Home > Companies > C-Suite On Deck > Q&A with Olivia (Ross) Taylor, Director of CRO at Directive Consulting

Q&A with Olivia (Ross) Taylor, Director of CRO at Directive Consulting

Olivia Taylor, Director of CRO at Directive Consulting has 10 years of working experience in graphic designing and has expert knowledge in CRO/UX in landing pages and websites designing.

Olivia was recently nominated for the Orange County Business Journal's Top 25 Women in Business Awards.

MEDIA 7: What’s your superpower?
OLIVIA TAYLOR: I would like to think my superpower is empathy. That’s part of what CRO is: figuring out and understanding what’s going on through people’s minds and finding out what people need and want.

M7: Does it point to user intent, a term generally used in Account Based Marketing?
OT: Yes, exactly that. Because I’m able to basically understand where the consumer and the buyer is coming from, I can better optimize my clients’ websites, change that language in the headline and the subhead to relate to the customers’ pain points and better describe the benefits of what my client can provide to them.

M7: Your career spans an impressive 8 years from a Graphic Designer to being a Director of CRO at Directive Consulting. What attracted you to this industry, and how does Directive Consulting fit into your story?
OT: I became a designer because all other subjects in school were boring. 2+2 will always be 4, but with design, there are so many possibilities - so many different solutions to a problem. Plus, I always loved drawing and creating.
While going to school, I worked as a designer at a few different places. Then upon graduating, I worked at a tech company in-house but it just wasn’t for me. I moved on to an agency that was full-service, but that also was not the right fit. After that job, I ended up at a PPC agency where I learned about CRO. I started there as just a designer and left there as the Director of CRO.

Using the skills I learned there, I was able to join the upstanding company that is Directive where I’m learning so much more, and doing so many more awesome things than I did at any other job and it has been amazing. It’s so wonderful to work at a place that is professional and that takes the work so seriously, only striving to be the best at being different. 


"The best way we can convince the customers is that we need to address what our client does, that no other competitor can do."

M7: Could you tell us about your best practices for creating an ideal customer experience?
OT: A functioning website that loads quickly
Easy navigation and user experience
Clear offerings and clear unique value propositions (what is it that you do that no competitor does?)
Great social proof (testimonials and case studies from current clients, awards, etc)

Great customer service: prompt support, regular email check-ins to see how your customer is doing, offer deals and promotions - all of these things keep a customer coming back for more.

M7: While creating a unique value proposition, how do you drive in the utility? In other words, how do you convince the customer about the uniqueness of your service?
OT: We definitely have to utilize this through the headline and anywhere in the hero section of the landing page or the homepage because that’s where people are landing first and you need to be able to grab their attention in the first five seconds. So, the best way we can convince the customers, is that we need to address what our client does, that no other competitor can do.

If you can say we’re the only platform that does x, y, and z, that is a great unique selling point. Another thing to consider is backing up your clients with data. If you are offering some sort of platform that will save me time on the implementation of a process, then tell me how much time I’m going to save. If you say, “Cut down your execution time by 90% with our platform” that’s a unique value proposition. That shows the benefit to the user there, and that will entice users to click through and complete the form. So, gaining conversions is usually based around giving real data that explains exactly what value the visitors are going to see or how much money is going to be made or saved, and how much time is going to be saved to solve a problem with this solution. The other side of the coin is “we are the only ones that do x y z” and that will basically set a business apart from their competitors.

M7: How does collaboration and communication come into play in your role?
OT: It’s the entire job. I oversee a design team and I need to make sure my team is not only communicating with me but communicating with other departments. PPC, SEO, and CRO must all work together to get the job done and we’re stronger together than apart. I have daily follow-ups on different accounts, weekly meetings, client sync ups - whatever it takes to make sure that I and the rest of the team have complete transparency into what is happening with these accounts so that we can assist in whatever way we can. We want our specialists and account managers to own their strategy, but the directors are responsible for approving the strategy and improving it if needed.


"As designers, we need to remember that form follows function, so we must be sure that this information is easily accessible, that the message is clear."

M7: What are the biggest mistakes you see businesses making when attempting to optimize their site to increase conversions?
OT: These companies spend tens of thousands of dollars on a rebrand which will be done by a branding agency that has no knowledge of designing a site for increased conversions. Too many times we’ve had clients come in that just had a rebrand done and their conversions plummeted. So we will go in and audit the site to find out what is causing the problem. Too often, design takes over function but we must always remember that form follows function. As an example, the white space in the new site may be beautiful, but none of your visitors can even see what you’re offering until they get halfway down the page. Things like this are the biggest issues we see.

