Element Three

Channel · 3 Shows

Management

Management

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Marketing

Marketing

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Careers

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10/25/2023

Investing in the Right Leaders with Adam Ringo

Business acquisition isn’t just about considering the assets you’ll gain but also the leader you’ll work with. Can you work with them long-term? Are your values aligned? A leader’s identity and personality can often complicate your plans, whether you’re looking to buy a business or even partner with one. Understanding and respecting the different types of leaders will help you navigate these scenarios more productively. In this episode, Adam Ringo, Managing Partner at Watercourse Investments, shares valuable insights about identity, leadership, and more. In this episode, you’ll learn: Impact can’t happen without sustainable growth. Leadership buckets to understand different leaders. Relationships are your most important currency. Jump into the Conversation: [04:15] Introducing Adam Ringo [05:51] Understanding Radical Simplification [07:58] Is Making Money a Bad Goal? [08:56] Ownership and Stewardship [10:48] What Makes a Good Leader to Invest In? [12:49] Why Leaders Sell Their Business [14:08] Dealing with Leaders Who Want to Stay [15:14] How Identity Complicates Acquisitions [16:31] Finding Chemistry, Capacity, and Calling [18:33] Managing Leaders Shifting Identities [20:04] Why It’s “Lonely at the Top” [21:09] Feedback Loops for Leaders [22:35] Ad Break [23:41] Visionary and Integrator Leaders [24:13] What is an EOS? [25:31] Frameworks for Bucketing Leaders [26:42] What is Chemistry, Capacity, and Calling? [27:22] Frameworks for Bucketing Leaders (Con’t) [28:23] Understanding Leaders’ Strengths [31:08] Traits of an Entrepreneur [35:14] The Reality of Loving the Process [37:11] Tips for Letting Go of the Outcome [40:26] Relationships are Your Currency [42:30] Post-show Debriefing To claim 10% off of your first month of BetterHelp, use the code 1000STORIES here: https://betterhelp.com/1000stories Resources: Follow Adam: https://www.linkedin.com/in/adam-ringo-955b0820/ Listen to 1,000 Stories with Johnathan Gough: https://www.youtube.com/watch?v=DdT9lhy2MpA
Oct 14

Ben Hirsch of Campers Inn RV

What happens when retail demand slows but wholesale production doesn’t? In this episode, Kyler and John sit down with Ben Hirsch, Chief Operating Officer at Campers Inn RV, to unpack why better information flow between dealers, OEMs, and suppliers could create a healthier RV supply chain. Ben explains how the bullwhip effect turns small changes in retail demand into much larger upstream swings, leaving the industry with excess inventory when forecasts miss. Ben shares why faster retail data alone will not solve the problem. Dealers and manufacturers also need to act on that data, changing purchase orders and production plans as conditions shift. He explains how those choices can shape both business health and the customer experience, from product quality to trade-in values. For OEM and dealership leaders managing B2B2X distribution, dealer networks, and supply chain planning, this episode offers a practical look at how stronger coordination can create a more stable market without removing competition. Key Takeaways: Make Strategy Explicit: Define what each market will and will not pursue, then require local leaders to present how to execute itTeach AI Through Use: Put practical tools in managers' hands so adoption starts with better work instead of abstract trainingProtect Long-Term Trust: Treat dealer and OEM negotiations as repeated relationships where today's win cannot come at a partner's expense Timestamps (00:00) Meet Ben Hirsch(03:32) Turning strategy into clear choices across the business(07:09) Building a differentiated dealership around the ownership experience(09:28) Helping frontline teams adopt AI without losing the human element(12:16) Communicating strategy across 1,500 employees and 50 stores(14:32) Connecting national strategy to regional and store-level decisions(18:43) Why retail and wholesale demand fall out of sync(20:40) How the bullwhip effect magnifies small demand changes(25:09) Sharing retail data faster across dealers, OEMs, and suppliers(29:21) What better supply chain coordination changes for competition(33:25) Using repeated relationships to build trust between dealers and OEMs(37:22) Why industry change has to happen one step at a time
Aug 12

