Podcasts about Conduent

In the second episode of our Legalweek series, Laura and Kevin sit down with Matt Berry and Greg Anderson from QuikData, a company challenging the status quo in the legal tech space. Matt shares QuikData's mission to offer low-cost, on-premise eDiscovery solutions, bucking the industry's shift toward cloud-only platforms. Alongside him, Greg, VP of Product and Client Services, brings his 20+ years of legal tech experience to the conversation, offering insights into how QuikData prioritizes security, affordability, and convenience for corporations and law firms.We learn about their origin story, tracing back to their first venture, Lateral Data, and the development of Viewpoint, an eDiscovery platform ultimately acquired by Xerox. Matt and Greg discuss how those early experiences shaped their vision for QuikData. We also discuss the role of AI in the industry, how it's reshaping workflows, and QuikData's practical approach to leveraging AI to enhance, not replace human decision-making in complex legal processes. This episode delivers a refreshing perspective on innovation, security, and the power of going against the grain.Matt Berry is an attorney, serial entrepreneur, and co-founder of QuikData, a platform rethinking how legal teams manage eDiscovery and secure collaboration. Before QuikData, Matt co-founded Lateral Data, where he and his team developed Viewpoint, an end-to-end eDiscovery solution focused on on-premises and enterprise deployments. Earlier in his career, Matt co-founded Diamed with his wife Simone—a mail delivery medical supply company that served over 30,000 patients nationwide with diabetes testing supplies and related products. A graduate of Rice University, Matt is also a former Division I tennis player and still finds time to stay active on the court. His diverse background across industries informs his thoughtful approach to building tools that solve real-world problems.Greg Anderson serves as the Vice President of Product and Client Services at QuikData. With over twenty years of experience in legal technology, he specializes in the design and application of E-Discovery solutions, enjoying the challenge of problem solving by leveraging both traditional and non-traditional approaches to address complex or unique problems. His background includes key product management roles at Lateral Data and Conduent, and prior to joining QuikData, he led an E-Discovery Project Management team at Norton Rose Fulbright, where he focused on multinational matters.QuikData is a software development company specializing in eDiscovery and data room solutions for legal service providers, law firms, corporate legal departments, and financial institutions. Founded in 2016 and headquartered in Houston, Texas, QuikData offers intuitive and powerful tools designed to streamline complex legal data management tasks. ​Their flagship product, Quik E-Discovery, is an end-to-end platform that facilitates the entire electronic discovery process, including data processing, analysis, review, and production. 

The latest cyber moves from the Trump White House. Pompompurin faces resentencing. An attack on a government IT contractor impacts Medicaid, child support, and food assistance programs. Helldown ransomware targets unpatched Zyxel firewalls. Murdoc is a new Mirai botnet variant. Cloudflare maps the DDoS landscape. North Korea's Lazarus group uses fake job interviews to deploy malware. Hackers are abusing Google ads to spread AmosStealer malware. Pwn2Own Automotive awards over $382,000 on its first day. In our CertByte segment, Chris Hare and Steven Burnley take on a question from N2K's Agile Certified Practitioner (PMI-ACP)® Practice Test. NYC Restaurant week tries to keep bots off the menu.  Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CertByte Segment Welcome to CertByte! On this bi-weekly segment hosted by Chris Hare, a content developer and project management specialist at N2K, we share practice questions from N2K's suite of industry-leading certification resources, and a study tip to help you achieve the professional certifications you need to fast-track your career growth in IT, cyber security, or project management. In each segment, Chris is joined by an N2K Content Developer to help illustrate the learning. This week, Chris is joined by Steven Burnley to break down a question targeting the CC - Certified in Cyber Security certification by ISC2®. Today's question comes from N2K's Agile Certified Practitioner (PMI-ACP)® Practice Test. Have a question that you'd like to see covered? Email us at certbyte@n2k.com. If you're studying for a certification exam, check out N2K's full exam prep library of certification practice tests, practice labs, and training courses by visiting our website at n2k.com/certify. To get the full news to knowledge experience, learn more about our N2K Pro subscription at https://thecyberwire.com/pro.  