Podcasts about bluewolf

Feedback is the cornerstone of your practice's professional standing. Both patients and referring doctors actively search for reviews, underscoring the pivotal role that effective review management plays in shaping and maintaining your good reputation. Today, Jessie Pressman, the Head of Consulting at People + Practice, will impart crucial insights into navigating patient reviews. Drawing upon her extensive experience in overseeing the reputations of orthodontists, Jessie will provide proven strategies for addressing negative feedback and offer guidance on responding to positive reviews. And remember, for forward-thinking Orthos, there has never been a better time to be an Orthodontist. It's the Golden Age, so take advantage of it.   IN THIS EPISODE: [0:00] Dr Leon introduces today's topic: Managing Your Reviews with Jessie Pressman.  [3:06] Jessie explains how managing a practice's reputation has changed over the years and ways that you can collect positive feedback.  [7:04] Jessie discusses what strategy and approach she has made to the People + Practice Program and gives examples of how her approach has resolved issues.  [11:20] Jessie explains what to do and say when you get a negative review and why you never apologize.  [15:47] Jessie outlines the times you don't respond to a review and when to report them to Google.  [19:31] Jessie recommends some tips regarding getting reviews and responding to them.    KEY TAKEAWAYS:  [4:13] There are ways to collect positive feedback from your patients. The tip is to ask for a review. When someone is happy, they don't think of leaving a review. You have to ask by prompting the client for a review.  [4:53] Google is the search engine where you should spend your time and energy cultivating and responding to reviews. Facebook is no longer the preferred platform to use. Google is King. [14:10] There are legal reasons you should never apologize for a patient's bad experience in the office. Be very careful that you do not violate HIPAA laws.     RESOURCE LINKS People + Practice  - Website Leon - Email Amy - Email People + Practice - Email Jessie Pressman - Email People + Practice Blog - Jessie Pressman   BIOGRAPHY: NEW YORK, Oct. 3, 2023 /PRNewswire/ -- People + Practice LLC, a leading marketing agency specializing in strategic consulting and brand development for healthcare practices, is thrilled to announce the appointment of Jessie Pressman as Head of Consulting. This strategic step signifies an ongoing commitment to enhancing consulting services, coupled with a robust investment in team development. Jessie is passionate about fueling practice growth for the doctors and teams that make healthcare happen. Her 20 years of experience managing people and marketing for small businesses, combined with her positivity and innovation, has fueled People + Practice's growth over the past decade. With an eye for efficiency and growth opportunities, Jessie will lead the People + Practice team of Growth Consultants, who serve a diverse range of clients across the country and abroad, helping them navigate the complex marketing landscape to achieve their business objectives. Her focus will be on providing strategic guidance and actionable solutions. "As Head of Consulting for People + Practice, I'm excited to help our team of consultants grow in their careers, stretch their creativity and uncover growth opportunities for practices. I'm eager to help our company scale, but it's equally important to me to build upon the agency's core values of creating a meaningful and inclusive work environment that allows for work-life balance," said Jessie about her commitment to the company. "People + Practice has always supported me and I'm eager to continue extending that support to our team." Jessie's extensive expertise spans multiple industries, including technology, healthcare, finance, and consumer goods, and she has previously served in executive roles at Bluewolf (an IBM Company) and BSL Concepts. She has consulted with nameworthy brands like Sony Music Entertainment, The Hearst Corporation, HBO, Ogilvy & Mather and Time Inc. Jessie is a proud Brandeis University alumna, a committed New Yorker and a bookworm. "We are delighted to announce Jessie Pressman as our Head of Consulting," said CEO and Co-Founder Dr. Leon Klempner. "Her exceptional talent and passion for delivering strategic solutions align perfectly with our vision to provide unparalleled marketing consultancy services. Her unique ability to analyze market dynamics and identify untapped opportunities will be instrumental in driving measurable results for our clients," concludes Klempner. About People + Practice LLC: People + Practice LLC is a leading marketing agency specializing in strategic consulting and brand development. We help our clients navigate the ever-changing marketing landscape and achieve their business objectives through innovative strategies, creative solutions, and measurable outcomes. With a team of seasoned professionals and a deep understanding of diverse healthcare industries, we deliver exceptional results and drive sustainable growth for our clients. For more information, visit www.pplpractice.com.   QUOTES:  “I saw practices who had never seen a negative comment come through in five or six years and suddenly start receiving negative comments, two, three times a month, which is concerning for practices because your reputation online means a lot. Prospective patients and referring doctors are looking at those. It's your name. So, there has been a spike in negativity, and we need to work to combat it.” Jessie Pressman “Another pro tip is to respond to the positive reviews. People love getting a response from you as a practice. It looks fabulous for prospective patients coming and looking at your page. Also, it's great for SEO. Again, we want to ensure that that is integrated into our marketing, which helps raise the profile.” Jessie Pressman

In this episode of Product Thinking, Melissa Perri talks with Glen Stoffel and Caryn Fried, the Co-Founders of Camp4. They talk all about tough skills for product managers such as emotional intelligence; how to deal with stakeholders; how to communicate with the rest of your team; as well as some great facilitation techniques so that you can get the work done! Both Glen and Caryn are the Co-Founders of Camp4, an organization bringing together the world's leading sales practitioners to advise and accelerate the growth of the next generation of Salesforce innovators. Glen is also the Co-Founder of Think it Done, and previously held leadership roles at Bluewolf, an IBM company. Caryn is both the Co-Founder and CEO at Camp4, and Co-Founded Think it Done with Glen before leaving in 2020. The two have worked together closely for years and we can't wait for you to hear their stories and gain some super actionable insights into product management and team facilitation.

Sneppurrsode 22 Summary The VA Howl 2022 took place in October of 2022. Look at all those 22s! Why did it take Zef 22 months to get this thing edited? Yikes! It's not even a 22 year any more... Join members of the crew and additional cattendees as they discuss the various antics that ensued over the course of the event. And no, this one doesn't sound remotely like any of the other Howl recordings thus far. Is that a good thing, or bad? The world may never know!... We laughed. We cried! From a caterpillar, we nearly died. Something something, forbidden cucumber jumps of doom. At any rate, this is just about the most chaotic and ADHD-infused sneppursode to date. Download, listen, enjoy! Then, of course, subscribe and leave a little heart thingamajig and maybe some critter noises. There's more TURKEYS than you can shake a TURKEY at! Total runtime: 01:33:37   Special Guests Hashna (Telegram: Hashna), Obreeon (Telegram: sassymanedwolf) Recurring Cast Blackpaws, Bluewolf, OrangeYote, TigerAcolyte, Turkeys   Other Stuff Suggestions for topics? Want to share some feedback? Wanna be a guest for a topic? Contact the WereAreWe crew at werearewepodcast@gmail.com Wanna suppurrt the crew? Check out our patreon page! https://www.patreon.com/WereAreWe   Editor Zef OWo   #therian #therianthropy #therianpodcast

Sneppurrsode 21 Summary What have critters been up to? As a therian, what's it like to be an expecting purrent? What's it like to be a therian who's a new homeowner? Did your brain purrnounce "homeowner" with an emphasis on the MEOW? Answers to all these questions but one will be revealed during the recording! This sneppurrsode contains audio shenanigans, purroject updates, uplifting purrspectives, self-depurrcating humor and more table legs than you can shake a stick at! ... Wait, "stick?" *runs after* Pseudo time stamps! [0:00:18] Chaos and derp. We didn't even actually make it past the intro this time... Meh, OrangeWolf introduces the first sneppurrsode of the podcast for the twenty-first time! Then there's some random nonsense that devolves into sheer bunny business. [0:03:05] TigerAcolyte talks life updates and may or may not fall victim to Sibeling rivalry antics while discussing tiger behaviors and how they might tie in with supurr secret life stuff! [0:09:18] BlackPaws shares some of his own recent life adventures (including a moment of what might even be self-acceptance!) before sort of being given the choice between fox den repairs and escape room-esque hidey holes. [0:22:12] Blayz discusses chewing on textbooks (and maybe Windex? nah, that's later on...), updates to his writing purrocess, visual design, pawblishing estimates and an open application for fanboys. RSVP! XP [0:32:14] BlueAwoo borks for a bit about his own life changes and current course load, continued spiritual and social endeavors, the gut feeling that 2023 will be less of a train wreck once the UFOs and mythical beasts calm down a bit, and prospects of setting Zef on fire. [0:40:11] Zef's life is the train wreck, tho! Or was, and hopefully isn't now, maybe. The OrangeWolf talks about the loss of a feline friend, trying to transform bad situations into positive outcomes, recurring rain sticks and healing versus restoration. [0:50:11] Discussions of purrsonal growth continue amongst crew members, culminating into a message about purrseverance that could be uplifting but ended up being the sneppurrsode title instead. [0:55:44] The crew recaps some upcoming sneppurrsode topics and outlines some goals for 2023; will the VA Howl recordings from 2022 be released? Will we chat with critters about purrenting? Neurodiversity? Social media? Blayz' fan club? Who knows! But we're gonna do the things, dangit! X3 [1:01:17] Once we hit the hour mark, things just get weird and cats grabbing tongues devolves into lingual lolligagging. Good thing Zef doesn't control the soundy bits, amirite?! ]1:04:50] Final thoughts and comments from the crew! [1:10:27] An attempt at letting people know about our Patreon! If you'd like to suppurrt us directly, give it a check! Much thanks! Total runtime: 01:11:32 Recurring Cast BearX(?), Blackpaws, Blayz, Bluewolf, TigerAcolyte Sneppurrsode Links (these should open in a new window!) Wanna suppurrt the crew? Check out our patreon page! https://www.patreon.com/WereAreWe Other Stuff Suggestions for topics? Want to share some feedback? Wanna be a guest for a topic? Contact the WereAreWe crew at werearewepodcast@gmail.com Editor Zef OWo #therian #therianthropy #therianpodcast

Tom Bluewolf returns to Wake the Dead to discuss his time working with federal prisons to bring ceremony to the prisoners. Connecting native people, who are incarcerated in federal prisons, with the ceremonies & traditions of their heritage. Tom also tells us how the ceremony is performed, how it affects the participants & the meaning behind the elements of the experience. It is always a delight to hear Tom's words, please enjoy the show & have a happy Thanksgiving. Find Tom's work here: https://www.earthkeepersco.org/ https://onetribetrading.com/ Times are especially hard for Sean & his family this holiday season. Please donate here: https://www.paypal.com/paypalme/seanmccannabis or here: https://www.buymeacoffee.com/wakethedead Visit Wake the Dead's online store here: https://www.storefrontier.com/wakethedead

Derpisode 20 Summary The crew meets to discuss the topic of roleplay in the #therian community! Is it just for fun? For self-expression? A medium for shenanigans? Something misunderstood even within the commewnity? Discussion and purrspectives ensue! Wolfwing joins the crew and leads in with purrsonal history with roleplay and how it relates to the therian experience. We discuss various types of roleplay and observed within the community, ponder what it may look like to an outsider, discuss how we feel when a non-therian roleplays as an animal, and more! Pseudo time stamps! [0:00:30] Chaos and derp begin. As mewsual, we didn't get far past the intro song. x.x [0:01:45] Blayz breaks in to the segment on roleplaying by introducing Wolfwing. [0:49:45] Blue talks smack, a cats vs. dogs things happen, Zef gets canceled for purricanes and not Coyote-ing enough. [0:51:15] A discussion on tabletop gaming and expression ensues. [1:02:45] Commewnity news segment begins with discussion of a new prospective Illinois Howl in the USA. [1:03:50] NaNoWriMo tidbits and borks. [1:07:36] Therianthropy Day vs. Wolfenoot (pick your side nao, folks! XP) NO HATE, ONLY SNOOT BOOPS [1:13:30] BearX discusses the recent Subcultured video "Why Are Furries Misunderstood?" and the crew discusses Furscience a bit! Total runtime: 01:17:06 Recurring Cast BearX, Blackpaws, Blayz, Bluewolf, TigerAcolyte Guest Wolfwing - reach out on Discord at wolfwing#2163 Sneppurrsode Links (these should open in a new window!) Illinois Howl (Spring 2023): Reach out to WolfThing#7777 on Discord. TG members may also use the following link:     Therian-Guide members may also join the discussion via the following link! NaNoWriMo month official site:      https://nanowrimo.org/ Wolfenoot official site:     https://www.wolfenoot.com/about Whammageddon:     https://www.whamageddon.com/ Subcultured "Why Are Furries Misunderstood?" video:     https://www.youtube.com/watch?v=YRvFNf2FuZM Furscience:     https://furscience.com/ Other Stuff Suggestions for topics? Want to share some feedback? Wanna be a guest for a topic? Contact the WereAreWe crew at werearewepodcast@gmail.com Wanna suppurrt the crew? Check out our patreon page! https://www.patreon.com/WereAreWe Editor Zef