Brandon Cerka of Suzuki Marine USA

How can an engine brand earn dealer attention when larger competitors also own the boat companies? In this episode, Kyler and John sit down with Brandon Cerka, Executive Vice President of Sales, Marketing and Service at Suzuki Marine, to explore how an engine-only OEM can compete through focused product decisions and stronger channel relationships. Brandon explains how Suzuki Marine changed their Gimme Six warranty to a five-year factory warranty, used its Tampa Bay Buccaneers partnership to develop dealer relationships, and created demand for the Stealth Line engines through a carefully controlled product launch. He also shares how growing up in a Suzuki dealership shaped his view that sales and service must work together. For OEM leaders navigating B2B2X distribution, boat builder partnerships, and dealer network growth, this episode offers a practical look at building market share without copying larger competitors. Key Takeaways: Earn The Right To Expand: Use early sales proof to secure factory support for broader product investmentBuild Density Before Prestige: Create market coverage first, then improve dealer quality as demand and representation growOpen Innovation For Industry Impact: Share sustainability technology when wider adoption creates more value than protecting the patent Timestamps: (00:00) Meet Brandon Cerka (01:01) Why sales, service, and marketing belong together (04:44) Growing up inside Suzuki's dealer network (11:38) How Suzuki Marine's 2021 separation changed the business (12:42) Replacing extended protection with a five-year factory warranty (19:40) Reaching new audiences through an NFL partnership (25:15) Measuring sponsorship ROI through dealer development (31:18) Turning sustainability into a product and brand commitment (34:06) Creating demand for the Suzuki Marine Stealth Line (42:01) Where Suzuki Marine sees its next stage of growth (45:21) How Suzuki decides where to add dealers (48:35) Aligning the team around one direction
May 13

Leslie Zlotnick and Martino Ruggiero of Yamaha Marine

Bringing a new product to market is hard enough. Creating a new category inside an established dealer network adds a different level of risk. In this episode, Kyler and John are joined by Yamaha Marine’s Leslie Zlotnick, Division Manager WaterCraft Marketing, and Martino Ruggiero, Product Manager, to explore how product and marketing align when launching something entirely new. With nearly two decades of collaboration, Leslie and Martino walk through the development and launch of the CrossWave, a platform designed to meet changing customer behavior on the water. They share how long-range product planning shapes go-to-market strategy, when marketing should enter the conversation, and how to validate demand before committing to a new category. The conversation also unpacks how Yamaha balanced dealer relationships, organic demand, and limited early information to build momentum ahead of launch. For OEM leaders navigating B2B2X distribution, dealer engagement, and product innovation, this episode offers a clear look at how to align teams, test demand, and bring a new category to life without overengineering the launch. Key Takeaways: Start with Real Customer Need: Validate unmet needs through research before committing to new product developmentAlign Product and Marketing Early: Introduce marketing once concepts are viable to shape positioning and launch timingLet Demand Build Before Overinvesting: Use curiosity and scarcity to generate organic momentum before heavy media spend Timestamps: (00:00) Meet Leslie Zlotnick and Martino Ruggiero (02:11) Marketing and product roles inside Yamaha (03:22) Planning product development five years out (05:46) How Yamaha defines winning in long-range strategy (07:41) Identifying unmet customer needs on the water (09:33) When marketing enters product development (11:07) Positioning a product for multiple use cases (12:48) Balancing niche use with broad market appeal (17:04) Managing portfolio risk and category creation (22:00) Rethinking traditional product launch strategy (26:03) Dealer reactions and early demand signals (29:55) Launching without complete information (33:17) Advice for product and marketing alignment
Sep 30

