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2 episodes with bizspark
2 episodes with bizspark
2 episodes with bizspark
2 episodes with bizspark
2 episodes with bizspark
Csiszár Dénes 2007-ben kezdett el startupokkal foglalkozni, mégpedig a Microsoftnál egy akkor induló program a BizSpark egyik vezetője volt. Innentől nem volt megállás, 2011-től kezdve több startup társ-alapítója volt, mely utat sikerek és bukások is jellemezték. Már több mint 10 éve mentorál csapatokat, ami azt jelenti, hogy oktat, mentorál, inkubál, akcelerál és be is fektet. Van tapasztalata inkubátor vezetésében, dolgozott már tőkealappal, tanácsadóként és vállalkozóként tevékenykedett, avagy a startup világ összes aspektusát jól ismeri. Jelenlegi pozícióját tekintve „Accelerator Manager” az EIT Digitalnál, a korai fázisú deeptech startupok programjáért felel egy csapattal együtt. Az angyalbefektetők körében is találkozhatunk vele, ugyanis HUNBAN elnökségi tag, ahol a régió legjobb csapataival találkozik. A Corvinus Egyetem nappali tagozatos MBA szakán az „Entrepreneurship” track-ért felel. Kedvenc területei a validáció és a csapat, mert úgy véli ezeken a területeken történik a varázslat egy startup életében. A DigitalTech EDIH projektben is dolgozik, ami a digitális térben való versenyképességben segít KKV-knek, startupoknak és az állami szektor intézményeinek. --- Nézd meg ennek a podcast-epizódnak a videó változatát: https://www.magyarbusiness.org/magyar-business-podcast --- Iratkozz fel a - sallang mentes - havi hírlevelünkre: https://www.magyarbusiness.org/Hirlevel --- Hallgasd meg es iratkozz fel: https://www.magyarbusiness.org/MBP --- Magyar Business Podcastről: https://www.magyarbusiness.org/MBP
Csiszár Dénes 2007-ben kezdett el startupokkal foglalkozni, mégpedig a Microsoftnál egy akkor induló program a BizSpark egyik vezetője volt. Innentől nem volt megállás, 2011-től kezdve több startup társ-alapítója volt, mely utat sikerek és bukások is jellemezték. Már több mint 10 éve mentorál csapatokat, ami azt jelenti, hogy oktat, mentorál, inkubál, akcelerál és be is fektet. Van tapasztalata inkubátor vezetésében, dolgozott már tőkealappal, tanácsadóként és vállalkozóként tevékenykedett, avagy a startup világ összes aspektusát jól ismeri. Jelenlegi pozícióját tekintve „Accelerator Manager” az EIT Digitalnál, a korai fázisú deeptech startupok programjáért felel egy csapattal együtt. Az angyalbefektetők körében is találkozhatunk vele, ugyanis HUNBAN elnökségi tag, ahol a régió legjobb csapataival találkozik. A Corvinus Egyetem nappali tagozatos MBA szakán az „Entrepreneurship” track-ért felel. Kedvenc területei a validáció és a csapat, mert úgy véli ezeken a területeken történik a varázslat egy startup életében. A DigitalTech EDIH projektben is dolgozik, ami a digitális térben való versenyképességben segít KKV-knek, startupoknak és az állami szektor intézményeinek. --- Nézd meg ennek a podcast-epizódnak a videó változatát: https://www.magyarbusiness.org/magyar-business-podcast --- Iratkozz fel a - sallang mentes - havi hírlevelünkre: https://www.magyarbusiness.org/Hirlevel --- Hallgasd meg es iratkozz fel: https://www.magyarbusiness.org/MBP --- Magyar Business Podcastről: https://www.magyarbusiness.org/MBP
On this week's episode of Inside Outside Innovation, we sit down with Dr. Shameen Prashantham, Author of Gorillas Can Dance. We talk about the benefits, opportunities, and challenges, corporates and startups face when trying to partner, grow, and innovate together. Let's get started. Inside Outside Innovation is a podcast to help the new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Dr. Shameen Prashantham, Author of Gorillas Can DanceBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today, we have Dr. Shameen Prashantham. He's the author of a new book called Gorillas Can Dance: Lessons from Microsoft and other Corporations on Partnering with Startups. Welcome to the show.Shameen Prashantham: Thanks so much, Brian. Great to be on your show. Brian Ardinger: I'm excited to have you on the show for a lot of different reasons. One is your book of course. But also, you've been doing a lot of research into the area of startup corporate collaboration as your role as a professor of international business and strategy and Associate Dean at the China Europe International Business School in Shanghai. So, I wanted to start off the conversation with what got you interested in researching this intersection between startups and corporates and innovation. Shameen Prashantham: You know, Brian, I decided to go down the path of academia when I was in my late twenties. And then I did a PhD in Scotland. About how startups went international. And this was a topic that was gaining traction at the time. But I did my research in an international business unit that had made its names by studying large companies. Particularly large us multinationals that had established a presence in Scotland. It appeared to me as I was completing my doctoral work, that we were making an artificial distinction between these two sets of companies. Certainly, they occupied very different worlds in a way and had very different realities, but I was beginning to see some weak signals of the prospect of collaboration. And so, by about 2005, which is when I graduated with my PhD. I began to ask why are we studying these different companies separately. And in Scotland, there was a recognition by policy makers even, that for example, IBM, which had been around for a few decades or Sun Microsystems, they too were trying to actually do more innovation in their far-flung subsidiaries.And one way to do that would be to connect with local innovative startup, that we're quite keen to gain some access to the commercial muscle of these large companies. And so that was when I began to observe this possibility, this potential. And I found it fascinating and just sort of stuck with it. Brian Ardinger: One of the core premises of your book and your research is how do large companies stay innovative? And you're saying that more and more companies are looking at startups as a way to inject innovation into their core. Talk more about what you've learned through your research. Shameen Prashantham: Initially when I started looking for examples. I think they were really happy accidents. You know, you had unusually entrepreneurial manager in a subsidiary of a multinational thinking, gosh, we've surely gotta be able to do more than we can in terms of innovation, but there's a chicken and egg problem.Headquarters isn't going to give us the mandate to do more innovation unless we have the capabilities. But we are not going to be able to build the capabilities unless we have a mandate. Some of these guys were saying, well, let's just fly under the radar a little bit and try and dabble with some innovation by our collaboration with local startups.And they were able to do that, fairly inexpensively. The local startups were interested to do this. And I published an article called Dancing with Gorillas in 2008. Mainly from the point of view of the startups. But from that point onwards, what I began to notice, interestingly was the big company is gradually started saying, well, actually, why don't we do this more systematically?And the company that I have studied the longest is Microsoft. So coincidentally, 2008 was the year they introduced BizSpark which was their first major programmatic initiative for startups. Partly driven by a concern that the open software movement was going to cause problems. Give startups and alternative in terms of software tools. So, they were giving away software tools for free. But I think that became an important start. This was managed out of Silicon Valley under the leadership of Dan'l Lewin who was a Silicon Valley insider brought into Microsoft to engage with startups. And then what I observed over time is companies like Microsoft, which were, I think pioneers in this area, had a combination of top-down initiatives run by people like Dan'l out of Silicon Valley and bottom-up initiatives championed, for example, by managers in Israel who felt they really ought to tap into the fantastic potential for entrepreneurship in their region. And then things developed. And then I came across SAP doing something for startups out of Silicon Valley and so on. But the other thing that became interesting more in the last sort of five to seven years is that companies in traditional industries, automotive, banking, fast moving consumer goods.Especially around 2015, I began to notice startup programs, being initiated by them too. Partly as a response to the digital disruption. And they too felt, you know, they recognize the need to be much more innovative, agile, and entrepreneurial while they were introducing intrapreneurship programs. There was no reason not to also tap into the entrepreneurial energy in startups on the outside. Brian Ardinger: Well, you definitely seem to have this change, this rise of startups, and the rise of startup ecosystems I think helped bring this to the forefront of companies as well, where you saw more and more companies getting up and going faster than ever before. And the ability to start things, create things, build things, I think put a spotlight on startups in a way that hasn't been in the past. You mentioned it started, you know, a lot with the technology companies looking at startups as a core opportunity and that. Now it's been moving on to other realms. Other industries and that. What are you seeing when it comes to what's working and what's not working when it comes to partnering with startups?Shameen Prashantham: Great question. And just to briefly comment on what you said. I think I absolutely, right. My comments earlier, maybe emphasize more the demand side of things. You know, the big companies recognizing the need to be more entrepreneurial. But on the supply side, definitely we've seen more startups coming to the floor.And I think cloud computing is one of the game changers, and I think that's how Microsoft became more and more interested as well. And you know, the fact that Satya Nadella ran the cloud business, when it wasn't a thing in Microsoft, and then later became CEO also made this much more central to what they were doing. But in terms of what works and what doesn't work, I think in companies like Microsoft, but the other ones as well, BMW, Unilever, Walmart. So whole bunch of industries. I think what I've noticed is this. There is a Paradox of Asymmetry. That these big companies that have encountered at one point or another. And the Paradox of Asymmetry is that the very differences that make it attractive to work together. For example, the startups of agility and the large companies of scale, those very differences actually make it difficult, or at least not straightforward for these very different types of entities to work together. For this to work companies