Also, with too many changes implemented at once, it makes it harder to pinpoint what caused the drop in conversions. It’s often times all of the things combined together that caused the problem. If a company is going to focus on increasing conversions, the changes need to be based on data and not on whims or best practices. Data doesn’t lie.

M7: What is the most challenging part of doing a conversion optimization project? What type of resource commitment do you require from your team?
OT: The most challenging part is that the results cannot be guaranteed. Our tests are based on data but they’re just that: a test, a hypothesis. Nothing is written in stone. 9 out of 10 times I will be right in my hypothesis, but there will always be a test that fails. We still celebrate the failure because we still learn from it. We can find out why the test didn’t work and use it to narrow down on what will work.

As far as resources are concerned, we want to make sure that we’re testing at least a few things each week per client. We use Hotjar for qualitative research as well as Google Optimize for on-page testing, and Instapage/Unbounce for landing page testing. Reporting is a big part of our deliverable so a good amount of our time is spent gathering the data and providing insights to the client.

M7: According to you, what prompts a visitor to scroll down to the bottom of a webpage?
OT: Usually you would have to have a message that entices them in the hero section of the landing page. Just like we discussed about the UVPs, we need to show the customer right when they land on the page, that this is the solution for your problem. That will entice them to scroll down. You can sometimes kind of coax people to scroll down: I like to use false CTAs to get more information and if they click that CTA, it will scroll down to the benefit section on the page and that will get people to start scrolling. And from that benefit section you could have a CTA linking to the case studies on the landing page and get them to scroll down even further on the page.

The main issue is people think of redesigning their page to look better and they see horrible conversions because it may be beautiful but it’s not functional. The messaging is vague and does not relate to what it is they do as a company that’s better than anybody else. They don’t adjust the benefits, and they’re too stuck on this flowery and technical language that a lot of SaaS companies like to use. So, the biggest thing is being very upfront with what you do in layman’s terms, making it as clear as possible to the lowest common denominator, so that you have a potentially larger pool of leads versus only having that technical jargon that only a few may understand. This usually relates a lot to B2B and SaaS clients. They get really hung up on their own language that’s very technical but the common man that needs their service doesn’t understand that...just tell them what the benefit is.

So, to summarize that long rant: basically, make sure that the messaging is clear about the benefits right away, then use CTAs on your page to entice people to keep scrolling so they continue to learn more. Keep people engaged and reading, section by section.


"Gaining conversions is based around giving real data that explains what value the visitors are going to see or how much money is going to be made or saved, and how much time is going to be saved."

M7: In a world where anyone can start a web-based business, generating trust is more important than ever before. Considering this, what impact does design have on revenue?
OT: It has a huge impact. If you land on a site that is poorly designed - it’s ugly, it’s confusing, you have no idea what they sell - do you think you would stay on that site for long? No, you’d go to a site that has a clear hero image showing the product and how it works, and a headline that explains what sets it apart from any other competitor product. The way information is presented is just as important as what information is being said.




One-size-doesn’t-fit-all and I’ve seen pages that - funny enough - looked horrible but converted better than the redesign we did, just because the form was more readily available. All the information was above the fold and it looked really scrunched. However, the customers got whatever they needed right away and that was what was important. So even when you’re seeing this image of bad vs good, we could argue that maybe the option on the right still won’t convert because it’s not quite explaining any unique value composition. It has a lot of beautiful imagery but it’s not getting to the point. Although these full-width websites with huge images is the trend, I think it needs to be taken with a grain of salt and used sparingly; and it needs to be dialed back a bit when it comes to conversions. You have these big beautiful images and people have to scroll very far just to get down to the first paragraph which is not good for conversions even though it’s trendy. As designers, we need to remember that form follows function, so we must be sure that this information is easily accessible, that the message is clear and if it is, then great! The beauty comes after that, but messaging has to be clear, concise, and easily understood.

M7: Directive Consulting ranks #1 on Google for “SEO Agency”. What SEO strategies and tools does the company leverage to channelize its sales campaigns?
OT: On page SEO and targeted guest posting with keyword driven anchor text. Then we continually write content around SEO and internally link back to our core SEO page.