Please note: The questions and answers provided here, and on our site, are not actual current or prior questions and answers from these certification publishers or providers. Additional sources:  https://www.pmi.org/certifications/agile-acp  https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/agile-certified-exam-outline.pdf  Selected Reading Trump Fires DHS Board Probing Salt Typhoon Hacks (Dark Reading) TSA chief behind cyber directives for aviation, pipelines and rail ousted by Trump team (The Record) Trump pardons Silk Road dark web market creator Ross Ulbricht (BBC) BreachForums Admin Conor Fitzpatrick (Pompompurin) to Be Resentenced (Hackread) Government IT contractor Conduent says 'third-party compromise' caused outages (The Record) Helldown Ransomware Exploiting Zyxel Devices Using Zero-Day Vulnerability (Cyber Security News) New Mirai botnet variant Murdoc Botnet targets AVTECH IP cameras and Huawei HG532 routers (Security Affairs) Record-Breaking DDoS Attack Reached 5.6 Tbps (SecurityWeek) InvisibleFerret Malware Attacking Windows Users Through Fake Job Interview Tactics (Cyber Security News) Fake Homebrew Google ads target Mac users with malware (Bleeping Computer) Over $380,000 Paid Out on First Day of Pwn2Own Automotive 2025 (SecurityWeek) Security Alert: Bots Target NYC Restaurant Week (DataDome) Share your feedback. We want to ensure that you are getting the most out of the podcast. Please take a few minutes to share your thoughts with us by completing our brief listener survey as we continually work to improve the show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at cyberwire@n2k.com to request more info. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Working in a toxic environment is stressful and exhausting. Ask our producer, Matt. Chris Kujawa is the Chief HR Officer for Conduent, a tech company named one of America's 100 most loved workplaces by Newsweek. He joined us to explain how employers can foster a positive work culture and how to recognize toxic work environments.

In the second hour Chris and Amy talk with Chris Kujawa, Chief Human Resources Officer for Conduent about how to handle working in a toxic environment. Voice of the Cardinals John Rooney joins for one final time this season to talk about the last week of the season and the young kids coming through. Finally, the KMOX was able too confirm that The Armory is closing.

Today Chris Rongey and Amy Marxkors discuss toxic work place with Chris Kujawa, Chief Human Resource Officer for Conduent. Voice of the Cardinals John Rooney about the final week of the season and the young players. Dr. Scott Kaar, Orthopedic Surgeon with SLU Care Physician Group specializing in athletes of all ages to talk about the impact head injuries have on your life post playing.

In this latest episode, Carla Sarti, former VP GBS - Lear Corporation, joins Mustansir Saifuddin to share what she's learned in her decades of experience, with both business and technology, about how businesses and teams can be successful in any IT implementation. From teamwork to fundamental project management, to supplier relations, Carla dives in to highlight quick takeaways that you can implement to make an even bigger impact with your IT implementation. Carla Sarti was most recently the Vice President of Global Business Services at Lear Corporation – a position she held since April 2018.  Prior to this position she was Vice President of Non Production Purchasing and Director of Shared Services.   Prior to Lear, she served as Account Executive at ACS, a Xerox company (now Conduent) where she acted as chief strategy officer and Director of Sales for many large accounts in the Finance and Accounting Outsourcing area.  She spent five years at Delphi Corporation in numerous roles of increasing responsibility including managing the SAP environment after implementation and working as a Lean expert for the Cockpits business.  She also worked as a plant and divisional financial analyst at TRW and an operational auditor at the Budd Company. Connect with us: LinkedIn Carla Sarti Mustansir Saifuddin Innovative Solution Partners  Twitter:  @Mmsaifuddin YouTube or learn more about our sponsor Innovative Solution Partners to schedule a free consultation.    Episode Transcript: [00:00:00] Mustansir Saifuddin: Welcome to Tech Driven Business brought to you by Innovative Solution Partners. Carla Sarti, a seasoned executive, shares her insights that any team can use for leading successful IT projects. From understanding business processes to the importance of transparency, teamwork, and supplier relations, Carla reveals the key ingredients for project success. [00:00:30] Welcome to Tech-Driven Business Carla. How are you? [00:00:33] Carla Sarti: I'm great. Thanks for having me. Great to see you. [00:00:38] Mustansir Saifuddin: It's great to have you on our show. And I'm glad that , you took the time out to share some of your thoughts and leadership with us today, [00:00:46] Carla Sarti: Absolutely. [00:00:48] Mustansir Saifuddin: so our topic is going to be Secrets to successful IT projects. How does it sound to you? [00:00:55] Carla Sarti: Amazing. It's 1 of my passions. [00:00:58] Mustansir Saifuddin: I know, I know. And I think that's going to be something that it will be very helpful to our listeners, especially in this day and age where technology is changing so fast. There are so many different options available. And I. T. Is in the middle of all of this. Let me start with this. You know, I want to set the stage. [00:01:15] So let's begin with this. Can you share some background on how you How did you find yourself leading I. T. Projects you started your career in a totally different arena? [00:01:29] Carla Sarti: Absolutely. So, yes, I have a business degree of my MBA. I started in audit and very specific businesses, purchasing finance, et cetera. But technology was always something that I was very curious and