Podcasts about collibra

I had a fantastic conversation with Sushant Rai, VP of Product Management at Reltio, at the DataDriven Conference, where we explored the FY26 product roadmap and the latest innovations shaping the future of data management.We discussed:✅ Flexible Entity Resolution Networks (FERN) and how it's redefining entity resolution✅ Reltio's exciting integrations with Collibra and Databricks to enhance data unification✅ The push towards real-time Customer 360 and what makes Reltio's approach stand out✅ The launch of Reltio Lightspeed Data Delivery Network and its impact on businessesSome game-changing updates are in store!#data #ai #reltio #datadriven #theravitshow

Can your pets inspire you and shape the direction of your career? How can practicing abroad open doors? And what personal and professional lessons can you draw from training for and completing an Ironman triathlon?Join Tim Hirsch, General Counsel at Mars Science and Diagnostics, as he talks about making transitions: from practicing law in the EU to practicing in the US; working in-house at huge companies like Mastercard to becoming Head of Legal at Collibra, a ten-person start-up; taking the leap to co-found his own business, DoggyChef; and leveraging that experience in pet care into his current role as GC at one of the biggest names in the industry.Listen as Tim discusses the different expectations on lawyers in the US versus Europe, how to have influence in a huge in-house legal team, what it takes to turn an idea into a company, operating a start-up while working full-time, and much more.Read detailed summary: https://www.spotdraft.com/podcast/episode-92Topics Introduction 0:00 Starting a legal career in Europe: 4:27 Bringing a different perspective to in-house legal: 8:59 Becoming Head of Legal at Collibra: 11:25 Learning business skills on the job: 14:24 Developing the confidence to start a business: 20:02 Co-founding DoggyChef: 21:29 Moving into a GC role at Mars Petcare: 30:08 Switching between large and small organizations: 34:58 Training for an Ironman triathlon: 39:34 Rapid-fire questions: 49:36Connect with us: Tim Hirsch - https://www.linkedin.com/in/timothyhirsch/ Tyler Finn - https://www.linkedin.com/in/tylerhfinn SpotDraft - https://www.linkedin.com/company/spotdraftSpotDraft is a leading contract lifecycle management platform that solves your end-to-end contract management issues. Visit https://www.spotdraft.com to learn more.

There's been a bunch of change happening lately. And a lot of excuses to. It's time to accept the changes and adapt to (finally) start growing again.(00:00) - Introduction (05:47) - Growth and Market Dynamics (10:59) - So what exactly has changed? (11:23) - Changes in Buyer Behavior (11:48) - The Rise of Buying Committees (14:09) - Focus on Cost Reduction (16:13) - The AI Buyer Emerges (16:42) - AI's Rapid Improvement and Cost Efficiency (19:39) - AI's Market Impact and Investment (23:40) - Outcome-Based Pricing Models (29:11) - The Future of AI in Business This episode is brought to you by Fullcast - the only AI-powered platform that streamlines your entire sales lifecycle—from plan to pay. Loved by companies like Own, Degreed, Zones, Collibra, and more.Never miss a new episode, join our newsletter on revenueformula.substack.com

This week on Found, Dom and Becca are diving into the world of data governance with Collibra CEO Felix Van de Maele. They get into how maintaining organized data started as a niche concept and became the bedrock of AI and privacy compliance. They also talk about the early challenges of building a startup in Belgium, the lucky breaks that saved the company, and why Felix believes every employee is a “data citizen.”00:00 - Introduction02:00 - The Importance of Organized Data in the Age of AI05:00 - Collibra's Early Days07:13 - How the 2008 Financial Crisis Sparked Collibra's Growth10:00 - Navigating the Evolution of Data Governance15:00 - Balancing Privacy, Security, and AI Integration19:25 - Overcoming Early Challenges25:00 - Lessons in Leadership and Building a Team30:00 - The Future of Collibra and the Role of Data Citizens31:42 - Closing Reflections and Takeaways Found posts every Tuesday. Subscribe on Apple, Spotify or wherever you listen to podcasts to be alerted when new episodes drop. Check out the other TechCrunch podcast: Equity . Subscribe to Found to hear more stories from founders each Connect with us:On TwitterOn InstagramVia email: found@techcrunch.com

When product and marketing are more aligned in an organization, there can be some amazing outcomes, including when CMOs and Chief Product Officers are more in line. It also helps when CMOs are able to establish and maintain trust both within the C-Suite as well as across the organization. Today we're going to explore both of these and more and look at strategic leadership and growth tactics with Tifenn Dano Kwan, Chief Marketing Officer at Amplitude, a leading digital analytics company. Tifenn's mission is to shape the future of work through superior digital experiences, great teams, and technology that customers love. At Amplitude, she leads its global marketing strategy and team as its Chief Marketing Officer. Prior to joining Amplitude, Tifenn was the CMO at Collibra, Dropbox, SAP Ariba, and SAP Fieldglass. Tifenn holds a Master's of Law from L'ICES, l'Institut Catholique de Vendée and a Master's of Management from Audencia Business School. She is a graduate of the Kellogg Executive Education CMO Program. RESOURCES Wix Studio is the ultimate web platform for creative, fast-paced teams at agencies and enterprises—with smart design tools, flexible dev capabilities, full-stack business solutions, multi-site management, advanced AI and fully managed infrastructure. https://www.wix.com/studio Attend the Mid-Atlantic MarCom Summit, the region's largest marketing communications conference. Register with the code "Agile" and get 15% off. Register now for HumanX 2025. This AI-focused event which brings some of the most forward-thinking minds in technology together. Register now with the code "HX25p_tab" for $250 off the regular price. Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

When product and marketing are more aligned in an organization, there can be some amazing outcomes, including when CMOs and Chief Product Officers are more in line. It also helps when CMOs are able to establish and maintain trust both within the C-Suite as well as across the organization. Today we're going to explore both of these and more and look at strategic leadership and growth tactics with Tifenn Dano Kwan, Chief Marketing Officer at Amplitude, a leading digital analytics company. Tifenn's mission is to shape the future of work through superior digital experiences, great teams, and technology that customers love. At Amplitude, she leads its global marketing strategy and team as its Chief Marketing Officer. Prior to joining Amplitude, Tifenn was the CMO at Collibra, Dropbox, SAP Ariba, and SAP Fieldglass. Tifenn holds a Master's of Law from L'ICES, l'Institut Catholique de Vendée and a Master's of Management from Audencia Business School. She is a graduate of the Kellogg Executive Education CMO Program. RESOURCES Amplitude website: https://www.amplitude.com  Wix Studio is the ultimate web platform for creative, fast-paced teams at agencies and enterprises—with smart design tools, flexible dev capabilities, full-stack business solutions, multi-site management, advanced AI and fully managed infrastructure. https://www.wix.com/studio Attend the Mid-Atlantic MarCom Summit, the region's largest marketing communications conference. Register with the code "Agile" and get 15% off. Register now for HumanX 2025. This AI-focused event which brings some of the most forward-thinking minds in technology together. Register now with the code "HX25p_tab" for $250 off the regular price. Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Metadata isn't just a buzzword; it's the foundation for driving business value and fostering a data-driven culture. Tanja Glisin, Data Governance Office Manager at TELUS, joins Collibra's Keren Corely, Director of Go-to-Market Digital Programs, on location at DC 24 in Orlando, to discuss the transformative power of metadata management.Now five years strong, TELUS's metadata management program is designed to empower the organization by enabling business units to efficiently manage, govern and leverage data assets. Tanja shares insights into the program's mission to democratize data, the importance of stakeholder management and the role of continuous improvement in maintaining program success. She also emphasizes the significance of building a metadata repository to achieve critical mass and the strategic use of metadata to create valuable data products that drive innovation and efficiency across the organization.Three reasons you should listen to this episode:1. Empowering Data Democratization. Hear how transforming data (by making it accessible and usable across the organization) can break down silos and foster a data-driven culture.2. Strategic Metadata Management. Gain valuable insights into TELUS's approach to building and managing a comprehensive metadata repository, enabling efficient data governance and the creation of high-value data products.3. Continuous Improvement and Stakeholder Management. Learn about the importance of continuous improvement, stakeholder engagement, and risk management in driving the success of a metadata management program and how these practices can be applied to your own data initiatives.ResourcesConnect with KerenConnect with TanjaEnjoyed this Episode?Be sure to follow us so you never miss an update. You can leave us a review on Apple or Spotify, and share it with your friends and colleagues to help others learn more about the importance of a data-first digital transformation approach.Have questions? You can connect with us on LinkedIn. For more updates, please visit our website.

SEASON: 4 EPISODE: 14Episode Overview:If you are ready to improve your productivity and increase your revenue, then you are going to enjoy this episode of Becoming Preferred as we dive into the world of sales enablement and go-to-market transformation with a true industry luminary.My guest on this episode is a powerhouse in the realm of business strategy, leadership coaching, and sales enablement. He's the author of the game-changing book, Sales Enablement 3.0: The Blueprint to Sales Enablement Excellence, and his expertise has transformed countless businesses from struggling to thriving.In today's episode, my guest will share his insights on creating clear paths to success for small to medium-sized businesses. We'll explore how companies can improve productivity, increase revenue, and navigate the complexities of today's market, so get ready for a conversation packed with actionable advice, inspiring ideas, and transformative insights. Join me now for my conversation with the brilliant strategist and sales enablement guru, Roderick Jefferson!Guest Bio: Roderick Jefferson is an internationally recognized, business-focused speaker. He has shared his dynamic and energetic voice in a variety of events including keynotes, guest lectures, webinars, podcasts, and domain expertise panels, with companies such as ATD Conference, B2BMX Conference, Cisco, Collibra, LinkedIn, MindTickle, Revasum, Oracle, Sales Assembly Conference, Sales 3.0 Conference, Sales Enablement PRO Conference, Salesforce (Dreamforce), SAP, Seismic, Showpad, SiriusDecisions, Uber, and Zoom.Roderick is also an acknowledged thought leader in the sales enablement space and author of the Amazon #1 New Release & Bestselling book, Sales Enablement 3.0: The Blueprint to Sales Enablement Excellence. He has held a variety of executive leadership, sales, sales enablement, operations, and customer experience roles at 3PAR, AT&T, Business Objects, Magnit, Marketo, Oracle Marketing Cloud, NetApp, Netskope, PayPal, Roderick Jefferson & Associates, Salesforce, and Siebel Systems, and Siteimprove.Resource Links:Website: https://roderickjefferson.com/keynotes/Product Link: https://amzn.to/3vENYAoInsight Gold Timestamps:04:25 You learned the importance of setting the goal, and how were you going to get there?05:39 I think you train animals, you enable people07:03 Sales enablement in 3.0 is both art and science07:29 It's communication, it's collaboration, and it's orchestration09:38 What isn't sales enablement?11:44 I'll see trainers that are teaching people how to give presentations instead of having conversations15:36 Culture is what happens when no one is watching17:20 Where I see the biggest problem18:48 What a sales onboarding program might look like20:49 We're constantly validating24:29 What's gone forever and what are the new things that we should be preparing for24:37 Those two big little words, AI26:33 You're doing it because of a why, not a what, and you're getting to the root cause28:32 A strategic investmentConnect Socially:LinkedIn: https://www.linkedin.com/in/roderickjefferson/Facebook: https://www.facebook.com/ThevoiceofRodTwitter (X): https://x.com/ThevoiceofRodYouTube:

In Episode 43, of Season 4, of Driven by Data: The Podcast, Kyle Winterbottom is joined by Stijn (Stan) Christiaens, Co-Founder and Chief Data Citizen at Collibra, where they discuss the framework to create financial value through data, which includes; The catalyst for launching CollibraWhat the title Chief Data Citizen meansSetting up the chief data office inside CollibraWhy people confuse Collibra for a data management software companyDefining value and data monetisationWhy selling data is the least common way of monetising dataHow to use data to turn it into moneyHow the immaturity of the CDO role affects the ability to monetise dataThe 5 enterprise capabilities of the MIT data monetisation frameworkWhy putting the data product in the middle is what makes the money The evolution of the data product and what it is or isn'tWhile monetizing data is difficult that's not an excuseWhy the ‘data as an asset' trend will be unstoppableBut, why most companies don't treat data as an assetThe Databricks V Snowflake debateWhy most data vendors are like ants in comparison to the ‘hyperscaler' titansWhy those titans are benefitting CollibraWhy organisations will never succeed in putting all of their data in one placeWhy the data vendor ecosystem still has a long way to growThanks to our sponsor, Data Literacy Academy.Data Literacy Academy is leading the way in transforming enterprise workforces with data literacy across the organisation, through a combination of change management and education. In today's data-centric world, being data literate is no longer a luxury, it's a necessity.If you want successful data product adoption, and to keep driving innovation within your business, you need to start with data literacy first.At Data Literacy Academy, we don't just teach data skills. We empower individuals and teams to think critically, analyse effectively, and make decisions confidently based on data. We're bridging the gap between business and data teams, so they can all work towards aligned outcomes.From those taking their first steps in data literacy to seasoned experts looking to fine-tune their skills, our data experts provide tailored classes for every stage. But it's not just learning tracks that we offer. We embed a deep data culture shift through a transformative change management programme.We take a people-first approach, working closely with your executive team to win the hearts and minds. We know this will drive the company-wide impact that data teams want to achieve.Get in touch and find out how you can unlock the full potential of data in your organisation. Learn more at www.dl-academy.com.

Madalina Tanasie, CTO of Collibra, shares her insights on AI governance, data intelligence, and SaaS evolution. She highlights how advancements in AI have democratized technology and emphasizes the need for solid data governance. Tanasie also stresses the importance of meaningful work for engineers to drive innovation. Her perspectives offer valuable guidance in navigating the tech industry's rapid changes. Key takeaways from the podcast are: Embrace change and new technologies. Stay ahead by welcoming advancements, especially AI. Instead of fearing it, integrate AI into your operations enthusiastically and make it a core part of your strategy. Connect work to meaningful outcomes. Ignite passion in your leadership and team. Ensure that engineering work is tied to meaningful customer results, keeping your engineers motivated and engaged. Accept failure as part of the process. Focus on moving forward and view failure as a learning opportunity. Embrace setbacks as part of the journey to continuous improvement and problem-solving. Our Guest: Madalina Tanasie LinkedIn: https://www.linkedin.com/in/madalina-tanasie/ Website: https://www.collibra.com/ Intro and background music: Craig MacArthur - Power Shutoff (www.youtube.com/watch?v=x74iB_jtauw)

How can businesses effectively navigate the increasingly data-driven world we live in today? In this episode, we sit down with Felix Van de Maele, CEO of Collibra, to explore the pioneering role of the Chief Data Citizen and its vital importance in the modern business landscape. Felix shares the journey and vision behind Collibra's decision to appoint the first ever Chief Data Citizen, a role that underscores the critical intersection of data governance and AI. As he explains, "You can't have AI without data, and you can't have an effective AI workforce without data citizens." We delve into the responsibilities and impact of this role, offering a comprehensive understanding of how it drives data-centric innovation and organizational success. Discover why Collibra has always been ahead of the curve in recognizing the strategic value of data in shaping the future of work. Felix discusses the rationale behind this forward-thinking approach and why other companies should consider embracing similar roles to stay competitive in a rapidly evolving digital landscape. Felix also sheds light on the rise of AI and the growing importance of data governance, providing insights into how businesses can leverage these trends to their advantage. Whether you're a tech enthusiast, business leader, or data professional, this conversation offers valuable perspectives on the role of data in driving meaningful change.    