Larry Daniel of Sextant

OEMs have more dealer and market data than ever, but many teams still struggle to turn it into consistent action. In this episode, Kyler and John sit down with Larry Daniel, Founder of Sextant, to unpack why Element Three acquired the dealer network analytics firm and what the combination means for manufacturers that sell through dealers. Larry explains how better dealer intelligence can help OEMs make stronger decisions across dealer network strategy and performance. Kyler and John also share the business case for bringing that intelligence closer to marketing, giving B2B2X manufacturers a stronger foundation for go-to-market decisions and dealer support. For leaders managing complex distribution channels, this episode offers a look inside Element Three's own strategy and the bet that connecting dealer analytics with marketing can help manufacturers make faster, more informed decisions. Key Takeaways: Standardize How Teams Read Performance: Define shared metrics and business rules so field teams interpret dealer performance consistently across regionsMeasure Dealers Against Market Potential: Compare dealer results with local demand and competitive density instead of rewarding raw volume aloneDesign Territories for Long-Term Growth: Build market areas from repeatable geographic analysis so early dealer decisions do not limit future network expansion Timestamps (00:00) Meet Larry Daniel (01:30) Why dealer network strategy is changing now (04:46) Turning OEM data into decisions teams can use (08:04) Applying dealer analytics across motor vehicle markets (10:05) Finding gaps in dealer coverage and performance (13:24) What OEMs miss when dealer data stays fragmented (18:28) Why individual BI workarounds do not scale (20:11) Building discipline around dealer performance data (23:30) Designing dealer territories for long-term growth (26:42) Why Element Three acquired Sextant (30:24) What the combined capabilities unlock for OEMs (33:24) Building deeper industry expertise as a competitive advantage
08/27/2025

Rethinking Fleet Upfitting with Adam Keane

What makes a vehicle work-ready isn't always what you see on the surface. In this episode, Kyler and John sit down with Adam Keane, President of Allied Body Works, Inc., and founding partner of Fourward Upfitting, about how upfitters are shaping the future of commercial fleets. Adam shares how responding to customer needs has sparked innovation and expansion, from custom builds to patented safety products. He discusses the balance of serving fleet customers locally while maintaining consistency, and how being part manufacturer, integrator, and problem-solver drives their approach. You’ll also hear him highlight how customer insights and operational flexibility open doors in a rapidly changing market. Key Takeaways: Focus on the customer: Prioritize understanding your customers' needs and ensure your product or service directly addresses those needs. Embrace innovation in everyday solutions: Small, incremental improvements—like designing specialized vehicle features—can lead to big results and create new market opportunities.Leverage partnerships for growth: Collaborating with like-minded businesses can open doors for national expansion and better serve customers. Find ways to work together, sharing knowledge and resources, to offer consistent solutions across multiple regions.Timestamps: (00:00) Introducing Adam Keane (00:53) Transitioning from second-in-command to owning the business (03:24) The strategic founding of Fourward Upfitting (05:04) Why local builds can benefit national fleet customers (06:37) Custom innovations from dog grooming vans to safety products (11:59) How a city request sparked a patented safety solution (15:52) A family business built on resilience and reinvention (18:25) Balancing legacy, growth, and impact as a business owner (22:24) What it really means to be an upfitter (25:28) Upfitters as the Value Added Resellers of Commercial Vehicles (29:19) Scaling smart solutions without sacrificing customization (36:30) Staying focused on the end-user to keep growing
Jun 24

