Leading From The C-Suite: Sean Bisceglia Of Product Ventures On Five Things You Need To Be A Highly Effective C-Suite Executive
Marketing exists to drive growth — period. To make it work, you have to know your audience deeply. Get into their heads. Craft simple, clear messaging that resonates and makes your value unmistakable. Build a unified brand, measure ROI relentlessly, and align your marketing efforts with sales. The goal? To create strategies that not only bring in leads but also build credibility and brand equity.
Asa part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive,” we had the pleasure of interviewing Sean Bisceglia, CEO, Product Ventures, www.productventures.com
Sean is a six-time CEO and serial entrepreneur who consistently delivers rapid and measurable shareholder value through growth, thought leadership, market disrupting-strategy, and M&A experience including five successful exits.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
My dad was an entrepreneur, and growing up, I witnessed how his flexibility allowed him to prioritize what mattered most and achieve a work-life balance — long before it was a common conversation. He often told me, “You don’t make any money working for someone else,” and that advice deeply shaped my approach to business.
From an early age, I loved creating value and turning ideas into reality. At eight, I launched my first business, selling seashells on the boardwalk in Cape May. By high school, I became more strategic and started a catering company. In college, I noticed the distance separating many students and parents during major holidays, which inspired me to start a care package business.
Although I was clearly on an entrepreneurial path, I wasn’t sure how it would translate into the professional world. After graduating, I took a job in advertising, immersing myself in every aspect of the business. A few years later, my friends and I had the opportunity to buy the company, which propelled me into leadership. It was an exciting time — we grew the business and eventually sold it to Leo Burnett.
That experience opened new doors. Companies began seeking me out to create value within their businesses. I acquired CPRi with William Blair Capital and drove 200% growth before selling it to Aquent in 2005. I then founded Talent Drive, which became the largest national resume aggregator. In 2011, I co-founded Scout Exchange, scaling it into the largest recruitment marketplace in the country. After its successful acquisition by Aquent in 2018, I became an Operating Partner at Sterling Partners and later served as CEO at Curion.
Over the past 25 years, I’ve led five different companies and remain passionate about identifying diamonds in the rough and transforming them into powerhouses through innovation and disruption.
Can you share the most interesting story that happened to you since you started your career?
When I first joined my previous company, Curion, we kicked off a major hiring push to bring in talent that could help us cultivate a culture of disruption and innovation. One day, someone forwarded me a LinkedIn post that was tearing apart the consumer insights industry — calling it outdated and questioning its relevance in the future of food science. Instead of brushing it off, I saw an opportunity. I reached out to the author with a simple message: “You think the industry is broken? Great. Come help us fix it.” That message sparked a conversation, and after our first interview, I was blown away by his passion and ideas. A few weeks later, he joined Curion as our VP, ready to shake things up.
Stories like this became the foundation of our transformation. By bringing in bold thinkers and doers, we restructured our leadership, grew the company from 99 to 463 employees, and positioned ourselves as a true force of change in the consumer insights industry.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
“Never in doubt, often wrong” captures the essence of embracing risks, even when the results don’t align with your expectations. The humility to admit when you’re wrong fosters a sense of freedom that, in my view, is fundamental to achieving success.
Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?
Several books have shaped my leadership style, but The Tipping Point by Malcolm Gladwell and Shoe Dog by Phil Knight stand out the most. The Tipping Point taught me how small, intentional changes can drive massive transformation — something I applied at my previous organization by gradually reshaping our culture and leadership, which ultimately grew the company from 99 to 463 employees.
Shoe Dog reinforced the importance of resilience and bold decision-making. Phil Knight’s relentless pursuit of his vision inspired me to embrace unconventional thinking, like when I hired a VP who had been critical of the industry. Instead of dismissing his views, I brought him on board to help drive change, and it turned out to be a game-changer.
My own book, The Individual Sport: A Success Playbook for CEOs, draws from these experiences, emphasizing persistence, adaptability, and the power of strategic leadership to create lasting impact.
What do you think makes your company stand out? Can you share a story?
What makes Product Ventures stand out is our unique approach to solving critical gaps in packaging research with our PV Quant solution. Unlike traditional methods that focus solely on flat or graphic design elements, we take a consumer-centric approach that goes beyond aesthetics to analyze packaging structure in a meaningful way. Our focus on 3D design, ergonomics, and functionality allows us to gain a deeper understanding of how consumers truly interact with packaging in real-world scenarios.
To make this happen, we utilize rigorous methodologies inspired by sensory research and provide hands-on testing opportunities through our Consumer Learning Center. This allows us to capture valuable insights into usability and design from an experiential perspective. Our PV Quant methodology takes it even further by blending advanced analytics, validated testing, and storytelling, turning complex data into actionable insights that designers and engineers can easily implement.