Data isn't just the new oil; it's the engine driving transformation. Listen as Northern Trust's Adrienne Kiessel, Head of Enterprise Data Governance and Subbaiah Maneyapanda, Senior VP of Enterprise Data Management & Analysis break down how their organization's data strategy is revolutionizing its approach to data governance and management.Of course, achieving such significant strides in data governance isn't easy. But by treating data as a valuable asset and continuously fostering a proactive, collaborative culture, Northern Trust has shifted away from siloed operations to embrace a truly cohesive strategy; one that includes the use of data management tools, like Collibra. Recorded live at DC 24 in Orlando, this session is a rare glimpse at how to empower practitioners within your organization to begin leveraging data for innovation and informed decision-making.Three reasons you should listen to this episode:1. Proactive Data Culture. Learn how Northern Trust is moving from reactive to proactive data management, breaking down silos and fostering a culture where data is treated as a core asset across the organization.2. Strategic Integration. Discover the strategic integration of data governance tools like Collibra, which enhances data quality and consistency, supporting regulatory compliance and business innovation.3. Empowering Practitioners. Understand the comprehensive approach to empowering thousands of data practitioners through education, support, and a centralized governance model, driving meaningful and actionable insights.ResourcesConnect with ThomasConnect with AdrienneConnect with SubbaiahEnjoyed this Episode?Be sure to follow us so you never miss an update. You can leave us a review on Apple or Spotify, and share it with your friends and colleagues to help others learn more about the importance of a data-first digital transformation approach.Have questions? You can connect with us on LinkedIn. For more updates, please visit our website.

You may not think of people at work as your community, but they are. And when you build strong relationships with your community, you get more done. It's more creative. It's more resourceful. The results are just better.That's one of the things we're talking about today with the help of our special guest, Senior Director of Brand & Digital Marketing at Collibra, Victoria Bowman.Together, we take marketing lessons from Abbott Elementary, including partnering up with your coworkers, showing that you understand your audience, and testing your ideas before investing in them.About our guest, Victoria BowmanVictoria Bowman is an accomplished marketing leader with extensive experience building brands and accelerating growth in fast-paced award-winning companies, including Collibra, MITRE and Dell Technologies.She is Senior Director of Brand and Digital Marketing at Collibra, the leading data intelligence platform. Her team includes Brand and Creative, Digital & Websites, Social Media, Community and Marketing Operations. Victoria fosters a strong culture of trust and collaboration on her team, empowering impactful cross-functional work on campaigns, events, website optimization, thought leadership programs and evolution of the brand. Collibra was recently recognized with wins in multiple categories from both the MarCom Awards and Communicator Awards.At MITRE, a nonprofit which performs R&D on behalf of the federal government as well as industry partners, Victoria helped Strategic Communications navigate proper brand marketing in an organization dating back to 1958. Her primary focus was on relaunching mitre.org with a design system refresh and 90 net-new pages of concise content, as well as developing the employer brand and deploying high-impact campaigns to talent acquisition targets.As Director of Brand Marketing at Dell Boomi, a SaaS company within Dell Technologies, Victoria built and led large cross-functional teams of creatives and developers, relaunched the corporate website twice during her tenure, rebranded the company, and created infrastructure and improved processes that helped Dell Boomi to scale. These strategies enabled growth initiatives and lead-generating campaigns that resulted in direct, measurable business impact.Prior to working in tech / SaaS, Victoria held leadership roles in consumer packaged goods and online retail organizations. In those positions, she created innovative visual communications and marketing campaign strategies that effectively engaged B2B/B2C channels, planned and executed large events, expanded omnichannel brand awareness, and directly increased sales and customer retention.What B2B Companies Can Learn From Abbott Elementary:Partner up. Don't feel like you have to operate alone. Working collaboratively with others results in a more thoughtful, creative, and unique outcome. Victoria says, “Relationships are crucial to your success. All of the characters on Abbott Elementary really rely on each other. And they've built trust by learning across generations and different backgrounds. And I think that culture of trust really is what fosters great partnership and creativity and innovation. Fostering connections and gaining that shared understanding and having mutual support is important, and the element of discovery that comes from all of those shared experiences.”Show that you understand your audience. Appeal to their values, concerns, frustrations and priorities. That's when content “clicks” for them and you create an emotional bond. Victoria says, “Show that you understand and speak to and meet the needs of your audience. Exemplify that in your marketing, that you understand their problems, you understand their needs, that you are listening, that you're accessible.”Test. Try out new marketing strategies before really investing in them. Victoria says, “Be entrepreneurial. Try out new things. Experiment and test and improve the benefit before you sink budget and resources into something. That's how new activities can turn into successful programs. Never lose that sense of curiosity and that entrepreneurial approach.”Quotes*”To be successful at content marketing, you cannot work in silos. It takes a village to do B2B marketing well, and that means keeping the communication flowing and building trust and having that open collaboration.”*”Bring your whole self to work; your creativity, your resilience and humor. You really, as a leader, should set an example of how to be open and curious and flexible and authentic because it is contagious and it will help you to build an amazing culture on your team.”*”Experiment often. Learn from what works and what doesn't work and keep iterating. Model for people what it looks like to learn from failures and keep moving forward with optimism and lessons learned. So make sure you celebrate the wins that you recognize the great work and you build on it.  Time Stamps[0:55] Meet Victoria Bowman, Senior Director of Brand & Digital Marketing at Collibra[5:49] About the creation of Abbott Elementary[9:49] Marketing Lessons from Abbott Elementary[23:34] The Power of Different Perspectives[24:20] Importance of Setting in Storytelling[24:43] Building Community and Brand Consistency[25:29] Content Strategy and Customer Engagement[28:45] Collaborative Marketing Efforts[35:51] Measuring Content ROI[42:12] Careers in Data Series[43:44] Victoria's Upcoming ProjectsLinksConnect with Victoria on LinkedInLearn more about CollibraAbout Remarkable!Remarkable! is created by the team at Caspian Studios, the premier B2B Podcast-as-a-Service company. Caspian creates both nonfiction and fiction series for B2B companies. If you want a fiction series check out our new offering - The Business Thriller - Hollywood style storytelling for B2B. Learn more at CaspianStudios.com. In today's episode, you heard from Ian Faison (CEO of Caspian Studios) and Meredith Gooderham (Senior Producer). Remarkable was produced this week by Jess Avellino, mixed by Scott Goodrich, and our theme song is “Solomon” by FALAK. Create something remarkable. Rise above the noise.

Our guest today is Devon Montgomery, a Lead Solution Engineer at Collibra. Devon's path to Solution Engineering is interesting. It's not just that he was an SDR who got into Solution Engineering; what he was before and how he got there are also interesting.  show notes: https://wethesalesengineers.com/show321

We're celebrating Asian American and Pacific Islander (AAPI) Heritage Month with Denise Vu Broady, a Vietnamese refugee who has climbed the corporate ladder into the C-suite and is now a mentor to other women in the tech industry.Denise shares her inspirational story of how she blossomed from an introverted young girl to the outspoken powerhouse she is today as the Chief Marketing Officer at Collibra, a software development company.We chat about owning your voice in the workplace, learning from failure and how to find the right mentor—and cultivate the relationship. “Have a voice, be yourself and think about what you want and ask for it,” says Denise. “You cannot get to professional success without breaking some rules.” Theme: Own Your PowerEpisode Highlights:Working with different culturesLearning from failureBreaking the rule of being a quiet Asian immigrantAsking for what you wantCultivating relationships with mentors and sponsorsHow to find the right mentorThere's no such thing as being perfectCareers are marathons, not sprintsEarly career advice Mentioned in this Episode:Refugee Girl: They called us “The Boat People” by Hang Pham SonnenbergDenise's Bio: Denise Vu Broady is the Chief Marketing Officer for Collibra and is responsible for accelerating the company's marketing strategy, brand recognition, and growth marketing across the globe. Denise has 25+ years of enterprise technology experience and has held leadership roles at Appian, WorkForce Software, and SAP, with experience in go-to market, product launches, strategy, marketing, communications, and operations. Denise holds a double bachelor's degree in Marketing and Production & Operations from Virginia Tech.Connect with us on our social media: Instagram and LinkedInJoin our LinkedIn community where we discuss rule-breaking strategies for multicultural women.More from Alisa Manjarrez: Instagram and LinkedInMore from Courtney Copelin: Instagram and LinkedInMore from Dr. Merary Simeon: Instagram and LinkedInLearn more at www.whatrulespodcast.com.

Summary Maintaining a single source of truth for your data is the biggest challenge in data engineering. Different roles and tasks in the business need their own ways to access and analyze the data in the organization. In order to enable this use case, while maintaining a single point of access, the semantic layer has evolved as a technological solution to the problem. In this episode Artyom Keydunov, creator of Cube, discusses the evolution and applications of the semantic layer as a component of your data platform, and how Cube provides speed and cost optimization for your data consumers. Announcements Hello and welcome to the Data Engineering Podcast, the show about modern data management This episode is brought to you by Datafold – a testing automation platform for data engineers that prevents data quality issues from entering every part of your data workflow, from migration to dbt deployment. Datafold has recently launched data replication testing, providing ongoing validation for source-to-target replication. Leverage Datafold's fast cross-database data diffing and Monitoring to test your replication pipelines automatically and continuously. Validate consistency between source and target at any scale, and receive alerts about any discrepancies. Learn more about Datafold by visiting dataengineeringpodcast.com/datafold (https://www.dataengineeringpodcast.com/datafold). Dagster offers a new approach to building and running data platforms and data pipelines. It is an open-source, cloud-native orchestrator for the whole development lifecycle, with integrated lineage and observability, a declarative programming model, and best-in-class testability. Your team can get up and running in minutes thanks to Dagster Cloud, an enterprise-class hosted solution that offers serverless and hybrid deployments, enhanced security, and on-demand ephemeral test deployments. Go to dataengineeringpodcast.com/dagster (https://www.dataengineeringpodcast.com/dagster) today to get started. Your first 30 days are free! Data lakes are notoriously complex. For data engineers who battle to build and scale high quality data workflows on the data lake, Starburst powers petabyte-scale SQL analytics fast, at a fraction of the cost of traditional methods, so that you can meet all your data needs ranging from AI to data applications to complete analytics. Trusted by teams of all sizes, including Comcast and Doordash, Starburst is a data lake analytics platform that delivers the adaptability and flexibility a lakehouse ecosystem promises. And Starburst does all of this on an open architecture with first-class support for Apache Iceberg, Delta Lake and Hudi, so you always maintain ownership of your data. Want to see Starburst in action? Go to dataengineeringpodcast.com/starburst (https://www.dataengineeringpodcast.com/starburst) and get $500 in credits to try Starburst Galaxy today, the easiest and fastest way to get started using Trino. Your host is Tobias Macey and today I'm interviewing Artyom Keydunov about the role of the semantic layer in your data platform Interview Introduction How did you get involved in the area of data management? Can you start by outlining the technical elements of what it means to have a "semantic layer"? In the past couple of years there was a rapid hype cycle around the "metrics layer" and "headless BI", which has largely faded. Can you give your assessment of the current state of the industry around the adoption/implementation of these concepts? What are the benefits of having a discrete service that offers the business metrics/semantic mappings as opposed to implementing those concepts as part of a more general system? (e.g. dbt, BI, warehouse marts, etc.) At what point does it become necessary/beneficial for a team to adopt such a service? What are the challenges involved in retrofitting a semantic layer into a production data system? evolution of requirements/usage patterns technical complexities/performance and cost optimization What are the most interesting, innovative, or unexpected ways that you have seen Cube used? What are the most interesting, unexpected, or challenging lessons that you have learned while working on Cube? When is Cube/a semantic layer the wrong choice? What do you have planned for the future of Cube? Contact Info LinkedIn (https://www.linkedin.com/in/keydunov/) keydunov (https://github.com/keydunov) on GitHub Parting Question From your perspective, what is the biggest gap in the tooling or technology for data management today? Closing Announcements Thank you for listening! Don't forget to check out our other shows. Podcast.__init__ (https://www.pythonpodcast.com) covers the Python language, its community, and the innovative ways it is being used. The Machine Learning Podcast (https://www.themachinelearningpodcast.com) helps you go from idea to production with machine learning. Visit the site (https://www.dataengineeringpodcast.com) to subscribe to the show, sign up for the mailing list, and read the show notes. If you've learned something or tried out a project from the show then tell us about it! Email hosts@dataengineeringpodcast.com (mailto:hosts@dataengineeringpodcast.com)) with your story. Links Cube (https://cube.dev/) Semantic Layer (https://en.wikipedia.org/wiki/Semantic_layer) Business Objects (https://en.wikipedia.org/wiki/BusinessObjects) Tableau (https://www.tableau.com/) Looker (https://cloud.google.com/looker/?hl=en) Podcast Episode (https://www.dataengineeringpodcast.com/looker-with-daniel-mintz-episode-55/) Mode (https://mode.com/) Thoughtspot (https://www.thoughtspot.com/) LightDash (https://www.lightdash.com/) Podcast Episode (https://www.dataengineeringpodcast.com/lightdash-exploratory-business-intelligence-episode-232/) Embedded Analytics (https://en.wikipedia.org/wiki/Embedded_analytics) Dimensional Modeling (https://en.wikipedia.org/wiki/Dimensional_modeling) Clickhouse (https://clickhouse.com/) Podcast Episode (https://www.dataengineeringpodcast.com/clickhouse-data-warehouse-episode-88/) Druid (https://druid.apache.org/) BigQuery (https://cloud.google.com/bigquery?hl=en) Starburst (https://www.starburst.io/) Pinot (https://pinot.apache.org/) Snowflake (https://www.snowflake.com/en/) Podcast Episode (https://www.dataengineeringpodcast.com/snowflakedb-cloud-data-warehouse-episode-110/) Arrow Datafusion (https://arrow.apache.org/datafusion/) Metabase (https://www.metabase.com/) Podcast Episode (https://www.dataengineeringpodcast.com/metabase-with-sameer-al-sakran-episode-29) Superset (https://superset.apache.org/) Alation (https://www.alation.com/) Collibra (https://www.collibra.com/) Podcast Episode (https://www.dataengineeringpodcast.com/collibra-enterprise-data-governance-episode-188) Atlan (https://atlan.com/) Podcast Episode (https://www.dataengineeringpodcast.com/atlan-data-team-collaboration-episode-179) The intro and outro music is from The Hug (http://freemusicarchive.org/music/The_Freak_Fandango_Orchestra/Love_death_and_a_drunken_monkey/04_-_The_Hug) by The Freak Fandango Orchestra (http://freemusicarchive.org/music/The_Freak_Fandango_Orchestra/) / CC BY-SA (http://creativecommons.org/licenses/by-sa/3.0/)

Is data the Coast Guard's compass to new horizons? This week, Toan Do, Area Vice President of Federal Sales at Collibra, invites Capt. Brian Erickson, Chief Data and Artificial Intelligence Officer at the United States Coast Guard, to shed some light on the Coast Guard's transformative journey from traditional navigation to data-driven decision-making, illustrating how data is becoming the compass guiding the organization's mission and operations.Amid the challenges of implementing data analytics and AI within the Coast Guard, Capt. Erickson has come to recognize the value of starting small, focusing on high-priority use cases, and fostering a data-literate workforce. His personal transition from a career aviator to leading the Coast Guard's first data office is a perfect parallel to the evolving role of data as a strategic asset in enhancing mission effectiveness. And as if that's not already a shining example of leadership in data, Capt. Erickson is now preparing to pass on this newfound passion to his successor, setting the stage for a bright future of enthusiastically data-literate military personnel.Three reasons you should listen to this episode:Unique perspective on data's role. Capt. Erickson's journey from a career aviator to leading the Coast Guard's first data office highlights how data can be leveraged as a strategic asset in a multifaceted organization.Practical insights on data implementation. When approaching the integration of data analytics and AI, starting with small initiatives and developing a workforce that is proficient in data literacy yields big results.Strategic approach to data management. Order and efficiency are clearly a necessity in data management, as is incremental growth and easy wins to build confidence.ResourcesConnect with ToanConnect with Capt. EricksonEnjoyed this Episode?Be sure to follow us so you never miss an update. You can leave us a review on Apple or Spotify, and share it with your friends and colleagues to help others learn more about the importance of a data-first digital transformation approach.Have questions? You can connect with us on LinkedIn. For more updates, please visit our website.

