Built under pressure.
Careers spent shipping against deadlines that never moved, for clients who counted the results.
Paxton Harmon
Founder & CEO KentuckyBackground
A decade of building things that have to work.
Paxton Harmon has spent more than a decade building digital operations across corporate, consulting, and political work. The industries differ. The standard does not: build something that produces a measurable result, then be accountable for the number it produces.
The majority of that career was spent inside some of the most prominent marketing agencies in the country, on accounts where budgets were large, timelines were fixed, and the reporting was unforgiving. Campaigns end on a set date. Fundraising targets are either hit or missed. That environment enforces a particular discipline: build fast, build it correctly the first time, and measure everything.
Much of that was directing rather than executing. Running digital and communications departments, standing up teams against a deadline, and answering for what a group of people produced rather than only for his own output. The approach has not changed: put capable people on the right problems, be straight with them about where things stand, and take the hit personally when something misses.
Centurion Media Group applies that discipline to business. The work looks nothing like a campaign, but the standard is identical. A website is not a brochure. It is infrastructure that either brings in business or does not.
Paxton is a graduate of the University of Kentucky with a B.A. in Political Science.
Reading Harmon
President, Sales ColoradoBackground
A decade of building teams that scale.
Reading Harmon has spent the last ten years in sales leadership. In that time he has scaled teams from a handful of people into full organizations, led across both mid-market and enterprise segments, and built teams that operated across borders and time zones. Most recently he built and scaled sales teams at Motive Technologies.
Most of that was learned by doing rather than inherited from someone else’s playbook. Building a sales process while the target is still moving is a different discipline than running one somebody else already stabilized, and it is considerably less forgiving. The motion changes between mid-market and enterprise, and the leadership has to change with it.
The lesson that held at every stage: build a team that is strong today and still works at the next size up. Headcount is easy to add. Process that survives the next stage of growth is not.
More recently that has meant putting data and automation to work rather than solving every problem by adding people. He is a graduate of Western Kentucky University, and the pitch is the same as the work: no fluff, no spin, and a straight answer on what is working and what is not.