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SEVEN TRIGGERS TO
BREAKTHROUGH COMPANIES
the playbook for innovating consistent breakthroughs




JUSTIN BECK                                    © Group Trigger, LLC. All Rights Reserved
introduction

Trigger the full potential of your company
•      Companies that innovate consistent breakthroughs have a strategy, a process and a culture to achieve
       them. The Seven Triggers to Breakthrough Companies is our playbook for innovating consistent breakthroughs.



Any company can think like a startup
•      Startups think big and move fast. Startups don't need to be new companies. They can be the way you launch
       new services, new products or new approaches to your existing business that make it more remarkable.



Group Trigger launches a startup culture inside your company
•      Consistent innovation is a destination. The Group Trigger team is passionate about implementing the Seven
       Triggers to establish the culture of innovation at companies. We have worked in Fortune 500 companies and
       launched dozens of startups. We bridge the gap to help your organization think and act like a startup to unlock
       your full potential.



Contact Group Trigger today to get more "innovation" from your business.

© Group Trigger, LLC. All Rights Reserved
the seven triggers

        1. create a place for innovation

        2. define a process for vetting ideas

        3. take viable ideas to market

        4. move profitable ideas to operational teams

        5. channel resources to the breakthrough ideas

        6. cultivate non-breakthrough results

        7. transform the culture to embrace breakthroughs



© Group Trigger, LLC. All Rights Reserved
1. create a place for innovation




© Group Trigger, LLC. All Rights Reserved
there is a reason for the state of decline

 Innovation is in your genes
 All companies that find success start with innovation.


 At the point of creation, many critical decisions and
 innovations are generated daily. For this reason, many
 people are drawn to early stage companies where
 creativity is peaking and contributions are highly visible.

                                                               Your organization suffers in two ways. The talented
 Then there is a need to define your service or product
                                                               people become disenfranchised. Your remarkable
 with boundaries to allow your team to focus. Your
                                                               product or service starts to dim in the eyes of the
 organization benefits from this focus and grows into a
                                                               market.
 remarkable company.

                                                               You somehow find your organization in a state of
 Along the way, the boundaries that created focus and
                                                               decline. It can happen to any size organization at any
 channeled energy become the stumbling blocks to
                                                               time.
 innovation.


© Group Trigger, LLC. All Rights Reserved
the place for innovation

 Innovation is physical and cultural
 Take a look around your organization and see if there is
 a physical environment to foster innovation. Chances
 are, the utilitarian needs of your organization overrun
 the fundamental enablers of innovation.


 Is there an endless sea of high cubicles and is
 management’s office door closed? The space to
 engender spontaneous interaction among all
                                                                Your people and their innovation is your greatest asset.
 employees is an important physical requirement to
                                                                Re-creating the physical and cultural place for
 foster innovation.
                                                                innovation is the critical first step.

 What is management’s perception of the innovative
 culture of its organization? More importantly, is it in line
 with the employees’ perception?




© Group Trigger, LLC. All Rights Reserved
2. define a process for vetting ideas




© Group Trigger, LLC. All Rights Reserved
innovation rules

 What are the unwritten rules?
                                                         Sixty days later the install targets were met, but that
 All companies have rules regarding contribution and
                                                         same employee was gone and it was the worst period
 innovation, regardless if they are written or not.
                                                         for customer support ever.

 For example, at my first company meeting at a midsize
                                                         The unwritten rule here was employee contributions
 company, the CEO asked if we should push during the
                                                         were not respected. In time, I observed employees
 month of December to meet our install targets or
                                                         exchanging good ideas, but they did not risk taking
 decrease the targets so employees could be with their
                                                         them to the top.
 families during the holidays?

                                                         In most other examples, it is the people, not the
 One employee answered that he wanted to have some
                                                         management that stifle innovation. Consistently recruit
 family time during the holiday. I sensed it was what
                                                         and introduce new people to your organization who
 many wanted to say, but did not. The CEO immediately
                                                         have no allegiance to “the way we do things around
 reprimanded the employee in front of everyone for not
                                                         here.”
 pushing to meet the targets.




© Group Trigger, LLC. All Rights Reserved
making the process real

 Making rules to break the rules
 Google made corporate sponsored innovation famous
 with its 20% rule for their engineering staff. The rule
 states engineers should spend 20% of their time (one
 day per week) working on projects that personally
 interest them.