passionate about. When I was a co op at TRW, the vice president of finance came to me one day and I'm going to date myself a little bit here, but we were on Lotus 1, 2, 3, and he had a disc in his hand and he said, Carla or little kid or whatever he called me. [00:02:00] Here's a disk of Excel. I would like all of our reports moved from Lotus 1, 2, 3, put on Excel and let's review them next week. And I said, okay, let's go. And so I taught myself Excel and I really started to understand the power of technology. And that's just such a basic example. Right. So while I was still a co op, I got involved in an SAP implementation and That really opened my eyes to what technology can bring, and I've been into it ever since. [00:02:32] So different functional groups I've been in, I've always brought best in class processes along with the technology side, because I think it is, it goes hand in hand, but I've done everything from SAP, Coupa, SharePoint, RPA, and now dabbling in AI. [00:02:50] Mustansir Saifuddin: Absolutely. You know, it doesn't matter matter where you start? You know, even having a business degree, like you mentioned technology is always with you and it's around you. So you got to either embrace it and you got to go with the flow or you're going to fight it, right? So I, I like the approach that you mentioned that, you know, your first inital foray into this whole technology area was just, you know, just of the iceberg, right? [00:03:14] You got into this thing and now Years later, you are much ingrained in this whole technology stack. So, let's talk about your experience. You have decades of experience. What do you see as some key factors that contribute to the success of IT projects, which is so important? [00:03:33] Carla Sarti: So I'm going to start with the assumption that before you implement any sort of technology, You've really understood your business, right? And where are your business processes? What needs to be cleaned up? You're not just bringing in technology to bring in technology because I don't think that's ever usually successful, but so you've done that and then you've really understood again, the current processes. [00:04:01] The gaps that you have and what is your success criteria? I think a lot of people, a lot of companies don't look at what success looks like at the very beginning. And they say, Oh, okay. Yeah. We're just going to implement this. We heard it's the best solution and they don't think through, what are we trying to achieve? [00:04:19] That, that really starts dictating what a successful project looks like. Then you through the whole. Project. You obviously have to have the right team members on the project, having an executive sponsor that can break down roadblocks. I've seen projects that the best ones typically have a business person leading them. [00:04:44] Because they understand what's trying to be accomplished. Not that IT can't lead projects and they are definitely very integral to the process. But typically, when a business person runs them, they're implemented quicker. The understanding is there. The right process mapping has been done, et cetera. So you've got the right people. [00:05:07] Probably have suppliers in the mix, because what company has all that skill set on hand? So you have to have the right suppliers. And then through the course of it, you have to have the right governance. So the communication process, the transparency of where the project truly is, because as you know, IT projects are not a hundred percent foolproof, right? [00:05:33] Something always happens in any kind of project, whether you're building a house, you're, you're baking a cake or whatever it is, something goes wrong and you've got to have the right transparency and communication. To understand what to do next, then obviously you could have the best tool in the world. [00:05:51] The best project. It's going great. You have to have change management methodology and processes embedded in the project because if people aren't going to use it. What does it matter? Right? And I mentioned Excel when I was a co op, a lot of people still use Excel and you could put in the best shiny new toy technology. [00:06:13] People are comfortable with Excel. So you've got to explain to people how their jobs going to change and give them the appropriate training to make it a true success. In the end. [00:06:25] Mustansir Saifuddin: For sure. And I think you touched upon a lot of it. Some very key points. You know, starting with a champion, you know, has to be a business. How do they currently do the job? How can they do it better? You know, governance, such a key piece. You need to have that in place, change management, you know, I've been in technology field for so many years. [00:06:44] That's one thing that we know. If there is no good change management in place, It doesn't matter what technology, what kind of resources or what kind of supplier you're using, it doesn't go well. The end user needs to be on board. They need to really be part of the whole implementation process in order for them to adapt and then be the voice of the new tool because they are the ones who will be actually living with it, doing it on a daily basis. [00:07:15] So great point. [00:07:15] Carla Sarti: And people get scared. I mean, they get really nervous when a new project's coming, right? And especially in the age of AI, people think they're going to lose their