have to overcome these asymmetries. And so, what works. It's basically the efforts to overcome the symmetries. And I've identified three. An Asymmetry of Goals. These different companies want different things. And importantly, at different timescales. There's an Asymmetry of Structure. Is very difficult to find role counterparts. And what I call an Asymmetry of Attention, which is the big companies, the notion of startups out there. They aren't sure which ones are worthy of their managerial attention. The startups have a different problem, which is how do I get the attention of the people who matter within the company? And so, the companies that have clarified the synergy, the so-called, win-win very clearly. The companies that have put in place partner interfaces, so that startups know who the first port of call is. And the companies that have very deliberately intentionally cultivated success stories. Exemplars fairly early on. Are the ones I think that have met with more success. Because the synergy helps to address the Asymmetry of Goals. The interface helps to address the Asymmetry of Structure and having these exemplars, showing what success can look like to both parties help to address the Asymmetry of Attention.Brian Ardinger: I think that's so important. When I work with startups oftentimes earlier on, I would say, don't even think about working with a corporation until you understand who you should be talking to. And because it can very easily take you off track. The timelines of how a startup executes versus a timeline of a multinational corporation are significantly different and can take a startup in the wrong direction if they're not prepared for that. You mentioned that the companies that you saw that were doing the best work, had identified someone in the corporation or a group within the corporation to help be that Sherpa for a startup to help navigate that. Is that being driven by the locality of the locations? Is it being driven by business units? Is it being driven by the top down saying here's how we want to interface? Or talk a little bit about how companies have actually structured that Sherpa role. Shameen Prashantham: I love that metaphor. I've seen both. For example, a BMW. It was sort of top-down because an initiative driven out of Munich in Germany. Where it was very interesting in terms of the people who are driving this. And there was a pair. So, there's this guy called Gregor Gimmy, who was really the public face of the initiative.A BMW Startup Garage was created in 2015. In fact, I just sent an email, I think, to info@BMWStartupGarage and said I'm doing a lot of work on this. I've notice that you've started this. Can we talk? And Gregor replied immediately. And I would see him on the videos. But only when I got to Munich and met him in person, did I realize there was this other guy in the background, Mathias Mayer. And they were such different personalities, but I think you needed both. Gregor had worked for IDEO in Silicon Valley. He was very gregarious. He was the guy that startups could identify with. Mathias on the other hand, Dr Mathias Mayer. As you know, many German managers have PhDs. He was the BMW insider. I think who was the Sherpa for the interface in the company. To navigate the internal politics and so on. And I think that's why it works in that case. So, that's an example of top down. But there's also been bottom up. I mentioned Israel in the case of Microsoft, but also here in China, Walmart came up with an interesting program called Omega Eight. To deal with Chinese startups to help improve the customer experience in the stores, for example.But one of the things they were very clear was we have to do things differently in China. Speed, for example, is of the essence. And so they would put in place practices, like we will work with startups who can do only one pilot for us at a given point in time. And need to do it in 60 days. And that was actually very reassuring for the startups who were always worried that these big multinationals would be soon moving.And I think the last visit that Doug McMillan, the Walmart CEO made to China pre pandemic, was in 2019. And they showcase some of the startups working with Walmart. And so really, I think both are possible. But I think the key is having people who can on the one hand show empathy and connect with the startups on the outside. But also have the ability to deal with the internal piece and the politics and the communication and getting buy-in from people.Brian Ardinger: Yeah, it's interesting that you're seeing different examples having success, but, but taking a slightly different take on it. For example, like, you know, the BMW Garage, my understanding with that program is when they came out, it was unlike your traditional corporate accelerator or corporate venture, where they would invest in a startup.They would look for companies and then would help them become partners and basically get through the red tape of becoming a preferred vendor, for example. And helping that particular part of it versus just capital thrown at the startup. And then you have other examples, like you said Microsoft, that are offering tools and services at a discount to start that communication and start that partnership with startups. What role are you seeing corporate venture playing in this? Shameen Prashantham: It's a great question. And the honest truth is the vast majority of my work has been on non-equity partnering. So, offering that doesn't involve equity. And the distinction between what Microsoft is doing and BMW is doing can be thought of as a distinction between cohorts and.And the way I explained this to my classes, a cohort is like an MBA class. You know, getting in is difficult, but once you get in, it's a time bound program where the curriculum, pretty much everybody who starts the program ends the program and peer interaction is a key part of this. And I think that's the way Microsoft went about their accelerators, for example. But BMW's is more like a funnel, which is like the job search process. After an MBA, many fewer complete the process than begin. You get screened out along the way, and you may not know who else is part of the process. And each has its advantages and disadvantages. I think with the cohort type program, you're more likely to have serendipity. So, you may have two startups that didn't know each other from before forming a three-way partnership in the course of the accelerator program. But I think with the funnel, you have more predictability and I think that's what BMW went for. And you're absolutely right. They pioneered this idea of being a venture client. And so one of the key things they were doing was connecting startups with business units or innovation teams within BMW, who actually would be interested to work with them, but also made sure that they got a supplier number. Which most startups would not be able to do.Corporate Venture Capital traditionally has tended to come into play at a slightly later stage. BMW had i ventures, even before BMW Startup Garage, but the impression I got was the BMW Startup Garage were talking to people, startups with say a series A round of funding. i Ventures was coming in at B or later. That being said, particularly over the past year. I've seen corporate venturing now growing around the world. And I'm seeing the non-equity partnering guys working with more and more mature startups and some of these corporate venture capital guys working with younger startups than before. And so perhaps going forward, we'll see a little bit of a blurring of distinctions, but just one last comment on this. I asked a guy at Silicon Valley Bank who knows a lot about corporate venture capital at one point, what do you think about the role of CBC? And should I be involving that much more in my work? And his answer to me was you can partner without investing, but you can't invest without partnering. And so that's the important thing to focus on. And so, I guess whether you're investing or not, the key is to have this collaborative mindset when engaging with startups.Brian Ardinger: When I talk to a lot of companies, they are interested in trying to figure out, like, how do we start this process? They know that they should be looking outside their own organization to start maybe partnering with startups and that. Or, or even just to keep their own workforce more in line with the entrepreneurial mindset and that. What are some of the early things that a company can be doing to start the process of becoming more adept at navigating the startup landscape? Shameen Prashantham: I think it's a little bit like what Simon Sinek says. You know, think big, start small, but start. One of the things to do, whether it's bottom up or top down is to, especially for people who are relatively new to this scheme, which has now been going on for a while, is to look for shortcuts.So back when Walmart decided to engage with startups in China, they took a little bit of a shortcut to get going. They made tracks to the Microsoft Accelerator and said, do you guys have startups in your portfolio who might be relevant to us? And of course, from Microsoft's point of view, this was great. Because they want their startups to use more Azure and things like that and do work for big other big companies.So, they identified eight startups from their alumni who did retail tech. And brought them together with Walmart for the weekend. They call it a Hackathon. But I mean, it's basically interaction so that the Walmart people got to know these startups and vice versa. And then from that pool, they identified three startups that would work on a pilot within 60 days.And so, within the span of a quarter, there was something pretty tangible that had been achieved to make a stop. And I think that's the sort of approach that helps to overcome the inertia to go beyond talk and start doing things. Because then you can assess what's working. What doesn't? Does this make sense going forward? And you don't even need the blessing from above to be able to do this in the case of Walmart, this was a subsidiary level initiative. So, either way, I think it makes sense to start small to start specifically. But then if there is genuine intent to do this on a systematic large scale, then it becomes important to get buy-in from the organization as well.Otherwise, these things just stay small and that's where getting buy-in from top managers, as well as other business unit managers, who can provide the meaningful opportunities and even building awareness more generally within the organization. Because you can get mentors into these programs from other departments just to help startups get a better feel for the company. And so I think it's a combination of making sure you make a stop, but then be if you're really serious about it, then building on it to replicate this and