In today's product-led convo, host Maja Voje talks with two exceptional experts from Amplitude: Tiffan Dano Kwan, the company's Chief Marketing Officer, and Ashley Brucker Stepien, the VP of Global Marketing. Together, they dive into why implementing an analytical system is essential for effective decision-making in leading a PLG strategy. The discussion explores valuable lessons from their experiences with some of the fastest-growing product-led companies, emphasizing the importance of establishing a legal system, measuring and monitoring pipeline growth and revenue in marketing, and aligning business objectives with a North Star metric. Key Takeaways: [05:25]: Setting up analytics [09:30]: Monitor key metrics and ROI [17:40]: Flexibility in planning  [25:30] Identifying key moments for users [27:30] North Star Metric for marketers [32:30] Input-output metrics and correlation to value [38:04] Setting up analytics system About: Tiffan Dano Kwan is the Chief Marketing Officer at Amplitude, known for her expertise in shaping the future of work through digital experiences. With a notable background as CMO at companies like Collibra and Dropbox, Tiffan leads Amplitude's global marketing strategy, focusing on creating exceptional customer-centric experiences. Ashley Bruker, VP of Global Marketing at Amplitude, is a growth expert with a track record leading teams across revenue field channels and product marketing. With experience at high-growth startups like Webflow, Ashley is a pivotal contributor to Amplitude's global marketing strategy, focusing on aligning marketing as a profit center and providing insights on legal systems for product-led growth strategies. Links: Tifenn Dano Kwan | LinkedIn Ashley Bruker | LinkedIn 

Welcome to the Scale with Strive Podcast,  the place where you come to listen to some of the world's most influential leaders of the SaaS industry.

A seismic shift is underway at Booking.com as the travel giant embarks on an ambitious cloud migration and data transformation journey. In this episode, Milo Milovanovic, Senior Director of Big Data Technologies, offers an insider's look at how they are reshaping their data analytics and machine learning platforms to accelerate innovation. By transitioning to the cloud and establishing robust data governance, Booking.com aims to unlock the full potential of their data. Milo explains how improved data quality, access controls, and lineage tracking enable analysts to spend less time prepping data and more time unlocking actionable insights. The end goal is simple: leverage technology to deliver unparalleled customer experiences… and trust in data to drive vital insights for the organization.Three reasons you should listen to this episode:1. Learn how data governance and quality unlocks innovation in the cloud. Milo provides an invaluable perspective into how Booking.com is streamlining their data analytics and machine learning platforms. By focusing on governance, access controls, and data transparency, they empower analysts to spend less time prepping data and more time generating impactful insights.2. Discover how to accelerate your analysts' productivity. Booking.com aims to reduce the time analysts spend cleansing data and increase the time they spend on value-add analysis. Milo explains how robust data governance and cloud migration helps them achieve this goal.3. Gain insider tips on executing major cloud transformations. Milo offers an insider's view of the real-world complexities involved in migrating analytics and ML platforms to the cloud. Tune in for wisdom on change management, delivering quick wins, and getting organizational buy-in.ResourcesConnect with Milo on LinkedInEnjoyed this Episode?Be sure to follow us so you never miss an update. You can leave us a review on Apple or Spotify, and share it with your friends and colleagues to help others learn more about the importance of a data-first digital transformation approach.Have questions? You can connect with us on LinkedIn. For more updates, please visit our website.Mentioned in this episode:Collibra recognized as a Leader in The Forrester Wave™Collibra was just named a leader in The 2023 Forrester Wave: Data Governance Solutions. To learn more about the report, check out http://collibra.com/datadownload-forresterwave-dgForrester Wave, Q3 2023

If the rise of Chief Data Officers (CDOs) within the public sector is any indication, we're currently witnessing a paradigm shift towards making data a fundamental cornerstone of government operations. What's more, as these agencies increasingly prioritize data, legislative acts like the Foundations of Evidence-Based Policymaking Act and the Open Data Act further underline the shift. In the quest for actionable insights from data, Adita Karkera, CDO at Deloitte Goverment, dives deep into the "so what" of data to spotlight the significance of ethically grounded AI, transparency in its applications, and the imperative for diversity in data teams. Tracing her journey from a database analyst to a pivotal, business-centric role, Adita underscores the essence of aligning data strategies with broader mission objectives. It's not just about collecting and analyzing data; it's about understanding its broader implications, the story it tells, and the impact it has on the people it serves.Three reasons you should listen to this episode:1. CDOs in the Public Sector: Understand the burgeoning role and significance of Chief Data Officers in governmental operations.2. The Universality of Data Literacy: Explore the significance of data literacy across organizations, how it's more than just for technical roles, and why CDOs are emphasizing its importance in developing a solid data culture and strategy for better outcomes.3. Ethics and Diversity in AI: Delve into the responsibilities of using AI in the public sector and the vital role of diversity, especially women, in the decision-making processes of data-driven solutions.ResourcesConnect with Adita on LinkedInEnjoyed this Episode?Be sure to follow us so you never miss an update. You can leave us a review on Apple or Spotify, and share it with your friends and colleagues to help others learn more about the importance of a data-first digital transformation approach.Have questions? You can connect with us on LinkedIn. For more updates, please visit our website.Mentioned in this episode:Collibra recognized as a Leader in The Forrester Wave™Collibra was just named a leader in The 2023 Forrester Wave: Data Governance Solutions. To learn more about the report, check out http://collibra.com/datadownload-forresterwave-dgForrester Wave, Q3 2023

In the ever-evolving world of data science, creativity is key to problem-solving. In this episode Mary Stimson, Big Data Analyst at Southwest Airlines, shares her journey into data science and how creativity has come into play in her role. Tune in as host Evan Wimpey chats with Mary about the importance of adaptability and innovation in data science, and how these elements play a role in creating solutions. Key Takeaways

Data strategy in 2023 is no longer a mystery. As businesses embrace data monetization, it's vital to understand how to convert data products into revenue sources. In this episode, we chat with Stijn Christiaens, co-founder and Chief Data Citizen of Collibra, who unveils the secrets of data strategy and bridges the gap between data and business language.Join us as we explore the evolving role of data engineers and their need for a deeper understanding of the products and applications they work on. We also discuss the significance of data democratization and the emerging data marketplace, which allows organizations to access and measure data value in a democratic way.Tune in to this insightful episode to stay ahead of the curve in data strategy.Here are three reasons why you should listen to this episode:1. Learn the importance of data monetization in your overall data strategy.2. Discover how the role of data engineers is evolving as they adapt to operationalizing machine learning models.3. Understand the impact of data democratization and the rise of data marketplaces on the business landscape.ResourcesConnect with Stijn on LinkedinEnjoyed this Episode?If you did, subscribe and share it with your friends! Post a review and share it! If you enjoyed tuning in, then leave us a review. Have any questions? You can connect with us on LinkedIn. For more updates, please visit our website.

Madalina Tanasie joins us to share her unique leadership journey as she transitioned from eng to operations, then back to her current technical role as CTO @ Collibra. We also cover strategies to improve engineering efficiency within your organization, factors to consider when scaling eng teams, maximizing your ROI when it comes to R&D, dispelling concerns when implementing culture changes, frameworks for scaling up, and more.ABOUT MADALINA TANASIEMadalina Tanasie is the Chief Technology Officer and an Executive Committee member at Collibra, where she oversees and leads the Software Engineering, Architecture, Production Engineering, Test Engineering, and Security activities.Madalina has over 18 years of software engineering leadership experience and her expertise is in service-oriented architecture, cloud-native distributed systems, and product operations with a focus on engineering practices, scale, and operational excellence. Prior to joining Collibra in 2020, she was the Engineering VP for Medidata Solutions' Unified Platform Organization, an organization she built from the ground up and led since 2010.She has been recognized as one of the Top 25 Software CTOs of 2023 by The Software Report.Additionally, she is a proud sponsor of Collibra's Women in Technology, and an active member of CHIEF, a network focused on connecting and supporting women executive leaders. Ms. Tanasie earned her BS and Master's in Computer Science at Polytechnics University of Bucharest."The reality is that they need process and structure to eliminate the noise and to create a space for solving really, really deep challenging problems. They actually want the process for the part that is mundane and boring and disruptive. So as they discuss about what's making their life harder than it needs to be, we are coming back to a lack of process, a lack of uniformity, a lack of clear communication channels between themselves or between other departments.”- Madalina Tanasie   Check out QA Wolf!Looking for a way to increase end-to-end test coverage, speed up your release cycles and reduce bugs from shipping to production? QA Wolf will build, run and maintain your test suite - so that you don't have to.QA Wolf gets you to 80% automated end-to-end test coverage in 4 months - and keeps you there – So your team can stay focused on shipping!Learn more & schedule a 30 min demo at qawolf.com/elcLooking for ways to support the show?Send a link to the show to your marketing team! https://sfelc.com/podcastsIf your company is looking to gain exposure to thousands of engineering leaders and key decision-makers, we have sponsorship opportunities available.To explore sponsor opportunities, email us at hello@sfelc.comSHOW NOTES:Madalina's unexpected career journey, beginning @ Medidata (2:13)How Madalina transitioned from engineering into operations @ Collibra (4:57)Qualities that make Collibra's culture stand out (5:46)What opportunities stood out when Madalina was evaluating the Collibra role (7:35)Four considerations to keep in mind when scaling eng teams (9:07)The Spotify model vs. Agile model & what worked for Collibra (15:19)Challenges to adopting new management models (19:18)Strategies for navigating people's expectations (20:58)Insights gained from Madalina's “listening tour” (23:20)Frameworks for addressing concerns around culture while scaling (25:04)Madalina's perspectives on improving engineering efficiency (26:51)The right balance between cost of ownership and R&D (30:07)Collibra's new product introduction process & its impact on R&D (31:28)Questions to help guide teams throughout the new framework (33:11)Rapid fire questions (34:22)This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

In der Rubrik “Investments & Exits” begrüßen wir heute zum ersten Mal Oliver Schoppe, Principal bei UVC Partners. Oliver hat die Finanzierungsrunde von Henchman und Ramp kommentiert: Das in London ansässige Startup Ramp hat in einer von AlbionVC und Eurazeo angeführten Seed-Runde 4,7 Millionen € (5 Mio. $) erhalten, um Unternehmen bei der Verbesserung von Prognosen zu unterstützen. Die Plattform von Ramp nutzt kohortenbasierte Prognosen, um Szenarien zu erstellen, die das Kundenverhalten, den künftigen Umsatz und das jährliche Wachstum prognostizieren. Ramp wird die Mittel nutzen, um das Onboarding zu optimieren und die Skalierung zu ermöglichen. Zu den Kunden des Unternehmens gehören Space Ape Games, FRVR, Pixel United und Netspeak Games.Das belgische LegalTech Henchman hat in einer Series-A-Finanzierungsrunde unter der Leitung von Adjacent VC und German Acton Capital 6,5 Millionen Euro erhalten. Beteiligt waren auch Conviction VC und Business Angels, darunter die Gründer von Showpad und Collibra. Henchman hat sich zum Ziel gesetzt, die Rechtsbranche in das digitale Zeitalter zu führen, indem es künstliche Intelligenz einsetzt, um den Prozess der Vertragserstellung zu verbessern. Über die Plattform können Rechtsteams auf bereits geschriebene Klauseln und Definitionen zugreifen, um Verträge durch neue Vorschläge, Übersetzungen und Anpassungen zu verbessern. 