jobs and companies need to do a really good job explaining. No, no, no. So you do this today, but tomorrow we need you to do that. And actually you'll probably be more fulfilled doing. [00:07:36] The new, but it's just that, that way of explaining and coaching them through it and not just dumping something on their lap. [00:07:45] Mustansir Saifuddin: Absolutely. And that's the key, right? How is it helping the real users of the system that this implementation or this piece of software doesn't matter? You're doing an E. R. P. implementation. You do some kind of data analytics project or any other systems that you're putting in place. It is there to help the business move to the next level. [00:08:08] How can we be more profitable? How can we make it easier for our customers to deal with us? different scenarios, right? And this and all of these are bundled together to give you the next level of the best, right? How can you do your job a better way than what you're currently doing? So totally agree with you. Now you touched upon one key fact, right? The idea of finding the right supplier. So how do you find the right supplier to support your initiatives? Can you share examples of successful IT projects? Where your supplier collaboration was very effective. [00:08:44] Carla Sarti: Finding the right supplier is key to the equation. I've always looked for a valued, trusted business partner. And. You know, there's, there's a lot of ways to get there. And I think a lot of it is being up front in the initial RFP process. [00:09:03] And you've got to have as much information for the supplier as possible to bid on because what you don't want is. Death by change order later because they didn't understand the project. You didn't understand the project as the business. That breaks down a relationship really, really fast. So again, more of that transparency, the collaboration. Some of the best projects I've had and I can't go into a lot of detail on them, but we implemented a tool in 18 months at one of my companies and really the success of the project was a lot. [00:09:39] on the supplier side. We brought somebody in with a great skill set in the tool that we were building. They had a road map. They had this amazing design methodology and the right questions were asked. The right people were brought by us as the company and, you know, we got off to a great start when things did go wrong. [00:10:02] They were very, very transparent. They said, okay, we need to get together. Let's pull everyone together. Let's get these questions answered. And they didn't hide things. We didn't hide things. It was probably the best project I've ever implemented. And that's what it takes. Again, that collaboration, transparency, and that win win from both sides. [00:10:25] Mustansir Saifuddin: Absolutely. I think you touched upon all the things that a successful project should look like, especially from a practices point of view, the strategy point of view and the relationships standpoint. Right? All of these work together and. You know, I, I just use the example of many different projects that I've done. [00:10:44] And, you know, especially when you're working with clients, transparency up front really helps. It sets the stage and make sure that both the client and the supplier are on the same page. And when you start off with that approach, things, like I said, things can go wrong, but you have a plan in place how to mitigate those issues, how do we get on the same page and make sure that whatever things that are an obstacle to the project are taken care of working collaboratively versus, you know, us versus them. [00:11:18] Carla Sarti: Right. Exactly. That's the last thing you want to get into in a project. It's already complex enough, [00:11:24] Mustansir Saifuddin: Yeah. And, like you mentioned earlier, right, that always something that comes up. You, you have the best of the intentions, but it can be a business challenge. There can be a technology challenge. There can be integration challenges. All different factors play a role into things can go in a different direction very quickly. [00:11:46] Carla Sarti: right? Oh, we didn't know this site had this approval process in here. And oh, this one has a different one. You find things as you get the project going and you have to be agile. You have to be flexible. You can't have. You know, the last thing you want is a supplier that's like, Oh no, you know, this, this is what we were brought in for. [00:12:06] I mean, we can talk about commercials, but you know, let's just all collaborate and get it done. That's where you need that trusted relationship because you don't want the supplier thinking, Oh, okay. They're going to ask me to do this for free. And you don't want the customer to be like, okay, they're not going to be able to do it. [00:12:23] So you've got to have that open dialogue going. [00:12:26] Mustansir Saifuddin: For sure. So, on a personal note, how do you stay on top of this fast changing pace of technology? What's, what's your secret sauce? [00:12:36] Carla Sarti: I've always been a constant learner always right? I mean, and I think being a co op at 18 years old, really drove that in me. It was the time, I kind of want to date myself it was the time when computers were kind of just starting to be used and I saw people just fumbling with the mouse. I mean, think of that in today's day and age, right? [00:13:01] I mean, back