 The 20% projects led to such innovative products as
                                                            The important concept is that there was a rule and a
 Gmail, Google News, Orkut and AdSense. In 2006, a
                                                            subsequent process created that made innovation a
 Google analysis reported that 50% of the new product
                                                            clear strategy. Find a rule that will work for your
 launches originated from its 20% rule.
                                                            organization and then go out of your way to support it.

 While you may initially think that only companies like
                                                            Your best way to provide support is to create a process
 Google can afford to have a rule like that, do not
                                                            for vetting ideas. This is where some rules will benefit
 dismiss the potential a similar type of rule may have on
                                                            to help keep the process safe and neutral for the
 your organization.
                                                            contributors.


© Group Trigger, LLC. All Rights Reserved
3. take viable ideas to market




© Group Trigger, LLC. All Rights Reserved
it is easy and inexpensive to test ideas

                                                             target. The number 30 helps you get statistically
 Let the market decide
                                                             significant results.
 Once the ideas start taking shape you can implement
 the next trigger to test the ideas. Your vetting process
                                                             It is also important to give the same pitch to all 30
 is your internal evaluation. Ideas that pass the internal
                                                             people so you have a clear picture of your results. I
 process should then be taken to market for their
                                                             remember pitching prospects at my start-up company
 ultimate test.
                                                             and adapting the message each time based on what I
                                                             learned from the last person. We pitched 30 people,
 Remember that not all breakthrough ideas will be new
                                                             but in the end had no clear takeaways on what was
 products or services. It could be a better way to
                                                             good or bad about our proposal.
 generate leads. It could be a way to reduce supplier
 dependency or a long list of other innovations that will
                                                             With the same pitch, you will start to consistently hear
 make your company more remarkable.
                                                             what aspects are good or bad. If there is enough good,
                                                             re-create your pitch and then present it to 30 more
 There is a successful process to test the innovations
                                                             members. It will be clear when your results indicate
 that are commercially viable. It is to create a pitch and
                                                             you have a winning idea.
 present it to 30 members of your target market. It may
 be current customers or new prospects you want to

© Group Trigger, LLC. All Rights Reserved
4. move profitable ideas to operational teams




© Group Trigger, LLC. All Rights Reserved
you know who to put in when you need a homerun

 Expect great from the great
 Anyone who has been on a baseball team knows some
 hitters are better than others. And everyone on the
 team knows who they are. When you are at a critical
 point in the game, the whole team will rally around to
 support those hitters in getting the job done to get the
 win.

                                                            I have seen good ideas fail because they are given to
 The same is true for your organization. If you have
                                                            the people who are below average performers. If they
 successfully implemented the first three triggers, your
                                                            cannot succeed in something tried and proven, they
 organization will begin to have confidence that this
                                                            generally will not succeed in something new.
 process is for real. And they will want a win.

                                                            The argument against this is that you cannot afford to
 The principle here is to give every opportunity the best
                                                            take your best hitters off your core business. If you are
 chance it has to succeed. Sure everyone on the team
                                                            in decline, you cannot afford not to.
 can hit, but we need the best hitters on the team
 swinging for the homeruns when we need them most.

© Group Trigger, LLC. All Rights Reserved
5. channel resources to the breakthrough ideas




© Group Trigger, LLC. All Rights Reserved
clear the path

 No new wine in old bottles
 This is what you worked for, an innovation
 breakthrough. Putting a breakthrough innovation into a
 process that has been bureaucratized over time may be
 a sure way to stifle its potential. If you are already in a
 state of decline, there are multiple reasons for it.


 Remember, during the creation process innovations
                                                               Be clear with your team that your processes may need
 are a daily occurrence. Use the breakthrough as an
                                                               to change for your innovation to succeed.
 excuse and an opportunity to rethink many parts of your
 business. Clear the path to let your breakthrough
                                                               Your team will rally with you when processes are the
 succeed.
                                                               problem. Your team will resent you if people are the
                                                               problem. So properly prescribe where you want their
 The breakthrough and the entire process of getting
                                                               renewed creative energy applied.
 there will trigger life and creativity throughout your
 organization. Your people will be the greatest resource
 to help your innovation succeed.

© Group Trigger, LLC. All Rights Reserved
start cheering

 Get the most out of your win
 It is critical to properly celebrate the win to perpetuate
 the innovation triggers. As a leader, generously give
 credit to everyone who contributes to the success.