Carey Walley of Airstream

Building demand is one challenge. Building demand for a product that customers may not purchase for years is another. In this episode, Kyler and John sit down with Carey Walley, Director of Marketing at Airstream, to explore how one of America's most iconic brands balances serving today's buyers while preparing for future audiences. From managing product launches and dealer relationships to building long-term brand affinity, Carey shares how Airstream approaches marketing in a category where the customer journey often begins long before the purchase decision. Carey discusses the role of Airstream's Core and Explore marketing teams, how partnerships with brands like Frank Lloyd Wright and Pottery Barn help expand awareness, and why dealer relationships remain critical despite the strength of the consumer brand. She also shares lessons from launching a new website, managing a small marketing team behind a globally recognized brand, and creating demand in a market where used inventory is often one of the strongest competitors. For OEM leaders navigating the complexities of a B2B2X model—where your success depends on empowering dealers to own the customer experience—this episode offers a blueprint for building demand, supporting channel partners, and protecting brand value. Key Takeaways: Build Future Demand Before Customers Enter The Market: Invest in audiences years before they are ready to purchase to create a stronger pipeline laterTurn Customer Behavior Into Product Innovation: Monitor how owners modify and use products to guide future development decisionsCreate Consistency Across Every Customer Touchpoint: Standardized information, training, and digital experiences improve dealer effectiveness and customer confidence Timestamps: (00:00) Meet Carey Walley (03:02) Inside Airstream's Core and Explore marketing strategy (07:06) Marketing to customers with a years-long buying journey (08:02) Balancing product innovation with an iconic brand (11:17) Competing against the used market while driving new sales (12:58) Behind the Frank Lloyd Wright collaboration (17:30) Launching special edition products that create demand (21:10) How customers choose the right Airstream model (25:05) Training dealers to deliver a consistent brand experience (27:59) Building a mobile-first website for a long purchase journey (31:36) Managing dealer relationships across different business models (35:27) Why community remains one of Airstream's strongest advantages (37:17) What surprised Carey most after joining Airstream (38:32) Growing commercial and non-traditional Airstream use cases
Aug 26

Jeremy Greene of RV Industry Association

An association can unite an industry, but it still has to earn support across the channel. How do you grow demand for an entire category when every stakeholder has a different priority? In this episode, Kyler and John sit down with Jeremy Greene, Vice President of Marketing at the RV Industry Association, to explore how category marketing works across a complex B2B2X ecosystem. Jeremy explains how the association connects industry advocacy with the work required to improve service and build consumer demand. He shares how Go RVing helped move the category beyond outdated stereotypes. The conversation also examines why cultural relevance matters more than awareness alone and how an association measures growth beyond immediate retail sales. For OEM and dealer leaders, this conversation offers a practical look at how shared investment and disciplined category strategy can build consideration before a customer enters the sales channel. Key Takeaways: Restock the Future Buyer Pool: Keep investing through down cycles so qualified demand exists three to ten years from nowTurn Product Discovery Into Content: Capture first reactions to hidden features so prospects can picture the product in their own livesRecruit Creators From Adjacent Interests: Reach new buyers through creators whose communities reflect interests people already pursue beyond the RV category Timestamps: (00:00) Meet Jeremy Greene (01:23) Marketing across RVIA, RVTI, and Go RVing (04:02) Building industry service standards through RVTI (06:29) Aligning OEM, dealer, and supplier priorities (08:14) Responding to policy pressure and a slower RV market (10:42) Why the industry created Go RVing (11:43) What experiential marketing revealed about RV buyers (17:45) Representing the category without favoring one brand (19:23) Competing with travel alternatives and customer indifference (21:25) How category marketing changed perceptions of RVing (25:02) Keeping RVing relevant through cultural moments (29:59) Using creators to reach future RV buyers (33:06) Growing the next generation of RV buyers (34:21) Turning the RV door into a campaign idea (35:14) Staying disciplined when the category offers endless ideas
Sep 16