Ultimately, what sets us apart is our ability to empower CPG companies with data-driven decisions that not only enhance packaging functionality but also resonate with consumers — driving both innovation and satisfaction. We create packaging’s impact by helping our clients understand what packaging does for the consumer and the brand, not just what it is. Packaging is more than just a container; it’s a critical touchpoint and a powerful tool for achieving business objectives.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Humility
Being willing to admit when you’re wrong, learn from others who were smarter, and embrace feedback to grow. Having this trait helped me to foster trust, collaboration, and better decision-making. I know I’ve been wrong a number of times on decisions I’ve made and I had to learn from that.
Resilience
CEOs face constant challenges, isolation, and tough decisions. Developing thick skin, maintaining focus during crises, and staying adaptable are essential for navigating the ups and downs of leadership. Resilience has been one of the most important lessons I’ve learned as a CEO. Throughout my career, I’ve faced constant challenges, isolation, and tough decisions that required me to develop thick skin and stay focused, no matter what was happening around me. Whether it was navigating the uncertainty of Covid, missing plans, losing clients for some reason from a merger or other political reasons, and enduring the impact that had on the business — I’ve had to learn how to push through and adapt. The truth is, resilience isn’t just about surviving tough times — it’s about staying adaptable, learning from setbacks, and coming back stronger every time. Each challenge I’ve faced has taught me to embrace uncertainty, trust my instincts, and keep moving forward, no matter how difficult things get.
Vision and Empowerment
Effective CEOs have a clear vision and the ability to inspire and empower others to turn that vision into reality. This requires hiring the right talent, fostering a strong company culture, and enabling team members to take full ownership of their roles. And let me tell you — empowerment is a big deal. I witnessed its power firsthand during our culture launch at PV, where empowerment wasn’t just a concept, it was the driving force behind everything we did. Being a founder-led organization, we built our culture with intentionality — through meaningful discussions, strategic planning, and a commitment to providing the right tools and resources. True empowerment isn’t just about delegation; it’s about instilling trust, offering autonomy, and equipping people to create real impact. It all starts with hiring people smarter than you — building a team that pushes boundaries, challenges ideas, and propels the company forward. Empowerment isn’t just a corporate buzzword; it’s the cornerstone of sustainable growth and innovation.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
To build and sustain a strong company culture, it’s essential to hire and promote individuals who align with and enhance that culture. Unfortunately, this sometimes means making the tough decision to part ways with those who aren’t a good fit.
For example, I once hired a close friend with whom I had worked for nearly 20 years to join our senior management team. Despite his impressive credentials, it became clear within a few months that he struggled to integrate with the team and inadvertently disrupted the culture we had worked so hard to cultivate. Separating my personal relationship from my professional responsibilities was incredibly challenging, but I had to have the difficult conversation that prioritized the company’s needs.
It was, without a doubt, the hardest decision I’ve made in my career. However, it also became one of the most valuable learning experiences, teaching me the importance of balancing empathy with the responsibility to protect the organization’s culture and vision.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?
The CEO is known for operating at a macro level, driving strategy, culture, and accountability. He or she does in fact do this, but the CEO’s role is much more than that. Truly, their role is to foster an environment that balances freedom with responsibility, empowering leaders to take bold risks and pass that same sense of agency to their teams. Freedom fuels creativity, and true leadership thrives by uplifting and developing others.
What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?
Being a CEO isn’t about power or prestige — it’s about consistently putting the company’s needs above your own. It requires setting aside your ego, embracing being proven wrong, learning from those who are smarter than you, and developing a resilience that can weather any storm.
What many people don’t realize is how isolating the role can be. There’s no one else in the company who truly shares the same perspective or challenges. Decisions often come with a sense of overwhelming solitude. The key to navigating this is surrounding yourself with a trusted leadership team — a group you can rely on to provide guidance, support, and honest feedback when the weight of responsibility feels heaviest.
What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?
When stepping into a new leadership role, C-Suite executives often stumble into a few common traps that can derail their effectiveness right out of the gate. One big mistake? Ignoring cultural alignment. Bringing on people who don’t fit the company’s culture — or tolerating those who disrupt it — can throw off the entire team dynamic. To avoid this, make cultural fit a non-negotiable during the hiring process, be brutally honest about your organization’s values, and address misalignment within the first 90 days. If someone isn’t the right fit, rip the Band-Aid off and move on quickly.
Another pitfall is trying to be the smartest person in the room. Your job isn’t to know everything — it’s to build a team of people who bring skills you don’t have. Surround yourself with top talent, give them the freedom to own their roles, and trust them to deliver. On the flip side, don’t shy away from tough conversations. If someone is underperforming or undermining your culture, deal with it. Use feedback tools like 90-day plans to identify issues early, but if the problems persist, fire fast.
Leaders also miss the mark when they fail to engage with their teams. Don’t assume everyone is on the same page or motivated by the same things. Take the time to listen — surveys, one-on-ones, and collaborative sessions can help you uncover what truly drives your people. Another misstep? Micromanaging or, just as bad, providing zero direction. Your team needs clarity on goals and expectations, but they also need space to execute without you breathing down their necks.
Finally, overlooking accountability is a surefire way to lose control of your team. A blame game culture is toxic, plain and simple. Hold people accountable while fostering an environment where mistakes are treated as learning opportunities, not excuses to point fingers. If you approach these challenges head-on — with transparency, decisiveness, and a relentless focus on alignment — you’ll set yourself and your team up for success.