Domi Sinclair, Technical Writer at Collibra joins us in this episode of Knowledgebase Ninjas Podcast and talks about the relevance of user empathy in creating support documentation.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today I’m excited to have Julie Cecilio from Collibra join us. Julie, I would love for you to introduce yourself, your role, and your organization to our audience. Julie Cecilio: Great, thank you so much, Shawnna. Thanks for having me. As you said, my name is Julie Cecilio and I am the vice president of go-to-market revenue enablement here at Collibra. I am coming up for two years, and have been in high-tech for quite some time. I was previously at VMware and before that at Cisco all in various roles supporting the sales organization’s effectiveness. SS: I’m excited to chat with you because, in addition to organizational effectiveness, one of your areas of expertise for you is also around change management. So I’d love to hear from you and your perspective. Why is change management an important area of focus for enablement leaders? JC: Yeah, it’s an interesting inflection point, isn’t it? I actually started out my career in marketing and have a graduate degree in marketing and found out that I didn’t want to be quite that removed from the people that I was trying to engage with, but the principles are very much the same. You’re trying to change buying behavior, right? You’re trying to build a brand, and you want somebody to buy more of your products and services, so it’s a very similar formula to sales enablement. I worked my way from marketing into a change management role at Cisco where we were trying to support our services sales organization in how we were selling services with customers and partners, and we rolled out a lot of change, whether it was the pricing and packaging or the systems that they had to work with, and so I was able to apply a lot of what I did on the marketing side to change buying behavior to that change management approach with customers and partners at Cisco. That was my first foray into change management and what I really learned from that was you have to take a very good look at what is the delta of the behavior that you’re trying to change and how much effort is it going to take to get that change to stick. When I morphed over into the sales enablement side, it’s really again the same principles. You are trying to drive transformation within a sales organization, most likely. I’ve been in high tech as I mentioned for a number of years and we’re always evolving and changing quickly and trying to keep up with or ahead of the market. The pandemic is a great example of this. Sellers had to learn how to do things virtually, much as these podcasts have just mushroomed into something really important for people to be able to connect with others and do things like thought leadership. It’s like, okay, well how do we reach our customer base in a different way? Virtual selling skills are an example of how we had to adjust and so then you have to look at well what are the things that are changing, what are the tools, the technologies, the skills, knowledge, behavior and then figure out where people are now and where you want them to be. Based on that you put an enablement plan together also known as a change plan to get them from here to there and then track your progress along the way and look at the business results. It’s kind of a nice through line between changing customer buying behavior to changing seller behavior all about driving transformation for the company. SS: Absolutely. I think it absolutely is a critical thing that enablement and leaders need to be able to impact, but change can be hard. I’d love to get some advice from you. What are some of your best practices for effective change management? JC: Great question. We’re actually working on this right now at Collibra. One of the big things is sponsorship. Making sure that you are aligned with your strategic initiative or strategic plan for the company for the year for the three-year plan, whatever it is that you’re rooted in and then make sure that you’ve got that sponsorship upfront for the initiatives that you’re driving and then create those early successes in those wins. The best way to create that sponsorship is to be clear on where we are and where we want to be and make sure that’s aligned and then clear on what it’s gonna take to get from here to there and maybe even some of the risks and obstacles that you’re facing and get that help. Then work with the leaders to establish some of those quick wins and those success stories that you can highlight as proof points, because sales and sellers, even our partners, often are motivated by the shortest route to closing, closing the sale, but oftentimes that doesn’t drive the right behavior, which is, let’s say we want to drive and NPS with the customer or we want to drive an expansion behavior with our customers and so we want to make sure that we are thinking long term and we’re not thinking short term as an example. How would you get people through that knothole of like well sort of the bird in the hand versus having the whole flock with you is kind of the way to think about that. SS: I’d love to drill in a little bit more on that because you hit on a really key point and that is the long-term adoption of behavior change. What are some strategies that practitioners might be able to use to motivate behavior change amongst reps to get that long-term adoption? JC: Having those early successes really helps. Making it tangible to people so they can see that they’re getting better, win rates, bigger deal sizes, shorter sales cycles, so understanding what your KPIs are and then reporting back on those on a regular basis. We do some things around dashboards that allow managers and senior leaders to be able to see the impact of the change programs that we’re running otherwise known as sales enablement training every quarter and so they can see that, okay, we said we wanted to shift to this new sales methodology let’s say and why? Well because we’re seeing those who are applying the knowledge and the skills are seeing the impact to their deals. They’re seeing their quota attainment come sooner, they’re seeing their customers having a higher sat rate etcetera. So connecting the two dots for people so they can see that it’s going to benefit them and the company right and our customers ultimately because we want them to be happy and using our products and services as well and making that really tangible for folks and keeping it front and center about these are the KPIs this is how it’s going to make our customers happier you more successful and the company is going to be able to reach strategic objectives. SS: I love that. I want to shift gears because I noticed too that on LinkedIn you mentioned that authentic leadership plays a key role in enablement's ability to inspire teams to achieve high performance. Now I love that because I feel like we all need an extra dose of inspiration nowadays, but can you tell our audience about what authentic leadership means to you? JC: I just led a breakout session on this last week because I also lead our women of Collibra employee resource group here and back to being virtual again, we don’t have a lot of time with each other. We’re always running from one meeting to the next. We don’t have the opportunity to get to know people on a more casual basis to identify commonalities and I think we just have to create space for that. Allowing people to bring their whole selves to their job every day is really important for a couple of different reasons. We know that diverse workforces on whole are more productive and more impactful, and so we want to encourage that diversity. We don’t want people to mask that we’re all looking the same, doing the work the same, and approaching the work the same, and part of that includes encouraging people to bring their whole selves to their job every day. Again, I think back to the pandemic a little bit, it sort of forced this. We all saw each other’s animals, children, spouses, and whatever was happening in the background because we were all trying to figure out how to adjust. So we were sort of pushed into it a little bit. We don't want to walk away from that in my opinion. We want to continue to encourage people to bring their whole selves to work and that’s when I can understand that somebody is having a great day and they’re getting a lot done and we can really give them some shout-outs for that. Then there are times when they’re struggling a little bit and then maybe need a little more air cover or support or leadership there. I think it’s really important to do that yourself and that’s what authentic leadership is to really lead by example. So making sure that I’m clear with my team and my coworkers because one of the things I love about enablement is we work probably one of the more cross-functional teams in the entire company. Whether I was at VMware or here at Collibra, I found that pretty consistently and leading by example is important. I’ve had several people reach out to me offline to ask for guidance or support asking how did you do this. You just do it, you just do it, and don’t be apologetic and be clear that this is coming from your heart and in a good place and people will build trust with you, and then you also create that opportunity for really diverse viewpoints and approaches to things and in that way you build more trust. It becomes a self-fulfilling cycle. That’s my experience. SS: Yeah. Now, to tie it back though, how does an authentic leadership style help you effectively drive change as an enablement leader? JC: Yeah, great question. At the end of the day, in both cases, I think trust is the big word and on the change management side, you build trust by understanding that change, communicating it, identifying the successes, and then tying it back to outcomes. Oftentimes you’re asking people to take a little bit of a leap of faith with you. It’s like, yeah, I’ve got a plan and I know what I expect to get out of it and I want you to get in the boat and go with me, but I’m gonna point out all the sights along the way so you can see that we’re working our way towards that end goal of that end journey, but there’s trust there and the same thing with leadership, in general, is creating that that space of trust and allowing people to feel safe. There’s a new newish more common topic that gets talked about a lot, which is around, you know, safety, emotional safety in the, in the workplace and I think people feel like they need that connective tissue to kind of go with you on that change journey in order to really do their best work every day. SS: I couldn’t agree more. Now, last question for you Julie. As a broader business landscape changes we’ve seen with the recent economic environment, customers are often experiencing change right alongside our reps. How can enablement help go-to-market teams support customers as they navigate these changes themselves? JC: So I think some of it is a continuation of the previous topic, is really extending your authentic self into those customer conversations, helping the customers understand what the success could look like with your product and service and how that’s going to help them and their company achieve their goals and objectives because at the end of the day, that’s really what we’re trying to do in most cases, is to help other organizations achieve what their stated goals are. We all have a piece of skin in that game, whether we are on the buying side or the selling side. So I think that’s one thing, is just to sort of encourage those mindsets and those behaviors. The second is to have a closed-loop idea of what the customer buying journey looks like. Enablement should be able to connect the dots all the way from a lead generation where our marketing organization drives a lot of that digital interface and we know more and more customers are preferring a rep-free or a seller-free quote-unquote buying environment. So that connection between the customer’s digital experience and then their live experience, whether it’s in person or virtual, needs to be seamless. What we can do is help connect those dots to make sure that the programs, the messaging, the tone, the tenor, the knowledge, everything that’s up, you know, on our websites and through our emails and the way we engage with customers digitally feel continuous when the customer comes into buying engagement with a live person, whether that’s an SDR BDR or it’s a strategic major enterprise sales rep or your SCs or your professional services team when we come through the implementation. So making sure that we’re helping to connect the dots all the way through and staying really focused on those core values that are important to our company and that we extend those all the way through to our customer engagement. SS: I love that approach. Julie, thank you so much for taking the time to chat with us today. I appreciate your insights. JC: Thank you very much for taking the time. I appreciate it SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you'd like to share or a topic you'd like to learn more about, please let us know we'd love to hear from you.

Databedrijf Collibra, een echte Belgische 'tech-trots' verhuist op papier naar... Nederland. Daar zijn de regels soepeler. Moeten we daar... traantjes om laten?Er is nóg een mogelijke verhuis, maar dan fysiek van Brussels Philharmonic. Ruilt het orkest zijn huidige huisbaas, het Brusselse Flagey, in voor de werk-winkelwijk Broeklin in Machelen?En hoe lang voor je elektrische vrachtwagens ziet opduiken op de snelweg? Waarschijnlijk niet lang meer. Wij hebben de cijfers! Host: Bert RymenProductie: Roan Van Eyck en Lara Droessaert Wie zijn geld eens goed aan het werk wil zetten in deze tijden van hoge inflatie, moet zich inschrijven voor Finance Avenue. Dat is grootste geldbeurs van België, volgende week zaterdag 3 december in Tour & Taxis in Brussel.Inschrijven is gratis!  Heb je altijd al graag willen beleggen, maar niet met echt geld? Gewoon virtueel, zonder risico? Doe dan mee met de beursrally van De Tijd. Dan kan je er nog een prijs mee winnen ook. Inschrijven op beursrally.be.  Geboeid door wat je hoort in De 7? Overweeg een abonnement op De Tijd, nu in een uitzonderlijk ontdekkingsaanbod.See omnystudio.com/listener for privacy information.

Join us LIVE at Collibra's DC'22, where we talk about the relevance of data intelligence. We are joined by the 2022 Collibra Excellence Award-Winners: Acceleration All-Star winner Heather Wentworth, chief data officer of Accelerant Holdings; Program of Year winner David Mitchell, senior director of engineering of Cox Automotive; and Collibra Ranger of the Year Peter Vennel, enterprise data strategy and execution executive of Equifax.How do businesses strike the ideal balance between powerful analytics and ease of use? Tune in to learn how data intelligence can help you solve problems and grow your business.Here are three reasons why you should listen to this episode:Learn why these individuals and companies stand above the rest in data intelligence.Discover the secret to maximizing Collibra.Unravel the future of data intelligence.Resources Learn more about CollibraAccelerant Cox AutomotiveEquifaxConnect with our guestsHeather: LinkedInDavid: LinkedInPeter: LinkedIn | TwitterEpisode Highlights[01:54] Collibra Award's SignificanceAccording to Heather, the Acceleration All-Star of the Year award represents the company's efficient planning and implementation from start to production.David sees the Data Program of the Year award as a culmination of their data strategy and execution efforts. It also highlights their culture of innovation and collaboration. Winning the Collibra Ranger of the Year award, Peter considers their company's decision to use Collibra a wise investment. [06:47] How They Started in the Field of Data David was a software engineer before moving into the financial data industry, where he discovered his love for problem-solving and helping customers.Heather shifted careers because of the culture of valuing sizzle over data.Given his professional background, Peter's transition into the data industry was not by chance. As he continues to work in the field, he hopes to improve its quality.[13:12] Reduce the Swivel Chair Instead of focusing on various aspects, it is best to concentrate on system engagement.David: “As you look at bringing people processing technology together, you've got to win the hearts and minds of people to actually get involved in [system engagement].”Learn how to use Collibra's automation to pull information rather than having people do it.[14:25] The Secret Sauce Your team is the key to success.Start-ups have a significant advantage in moving around the data ecosystem quickly.Understand your company culture.Heather: “​​All of my...

Join us LIVE at Collibra's DC'22, where we talk about the importance of data governance with Joe Wallace, senior manager for Digital Asset Governance, Adobe, and Ryan Galloway, senior vice president for Moody's Corporation. How can companies improve their data quality and decision-making processes? Listen as they explore some of the challenges associated with data governance and share tips for overcoming them. Tune in if you want to learn to integrate effective and ethical data governance in your company.Here are three reasons why you should listen to this episode:Find out how Adobe and Moody's Corporation integrate data governance.Learn how Adobe and Moody's Corporation utilize data governance to achieve their company goals.Discover how data governance can help companies succeed in today's market.Episode Highlights[03:09] Moody's Corporation and Data Governance Ryan: “I always say push versus pull. It's a journey. You have to start there.”Moody's Corporation welcomed data governance to their company because they believe it would be helpful for business. As a result, they found an advocate for data governance and thought of using it to solve business problems.Any company interested in integrating data governance should consider building the following: standards and policies, business partners, advocacy, and real governance.Once these are in place, form a data governance team to help solve real data-related business problems.Focus on the mantra, “success breeds success.”[04:13] Digital Asset Governance and Data GovernanceJoe: “Fish with a smaller fish to get a bigger fish.”Adobe started small and ended big by building data governance around the company's goals.It grew exponentially as more and more people heard and saw the data-related efforts the company was doing.The people could enrich the company because it dedicated its time to guiding them, providing them with playbooks, and facilitating their work.[07:16] Data, Water, and CakeJoe believes that data is like water. You trust the source that the water is clean.He adds that data is a component of a cake. The top layer where the frosting sits pertains to the business layer (e.g. process flows, business rules), the one people see.Below the frosting are the data products. The final layer is the data lineage.The three layers compose every company's data governance. They are assets that draw customers in and protect them.Data governance should always be customer-centric.[10:34] The Future Of Data GovernanceSociety has moved from wanting more data to trying to solve the problem of excess data. Hence, Joe believes that over the next ten years, people will start labeling and organizing data.Joe: “The groundwork is there. But I think there's just gonna be more and more and more and more data.”Ryan agrees that there is a ton of data in society today. So, the challenge for people now is defining meaningful and not meaningful is critical.He adds that automation will improve. Scanning databases and grading data lineage could become automated in the future.Ryan: "You're never done with data governance. We must realize this isn't going away. This is something we're going to have to continue doing."About Joe and RyanJoe Wallace is the senior manager...

The winds of change are always blowing in cybersecurity, but there's moments when they reach a gale force, When the landscape is reshaped dramatically by an event that hits us like a hurricane, changing how we feel about our jobs, our industry, and perhaps even shaking our resolve to continue on in the same career path. When Joe Sullivan, former head of security for Uber, was found guilty of concealing a breach in early October the effect was immediate. No matter how you felt about Joe or the court case itself, the implications for security leaders— and especially those at public companies— were clear: you could now face criminal charges for mishandling a breach. Fines, jail and likely never be employed again in cybersecurity.This episode of Security Voices is a roundtable format with Jack, Dave and 3 security leaders: Justin Dolly, Myke Lyons and Bob Fish. All have a broad range of experiences and represent together a combined 70+ years in cybersecurity. Our focus throughout the ~80 minute conversation is not dissecting the Joe Sullivan case, but discussing the implications for security leaders. Will CISOs insist on having their own outside counsel in the future? How much insurance is now the right amount and type for a security leader? Does this alter our approach to social media, knowing that everything we say could have very serious implications?A clear picture of the unsettling impact of recent events emerges from the dialogue: the conviction of Joe Sullivan makes us feel less safe as security professionals. For an industry that is often accused of tribalism and secrecy, this event raises the stakes of how we communicate profoundly, threatening to drive important conversations even further into ephemeral messaging and private Slack rooms. In these quiet locations we can ask honest questions such as whether the modern CISO is simply being set up to fail given perennially undersized budgets, too small teams and the now outsized consequences of data breaches.