Tom Bluewolf returns to Wake the Dead where he and Sean McCann continue their discussion from WTD ep. 56. Tom's mission is to remind people what it means to be human. He speaks for the people, all of us. Reminding us of our true place in this world. Reminding us to have love and reverence for all nature including humanity. Tom's positive perspective is a welcomed balance to the doom & gloom of some of WTD's recent episodes. Sean & Tom have fixed the technical issues & this one recorded loud & clear. Some of the pre-show chat between Tom & Sean is an added bonus after this episode. Visit Tom's website here: https://onetribetrading.com/ Please donate to WTD here: https://www.paypal.me/seanmccannabis Check out WTD's online store here: https://www.storefrontier.com/wakethedead

Sneppurrsode Summary The crew meets to catch up on the last few months of shenanigans, hear about BlackPaws' adventures in the Pacific Northwest Howl, set the stage for the upcoming VA Howl, to try to cancel cancel culture in the therian community, to ban Zef from having a rain stick, and more! Zef then interviews the host of the recent New Jersey Howl (TK) to help listeners hear more Howl experiences, get insights from a first-time Howl host, and give food for thought to future attendees and hosts alike! Blayz follows up with some information about our upcoming Therianthropy Through Time and Role Playing segments, the crew discusses some community outreach points, then a few community efforts are brought up for those who are interested! Skip to 00:13:20 if you want to hear about BlackPaws' PNW summary! At 00:28:45, you can hear the interview between Zef and TK! 01:03:08 is when the crew starts to talk about upcoming segments (including information about polls for the Role Play discussion and information about the times in human history our next Therianthropy Through Time segment will focus on)! 01:19:30 is when the crew starts to talk about art and Zef brings up the upcoming Sketchtember event! 01:23:23 is when Zef promotes a few community efforts, including a discord server for dragon and reptile kin as well as a music album release from community member Syamori! Runtime is 01:26:05 - ZN Recurring Cast Blackpaws, Blayz, Bluewolf, TigerAcolyte, Zefer Nezumi Returning Guest TK - message on Discord at TK#7943 Sneppurrsode Links Ways to find more stuff from Syamori! The Sketchtember link on Therian-Guide The Virginia Howl 2022 thread at Therian-Guide The Roleplay Poll on Therian-Guide Visit the Dragon's Peak Discord server! Other Stuff Suggestions for topics? Want to share some feedback? Wanna be a guest for a topic? Contact the WereAreWe crew at werearewepodcast@gmail.com Editors Blayz and Zef

Tom Bluewolf joins us on the show to discuss Waking the Dead and healing the minds of the people. Tom Bluewolf is an Elder of the Star Clan of the Eufaula Band of the Anicoosa Tribe assigned to the Muscogee Nation. "The world is perfect, there's just a lot of people having a bad conversation." It's our job to work on ourselves and to raise the frequency of our communications to express more love and harmony with nature. Healing ourselves, our connection with nature and each other is the real way to heal Mother Earth. Please forgive all of the technical difficulties and audio problems. Visit Tom's website here: https://onetribetrading.com/ Please donate to WTD here: https://www.paypal.me/seanmccannabis Check out WTD's online store here: https://www.storefrontier.com/wakethedead

Twilio is a leading SaaS software company that makes it easy to send and receive phone calls, text messages, and a host of other comms functions like video, email and more using its web service APIs.It's a company I have known, but not known enough about. Their events appear in my LinkedIn feed, and it looks like everyone is just having way too much fun. Given the importance of customer experience, and communications lying at the heart of this experience, it's no wonder that a platform that can make communication easier, is flourishing.In this podcast I was excited to chat to Vanessa Thompson, who is a senior marketer, from NZ based in San Fransisco. Our conversation wandered around a few interesting topics;The evolution of API driven communication?Practice what you preach, a team that codes, and why that's important. What is the culture, and the values that aligns Twilio together as one. The importance of embracing a developer culture and being transparent.About Vanessa ThompsonVanessa is a Senior Director of Product Marketing at Twilio. Vanessa's team covers the major communication channels; messaging, email, video, and account security as well as international team members in APJ and LATAM. Prior to this role, Vanessa was the marketing and hardware partnerships leader for the IoT business at Twilio.Formerly, Vanessa was Senior VP of Customer Experience Insights at Bluewolf (a Salesforce consulting firm) and a Research VP at IDC, an industry analyst firm, where she spent 6 years building multiple research practices around collaboration, social software and customer experience. Earlier in her career, Vanessa worked in various roles in banking, technology, and government in her home country of New Zealand.

Zef and BlueWolf discuss two pieces of media content suggestions other therians may find enjoyable as BlackPaws picks their brains and TigerAcolyte noms their ears. Blue regrettably says he doesn't like Haikus. TA doesn't share his cinnamon rolls. Both are sus. The crew engages in a few slice-of-life discussions, touches topics of self-expression through writing and other avenues, and it's finally TA's turn to get the podcast canceled. Over the course of the sneppurrsode, various community purrojects are discussed. The deadline for a few purrojects (including the New Jersey 2022 Howl) are in the near future, so we're hoping you'll sniff about at the things that sound interesting to you! Check out the links below! If you check out either of the books we mention this episode and you'd like to be involved in a deeper discussion on either in a future sneppurrsode, drop a line at WereAreWePodcast@gmail.com! Remember to reach out if you have suggestions for topics, want to share some feedback, or just kinda feel like it! - OW Brilliant White Peaks Book/ Audiobook https://www.audible.com/pd/B09LGWZR77?source_code=ASSORAP0511160007 https://www.amazon.com/Audible-Brilliant-White-Peaks/dp/B09LGLP74B/ref=mp_s_a_1_1?crid=2VHAZE6E6ACQR&keywords=brilliant+white+peaks&qid=1651520665&sprefix=brilliant+white+%2Caps%2C132&sr=8-1 Werewolf's 15 Minutes Audiobook https://www.audible.com/pd?asin=B09F1BW9Y2&source_code=ASSORAP0511160006&share_location=library_overflow New Jersey 2022 Howl (21+) Organizer's Discord: TK#7943 WereList: https://www.werelist.net/showthread.php?36530-NJ-Howl-May-2022 Therian-Guide: https://forums.therian-guide.com/Thread-NJ-May-Howl-2022 Serious Therianthropy Discussion Chat (Next Event - May 14, 2022) WereList: https://www.werelist.net/showthread.php?24292-Invitation-to-a-serious-therianthropy-roundtable-discussion-(online-chat)&p=309150#post309150 Therian-Guide: https://forums.therian-guide.com/Thread-Serious-Therianthropy-Discussion-Chats-Hosted-by-The-Werelist Cheetah Chirps Podcast Podbean: https://www.podbean.com/pa/pbblog-xnhy4-b2d73d Therian-Guide: https://forums.therian-guide.com/Thread-Cheetah-Chirps-podcast Email: cheetahchirpspodcast@gmail.com Therian Bedtime Stories Podcast Podbean: https://www.podbean.com/pa/pbblog-pj583-ab34f5 Therian-Guide: https://forums.therian-guide.com/Thread-Therian-Bedtime-Stories-Podcast-Community-Project E-mail: therians4live@gmail.com

In today's episode we mark International Women's Day with two guests from the USA. We're thrilled to be joined by Caryn Fried and Aniqa Tariq from Camp4, both being vastly experienced leaders with a wealth of global Salesforce experience, having been in the ecosystem for 25 and 20 years respectively.    Caryn is obsessed with employee experience and talent development, having been Bluewolf's Head of Global Talent Management. Caryn joined Bluewolf as one of the very first employees and led the team through acquisition as they scaled from 200 to 1500 employees globally.    Aniqa's passion is building and developing high performing Salesforce practices, with cultures centred around employee and customer success. Aniqa is recognised as a Partner Trailblazer and listeners in Australia will know her for the work she did as Bluewolf's MD for APAC, but she also IBM's Global Salesforce Center of Competency practice across markets like the Middle East, Latin America, Japan and APAC.   Through this episode we touch on a range of topics, covering leadership, culture, talent development, burn out, self doubt, tough skills and more.   Caryn and Aniqa are dedicated to Camp4's mission of impacting 1 Million lives by empowering people through CAMP4 Programs and you can find out more by visiting the website, and following both Aniqa and Caryn on LinkedIn.   We hope you enjoy the chat!

On this episode of the podcast we've got a mix of 8 winter beats and instrumental joints, selected from a variety of artists/producers/DJs that sent dope things to us over the winter months...this is the first volume. • Tracklist • 1. DBfromthebay - aging 2. Legos - Nocturne 3. pxkn - Surf World 4. Shoefinger - Airflow State 5. Sebb - Humans Thrive 6. bluewolf - Cosmic Ruins 7. myngvs - gonna 8. Rix - How Long? • Follow Folks: @StudyMusicGroup @StudyMusicPods StudyMusicGroup.com/podcast --- Send in a voice message: https://anchor.fm/studymusicgroup/message

On this edition of Parallax Views, we have a double feature. First up, returning guest William I. Robinson, a noted sociologist and author of such books as The Global Police State and the upcoming Global Civil War: Capitalism Post-Pandemic, joins us to discuss his Truthout article "The COVID Supply Chain Breakdown Can Be Traced to Capitalist Globalization". We also discuss "The Fourth Industrial Revolution", the transnational capitalist class, crisis as endemic to capitalism, the origins of global capitalism, skyrocketing rates of inequality globally, surveillance technology and the transnational capitalist class, and more in this short-but-informative conversation with a leading theorist of global capitalism and its crises. "Post-COVID Economy May Have More Robots, Fewer Jobs and Intensified Surveillance" by William I. Robinson - Truthout 06/17/20 Then... the private Israeli firm NSO Group became the subject of much public scrutiny in the past year after 17 media outlets came together to expose how its spyware, Pegasus, was being used around the world by the highest bidders to target activists, journalists, and dissidents. Now, it appears that the software has been used to target Palestinian human rights organizers. Additionally, it seems that these human rights defenders were declared "terrorists" after the discovery of their being targeted with the Pegasus spyware in what appears to be an "attempt at preemptively withholding evidence of surveillance and covering up surreptitious spyware actions." Kevin Gosztola of Shadowproof and The Dissenter joined Parallax Views to unpack this chilling story of surveillance capitalism and a "hacker-for-hire" company that's straight out of a cyberpunk dystopian nightmare wherein privacy rights are threatened in a massive way. Kevin also gives us an update on the case of Julian Assange and Wikileaks at the top of the conversation. Also discussed: - The chilling potential of Pegasus spyware to hack a phone's emails, microphone, camera, passwords, contacts, location data, and more - An Obama administration official's connection to the NSO Group/Pegasus spyware story - The BlueWolf app, facial recognition tech, and the targeting of Palestinians - Front Line Defenders, Amnesty International's Security Lab, Citizen Lab, and the use of Pegasus against Palestinian human rights activists - The Israeli government and NSO Group - Facebook/Meta's lawsuit against NSO Group; NSO Group and WhatsApp - Benny Gantz and the labelling of the Pegasus-targeted Palestinian human rights organizations as "terrorists" "Israel Slapped 'Terrorist' Label On Palestinian Human Rights Groups After They Uncovered Pegasus Spyware" by Kevin Gosztola - The Dissenter 11/08/21 "US 'Power Brokers' Benefited From Defending Israeli Spyware Maker" by Kevin Gosztola - The Dissenter 07/19/21 "Meet Blue Wolf, the app Israel uses to spy on Palestinians in the occupied West Bank" by Mustafa Abu Sneineh - Middle East Eye 11/09/21

Zef, BlueWolf and TigerAcolyte interview several VA Howl 2021 attendees live, in purrson! Hear what various members of the community - online AND offline - have to share about their thoughts going into the Howl, experiences during the Howl, and reflections as the Howl started to wrap up! The crew offers their own personal reflections of the experience, then Blayz gives a nudge to Canadian therians to start working on coordinating a Howl up thar thataway! As a special bonus, we offer a Dear Badgie segment that seems to have actually broken Stormdancer. Bwahaha! - OW Interviewees/ contact information (in list of appearance in episode) TK: Discord ID TK#7943 Strydes Strydecorts@gmail.com                                Discord: Strydes#2989 Kit "kitfallen" on various therian/otherkin forums Callisto Discord: Callisto#0667                    Twitter: @Callistowolf Obreeon Discord- obreeon#2279                 Telegram- @sassymanedwolf Additional stuff Questions for Dear Badgie? Suggestions for topics? Want to share some feedback? Contact the WereAreWe crew at werearewepodcast@gmail.com If you'd like to reach out to Blayz directly regarding possible coordination for a Howl in Canada, feel free to reach out on Discord at: Blayz#9181

Striped Coyote, Blayz, BluwuWolf, StormDancer (the coffee table of murder) and TigerAcolyte decide to abandon structure and have sort of a hangout session. Blayz discusses his recent walkabout experience, the crew reflects on the healing and grounding that comes with connecting with nature, and the crew discusses the upcoming VA Howl while sharing details about next year's CO Howl. The crew then delves into the Sketchtember community effort (and creativity in general) before discussing the importance of the FurScience 2021 survey and prior efforts. The session closes up with a secret project from TA and Zef (disclaimer: we refuse to be held responsible for the resulting ear murder) and, as always, questionable life advice in our Dear Badgie segment. Questions for Dear Badgie? Suggestions for topics? Want to share some feedback? Contact the WereAreWe crew at werearewepodcast@gmail.com or were-ever you spot (stripe?) any of us! Interested in the 2022 CO Howl? You can also reach Stormy directly at tstormdancer@gmail.com. -OW Recurring cast: Blayz, Zef, TigerAcolyte, Bluewolf, Stormdancer. Links discussed in the episode: FurScience studies: https://furscience.com/participant/ Using coffee to make runes: https://www.youtube.com/watch?v=nbChNZ23Gsk

In this episode, we're talking to Gianna Scorsone, the GM of North America at Aircall. During our interview, Gianna shares how she built trust and accountability with her new team remotely during the pandemic, why shifting from strict, traditional sales metrics to a supportive, collaborative approach is necessary for any company that wants to be customer-obsessed, and how she's helping shake up diversity and inclusion at a company that, before hiring her, had an all-male leadership team.Gianna's Customer Obsessed Pick: Circe by Madeline MillerAbout GiannaAs the GM and Head of North America at Aircall, Gianna empowers employees and oversees every department spanning the customer journey spectrum — from lead-gen to partnership and integrations.Gianna has a deep background in sales operations and management. Her past titles include COO at Mondo and VP of Sales Operations at Bluewolf. She serves as an advisor and mentor to leaders throughout the startup community.She also advises several startups and sits on the board of a Brooklyn-based non-profit, Read718.  

