Listen First: Interview with John Proctor, CEO of Martello Technologies

I recently went one on one with John Proctor, CEO of Martello Technologies.

Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks or challenges have been most instrumental to your growth?

John: My path was quite varied. I served in the Royal Navy in the UK including as aircrew as well as serving on the Royal Yacht with the Royal Family. I then joined the Canadian Forces and worked with our Tier 1 special forces group. I left the military in 2010 and transitioned into the business world.

By 2018, I became one of only a handful of military veterans in Canada to have taken a company public. The transition from the military to the business world was not easy and had several challenges. I think building on my military career but adapting those skills and lessons to the business ecosystem was the instrumental point.

Being humble enough to recognize I was the new guy, albeit with vast experience, meant finding mentors and guides to help me grow into the corporate world. We wouldn’t ask the CEO of a company who has never served in the military to jump in and lead a battle group in a combat environment. So those who were gracious enough to guide and mentor me greatly facilitated this transition. 

Adam: In your experience, what are the key steps to growing and scaling your business?

John: Two things. First. when you are small… focus. Become known for being very good at one thing. Build a reputation on it as well as ensuring that you deliver on it. Second, have the right people. With the right people, you can do almost anything. 

Adam: What is your best advice on building, leading and managing teams?

John: Building, leading and managing are three different things. 

When building, you need to understand your own blind spots and weaknesses and fill them. Look for diversity and talent that balances out yourself and the rest of the team.

Once built, recognize the differences in your teams and manage them accordingly. Lead them by identifying the goal and then empowering them to get there - and recognizing and rewarding them when they do. 

And simplify. Communicate, articulate the Priorities, and establish the Roles and Responsibilities. C.P.R. 

Adam: What are the most important trends in technology that leaders should be aware of and understand? What should they understand about them?

John: The challenge with trends is that they can be just that- difficult. Look at autonomous vehicles. Go back five years when some folks were saying we would have autonomous vehicles in that timeframe. It turns out that we can have very smart vehicles, but general usage of fully autonomous vehicles is still a few years out. The other aspect of tech trends is that they change. You need to be able to constantly adapt. Good examples include moving from Blockbuster VHS tapes to streaming on Netflix, from brick and mortar stores like Sears to an e-commerce giant like Amazon. 

Adam: What do you believe are the defining qualities of an effective leader?

John: There are so many options here. We can talk about empathy, compassion, communication, decisiveness, integrity, accountability, vision, self-awareness, and leading by example. You have to have all of these and also need to be adaptable and judicious in how you use them. You may have great vision, but if you don’t let other people have input on that vision, you won’t be as successful. You may be very decisive and there is a time and place for very decisive actions. Other times, you need to pause, reflect, seek input and then act. 

There is a difference between bravery and courage. A leader must understand when to be brave and when to be courageous. Bravery is physically putting your life on the line. Organizational courage is a must have and often is more challenging than physical bravery because you are putting the greater good of the organization before your own interests, reputation, position, and even personal relationships. 

Adam: How can leaders and aspiring leaders take their leadership skills to the next level?

John: Learn. Find mentors, connect with peers and read. At the same time, look back at those who led you – which ones inspired and motivated you and which didn’t? I think we all have examples of how not to lead. Focus on the ones who lead well. 

Adam: What are your three best tips applicable to entrepreneurs, executives and civic leaders?

John: Listen first, speak last. Be open to new ideas and concepts. Finally, and most importantly, live by the golden rule to “treat others as you want to be treated”. 

Adam: What are your best tips on the topics of sales, marketing and branding?

John: Rely on folks who know what they are doing. This isn’t my area of expertise, so I rely on those who are proficient to guide me and make sure that I am on the right path. 

Adam: What is the single best piece of advice you have ever received?

John: From my father: Take the time to get to know the person in front of you.


Adam Mendler is the CEO of The Veloz Group, where he co-founded and oversees ventures across a wide variety of industries. Adam is also the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one on one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal winning athletes, political and military leaders - for intimate half-hour conversations each week. Adam has written extensively on leadership, management, entrepreneurship, marketing and sales, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities and non-profit organizations.

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