Data can drive game-changing business decisions, but inconsistent data can do the opposite. The world of data has come a long way, but we still see businesses with problematic data reporting, which leads to their eventual downfall. The more we use data, the more we need to see it as both an asset and a responsibility. In this episode, our host, Jay Militscher, invites Stijn Christiaens, Collibra's very own Chief Data Citizen, to explore the topic of data citizenship and what it means for companies and data professionals. They will dive into what it means to be a data citizen and how to be intentional about data usage. Stijn also shares Collibra's growth over the years and showcases the importance of continuous improvement as data citizens. They also discuss the upcoming Data Citizen Conference and what it means to thrive with data. By listening to the episode, you will: Learn about why correct data handling is critical for businesses to thrive in today's world. Discover the meaning and context of data citizenship. Understand the value of different kinds of data literacy skills in an organization. Find out what questions to ask when using data to create and develop products. Pick up insights on how data drives continuous improvement. Want to know more about how to be a better data citizen? Tune in to discover the what, how, and why of being a data citizen.

0:00 -- Intro.2:08 -- Start of interview.2:45 -- Alison's "origin story". 5:07 -- Her experience in management consulting with McKinsey & Co and Kearney.5:49 --  Her experience as CFO at Barclays Global Investors (now BlackRock) and with private equity as the managing director of Belvedere Capital, focused on investing in US banks and financial services firms. The challenges of banking post-financial crisis and Dodd-Frank (2010).9:26 --  Her pivot to fintech and blockchain investing. Since 2014 she's been investing in crypto. She co-founded Blockchain Coinvestors with her husband Mathew Le Merle.11:57 -- Her take on the future of blockchain "I think that it's completely inevitable that fully digital assets and fully digital payments are coming, it's just a matter of time [but timing is everything if you're an investor]." "There is no doubt in my mind that blockchain technology is a massively important component of the next generation of our global digital economy." "We will have fully digitally enabled payment and assets as part of our next generation web [some referred it as Web 3.0]."13:38 -- On her experience with public company board service. Her first board was in 1998 with Dispatch Management Services Company [Founded in 1994 by Linda Jenkinson and Greg Kidd. DMSC was a publicly traded company that handled point-to-point delivery services]. At the time she was CFO at BGI. Since then, she has served on 22 corporate boards, over half of them public companies, the others in private companies. "It's been fascinating and I really enjoy [this work] enormously."16:51 -- In 2011 she was invited to join the board of the Royal Bank of Scotland. That was her introduction to U.K. corporate governance. She was on the board for 9 years, because there are term limits in the U.K. [after 9 years, a director is no longer considered 'independent'].20:25 -- On dual-class share structures adopted in the UK (against the long standing "one share, one vote" principle).21:24-- On the role of the board in strategy and innovation. "When public companies lose a lot value, 80% of the time it's because of strategy missteps."25:51  -- How should boards deal with crisis management. "From the crisis that I've experienced as a director, ~40% of them have been due to exogenous factors, and ~60% have been due to self-inflicted wounds (such as bad culture, personality clashes, single person failure, etc)." In the latter case, a lot of them could have been spotted earlier by a really engaged board that was connected enough to the company to understand that these things were arising."28:21  -- On whether having more inside (executive) directors on boards impacts at all the governance of the company.29:54 -- On the idea of having employee representatives on corporate boards of directors. "We explored this seriously at RBS, but we decided instead that a sub-committee of the board spend time on 'employee listening sessions' and we created a workers' council to connect on these matters." "I think that U.S. boards could really benefit from more listening sessions with key stakeholders."32:47 -- On the evolution of sustainability and ESG. Her experience with Barclays Global Investors, and the vision of then CEO Patty Dunn, who questioned the idea of companies having great short term value but leaving a wake of damage that later society and/or tax payers had to pay. She posited having a more active role as stewards of long term capital for a more sustainable future. The case of RBS, going from darlings of Wall Street to almost the world's biggest bank failure. "That was a wake up call." "I am a big fan of ESG broadly defined." "I am really excited that [big institutional investors] have leaned in and are tipping this discussion."38:58 -- On the growing influence of large institutional investors in corporate governance: "The [beneficiaries of large index funds] do not want short-term high profit at long-term costs to the economy and people's lives." "I'm very supportive of large institutional investors focusing on broader societal issues and the health of capitalism." "Can capitalism retain the trust of the people that live in a capitalist system?" "I mean, you could democratize the whole thing and say everyone has a vote but your average person is not investing the time to get really educated on these issues."41:35 -- On the books that she's co-authored with her husband Matthew Le Merle: Build your Fortune in the Fifth Era,Corporate Innovation in the Fifth Era,Blockchain Competitive Advantage, andThe Intelligent Investor – Silicon Valley.44:55 -- No specific books "that have changed her life", but she's a big reader of The Economist.45:42 -- Who were your mentors, and what did you learn from them? Patty Dunn, ex CEO of BGI. "She touched my heart, as well my [mind]. She was a great leader and was very inspirational."Ross McEwan, ex CEO of RBS47:26 -- Are there any quotes you think of often or live your life by? From Desiderata (1927): "With all its sham, drudgery and broken dreams, it is still a beautiful world. Be cheerful. Strive to be happy." 48:32 --  An unusual habit or an absurd thing that you love: "Making jam with my husband, we make a killer Lemoncello and apricot jam"!49:14 --  The person(s) she most admires: entrepreneurs from the Renaissance Entrepreneurship Center (she's a board member of this organization).Alison Davis the Co-Founder and Chair of Blockchain Coinvestors & Fifth Era, a leading VC firm investing in blockchain and Web 3. She currently serves as an independent director at Silicon Valley Bank, Fiserv, Janus Henderson Investors, Collibra and Pacaso. She also serves as the Chair of the Advisory Board for Blockchain Capital LLC, advisor to Bitwise Asset Management and board member of the NACD Northern California Chapter.__ You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Data culture is becoming an increasingly important philosophy in the modern enterprise.  Making data-driven decisions is critical to the success of a company in today's world, and there really is no better way to do that than ensuring a data culture runs through the firm.  There are plenty of studies that show a correlation between the maturity of a data culture and the success of a business, https://www.collibra.com/us/en/resources/idc-data-intelligence-report (including this one from Collibra) which states “Organisations with higher levels of maturity across their data culture are likely to realise higher business benefits and performance versus peers.” In this episode of the EM360 Podcast, Editor https://em360tech.com/user/3673 (Matt Harris) spoke to https://em360tech.com/solution-providers/databricks (Databricks)' Field CTO https://www.linkedin.com/in/robin-sutara/ (Robin Sutara) at Big Data London 2022 to discuss:  Building and maintaining a data culture Data culture maturity The Women in Data movement

Data culture is becoming an increasingly important philosophy in the modern enterprise. Making data-driven decisions is critical to the success of a company in today's world, and there really is no better way to do that than ensuring a data culture runs through the firm. There are plenty of studies that show a correlation between the maturity of a data culture and the success of a business, including this one from Collibra which states “Organisations with higher levels of maturity across their data culture are likely to realise higher business benefits and performance versus peers.” In this episode of the EM360 Podcast, Editor Matt Harris spoke to Databricks' Field CTO Robin Sutara at Big Data London 2022 to discuss: Building and maintaining a data culture Data culture maturity The Women in Data movement

Data analysis, data science, and machine learning. The boundaries between these three may not be apparent, but these fields are related and interconnected. So it's possible to start a career in one and dabble with another. Data has made it easy to connect and acquire information. However, we must be vigilant in upholding privacy. In this episode, Gretel De Paepe, senior data scientist at Collibra, shares what she's learned in her data career. She tackles the importance of data in our lives and its incredible value — in the present and the future. Lastly, she tackles myths on artificial intelligence and machine learning. Tune in to the episode to learn how to handle data correctly. Here are three reasons why you should listen to this episode:Find out what inspired Gretel into pursuing data science. Learn how to appreciate data in making our lives better from both the average user's and company's perspective. Go beyond data bias and our misconceptions around artificial intelligence and machine learning. ResourcesConnect with Gretel on https://www.linkedin.com/in/greteldepaepe/ (LinkedIn). Episode Highlights[01:02] Machine Learning Projects at CollibraCollibra offers many services to their customers. Data classification helps companies classify fields that contain personally identifiable information (PII) data. Asset recommenders give a list of recommendations based on one's datasets. Similarity detection looks for similar assets to prevent potential duplication and keeps the database clean. [02:42] Defining Data Science, ML and AIData analysts looks at the data to provide a data-driven answer for a business question.  Data science deals with statistical modelling. The leap from data science to machine learning (ML) is small because machine learning is one way to model data. ML is simply a tool in the data science toolkit.  [04:51] Gretel's Data JourneyGretel's progression from data analysis to data science was a natural process. When solving different challenges, you must explore other techniques and build up your portfolio. She invested time and money into learning about machine learning. [10:19] Gretel's Natural Interest in Data ScienceGretel treats data analysis like a hobby. She easily loses herself in a project because she's interested in data science. Gretel: “Usually when I start with a project, there's not much information yet. It's sort of, “Oh, we may wanna do something in this area. But we don't really know yet what it is.” And so, the whole exploration phase of trying to identify what it is that we could do, what techniques we could use. And compare them, just try them out and compare them. It's a creative process.” [14:05] How Data Gives Value to ConsumersWe use data in statistics. Data is used often in our daily lives and provides many benefits. [19:24] The Myths and Unnecessary Hype around Data ScienceMarketing for artificial intelligence should focus on the fact that it's only artificial.  A machine's algorithm is limited by what it's trained to do. [23:26] Data BiasGretel: “If you have a bias in your data, you will have a bias in your model. So your model is indeed only as good as the data that you train it on.” Big tech companies open source their models, architectures, and patent packages. However, their data isn't. Obtaining data that's vast and also diverse is a challenge. Security has to be built-in from the start to ensure the obtained data isn't biased. [26:23] Auto-MLAuto-ML only works well when the hyper parameters are already known.  Computer vision enables the detection of objects in images equal to or sometimes better than human accuracy. Another breakthrough was also seen in NLP but language is more complicated than pictures since it's constantly evolving. [31:03] Data Science in the Next Five YearsPeople will see value in combining ML with privacy protection. Gretel: “Machine learning is a little greedy beast. It needs a...

Evgenia Plotnikova is a General Partner at Dawn Capital where she leads on investing in exceptional SaaS companies from early stage to pre-IPO. She is particularly passionate about data, automation and cloud infrastructure. Some of her investments include Dataiku, Firebolt, Shoreline and Soldo. Dawn is Europe's leading specialist B2B software investor, having partnered with the likes of Mimecast, iZettle, Tink and Collibra amongst others. Prior to Dawn, Evgenia was a VC at Atomico, spearheading its entry into France, and an investor at TPG Capital, having started her career at JP Morgan. Download the Callin app for iOS and Android to listen to this podcast live, call in, and more! Also available at callin.com

The issues our society face today are increasingly complex and urgent. The rise of technology and the impact of the pandemic has put the spotlight on our growing social and environmental crises. But these crises are an opportunity for companies to rise up and show their worth. Now more than ever, companies are called to shift their solutions and initiatives in a way that will positively impact society at large by engaging in collaborative and holistic solutions. This way, they foster a more responsible corporate environment and create a sustainable future for all. In this episode, Melissa Mavlanova-August, the Global Head of Equity and Impact at Collibra, discusses the link between ESG and DEI. Melissa shares the initiatives and programs Collibra organizes to promote social and environmental awareness across the company. She also discusses the work involved in ESG and DEI career paths and the importance of storytelling in sustainable change management. Tune in to the episode to understand the impact incorporating ESG and DEI can have for creating sustainable and ethical companies. Here are three reasons why you should listen to this episode:Learn the meanings of ESG and DEI and the direct link between them. Discover how companies can shift to a sustainable social and environmental focus. Find out how to get into the ESG and DEI career paths. Resourceshttps://www.collibra.com/us/en (Collibra) https://bluedot.global/ (BlueDot) https://www.bluedotlaw.com/public-benefit/ (BlueDot Public Benefit Reports) https://www.teachfirst.org.uk/ (Teach First) https://www.accenture.com/ph-en (Accenture) https://www.amazon.com/Setting-Table-Transforming-Hospitality-Business/dp/0060742763 (Setting the Table) by Danny Meyer Connect with Melissa on https://www.linkedin.com/in/melissamavlanovaaugust/?trk=public_profile_browsemap&originalSubdomain=uk (LinkedIn) Connect with Jay on https://www.linkedin.com/in/jay-militscher/ (LinkedIn) Episode Highlights[01:56] Environmental Social Governance (ESG) and Diversity Equity Inclusion (DEI) at CollibraESG is about ensuring a sustainable business that's well-protected for the future in terms of its practices and human resources. Before formally starting their ESG efforts, Collibra's DEI-related work had shifted its focus on corporate social responsibility.  They realized that there is a direct link between ESG and DEI. Melissa's team looks after everything — the planet, people, and economy. [03:48] Employee Resource Group (ERG)Many of Colliibra's appetite for environmental, sustainability, and DEI work has come from their employees. Collibra had the environmental community, Planet Collibra Community, before formally establishing an ESG team. They rebranded ESG to "communities" to focus more on the human touch.  Collibra has nine DEI-related communities that foster a sense of inclusion and accountability. [05:08] Shifting to an Environmental FocusThe pandemic has brought the environmental crisis to the forefront of media and industries. There is a direct link between system inequality, systemic change, and environmental inequality. Environmental crises impact marginalized communities most. Collibra's growing sense of environmental responsibility led them to formally establish ESG and DEI into their framework. [06:41] Planet Collibra Community's Earth Month ProgramsFor Earth Month, Collibra organized an employee-led program aiming to promote environmental consciousness and awareness across the company. At the Reunited Company Employee Conference, employees built a water filtration system to be shipped to a country in need.  Planet Collibra focuses on practical, measurable value. [09:10] Collibra Swag StoreCollibra integrates ESG principles across the business into company plans and processes, such as the Swag Store The Swag Store is a product of Collibra's partnership with BlueDot. BlueDot only partners with providers who drive environmental...