The WereAreWe crew is joined by WolfVanZandt for some general nonsense and meowlarky because, let's face it... it's kinda what you guys expect at this point. The crew catches up on life things for a bit, briefly discuss PinkDolphin's recent interview video on "The Grey Agenda", Stormy and Zef give details for upcoming Howls, then the crew introduces WVZ and talks about the Therian Timeline! After that, Blayz introduces our "Therianthropy Through Time... Time... Time..." segment and shares thoughts with WVZ and the rest of the crew pertaining to therianthropy as it may have been experienced in the earlier phases of human history. (Phew, we kinda cover a lot this time!) Stormy makes us need a lawyer again in the Dear Badgie segment and... tl;dr, we're purrobably canceled again. Questions for Dear Badgie? Suggestions for topics? Want to share some feedback? Contact the WereAreWe crew at werearewepodcast@gmail.com or were-ever you spot (stripe?) any of us! Interested in the 2022 CO Howl? You can also reach Stormy directly at tstormdancer@gmail.com. -OW Recurring cast: Blayz, Zef, TigerAcolyte, BlackPaws, Bluewolf, Stormdancer, BearX. New awoos: WolfVanZandt returns with proper introduction. Sneppurrsode Links: The Therian Timeline http://www.theriantimeline.com/ PinkDolphin's Therian Interviews Episode 7: "The Gray Agenda" ft. WolfVanZandt, Allen, TigerAcolyte and Blackpaws https://www.youtube.com/watch?v=XK4gJZf4_sk

The WereAreWe crew tackles the subject of parenting from a therian purrspective. What are some parenting difficulties a therian may face? Is it ever a good idea to tell your kids you're a therian? What are ways of balancing therian and parent experiences? These topics, and more, from a variety of adult purrspectives! Blayz steps in as OrangeWolf, Zef is playing hookey (or maybe he was kitten-napped?), and Dear Badgie provides solid advice for working adults whose brains confuse "Zoom Meetings" with "ZOOMIES!" Recurring cast: BlayzicOrange Wolf, PunkinSpiceOrange Wolf, Tiger Acolyte, BlackPaws, Bluewolf, Stormdancer, BearX. New awoos: Sen/ "Rainseeker" returns, IronPaws and WolfVanZandt Questions for Dear Badgie? Suggestions for topics? Want to share your own story? Contact the WereAreWe crew at werearewepodcast@gmail.com or were-ever you spot (stripe?) any of us! -ZN

The WereAreWe crew discusses a common topic for therians - "Awakenings"! Thanks to the suggestion from Scorpion at WereList! Each of the crew members tells about what their own personal awakening process was like, in hopes of clearing up misconceptions and helping others have a less confusing time with their own self-exploration. Blayz introduces a new member to the crew, as well as a new segment which we'll dive into next time (parenting and therianthropy). And, of course, we make DearBadgie cry a little. Recurring cast: Orange Wolf, Blayz, Tiger Acolyte, BlackPaws, not Bluewolf (he was playing hookey), Stormdancer and BearX. New awoos: Sen/ "Rainseeker" Links discussed in the episode: The Therian.org website discussion (TG link here, discussions also on WereList) The WereList's "Opening the Articles Section" Other links to check out: https://therianbedtimestories.podbean.com/ (Check their first recording out and give them some love!) https://www.youtube.com/watch?v=dc2vMTkzsto (OK, so any of TherianTerritory's stuff - but I got a good laugh out of this vid!) Questions for Dear Badgie? Suggestions for topics? Want to share your own story? Contact the WereAreWe crew at werearewepodcast@gmail.com or were-ever you spot (stripe?) one of us! -ZN

Salesforce Career Conversations #11: Vera Loftis Episode 11: Vera Loftis talks to Lee and Theresa about her Salesforce career growing up in Bluewolf and her next exciting venture with Solution Junkies. Lee Durrant: Hello, it's Lee Durrant here again with the new episode of RODcast. I'm joined by my co-host, Theresa. In this episode, we spend time with Vera Loftis, who is Salesforce royalty, so you're in for a bit of a treat.   She [...] The post Salesforce Career Conversations #11: Vera Loftis appeared first on Resource On Demand.

The WereAreWe crew meets to wish the therian community a happy howlyday season and to offer warm season's greetings! BearX, Blackpaws, Bluewolf, Blayz, OrangeStripedCoyote, Stormdancer and TigerAcolyte share sentiments, reflections on the season, positive outlooks, and a few dad jokes. This episode features audio submissions from therians from all parts of the community, so listen in for some familiar critters! E-mail: WereAreWePodcast@gmail.com Runtime: ~28 minutes

In this episode, we’re talking to Vaibhav Nalwaya, Managing Partner and Co-founder of Wave Crest Growth partners, a private equity firm in the B2B tech market. During our interview, Vaibhav shares his unexpected journey from engineering to finance and how he and his team at Wavecrest are helping the next generation of tech entrepreneurs achieve success. We also dive deep into how to translate your company vision and strategy into an actionable, achievable plan and the common missteps made during this crucial execution phase that can determine your fate as an entrepreneur.About VaibhavVaibhav (“V”) Nalwaya is a co-founder and Managing Partner at Wavecrest Growth Partners. Prior to launching Wavecrest, Vaibhav’s experience included both private equity and growth investing as well as operating roles in two high-growth, founder-led B2B technology companies.Vaibhav served as CFO of Bluewolf, the leading independent Salesforce.com consulting and advisory firm where he played an instrumental role in the company’s highly successful acquisition by IBM in early 2016. Prior to Bluewolf, Vaibhav served as CFO of Bullhorn, a cloud CRM software company that was backed by Vista Equity Partners and was ultimately acquired by Insight Partners. Both firms were led by their respective founders while being institutionally backed by private equity firms.Prior to taking on these operating roles, Vaibhav was an investor at Vista Equity Partners’ Foundation Fund I and previously was a Principal at Key Venture Partners, a B2B tech-focused expansion stage capital firm backed by KeyCorp (NYSE: KEY).  He started his career at Deloitte, where he advised multinational clients on software/ERP strategies.Vaibhav graduated with a Master’s Degree in Chemical Engineering from The University of Michigan at Ann Arbor, and a Bachelor’s Degree in Chemical Engineering from the Indian Institute of Technology, New Delhi. He has lived in multiple cities and countries across the globe, and continues to travel to many more with his wife and two young daughters. He enjoys golfing and skiing, is passionate about global cuisine, and is constantly on the hunt to prove to skeptics that Boston is indeed a foodie’s paradise.V's Customer-Obsessed Pick: Siddartha by Hermann HesseSign up for the Customer Obsessed Newsletter.

We’re talking to Kate Visconti, CEO and Founder of Five to Flow, a global collective that builds integrative organizational wellness solutions to help individuals and companies achieve and sustain peak performance. Kate shares the five key areas of organizational wellness and why they’re crucial for employee and customer obsession, what a flow state is and how to tap into it to improve performance and productivity, and the ties between physical and mental fitness and their importance for a balanced, fearless life.About Kate As the Founder and CEO of Five to Flow, Kate focuses on fostering executive and organizational alignment on business strategies, streamlining processes, and designing solutions to help businesses achieve and sustain peak performance. Prior to founding Five to Flow, Kate was a Partner in Technology Consulting at PwC New Zealand, an enterprise Managing Director at Acumen Solutions, and Senior Director at Bluewolf—all Global Strategic Salesforce partners. For the last decade, Kate has overseen Salesforce and executive and business strategy practices as well as creating organizational change management practices and developing sales strategy & effectiveness solutions as part of Global Services teams. During her tenure in the Salesforce ecosystem, she also developed effective business advisory, executive alignment and visioning workshops, specific solutions for financial services and other vertical areas of expertise, and has expanded strategic offerings across all verticals and geographies due to her focus on customer outcomes and end-customer satisfaction. In addition to delivering on business strategy and Salesforce ROI, she has consulted at an enterprise and individual coaching level on change management, organizational wellness, communications, training, process optimization, and sales effectiveness best practices for hundreds of prospects and customers around the world.Kate's Customer Obsessed Pick: On the Beach by Nevil ShuteTake the Five to Flow Wellness WaveSubscribe to the Customer Obsessed Newsletter

Lou Fox talks about building the Bluewolf consultancy, it's successful sale to IBM, and his new venture Brightr. Brightr has a unique business model as a broker pairing trusted Salesforce consultancies with customers, and ensuring customer vision is aligned among stakeholders and fully understood.

Join Orange Wolf, BlueWolf, WolfX, WolfPaws and WolfDancer as they dig deeper into some topics related to spirituality, therianthropy, and gear. What are things you should consider with pelts, fursuits, or other kinds of critter-related gear or items?   Orange Wolf forgets to let people know who WolfX (BearX) and WolfPaws (BlackPaws) really are. Whoops!   The crew makes it clear that they've banned Zef, so no worries! DearBadgie also answers purrobably the most important question ever asked about therianthropy.   Have fun!   - OW

Natália Kisková sa venuje konzultingu na témy IT. Svoju kariérnu cestu začala v IT firme Bluewolf ako biznis analytička v NY v USA, kde sa prepracovala až na zakladajúcu manažérku stredoeurópskej pobočky v Prahe. Neskôr prešla do co-workingovej sféry, kde ako Head of HubHub rozbehla 6 co-workingových projektov v piatich krajinách s vyše šesťdesiatimi zamestnancami. Náš spoločný rozhovor bol veľmi otvorený. Ako mi sama Natália povedala, že ak sa ona otvorí väčšina ľudí sa jej otvorí späť. Tak to aj bolo pri našom rozhovore. Natália si skúsila pracovný pohovor, prezradila aké chyby robíme pri pohovoroch aj to čo majú spoločné úspešní startupisti. Rozprávali sme sa aj o partnerských vzťahoch, nachádzaní seba samej, hodnotách, ženskosti a orgazme. Tak sa na chvíľku zastavte a užite si ďalší rozhovor.

A general overview of the Therian community, discussion of what to expect, things to consider, and more! Includes insights and personal stories from BlueWolf, Erin Kitsune, Pythios, Splitstripe, Stormdancer (Wolfmage), Ulfrvif (Wolf Daughter), and Zefer Nezumi. ~ 2 hours long and hopefully full of useful information and perspectives!

Today, we are speaking with Sonny Lundqvist, a Salesforce Marketing Cloud Solution Architect at Capgemini in Sweden. Sonny has been working in the last three years for top companies such as Bluewolf and Capgemini. In this discussion, we cover topics such as the Salesforce Ecosystem in Sweden, the top skills an architect needs to have, or the difference between integrations and the business process. Sonny Lundqivst - Linked In - https://www.linkedin.com/in/slundqvist/ Emeric Gabor - LinkedIn - https://www.linkedin.com/in/emericvictor/ SFDC Consultant Website - www.sfdcconsultant.com SFDC Consultant Twitter - https://twitter.com/consultant_sfdc SFDC Consultant LinkedIn - https://www.linkedin.com/company/sfdc-consultant/ SFDC Consultant YouTube - https://www.youtube.com/channel/UCpFor36rsAyk9rqHu1R4VEg?view_as=subscriber --- Send in a voice message: https://anchor.fm/sfdcconsultant/message

Bluewolf, Redline, Stormdancer and Zef discuss the future of Howls as we look for ways to help the therian community remain connected when social distancing is the new norm. It's important for us to remain connected and supportive, so what are some ways we can turn negative things (like the cancellation of in-person Howls) into opportunities for the community? Reach out to us at werearewepodcast@gmail.com to give us your thoughts!

