“If you haven’t been
rejected, or haven’t
failed before, you
simply are not taking
enough risks. You aren’t
stretching yourself.”
projects as diverse as program-
ming Windows version 3, launch-
ing the Clinton Administration’s
intranet strategy, and securing $4
billion in funding for American
small businesses.
Her first successful company
grew out of the infamous Micro-
soft/IRS battle over the “employ-
ment” status of full-time contrac-
tors. Still working at Microsoft
when it had to change its staffing
practices, Comaford-Lynch found her-
self in the right place at the right time
and she helped Microsoft quickly transi-
tion into compliance by starting her first
staffing company with 35 contractors.
Since then, Comaford-Lynch has started
four companies that she has either sold
or taken public. She’s on her sixth com-
pany now, Mighty Ventures, and has
been a venture capitalist or angel inves-
tor in 200 companies and has served on
36 boards.
Comaford-Lynch has plenty to say
about finding your inner entrepre-
neur, applying some business basics,
and turning your support center into a
business-centric organization, as you’ll
soon find out.
Moving from monk to geisha girl to en-
trepreneur to angel investor, gives you
quite a different perspective, doesn’t it?
Comaford-LynCh: Reinventions
are great, and business reinventions are
not that different from personal ones—
find a pain point and fix it. It’s fun to
have the vantage point of both sides
of the table. Entrepreneurs are creat-
ing new products, new markets and
new ways to entice customers. Venture
capitalists are looking at costs, risks and
how compelling the team is. It’s fas-
cinating to watch the dynamics when
they are in the room together.
Speakers naturally have a high-
ly competitive, entrepreneur-
ial nature. At some conferenc-
es, competition is keen—even
among speakers who are will-
ing to speak for free.
NSA’s speakers hail from a
wide variety of arenas, includ-
ing law, finance, high technol-
ogy, health care, sports, media,
sales and marketing, interna-
tional business, and the list goes on.
They realize that speaking is simply an-
other method for promoting themselves
and their business. To be believable,
they must be genuine. If they speak on
success, they need to be examples of
that success. If the topic is leadership,
they need to be leaders.
What was your driving force
to become a monk?
Comaford-LynCh: I had teen-
age angst. I thought that there was too
much pain in this world, and I wanted
to find a way to reduce it. Ultimately, I
decided I could make a bigger differ-
ence if I were not cloistered away, so
I threw myself out in the world. That
terrified me. But, I realized I’m a more
in-the-trenches kind of girl and need
to see results.
How does this entrepreneurial
perspective apply to speakers,
authors and consultants?
Comaford-LynCh: NSA’s mem-
bership provides excellent examples of
successful men and women who have
distinguished themselves in business by
their entrepreneurial abilities. Many
have started businesses from scratch
and grown them into huge money-mak-
ing enterprises. Others have established
revered reputations as authors and con-
sultants. By adding speaking engage-
ments to their repertoire, they have
increased their visibility and propelled
More About Comaford-Lynch
christine comaford-lynch is ceo of Mighty ventures, a business accelerator which helps companies to massively increase sales, product
offerings and company value. her triumphs and disasters are revealed
in her New York Times (and USa Today, Wall Street Journal, Business Week
and Amazon.com) bestselling business book: rules for renegades: How
to Make More Money, rock Your Career, and revel in Your Individuality. For
four free business-boosting podcasts, visit www.mightyventures.com/gift.
Speakers may achieve some surprising
results if they thought more like entrepreneurs as they manage their areas of
responsibility. What qualities can entrepreneurs apply to the day-to-day running of a speaking/consulting business?
Comaford-LynCh: Speakers need
to manage themselves like a business
because they are in the business of
speaking. They may have a brilliant pre-
sentation, but it will capsize without a
business plan.
Speakers must be methodical in pro-
moting themselves; for example, by tar-
geting organizations they want to speak
to and following up with a proposal;
requesting testimonial letters after each
speaking engagement; creating a one-
sheet listing their expertise; and then
joining an association, such as NSA, for
networking and to further hone their
speaking skills.
Like entrepreneurs, speakers also
must focus on marketing and product
development, just as any business en-
trepreneur would. They need to realize
the importance of constantly innovat-
ing and taking risks. Successful speak-
ers run successful businesses. Successful
businesses know that people, mon-
ey and a business model are key! The
qualities are commitment, perseverance
and creativity.