even do this in other parts of the company. Brian Ardinger: You're based in Shanghai. And my question is what have you seen coming from different markets? Are the tactics or the strategies different in a newer startup ecosystem that a company is in versus a more established startup ecosystem, like the Valley or other places around the world? What are you seeing from the ecosystem perspective? Shameen Prashantham: Both Thailand and India have actually been very interesting. Ecosystems with a lot of energy over the past decade. Yes, you're quite right. That these newer ecosystems have a slightly different vibe. I say this in a positive way. There's less maturity in the sense that you're more likely to find first time entrepreneurs here than say in Silicon Valley or Israel.But on the other hand, they're also trying new things that populations have leapfrogged the PCE route in many respects. And so sometimes, with payments. For example, you find both in India, some innovations that are interesting and which Western companies find very interesting to be able to address. However, because the ecosystem has the great appetite, but it's still evolving then to some extent there may be a little bit more handholding involved because the startups have less familiarity with working with the corporate. Also, and this is true of China, then most of the places. There might be some distinct local ecosystem players, like in the case of China, Baidu, Alibaba, TenCent.And so, making sure that that is factored in, which is generally not a problem, it's just about recognizing that you have to take that into account. The other thing of course, is that in emerging markets, the rule of non-market players can be very important too. And I mean, by that particularly government and policy makers. And the other thing to note is that distinction between the national policymakers as well, and top policy makers at the local level and the latter are also very important.And so, what that can mean is opportunities that you wouldn't necessarily think would be possible yet are off the beaten track. So, the equivalent of Silicon Valley in China used to be Zhongguancun in Beijing, the soft, well it probably, when you were in Asia, was referred to as the Silicon Valley of China. And now Shenzhen, also claims to this move with a hardware focus. But in a place like Ningbo which is in Zhejiang Province, the same province that has Hanjo the city where Alibaba is headquartered. Ningbo been known for entrepreneurship for a long time for centuries, but it's never been a tech entrepreneurship hub. Yet even there I've seen IBM partner with startups because local policymakers are so entrepreneurial. They leveraged their smart city program and brought these actors together. And that creates opportunities you don't necessarily see in other parts of the world. And so, by being aligned to the differences, but also the novelty in these markets, both in terms of the technologies they're working with, but also the different parts of the region that has talent, I think companies with the global mindset, can actually tap into a lot of these emerging ecosystems. And Africa, I think is another very interesting story as well. And we are going to see more and more interesting examples from there too. Brian Ardinger: You've been spending a lot of time in this space. What are some of the trends that you're looking to see in the coming years?Shameen Prashantham: So, I think digitalization was the big driver of corporate startup partnering in this past decade. I think in the 2020s, sustainability might have a similar effect. And, you know, just before the pandemic hit, the United Nations said the 2020s is the decade of action. We need to accelerate. our efforts to achieve the sustainable development goals and then boom, the pandemic hit, which has made it a more challenging yet more important and urgent in a way.And you know, in November, there was the climate change conference in Glasgow. Which is a reminder that whatever the geopolitical tensions and differences that exists on certain matters, like climate change, it'll be important to set aside differences and work together. And I think climate tech startups working with large companies is going to be very important. A steel company had reached out to me and said, you know, we're desperately trying to engage with startups. Point us to any that you know. So to me, this is going to be actually the key driver and which is why regions all over the world, you know, the Valley, mature ecosystem like that. Or emerging ecosystems in Africa. And everything in between. And I think that's going to come into play and be very important. For More InformationBrian Ardinger: The book Gorillas Can Dance is a fascinating book. Its got some great examples, great tactics. I encourage people to pick that up. If people want to find out more about yourself or about the book, what's the best way to do that?Shameen Prashantham: www.gorillascandance.com and I'm also on LinkedIn.Brian Ardinger: Fantastic, Dr. Prashantham, thank you very much for coming on Inside Outside Innovation. Looking forward to continuing the conversation in the years to come and appreciate all your time today. Shameen Prashantham: Thanks so much, Brian. I thoroughly enjoy it.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database. We use Amazon Affiliate links for books.
O Man in the Arena é um videocast sobre empreendedorismo e cultura digital apresentado por Leo Kuba e Miguel Cavalcanti. Neste episódio (#015) O papel da Microsoft no incentivo a formação do ecossistema de empreendedorismo tecnológico no Brasil e no mundo, com Silvia Valadares, executiva da Microsoft, responsável pelos programas Bizspark e Microsoft Innovation Center. Alguns dos temas abordados: - Histórico profissional da Silvia: de jornalista a executiva da Microsoft. - Os programas globais Bizspark e MIC. - Panorama do cenário empreendedor do Brasil. - Cases do programa Bizspark. - Quais oportunidades um empreendedor tem nos segmentos em que a Microsoft atua? - Apoio a eventos como BRNewTech e TechCrunch Disrupt. - Dicas de blogs e sites. - Sorteio para os fãs do Man in the Arena. Para saber mais: Microsoft Bizspark: www.microsoft.com/bizspark Microsoft Innovation Center: www.microsoft.com/mic Twitter, Silvia Valadares: @svaladares Participe da fan-page do Man in the Arena: Facebook - facebook.com/ maninthearenatv e concorra em nossos sorteios!
O Man in the Arena é um videocast sobre empreendedorismo e cultura digital apresentado por Leo Kuba e Miguel Cavalcanti. Neste episódio (#015) O papel da Microsoft no incentivo a formação do ecossistema de empreendedorismo tecnológico no Brasil e no mundo, com Silvia Valadares, executiva da Microsoft, responsável pelos programas Bizspark e Microsoft Innovation Center. Alguns dos temas abordados: - Histórico profissional da Silvia: de jornalista a executiva da Microsoft. - Os programas globais Bizspark e MIC. - Panorama do cenário empreendedor do Brasil. - Cases do programa Bizspark. - Quais oportunidades um empreendedor tem nos segmentos em que a Microsoft atua? - Apoio a eventos como BRNewTech e TechCrunch Disrupt. - Dicas de blogs e sites. - Sorteio para os fãs do Man in the Arena. Para saber mais: Microsoft Bizspark: www.microsoft.com/bizspark Microsoft Innovation Center: www.microsoft.com/mic Twitter, Silvia Valadares: @svaladares Participe da fan-page do Man in the Arena: Facebook - facebook.com/ maninthearenatv e concorra em nossos sorteios!
About SamA 25-year veteran of the Silicon Valley and Seattle technology scenes, Sam Ramji led Kubernetes and DevOps product management for Google Cloud, founded the Cloud Foundry foundation, has helped build two multi-billion dollar markets (API Management at Apigee and Enterprise Service Bus at BEA Systems) and redefined Microsoft's open source and Linux strategy from “extinguish” to “embrace”.He is nerdy about open source, platform economics, middleware, and cloud computing with emphasis on developer experience and enterprise software. He is an advisor to multiple companies including Dell Technologies, Accenture, Observable, Fletch, Orbit, OSS Capital, and the Linux Foundation.Sam received his B.S. in Cognitive Science from UC San Diego, the home of transdisciplinary innovation, in 1994 and is still excited about artificial intelligence, neuroscience, and cognitive psychology.Links: DataStax: https://www.datastax.com Sam Ramji Twitter: https://twitter.com/sramji Open||Source||Data: https://www.datastax.com/resources/podcast/open-source-data Screaming in the Cloud Episode 243 with Craig McLuckie: https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/innovating-in-the-cloud-with-craig-mcluckie/ Screaming in the Cloud Episode 261 with Jason Warner: https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/what-github-can-give-to-microsoft-with-jason-warner/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Redis, the company behind the incredibly popular open source database that is not the bind DNS server. If you're tired of managing open source Redis on your own, or you're using one of the vanilla cloud caching services, these folks have you covered with the go to manage Redis service for global caching and primary database capabilities; Redis Enterprise. Set up a meeting with a Redis expert during re:Invent, and you'll not only learn how you can become a Redis hero, but also have a chance to win some fun and exciting prizes. To learn more and deploy not only a cache but a single operational data platform for one Redis experience, visit redis.com/hero. Thats r-e-d-i-s.com/hero. And my thanks to my friends at Redis for sponsoring my ridiculous non-sense. Corey: Are you building cloud applications with a distributed team? Check out Teleport, an open source identity-aware access proxy for cloud resources. Teleport provides secure access to anything running somewhere behind NAT: SSH servers, Kubernetes clusters, internal web apps and databases. Teleport gives engineers superpowers! Get access to everything via single sign-on with multi-factor. List and see all SSH servers, kubernetes clusters or databases available to you. Get instant access to them all using tools you already have. Teleport ensures best security practices like role-based access, preventing data exfiltration, providing visibility and ensuring compliance. And best of all, Teleport is open source and a pleasure to use.Download Teleport at https://goteleport.com. That's goteleport.com.Corey: Welcome to Screaming in the Cloud, I'm Cloud Economist Corey Quinn, and recurring effort that this show goes to is to showcase people in their best light. Today's guest has done an awful lot: he led Kubernetes and DevOps Product Management for Google Cloud; he founded the Cloud Foundry Foundation; he set open-source strategy for Microsoft in the naughts; he advises companies including Dell, Accenture, the