In this episode, Jamie Cole (Chief of Staff, TaskRay) sits down with Eric Berridge (Former Chief Customer Officer, Bluewolf - an IBM Company) to discuss how to transform any company with customer obsession, what to do when business needs and customer needs are misaligned, and more Learn how to onboard customers faster, better, and with higher success. Leading customer support and customer experience leaders share their hard-won onboarding strategies that have enabled them to retain customers and increase their customer's life-time value. On each episode, your host Jamie Cole (Chief of Staff, TaskRay) uncovers how leading companies in SaaS, telecommunications, finance, and beyond ensure the success of new customers. Jamie and guests discuss onboarding best practices, innovative strategies, and how to plan a career in customer onboarding. Subscribe today and learn how companies like Dominos, The YMCA, Calix Technologies, and others ensure success for their customers in their first 90-120 days every time. TaskRay, the customer onboarding company, is the maker of the top-rated enterprise customer onboarding solution on the Salesforce AppExchange. Since 2010, we've provided innovative solutions that help companies scale their onboarding and implementation processes, drive greater efficiencies, and create unmatched customer experiences—all within Salesforce. We've also built our business on the belief that providing world-class support to help our customers excel is just as important as our powerful, flexible, and simple-to-use tools.

In this episode, we dive deep into the world of Salesforce consulting with Gemma Blezard. She is a Salesforce MVP and has a vast pool of experience working as a consultant for companies such as Bluewolf, Financial Force, or for her own company, where she offers consultancy support to other implementation partners.You can find more details on www.sfdcconsultant.com --- Send in a voice message: https://anchor.fm/sfdcconsultant/message

In an industry filled with computer science and engineering degrees, Eric Berridge is a believer that those with an arts and humanities focus can succeed. He’s an entrepreneur, a techy and literary believer all wrapped in one. In December of 2000, Eric helped start and build a consultancy firm known as Bluewolf. Today, that same company has been acquired by IBM and is a leading consultancy firm, known for producing its yearly report, The State of Salesforce. On this episode of IT Visionaries, Eric tells us why he values those with humanity degrees, the initial pushback he received about the State of Salesforce reports, and why the cloud has created a passion for successful IT all over the world. Key Takeaways Companies were in a denial phase with the cloud, which helped Bluewolf get off the ground and establish themselves as a power in the professional-services space Bluewolf’s process of hiring people with humanities degrees allowed them to grow and interact with people they couldn’t otherwise State of Salesforce is a very honest report Bluewolf publishes every year, which details where customers are having success within Salesforce, and where they are struggling --- IT Visionaries is brought to you by the Salesforce Customer 360 Platform - the #1 cloud platform for digital transformation of every experience. Build connected experiences, empower every employee, and deliver continuous innovation - with the customer at the center of everything you do. Learn more at salesforce.com/platform

Jitendra Zaa shares a story of using Salesforce Asynchronous to fulfill the customer requirements. Jitendra is Salesforce MVP, Evangelist, famous Salesforce blogger, Sr. Technical Architect at Bluewolf, 23x Salesforce Certificates. Main Points on Salesforce Asynchronous This is the 2nd part of the storytelling from the guest Jitendra Zaa. He shares a super exciting Salesforce implementation journey, where he and his team attempted to obtain as much as possible Salesforce platform potential by using asynchronous methods to fulfill customer requirements. The story covers this and the previous episodes. Links Jitendra’s twitter Jitendra’s home page Jitendra’s blog Virtual Dreamin’ Video Teaser The The post 36. The Power of Salesforce Asynchronous(2) | Jitendra Zaa appeared first on SalesforceWay.

Jitendra Zaa shares a story of using Salesforce Asynchronous to fulfill the customer requirements. Jitendra is Salesforce MVP, Evangelist, famous Salesforce blogger, Sr. Technical Architect at Bluewolf, 23x Salesforce Certificates. Main Points on Salesforce Asynchronous The guest Jitendra shares a super exciting Salesforce implementation journey, where he and his team attempted to obtain as much as possible Salesforce platform potential by using asynchronous methods to fulfill customer requirements. The story covers this and the following episodes. Links Jitendra’s twitter Jitendra’s home page Jitendra’s blog Jitendra’s blog article relating to the story in this episode Video Teaser The YouTube Video URL The post 35. The Power of Salesforce Asynchronous(1) | Jitendra Zaa appeared first on SalesforceWay.

Today our guest is Brett McNay, who is a sales and client engagement leader as the Director of Enterprise Client Engagement at Bluewolf, an IBM Company. We're sharing thoughts on how sales and marketing can better work together, and reviewing some trends in the space as well.

Everybody company wants it, but not every company gets it. In fact, of the tens of thousands of companies out there, few ever quite get to say that they've truly got a world class team. Anybody can hire world class talent, but it takes a special organization to ensure all of that world class talent seamlessly and cohesively forms into a world class team. So what does it take? Humans are the users of all of the technology that your company puts out there. They're the ones that are making emotional, and not always rational decisions around every part of a business. We forget about the human needs of our customers. It's been said time and time again that people respond to people. People respond to emotion, which is why your marketing campaigns should be focused on the humanity of your customers. The heart of your customers.

The role of CMO is a difficult one. It's even more difficult when you're just starting out. So what do you do in your first 90 days to set yourself up for future success? To find out, we sat down with a CMO roundtable of some of the most successful CMOs around. We talked to Leela Srinivasan CMO of SurveyMonkey, Keith Messick CMO of Dialpad and Corinne Sklar CMO of IBM iX. On this episode, each of them brings a unique perspective to the discussion and share their insights on best practices for the first 90 days as CMO, how to not get fired, being memorable in B2B marketing, and much more! Links: Full Notes & Quotes: http://bit.ly/33pTxEH Leela Srinivasan's LinkedIn: http://bit.ly/2YOASPi SurveyMonkey: http://bit.ly/2GV5rfZ Keith Messick's LinkedIn: http://bit.ly/2GTSjYx Dialpad: http://bit.ly/33iFAZ0 Corinne Sklar's LinkedIn: http://bit.ly/2ZSjc6o IBM iX: https://ibm.co/2KnGAmY 5 Key Takeaways: - As the CMO, is it your job to be the glue that brings the business together. Your marketing and business strategy must be aligned. - Have you taken a sales call yet? Can you talk about your product to a potential prospect? Evolve as a marketer by bridging the gap between marketing and sales. - If something is high risk and you have confidence behind it, do it. If something is low risk and you have confidence behind it, delegate it. Draw yourself an axis to see the other quadrants. Keith calls this the "2 by 2." - Giving others on your team a voice to make decisions has a viral effect within organizations. Trust, democracy, and creative freedom to develop. - It's important to constantly be adjusting and learning as you go. Adaptability and growth are what to strive for personally and externally as an organization. Bios: Leela Srinivasan is currently CMO of SurveyMonkey. Previously, she served as CMO at Lever. Prior to that, Leela served as VP of marketing at OpenTable. Additionally, Leela was director of marketing at LinkedIn within the Talent Solutions business, where she co-founded the Talent Connect conference. Keith Messick is the CMO at Dialpad, a digital communications technology company. Previously, he served as the CMO at Lucidworks and also held senior leadership roles at Topsy (acquired by Apple), Get Satisfaction, and SuccessFactors. Corinne Sklar is the CMO of IBM iX, which offers creative solutions for business strategy and experience design to solve complex business challenges. Previously, Corinne served for 13 years as the CMO of Bluewolf, an IBM company. --- Marketing Trends is brought to you by our friends at Salesforce Pardot, B2B marketing automation on the world's #1 CRM. Are you ready to take your B2B marketing to new heights? With Pardot, marketers can find and nurture leads, close more deals, and maximize ROI. Learn more by heading to www.pardot.com/podcast. To learn more or subscribe to our weekly newsletter, visit MarketingTrends.com.