then people were fumbling with mice. I was like, oh my goodness, I never want to be in a position where, I'm not kind of at the forefront of technology. And I'm just a learner anyway. So, you know, whether it be books podcasts really from a technology standpoint, I think is what keeps me up to date. [00:13:21] I love the podcast. It's called All in One it's for billionaires that. Actually have very different views on things, whether it be politics or technology or science, and they talk about everything under the sun. Nvidia actually has an AI podcast. It's called the AI podcast, and then there's AI today. [00:13:44] And then being in GBS and shared services, a lot of my career, I stay on top of those things with SSO next. And they talk about technology, tons of technology within that realm as well. I read tons of articles on LinkedIn, the Wall Street Journal, and then definitely leadership books. I know that's not necessarily technology, but. [00:14:05] When you're talking about leading people again through change, and, you know, the best way to be collaborative, I find that to be extremely helpful. Patrick Lencioni is one of my favorite authors The 5 Dysfunctions of Team, one of my favorite authors. Favorite books. And he writes very much like fiction. [00:14:23] So it's really easy to get through. I don't know if you've ever listened to or read Jocko Wilnick's books, but he has extreme ownership and a couple others, phenomenal books, right? I mean, just kind of look at yourself in the mirror and it, it goes to project management, so extreme ownership. Am I doing everything I possibly can to be successful? [00:14:44] Have my team be successful. So really good one for project management. Mustansir. [00:14:50] Mustansir Saifuddin: Nice, I think you've got a whole slew of resources available at your fingertips that's good. I think like one thing that I really liked about your approach, I mean, you've seen it all, you've played different roles, It's refreshing to see someone like you in your space that you still find yourself as a student, you know, still keep on learning and be able to keep yourself ahead of the curve. [00:15:12] And I think that's the key, right? The different roles we play depending on what you're doing your daily job, but at the same time, looking around and seeing what else is going around you. We live in the space of, and the times of Gen AI. AI being disruptive and how it will change our lives. It's already is changing, you know how do you stay ahead or at least keep up with the technology? [00:15:39] I think is the key to your success. So that's what it seems like you you've been very much in tune with it. [00:15:46] Carla Sarti: Absolutely. One of the coolest things I ever did was reverse mentoring. So I had someone younger in the organization mentoring me, right? And then it helps you get into their shoes and understand what drives the next generation. What tools and technology are they using? It's really fascinating. And of course I, I use my kids too. [00:16:08] You know, I have a 19 year old and a 17 year old and just understanding: How they think, what they're looking at, what they're using, chat, what's GPT 4 all about. You know, you got to stay on top of things. [00:16:21] Mustansir Saifuddin: Yeah, they are the best teachers. I mean you think about technology I mean this younger generation is amazing and how they are adapting and all that. Let's get into the conversation about you know, we talked about successful supplier collaborations very key, right, important but what are some of the common challenges companies face? [00:16:41] With IT suppliers during a project. Can you share some ideas on thoughts on that? [00:16:49] Carla Sarti: I think one of the ones I've seen is where someone's oversold their capabilities, right? You've got a supplier, maybe they did a really good job on one project and they're asked to bid on another. And as a company, and again, trying to find that trusted supplier, it's very easy to fall into, well, let's just use these guys that were successful before. [00:17:13] You've really got to evaluate, are they going to be successful for this project? And of course they want business. Everyone wants business, but you've really got to look and say, okay, can I deliver on this project? Because if I can't. I'm actually going to ruin my reputation within the company. So just being honest and making sure again, from the company's standpoint, you're choosing the right supplier and that the suppliers. [00:17:42] Again, understanding the project that you're trying to implement and maybe they don't understand at first and they think they can deliver on the project. So, as a supplier, I would say, make sure you ask the questions. Be curious. Why are you doing this project? What exactly are you looking for? Oh, okay. [00:18:02] It's in this space. Okay. We don't have people in that space. Well, I can maybe bring people in to do that. You know, really understanding, that side to me, can really change the dynamic there. And then again, I'm not gonna, I'm going to keep talking about the transparency. If the supplier cannot be transparent when there is an issue, it's not going to be good.. I've always told people whether they work for me or a supplier, Bad news doesn't get better with time. You've got to bring these things forward. We've got to come up with solutions together. I don't care whose fault it