Editor's note: This interview was conducted in May 2024, when Mark was Chief Growth Officer at Biza.io.
Mark Perry is Chief Growth Officer at Biza.io, Australia's leading Consumer Data Right (CDR) infrastructure platform. With 25 years in the technology industry — including roles at Netscape, IBM, Oracle, and Ping Identity — Mark recently transitioned from enterprise technical leadership into startup sales. This is his conversation with Startup Life: Unscripted.
With 25 years in the industry, you've recently transitioned into sales as Chief Growth Officer at Biza. What prompted this shift?
The shift was prompted by an offer from Biza's founder and CEO, Stuart Low. I'd always wanted to work at an early-stage startup, and having CDR knowledge plus a relationship with Stuart made it an easy decision. I was also feeling like "part of the furniture" at my previous employer and looking for a new challenge.
I've settled into my role well. Biza has experienced significant growth over the past couple of years in customer numbers, annual recurring revenue, and employees. In the last two and a half years, I've learned so much about management and being an executive in a fast-growing company that stays ahead of CDR regulatory changes. The shift to sales has been seamless.
You've transitioned from Asia Pacific CTO at Ping Identity to your current position. How has your technological expertise influenced your sales approach?
As a technical leader, my goal was always to not overpromise to customers, but ensure they had accurate information for procurement and implementation decisions. In sales, I've tried to retain that level of integrity.
The CDR technology, combined with complex government rules and ever-changing obligations, means I've hit my technical limits at times. It's better to defer to more knowledgeable colleagues, which I do frequently now.
I'm at peace with the fact that my career has moved past needing to know everything. I rely on people skills as much as technical skills now.
What are key differences between established enterprise vendors and early-stage startups like Biza?
When I joined Biza, I'd say things like "We'll have to do that" or "Someone will work on that." Stuart would ask, "Who is we/someone?" I quickly learned that startups lack time and people, so you must start issues yourself, then engage colleagues to assist.
Another major difference: startups have complete focus on their solution versus broader focus at enterprise vendors. At Ping Identity, I covered employee identity management, consumer authentication, Zero Trust, and various use cases. At Biza, CDR is all we do — I'm laser-focused on the CDR industry, its challenges and use cases. That's our market differentiator.
The challenge and opportunity for Biza is being ready for each new CDR industry — non-bank lending, telco, superannuation — each with unique language and integration requirements. We've done this more than 20 times now.
You've mentioned being nimble and agile addresses skills shortages. How should organisations tap into transferable skills?
The technology sector faces an enduring skills shortage. Organisations should move away from conventional hiring where only candidates with relevant technical skills get shortlisted.
Instead, hire for cultural fit where attitudes, behaviours, and mindset align. Transferable skills like problem-solving, critical thinking, and computer literacy should not be discounted — they're useful when acquiring technical skills. These can be learned with the right basic skills and mindset.
At Biza, we value self-learning — necessary in CDR's constantly changing space. We need discipline to stay on top of industry and regulatory changes. Hiring challenges arise because we seek people with basic transferable skills plus self-learning drive, but these people make the best employees.
With ASX 200 experience, what insights have shaped your current role?
First, customers buy outcomes, not technology. My approach focuses on how Biza reduces their time to value and eliminates CDR project risk — the language they want to hear. Technical details matter less than outcomes.
Second, ensure everything is clear and documented upfront. Once lawyers get involved, deals disappear into "legal black holes" if ambiguities exist. Customers appreciate smooth legal processes as much as teams do.
Third, be yourself and upfront about limitations, especially technical blind spots. Rather than assuming knowledge, I defer to more skilled colleagues in front of customers.
What advice would you offer startup professionals considering roles outside their traditional experience?
I'd recommend getting out of your comfort zone and trying something different — especially if only a couple of steps from what you've done. It provides broader career perspective and life perspective, making you more valuable.
Although I've stayed in previous jobs considerably long, I've known when change was needed and prepared through self-learning and networking. When opportunities arose, I was "at least 75% ready to jump." You're never 100% ready. Sometimes a leap of faith in yourself and your ability to adapt is required.
Where do you see Biza and the broader Datatech industry in five years?
In five years, CDR should become mainstream as consumers realise its potential for competitive, reliable products. Biza will remain a CDR leader by continuously improving and expanding services.
Biza recently became the first Data Holder solution vendor to become an Accredited Data Recipient (ADR), enabling new customer capabilities and expanded reach.
In five years, Biza aims to expand market leadership helping Australian consumers control their data and change global data sharing. Although we use CDR rails, we stay at the forefront of data sharing trends and regulations. We talk to customers regularly about future needs, leveraging feedback to drive product development strategy and roadmap.
How do you maintain work-life balance in a fast-paced startup?
Give yourself time to decompress. Take micro-breaks during the day — stretch, walk around the block, listen to favourite music. This helps with stress.
I'm strict about not reading Slack or work email late. My work phone goes on Sleep mode after 7pm so I don't see notifications. My team knows how to contact me for emergencies, and Biza's executive team is whitelisted for calls and texts.
I set strict boundaries on when to switch off and give myself space. Startup life will consume you if you let it. The trick is balancing intense focus and breaks so you're fresher and less reactive when it matters most.