Guest: Jenn Knight - Co-Founder & CTO @AgentSync (Formerly @Stripe, @Dropbox, @LinkedIn, @Bluewolf) Guest Background: Jenn has worked with hypergrowth businesses like LinkedIn, Dropbox, and Stripe. At LinkedIn (IPO 2011, Acquired by Microsoft for $27B in  2016) Jenn was the Manager of Solutions Architecture. After 3 years at LinkedIn, Jenn joined Dropbox (IPO in March 2018, $10.5B Valuation). She was there for 3.5 years where she was the Head of Business Technology, managing technical teams spanning financial systems, sales systems, web services (CMS), integrations, and business intelligence infrastructure. Over an 18 month period, she scaled her teams from 15 to 35 people. Jenn has since joined Stripe ($20 Valuation, $785M Raised) for the last 2 years as the Head of Internal Systems. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The Playbook for Building Business Systems, Tools, and Technology Teams - Mindset, Structure, Chronology, Methods, and Best Practices - The Internal Business Technology Team Superpowers @Stripe, @Dropbox, and @LinkedIn - How to be an End-to-End Process Thinker - Stakeholder Management Tips & Advice Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber:  Hey everybody. We have Jenn Knight on the show today. Jenn has worked hypergrowth businesses like LinkedIn, Dropbox, and Stripe. At LinkedIn (who IPO'd in 2011 and was acquired by Microsoft in 2016), Jenn was the Manager of Solutions Architecture. After three years at LinkedIn, Jenn joined Dropbox (who IPO'd in March, 2018 and they have a valuation of $10.5 billion). She was there for three and a half years where she was the Head of Business Technology managing Technical Teams spanning Financial Systems, Sales Systems, Web Services, Integrations and Business Intelligent Infrastructure. Over an 18 month period, she scaled her teams from 15 to 35 people. Since Jenn has joined Stripe (who has a $20 billion valuation on $785 million capital raised). For the last two and a half years, Jenn's been at Stripe as the Head of Internal Systems. Here we go. Naber:  Jenn Knight. Awesome to have you on the show. How are you? Jennifer Knight: I'm doing well. Thank you for having me. Naber:  Awesome. Thank you for coming. It's amazing to have you. I'm excited for so many reasons. we know each other well and we've worked together in the past. But your brain, and getting to share that with people in the audience is really exciting for me. it's hard for me to contain some of the excitement with my emotions. But, I'm excited to go through some personal stuff today. So go through and dive into who Jenn is as a person. Start from where you grew up, and some stuff from your childhood. So people can get to know you a little better, like I do. And then, we'll hop into some professional stuff. Why don't we just get started. So, you grew up in San Francisco, you're smarty pants. Anyone that has met you for more than a minute knows that, but it's written in you DNA as well as your GPA, as well as your accolades. Walk us through, a few different things about what Jenn was like as a kiddo, and what it was like growing up with as Jenn Knight. Jennifer Knight: Well, I grew up north of San Francisco, in Sonoma County, in Petaluma, which was a ton of fun. It has changed a lot now, but in the early nineties, it was very rural still. Get on your bike, ride into a field, find some mice, hang out. I was a pretty nerdy little kid. I grew up in a house that didn't have a TV. My Dad is an engineer, so we were always puttering on things. He had a garage full of tools, and we're always being taught new things. I was always encouraged to be outside or around. Got a computer pretty early, which was neat. My brother and I, very nerdy, would love to do things like see how many files we could delete to destroy the operating system, and then rebuild the thing. Built a few computers growing up, but really enjoyed that part of life. Yeah, I was a kid who had a little bit of a different experience growing up just because of the nature of my house. And spent lot of time outside, and a lot of time building and poking on computers, and just hanging out. Naber:  Cool. Were you a particularly social kid? Jennifer Knight: That's a funny question. I always had good friends, a few good friends. I think I'm still that way. I'm someone who finds people that resonate with me and I keep a few close. I really enjoy the company of others, but I've always been someone who has had two or three really close friends, than whole big group. And growing up I had to change schools in middle school. And so at 12 years old I had to move across to a school across town. And that taught me one that you can make new friends but was pretty scary I think at the time. So you get close to people in elementary school and then didn't get a chance to stay friends with those people. I had to make new friends at 12, which was great in the sense of it taught me that you can, and you can survive. But it definitely meant that I had a few folks that I kept close. Naber:  Cool. I like it. A small, very close circle. And you said you were always building things, or tinkering, and having some nerdy fun. Tell us about a little bit of the nerdy, fun hobbies that had. Jennifer Knight: I think, I actually laugh when I look back on this...A very good example of this is my fourth grade science project was about different forms of energy, and it was about potential versus kinetic energy and the conversion. So my Dad had me worked with me to solder a little, wind mill thing that was powered by candles. That might give you a good picture of what my house is like. And then we did things like gardening. That was always fun in the summer. Petaluma was a great place to grow a garden in the backyard, so my parents did that. Just those kinds of projects. Those are the ones I remember the most, I think partially because you get pictures of them, and they're the stories that get told. But there were always a million little things we were playing around with. Naber:  Yeah. Cool. Love it. That's great. And let's see, quick stop on high school. What was high school like for you? Jennifer Knight: High School was a lot of fun. I wanted to get out of Petaluma. I knew that that wasn't where I wanted to be, and I knew I wanted to go somewhere for college. In my family education was really important. So, all growing up it was, you're going to go to school, you're going to do well. You're gonna learn a lot. You're capable of learning a lot. You're very smart. Put your head down and learn. Go get opportunity. So that was just the ethos of my growing up. One thing I will say is my parents were not obsessed with grades, they didn't push me to be perfect. I weirdly pushed myself, and at some point they were like, you need to calm down a bit. But high school was a lot of fun. I had a really close, like once again, handful of very close friends. We all encouraged each other to go after where we wanted to go next. Really great study groups. It was also for me a hard time. My Mom was sick when I was growing up, and she got really sick again when I was about 16. So that was hard at home. My parents dealt with it really well, but I had the mix of trying to be the kid who was studying and then dealing with some things at home. So I think once again, close knit group of friends is really important for me because they were people that I could lean on and really knew what was happening in my life at. And the rest of it, was just getting through it. Naber:  Interesting. Some things a lot of kids that age don't necessarily have to deal with obviously. So you wanted to get out of Petaluma, but you were trying to be perfect so you could have all the opportunities in the world to do that and chase your dreams. Your dreams brought you to Beantown Boston. So tell us about going to BU. Tell us about why, and what were like at BU. Jennifer Knight: Yeah, so, my parents had saved a bit for us to go to school, but couldn't go anywhere. So one of the reasons that studying was really important for me, was ultimately getting scholarships, and getting the opportunity to go to school. And I actually went to Boston site unseen. I'd never been there. I didn't know anything about the school. Yeah, it was funny. So they reached out to me, and they offered me a really amazing scholarship, and it actually brought the price of the college down to closer to what a UC would be for me. And so I was making a decision whether to stay in California, or go somewhere else, and my parents were very open to encouraging me to try something new. My Dad said...he always jokes that I was running away from them. He said to me, "Leave California now. If you don't like it, wherever you go, you can always come back. But if you don't leave now, you may never actually leave the state, and and you may not see what the rest of the world's like." So, I accepted to BU, and I had a choice for my parents to come with me for orientation or to help me move in. So my Dad came with me for orientation, and that was the first time I saw saw the school and saw Boston. Naber:  That's a very Jenn Knight thing to do. You're so adventurous and fearless. I love the courage and the fearlessness. It's cool. It's a good example. Jennifer Knight: Looking back on it, it's funny, I think I was mildly terrified. But I really wanted to study international relations, and or something along that, and the UC schools that I was looking at only had international economics, and I'm more interested in people problems than technical problems actually. So BU had an amazing international relations school, and that was ultimately what encouraged me to go. Naber:  Awesome. And international relations. And you also studied French in for a year in France, correct? Jennifer Knight: I did, yeah. So I was a international relations major. Foreign Policy and Security in the Middle East was the focus of my studies, but I also did a minor in French. Naber:  What was your experience like in France? Jennifer Knight: It was an amazing experience. Once again, it's a different time now. At that time there were cell phones, but not really. There was internet, but not really. I didn't have a laptop with me that could connect to the internet very often. So it was an interesting experience at 19 to get on a plane and fly all the way across the world, and then get a calling card and get on a pay phone at seven o'clock at night to call your family, to handle the time zone difference. I was ready in that I had studied French in high school. I was also not ready in that I had not studied it for a semester before I went. But I had an a pretty incredible experience on my way over there. Being from the West Coast, the program that my school ran didn't actually coordinate my flights because they coordinated everything for kids on the east coast. So once again, I was put on a plane, and my parents said good luck. And when I landed in Paris, I had no idea that Charles de Gaulle was kind of a mess. I was running through the airport. and I saw the group that I was eventually gonna study with being guided through the airport by an adult. And I was running for a gate, to miss my flight. But I got to the gate, and right behind me showed up a woman who's about my age, and she had actually been studying English and in the US during the summer. And I had no idea what to do. And she just grabbed ahold of me, and she took me to the ticket table, and she handled everything. And we went to a different airport, got on a flight together to Leon. And then her parents drove me to Grenoble with her because they were going home. And it was totally surreal experience, but also one that I think back on a lot that the world is actually a very generous place, and it's a very kind place often, if you're open to it. And I know it has its rough edges, but at a young age being able to travel over there and see that people are people across the world, and people are willing to help, was really incredible start to the journey. And that things don't always go perfectly, but they will end well, was something that was fun. And then it was a crash course in trying to navigate another culture, which I've always looked back on and really appreciated what the program gave me. So it was a fun year. Naber:  Very cool. Good story too. Good story. I always feel better when I talk to you, Jenn. You keep such an optimistic, positive light. So you studied at BU. Walk us through your first couple of gigs, up until before LinkedIn, so up through Bluewolf, and let's do some hops. Explain it. Typically we go through a few different things within those gigs. What I want to do is get to LinkedIn, Dropbox, and Stripe and talk through a couple of examples, and some of your superpowers, and we'll get there. But anyways, why don't you hop us through just so we have a good understanding of where you came from professionally. Hop us through some of those gigs and what you're up to. Maybe in like maybe like five, seven minutes. Jennifer Knight: Yeah. Seeing as I studied a bunch in high school, I actually entered college as a sophomore, finishing in three and a half years because I took a bit of extra time to go to France. So I graduated actually December 2006. For family reasons with my Mom being sick, and not being very clear how long she was going to be doing well, I decided I wanted to come back to the west coast. I had the most useless degree on earth to come back to the west coast. There, there is very little to do with international relations with a focus on the Middle East in San Francisco Bay Area. So I came back had to figure out what I was going to do. And I ended up just on craigslist looking at jobs. That was the way back then, that and the newspaper. Which was 2007, and it sounds crazy, but that's the truth. LinkedIn was, I suppose, kind of a thing, but it was very, very small, not really a thing. It's just starting out. Right. Naber:  It had volume of users, but not a lot of density and a lot of engagement. So it's just less useful at that point. Jennifer Knight: Yeah. So I just applied, I mean, toeverything I could. And then I ended up getting a job as an Office Manager at a solar company in Berkeley. And I, with my college degree, went and answered the phones and opened to the mail. But it was the thing that afforded to me to get my first apartment, and my first foray out into the world. It was a great community of people. It was an opportunity for me to be in an environment where I could just see how I could help. And so I learned as much as I possibly could. I had a lot of fun working with the outsourced IT guys who would come in and help with the servers. And then, we hired a Director of IT, and he was a bit overwhelmed and he asked me if I wanted to help him Administer Salesforce, and so I started doing that. I was there for two and a half years. The company's split, part of it was sold off - the residential was sold off, stayed with industrial side, learned Salesforce development. I was quite lucky in that I became a Salesforce Administrator right before Salesforce opened up as a platform. And then my boss at the time taught me how to program on the platform. It's very similar to Java. Apex is Salesforce is language. So I got to iteratively roll into this platform as it was growing. And I was one of the first 500 administrators certified, which is very...I look back on it, and it's a nerdy moment in that...but just a good timing moment. So I was doing that, but I was pretty stuck. And after two and a half years, I was pretty burned out actually. When the company split, I was the only person doing my role. And I enjoyed a lot of my coworkers. I have, actually, one of my best friends from that job. But I just wasn't loving it anymore, and I was too tired actually to really look for what was next and know what I wanted to do next. So I decided to take six months off, and this was in 2008-2009. So everyone thought I was out of my mind. But I did, and it was really fun. I moved to San Francisco. I worked in nonprofit, so I actually did nonprofit work at, Salesforce nonprofit, at a women's community clinic and at an urban garden. So the women's community clinic in San Francisco and at the place that does urban gardening in Oakland. Helped them set up their Salesforce instances. The urban garden one was amazing. We use Salesforce to track plants, and pests, and tools, and acreage, and all sorts of crazy stuff that you wouldn't imagine. Yeah. So I did that, and when I moved to San Francisco, Craigslist again, my craigslist roommates - one worked at Salesforce as a Sales rep and one worked at Bluewolf as a Sales rep. And my roommate Chris, who worked at Bluewolf said, hey, we're looking for developers. I don't think you want a full time job right now, but do you want to come contract with us, and check it out? ...did some contract work, and then after probably four months I decided to join full time. And that was the first time...and one of the reasons I did it, that was the first time I got to figure out if I was any good. And when you do something alone, you have a sense like I knew I could make things work, I knew I could solve the problem, but I had never been around other Salesforce developers where people with technical backgrounds, to find out if I was actually good at it or not. And I had an amazing group of people and an amazing support system at Bluewolf to help me grow and some great mentors there. So I couldn't be more thankful for them. They were extremely patient as I was plotting through things, and then also threw me at some really, really tough challenges. So I was doing a lot of the development for west coast projects, by the time I left. Did that for about a year and a half...um, I am not a consultant. I love the design. I didn't love flying in, building something, and then leaving it. I also didn't love being on a plane all the time. So I hadn't really known that I was going to do with myself, but I put my profile up on LinkedIn, and then LinkedIn found me on LinkedIn. And that's how I ended up at LinkedIn. Naber:  Nice. Awesome. Okay. We've got to LinkedIn. That's a really good story. You got to work on some, excellent cool projects, while you were trying to figure out your actual depth of your prowess around this new set of skills you were learning. But it's probably also really stimulating for you because you're such a smart person. You're also trying new things all the time, and wanting to build. So I'm going to guess that was really stimulating to learn this whole new world of technical bricks that you could build with. Jennifer Knight: It was, it was a lot of fun. It also taught me that that skill set around Salesforce is something it can be really can be used anywhere. And it's something I talk about with my teams now. It's quite fun, and I think a lot of skills in a lot of different areas of the business are transferable, but if you want if you want to work at a small company, if you want to work at a big company, if you want to work in nonprofit, if you want to consult, there's kind of a home anywhere. And that is pretty liberating because you get to go pick your family, and pick where you want to be. Naber:  Cool. Love it. All right. So, give us a quick chronology of what your responsibilities were, and what you're up to at LinkedIn. And then I have a couple of questions for you to follow-up and dig into your brilliant mind a little bit. Jennifer Knight: So I joined LinkedIn as the first Salesforce developer, joined the team that was in existence. There were five at the time, and the were two of us who joined, myself and a woman who was also doing Salesforce administration at the same time. So we grew to a team of seven. I still work with today, one woman from that team. I could not be more thankful once again for what they taught me in terms of how to approach an environment and how to approach work, just work. I was the youngest by far, and I was coming down from San Francisco, and I'd come from...Bluewolf was a really young environment as well. So that ethos of chaos, and running around, and experimenting, and trying new things, and to go from that to a place where people were far more measured, I hadn't seen that before. It was, yeah, we can do this. Like we're gonna think about it, we're gonna make a plan, and we're gonna go after it. It was really intense. We were building a ton, but it was very focused and measured. and it wasn't all over the map, and that was both due to the team that I had around me, and also a lot of the partners that we had at LinkedIn. So I joined as a developer, and then I helped grow out the Salesforce Technical Architecture and Development team over the course of my three years there. And so I was responsible at the end for our project work. We restructured the team, our lead structure the team as a Plan, Build, Run. So PMO, a business analyst doing the business requirements gathering, build was my responsibility - so those were the big project work, and then run was kind of the day to day administration, and keeping the lights on, minor enhancements, things like that. My team would do both technical development, but also if there was a administrative component of configuration, we might partner with an Admin to do that. Naber:  Nice. Very cool. One of the questions I have for you, and this is actually a good segue into that...you had a lot of experiences, at a lot of different teams, also built a lot of differe teams with LinkedIn, Dropbox, Stripe. You can go across those if you need to to pull experiences. But, is that the typical anatomy of a Internal Business Systems and Tools team? Or, if it's not, what is the typical anatomy, and can you give us a little bit of a breakdown? Jennifer Knight: Yeah. So those functions are the three behaviors that you see across the board. Alex, who's my Manager at Dropbox, said way back in the day...it's people, process, technology. And that is true always. So do you have the partner, does the partner know how their processes articulated? Do you understand how to reinforce, and support, or automate, or speed up, or whatever you're trying to achieve, that process with technology? And then there's the iterative, like, continuing to keep that alive and continuing to improve it. I think about the world in that framing all of the time now, that's how we approach it. And so our team is staffed for each of those areas. The plan side is always about, let's sit down with the people we're partnering with, and let's understand their process. Now that team on my team is responsible for really understanding the business partners' process, and then starting to think about who do we need to engage with from the technology side to support that process? Then the build side is the actual team that's saying, okay, now I've got the process. How do we empower this with the tools we have? Or what tools do we need to go buy? And run, of course, being the day to day maintenance. Those functions always exist. They are not always carved out as specific teams because depending on size, you just don't have the resources. When I joined LinkedIn, each one of us was a little mini plan, build, run. There were only seven of us, and we were supporting a lot. And so we would go sit down, and get the requirements, and then we would go off, and going to build something, and then you're the one who kept it alive. And and then eventually when you got a little bit burned out on that area, you'd switch it to one of your other team members. So I ended up with Sales Development work because April was done thinking about that problem...and then we've cycled through. But those, those pillars exist. They just evolve. And how you structure the team varies quite a bit. There is not a perfect way to do that. I think it depends a lot about where the organization is, what they're valuing at the time, and then who do you have on staff. But the core behaviors that remain the same across LinkedIn, Dropbox and Stripe. Naber:  Okay. That's awesome. That's a really good answer. Thank you so much. And while we're on LinkedIn, can you explain,what LinkedIn does extremely well from a Systems, Tools, Building leverage resources? And when you do that, could you lean into some of the things you do really well within the respect of Sales and Marketing? Because I think the audience is going to want to want to understand each one of these businesses, both what they were good at, why that's important, and how do they do it? Jennifer Knight: Yeah. So it's been a few years since I was there, so I'm sure it's evolved. But one of one of the overarching things that I remember from that time is actually just Focus. I think LinkedIn did very well...and as a partner to it, I appreciated it a lot after I left. There's always thrash. Nothing's perfect, the business evolves. Part of my responsibility is to be flexible enough to accommodate the fact that business has changed. They chart a course, but it's not like...Product Development is exactly the same way. Factors change and they can change fairly rapidly. And so the needs of the business can change fairly rapidly. That said, knowing more now and seeing, having seen different environments, in the face of that, I'd say LinkedIn did very well on remaining focused and what the core objectives that they were trying to enforce were. And then systematizing those. And maybe doing some experiments on the edges of other like creative things that we could potentially do to drive the business, but making sure that we were focused on being excellent at a few things, doing those very well, and those being backbone things for the business. So it was the first time that I had to work on some of the end to end workflows around Demand Gen. And how do you think about that, and how are you optimizing that? And not about a lot of bells and whistles and not always about crazy experimentation. It was first let's get it right. We have a core business objective, and the objective is not changing. It's reduce the time to touch. Okay, let's go like nail that one to the wall. And then once we get that one done, we'll be find the next one, and we'll like nail that one down. And those are the focus areas that don't change, right? Even if your approach changes, or your markets change, they're just really core parts of how you want to operate a business. So that was something LinkedIn did very well. One of the reasons that I left LinkedIn though, on the system side, is that at the time that I was there we were very silo'd. So we had a lot of autonomy in the space that we operated in, in partnership with our Sales ops partners. But some processes are actually cross business units. And some Systems work best when they're integrated across. A good example of this is a CRM to Oracle. A CRM to an ERP. So Salesforce to Oracle, or Salesforce to Netsuite, or I mean, no one uses anything besides Salesforce. That's not entirely true, but, Dynamics to SAP, any of those. Those flows were something that were interesting to me, and I didn't have the opportunity to work on as much. We could influence it. We could encourage. We couldn't work on it as much. When I got to Dropbox, that was the first place that I was able to think about end-to-end flows. And that was an area...because I had the autonomy to go own those. So that was an area...I think LinkedIn did very well on the focus, focus in depth in a particular system space. But we struggled a bit on the cross Systems, from where I was sitting. This is not a universal picture, but but from where I was sitting. So when I moved to Dropbox, I got the opportunity to think more cross platform, and that helped smooth some of the edges across teams, which was a lot of fun. At Dropbox we were in a bit of a different mode, so we were doing a lot of crazy growth. Naber:  Awesome. This is good. This is a good transition. So ell us what you're doing with Dropbox. Jennifer Knight: So I joined there to do Sales Systems. It was still really early days. We were still hiring out our Sales operations team. And so, I at that point, learned the importance of the people process part. When you put technology first, it it proves to be a bit of a challenge. That one was...I learned a lot more about meeting my business partners where they were. I actually leaned more into some of the operations and business analyst part of my role. That was not what I was doing at LinkedIn, but at Dropbox by necessity, you're saying there's these three functions, I was doing plan and build and run. And as I hired my team out, I hired them to do run first, and then started building from there, so that I could figure out what the needs of the business were, and then try to make some educated decisions around what we were going to invest in on the technology side. We had a ton of fun and we were building from scratch. There are things at LinkedIn, even by the time I was there, that had become so complicated that you kinda didn't want to touch them. When I got to Dropbox, it was the first time I got to build an order to cash process. And had amazing partner, who was also new. He had never built it before, and he was coming from the finance side. And he was really passionate about making this a really amazing experience for people. And so we just partnered really closely together to make that happen and thought about how we did it end to end. We ended up over the course of probably two years, building a flow that I'm still very proud of, but it was very focused on these business objectives again. We wanted the experience of someone who was buying Dropbox through a contract, from a provisioning perspective, to mirror the experience of someone who was buying with a credit card. And that was our goal. So we set that as our goal, and then we also set a goal that along the way that we had as smooth as possible process with the Sales team, so that there was a lot of transparency about what was happening. Contracting, as some of you know, can be very complicated from the Sales side because there are legal people coming in, there's financial approvals, there is these multistep processes, and it can feel like it's taking forever and you have no idea what's going on. And then maybe the thing is signed, and now you don't know why your customer hasn't been given the Product because it's fallen into another manual process where someone has to go into some backend system. Or in the case of, and this was happening when I got there, you as a Sales rep now have to go into some backend system that you maybe don't fully understand and punch a bunch of buttons, and then hope that everything works out, and that your customer gets the Product they want. So we started once again with that focus, and we were really successful there. And those kinds of activities were the things that made my team successful. When we could find those focus areas, through our rapid growth, those are long pull items. They take a long time to get right, and if we kept focused on it, we were able to drive impact. So we were really...I brought that from LinkedIn, that focus in our space. Naber:  Hey Jenn, can we pause there for a minute?0 So let's use the order to cash process that you built. Can you walk us through the phases you go through to build the case for it, plan out the project, resource and manage the project, you've got to have Internal buy-in, then you've got to have pull through for people, actually making sure that they do what they need to do in the field and the business? Can you walk us through using that as an example for number one, what the steps are? And number two, from a Sales and Marketing or just really from a stakeholder perspective, what are some of the best practices in working with your team so that we can be better at doing that? As you go through it. Jennifer Knight: Yeah, so, let's break it down. How do we approach it? So now, one of the things that I think a lot about when I'm approaching these types of projects is how do we think about, an ask, and it's end to end? So one of the things about working with a Systems team is that we're ultimately accountable for the overall health of the Systems. And it's an interesting process for us to understand what a business is asking for. And then trying to put that in the context of either another set of business asks or the platform on the whole. And we also have situations where, there are multiple