is. [00:18:38] Mustansir Saifuddin: Yeah, [00:18:39] Carla Sarti: Like, ultimately, I want this project to be successful. So let's work together to get that done. [00:18:45] Mustansir Saifuddin: absolutely Absolutely. I think and and that's where I my question to you is how do you mitigate those issues? Everybody wants a smooth and successful implementation. It's just Everybody thinks that's how it should go, but we all know there are challenges. [00:18:59] Carla Sarti: Mm hmm. [00:19:00] Mustansir Saifuddin: you maybe share some ideas, thoughts on how do you mitigate those issues or something that you may have seen in the past? [00:19:08] Carla Sarti: So we, a lot of times, use just basic project management. Fundamentals, right? You've got your project plan. Are you on plan or not? Then you look at what can go wrong. Okay, you list out all the things that you think could go wrong and you start putting mitigating plans together on that, right? And having meetings around those things. [00:19:31] Okay, guys, how are we doing? Are we getting the data? That's going to be a big thing here. Did we get it? Did we not? What do we need to do? And again, having the right people on the project. So do you have somebody who can go in, break down those roadblocks if things aren't getting done, building the right relationships, again, you got to have the right people who can build relationships. [00:19:53] Project management, as you know, It's almost more about being a psychologist than anything else. I mean, you've got to bring people together that maybe don't normally work together. They have very different personalities. You've got people on the IT side that have different personalities than the project side. [00:20:11] So you've got to make sure that you understand those factors and use project management methodology. It's there for a reason. I mean, I've seen people, they're like, Oh, we don't need a project plan. Yeah. Like what? What are you talking? How do you do a successful project without a project plan? You don't even know what's coming next. [00:20:31] You don't even know where you are in the cycle. Are you on track? Are you not? So I think those things, honestly, like don't overlook the fundamentals. [00:20:41] Mustansir Saifuddin: No, I think that's a great advice. I one thing I, I, I like about your approach or your thinking is a project manager being a psychologist. You know, how many times you go through these, these iterations of projects after projects, you know, being a.supplier ourselves. I mean, I, I really appreciate your thought process on that because there's so many different stakeholders in any given time and project where you may have one stakeholder on board, but you may have someone else either business, I. [00:21:11] T. Whatever else you're working with. They may be either lost. They don't agree with your approach or there's something else that in this space. And you needs someone who can actually mitigate all those different pieces of the, [00:21:25] Carla Sarti: Mm [00:21:26] Mustansir Saifuddin: puzzle and bring it all, all of them together in a way they see the value. [00:21:30] It's all about value proposition and making sure that the end product is what the customer is asking for. Can we deliver? If we can deliver, what is the game plan? How do we go about making sure that we are all on the same page? Because at the end of the day, Once it is delivered correctly, It's a win win, you know. so [00:21:48] Carla Sarti: Hmm. [00:21:49] Mustansir Saifuddin: Do appreciate that insight into it and I know we talked about a lot of different things. I like to ask this one parting question. [00:21:58] What is that one key takeaway? You want to leave with our listeners today. [00:22:05] Carla Sarti: IT projects are very complex. So again, I would say the fundamentals are key. Understand what you're trying to accomplish. That is number one, understand the processes, get the right team involved, the right supplier, and set yourself up for success. So fundamentals. Use project management. Methodology for sure. [00:22:33] I mean, it's there for a reason and have the right, the right people on the project is key. I know I'm doing like five different key takeaways here in Mustansir, but really again, it's just so complex and the fundamentals, the right people and, and the right methodology, key, [00:22:51] Mustansir Saifuddin: No, thank you. Great advice and great takeaways. And I think once we have all these different pieces of the puzzle together, it's a recipe for success. So with that I'd like to conclude our session and I'd like to thank you for coming on on our show It was a pleasure having you. [00:23:08] Carla Sarti: likewise. Thank you for having me. [00:23:10] Mustansir Saifuddin: Thanks for listening to Tech Driven Business brought to you by Innovative Solution Partners. Carla shared valuable insights that can be used immediately by your IT team her main takeaway, focus on the fundamentals that include understanding your objectives, involving the right team of staff and suppliers, and stick to solid project management methodologies. [00:23:33] We would love to hear from you. Continue the conversation by connecting with me on LinkedIn or Twitter. Learn more about Innovative Solution Partners and schedule a free consultation by visiting isolutionpartners. com. Never miss a podcast by subscribing to our YouTube channel. Information is in the show notes.