 Changing the culture in your organization is no small
 task. There may not always be an abundance of great
 opportunities to seal up these cultural changes in the
 eyes of your people. These breakthrough moments are
 those times.
                                                              As the organization reaps the rewards of a
                                                              breakthrough, be sure to not just reward your people
 You are polishing your people; gems that may have
                                                              with praise. Try to find a way for them to financially
 become tarnished or grown dingy over time. They are
                                                              benefit as well. It does not have to be big, but doing
 still gems waiting to shine again. Be gracious. Breathe
                                                              something will go a long way to leverage your win.
 life back into them and reap the full benefits of an
 entire organization that is fully engaged and innovative.


© Group Trigger, LLC. All Rights Reserved
6. cultivate non-breakthrough results




© Group Trigger, LLC. All Rights Reserved
how do you treat perceived failure?

 The only true failure is no innovation
 Treating your failures properly is more critical than
 anything you will ever do with your successes.


 This is the time naysayers appear from the background.
 It is important to be critical with the results, but never
 allow anyone to undermine the innovation process.


 Innovative people will be innovative as long as it is
 safe. If there are major consequences from a
 perceived failure, make sure the culture to innovate can
 remain healthy.
                                                              “Many of life’s failures are people who did not realize
                                                              how close they were to success when they gave up.”
 Chances are you are close. Take what is good and try
                                                                                                      - Thomas Edison
 to recycle it. If it is a dead end, take what was learned
 and celebrate the lesson. Then get back in the ring.


© Group Trigger, LLC. All Rights Reserved
build balance into the framework

 Innovation needs execution
 As you continue to cultivate your non-breakthrough
 ideas find a balance in innovation and execution.
 Remarkable companies are not just filled with good
 ideas. They have discipline and execution.


 The framework you create to cultivate breakthroughs is
 important. The measurement will not be the quantity of
 innovations or breakthroughs, but how well they
 perform. The framework needs to nurture, integrate
 and execute.


 As you execute on your breakthrough make sure you
 do not eclipse your innovation process. The key is to
 not let innovation or execution eclipse each other. A
 culture that has success with both is remarkable.


© Group Trigger, LLC. All Rights Reserved
7. transform the culture to embrace breakthroughs




© Group Trigger, LLC. All Rights Reserved
not everyone likes innovation

 Expect change
 Most people like innovation, but some people will resist
 the changes it brings. This is true for your employees,
 and your customers and partners as well.


 You will likely lose some employees, customers and
 partners along the way. If these types filter out in the
 process, it is better in the long run. There are plenty of
 non-innovative companies out there to give them
 shelter.


 You are likely to gain much more than was ever lost in
                                                              new customers and new partners. These new additions
 your organizational transformation. Your best people
                                                              will be more abundant contributors to helping your team
 will have more satisfaction in what they do. They will
                                                              succeed.
 create a renewed energy that will attract new people,




© Group Trigger, LLC. All Rights Reserved
time seals your transformation

 There are no shortcuts
 Three words describe the commitment needed to re-
 create a remarkable business in decline:


 1. Diligence – constant and earnest in effort and
      application. Work hard at the process. Work hard
      at the breakthroughs.

                                                                The seven triggers are the guideposts, but time is the
 2. Perseverance – Steady persistence in a course of
                                                                element that seals the transformation and makes it
      action, a purpose, a state, etc. You can overcome
                                                                complete. There is no formula for how long it will take
      the difficulties, obstacles or discouragement that will
                                                                to get from each trigger to the next.
      surely come.

                                                                Your business is worth re-creating. Your people are
 3. Continuance – To go on or keep on without
                                                                worth the investment of time and energy it will take to
      interruption. Stand firm in the place that allows
                                                                restore remarkable to your business.
      innovation to work. It will give back.