Mark Core of Vermeer

While strategic discourse is common among manufacturers, the true challenge lies in the courage to disrupt one's own established success. In this episode, Kyler and John are joined by Mark Core, Chief Marketing Officer at Vermeer. A lifelong advocate for agriculture, Mark reveals how one of the sector’s most revered OEMs sustains innovation while meticulously honoring a heritage of hard-earned trust. Drawing from a three-decade legacy spanning dealer development, product lifecycle, and marketing, [Mark] articulates the pivotal role of customer insight in forging product strategy and the enduring competitive edge of long-term vision. Mark delves into the delicate equilibrium between innovation and brand stewardship, exploring how anticipating customer needs—often before they are fully articulated—creates profound, lasting value. Furthermore, he examines how strategic dealer partnerships amplify both brand presence and the customer experience. For leaders navigating the intricacies of B2B2X distribution, dealer strategy, and channel marketing, this conversation provides essential insights into cultivating a brand that evolves with agility without sacrificing its foundational integrity. Key Takeaways: Find Customer Problems Before Customers Do: Observe customer frustrations early to uncover opportunities competitors have not recognizedSeparate Innovation Risk From Brand Risk: Experiment aggressively while protecting customer trust by only launching products that are readyBuild Better Marketers Across Your Dealer Network: Invest in dealer marketing capabilities so partners can tell stronger stories and create more demand Timestamps: (00:00) Meet Mark Core (02:00) Mark’s path from agriculture to Vermeer (05:44) Seeing Vermeer equipment for the first time (08:14) Building a career through curiosity (10:46) Why strategy requires real change (12:40) Identifying customer problems before they ask (16:06) Using value innovation to guide product decisions (17:20) Product launches, failed bets, and innovation culture (21:01) Protecting brand trust while taking innovation risk (24:04) Why niche manufacturing creates customer advantage (25:22) Vermeer’s work in the Moon economy (29:21) Managing two very different dealer networks (32:40) Helping dealers tell stronger stories (35:04) What a dealer taught Mark about brand experience (37:52) Why customer visits build brand loyalty (40:14) Building dealer marketing support programs (43:42) Measuring brand-level marketing (47:13) Keeping principles constant while the business evolves
04/30/2025

Leading Through Crisis and Transformation with Britton Smith

Leading through transformation takes clarity, urgency, and a deep respect for the people doing the work. In this episode, John and Kyler talk with Britton Smith, former President of Blue Bird Corporation, about what it really means to guide a company through a high-stakes turnaround. Britton shares how lessons from the Navy and consulting shaped his approach to crisis leadership, and why showing up—literally on the factory floor—was key to earning trust and driving results. You’ll hear how Britton balanced short-term cash flow with long-term strategy, what it took to scale electric buses, and why he believes real leadership happens when problems are faced head-on with honesty, consistency, and a willingness to get your hands dirty. Key Takeaways: Lead with Focus in Crisis: When everything feels urgent, leaders must prioritize with discipline, block out the noise, and align the team around one clear objective.Stay Grounded in the Work: Spending time on the front lines builds credibility, uncovers operational blind spots, and creates a shared sense of ownership and purpose.Build Cultures of Candor: Teams thrive when they’re encouraged to speak openly, take accountability, and work together toward continuous improvement without fear.Timestamps: (00:00) Meet Britton Smith (01:50) From submarines to Blue Bird: Britton’s unlikely path (04:17) Why Britton calls himself a “recovering consultant” (07:49) The one thing that matters most in a business crisis (10:37) Scaling electric buses while staying cash-focused (12:17) How a daily 30-minute meeting turned the company around (16:13) What Britton learned spending a week on the factory line (20:36) Building credibility by visiting customers and mechanics (26:00) Simplifying SKUs to fix a broken supply chain (30:43) Why seat belts and airbags are Blue Bird’s next safety leap (35:21) Creating a culture of candor and shared responsibility

Element Three modernizes go-to-market strategies for manufacturers with complex distribution channels.

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Element Three

Top Shows

Investing in the Right Leaders with Adam Ringo

Ben Hirsch of Campers Inn RV

Brandon Cerka of Suzuki Marine USA

Leslie Zlotnick and Martino Ruggiero of Yamaha Marine

Larry Daniel of Sextant

Rethinking Fleet Upfitting with Adam Keane

Carey Walley of Airstream

Jeremy Greene of RV Industry Association

Mark Core of Vermeer

Leading Through Crisis and Transformation with Britton Smith

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