Linux Foundation; and tying all of that together, it's hard to present a lot of that in a great light because given my own proclivities, that sounds an awful lot like a personal attack. Sam Ramji is the Chief Strategy Officer at DataStax. Sam, thank you for joining me, and it's weird when your resume starts to read like, “Oh, I hate all of these things.”Sam: [laugh]. It's weird, but it's true. And it's the only life I could have lived apparently because here I am. Corey, it's a thrill to meet you. I've been an admirer of your public speaking, and public tweeting, and your writing for a long time.Corey: Well, thank you. The hard part is getting over the voice saying don't do it because it turns out that there's no real other side of public shutting up, which is something that I was never good at anyway, so I figured I'd lean into it. And again, I mean, that the sense of where you have been historically in terms of your career not, “Look what you've done,” which is a subtext that I could be accused of throwing in sometimes.Sam: I used to hear that a lot from my parents, actually.Corey: Oh, yeah. That was my name growing up. But you've done a lot of things, and you've transitioned from notable company making significant impact on the industry, to the next one, to the next one. And you've been in high-flying roles, doing lots of really interesting stuff. What's the common thread between all those things?Sam: I'm an intensely curious person, and the thing that I'm most curious about is distributed cognition. And that might not be obvious from what you see is kind of the… Lego blocks of my career, but I studied cognitive science in college when that was not really something that was super well known. So, I graduated from UC San Diego in '94 doing neuroscience, artificial intelligence, and psychology. And because I just couldn't stop thinking about thinking; I was just fascinated with how it worked.So, then I wanted to build software systems that would help people learn. And then I wanted to build distributed software systems. And then I wanted to learn how to work with people who were thinking about building the distributed software systems. So, you end up kind of going up this curve of, like, complexity about how do we think? How do we think alone? How do we learn to think? How do we think together?And that's the directed path through my software engineering career, into management, into middleware at BEA, into open-source at Microsoft because that's an amazing demonstration of distributed cognition, how, you know, at the time in 2007, I think, Sourceforge had 100,000 open-source projects, which was, like, mind boggling. Some of them even worked together, but all of them represented these groups of people, flung around the world, collaborating on something that was just fundamentally useful, that they were curious about. Kind of did the same thing into APIs because APIs are an even better way to reuse for some cases than having the source code—at Apigee. And kept growing up through that into, how are we building larger-scale thinking systems like Cloud Foundry, which took me into Google and Kubernetes, and then some applications of that in Autodesk and now DataStax. So, I love building companies. I love helping people build companies because I think business is distributed cognition. So, those businesses that build distributed systems, for me, are the most fascinating.Corey: You were basically handed a heck of a challenge as far as, “Well, help set open-source strategy,” back at Microsoft, in the days where that was a punchline. And credit where due, I have to look at Microsoft of today, and it's not a joke, you can have your arguments about them, but again in those days, a lot of us built our entire personality on hating Microsoft. Some folks never quite evolved beyond that, but it's a new ballgame and it's very clear that the Microsoft of yesteryear and the Microsoft of today are not completely congruent. What was it like at that point understanding that as you're working with open-source communities, you're doing that from a place of employment with a company that was widely reviled in the space.Sam: It was not lost on me. The irony, of course, was that—Corey: Well, thank God because otherwise the question where you would have been, “What do you mean they didn't like us?”Sam: [laugh].Corey: Which, on some levels, like, yeah, that's about the level of awareness I would have expected in that era, but contrary to popular opinion, execs at these companies are not generally oblivious.Sam: Yeah, well, if I'd been clever as a creative humorist, I would have given you that answer instead of my serious answer, but for some reason, my role in life is always to be the straight guy. I used to have Slashdot as my homepage, right? I love when I'd see some conspiracy theory about, you know, Bill Gates dressed up as the Borg, taking over the world. My first startup, actually in '97, was crushed by Microsoft. They copied our product, copied the marketing, and bundled it into Office, so I had lots of reasons to dislike Microsoft.But in 2004, I was recruited into their venture capital team, which I couldn't believe. It was really a place that they were like, “Hey, we could do better at helping startups succeed, so we're going to evangelize their success—if they're building with Microsoft technologies—to VCs, to enterprises, we'll help you get your first big enterprise deal.” I was like, “Man, if I had this a few years ago, I might not be working.” So, let's go try to pay it forward.I ended up in open-source by accident. I started going to these conferences on Software as a Service. This is back in 2005 when people were just starting to light up, like, Silicon Valley Forum with, you know, the CEO of Demandware would talk, right? We'd hear all these different ways of building a new business, and they all kept talking about their tech stack was Linux, Apache, MySQL, and PHP. I went to one eight-hour conference, and Microsoft technologies were mentioned for about 12 seconds in two separate chunks. So, six seconds, he was like, “Oh, and also we really like Microsoft SQL Server for our data layer.”Corey: Oh, Microsoft SQL Server was fantastic. And I know that's a weird thing for people to hear me say, just because I've been renowned recently for using Route 53 as the primary data store for everything that I can. But there was nothing quite like that as far as having multiple write nodes, being able to handle sharding effectively. It was expensive, and you would take a bath on the price come audit time, but people were not rolling it out unaware of those things. This was a trade off that they were making.Oracle has a similar story with databases. It's yeah, people love to talk smack about Oracle and its business practices for a variety of excellent reasons, at least in the database space that hasn't quite made it to cloud yet—knock on wood—but people weren't deploying it because they thought Oracle was warm and cuddly as a vendor; they did it because they can tolerate the rest of it because their stuff works.Sam: That's so well said, and people don't give them the credit that's due. Like, when they built hypergrowth in their business, like… they had a great product; it really worked. They made it expensive, and they made a lot of money on it, and I think that was why you saw MySQL so successful and why, if you were looking for a spec that worked, that you could talk through through an open driver like ODBC or JDBC or whatever, you could swap to Microsoft SQL Server. But I walked out of that and came back to the VC team and said, “Microsoft has a huge problem. This is a massive market wave that's coming. We're not doing anything in it. They use a little bit of SQL Server, but there's nothing else in your tech stack that they want, or like, or can afford because they don't know if their businesses are going to succeed or not. And they're going to go out of business trying to figure out how much licensing costs they would pay to you in order to consider using your software. They can't even start there. They have to start with open-source. So, if you're going to deal with SaaS, you're going to have to have open-source, and get it right.”So, I worked with some folks in the industry, wrote a ten-page paper, sent it up to Bill Gates for Think Week. Didn't hear much back. Bought a new strategy to the head of developer platform evangelism, Sanjay Parthasarathy who suggested that the idea of discounting software to zero for startups, with the hope that they would end up doing really well with it in the future as a Software as a Service company; it was dead on arrival. Dumb idea; bring it back; that actually became BizSpark, the most popular program in Microsoft partner history.And then about three months later, I got a call from this guy, Bill Hilf. And he said, “Hey, this is Bill Hilf. I do open-source at Microsoft. I work with Bill Gates. He sent me your paper. I really like it. Would you consider coming up and having conversation with me because I want you to think about running open-source technology strategy for the company.” And at this time I'm, like, 33 or 34. And I'm like, “Who me? You've got to be joking.” And he goes, “Oh, and also, you'll be responsible for doing quarterly deep technical briefings with Bill… Gates.” I was like, “You must be kidding.” And so of course I had to check it out. One thing led to another and all of a sudden, with not a lot of history in the open-source community but coming in it with a strategist's eye and with a technologist's eye, saying, “This is a problem we got to solve. How do we get after this pragmatically?” And the rest is history, as they say.Corey: I have to say that you are the Chief Strategy Officer at DataStax, and I pull up your website quickly here and a lot of what I tell earlier stage companies is effectively more or less what you have already done. You haven't named yourself after the open-source project that underlies the bones of what you have built so you're not going to wind up in the same glorious challenges that, for example, Elastic or MongoDB have in some ways. You have a pricing page that speaks both to the reality of, “It's two in the morning. I'm trying to get something up and running and I want you the hell out of my way. Just give me something that I can work with a reasonable free tier and don't make me talk to a salesperson.” But also, your enterprise tier is, “Click here to talk to a human being,” which is speaking enterprise slash procurement slash, oh, there will be contract negotiation on these things.It's being able to serve different ends of your market depending upon who it is that encounters you without being off-putting to any of those. And it's deceptively challenging for companies to pull off or get right. So clearly, you've learned lessons by doing this. That was the big problem with