© Group Trigger, LLC. All Rights Reserved
about the author

                                                                 Sweet Spot was successfully acquired in 2007 by
 Justin Beck, CEO CEO
                                                                 DirectPointe, Inc. Justin then worked for DirectPointe as the
 Justin is a true entrepreneur with a rich
                                                                 Vice President of Marketing and Products. Justin helped
 background. Through all of his experiences he gained a love
                                                                 DirectPointe launch an online marketing strategy with a
 for business strategy. He founded Group Trigger to help
                                                                 1,000% return and earn the ranking as the #1 Managed
 remarkable companies innovate consistent breakthroughs.
                                                                 Service Provider in the world in 2008.
 In its first year, Group Trigger helped launch seven startups
 and now Group Trigger helps launch startups inside larger       Prior to his entrepreneurial career, Justin gained Fortune
 companies.                                                      100 experience at Sprint and signed a $30 million contract
                                                                 with a top 10 client. He also worked at Eclipse Marketing
 Justin founded two companies prior to Group Trigger. He         where he helped Eclipse grow rapidly and earn a spot on the
 was CEO at Home Market Inc., his first venture. Home            Inc. 500 list of fastest growing companies in both 1997 and
 Market was a Web 2.0 portal for community contributed and       1998.
 mashed-up localized content. He then co-founded and
 served as CEO at Sweet Spot Solutions, Inc., which was a        When Justin isn't working he loves spending time with his
 software application pioneer for flash memory platforms.        family creating a little "innovation" at home.
 Justin was an inventor on two patents and brought Sweet
 Spot from startup to acquisition in less than 5 years.          Find Justin at www.grouptrigger.com




© Group Trigger, LLC. All Rights Reserved

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Seven Triggers To Breakthrough Companies

