel Get the Oil?
In developing customer listening systems – whether digital tools like Twitter or more complex systems like Advisory Boards – avoid course correcting for the loudest voice in the room. Instead, listen for the most important.