About SheeriAfter almost 2 decades as a database administrator and award-winning thought leader, Sheeri Cabral pivoted to technical product management. Her super power of “new customer” empathy informs her presentations and explanations. Sheeri has developed unique insights into working together and planning, having survived numerous reorganizations, “best practices”, and efficiency models. Her experience is the result of having worked at everything from scrappy startups such as Guardium – later bought by IBM – to influential tech companies like Mozilla and MongoDB, to large established organizations like Salesforce.Links Referenced: Collibra: https://www.collibra.com WildAid GitHub: https://github.com/wildaid Twitter: https://twitter.com/sheeri Personal Blog: https://sheeri.org TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored by our friends at Fortinet. Fortinet's partnership with AWS is a better-together combination that ensures your workloads on AWS are protected by best-in-class security solutions powered by comprehensive threat intelligence and more than 20 years of cybersecurity experience. Integrations with key AWS services simplify security management, ensure full visibility across environments, and provide broad protection across your workloads and applications. Visit them at AWS re:Inforce to see the latest trends in cybersecurity on July 25-26 at the Boston Convention Center. Just go over to the Fortinet booth and tell them Corey Quinn sent you and watch for the flinch. My thanks again to my friends at Fortinet.Corey: Let's face it, on-call firefighting at 2am is stressful! So there's good news and there's bad news. The bad news is that you probably can't prevent incidents from happening, but the good news is that incident.io makes incidents less stressful and a lot more valuable. incident.io is a Slack-native incident management platform that allows you to automate incident processes, focus on fixing the issues and learn from incident insights to improve site reliability and fix your vulnerabilities. Try incident.io, recover faster and sleep more.Corey: Welcome to Screaming in the Cloud, I'm Corey Quinn. My guest today is Sheeri Cabral, who's a Senior Product Manager of ETL lineage at Collibra. And that is an awful lot of words that I understand approximately none of, except maybe manager. But we'll get there. The origin story has very little to do with that.I was following Sheeri on Twitter for a long time and really enjoyed the conversations that we had back and forth. And over time, I started to realize that there were a lot of things that didn't necessarily line up. And one of the more interesting and burning questions I had is, what is it you do, exactly? Because you're all over the map. First, thank you for taking the time to speak with me today. And what is it you'd say it is you do here? To quote a somewhat bizarre and aged movie now.Sheeri: Well, since your listeners are technical, I do like to match what I say with the audience. First of all, hi. Thanks for having me. I'm Sheeri Cabral. I am a product manager for technical and ETL tools and I can break that down for this technical audience. If it's not a technical audience, I might say something—like if I'm at a party, and people ask what I do—I'll say, “I'm a product manager for technical data tool.” And if they ask what a product manager does, I'll say I helped make sure that, you know, we deliver a product the customer wants. So, you know, ETL tools are tools that transform, extract, and load your data from one place to another.Corey: Like AWS Glue, but for some of them, reportedly, you don't have to pay AWS by the gigabyte-second.Sheeri: Correct. Correct. We actually have an AWS Glue technical lineage tool in beta right now. So, the technical lineage is how data flows from one place to another. So, when you're extracting, possibly transforming, and loading your data from one place to another, you're moving it around; you want to see where it goes. Why do you want to see where it goes? Glad you asked. You didn't really ask. Do you care? Do you want to know why it's important?Corey: Oh, I absolutely do. Because it's—again, people who are, like, “What do you do?” “Oh, it's boring, and you won't care.” It's like when people aren't even excited themselves about what they work on, it's always a strange dynamic. There's a sense that people aren't really invested in what they do.I'm not saying you have to have this overwhelming passion and do this in your spare time, necessarily, but you should, at least in an ideal world, like what you do enough to light up a bit when you talk about it. You very clearly do. I'm not wanting to stop you. Please continue.Sheeri: I do. I love data and I love helping people. So, technical lineage does a few things. For example, a DBA—which I used to be a DBA—can use technical lineage to predict the impact of a schema update or migration, right? So, if I'm going to change the name of this column, what uses it downstream? What's going to be affected? What scripts do I need to change? Because if the name changes other thing—you know, then I need to not get errors everywhere.And from a data governance perspective, which Collibra is data governance tool, it helps organizations see if, you know, you have private data in a source, does it remain private throughout its journey, right? So, you can take a column like email address or government ID number and see where it's used down the line, right? GDPR compliance, CCPA compliance. The CCPA is a little newer; people might not know that acronym. It's California Consumer Privacy Act.I forget what GDPR is, but it's another privacy act. It also can help the business see where data comes from so if you have technical lineage all the way down to your reports, then you know whether or not you can trust the data, right? So, you have a report and it shows salary ranges for job titles. So, where did the data come from? Did it come from a survey? Did it come from job sites? Or did it come from a government source like the IRS, right? So, now you know, like, what you get to trust the most.Corey: Wait, you can do that without a blockchain? I kid, I kid, I kid. Please don't make me talk about blockchains. No, it's important. The provenance of data, being able to establish a almost a chain-of-custody style approach for a lot of these things is extraordinarily important.Sheeri: Yep.Corey: I was always a little hazy on the whole idea of ETL until I started, you know, working with large-volume AWS bills. And it turns out that, “Well, why do you have to wind up moving and transforming all of these things?” “Oh, because in its raw form, it's complete nonsense. That's why. Thank you for asking.” It becomes a problem—Sheeri: [laugh]. Oh, I thought you're going to say because AWS has 14 different products for things, so you have to move it from one product to the other to use the features.Corey: And two of them are good. It's a wild experience.Sheeri: [laugh].Corey: But this is also something of a new career for you. You were a DBA for a long time. You're also incredibly engaging, you have a personality, you're extraordinarily creative, and that—if I can slander an entire profession for a second—does not feel like it is a common DBA trait. It's right up there with an overly creative accountant. When your accountant has done a stand-up comedy, you're watching and you're laughing and thinking, “I am going to federal prison.” It's one of those weird things that doesn't quite gel, if we're speaking purely in terms of stereotypes. What has your career been like?Sheeri: I was a nerd growing up. So, to kind of say, like, I have a personality, like, my personality is very nerdish. And I get along with other nerdy people and we have a lot of fun, but when I was younger, like, when I was, I don't know, seven or eight, one of the things I really love to do is I had a penny collection—you know, like you do—and I love to sort it by date. So, in the states anyway, we have these pennies that have the date that they were minted on it. And so, I would organize—and I probably had, like, five bucks worth a pennies.So, you're talking about 500 pennies and I would sort them and I'd be like, “Oh, this is 1969. This was 1971.” And then when I was done, I wanted to sort things more, so I would start to, like, sort them in order how shiny the pennies were. So, I think that from an early age, it was clear that I wanted to be a DBA from that sorting of my data and ordering it, but I never really had a, like, “Oh, I want to be this when I grew up.” I kind of had a stint when I was in, like, middle school where I was like, maybe I'll be a creative writer and I wasn't as creative a writer as I wanted to be, so I was like, “Ah, whatever.”And I ended up actually coming to computer science just completely through random circumstance. I wanted to do neuroscience because I thought it was completely fascinating at how the brain works and how, like, you and I are, like, 99.999—we're, like, five-nines the same except for, like, a couple of genetic, whatever. But, like, how our brain wiring right how the neuron, how the electricity flows through it—Corey: Yeah, it feels like I want to store a whole bunch of data, that's okay. I'll remember it. I'll keep it in my head. And you're, like, rolling up the sleeves and grabbing, like, the combination software package off the shelf and a scalpel. Like, “Not yet, but you're about to.” You're right, there is an interesting point of commonality on this. It comes down to almost data organization and the—Sheeri: Yeah.Corey: —relationship between data nodes if that's a fair assessment.Sheeri: Yeah. Well, so what happened was, so I went to university and in order to take introductory neuroscience, I had to take, like, chemistry, organic chemistry, biology, I was basically doing a pre-med track. And so, in the beginning of my junior year, I went to go take introductory neuroscience and I got a D-minus. And a D-minus level doesn't even count for the major. And I'm like, “Well, I want to graduate in three semesters.”And I had this—I got all my requirements done, except for the pesky little major thing. So, I was already starting to take, like, a computer science, you know, basic courses and so I kind of went whole-hog, all-in did four or five computer science courses a semester and got my degree in computer science. Because it was like math, so it kind of came a little easy to me. So taking, you know, logic courses, and you know, linear algebra courses was like, “Yeah, that's great.” And then it was the year 2000, when I got my bachelor's, the turn of the century.And my university offered a fifth-year master's degree program. And I said, I don't know who's going to look at me and say, conscious bias, unconscious bias, “She's a woman, she can't do computer science, so, like, let me just get this master's degree.” I, like, fill out a one page form, I didn't have to take a GRE. And it was the year 2000. You were around back then.You know what it was like. The jobs were like—they were handing jobs out like candy. I literally had a friend who was like, “My company”—that he founded. He's like, just come, you know, it's Monday in May—“Just start, you will just bring your resume the first day and we'll put it on file.” And I was like, no, no, I have this great opportunity to get a master's degree in one year at 25% off the cost because I got a tuition reduction or whatever for being in the program. I was like, “What could possibly go wrong in one year?”And what happened was his company didn't exist the next year, and, like, everyone was in a hiring freeze in 2001. So, it was the best decision I ever made without really knowing because I would have had a job for six months had been laid off with everyone else at the end of 2000 and… and that's it. So, that's how I became a DBA is I, you know, got a master's degree in computer science, really wanted to use databases. There weren't any database jobs in 2001, but I did get a job as a sysadmin, which we now call SREs.Corey: Well, for some of the younger folks in the audience, I do want to call out the fact that regardless of how they think we all rode dinosaurs to school, databases did absolutely exist back in that era. There's a reason that Oracle is as large as it is of a company. And it's not because people just love doing business with them, but technology was head and shoulders above everything else for a long time, to the point where people worked with them in spite of their reputation, not because of it. These days, it seems like in the database universe, you have an explosion of different options and different ways that are great at different things. The best, of course, is Route 53 or other DNS TXT records. Everything else is competing for second place on that. But no matter what it is, you're after, there are options available. This was not the case back then. It was like, you had a few options, all of them with serious drawbacks, but you had to pick your poison.Sheeri: Yeah. In fact, I learned on Postgres in university because you know, that was freely available. And you know, you'd like, “Well, why not MySQL? Isn't that kind of easier to learn?” It's like, yeah, but I went to college from '96 to 2001. MySQL 1.0 or whatever was released in '95. By the time I graduated, it was six years old.Corey: And academia is not usually the early adopter of a lot of emerging technologies like that. That's not a dig on them any because otherwise, you wind up with a major that doesn't exist by the time that the first crop of students graduates.Sheeri: Right. And they didn't have, you know, transactions. They didn't have—they barely had replication, you know? So, it wasn't a full-fledged database at the time. And then I became a MySQL DBA. But yeah, as a systems administrator, you know, we did websites, right? We did what web—are they called web administrators now? What are they called? Web admins? Webmaster?Corey: Web admins, I think that they became subsumed into sysadmins, by and large and now we call them DevOps, or SRE, which means the exact same thing except you get paid 60% more and your primary job is arguing about which one of those you're not.Sheeri: Right. Right. Like we were still separated from network operations, but database stuff that stuff and, you know, website stuff, it's stuff we all did, back when your [laugh] webmail was your Horde based on PHP and you had a database behind it. And yeah, it was fun times.Corey: I worked at a whole bunch of companies in that era. And that's where basically where I formed my early opinion of a bunch of DBA-leaning sysadmins. Like the DBA in and a lot of these companies, it was, I don't want to say toxic, but there's a reason that if I were to say, “I'm writing a memoir about a career track in tech called The Legend of Surly McBastard,” people are going to say, “Oh, is it about the DBA?” There's a reason behind this. It always felt like there was a sense of elitism and a sense of, “Well, that's not my job, so you do your job, but if anything goes even slightly wrong, it's certainly not my fault.” And to be fair, all of these fields have evolved significantly since then, but a lot of those biases that started early in our career are difficult to shake, particularly when they're unconscious.Sheeri: They are. I'd never ran into that person. Like, I never ran into anyone who—like a developer who treated me poorly because the last DBA was a jerk and whatever, but I heard a lot of stories, especially with things like granting access. In fact, I remember, my first job as an actual DBA and not as a sysadmin that also the DBA stuff was at an online gay dating site, and the CTO rage-quit. Literally yelled, stormed out of the office, slammed the door, and never came back.And a couple of weeks later, you know, we found out that the customer service guys who were in-house—and they were all guys, so I say guys although we also referred to them as ladies because it was an online gay dating site.Corey: Gals works well too, in those scenarios. “Oh, guys is unisex.” “Cool. So's ‘gals' by that theory. So gals, how we doing?” And people get very offended by that and suddenly, yeah, maybe ‘folks' is not a terrible direction to go in. I digress. Please continue.Sheeri: When they hired me, they were like, are you sure you're okay with this? I'm like, “I get it. There's, like, half-naked men posters on the wall. That's fine.” But they would call they'd be, like, “Ladies, let's go to our meeting.” And I'm like, “Do you want me also?” Because I had to ask because that was when ladies actually might not have included me because they meant, you know.Corey: I did a brief stint myself as the director of TechOps at Grindr. That was a wild experience in a variety of different ways.Sheeri: Yeah.Corey: It's over a decade ago, but it was still this… it was a very interesting experience in a bunch of ways. And still, to this day, it remains the single biggest source of InfoSec nightmares that kept me awake at night. Just because when I'm working at a bank—which I've also done—it's only money, which sounds ridiculous to say, especially if you're in a regulated profession, but here in reality where I'm talking about it, it's I'm dealing instead, with cool, this data leaks, people will die. Most of what I do is not life or death, but that was and that weighed very heavily on me.Sheeri: Yeah, there's a reason I don't work for a bank or a hospital. You know, I make mistakes. I'm human, right?Corey: There's a reason I work on databases for that exact same reason. Please, continue.Sheeri: Yeah. So, the CTO rage-quit. A couple of weeks later, the head of customer service comes to me and be like, “Can we have his spot as an admin for customer service?” And I'm like, “What do you mean?” He's like, “Well, he told us, we had, like, ten slots of permission and he was one of them so we could have have, like, nine people.”And, like, I went and looked, and they put permission in the htaccess file. So, this former CTO had just wielded his power to be like, “Nope, can't do that. Sorry, limitations.” When there weren't any. I'm like, “You could have a hundred. You want every customer service person to be an admin? Whatever. Here you go.” So, I did hear stories about that. And yeah, that's not the kind of DBA I was.Corey: No, it's the more senior you get, the less you want to have admin rights on things. But when I leave a job, like, the number one thing I want you to do is revoke my credentials. Not—Sheeri: Please.Corey: Because I'm going to do anything nefarious; because I don't want to get blamed for it. Because we have a long standing tradition in tech at a lot of places of, “Okay, something just broke. Whose fault is it? Well, who's the most recent person to leave the company? Let's blame them because they're not here to refute the character assassination and they're not going to be angling for a raise here; the rest of us are so let's see who we can throw under the bus that can't defend themselves.” Never a great plan.Sheeri: Yeah. So yeah, I mean, you know, my theory in life is I like helping. So, I liked helping developers as a DBA. I would often run workshops to be like, here's how to do an explain and find your explain plan and see if you have indexes and why isn't the database doing what you think it's supposed to do? And so, I like helping customers as a product manager, right? So…Corey: I am very interested in watching how people start drifting in a variety of different directions. It's a, you're doing product management now and it's an ETL lineage product, it is not something that is directly aligned with your previous positioning in the market. And those career transitions are always very interesting to me because there's often a mistaken belief by people in their career realizing they're doing something they don't want to do. They want to go work in a different field and there's this pervasive belief that, “Oh, time for me to go back to square one and take an entry level job.” No, you have a career. You have experience. Find the orthogonal move.Often, if that's challenging because it's too far apart, you find the half-step job that blends the thing you do now with something a lot closer, and then a year or two later, you complete the transition into that thing. But starting over from scratch, it's why would you do that? I can't quite wrap my head around jumping off the corporate ladder to go climb another one. You very clearly have done a lateral move in that direction into a career field that is surprisingly distant, at least in my view. How'd that happen?Sheeri: Yeah, so after being on call for 18 years or so, [laugh] I decided—no, I had a baby, actually. I had a baby. He was great. And then I another one. But after the first baby, I went back to work, and I was on call again. And you know, I had a good maternity leave or whatever, but you know, I had a newborn who was six, eight months old and I was getting paged.And I was like, you know, this is more exhausting than having a newborn. Like, having a baby who sleeps three hours at a time, like, in three hour chunks was less exhausting than being on call. Because when you have a baby, first of all, it's very rare that they wake up and crying in the midnight it's an emergency, right? Like they have to go to the hospital, right? Very rare. Thankfully, I never had to do it.But basically, like, as much as I had no brain cells, and sometimes I couldn't even go through this list, right: they need to be fed; they need to be comforted; they're tired, and they're crying because they're tired, right, you can't make them go to sleep, but you're like, just go to sleep—what is it—or their diaper needs changing, right? There's, like, four things. When you get that beep of that pager in the middle of the night it could be anything. It could be logs filling up disk space, you're like, “Alright, I'll rotate the logs and be done with it.” You know? It could be something you need snoozed.Corey: “Issue closed. Status, I no longer give a shit what it is.” At some point, it's one of those things where—Sheeri: Replication lag.Corey: Right.Sheeri: Not actionable.Corey: Don't get me started down that particular path. Yeah. This is the area where DBAs and my sysadmin roots started to overlap a bit. Like, as the DBA was great at data analysis, the table structure and the rest, but the backups of the thing, of course that fell to the sysadmin group. And replication lag, it's, “Okay.”“It's doing some work in the middle of the night; that's normal, and the network is fine. And why are you waking me up with things that are not actionable? Stop it.” I'm yelling at the computer at that point, not the person—Sheeri: Right,right.Corey: —to be very clear. But at some point, it's don't wake me up with trivial nonsense. If I'm getting woken up in the middle of the night, it better be a disaster. My entire business now is built around a problem that's business-hours only for that explicit reason. It's the not wanting to deal with that. And I don't envy that, but product management. That's a strange one.Sheeri: Yeah, so what happened was, I was unhappy at my job at the time, and I was like, “I need a new job.” So, I went to, like, the MySQL Slack instance because that was 2018, 2019. Very end of 2018, beginning of 2019. And I said, “I need something new.” Like, maybe a data architect, or maybe, like, a data analyst, or data scientist, which was pretty cool.And I was looking at data scientist jobs, and I was an expert MySQL DBA and it took a long time for me to be able to say, “I'm an expert,” without feeling like oh, you're just ballooning yourself up. And I was like, “No, I'm literally a world-renowned expert DBA.” Like, I just have to say it and get comfortable with it. And so, you know, I wasn't making a junior data scientist's salary. [laugh].I am the sole breadwinner for my household, so at that point, I had one kid and a husband and I was like, how do I support this family on a junior data scientist's salary when I live in the city of Boston? So, I needed something that could pay a little bit more. And a former I won't even say coworker, but colleague in the MySQL world—because is was the MySQL Slack after all—said, “I think you should come at MongoDB, be a product manager like me.”Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate. Is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other; which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at honeycomb.io/screaminginthecloud. Observability: it's more than just hipster monitoring. Corey: If I've ever said, “Hey, you should come work with me and do anything like me,” people will have the blood drain from their face. And like, “What did you just say to me? That's terrible.” Yeah, it turns out that I have very hard to explain slash predict, in some ways. It's always fun. It's always wild to go down that particular path, but, you know, here we are.Sheeri: Yeah. But I had the same question everybody else does, which was, what's a product manager? What does the product manager do? And he gave me a list of things a product manager does, which there was some stuff that I had the skills for, like, you have to talk to customers and listen to them.Well, I've done consulting. I could get yelled at; that's fine. You can tell me things are terrible and I have to fix it. I've done that. No problem with that. Then there are things like you have to give presentations about how features were okay, I can do that. I've done presentations. You know, I started the Boston MySQL Meetup group and ran it for ten years until I had a kid and foisted it off on somebody else.And then the things that I didn't have the skills in, like, running a beta program were like, “Ooh, that sounds fascinating. Tell me more.” So, I was like, “Yeah, let's do it.” And I talked to some folks, they were looking for a technical product manager for MongoDB's sharding product. And they had been looking for someone, like, insanely technical for a while, and they found me; I'm insanely technical.And so, that was great. And so, for a year, I did that at MongoDB. One of the nice things about them is that they invest in people, right? So, my manager left, the team was like, we really can't support someone who doesn't have the product management skills that we need yet because you know, I wasn't a master in a year, believe it or not. And so, they were like, “Why don't you find another department?” I was like, “Okay.”And I ended up finding a place in engineering communications, doing, like, you know, some keynote demos, doing some other projects and stuff. And then after—that was a kind of a year-long project, and after that ended, I ended up doing product management for developer relations at MongoDB. Also, this was during the pandemic, right, so this is 2019, until '21; beginning of 2019, to end of 2020, so it was, you know, three full years. You know, I kind of like woke up from the pandemic fog and I was like, “What am I doing? Do I want to really want to be a content product manager?” And I was like, “I want to get back to databases.”One of the interesting things I learned actually in looking for a job because I did it a couple of times at MongoDB because I changed departments and I was also looking externally when I did that. I had the idea when I became a product manager, I was like, “This is great because now I'm product manager for databases and so, I'm kind of leveraging that database skill and then I'll learn the product manager stuff. And then I can be a product manager for any technical product, right?”Corey: I like the idea. Of some level, it feels like the product managers likeliest to succeed at least have a grounding or baseline in the area that they're in. This gets into the age-old debate of how important is industry-specific experience? Very often you'll see a bunch of job ads just put that in as a matter of course. And for some roles, yeah, it's extremely important.For other roles it's—for example, I don't know, hypothetically, you're looking for someone to fix the AWS bill, it doesn't necessarily matter whether you're a services company, a product company, or a VC-backed company whose primary output is losing money, it doesn't matter because it's a bounded problem space and that does not transform much from company to company. Same story with sysadmin types to be very direct. But the product stuff does seem to get into that industry specific stuff.Sheeri: Yeah, and especially with tech stuff, you have to understand what your customer is saying when they're saying, “I have a problem doing X and Y,” right? The interesting part of my folly in that was that part of the time that I was looking was during the pandemic, when you know, everyone was like, “Oh, my God, it's a seller's market. If you're looking for a job, employers are chomping at the bit for you.” And I had trouble finding something because so many people were also looking for jobs, that if I went to look for something, for example, as a storage product manager, right—now, databases and storage solutions have a lot in common; databases are storage solutions, in fact; but file systems and databases have much in common—but all that they needed was one person with file system experience that had more experience than I did in storage solutions, right? And they were going to choose them over me. So, it was an interesting kind of wake-up call for me that, like, yeah, probably data and databases are going to be my niche. And that's okay because that is literally why they pay me the literal big bucks. If I'm going to go niche that I don't have 20 years of experience and they shouldn't pay me as big a bucks right?Corey: Yeah, depending on what you're doing, sure. I don't necessarily believe in the idea that well you're new to this particular type of role so we're going to basically pay you a lot less. From my perspective it's always been, like, there's a value in having a person in a role. The value to the company is X and, “Well, I have an excuse now to pay you less for that,” has never resonated with me. It's if you're not, I guess, worth—the value-added not worth being paid what the stated rate for a position is, you are probably not going to find success in that role and the role has to change. That has always been my baseline operating philosophy. Not to yell at people on this, but it's, uh, I am very tired of watching companies more or less dunk on people from a position of power.Sheeri: Yeah. And I mean, you can even take the power out of that and take, like, location-based. And yes, I understand the cost of living is different in different places, but why do people get paid differently if the value is the same? Like if I want to get a promotion, right, my company is going to be like, “Well, show me how you've added value. And we only pay your value. We don't pay because—you know, you don't just automatically get promoted after seven years, right? You have to show the value and whatever.” Which is, I believe, correct, right?And yet, there are seniority things, there are this many years experience. And you know, there's the old caveat of do you have ten years experience or do you have two years of experience five times?Corey: That is the big problem is that there has to be a sense of movement that pushes people forward. You're not the first person that I've had on the show and talked to about a 20 year career. But often, I do wind up talking to folks as I move through the world where they basically have one year of experience repeated 20 times. And as the industry continues to evolve and move on and skill sets don't keep current, in some cases, it feels like they have lost touch, on some level. And they're talking about the world that was and still is in some circles, but it's a market in long-term decline as opposed to keeping abreast of what is functionally a booming industry.Sheeri: Their skills have depreciated because they haven't learned more skills.Corey: Yeah. Tech across the board is a field where I feel like you have to constantly be learning. And there's a bit of an evolve-or-die dinosaur approach. And I have some, I do have some fallbacks on this. If I ever decide I am tired of learning and keeping up with AWS, all I have to do is go and work in an environment that uses GovCloud because that's, like, AWS five years ago.And that buys me the five years to find something else to be doing until a GovCloud catches up with the modern day of when I decided to make that decision. That's a little insulting and also very accurate for those who have found themselves in that environment. But I digress.Sheeri: No, and I find it to with myself. Like, I got to the point with MySQL where I was like, okay, great. I know MySQL back and forth. Do I want to learn all this other stuff? Literally just today, I was looking at my DMs on Twitter and somebody DMed me in May, saying, “Hi, ma'am. I am a DBA and how can I use below service: Lambda, Step Functions, DynamoDB, AWS Session Manager, and CloudWatch?”And I was like, “You know, I don't know. I have not ever used any of those technologies. And I haven't evolved my DBA skills because it's been, you know, six years since I was a DBA.” No, six years, four or five? I can't do math.Corey: Yeah. Which you think would be a limiting factor to a DBA but apparently not. One last question that [laugh] I want to ask you, before we wind up calling this a show. You've done an awful lot across the board. As you look at all of it, what is it you would say that you're the most proud of?Sheeri: Oh, great question. What I'm most proud of is my work with WildAid. So, when I was at MongoDB—I referenced a job with engineering communications, and they hired me to be a product manager because they wanted to do a collaboration with a not-for-profit and make a reference application. So, make an application using MongoDB technology and make it something that was going to be used, but people can also see it. So, we made this open-source project called o-fish.And you know, we can give GitHub links: it's github.com/wildaid, and it has—that's the organization's GitHub which we created, so it only has the o-fish projects in it. But it is a mobile and web app where governments who patrol waters, patrol, like, marine protected areas—which are like national parks but in the water, right, so they are these, you know, wildlife preserves in the water—and they make sure that people aren't doing things they shouldn't do: they're not throwing trash in the ocean, they're not taking turtles out of the Galapagos Island area, you know, things like that. And they need software to track that and do that because at the time, they were literally writing, you know, with pencil on paper, and, you know, had stacks and stacks of this paper to do data entry.And MongoDB had just bought the Realm database and had just integrated it, and so there was, you know, some great features about offline syncing that you didn't have to do; it did all the foundational plumbing for you. And then the reason though, that I'm proud of that project is not just because it's pretty freaking cool that, you know, doing something that actually makes a difference in the world and helps fight climate change and all that kind of stuff, the reason I was proud of it is I was the sole product manager. It was the first time that I'd really had sole ownership of a product and so all the mistakes were my own and the credit was my own, too. And so, it was really just a great learning experience and it turned out really well.Corey: There's a lot to be said for pitching in and helping out with good causes in a way that your skill set winds up benefitting. I found that I was a lot happier with a lot of the volunteer stuff that I did when it was instead of licking envelopes, it started being things that I had a bit of proficiency in. “Hey, can I fix your AWS bill?” It turns out as some value to certain nonprofits. You have to be at a certain scale before it makes sense, otherwise it's just easier to maybe not do it that way, but there's a lot of value to doing something that puts good back into the world. I wish more people did that.Sheeri: Yeah. And it's something to do in your off-time that you know is helping. It might feel like work, it might not feel like work, but it gives you a sense of accomplishment at the end of the day. I remember my first job, one of the interview questions was—no, it wasn't. [laugh]. It wasn't an interview question until after I was hired and they asked me the question, and then they made it an interview question.And the question was, what video games do you play? And I said, “I don't play video games. I spend all day at work staring at a computer screen. Why would I go home and spend another 12 hours till three in the morning, right—five in the morning—playing video games?” And they were like, we clearly need to change our interview questions. This was again, back when the dinosaurs roamed the earth. So, people are are culturally sensitive now.Corey: These days, people ask me, “What's your favorite video game?” My answer is, “Twitter.”Sheeri: Right. [laugh]. Exactly. It's like whack-a-mole—Corey: Yeah.Sheeri: —you know? So, for me having a tangible hobby, like, I do a lot of art, I knit, I paint, I carve stamps, I spin wool into yarn. I know that's not a metaphor for storytelling. That is I literally spin wool into yarn. And having something tangible, you work on something and you're like, “Look. It was nothing and now it's this,” is so satisfying.Corey: I really want to thank you for taking the time to speak with me today about where you've been, where you are, and where you're going, and as well as helping me put a little bit more of a human angle on Twitter, which is intensely dehumanizing at times. It turns out that 280 characters is not the best way to express the entirety of what makes someone a person. You need to use a multi-tweet thread for that. If people want to learn more about you, where can they find you?Sheeri: Oh, they can find me on Twitter. I'm @sheeri—S-H-E-E-R-I—on Twitter. And I've started to write a little bit more on my blog at sheeri.org. So hopefully, I'll continue that since I've now told people to go there.Corey: I really want to thank you again for being so generous with your time. I appreciate it.Sheeri: Thanks to you, Corey, too. You take the time to interview people, too, so I appreciate it.Corey: I do my best. Sheeri Cabral, Senior Product Manager of ETL lineage at Collibra. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice or smash the like and subscribe buttons on the YouTubes, whereas if you've hated it, do exactly the same thing—like and subscribe, hit those buttons, five-star review—but also leave a ridiculous comment where we will then use an ETL pipeline to transform it into something that isn't complete bullshit.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