  • 1. SEVEN TRIGGERS TO BREAKTHROUGH COMPANIES the playbook for innovating consistent breakthroughs JUSTIN BECK © Group Trigger, LLC. All Rights Reserved
  • 2. introduction Trigger the full potential of your company • Companies that innovate consistent breakthroughs have a strategy, a process and a culture to achieve them. The Seven Triggers to Breakthrough Companies is our playbook for innovating consistent breakthroughs. Any company can think like a startup • Startups think big and move fast. Startups don't need to be new companies. They can be the way you launch new services, new products or new approaches to your existing business that make it more remarkable. Group Trigger launches a startup culture inside your company • Consistent innovation is a destination. The Group Trigger team is passionate about implementing the Seven Triggers to establish the culture of innovation at companies. We have worked in Fortune 500 companies and launched dozens of startups. We bridge the gap to help your organization think and act like a startup to unlock your full potential. Contact Group Trigger today to get more "innovation" from your business. © Group Trigger, LLC. All Rights Reserved
  • 3. the seven triggers 1. create a place for innovation 2. define a process for vetting ideas 3. take viable ideas to market 4. move profitable ideas to operational teams 5. channel resources to the breakthrough ideas 6. cultivate non-breakthrough results 7. transform the culture to embrace breakthroughs © Group Trigger, LLC. All Rights Reserved
  • 4. 1. create a place for innovation © Group Trigger, LLC. All Rights Reserved
  • 5. there is a reason for the state of decline Innovation is in your genes All companies that find success start with innovation. At the point of creation, many critical decisions and innovations are generated daily. For this reason, many people are drawn to early stage companies where creativity is peaking and contributions are highly visible. Your organization suffers in two ways. The talented Then there is a need to define your service or product people become disenfranchised. Your remarkable with boundaries to allow your team to focus. Your product or service starts to dim in the eyes of the organization benefits from this focus and grows into a market. remarkable company. You somehow find your organization in a state of Along the way, the boundaries that created focus and decline. It can happen to any size organization at any channeled energy become the stumbling blocks to time. innovation. © Group Trigger, LLC. All Rights Reserved
  • 6. the place for innovation Innovation is physical and cultural Take a look around your organization and see if there is a physical environment to foster innovation. Chances are, the utilitarian needs of your organization overrun the fundamental enablers of innovation. Is there an endless sea of high cubicles and is management’s office door closed? The space to engender spontaneous interaction among all Your people and their innovation is your greatest asset. employees is an important physical requirement to Re-creating the physical and cultural place for foster innovation. innovation is the critical first step. What is management’s perception of the innovative culture of its organization? More importantly, is it in line with the employees’ perception? © Group Trigger, LLC. All Rights Reserved
  • 7. 2. define a process for vetting ideas © Group Trigger, LLC. All Rights Reserved
  • 8. innovation rules What are the unwritten rules? Sixty days later the install targets were met, but that All companies have rules regarding contribution and same employee was gone and it was the worst period innovation, regardless if they are written or not. for customer support ever. For example, at my first company meeting at a midsize The unwritten rule here was employee contributions company, the CEO asked if we should push during the were not respected. In time, I observed employees month of December to meet our install targets or exchanging good ideas, but they did not risk taking decrease the targets so employees could be with their them to the top. families during the holidays? In most other examples, it is the people, not the One employee answered that he wanted to have some management that stifle innovation. Consistently recruit family time during the holiday. I sensed it was what and introduce new people to your organization who many wanted to say, but did not. The CEO immediately have no allegiance to “the way we do things around reprimanded the employee in front of everyone for not here.” pushing to meet the targets. © Group Trigger, LLC. All Rights Reserved
  • 9. making the process real Making rules to break the rules Google made corporate sponsored innovation famous with its 20% rule for their engineering staff. The rule states engineers should spend 20% of their time (one day per week) working on projects that personally interest them. The 20% projects led to such innovative products as The important concept is that there was a rule and a Gmail, Google News, Orkut and AdSense. In 2006, a subsequent process created that made innovation a Google analysis reported that 50% of the new product clear strategy. Find a rule that will work for your launches originated from its 20% rule. organization and then go out of your way to support it. While you may initially think that only companies like Your best way to provide support is to create a process Google can afford to have a rule like that, do not for vetting ideas. This is where some rules will benefit dismiss the potential a similar type of rule may have on to help keep the process safe and neutral for the your organization. contributors. © Group Trigger, LLC. All Rights Reserved
  • 10. 3. take viable ideas to market © Group Trigger, LLC. All Rights Reserved
  • 11. it is easy and inexpensive to test ideas target. The number 30 helps you get statistically Let the market decide significant results. Once the ideas start taking shape you can implement the next trigger to test the ideas. Your vetting process It is also important to give the same pitch to all 30 is your internal evaluation. Ideas that pass the internal people so you have a clear picture of your results. I process should then be taken to market for their remember pitching prospects at my start-up company ultimate test. and adapting the message each time based on what I learned from the last person. We pitched 30 people, Remember that not all breakthrough ideas will be new but in the end had no clear takeaways on what was products or services. It could be a better way to good or bad about our proposal. generate leads. It could be a way to reduce supplier dependency or a long list of other innovations that will With the same pitch, you will start to consistently hear make your company more remarkable. what aspects are good or bad. If there is enough good, re-create your pitch and then present it to 30 more There is a successful process to test the innovations members. It will be clear when your results indicate that are commercially viable. It is to create a pitch and you have a winning idea. present it to 30 members of your target market. It may be current customers or new prospects you want to © Group Trigger, LLC. All Rights Reserved
  • 12. 4. move profitable ideas to operational teams © Group Trigger, LLC. All Rights Reserved
