Scott VedderStorytelling, Career Transition, & Résumé Expert

Scott is a professional speaker, corporate strategist, expert storyteller, and the the author of Signs of a Great Résumé, the #1 best-selling résumé book on Amazon. He conducted over 5,000 interviews as a Fortune 100 recruiter and now serves as a résumé expert, guest speaker and career coach helping job seekers from all backgrounds nationwide.

Scott met with First Lady Michelle Obama and other senior government officials at the Veterans Institute in Orlando as part of his work to help veterans find meaningful employment. Scott received personal invitations to meet in the Office of the First Lady at the White House and in the Office of the Chairman of the Joint Chiefs of Staff at the Pentagon as an expert on veterans' résumés. Scott is pleased to offer his expertise to veterans, transitioning service members, reservists and military families all over the world in Signs of a Great Résumé: Veterans Edition. Scott was awarded the President's Volunteer Service Award from President Barack Obama for his support of veterans and civilians alike.

Scott has taught thousands of students in résumé workshops at colleges and universities, non-profit organizations and corporate events. Scott’s book has been endorsed as “Recommended Reading” by groups including the Central Florida Employment Council and Central Florida Jobs initiative. Scott has been recognized by the Metropolitan Business Association Chamber of Commerce, the Society for Human Resource Management and many other groups.

Scott has been featured as a career expert in nationally-syndicated newspaper columns and on international blogs from Europe to South America. He’s also been interviewed live on dozens of radio programs and television news.

Scott teaches regularly at the University of Central Florida, Florida A&M University College of Law and Full Sail University and he has been invited to speak at Duke University, the Veterans Administration and a number of military installations.

Scott grew his business from an idea on a worksheet, to a #1 best-selling book, a successful national speaking tour and recognition by The White House, Pentagon and many other groups. The company Scott founded was also named "New Business of the Year" by the Metropolitan Business Association of Orlando.

Scott has written pitches for Shark Tank, developed pitch decks for venture capital and investment solicitations, drafted web copy and written countless labels, presentations and product descriptions for a wide variety of businesses. Scott uses the proven approach he's taught for years relating to résumés and applies it to pitching your business.

Scott currently serves as the manager of business development for an intellectual property law firm and runs a successful venture development firm, Go For Launch Venture Management. Scott helps clients learn to protect, perfect, procure and propel their ideas, innovations and businesses.

During his time at a Fortune 100 company, Scott worked as a recruiter but also in corporate alliance development and commodities procurement. Scott worked as a buyer responsible for purchasing equipment and services for a profitable, $12+ million/year business within worldwide division. Ask Scott how your pitch will be received by professionals in similar positions.

Recent Answers

I help clients leverage and monetize their patents in a variety of ways. One of the best methods is to attend and exhibit at trade shows in your field. Targeting startups may be one approach, but that's not the only market for your patent. I'd be happy to talk with you about identifying the best trade show and working the direct solicitation angle as well. Let me know when you're ready to get started!

We (corporate leaders) should indeed measure contribution but also engagement, innovation, adaptability and growth. Because these are "gray" or "squishy" areas, they're uncomfortable for many managers to use as metrics of performance assessment.

Asking leaders who work in a metrics-based environment how they "feel" about someone's intangible skills and abilities is tough and can be uncomfortable. It's also a potentially dangerous area to wade into when it comes to equality of pay, promotions and ratings.

Because such a low percentage of leaders are able to effectively evaluate talent, performance metrics serve as a guidepost. The smartest and most innovative leaders and companies can and should see beyond performance and use less easily measurable but more effective indicators of success.

Here are a few questions you should consider:

1: Is one idea closer to "market ready" than another? If you're debating launching two products, for instance, is one easier to manufacture and ship? Is development of one concept at 80% and another at 60%? Even if the less-complete concept is your true goal or your greatest potential for profit and growth, starting with the more accessible concept can help start revenue flowing while you flush out the details of the other concept.

2: What do your customers want and what are they willing to pay for? Start asking potential customers about each concept. Their reactions and questions will be very helpful in guiding you to the right answer.

3: Which concept is most novel, disruptive or innovative? People love new and shiny things. If one concept is already readily available on the market, consider whether you have the reach and influence to tap into existing customers of your competitors. If you've really got something unique, and you know that it works, people will pay for it and you'll turn a profit, you're probably on the right track!

Call me and we can discuss your specific questions. I can help you prioritize what to do next and find the focus you need. Thanks!

The biggest pain point my clients express, though they don't always realize that they're identifying them as "pain points," is having too many ideas, concepts, iterations and functions they want to do "someday," but being unable to tell what comes next.

One of best values I provide to my clients is helping them prioritize and sequence their plans. I've met with countless entrepreneurs and inventors who want to build something, create a logo, have a full-service web site with a membership plan, do a multi-platform advertising push, manufacture their invention, get it on the shelves of every store in America and hire 100 people to make it all happen. ...and they have no clue where to start.