stakeholders. And order to cash is a good example of one. Demand Gen flows is another good example of that. Where as a business owner, or as maybe a Sales Manager, you're saying, in your inner mind thinking, it's taking too long for my teams to get contracts out the door. And then on the other side, the finance Systems team is thinking, like, I need to be able to ensure that this contract has the correct margins, or is feeling good about that. And the legal team is sitting there thinking like, what are these contracts terms? Let's make sure that those make sense for the business. So when we get these asks, part of what we think about on the more complicated asks, but even on the smaller ones, is who are all the players in this ask? What is it in the context of the larger process flow? And what is it in the context of the larger Systems? And that's something that I've had the opportunity to do a lot, and something I quite enjoy is how do we put this in, frame it out, and where it wants to be. The other thing that we need to do on our side, is thinking about how we get from point A to point B? And can we do it in one shot, or to your point, does it have to be a multistep process? And some of these things are quite complex, and so we're not going to win it all at once. So for us, starting with that problem statement and then working through with our business partners to get an alignment on the overall problem statement, what we ultimately want to achieve, and then agreeing on how do we iteratively get there. So what are interim wins along the way, or something that we benefit from, and we benefit from that partnership. In terms of resourcing and implementing a thread...I'd say it varies wildly depending on your circumstances. And Systems tends to be lagging behind the business. I have yet to be an environment where we weren't coming in two, or three, or four, six years late. It's just the nature of it. I think SaaS has this sheen on top of it, where you're just oh, I can just get a Salesforce account and probably have one person manage it, and it's going to be okay. Like it's easy, right? And actually, that's not wrong for a period of growth. But then when you start to get into these more complicated asks , or you start to get into Architecture questions, or you start to need to do development, then that tool becomes something quite serious to take charge of, and you need a team that is dedicated to it and experienced. I talked to folks about this a lot, where there's a whole period of time where you really just go experiment, like try to find your way. You don't need to hire a technical architect, and a full team, and everything right out the gate. But as your business starts to take off, and you start to have those needs, having an experienced person, who's seen it before, come in can really help you figure out what you want to navigate over the course of the next two years. So I think the resourcing thing, it's very varied. But if you want to tackle a more complex workflow, or you want to really empower a part of your business, that's the point where you start to think about these dedicated resources. And that's when I'm looking at it...for my team, when I come in, I look...survey the landscape. What are our biggest challenges? What do we want to think about? And what are our business partners talking about? What aren't they talking about that is probably going to doom us anyway. And then how do we line those up, and what kinds of resources do I need? Do I need a lot of business analysts? I might need a lot of business analysts right out the gate because I may need to spend time helping the business articulate their ask. That actually is a weird one. Often I work with business partners, and they're like, where's where's the admin? And where's the developer? And I'm saying, well those are execution folks and you want a partner right now is going to help you think through your process, and then make sure that we're reinforcing the right behaviors. So I'm going to actually get business analysts to define that. And then once we have those definitions, we have a bunch of different levers we can pull in terms of execution. I personally enjoy building teams that are really dedicated to the business. So we always have a mix of technical and BA full time on the team. Most of our projects, the big ones take 12, 18, 24 months. So you really want someone who is excited about the end to end and will build the continuity. But there are amazing, I worked for one, they're amazing partners who will come in and help you with resourcing. And we also pull that lever a lot on our team. But we do it in the context of making sure that we have the business requirements anchored, and we know what we're going after. S to kind of rewind back to your question to how we approach these things. What's important for us is understanding what we're solving, and being able to really work with the business to understand what their objective is. And if it's a project where we know it's going to take more than a quarter of more than a month to go after, making sure that that objective is something that is very solid. And that's what I was talking about earlier. Your objective being speed to lead, your objective being speed to contract...there's those kinds of objectives where even as time passes, we're going to keep after that. So we feel successful together over the course of the year or two it takes, and that we can measure our progress against it. The failure modes that I've seen is when we don't know what we're solving for and instead we get the kind of partnership where it's, I need this field, I need this thing. I've already solved it for you, justt go build it. We can do that. The probability that it will ultimately build into the kind of system or process that we both want together, is not super high end. On the margin, it's okay. We'll put in a field, we''ll kind of get going. We are here to empower and enable the business. And that's something that I talk about with my teams quite a bit. Like, our responsibility is to empower the business, and so we should understand where they're coming from and then try to get them there. Ideally we do it in partnership, and process, and Solution design. Sometimes we just have to crank. Naber:  Cool. So that was awesome. That was an awesome answer. I love it. It's almost like you read it out of a book, so, and maybe you wrote the book. So, one more question, and then we'll move on to Stripe because you already gave an example with the order to cash and that was great. Actually, two more questions. You mentioned a couple things that Dropbox was doing well, but what's the one thing you think they do extremely well from a Business Systems, Internal Business Systems, Business Systems and tools, leverage resources that they're building, etc. What's one thing they do world-class? Why is it important? And how did they do it? Jennifer Knight: An interesting question. Naber:  I mean, LinkedIn was focus, if you had to say it in a few words, Dropbox is obviously world-class at a few things. Jennifer Knight: So what I would say, and it was very different in its approach. When I got there, like I said, I started to do Sales Systems, and I got to grow in my role and pick up other teams. And so that's where I learned about Finance Systems, and ended up taking that over and building that. I'd say, maybe the flip side of what I was experiencing in terms of rigidity at LinkedIn, Dropbox had an environment where if you wanted to go tackle a problem ,and you could rally your resources around it, and you could get get the team together, we can go tackle the problem. And that was super, super fun. Obviously from a system side, I think that was a strength there, where we had once again the autonomy to go try to solve these problems and could get sponsorship to go solve these problems. If you could find your partner on the other side, and shake hands, and go after it we could move ourselves forward. And there wasn't resistance to that. There is a push to, however we get to a better place, let's get to that better place. Not about who you are, or what team you're sitting in, or my priorities versus your priorities, and how our roadmaps, and all that fun stuff. It was hey, we have this problem, and yeah, it's going to involve like three or four teams. Let's go figure out how to do that, and we'll get together, and we'll go agree on the problem, and we'll go solve the problem. And so we got that was one of the things that helped us build some of this really cool stuff and these experiences. And I'm really proud of the teams that did that because we thought about not ourselves. We thought about what we wanted to achieve both for our customers, but also our external customer experience, and we were able to drive to that. Even when it wasn't easy, even when we weren't aligned on exactly how we planned, that was something that we did really well there. And I think the culture of the company of empowering people within the company to go tackle those kinds of problems made that successful. Naber:  Do you have any idea how they did that within the culture? Maybe it was like one or two things that empowered people to be able to go solve those problems, and have that autonomy? Jennifer Knight: Yeah. And it was that way pretty much from day one. I mean, so there's flip side. Anyone can buy anything, right? Which, on on the system side, is its own like special crazy. But there wasn't like a specific tenant that we followed. There wasn't anything like that. The one thing that, Dropbox also did well, and LinkedIn had this, but they stressed it in a different way, was this concept that we called cupcake there, which is let's have fun together in this. And so I think that that empowering you to go out and like build community, build team, and have fun with it, was something that Drew and Arash really instilled. But there's not a like phrase or a specific behavior other than encouraging an environment of community, and communication, and through that you could go find your people, and find your path. Naber:  Yeah. Yeah. It makes a lot of sense, and it's extremely empowering. I felt that when I was at Dropbox as well. But cupcake, it's a really good thing to add. Like having fun while we're doing it, and working on cool shit together That's pretty cool. And that's a good place to start for all the stuff you want to work on versus just what's necessary or having a less creative mindset around it or vantage point? Awesome. All right, let's move on to Stripe. So yyou're leaving Dropbox, you're heading to Stripe. Why do you make the jump to Stripe, and what are you up to there right now? Jennifer Knight: So, it's been a progression of scope actually. Something that I laugh...I love my job because I get to be incredibly nosy and learn everything about the back end operating of a world. So at LinkedIn I got to learn so much about how Sales and Marketing think, what they prioritize, personalities, what's top of mind, what are the pressures, what are the challenges? I mean I knew it because I actually interviewed for some Sales jobs. I will never be a Salesperson. That is a such a hard job. And being on the technical side, I also appreciate the challenges of a technical world. But having the opportunity to be in with Sales teams and Marketing teams, and see how they think was something that I got to do at LinkedIn. I got to Dropbox, it was doing that and then I got the opportunity to learn how accountants think because I took over finance Systems. But it dropped off, and it's totally different world. I took an introduction to financial accounting after sitting in our first CFO's staff meeting because, I was like, I literally understand none of the terms. And I had an amazing partner in our revenue accountant. She was Sarah, she was patient person. I took over the finance Systems team, and we were working on a project. And she was describing debits and credits, and she's walking everything through with me, and she's willing to repeat herself as I'm stumbling through it. And I got to really understand that the pressures in their world are really fundamentally different than the pressures in Sales and Marketing. And they have external pressures with GAAP, and all of these other requirements that they're marching to. And so it got to learn about that. At Dropbox though, there was no mandate when I was there for the Business Technology team, we were slowly picking up pieces. And that was a fun way, but it was also hard. Sometimes, I was picking them up and they were healthy, and sometimes I was picking them up, and they were in an interesting place. So I'm going through that, and we were getting pretty big, pretty stable as a team. And then through a friend, ended up chatting with the CFO at Stripe, and they were looking for someone to lead Internal Systems. And that would be Finance, Sales, Marketing Support, People, the whole set. And that's what ultimately pulled me there. Also the fact Stripe earlier reminded me, in tone and approach, to LinkedIn in the early days. There was just something about it that, frankly, just felt familiar. And so that was why I decided to take that opportunity. Naber:  It's amazing how often someone's tone and what they say...when you've been at a few different tech businesses, you understand what good culture looks like. And you walk into a place, and you're having all these conversations when you're going through the recruitment process. It's amazing how often it comes up where, some version of, it felt like I was coming home, or it felt like I was going to something that I already knew, and I could see like where the movie was going. I've seen this movie before. I've directed it. I like the culture because it feels like coming home. A few of those different things happen a lot when you're making your third, fourth, fifth jump into a lot of these businesses, you start to get a really good sense of the bullseye for what you want as well. Maybe I'm just ahead of my skis on that, but it sounds like that's you felt as well. Jennifer Knight: Yeah, I think it's very true. At some point...So, I think everywhere you go, you learn, right? Every situation you're in, you learn. And you learn what works for you, and what doesn't work for you. And it's not even a judgment call. It's just part of who we all are, and what makes us happy. We find our people, and we're successful with our people, and hopefully we get an opportunity to meet many, many people of many different approaches. But I think at the point that you're talking about, for me, I think about the fact that...Of all the three places that I've been, that are roughly similar shape, they all have the same problems. So you're actually solving the same base problems very frequently. Naber:  Can you run through some of these as you're thinking about them? Jennifer Knight: Yeah, so, actually the reason I talk about order to cash is that's a problem for everyone, everywhere. It's a really complicated, really tough flow. It's hard to get right. It's really frustrating when it's not supported. And that's one that I've seen everywhere as a challenge. Data models, everyone gets their Salesforce data model wrong, everyone - like, it just, it happens. One of my first projects at LinkedIn was fixing the data model. One of my first projects at Dropbox was fixing data model. That can be really hard to fix. You can be like, oh, like that sounds simple. But you put the wrong data model in place, and then you lock it in place with a bunch of integration, and a bunch of automation, and a bunch of tooling. So by the time you get to the point where you need to roll it back, you have to roll back a lot to get back to that place. Naber:  You're duct taped, and scotch taped, and glued everything together. Jennifer Knight: Yep. So in order to do some data model work at Dropbox, it took me 12 months to rewrite a piece of code that was running on a python script under someone's desk, so that we could unlock it. There's that kind of work. The exercising the capability and the muscle around planning, planning your Systems change. You're often in an environment where everything is moving extremely rapidly, and on the process side you're iterating, and you're iterating and iterating. And then Systems don't always benefit from that rapid of iteration. There's a point where you have to be able to experiment outside the system. And when you get closer, you don't have to be perfect, but when you get closer to your ideal process, then you want to systematize it. So when a team like mine comes in, one of the big challenges we face is not actually a technical challenge. It's working with our partners to say, I know this feels like we're slowing down. We're not saying no, we're not saying stop, but we have to take a step back, and we have to once again put this in context, and figure out how we rationalize this within the system. And so that muscle, it's a challenge for everyone. It's a challenge everywhere. So that's one we face. These problems are very similar. And to your point when I'm making a decision now about where I want to go, you're living with this community and in this environment for a pretty significant portion of your day or your life, over the course of time that you're at that company. And everyone that has worked in tech knows it's not nine to five. If you've managed to pull 9-5, you're lucky. So you're probably spending most of your waking hours for several years, in that environment, and that being one that you feel supported in, feel excited to go to, that resonates with who you are. And where you are in that moment in your career and your life, I think is incredibly important. You can't always get it right, and you're going to find an environment that isn't the perfectly resonant one, but that's okay because then you learn aspects of that. And I think even there, you can take aspects of those environments, and take them with you going forward. But I agree. Especially the third or fourth time around. I think it's true. We always try to find a place where we feel might be a bit more like home. Naber:  Cool. Good one. All right, Stripe. Two things - why don't we start first with an example of a major project you're working on, and maybe you could talk through as much as you can give us without giving confidential information obviously, but what are some of the really cool major projects or one major project even to give us an idea of the type of stuff you're doing at these different companies. So you've given really good examples so far. Give us a profile of Stripe and some of the things you're working on. Jennifer Knight: Yeah, I'd say actually I'll do a little bit of a different answer than a systems answer because I always loved the technical stuff. The project that I'm working on at Stripe, and that's been the thing that's so top of mind for me over the last two years, is actually establishing the team. And establishing a team that is proactive and not reactive. Understanding what our actual needs are. So to give you a sense, my team when I joined, there were a few people in the organization who were part time working on Systems. And so the Systems were pretty underfunded, and that was one of the reasons they asked me to join. But putting language around what it actually looks like to manage these Systems well, putting language around the fact that we have huge gaps right now, and with that language also still keeping my team motivated, is that dance of being able to say we're here, we're growing, we're here to support you, and in the same breadth, I appreciate and understand that there is a laundry list of things that we were not able to do. And keeping that dialogue going, and figuring out how we grow up into Stripe as an organization, and how we try to close that, as rapidly as possible, close that gap. Which on the surface frequently looks like we aren't moving fast enough because some of these things, I mean they're around hiring, they're around team structures, they're around normalizing as a team. They're around that the thing that I just mentioned about learning how to partner with our partners, helping our partners understand planning processes. The big project that I've, there's a bunch of technical projects, there's a bunch of these kinds of negotiations, but actually the big project that I've been working on at Stripe is around that area. How do we understand how to best serve the organization? How are we getting out of this proactive mode? How do we become, I think we always are a value add, but how do we really drive that value forward? And how do we become a team that is not a handful of people who are just heads down executing, and trying to like scramble to the next thing, and are more laying the foundations and partnering to lay the foundations with our business partners? Knowing that we're a couple of, frankly, we're a couple of years behind, so we have a lot to lot to catch up on. That's really been, if I look at it across all of my teams, and what my function is doing right now. We are working on technical projects, we're delivering things every day, we're trying to move those forward. Kind of core things, core capabilities that I've discussed before are projects that we're working on. But really more than anything right now, we're focused on - how do we partner? How do we partner for success? How do we understand what we should be investing in with our partners? And how do we really surface their underlying needs versus the rapid fire day to day? Naber:  So that is really interesting. I've got a question for that. So can you explain what the end result looks like? What does euphoria look like when you get to this place where...maybe not euphoria, you get what I'm saying though... you get to this place where you're being proactive, you're working with the business on the things you should be working on, and it is working like a smooth machine that is operating on all cylinders. What does that look like, and what do you guys accomplishing when that happens? Jennifer Knight: Yeah. So maybe I'll start with what it doesn't look like. There's no world in which we're done, and there's no world in which there's no backlog, and there's actually no world in which we are doing everything the business wants you...all 10 items, every sprint. That just, that has never happened in the course of my career, regardless of the team size or anything like that. There will always be needs. There will always be needs that we can't serve immediately today. And part of that is actually the right investment model for the business overall. So we're always looking at prioritization. I think when it's smoothly, the factors that I look at are..We have transparent and clear communication with our partners. They know what they're getting, and we're delivering that in the way that we've committed to delivery. They are actively engaged and partnering, and feel good about the prioritization. They know why. They know the business impact, because they're defining it. But there's a lot of really clear communications there. And then on our side, like I said, we're delivering on time or delivering in a way that is thoughtful and accountable to the rest of the ecosystem. So we're not breaking each other, and we're not breaking the system. That actually gets quite difficult at scale. If you have five developers on a platform, and sometimes they have overlap, you have to make sure that they're all developing the Product that is your CRM or the Product that is your Marketing automation platform in a way that is conscientious. So, we are, when we're operating smoothly, we are not blowing up each other's work. That's a pretty obvious one in my mind. I think when we're operating smoothly, we are responding to the right things, with the right urgency, in the right SLA's. So this is one of the reasons we end up with a Run function. Not every ask has to be treated like a project, but not every ask can be treated like a quick win. So you want to have varying SLA's and varying approaches, and when we're running smoothly we have an intake process that allows us to triage those, and be very quickly responsive where it's appropriate, and be thoughtful and measured in our approach, where that's appropriate. But not trying to do a one size fits all. Those are the core tenants that I look to when I think about how my team is running smoothly. I think that maybe one that we don't talk about with the business as much, is we also spend some time thinking about the technical foundations, and how those potentially need to evolve because our SaaS partners are evolving different features, and giving us different capabilities. So maybe we set up an integration one way four years ago because that was what Zendesk allowed us to do. And that might be really difficult for us to maintain and manage. And on the business side, it may look like it just works. And on our side, it may be a ton of toil and work to keep it alive. And Zendesk releases a new feature that simplifies that. How do we also continuously bring technical, underlying improvements, infrastructure improvements, into our roadmap. And then when we're working really well, socializing those up with our partners so they really appreciate why us doing that work actually improves their world and makes us more efficient together. Those are the high level things that I look for when I think about my team operating well. And like I said though, the work will never stop. It will always be there. Which is the exciting and fun part. So really it's about transparency, and process, and prioritization. Naber:  Nice. Awesome answer. Thanks so much, Jenn. So last question, and then we'll wrap. Okay. I've got one rapid fire question for you as well. So, one of your many superpowers, that you've alluded to a little bit, throughout your answers, but is...As you're going through every single one of these projects and all of your decisions, thinking as an end to end process thinker, where you're keeping the big picture in mind while you're able to zoom in and out of the details and the different requirements, and how do all these things stick together over an entire project over a sustained period of time. How do you bring stakeholders along with you in that journey? Because you're saying no a lot, you're saying yes a lot, you're saying no a lot more than you're saying yes. And you're also telling them, hey, please wait. Being a Sales and Marketing operator myself, I know that we could be inpatient every once in a while. So how do you bring stakeholders along in those conversations, and what are some of the best practices that you use for communicating with stakeholders? Because you're so good at that naturally, but that is not necessarily a Sales of Marketing operators forte as they're thinking about, just what they want to do for that quarter or that half of that year. Jennifer Knight: Yeah. Yeah. So I've had a couple of different approaches. I think once again, this is an interesting one...That you say it's a strength that I can think that way. And sometimes one of my weaknesses of getting it out of my mind, and onto a piece of paper. And so what I've gotten better at over time is making sure...everyone who knows me knows I love a whiteboard. I actually don't think that most people in these complex scenarios, there's a few of them that can, if you describe it with words, actually can follow along. I'm someone that, if someone starts, if I focus extremely hard and someone is describing something, I can usually think that I've understood. But sometimes when they put it on the board, I realized actually I didn't. So one of the techniques that I use, and I actually encourage everyone on my team to do, and I encourage our partners to do, is write on the board. Write your process on the board. On our side we will write then the system on the board. And let's all look at it, and then talk about the areas that we don't understand, or talk about the areas where we want clarification. In our side, when I start to think, okay, here's our end to end process, now you have all these Systems. Helping people come along, part of it is by laying out, here's the areas that maybe we're gonna be able to accelerate quickly, and here's the areas where I either don't have complete control - I'm going to have to negotiate with a partner, or is technically complex. So let's look at the whole thing end to end. But starting that visual from the process. And it doesn't have to be elegant. It doesn't have to follow all the fancy flowchart, actual diagrams. I do love that stuff sometimes, but get a pen out, sit down together, and make sure that you both are actually speaking the same language. And then that your priorities align. So I might get really passionate about some part of the process that somewhere else I've seen be really interesting, and that might not really be what you're passionate about. Or I might be able to bring some insight because I've seen this at a larger company. I can say, hey, two years, we don't have to face it today, but two years from now we're gonna need these kinds of controls. I'm telling you that I want to build this foundation in today because I'm looking forward. Do we agree that that's an okay thing to do? But even to get it out of your mind, get it onto a board. That's a huge one. Then, like I said, on the transparency side for our team, we have milestones. We are sending out sometimes weekly or biweekly updates on how we're progressing against those phases of the project. We're checking back in what has changed. Have our priorities changed? Have some more micro points within the plan, do we need to adjust? Have we learned something new that's going to shift something out? Those are the muscles that we exercise. But I think the first and most important thing is - can we all get in a room, and can we look at this thing end to end, and do we actually, are we speaking the same language? And I'm not going to say it verbally to you. I'm going to show you. And then pull out a pen, and mark it up, and tell me where it's crazy, or tell me where it doesn't work, or tell me where your world is different. And that way we on my side of the house, have the context of where you're coming from. And you on the business side, can understand how we're thinking about the approach. And no one is surprised. That would be the tactic that I think about a lot. Naber:  Man...I wish I could wrap that thought up and hug it because I loved it so much. You and I have a similar brain in some respects, and I'm loving that answer. Okay, last question. We're done with going through all these different examples, all this information. As you wearing like a tweed jacket and a hat right now, because you just professored everyone with all of your knowledge. So, one rapid fire question. So, I ask this to people on their birthdays every single year. It's not your birthday, but I'm asking anyways. Our audience has heard me say that a hundred times, apologies, but I'm explaining for the guests because they don't know. Maybe they've listened to all of them, nope they haven't. Most important learning or lesson you've acquired professionally in the last 12 months? Jennifer Knight: I would say, I've always been a patient person. But in the last 12 months, I've actually gotten much better at learning how to be both patient and persistent. Which is kind of a weird abstract learning, I'll give it that. But in environments where a lot of changes driven by influence or cross team collaboration, and everybody is under a lot of strainm under resourced in their own way...Figuring out how to navigate that in a way that continuously feels constructive, is not something that I would say was my strength in the past. I am definitely someone who likes to get things done, and I'm a bit principled in my approach. But same thing happens to my team. People are coming to me and saying, Jenn, can you do this thing? Can you do this thing? And I'm saying, no, we have to put it in this roadmap. Learning how to be the customer on that side. And how do I navigate that? And how do I continue to emphasize the importance of something or being respectful and patient of the process that I'm in? And being okay with that patient. Part of it is with my partners, and part of it for me is actually with myself. It's knowing that when