  • 13. you know who to put in when you need a homerun Expect great from the great Anyone who has been on a baseball team knows some hitters are better than others. And everyone on the team knows who they are. When you are at a critical point in the game, the whole team will rally around to support those hitters in getting the job done to get the win. I have seen good ideas fail because they are given to The same is true for your organization. If you have the people who are below average performers. If they successfully implemented the first three triggers, your cannot succeed in something tried and proven, they organization will begin to have confidence that this generally will not succeed in something new. process is for real. And they will want a win. The argument against this is that you cannot afford to The principle here is to give every opportunity the best take your best hitters off your core business. If you are chance it has to succeed. Sure everyone on the team in decline, you cannot afford not to. can hit, but we need the best hitters on the team swinging for the homeruns when we need them most. © Group Trigger, LLC. All Rights Reserved
  • 14. 5. channel resources to the breakthrough ideas © Group Trigger, LLC. All Rights Reserved
  • 15. clear the path No new wine in old bottles This is what you worked for, an innovation breakthrough. Putting a breakthrough innovation into a process that has been bureaucratized over time may be a sure way to stifle its potential. If you are already in a state of decline, there are multiple reasons for it. Remember, during the creation process innovations Be clear with your team that your processes may need are a daily occurrence. Use the breakthrough as an to change for your innovation to succeed. excuse and an opportunity to rethink many parts of your business. Clear the path to let your breakthrough Your team will rally with you when processes are the succeed. problem. Your team will resent you if people are the problem. So properly prescribe where you want their The breakthrough and the entire process of getting renewed creative energy applied. there will trigger life and creativity throughout your organization. Your people will be the greatest resource to help your innovation succeed. © Group Trigger, LLC. All Rights Reserved
  • 16. start cheering Get the most out of your win It is critical to properly celebrate the win to perpetuate the innovation triggers. As a leader, generously give credit to everyone who contributes to the success. Changing the culture in your organization is no small task. There may not always be an abundance of great opportunities to seal up these cultural changes in the eyes of your people. These breakthrough moments are those times. As the organization reaps the rewards of a breakthrough, be sure to not just reward your people You are polishing your people; gems that may have with praise. Try to find a way for them to financially become tarnished or grown dingy over time. They are benefit as well. It does not have to be big, but doing still gems waiting to shine again. Be gracious. Breathe something will go a long way to leverage your win. life back into them and reap the full benefits of an entire organization that is fully engaged and innovative. © Group Trigger, LLC. All Rights Reserved
  • 17. 6. cultivate non-breakthrough results © Group Trigger, LLC. All Rights Reserved
  • 18. how do you treat perceived failure? The only true failure is no innovation Treating your failures properly is more critical than anything you will ever do with your successes. This is the time naysayers appear from the background. It is important to be critical with the results, but never allow anyone to undermine the innovation process. Innovative people will be innovative as long as it is safe. If there are major consequences from a perceived failure, make sure the culture to innovate can remain healthy. “Many of life’s failures are people who did not realize how close they were to success when they gave up.” Chances are you are close. Take what is good and try - Thomas Edison to recycle it. If it is a dead end, take what was learned and celebrate the lesson. Then get back in the ring. © Group Trigger, LLC. All Rights Reserved
  • 19. build balance into the framework Innovation needs execution As you continue to cultivate your non-breakthrough ideas find a balance in innovation and execution. Remarkable companies are not just filled with good ideas. They have discipline and execution. The framework you create to cultivate breakthroughs is important. The measurement will not be the quantity of innovations or breakthroughs, but how well they perform. The framework needs to nurture, integrate and execute. As you execute on your breakthrough make sure you do not eclipse your innovation process. The key is to not let innovation or execution eclipse each other. A culture that has success with both is remarkable. © Group Trigger, LLC. All Rights Reserved
  • 20. 7. transform the culture to embrace breakthroughs © Group Trigger, LLC. All Rights Reserved
  • 21. not everyone likes innovation Expect change Most people like innovation, but some people will resist the changes it brings. This is true for your employees, and your customers and partners as well. You will likely lose some employees, customers and partners along the way. If these types filter out in the process, it is better in the long run. There are plenty of non-innovative companies out there to give them shelter. You are likely to gain much more than was ever lost in new customers and new partners. These new additions your organizational transformation. Your best people will be more abundant contributors to helping your team will have more satisfaction in what they do. They will succeed. create a renewed energy that will attract new people, © Group Trigger, LLC. All Rights Reserved
  • 22. time seals your transformation There are no shortcuts Three words describe the commitment needed to re- create a remarkable business in decline: 1. Diligence – constant and earnest in effort and application. Work hard at the process. Work hard at the breakthroughs. The seven triggers are the guideposts, but time is the 2. Perseverance – Steady persistence in a course of element that seals the transformation and makes it action, a purpose, a state, etc. You can overcome complete. There is no formula for how long it will take the difficulties, obstacles or discouragement that will to get from each trigger to the next. surely come. Your business is worth re-creating. Your people are 3. Continuance – To go on or keep on without worth the investment of time and energy it will take to interruption. Stand firm in the place that allows restore remarkable to your business. innovation to work. It will give back. © Group Trigger, LLC. All Rights Reserved
  • 23. about the author Sweet Spot was successfully acquired in 2007 by Justin Beck, CEO CEO DirectPointe, Inc. Justin then worked for DirectPointe as the Justin is a true entrepreneur with a rich Vice President of Marketing and Products. Justin helped background. Through all of his experiences he gained a love DirectPointe launch an online marketing strategy with a for business strategy. He founded Group Trigger to help 1,000% return and earn the ranking as the #1 Managed remarkable companies innovate consistent breakthroughs. Service Provider in the world in 2008. In its first year, Group Trigger helped launch seven startups and now Group Trigger helps launch startups inside larger Prior to his entrepreneurial career, Justin gained Fortune companies. 100 experience at Sprint and signed a $30 million contract with a top 10 client. He also worked at Eclipse Marketing Justin founded two companies prior to Group Trigger. He where he helped Eclipse grow rapidly and earn a spot on the was CEO at Home Market Inc., his first venture. Home Inc. 500 list of fastest growing companies in both 1997 and Market was a Web 2.0 portal for community contributed and 1998. mashed-up localized content. He then co-founded and served as CEO at Sweet Spot Solutions, Inc., which was a When Justin isn't working he loves spending time with his software application pioneer for flash memory platforms. family creating a little "innovation" at home. Justin was an inventor on two patents and brought Sweet Spot from startup to acquisition in less than 5 years. Find Justin at www.grouptrigger.com © Group Trigger, LLC. All Rights Reserved