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Frederik Cordes

Frederik Cordes graduated from CBP in 2009 where he started the company Spoiled Milk, which he later sold and are now working as  Managing Director.

Where do you work today and what is your role?
I’m running a digital agency – Spoiled Milk – that I co-founded in my CBP days. We’re focused on developing digital business solutions that can improve the businesses of our clients. Whether it’s the core product we’re involved with, an innovative platform that can enhance a business or a service layer, we’re occupied with translating business challenges into digital outputs across web and mobile that can help end users. In 2011, Spoiled Milk was acquired by a Swedish company and we’ve since expanded the agency to new offices adding up to a current total of 6 offices counting 60 employees. As a Managing Director, I’m consulting and handling client relationships – ensuring that we deliver quality solutions in a timely manner. On a company level, I’m overseeing communication, finances, HR and admin.

How does a typical workweek look for you?
The usual week contains quite a few meetings and workshops – internal meetings, client meetings, newbiz meetings, vendor meetings, candidate interviews – so the challenge is often to keep these to a minimum, filter and prioritize them. Every other week there’s typically travel days to client destinations, other SM client-facing offices or to our development hub in Belgrade. Remaining time is split between working on client projects, general planning for resources, recruitment, projects, new business, etc., managing the admin aspects of the company towards bookkeeping. And of course emails.

Why did you choose to study Management of Creative Business Processes?
After a bachelor in philosophy and business administration, I was looking for something more applicable and was immediately appealed by the balancing act between the business angle on the one hand embracing classical aspects of finances and marketing, while on the other hand leaving room for investigating creativity and innovation aspects – a dichotomy I had already been researching during previous years. For an entrepreneur, it’s crucial to have a sense of both sides of the coin. Essentially, all companies have been ignited following a spark of creativity. Sometimes it’s a small refinement to a proven concept. Other times it’s a massive new market being created. In understanding both mindsets – that of the business as well as the creative – I’m certain that I’m a better advisor to my clients. They want new insights and inspiration, that we’re able to turn things upside down and bring unexpected suggestions. But they also want us to understand what they’re being measured against and what the reality of their world looks and feels like.

What do you think are the most important outtakes of the program?
I’m exercising many of the core elements of CBP on a frequent basis. Both when it comes to managing a creative project or aligning a P&L, I’m leaning on cornerstones that CBP helped refine during my education. Thinking back, the key output has to do with the process of diving into a huge amount of knowledge, structuring that information, understanding and remembering it, and finally presenting it to a group of people. That approach, and being able to prioritize your time to focus on what’s most important, is something you will need on a large scale in many organizations. Concretely, what pleases me the most about having picked CBP, is all the fantastic people I met there. The blend of people – with different backgrounds, nationalities, aspirations – was really a thrill. I recently went to a wedding held by a dear friend from CBP and it was fantastic to look down the table and see old CBP buddies, reminiscing years of great friendship, memorable journeys, and some business relationships.