Corinne Sklar is the CMO of Bluewolf, an IBM company. In her thirteen years with Bluewolf, Corinne has developed and implemented marketing strategies that have helped grow the company's revenue from three million to over a billion. In part 1 of our interview with Corinne, she talks about how a relentless focus on design helped spur that growth. She also talks about how CMOs can increase their tenure and have a greater impact within their organizations, and how to create a culture that encourages innovation and experimentation. Click here for full notes and show notes. Marketing Trends is brought to you by our friends at Salesforce Pardot, B2B marketing automation on the world's #1 CRM. Are you ready to take your B2B marketing to new heights? With Pardot, marketers can find and nurture leads, close more deals, and maximize ROI. Learn more by heading to www.pardot.com/podcast. To learn more or subscribe to our weekly newsletter, visit MarketingTrends.com.

Corinne Sklar is the CMO of Bluewolf, an IBM company. In her thirteen years with Bluewolf, Corinne has developed and implemented marketing strategies that have helped grow the company's revenue from three million to over a billion. In part 2 of our interview with Corinne, she explains why “if you build it they will come” is absolutely wrong, how to get buy-in on long-term marketing projects, and why she thinks that every marketer could benefit from doing a stint in services marketing. Click here for full notes and show notes. Marketing Trends is brought to you by our friends at Salesforce Pardot, B2B marketing automation on the world's #1 CRM. Are you ready to take your B2B marketing to new heights? With Pardot, marketers can find and nurture leads, close more deals, and maximize ROI. Learn more by heading to www.pardot.com/podcast. To learn more or subscribe to our weekly newsletter, visit MarketingTrends.com.