Microsoft for the longest time. It's, if I want to use some Microsoft stuff, once you were able to download things from the internet, it changed slightly, but even then it was one of those, “What exactly am I committing to here as far as signing up for this? And am I giving them audit rights into my environment? Is the BSA about to come out of nowhere and hit me with a surprise audit and find out that various folks throughout the company have installed this somewhere and now I owe more than the company's worth?” That was always the haunting fear that companies had back then.These days, I like the approach that companies are taking with the SaaS offering: you pay for usage. On some level, I'd prefer it slightly differently in a pay-per-seat model because at least then you can predict the pricing, but no one is getting surprise submarined with this type of thing on an audit basis, and then they owe damages and payment in arrears and someone has them over a barrel. It's just, “Oh. The bill this month was higher than we expected.” I like that model I think the industry does, too.Sam: I think that's super well said. As I used to joke at BEA Systems, nothing says ‘I love you' to a customer like an audit, right? That's kind of a one-time use strategy. If you're going to go audit licenses to get your revenue in place, you might be inducing some churn there. It's a huge fix for the structural problem in pricing that I think package software had, right?When we looked at Microsoft software versus open-source software, and particularly Windows versus Linux, you would have a structure where sales reps were really compensated to sell as much as possible upfront so they could get the best possible commission on what might be used perpetually. But then if you think about it, like, the boxes in a curve, right, if you do that calculus approximation of a smooth curve, a perpetual software license is a huge box and there's an enormous amount of waste in there. And customers figured out so as soon as you can go to a pay-per-use or pay-as-you-go, you start to smooth that curve, and now what you get is what you deserve, right, as opposed to getting filled with way more cost than you expect. So, I think this model is really super well understood now. Kind of the long run the high point of open-source meets, cloud, meets Software as a Service, you look at what companies like MongoDB, and Confluent, and Elastic, and Databricks are doing. And they've really established a very good path through the jungle of how to succeed as a software company. So, it's still difficult to implement, but there are really world-class guides right now.Corey: Moving beyond where Microsoft was back in the naughts, you were then hired as a VP over at Google. And in that era, the fact that you were hired as a VP at Google is fascinating. They preferred to grow those internally, generally from engineering. So, first question, when you were being hired as a VP in the product org, did they make you solve algorithms on a whiteboard to get there?Sam: [laugh]. They did not. I did have somewhat of an advantage [because they 00:13:36] could see me working pretty closely as the CEO of the Cloud Foundry Foundation. I'd worked closely with Craig McLuckie who notably brought Kubernetes to the world along with Joe Beda, and with Eric Brewer, and a number of others.And he was my champion at Google. He was like, “Look, you know, we need him doing Kubernetes. Let's bring Sam in to do that.” So, that was helpful. I also wrote a [laugh] 2000-word strategy document, just to get some thoughts out of my head. And I said, “Hey, if you like this, great. If you don't throw it away.” So, the interviews were actually very much not solving problems in a whiteboard. There were super collaborative, really excellent conversations. It was slow—Corey: Let's be clear, Craig McLuckie's most notable achievement was being a guest on this podcast back in Episode 243. But I'll say that this is a close second.Sam: [laugh]. You're not wrong. And of course now with Heptio and their acquisition by VMware.Corey: Ehh, they're making money beyond the wildest dreams of avarice, that's all well and good, but an invite to this podcast, that's where it's at.Sam: Well, he should really come on again, he can double down and beat everybody. That can be his landmark achievement, a two-timer on Screaming in [the] Cloud.Corey: You were at Google; you were at Microsoft. These are the big titans of their era, in some respect—not to imply that there has beens; they're bigger than ever—but it's also a more crowded field in some ways. I guess completing the trifecta would be Amazon, but you've had the good judgment never to work there, directly of course. Now they're clearly in your market. You're at DataStax, which is among other things, built on Apache Cassandra, and they launched their own Cassandra service named Keyspaces because no one really knows why or how they name things.And of course, looking under the hood at the pricing model, it's pretty clear that it really is just DynamoDB wearing some Groucho Marx classes with a slight upcharge for API level compatibility. Great. So, I don't see it a lot in the real world and that's fine, but I'm curious as to your take on looking at all three of those companies at different eras. There was always the threat in the open-source world that they are going to come in and crush you. You said earlier that Microsoft crushed your first startup.Google is an interesting competitor in some respects; people don't really have that concern about them. And your job as a Chief Strategy Officer at Amazon is taken over by a Post-it Note that simply says ‘yes' on it because there's nothing they're not going to do, or try, and experiment with. So, from your perspective, if you look at the titans, who is it that you see as the largest competitive threat these days, if that's even a thing?Sam: If you think about Sun Tzu and the Art of War, right—a lot of strategy comes from what we've learned from military environments—fighting a symmetric war, right, using the same weapons and the same army against a symmetric opponent, but having 1/100th of the personnel and 1/100th of the money is not a good plan.Corey: “We're going to lose money, going to be outcompeted; we'll make it up in volume. Oh, by the way, we're also slower than they are.”Sam: [laugh]. So, you know, trying to come after AWS, or Microsoft, or Google as an independent software company, pound-for-pound, face-to-face, right, full-frontal assault is psychotic. What you have to do, I think, at this point is to understand that these are each companies that are much like we thought about Linux, and you know, Macintosh, and Windows as operating systems. They're now the operating systems of the planet. So, that creates some economies of scale, some efficiencies for them. And for us. Look at how cheap object storage is now, right? So, there's never been a better time in human history to create a database company because we can take the storage out of the database and hand it over to Amazon, or Google, or Microsoft to handle it with 13 nines of durability on a constantly falling cost basis.So, that's super interesting. So, you have to prosecute the structure of the world as it is, based on where the giants are and where they'll be in the future. Then you have to turn around and say, like, “What can they never sell?”So, Amazon can never sell something that is standalone, right? They're a parts factory and if you buy into the Amazon-first strategy of cloud computing—which we did at Autodesk when I was VP of cloud platform there—everything is a primitive that works inside Amazon, but they're not going to build things that don't work outside of the Amazon primitives. So, your company has to be built on the idea that there's a set of people who value something that is purpose-built for a particular use case that you can start to broaden out, it's really helpful if they would like it to be something that can help them escape a really valuable asset away from the center of gravity that is a cloud. And that's why data is super interesting. Nobody wakes up in the morning and says, “Boy, I had such a great conversation with Oracle over the last 20 years beating me up on licensing. Let me go find a cloud vendor and dump all of my data in that so they can beat me up for the next 20 years.” Nobody says that.Corey: It's the idea of data portability that drives decision-making, which makes people, of course, feel better about not actually moving in anywhere. But the fact that they're not locked in strategically, in a way that requires a full software re-architecture and data model rewrite is compelling. I'm a big believer in convincing people to make decisions that look a lot like that.Sam: Right. And so that's the key, right? So, when I was at Autodesk, we went from our 100 million dollar, you know, committed spend with 19% discount on the big three services to, like—we started realize when we're going to burn through that, we were spending $60 million or so a year on 20% annual growth as the cloud part of the business grew. Thought, “Okay, let's renegotiate. Let's go and do a $250 million deal. I'm sure they'll give us a much better discount than 19%.” Short story is they came back and said, “You know, we're going to take you from an already generous 19% to an outstanding 22%.” We thought, “Wait a minute, we already talked to Intuit. They're getting a 40% discount on a $400 million spend.”So, you know, math is hard, but, like, 40% minus 22% is 18% times $250 million is a lot of money. So, we thought, “What is going on here?” And we realized we just had no credible threat of leaving, and Intuit did because they had built a cross-cloud capable architecture. And we had not. So, now stepping back into the kind of the world that we're living in 2021, if you're an independent software company, especially if you have the unreasonable advantage of being an open-source software company, you have got to be doing your customers good by giving them cross-cloud capability. It could be simply like the Amdahl coffee cup that Amdahl reps used to put as landmines for the IBM reps, later—I can tell you that story if you want—even if it's only a way to save money for your customer by using your software, when it gets up to tens and hundreds of million dollars, that's a really big deal.But they also know that data is super important, so the option value of being able to move if they have to, that they have to be able to pull that stick, instead of saying, “Nice doggy,” we have to be on their side, right? So, there's almost a detente that we have to create now, as cloud vendors, working in a world that's invented and operated by the giants.