Let's chat more about this and about how I help my clients identify important milestones, set a timeline and prioritize what comes next.

The best way to learn to be an entrepreneur is to start being one! Start small - consulting, part-time entrepreneurship or freelancing. Find what works for you and what your customers are willing to pay for.
I first started freelance résumé writing more than a decade ago. I never dreamed that it would enable me to start a successful business, to write a best-seller, to be invited to The White House and ultimately to teach others about how to pitch their ideas, innovations and inventions.
Entrepreneurship is hard of course, but it's lots of fun! It's also a great component of a comprehensive plan you can build for an uncertain job market. You can always develop new skills, build new relationships and grow your career options - and you can do it all working for yourself. If you offer something that folks need in any economic environment, you'll find you're building your own job security, even if it's part-time at the beginning. Start today!

Most importantly, you must consider how you're protecting your intellectual property. This is particularly critical if there may be a patentable aspect of your product. There are limits as to how long you can wait to file a patent after its public debut.

If you have specific questions about your launch or you want to discuss strategies on how to pitch your product and move it into the market, please let me know!

Felicidadeds on raising $50k so far! Before you pitch to VCs, it's important to perfect your presentation with a clear ask, a compelling story and a unique value proposition. I'll bet each VC in Silicon Valley has heard from 20 people this week claiming to have a product that will "revolutionize" some part of an existing industry. Whether you're coming from Argentina or from California, you have to highlight what is unique about your product, what is your business model and what evidence suggests there's a viable consumer market.

I'd then of course advocate networking and researching each VC in advance to determine what their pitch or solicitation practice is. Start on LinkedIn and see who you're already connected to. You can add me and then my network becomes yours. You may also want to attend some pitch events if you have access to those in Argentina. See how others are pitching apps and what you can learn from them.

Most importantly, don't schedule any meetings until you have a great pitch, a professional presentation and a clear "ask" prepared. As you pitch and you receive feedback, adjust your approach to incorporate the best and most common notes you've received.

Call me any time so I can provide additional guidance for you. Hablo español tambien, (though admittedly, my Spanish is nowhere as good as my English!) y es un placer assistir a clientes en Sud America!

If you're asking about processing point-of-sale payments, have you considered using the smart phone tools available from Square, PayPal or QuickBooks? You don't need to have a formal business entity structure to use these. A sole proprietorship is a viable business model to conduct some sales and test payments.

I'd advocate determining exactly how many of your potential users are high-affinity travelers and where on their spectrum of import airline miles lie. For some, they'll have plenty of mileage accounts, but they don't travel often. For others who travel a lot, they may already have so many points that small increments won't matter, so you'll need big purchasing power to get lots of points for them to feel it's worthwhile.

If you determine travel reward points are super important to your customers, then determine whether it's super important to your business model, or whether it can be a "Phase 2" or "Phase 3" step. From the phrasing of your question seems like you've got a lot going on.

Next up, I'd call your credit card reward program and other types of businesses who are likely already aggregating travel reward point programs and ask for their sales or B2B department. Ask and try! I'm sure there's a service out there who just does this for a living.

Lastly, identify which airlines or destinations your customers use most often. If your niche is business travelers going to Charlotte or anywhere in NC, then US Airways might be the place to start, since that's their second largest hub.

Call me and we can talk more about developing a successful strategy that will optimize your return without tapping your resources.

Why are you writing a blind cover letter? In a large (and I'd go so far as to say "popular") organization like the Cincinnati Reds, unsolicited job applications are likely to fall on deaf ears. I was a Fortune 100 recruiter and the general rule of thumb for the thousands and thousands of applications we received, was that each applicant had to be actively interested (and qualified for) a particular job we had open. If an applicant applied for an open position, but was better suited for another role, I might keep their information "on file," particularly when they had a desirable skill set or diverse experience which could help my company.

A cover letter helps further explain the qualifications and experience on your résumé using a first-person voice. The basic formula is "Dear Hiring Manager, I know you're looking for ___(key words or skills from the job posting)__. I have done this successfully. Please read more on my résumé." This helps you optimize your key word score and further explain bullets from your résumé.

It also is a great place to explain relocation plans or to put to rest potential concerns about terms of unemployment. For instance, "You'll notice I haven't been working for the past year. I was... (whichever of these might apply) ...transitioning out of the military, ...moving my family across the country or ...caring for an ill relative who has now recovered." This way a recruiter doesn't wonder what you've been doing when gaps are evident in your work history.

Make sense? Call me and I'll explain more and answer any other questions you have. We can also talk about innovative ways to network both online and in-person so that you're not approaching the Reds blindly.

Good luck!

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