M7: As a child what did you want to be when you grew up?
OT: I wanted to be a speleologist (a cave scientist) for years. I was obsessed with caves, stalactites, and stalagmites. I’ve always been interested in maths and sciences, but there are dangers tied to being a cave scientist so I gave up on that. I still sometimes wonder what would have been if I had gone into the sciences instead of design. Maybe I’ll try it out in a few years!

M7: That sounds interesting! Have you visited caves in your earlier days?
OT: Yes, I did visit just a few caves, nothing big like the Man of the cave or Carlsbad cavern but as a child I was very interested in science – Biology, Zoology, Geology just the world around me and caves are interesting because they’re the dark places that not many people go to. I love history, I love biology so I think caves are kind of that interesting combination of both cause they’re ancient and they have these creatures that are so bizarre you know, like these blind salamanders which is like a different world there. I got very fixated on that for a few years as a child, reading all the books I could about it. I had my mind set, this is what I was going to do and I didn’t take into account the dangers of being a cave scientist. You’ll have to get into tight little spaces and there could be cavemen, you could get lost and stuck. Me being a homebody and kind of a bookworm, I decided, you know, maybe this is not the path for me, but I was also an artistic child. I was drawing all the time and that’s how I ended up in design school instead. So a very different path, but I still love science and history so I might dabble in it later in my life but for now it’s been design.

ABOUT DIRECTIVE CONSULTING

Directive does beautiful search marketing for B2B and enterprise companies that share our values. We redefine the global standard for how marketers work, live, and grow. We are a group of SEO, PPC, and content experts who are passionate about working with the best B2B brands in the world. When we are not executing ROI driven campaigns, you can find us drinking cold brew, volunteering in our community, or playing an intense game of ping-pong.

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Eletopia Revolutionizes Energy Storage Solutions in the US

PR Newswire | January 15, 2024

Eletopia, a leading provider of smart energy storage solutions, is transforming the energy storage market with innovative technology. Integrating advanced battery management, energy conversion, and intelligent energy operation, Eletopia offers comprehensive solutions, redefining home energy management. In an era prioritizing energy reliability and sustainability, Eletopia's whole-house backup power solution will impact the power plans for U.S. homeowners. Providing security during outages, the H2 series Hybrid Inverter efficiently convert solar energy during low consumption periods. Through the B2 series High Voltage Battery and the mobile storage unit S36 series Portable Power Station, they stored electricity ensures uninterrupted power for essential household appliances, electronics, and systems. Eletopia's Smart Backup Unit (SBU) seamlessly switches between solar, grid, and generator power sources, ensuring continuous functionality. Eletopia's solution guarantees reliable backup power, keeping households operational. At the core of Eletopia's offering is the All-in-one Smart Energy Management System (EMS), empowering homeowners with complete control of their energy usage. Offering features like power station monitoring, AI diagnostics, AI Saving, and more, this system provides efficient energy management for every home. Eletopia prioritizes safety, efficiency, and profitability. Their solutions integrate power generation, energy storage, consumption, and operational services, amplifying the value of energy storage. Leveraging advanced battery management, energy conversion, and smart storage technology, Eletopia enables homeowners to optimize resources for a greener, sustainable future. Eletopia credits its success to a diverse team of American and global experts in the energy sector. From battery technologists to marketing specialists, their collective expertise ensures cutting-edge solutions tailored for American homeowners. Beyond innovation, Eletopia focuses on customer-centricity. Collaborating closely with clients, they address specific requirements, ensuring project success and seamless operation. This commitment, coupled with exceptional service, has established Eletopia as a trusted industry partner. About Eletopia: Eletopia specializes in comprehensive, smart energy storage solutions merging power generation, energy storage, consumption, and operational services. Our suite of cutting-edge technologies—advanced battery management, energy conversion, equipment integration, smart storage management, and operational expertise—aims to increase the value of energy storage. Committed to becoming a global leader, we serve partners and end-users seeking professional, innovative brands in smart energy management.