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: When we look across the, I guess, the ecosystem as it's currently unfolding, a recurring challenge that I have to the existing incumbent cloud providers is they're great at offering the bricks that you can use to build things, but if I'm starting a company today, I'm not going to look at building it myself out of, “Ooh, I'm going to take a bunch of EC2 instances, or Lambda functions, or popsicles and string and turn it into this thing.” I'm going to want to tie together things that are way higher level. In my own case, now I wind up paying for Retool, which is, effectively, yeah, it runs on some containers somewhere, presumably, I think in Azure, but don't quote me on that. And that's great. Could I build my own thing like that?Absolutely not. I would rather pay someone to tie it together. Same story. Instead of building my own CRM by running some open-source software on an EC2 instance, I wind up paying for Salesforce or Pipedrive or something in that space. And so on, and so forth.And a lot of these companies that I'm doing business with aren't themselves running on top of AWS. But for web hosting, for example; if I look at the reference architecture for a WordPress site, AWS's diagram looks like a punchline. It is incredibly overcomplicated. And I say this as someone who ran large WordPress installations at Media Temple many years ago. Now, I have the good sense to pay WP Engine. And on a monthly basis, I give them money and they make the website work.Sure, under the hood, it's running on top of GCP or AWS somewhere. But I don't have to think about it; I don't have to build this stuff together and think about the backups and the failover strategy and the rest. The website just works. And that is increasingly the direction that business is going; things commoditize over time. And AWS in particular has done a terrible job, in my experience, of differentiating what it is they're doing in the language that their customers speak.They're great at selling things to existing infrastructure engineers, but folks who are building something from scratch aren't usually in that cohort. It's a longer story with time and, “Well, we're great at being able to sell EC2 instances by the gallon.” Great. Are you capable of going to a small doctor's office somewhere in the American Midwest and offering them an end-to-end solution for managing patient data? Of course not. You can offer them a bunch of things they can tie together to something that will suffice if they all happen to be software engineers, but that's not the opportunity.So instead, other companies are building those solutions on top of AWS, capturing the margin. And if there's one thing guaranteed to keep Amazon execs awake at night, it's the idea of someone who isn't them making money somehow somewhere, so I know that's got to rankle them, but they do not speak that language. At all. Longer-term, I only see that as a more and more significant crutch. A long enough timeframe here, we're talking about them becoming the Centurylinks of the world, the tier one backbone provider that everyone uses, but no one really thinks about because they're not a household name.Sam: That is a really thoughtful perspective. I think the diseconomies of scale that you're pointing to start to creep in, right? Because when you have to sell compute units by the gallon, right, you can't care if it's a gallon of milk, [laugh] or a gallon of oil, or you know, a gallon of poison. You just have to keep moving it through. So, the shift that I think they're going to end up having to make pragmatically, and you start to see some signs of it, like, you know, they hired but could not retain Matt [Acey 00:23:48]. He did an amazing job of bringing them to some pragmatic realization that they need to partner with open-source, but more broadly, when I think about Microsoft in the 2000s as they were starting to learn their open-source lessons, we were also being able to pull on Microsoft's deep competency and partners. So, most people didn't do the math on this. I was part of the field governance council so I understood exactly how the Microsoft business worked to the level that I was capable. When they had $65 billion in revenue, they produced $24 billion in profit through an ecosystem that generated $450 billion in revenue. So, for every dollar Microsoft made, it was $8 to partners. It was a fundamentally platform-shaped business, and that was how they're able to get into doctors offices in the Midwest, and kind of fit the curve that you're describing of all of those longtail opportunities that require so much care and that are complex to prosecute. These solved for their diseconomies of scale by having 1.2 million partner companies. So, will Amazon figure that out and will they hire, right, enough people who've done this before from Microsoft to become world-class in partnering, that's kind of an exercise left to the [laugh] reader, right? Where will that go over time? But I don't see another better mathematical model for dealing with the diseconomies of scale you have when you're one of the very largest providers on the planet.Corey: The hardest problem as I look at this is, at some point, you hit a point of scale where smaller things look a lot less interesting. I get that all the time when people say, “Oh, you fix AWS bills, aren't you missing out by not targeting Google bills and Azure bills as well?” And it's, yeah. I'm not VC-backed. It turns out that if I limit the customer base that I can effectively service to only AWS customers, yeah turns out, I'm not going to starve anytime soon. Who knew? I don't need to conquer the world and that feels increasingly antiquated, at least going by the stories everyone loves to tell.Sam: Yeah, it's interesting to see how cloud makes strange bedfellows, right? We started seeing this in, like, 2014, 2015, weird partnerships that you're like, “There's no way this would happen.” But the cloud economics which go back to utilization, rather than what it used to be, which was software lock-in, just changed who people were willing to hang out with. And now you see companies like Databricks going, you know, we do an amazing amount of business, effectively competing with Amazon, selling Spark services on top of predominantly Amazon infrastructure, and everybody seems happy with it. So, there's some hint of a new sensibility of what the future of partnering will be. We used to call it coopetition a long time ago, which is kind of a terrible word, but at least it shows that there's some nuance in you can't compete with everybody because it's just too hard.Corey: I wish there were better ways of articulating these things because it seems from the all the outside world, you have companies like Amazon and Microsoft and Google who go and build out partner networks because they need that external accessibility into various customer profiles that they can't speak to super well themselves, but they're also coming out with things that wind up competing directly or indirectly, with all of those partners at the same time. And I don't get it. I wish that there were smarter ways to do it.Sam: It is hard to even talk about it, right? One of the things that I think we've learned from philosophy is if we don't have a word for it, we can't be intelligent about it. So, there's a missing semantics here for being able to describe the complexity of where are you partnering? Where are you competing? Where are you differentiating? In an ecosystem, which is moving and changing.I tend to look at the tools of game theory for this, which is to look at things as either, you know, nonzero-sum games or zero-sum games. And if it's a nonzero-sum game, which I think are the most interesting ones, can you make it a positive sum game? And who can you play positive-sum games with? An organization as big as Amazon, or as big as Microsoft, or even as big as Google isn't ever completely coherent with itself. So, thinking about this as an independent software company, it doesn't matter if part of one of these hyperscalers has a part of their business that competes with your entire business because your business probably drives utilization of a completely different resource in their company that you can partner within them against them, effectively. Right?For example, Cassandra is an amazingly powerful but demanding workload on Kubernetes. So, there's a lot of Cassandra on EKS. You grow a lot of workload, and EKS business does super well. Does that prevent us from working with Amazon because they have Dynamo or because they have Keyspaces? Absolutely not, right?So, this is when those companies get so big that they are almost their own forest, right, of complexity, you can kind of get in, hang out, do well, and pretty much never see the competitive product, unless you're explicitly looking for it, which I think is a huge danger for us as independent software companies. And I would say this to anybody doing strategy for an organization like this, which is, don't obsess over the tiny part of their business that competes with yours, and do not pay attention to any of the marketing that they put out that looks competitive with what you have. Because if you can't figure out how to make a better product and sell it better to your customers as a single purpose corporation, you have bigger problems.Corey: I want to change gears slightly to something that's probably a fair bit more insulting, but that's okay. We're going to roll with it. That seems to be the theme of this episode. You have been, in effect, a CIO a number of times at different companies. And if we take a look at the typical CIO tenure, industry-wide, it's not long; it approaches the territory from an executive perspective of, “Be sure not to buy green bananas. You might not be here by the time they ripen.” And I'm wondering what it is that drives that and how you make a mark in a relatively short time frame when you're providing inputs and deciding on strategy, and those decisions may not bear fruit for years.Sam: CIO used to—we used say it stood for ‘Career Is Over' because the tenure is so short. I think there's a couple of reasons why it's so short. And I think there's a way I believe you can have impact in a short amount of time. I think the reason that it's been short is because people aren't sure what they want the CIO role to be.Do they want it to be a glorified finance person who's got a lot of data processing experience, but now really has got, you know, maybe even an MBA in finance, but is not focusing on value creation? Do they want it to be somebody who's all-singing, all-dancing Chief Data Officer with a CTO background who did something amazing and solved a really hard problem? The definition of success is difficult. Often CIOs now also have security under them, which is literally a job I would never ever want to have. Do security for a public corporation? Good Lord, that's a way to lose most of your life. You're the only executive other than the CEO that the board wants to hear