As companies grow and their market expands, their systems and processes become more complex. Managing data assets can be overwhelming without proper knowledge, organization, and mastery. This is where the concept of a data office comes in handy. In a time when data is more valuable than ever, it is imperative that a company understands how to make it work for them. It might be time for you to consider forming a data office within your company, particularly if your company: is in a position of rapid growth, onboards employees daily, is expanding their market, and/or deals with systems and processes that may be out of date. In this episode, Stijn Christiaens, Founder and Chief Data Citizen at Collibra, joins us to discuss the importance of handling data and starting a data office. He explains what inspired him to begin creating the data office within Collibra, and how this concept may pave the way for future companies.  Tune in to the episode to further understand how to build a data office for your business.  Here are three reasons why you should listen to this episode: Understand the importance of data in a growing company.  Identify if your company needs to build its own data office. Learn from Collibra's journey of building a data office. Jay Militscher: “It meant to me that data and facts inform whatever point you're making at the moment. Are you making a recommendation to buy something? Where's the chart? Meaning data, to back up that decision. Are you delivering a critique on something? Again, where's the data to back up an otherwise subjective opinion.” Episode Highlights[07:47] More People Means More DataCollibra experienced rapid growth in its company, onboarding more people than the system could handle. As more people filter into the company, more data is added to the system. This increase in staff also implies an increase in customer interactions.  [08:19] An Expanding MarketFor Collibra, rapid internal growth meant growth in the market.  They needed to streamline their transition from data governance to data intelligence. Stijn believes that the growth in people and in the market means growth in data, which needs to be mastered. Stijn Christiaens: “And, in that sense, we also said, okay, if we set up a data office now because we need it, right? Because systems and processes will also have the added benefits if we do this right to continue to lead our customers. And then you start to experience, really, also what some of your customers experience, right?”  [09:58] Leading the WayStijn took on the challenge of accepting the new role of becoming the “data boss” to lead the way not only for Collibra but for future organizations.  “Data Office 2025” is realized by Stijn and his team for future organizations that will face similar challenges as Collibra is experiencing.  This includes dealing with new data technology and new tools for data stakeholders across the business. Stijn Christiaens: “All organizations, over time, we need to get better at mastering data assets. So all organizations, just like they have a chief financial officer. They will have a data boss or somebody responsible for data and maybe a data office just like their finance and HR, let's say. So, we saw a trend, and then we said, okay, we can actually do this.” About StijnStijn Christiaens is the co-founder and current chief data officer at Collibra. He's been involved with the company for 15 years and spearheaded the creation of the data office for Collibra. Enjoyed this Episode?If you did, be sure to subscribe and share it with your friends!  Post a review and share it! If you enjoyed tuning in, then leave us a review. You can also share this with your friends and family. This episode will inform them of the importance of data and building a data office for your company's future. Have any questions? You can connect with us on https://www.linkedin.com/in/jay-militscher/...

