TOB_Magazine

[ 48 ] TOBACCO BUSINESS [ MAY / JUNE | 18 ] Dylan Austin Continued From his early days at Camacho to his new position within Davidoff of Geneva USA, Austin believes that leaders should never stop learning. They should also never settle or be satisfied, because personal and professional growth are tightly linked and should continue to evolve with one’s career. Preparing the Team to Lead A good team is the best asset any leader can have, says Austin. Since settling into his new position, he has found having the time to get everything done to be his biggest challenge. Austin is responsible for getting Davidoff of Geneva USA’s marketing and sales team members on the same page, an issue many in similar positions have grap- pled with, and one that requires a talented and strongly aligned team. “We have a great team, and it’s an honor to get the chance to lead them into the future,” he says. “There are so many things we do really well, but there is also still a lot of room to grow as a team, as a company and as partners to our retailers. That’s where I like to get my hands dirty: in the things that will ultimately stretch us to better our people, better serve the market [and] our customers, and continue building equity in our brands.” Staying aware of the needs, ideas and feelings of the team is critical for leaders, according to Austin. He describes the team at Davidoff of Geneva as being passionate and very expressive, two qualities that he relies on to get an accurate assessment of and reaction to any problem or situation he’s faced with as a leader. Another reason an effective team is important to his leadership is because of delegation. He admits that letting go of certain tasks isn’t easy—both as a leader and also for the team member who may be taking on a task or project they aren’t familiar with. Ultimately, BEINGDAVIDOFF Dylan Austin offers his personal take on what gives Davidoff its edge in today’s premium cigar market- place and what everyone in the tobacco industry needs to do in order to thrive. Tobacco Business : What’s Davidoff’s com- petitive advantage in the premium cigar category today? Dylan Austin: Davidoff. It all starts with a brand and a philosophy that has made an indelible legacy within premium cigars. To make Davidoff come to life, there were and are remarkably talented and passionate people behind it. People not willing to compromise with anything but the best, so they can deliver the best to our customers and consumers. The pride, effort and commitment of the teams from crop to shop is ultimately our greatest advantage. In terms of continuing to grow Davidoff’s presence and sales here in the U.S. market, what do you see as your biggest obstacle to overcome? [The U.S. Food and Drug Administra- tion], taxation, bans and so on. The biggest chal- lenges are the ones that you cannot control, and I believe this will be the same for everybody. Other challenges of growing sales or driving marketing ini- tiatives are in your control. Those are problems with solutions you can ultimately overturn on your own. It’s the external forces we face that we can affect— but not control—that are the biggest obstacles. What’s your advice for others in the tobac- co industry? Keep fighting the good fight. Be active in your communities and at the national level to pre- serve our beautiful industry. The challenges we face today are the biggest we’ve faced in history. Now is the time to get involved if you haven’t already! AUSTIN’S TENETS OF LEADERSHIP Want to lead boldly and with confidence? Follow these three tips from Dylan Austin, vice president of sales and marketing at Davidoff of Geneva USA: Listen, and then challenge with respect. Reward success, but also recognize where improvements can be made. Make a positive impact on your people and their futures. 1. 2. 3.