from. Every sing—Corey: You don't sleep; you wait, in those scenarios. And oh, yeah, people joke about ablative CSOs in those scenarios. Yeah, after SolarWinds, you try and get an ablative intern instead, but those don't work as well. It's a matter of waiting for an inevitability. One of the things I think is misunderstood about management broadly, is that you are delegating work, but not the responsibility. The responsibility rests with you.So, when companies have these statements blaming some third-party contractor, it's no, no, no. I'm dealing with you. You were the one that gave my data to some sketchy randos. It is your responsibility that data has now been compromised. And people don't want to hear that, but it's true.Sam: I think that's absolutely right. So, you have this high risk, medium reward, very fungible job definition, right? If you ask all of the CIO's peers what their job is, they'll probably all tell you something different that represents their wish list. The thing that I learned at Autodesk, I was only there for 15 months, but we established a fundamental transformation of the work of how cloud platform is done at the company that's still in place a couple years later.You have to realize that you're a change agent, right? You're actually being hired to bring in the bulk of all the different biases and experiences you have to solve a problem that is not working, right? So, when I got to Autodesk, they didn't even know what their uptime was. It took three months to teach the team how to measure the uptime. Turned out the uptime was 97.7% for the cloud, for the world's largest engineering software company.That is 200 hours a year of unplanned downtime, right? That is not good. So, a complete overhaul [laugh] was needed. Understanding that as a change agent, your half-life is 12 to 18 months, you have to measure success not on tenure, but on your ability to take good care of the patient, right? It's going to be a lot of pain, you're going to work super hard, you're going to have to build trust with everyone, and then people are still going to hate you at the end. That is something you just have to kind of take on.As a friend of mine, Jason Warner joined Redpoint Ventures recently, he said this when he was the CTO of GitHub: “No one is a villain in their own story.” So, you realize, going into a big organization, people are going to make you a villain, but you still have to do incredibly thoughtful, careful work, that's going to take care of them for a long time to come. And those are the kinds of CIOs that I can relate to very well.Corey: Jason is great. You're name-dropping all the guests we've had. My God, keep going. It's a hard thing to rationalize and wrap heads around. It's one of those areas where you will not be measured during your tenure in the role, in some respects. And, of course, that leads to the cynical perspective as well, where well, someone's not going to be here long and if they say, “Yeah, we're just going to keep being stewards of the change that's already underway,” well, that doesn't look great, so quick, time to do a cloud migration, or a cloud repatriation, or time to roll something else out. A bit of a different story.Sam: One of the biggest challenges is how do you get the hearts and the minds of the people who are in the organization when they are no fools, and their expectation is like, “Hey, this company's been around for decades, and we go through cloud leaders or CIOs, like Wendy's goes through hamburgers.” They could just cloud-wash, right, or change-wash all their language. They could use the new language to describe the old thing because all they have to do is get through the performance review and outwait you. So, there's always going to be a level of defection because it's hard to change; it's hard to think about new things.So, the most important thing is how do you get into people's hearts and minds and enable them to believe that the best thing they could do for their career is to come along with the change? And I think that was what we ended up getting right in the Autodesk cloud transformation. And that requires endless optimism, and there's no room for cynicism because the cynicism is going to creep in around the edges. So, what I found on the job is, you just have to get up every morning and believe everything is possible and transmit that belief to everybody.So, if it seems naive or ingenuous, I think that doesn't matter as long as you can move people's hearts in each conversation towards, like, “Oh, this person cares about me. They care about a good outcome from me. I should listen a little bit more and maybe make a 1% change in what I'm doing.” Because 1% compounded daily for a year, you can actually get something done in the lifetime of a CIO.Corey: And I think that's probably a great place to leave it. If people want to learn more about what you're up to, how you think about these things, how you view the world, where can they find you?Sam: You can find me on Twitter, I'm @sramji, S-R-A-M-J-I, and I have a podcast that I host called Open||Source||Datawhere I invite innovators, data nerds, computational networking nerds to hang out and explain to me, a software programmer, what is the big world of open-source data all about, what's happening with machine learning, and what would it be like if you could put data in a container, just like you could put code in a container, and how might the world change? So, that's Open||Source||Data podcast.Corey: And we'll of course include links to that in the [show notes 00:35:58]. Thanks so much for your time. I appreciate it.Sam: Corey, it's been a privilege. Thank you so much for having me.Corey: Likewise. Sam Ramji, Chief Strategy Officer at DataStax. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a comment telling me exactly which item in Sam's background that I made fun of is the place that you work at.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
O Man in the Arena é um videocast sobre empreendedorismo e cultura digital apresentado por Leo Kuba e Miguel Cavalcanti. Neste episódio (#015) O papel da Microsoft no incentivo a formação do ecossistema de empreendedorismo tecnológico no Brasil e no mundo, com Silvia Valadares, executiva da Microsoft, responsável pelos programas Bizspark e Microsoft Innovation Center. Alguns dos temas abordados: - Histórico profissional da Silvia: de jornalista a executiva da Microsoft. - Os programas globais Bizspark e MIC. - Panorama do cenário empreendedor do Brasil. - Cases do programa Bizspark. - Quais oportunidades um empreendedor tem nos segmentos em que a Microsoft atua? - Apoio a eventos como BRNewTech e TechCrunch Disrupt. - Dicas de blogs e sites. - Sorteio para os fãs do Man in the Arena. Para saber mais: Microsoft Bizspark: www.microsoft.com/bizspark Microsoft Innovation Center: www.microsoft.com/mic Twitter, Silvia Valadares: @svaladares Participe da fan-page do Man in the Arena: Facebook - facebook.com/ maninthearenatv e concorra em nossos sorteios!
Hoje recebemos no Bitalk a Marta Sousa Monteiro, para nós uma construtora importante dos alicerces do ecossistema empreendedor português. Já passou pela BizSpark da Microsoft, Uniplaces, Beta-i e pela Startup Portugal. Hoje está na AWS (Amazon Web Services) como Business Developer Manager em Portugal. Há quem se refira a ela como "Marta connecting people", porque a Marta tem efetivamente um talento especial para conectar pessoas e ajudar a criar projetos de sucesso. Hoje ficamos a conhecê-la um pouco melhor e a sua visão sobre assuntos como a empatia, a cultura de empresa na Amazon Web Services, o "rise" dos "nómadas digitais" e muito mais! --- Send in a voice message: https://anchor.fm/bitalk/message
037 Julien Codorniou is the VP of Workplace at Facebook. Under his leadership, Workplace serves more than 5 million paid users from companies including Walmart, Spotify, Nestle, Chevron, Grab, booking.com and many others. Prior to joining Facebook, he was the Director of Business Development at Microsoft, where he created and launched the BizSpark program. He has served on the board of the French media group Le Monde and invested in some of the fastest growing companies such as The Business of Fashion. He is also the co-author of "The Kelkoo.com success story.” https://www.SmartVenturePod.com IG/Twitter/FB @GraceGongGG LinkedIn:@GraceGong YouTube: https://bit.ly/gracegongyoutube Join the SVP fam with your host Grace Gong. In each episode, we are going to have conversations with some of the top investors, super star founders, as well as well known tech executives in the silicon valley. We will have a coffee chat with them to learn their ways of thinking and actionable tips on how to build or invest in a successful company.
036 Julien Codorniou is the VP of Workplace at Facebook. Under his leadership, Workplace serves more than 5 million paid users from companies including Walmart, Spotify, Nestle, Chevron, Grab, booking.com and many others. Prior to joining Facebook, he was the Director of Business Development at Microsoft, where he created and launched the BizSpark program. He has served on the board of the French media group Le Monde and invested in some of the fastest growing companies such as The Business of Fashion. He is also the co-author of "The Kelkoo.com success story.” https://www.SmartVenturePod.com IG/Twitter/FB @GraceGongGG LinkedIn:@GraceGong YouTube: https://bit.ly/gracegongyoutube Join the SVP fam with your host Grace Gong. In each episode, we are going to have conversations with some of the top investors, super star founders, as well as well known tech executives in the silicon valley. We will have a coffee chat with them to learn their ways of thinking and actionable tips on how to build or invest in a successful company.
Dave and Evan chat with Julian Codorniou, Vice President of Workplace by Facebook.Julien joined Facebook in 2011 to build the EMEA gaming team and then led the global Platform Partnerships team, helping Facebook partners to build, grow and monetize their apps with Platform. Prior to Facebook, Julien was director of business development at Microsoft Corp where he created and launched the BizSpark program.Workplace is growing very fast, and it appears it's just getting started. This app has the potential (funding, engineering, innovation, capability, global reach, etc.) to radically transform enterprise communications . . . enterprise wide. Under Julien's leadership, Workplace serves more than 3 million paying users at companies including Walmart, Starbucks, Nestle, Telefonica, Grab, Spotify, Chevron and many more globally. In this podcast we get a better idea how Workplace is different from other enterprise social/messaging apps as well as from Facebook itself. Julien explains how Workplace started as an internal project and how Workplace balances familiarity with the unique requirements of business customers.