In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
One of the most underestimated aspects of running a company is building and maintaining a strong company culture. Too often, leaders focus solely on strategy, sales, and financial performance while neglecting the critical role culture plays in driving long-term success. Culture isn’t just about having a great workplace vibe — it’s about creating alignment across the organization in values, behaviors, and decision-making. When culture isn’t prioritized, the fallout is clear: misaligned teams, low morale, and underperformance. The document drives this point home with an example of hiring for cultural alignment. Leaders might be tempted to bring on someone with a stellar resume or impressive technical skills, only to find that their attitude or approach clashes with the company’s values. If these misalignments aren’t addressed early — within the first 90 to 120 days — they can disrupt team dynamics and derail progress. The hard truth? You have to make tough calls and let those individuals go to preserve the culture you’ve worked so hard to build. Ignoring culture puts the entire organization at risk, while fostering a strong, unified one becomes a competitive edge that keeps the company thriving.
What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”?
1. Hire and Develop Top Talent
Your success starts with the team you build. Surround yourself with people who are smarter than you and bring skills you don’t have. It’s not your job to be the smartest person in the room — it’s your job to lead the smartest room. Look for loyalty and cultural alignment, but don’t hesitate to act when someone isn’t a fit. If they’re disrupting the team dynamic, cut ties quickly. Once you’ve got the right people, empower them. Give your top talent ownership, whether through equity or other incentives, to ensure they’re as invested in the company’s success as you are.
2. Establish and Live the Company Culture
Culture isn’t a tagline — it’s how your team operates every day. Building it takes time and intention. Collaborate with your team to define a rallying cry that reflects your values and vision. Then live it. Model those behaviors in everything you do, and make sure your team follows suit. When someone undermines the culture, don’t wait — let them go. A strong, aligned culture isn’t just a nice-to-have; it’s a competitive advantage that sets the tone for long-term success.
3. Create a Sales-Driven Organization
Sales drive the world, and your company should be no different. A C-Suite executive must champion a sales-first mentality. Know your value proposition inside and out, build strong client relationships, and prioritize revenue growth. Lead your sales team by example — give them the training and tools they need, remove obstacles, and instill a winning mindset. And here’s the key: always prioritize client success over quick wins. Long-term relationships drive sustainable growth.
4. Leverage Marketing as a Growth Engine
Marketing exists to drive growth — period. To make it work, you have to know your audience deeply. Get into their heads. Craft simple, clear messaging that resonates and makes your value unmistakable. Build a unified brand, measure ROI relentlessly, and align your marketing efforts with sales. The goal? To create strategies that not only bring in leads but also build credibility and brand equity.
5. Adapt and Lead Through Challenges
Every business faces challenges — turnarounds, crises, you name it. The key is to focus on what matters most. Keep the cash flowing, double down on what the company does best, and make the hard sacrifices to stabilize operations. Communicate with your team consistently — transparency builds trust. And don’t waste a good crisis. Use those tough times to evaluate what’s working, strengthen your team, and come out on the other side more resilient than ever.
In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?
Building a company culture is a marathon, not a sprint. I encourage business leaders to go beyond surface-level ideas and take a detailed, intentional approach to defining their culture. This means considering every facet of your organization — your employees’ wants and needs, your clients’ diverse backgrounds, and the strategic direction required for your company’s success both now and in the future.
Collaborating with employees to shape the culture is a powerful opportunity to deepen connections and uncover what truly motivates your team. Start with word exercises and surveys to identify key attributes that resonate with your employees. Narrow down the language by focusing on descriptors that evoke a strong, positive reaction. Once you find the shared values and themes, distill them into a unifying phrase that encapsulates your team’s purpose.
Defining the culture is just the beginning. To ensure it becomes a living, breathing part of daily life, designate a few trusted employees to form a culture task force. Empower them to bring it to life through creative initiatives, engaging activities, and consistent reminders of the shared mission, helping everyone stay motivated and aligned with what they’re striving to achieve together.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement that would bring the most good to the most people, it would be centered around fostering calm, respectful conversations about politics. In today’s world, political discussions have become increasingly divisive, often turning personal and emotional rather than constructive and solution-oriented. I believe that creating spaces where people can engage in meaningful dialogue — where all views are respected and heard — can bridge divides and encourage mutual understanding. The goal wouldn’t be to change minds, but to promote empathy, civility, and the idea that differing opinions don’t have to result in conflict. If people approached political conversations with the same respect they show in professional or personal settings, we could build a more thoughtful and inclusive society. You never know what honest, open communication can trigger — it might just be the first step toward real progress and unity.
How can our readers further follow you online?
If you want to keep up with what I’m working on and my thoughts on leadership, business growth, and innovation, feel free to connect with me on LinkedIn. I’m always sharing insights and engaging with others in the industry. You can also check out what we’re doing at Product Ventures by visiting www.productventures.com.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
Published in Authority Magazine