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Greenwood Sustainable Infrastructure (GSI)-Led Joint Initiative with Ocean Man First Nation to Build One of the Largest Solar Projects in Canada

PR Newswire | January 25, 2024

Greenwood Sustainable Infrastructure LLC (GSI), one of the renewable energy subsidiaries of Libra Group, announced that Iyuhána Solar (Iyuhána), a GSI-led partnership with Saturn Power Inc. and Ocean Man First Nation, has been awarded a Power Purchase Agreement (PPA) to construct and operate a 100-megawatt (MWac) utility-scale solar facility in Saskatchewan, Canada. Developed in partnership with Ocean Man First Nation, the project will be one of Canada's top 10 solar facilities by size. Under an exclusive PPA, the largest with a utility in Canada since 2015, Iyuhána plans to invest approximately $200 million (CDN) to construct the solar facility, which it will operate, supplying generated power to the principal municipal utility company, SaskPower, for 25 years. Located in the Rural Municipality of Estevan in southeast Saskatchewan, this emissions-free solar facility will produce enough power for the equivalent of approximately 25,000 homes. "We are proud to bring the transformative power of solar energy to Saskatchewan by working with partners such as Ocean Man First Nation," said Mazen Turk, CEO of GSI. "This unique collaboration shows the power of renewable energy to harness resources and empower communities responsibly. This work is core to our ethos as a Libra company, and we look forward to continuing to help support a clean energy future across Canada and beyond." As a founding partner, Ocean Man First Nation will have an ownership stake in Iyuhána Solar. Band members will also receive specialized training to maintain the solar facilities and employment opportunities with the project. Additionally, partnering with two of Saskatchewan's leading post-secondary academic institutions, Iyuhána will provide scholarships, internships, and direct research projects in clean energy to benefit the community. "Our partnership with GSI and SaskPower will bring great opportunities for Ocean Man First Nation, including employment and revenue that will provide stability and sustainability for our Band," said Chief Connie Big Eagle, Ocean Man First Nation. "We are proud that this project, which is able to generate clean power, will be known as Iyuhána Solar, which, in Nakotah translates to 'everyone' or 'all of us.' This is derived from our Nakotah belief that everyone and everything is related and therefore we must care for each other." While investment in renewable energy grows across Canada, Saskatchewan's clean power supply mix has predominantly consisted of hydro and wind. This is the first of many planned solar projects in the province; by 2035, SaskPower plans to support approximately 3000 MW of new renewable energy capacity in the region. "This new solar facility will play an important role in our path to net-zero by 2050 or sooner," said Rupen Pandya, SaskPower President and CEO. "We are proud of our ongoing collaboration with Indigenous peoples and the critical role they are playing in the successful expansion of renewable energy in our province." GSI is one of four renewable energy subsidiaries of Libra Group, a privately owned, global business group that encompasses 20 businesses in six sectors, including renewable energy, maritime, aerospace and more. The Group's renewable energy portfolio encompasses approximately 3.5 gigawatts (GW) of projects owned, developed, or pending development in 10 countries, including solar, wind, battery storage, and waste-to energy projects. This is the second partnership with an indigenous community led by a Libra Group subsidiary. "Libra Group is proud of this novel partnership, which has come together through shared values and a commitment to driving economic growth and positive outcomes for communities," said Libra Group's CEO Manos Kouligkas. "Sustainability is core to our global business, and we look forward to continuing to leverage synergies across our six sectors in 60 countries with agility and impact." Last year, GSI acquired Saturn Power Inc.'s solar and battery development portfolios, including its team of seasoned developers and an approximate 1.4-gigawatt (GW) pipeline of early- to late-stage solar and energy storage projects. Today, GSI has a footprint across Canada and in 12 U.S. states. About Greenwood Sustainable Infrastructure Greenwood Sustainable Infrastructure (GSI) is one of the clean energy subsidiaries of Libra Group. GSI is a renewable energy company focused on the development, construction, and operation of distributed generation and utility-scale solar energy and battery storage projects in North America. As of January 2024, the company developed approximately 388 MW DC across 71 renewable energy projects, many of which are still owned or operated by GSI and have an additional project pipeline of 1.6 GW. GSI's seasoned team has a proven track record of investing in power assets and partnering with multiple top-tiered investors. For more information on Greenwood Sustainable Infrastructure (GSI), visit: http://www.greenwoodinfra.com/ About Ocean Man First Nation The Ocean Man First Nation is a Nakota, Cree, and Saulteaux Band Government in southeast Saskatchewan. OMFN is led by Chief Connie Big Eagle & Council and features a population of 565 members. Ocean Man First Nation created a renewable energy company in 2019 called Second Wind Power. The name Second Wind Power reflects Ocean Man First Nation's history of relocating, re-establishing and starting over as a new community since 1989. About Libra Group Libra Group is a privately owned, global business group encompassing 20 businesses predominately focused on aerospace, renewable energy, maritime, real estate, hospitality, and diversified investments. With assets and operations in nearly 60 countries, the Group applies the strength of its global network and capabilities to deliver cross-sector insights and growth at scale.

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