In this podcast we talk about Azure DevOps and Azure Apps. Our Guest is Lars Klint, a Microsoft MVP, Azure instructor and mix reality developer. Lars have also written an e-book on Hololens Mix Reality for Syncfusion which is available for free on his website. Lars Klint contact details: Personal website: https://larsklint.com/ Email: me@larsklint.com Twitter: larsklint LinkedIn: lklint Facebook: lklint Skype: larsklint Useful links: Show Notes: https://link.medium.com/0gnbc0zauS Azure DevOps: https://azure.microsoft.com/en-us/services/devops/ MSDN Subscription: https://visualstudio.microsoft.com/subscriptions/ BizSpark: https://azure.microsoft.com/en-us/offers/ms-azr-0064p/
Cognisess is reinventing the way businesses make decisions about their most valuable asset: people. Cognisess Deep Learn™ is a unique analytics engine which removes unconscious bias by using cognitive neuroscience to throw light on your people processes. This allows organizations to recruit with greater confidence, to identify what ‘best’ looks like for crucial customer-facing roles as well as leads to an increase in performance and productivity in your business.Join David Giard as he welcomes the team from Cognisess as they discuss how they use Microsoft Azure Machine Learning to help deliver this powerful solution.[2:30] What does Cognisess do?[7:30] What are some of the technologies you're using to power this?[13:27] You mentioned that you're using Azure ---are you using the Machine Learning tools that are built into it, are is it all custom built?[16:59] How did you come up with the idea for this business and how has business been?[23:19] How has your relationship been with Microsoft and the BizSpark program?[29:32] Where can people find out more about Cognisess? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about Cognisess Videos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
Cognisess is reinventing the way businesses make decisions about their most valuable asset: people. Cognisess Deep Learn™ is a unique analytics engine which removes unconscious bias by using cognitive neuroscience to throw light on your people processes. This allows organizations to recruit with greater confidence, to identify what ‘best’ looks like for crucial customer-facing roles as well as leads to an increase in performance and productivity in your business.Join David Giard as he welcomes the team from Cognisess as they discuss how they use Microsoft Azure Machine Learning to help deliver this powerful solution.[2:30] What does Cognisess do?[7:30] What are some of the technologies you're using to power this?[13:27] You mentioned that you're using Azure ---are you using the Machine Learning tools that are built into it, are is it all custom built?[16:59] How did you come up with the idea for this business and how has business been?[23:19] How has your relationship been with Microsoft and the BizSpark program?[29:32] Where can people find out more about Cognisess? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about Cognisess Videos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
Cognisess is reinventing the way businesses make decisions about their most valuable asset: people. Cognisess Deep Learn™ is a unique analytics engine which removes unconscious bias by using cognitive neuroscience to throw light on your people processes. This allows organizations to recruit with greater confidence, to identify what ‘best’ looks like for crucial customer-facing roles as well as leads to an increase in performance and productivity in your business.Join David Giard as he welcomes the team from Cognisess as they discuss how they use Microsoft Azure Machine Learning to help deliver this powerful solution.[2:30] What does Cognisess do?[7:30] What are some of the technologies you're using to power this?[13:27] You mentioned that you're using Azure ---are you using the Machine Learning tools that are built into it, are is it all custom built?[16:59] How did you come up with the idea for this business and how has business been?[23:19] How has your relationship been with Microsoft and the BizSpark program?[29:32] Where can people find out more about Cognisess? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about Cognisess Videos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
Agolo, is a New York-based startup that’s setting out to help companies fight information overload through AI-powered summarizations. They are the world’s most advanced summarization software as they allow users to connect to news, documents and cloud storage to create summaries in real-time.Join David Giard as he welcomes CEO and Co-Founder of Agolo, Sage Wohns, to the show as they discuss how they leverage an array of Microsoft Azure’s powerful tools and resources to help deliver their solution.[0:55] What does Agolo do?[3:56] Who is this service intended for?[4:41] What kind of technology is behind this and how are you utilizing Azure?[6:35] How has your experience been with the BizSpark program?[7:17] Besides Microsoft who else have you partnered with?[8:46] How are you capturing and managing your data and what insights have come from this?[11:49] How’s business so far and what’s next for Agolo? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about AgoloVideos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
Agolo, is a New York-based startup that’s setting out to help companies fight information overload through AI-powered summarizations. They are the world’s most advanced summarization software as they allow users to connect to news, documents and cloud storage to create summaries in real-time.Join David Giard as he welcomes CEO and Co-Founder of Agolo, Sage Wohns, to the show as they discuss how they leverage an array of Microsoft Azure’s powerful tools and resources to help deliver their solution.[0:55] What does Agolo do?[3:56] Who is this service intended for?[4:41] What kind of technology is behind this and how are you utilizing Azure?[6:35] How has your experience been with the BizSpark program?[7:17] Besides Microsoft who else have you partnered with?[8:46] How are you capturing and managing your data and what insights have come from this?[11:49] How’s business so far and what’s next for Agolo? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about AgoloVideos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
Agolo, is a New York-based startup that’s setting out to help companies fight information overload through AI-powered summarizations. They are the world’s most advanced summarization software as they allow users to connect to news, documents and cloud storage to create summaries in real-time.Join David Giard as he welcomes CEO and Co-Founder of Agolo, Sage Wohns, to the show as they discuss how they leverage an array of Microsoft Azure’s powerful tools and resources to help deliver their solution.[0:55] What does Agolo do?[3:56] Who is this service intended for?[4:41] What kind of technology is behind this and how are you utilizing Azure?[6:35] How has your experience been with the BizSpark program?[7:17] Besides Microsoft who else have you partnered with?[8:46] How are you capturing and managing your data and what insights have come from this?[11:49] How’s business so far and what’s next for Agolo? Follow the conversation @bizspark Become a Fan @ facebook.com/bizspark Join our LinkedIn Group Subscribe to our YouTube videos Subscribe to our podcast via iTunes, Windows Phone Marketplace or RSSIf you're interested in learning more about the products or solutions discussed in this episode, click on any of the below links for free, in-depth information:Websites & Blogs: David Giard's BlogLearn more about AgoloVideos:(Part 1) Women Building the Future – An Interview with Tereza Nemessanyi(Part 2) Women Building the Future – An Interview with Bernadine Brocker, CEO of Vastari(Part 3) Women Building the Future – An Interview with Diana Paredes, CEO of Suade(Part 4) Women Building the Future – An Interview with Jennifer Whaley, CEO of Pose a Pet(Part 5) Women Building the Future – An Interview with Luan Cox, CEO of Crowdnetic(Part 6) Women Building the Future – See how UAE's startup Nabbesh gives opportunities to women freelancers.
In this podcast Kevin talks about MicroSoft’s BizSpark program to help you get the software solutions you need to help you run your business, for free.
Summary Todd Gardner tells me about Track:js, a JavaScript error tracking tool and how to get a three month free trial. Details Todd and I discuss his background; what is Track:js, client side errors, stack trace; when to use Track:js in the life-cycle of an app, challenges of production JavaScript apps; installing and using Track:js, turning it on and off for periods or for particular browsers; overhead of Track:js, duck punching and monkey patching; Track:js is for developers, not for marketing analytics; who uses Track:js, high end developers, value per customer; building a scalable system and gathering the data, 120 errors a second reported, hosting in Azure, throttling, elastic search; choosing a cloud platform, BizSpark support, Digital Ocean, Amazon, self hosting, OVH; security issues with data being tracked, what is and is not tracked; local installs of Track:js; monatizing Track:js, subscription tiers; Azure queueing strategy; future development of Track:js, convergence of Angular, Ember and React; how to get a three month free trial.
Roxanne Varza is a "Startup Lover" for Microsoft in Paris in the Bizspark division which provides free software, support, and visibility to help startups succeed.
Carl and Richard talk to Michele Leroux Bustamante about her experiences creating startup companies. Michele talks about getting started with a new company, deciding whether or not to take external funding from investors or just bootstrapping the company yourself, and how cloud technologies like Azure and programs like BizSpark have lowered the cost of infrastructure so that the main expense of a startup is wages. The conversation also digs into all the important things that developers don't know about being successful with a startup - it's not just about software! And don't forget about the dirty jokes at the end of the show!Support this podcast at — https://redcircle.com/net-rocks/donations
While at the Toronto stop of the .NET Rocks! Visual Studio Launch Road Trip, Carl and Richard talked to Michele Leroux Bustamante about her experiences running a start-up using Azure. Michele talks about how she's been able to bootstrap her startup company SnapBoard with no external funding. The conversation digs into how you can get free Azure services using MSDN, BizSpark and BizSpark Plus, as well as the process of doing a lean start up - don't build more than you have to and get as much feedback as you can!Support this podcast at — https://redcircle.com/net-rocks/donations
Scott chats with Nick Ganju CTO of ZocDoc on how he's building his business with BizSpark and ASP.NET. Does he use Open Source? When do they write their own libraries and when do they buy? What kinds of issues does a .NET startup run into when hiring?
O Man in the Arena é um videocast sobre empreendedorismo e cultura digital apresentado por Leo Kuba e Miguel Cavalcanti. Neste episódio (#015): O papel da Microsoft no incentivo a formação do ecossistema de empreendedorismo tecnológico no Brasil e no mundo, com Silvia Valadares, executiva da Microsoft, responsável pelos programas Bizspark e Microsoft Innovation Center. Alguns dos temas abordados: - Histórico profissional da Silvia: de jornalista a executiva da Microsoft. - Os programas globais Bizspark e MIC. - Panorama do cenário empreendedor do Brasil. - Cases do programa Bizspark. - Quais oportunidades um empreendedor tem nos segmentos em que a Microsoft atua? - Apoio a eventos como BRNewTech e TechCrunch Disrupt. - Dicas de blogs e sites. - Sorteio para os fãs do Man in the Arena. Para saber mais: - Microsoft Bizspark - Microsoft Innovation Center - Twitter, Silvia Valadares: @svaladares Participe da fan-page do Man in the Arena no Facebook e concorra em nossos sorteios!
Carl and Richard talk to Michele Leroux Bustamante about her experiences creating startup companies. Michele talks about getting started with a new company, deciding whether or not to take external funding from investors or just bootstrapping the company yourself, and how cloud technologies like Azure and programs like BizSpark have lowered the cost of infrastructure so that the main expense of a startup is wages. The conversation also digs into all the important things that developers don't know about being successful with a startup - it's not just about software! And don't forget about the dirty jokes at the end of the show!Support this podcast at — https://redcircle.com/net-rocks/donations
While at the Toronto stop of the .NET Rocks! Visual Studio Launch Road Trip, Carl and Richard talked to Michele Leroux Bustamante about her experiences running a start-up using Azure. Michele talks about how she's been able to bootstrap her startup company SnapBoard with no external funding. The conversation digs into how you can get free Azure services using MSDN, BizSpark and BizSpark Plus, as well as the process of doing a lean start up - don't build more than you have to and get as much feedback as you can!Support this podcast at — https://redcircle.com/net-rocks/donations
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