Corinne Sklar, CMO at Bluewolf, joins the Content Experience Show to discuss team alignment and how to foster innovation within your teams.   Special thanks to our sponsors: Vidyard Uberflip Convince & Convert: Four Ways to Fix Your Broken Content Marketing   In This Episode Three principles for successful team alignment Why you have to look past the data to understand your customers Why it is important to have a central strategy for customer experience What major trends have been shown through the annual State of Salesforce report   Resources The Content Experience Report Convince & Convert CoSchedule The Complete Guide to Creating Customers With Word of Mouth   Visit contentexperienceshow.com for more insights from your favorite content marketers.  

In this episode, Ian sat down with Kamran Ziaee and Cindy Breshears to discuss the changing role of IT in the business world. Kamran leads the global IT team at Centurylink. Cindy Breshears is the Chief Transformation Officer at Bluewolf, an IBM Company, where she provides advisory digital transformation thought leadership for IBM and Bluewolf. IT Visionaries is brought to you by The Lightning Platform by Salesforce. The Lightning Platform is a leading cloud platform that makes building AI-powered apps faster and easier. With Salesforce, now everyone is empowered to build apps for their organization! Learn more at salesforce.com/buildapps. Salesforce and MIT recently teamed up to create a whitepaper exploring what happens when AI meets CRM. Read: AI Meets CRM: An MIT Tech Review Whitepaper The Mission publishes the #1 newsletter for accelerated learning each day on Monday through Friday. Join hundreds of thousands of subscribers at: www.TheMission.co/subscribe You can follow us on Twitter or Instagram @TheMissionHQ

Cindy Breshears is the Chief Transformational Officer (CTO) at Bluewolf, an IBM Company. In this role, Cindy is responsible for providing digital transformation leadership for Bluewolf and IBM strategic accounts. She has been a CIO for multiple organizations over the last 16 years and recently sat down with us on IT Visionaries to discuss one trend, in particular, that is taking over the IT landscape: customer experience. IT Visionaries is brought to you by The Lightning Platform by Salesforce. The Lightning Platform is a leading cloud platform that makes building AI-powered apps faster and easier. With Salesforce, now everyone is empowered to build apps for their organization! Learn more at salesforce.com/buildmobileapps. Salesforce and MIT recently teamed up to create a whitepaper exploring what happens when AI meets CRM. Read: AI Meets CRM: An MIT Tech Review Whitepaper You can follow us on Twitter or Instagram @TheMissionHQ

Hello Creatures! This week Autumn and Fel tried something different! A trip to meet BlueWolf at Chimney Bluffs State Park, and a recording on site! Check out the sounds of nature as the three of us discuss work, family, and personal lives and the influence our nonhuman identity has on those. For more, check out our Patreon at https://www.patreon.com/innerwild Twitter @inner_wild And Tumblr at https://innerwildpodcast.tumblr.com Dont forget to share with us your experiences! We miss shootouts, and would love to have you mentioned! Love you all, Autumn and Fel Audio Editing and Mixing: Jennifer Tissot (Autumn Wolf) Intro Music: Tribal Drum Pattern by Kevin Hartnell (http://wwww.kevinhartnell.com) Closing theme: Performed by C. Padman and mixed by Lucky Little Raven Sound files sourced from http:/www.freesound.org Photo taken by Fel. Left to right; Autumn, Fel, Bluewolf

“Data is the heart of technology. Without insight and data into buyer behavior, you can’t increase revenue.”   Holly Gage is a UK-based independent marketing consultant. She has worked in B2B marketing for almost 20 years, including for companies such as Bluewolf (a partner with Salesforce), and as head of Marketing Services for EMEA. She has developed marketing strategies and executed campaigns across Europe, Asia, and North America, and is passionate about helping organizations make sense of marketing technology, and use it to improve the way they engaged with their customers. Listen And Learn: How marketing automation is much more than an email platform. Why you can’t increase revenue without data and insight into buyer behavior. The three communications tips she has learned that connect a sales-driven vision to the more creative components of marketing and growing a brand. How an organization can integrate its marketing technologies and tie them back to their business strategies. Where organizations often fail in their marketing automation and how to avoid the same mistakes. TO FIND HOLLY ON LINKEDIN, CLICK HERE.  

This week Fel and Autumn talk about shifting triggers. What are they? Stimuli that encourages or triggers a shift to your non human nature! Sounds, smells, and the world around. see how this effects the pair, and a few quotes and shared experiences from a few others! Also some big news! Check out the new Patreon account for special bonuses at www.patreon.com/innerwild and the facebook page at www.facebook.com/innerwildpodcast Special thanks to Amelia Nightside for sharing their thoughts in a short, personal story. More special thoughts to BlueWolf, a patreon subscriber and a fantastic contributor! Giving us great ideas and support. You're awesome! Thanks to DustyWolf and Yami too. you creatures are great!

Are Cloud Service Providers Doing Enough for the SMB Market? Compare the Cloud are peeling the layers back on the Cloud Industry. Answering the questions on the lips of both providers and customers - hosts Jez Back and Andrew McLean will cover the latest trends and best interviews in this space. With guests Nehal Thakore, OneClick and Vera Loftis, Bluewolf.

Tom Bluewolf joins the show to talk about the lessons of peace, equanimity and divine purpose taught by his Muscogee Native American tradition.

In this episode, we discuss The Clouds featuring Shell Black on bass, the StackOverflow 2016 Developer Survey, IBM acquiring Bluewolf, Salesforce acquiring MetaMind, Salesforce partnering with NEC, Apptus adding support for Microsoft Dynamics, and highlights from the Microsoft Build 2016 conference.The Clouds Featuring Shell Black on BassWhy IBM spent $200 million to buy a huge Salesforce partner with Marc Benioff's blessingStackOverflow 2016 Developer Survey ResultsMost Loved, Dreaded, and WantedSalesforce buys AI specialist MetaMind to avoid being ‘flanked'Salesforce, NEC to Partner over New Data CenterApttus adds support for Microsoft Dynamics as it tries to expand its market reach beyond SalesforceHere we go -- Apttus moves beyond SalesforceMicrosoft Build 2016 ClipsClip 1 - Brian Roper, Product Manager of Windows and Device GroupClip 2- BASH for WindowsClip 3 - Project CentennialClip 4 - Conversation as a PlatformTay, Microsoft's AI chatbot, gets a crash course in racism from Twitter

Corinne Sklar runs the global marketing organizations at Bluewolf, responsible for branding and communications, marketing strategy, and marketing programs. Before joining Bluewolf in 2006, she produced profitable marketing campaigns that touched virtually every house in America. Prior to joining Bluewolf, she held marketing communications, campaign and CRM strategy roles at Kodak, Aligo, and Mindport (a division of MIH Holding). She received a Bachelor of Arts degree in Journalism and Intermedia Arts from Mills College in California. Dr. Wade is clinical psychologist, author, TV host, and motivational speaker, who inspires thousands of people each month with her dynamic range of events and free teleseminar's.

Chanelle Henry is the Director of User Experience at Bluewolf and Co-Founder of Pavo (a fashion discovery app). She has an educational background in Psychology, Computer Science, and Design, and when creating things for the internet she's always thinking about inclusion. How do we make everyone successful on today's internet?