Welcome to another episode of the Great Business Minds podcast, the definitive show for the business of digital infrastructure. Our guest in this episode is a successful entrepreneur who has spent the last decade building a business that is today valued at more than US$5 billion. Felix Van de Maele has led data intelligence firm Collibra through record growth and is responsible for its global business strategy. But prior to co-founding Collibra, he served as a researcher at the Semantics Technology and Applications Research Laboratory (STARLab) at the Vrije Universiteit Brussel, where he focused on ontology-focused crawlers for the semantic web and semantic data integration. He holds a Master's in Computer Science and Software Engineering from the Vrije Universiteit Brussel and a Master's in General Management from the Vlerick Business School. Outside his HQ, he is a big fan of kitesurfing and in 2019, Felix was named the EY Technology Entrepreneur of the Year in New York. Here at the GBM podcast, we hope you enjoy this episode and do leave us a review and share it with your contacts. We invite you back again for the next episode with another big name in the digital infrastructure space. If you want to get more from the definitive podcast for the business of digital infrastructure, make sure you subscribe to Great Business Minds. See you soon!    ///////////////////////   This episode features our commercial partner Portman Partners, the leading executive search firm working exclusively in the digital infrastructure sector. Visit www.portmanpartners.com for more information.   ///////////////////////   Get more from the GBM Podcast on: Official Website LinkedIn Facebook Instagram Twitter YouTube  

This week we turn to a martech powerhouse to learn the best strategies for building a stack from the best. Collibra is a data intelligence leader with a multi-use platform that's used around the globe. Justin Sharaf is their VP of Marketing Operations. He's brought his rich experience to Collibra to help build a killer stack to drive revenue and now he joins us to share his tips and tricks.Justin has spent over 15 years working with martech at industry giants like LogMeIn and Jahia, so he's had a lot of time to hone his craft. When working on a stack, his starting point is always best-in-breed. While it may seem like an easy route to go with a suite system, he says by doing so, you're limiting your stack's potential. He also explains why he builds in 25% overlap between everyone on his team, why he's such a proponent of dry-runs, and a whole lot more.Join us every week as we journey to the bleeding edge of the modern tech stack. You'll hear from real experts on how to nail your strategy, build a revenue machine and take your sales to the next level.

Data mesh is a relatively new concept that aims to reduce friction in maximizing the value of data. It distributes data control to different business domains that have experts in the data relevant to them. A catalog of data products contributes to the data owners' efficiency in curating and analyzing their data for business insights. In this episode, Luis Romero, the Product Marketing Director at Collibra, talks in-depth about the four pillars of data mesh and how it can empower businesses. Jay Militscher, the Head of Data & Analytics at Collibra, also shares Collibra's humble beginnings in executing data mesh and how they hope to improve their already robust system. Tune in to the episode to know about data mesh, its significance, and how to utilize it within your organization. Here are three reasons why you should listen to this episode:Understand the significance and the four pillars of data mesh. Learn how Collibra effectively implements data mesh. Discover how to get started in bringing in data mesh within organizations. Resourceshttps://www.collibra.com/us/en/blog/data-mesh-101-a-straightforward-overview-of-the-hottest-topic-in-enterprise-data (Data Mesh Blog Series) Connect with Luis on https://www.linkedin.com/in/luis-romero-5a771520/ (LinkedIn) Connect with Jay on https://www.linkedin.com/in/jay-militscher/ (LinkedIn)  Episode Highlights[01:50] How Data Mesh Can Help Business DomainsIT and data teams are not the experts on the data coming from the other departments. It's best to have data in the hands of experts who will manage, curate, and cleanse data. Eventually, they turn the data into a product for its consumers. Analysts and business users waste a lot of time finding the data they need, and sometimes they even find difficulty in trusting the data. Data should be pre-packaged and available in a catalog for anyone who needs it, making it easier to verify and extract the right insights from it. The four pillars of data mesh are data ownership, data as a product, self-service data infrastructure, and federated governance. [05:50] Domain OwnershipMost organizations have multiple business domains such as finance, engineering, marketing, etc. Luis: “We should instead put that data into the hands of the true data stewards right within these domains.” The different business domains are best positioned to manage, curate, and make the data fully and readily available to be consumed by the business. [06:48] Data as a ProductData owners with full knowledge and expertise about the data should treat data like a software product. A software product has a vision, strategy, and life cycle. We should treat data in the exact same way.  Treating data as a product means providing all the necessary facts and documentation. So that when it's in a catalog, it's ready to go. [08:25] Self-service Data InfrastructureLuis observed that 99% of their customers complained about their complex data landscape because they have their data across different sources. Having various data sources can overwhelm companies when they retrieve and process data — more so when turning it into a usable product. Luis: “We got to figure out a way to remove the friction from both the data producers and the consumers, and make it easy for them to go and find that data, bring that data together, understand the quality of the data, and again put it out there in a data marketplace, a data catalog, but again, make it very, very self-service.” Make data as self-service as possible by leveraging all kinds of cloud technology. Enterprise data catalogs can enable a one-stop shop for retrieving your data across all data sources. Set up a  data marketplace where all the users can go to find certified data sets. [11:07] Federated GovernanceLarge enterprises have acquired many independent business entities across multiple acquisitions over several years.  A healthy balance between reducing risk and...

During the Covid lock down, many people were inspired to use their free time to try new things. Steve Neat, the GM of Alation in EMEA was no exception; he took up cycling. Though of course he was intimately familiar with the strong benefits that the Alation data catalog offers, he had never really experienced these benefits for himself in such a clear-cut way. Listen is as he shares his unique story.   ABOUT STEVE NEAT: A software industry executive and sales leader with over 30 years of experience helping leading global enterprises to maximize the business value of their IT investments and data assets. Successfully assisted high-growth companies like Oracle and Siebel to establish their UK sales operations, transformed the commercial sales organisations at SAP and SAS, and successfully scaled early-stage, VC-backed start-ups like Roambi and Collibra in the EMEA market. Experienced in building and managing direct (enterprise and inside) and indirect sales teams by attracting, motivating and leading some of the best talent in the industry. Operating internationally across all vertical industry sectors, and accomplished in SaaS, Cloud, ERP, CRM, BI, analytics, mobile and data intelligence propositions.   ABOUT ALATION: Alation is the leader in enterprise data intelligence solutions including data search & discovery, data governance, data stewardship, analytics, and digital transformation. Alation's initial offering dominates the data catalog market. Thanks to its powerful Behavioral Analysis Engine, inbuilt collaboration capabilities, and open interfaces, Alation combines machine learning with human insight to successfully tackle even the most demanding challenges in data and metadata management. More than 330 enterprises drive data culture, improve decision making, and realize business outcomes with Alation including AbbVie, American Family Insurance, Cisco, Exelon, Fifth Third Bank, Finnair, Munich Re, NASDAQ, New Balance, Parexel, Pfizer, US Foods, and Vistaprint. Headquartered in Silicon Valley, Alation was named to Inc. Magazine's Best Workplaces list and is backed by leading venture capitalists including Blackstone, Costanoa, Data Collective, Dell Technologies, Icon, ISAI Cap, Riverwood, Salesforce, Sanabil, Sapphire, and Snowflake Ventures. For more information, visit alation.com.

As technology grows, we've come to recognize the power of big data: how it influences company policies, consumer choices, and even government decisions. Data should not be just for profit — it should have an ethical and moral basis, which is where the importance of data ethics comes in. If you'd like to know more about data security and its ethical considerations, you're in for a treat this week.  In this episode, Simla Sivanandan, Senior Manager of Data Intelligence at Collibra, joins us to talk about the importance of data ethics and how Collibra upholds data ethics within their organization. She also shares how the real problem is unconscious bias when dealing with machine learning (ML) and artificial intelligence (AI).  Tune in to the episode to dive deeper into data ethics and unconscious bias. Here are three reasons why you should listen to this episode:Gain an understanding of what data ethics is all about. Discover the significance of unconscious bias in handling data. Find out how Collibra strategically instills data ethics within the company. ResourcesAn https://physicsworld.com/a/covid-19-pandemic-has-made-weather-forecasts-less-reliable/ (article) on Lancaster University's study on why weather forecasts were less reliable after the COVID-19 pandemic Connect with Simla over at https://www.linkedin.com/in/simla-sivanandan/ (LinkedIn) Episode Highlights[01:20] Connecting Data and EthicsSimla initially found the concept of data ethics unnatural. Data is precise, while ethics are very subjective.  Ethics may seem simple, like doing the right thing, but what's right can differ for different people. Simla: “You see the power of data, where people are using that to make decisions that affect your life, your life quality, and all of that. So, we, as data professionals, always see the power of data. I think, as data citizens, it's our responsibility to use it ethically [and] wisely.” During the vaccine shortage at the start of the pandemic, the government used data to determine who was the priority, which has ethical implications. [04:45] Unconscious BiasData ethics is much bigger than machine learning (ML) and artificial intelligence (AI), which businesses use to personalize the customer's online experience. Companies must be aware of the purposes and risks involved in asking customers for their personal data. Simla: “To me, really, the gold standard is: If I'm working in a bank, am I comfortable banking with them? If I'm working in an insurance company, am I okay to purchase that? That kind of tells me: Am I okay with the way they are treating my data, right? That's where I am that it's not just ML or AI.” Simla believes that the conversation around ML and AI involves unconscious bias. There are cases wherein we have no control over the data, even if we understand why it's happening. Unconscious bias is a vital conversation to have in data ethics. Simla: “Exclusion creates bias, and that might be unconsciously happening because we are not thinking through or we're not picking a big enough sample set. That's where I'm coming from. So, it's always important as a data professional to be aware of this, right? As I limit my sample set, it can have unintended consequences, and we should address that.” [10:18] How Collibra Strategically Instills Data Ethics Collibra is guided by its core values: being open, direct, and kind. The company strives to communicate directly, thoughtfully, and kindly. Collibra always thinks about how their work matters and its impact on many people and industries, which guides their ethical value system. Data ethics is everyone's responsibility, not just companies and governments. Social media should recognize its power and strengthen the moral framework within its algorithm to protect consumers instead of prioritizing more clicks and users. About SimlaSimla Sivanandan is the Senior Data Intelligence Manager at Collibra. She's a data...

Join Jay Militscher, Head of Data & Analytics at Collibra, as he explores some of the hottest topics in the industry from building a data office, to ESG, to the ethical use of data, and beyond. In this five-part series, industry leaders from around the globe share their best practices, learnings, and predictions for the future.  But it doesn't stop there…we also have five bonus episodes in this series that feature our very own Collibrians. These “Inside Collibra” episodes show how Collibra's very own Data Office is tackling these complex issues.  Welcome to The Data Download!

Collibra is a data intelligence company it accelerates trusted business outcome by connecting the right data inside and algorithms to all data citizens.

This week, Index partner Danny Rimer speaks to Farfetch founder José Neves.Farfetch is the world's biggest online marketplace for independent fashion boutiques. Jose founded Farfetch in Porto and London in 2007 and listed on the New York Stock Exchange in 2018.Danny & Jose discuss Farfetch and its global journey, what Formula 1 has in common with entrepreneurship, entering the US via a partnership and much more.Thank you for listening to DestinationUSA from Index Ventures. This is the last episode in our series that explored how Europe's leading entrepreneurs and operators expanded their businesses to the US. If you missed any of the episodes you can go back and listen to the stories of Spotify, Adyen, Nexthink, Collibra, Codat, ComplyAdvantage, Peanut, Wise & more.For more about how to expand your tech startup to the US, you can check out our handbook here.

When and how should European enterprise software startups target the US? Today, Index's VP Insights, Dominic Jacquesson speaks with Collibra founder, Felix Van de Maele about what it takes to succeed in the US.Collibra builds data intelligence cloud products and was founded in Brussels in 2008 by Felix and his co-founders. It has now become one of Europe's most successful software companies with over 700 employees globally.  Half the workforce, and almost all the leadership is now in the US. Engineering, however, remains almost entirely in EuropeDominic & Felix cover the end-to-end story of how Collibra succeeded in the US, talking about risk taking, finding and following your first customers and the importance of leading with a mixture of humility and high conviction.To read more, check out Collibra's case study in our Expanding to the US handbook.

Stay tuned for the launch of our first episode!In the meanwhile, to learn more about US expansion, check out our guide. It's the most extensive research conducted on this topic and includes analysis of 353 VC-backed startups that have expanded into the US over the last 10 years.