Our guest on today's podcast, Michael Krawitz, EVP, General Counsel for Conduent, discusses with Brett and Jeff his journey to in-house counsel, the differences and similarities between in-house and outside counsel, how to create a culture while in-house, and his preferences when dealing with outside counsel.If you enjoyed the show, please subscribe, share, and leave a review. Subscribing to the show and leaving a review will actually help others find the show. And it will help us grow, devote more time, and produce better content for you.Streaming now on  YouTube, Spotify, Google, Amazon Music, and Apple Podcasts. We are also in the top ten percent of listened-to podcasts globally.

Today's podcast comes to you from California and Ohio.  Join Emily Jernigan (Regional Administrator, Southern Region for the California Department of Child Support Services) and Brandi Gallebo (Manager with the Franklin County, Ohio Child Support Enforcement Agency) as they co-host today.  They welcome Laura Van Buskirk (Director, Placer County, California Department of Child Support Services) and Kim Newsom Bridges (Sr. Director, Child Support Solutions, Conduent; based in Ohio).  Laura and Kim talk about their journeys and their career paths.  They have a conversation about leadership, why it's important to lead, and how to develop your leadership skills.  Listen as they share their leadership philosophies and perspectives.

On this episode, I'm joined by Kalyan Peri, Chief Information Officer of Commercial Business at Conduent. His life story is not just about the ascent to technological leadership but also about the values and experiences that shape a visionary over the course of a lifetime.Key Takeaways:(00:50) Village upbringing had a profound and lasting impact on Kalyan.(01:08) Grandparents share their wisdom on character development and future aspirations.(01:16) Experiences at elite institutions proved to be life-changing. (03:25) Transitioning from a tranquil village to the dynamic world of technology.(09:06) Kalyan journeyed from a small village to being a beacon of innovation.(15:53) Identify what drives you to make progress in life.(21:10) Balance the scales of personal well-being with professional success.(26:06) The right friends will help you reach your goals. (37:42) Technology can be a lever for societal benefit, with a spotlight on healthcare.(45:01) Looking ahead with a vision to leverage technology for the common good.(46:34) Emphasizing the importance of health, education and continuous personal growth.Resources Mentioned:Kalyan Peri - https://www.linkedin.com/in/kalyanperi/Conduent - https://www.linkedin.com/company/conduent/Indian Institutes of Technology (IITs) - https://www.iitsystem.ac.in/Infosys - https://www.infosys.com/Thanks for listening to the Indianness podcast. If you enjoyed this episode, hit the subscribe button and never miss another insightful conversation with leaders of Indian origin. And be sure to leave a review to help get the word out about the show. #Indian #IndiaBusiness #India #Indianness

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://podcasters.spotify.com/pod/show/thressa-sweat/support

Apple serre la vis sur le présentiel : les salariés qui ne respecteraient pas la nouvelle organisation du travail post-pandémique risquent la porte ! Le flash info revient également sur le gros investissement d'Apple TV+ pour les films, sur l'arrivée de la 4K chez France Télévisions, et aussi sur ces dents mignonnes et un peu effrayantes ajoutées par un Galaxy S23 sur un bébé.Apple, Twitter : le présentiel n'est pas une option pour les employésApple voudrait investir 1 milliard de dollars par an pour la production de filmsFrance Télévisions prépare l'arrivée de la 4K sur la 2 et la 3Magie de l'IA : le Galaxy S23 Ultra peut ajouter des dents à votre bambinEn deuxième partie d'émission, vous n'y couperez pas, c'est votre rendez-vous hebdomadaire avec le replay de la semaine ! Avec Christophe, on va revenir sur les plus grosses actus de ces derniers jours, et il y a de quoi faire avant le week-end.Apple, Twitter : le présentiel n'est pas une option pour les employésLicenciements : Apple préfère les diluer ou les sous-traiterAppleCare : 200 emplois supprimés chez Conduent, sous-traitant d'Apple en FranceVentes iPhone : même faiblard, le 14 Plus ferait mieux que le 13 miniLe premium a représenté pour la première fois plus de la moitié des revenus sur le marché des smartphonesLe Kremlin demande à certains fonctionnaires de jeter leurs iPhoneBonne écoute, et bonne fin de semaine ! On se retrouve dès lundi, 6h pétantes, pour un nouvel épisode de Sortie de veille.Pour écouter l'intégralité du podcast, devenez membre du Club iGen (http://clubigen.fr) et bénéficiez d'un site web dédié, d'articles exclusifs et de l'absence de publicité dans nos applications ! Soutenez votre site préféré et bénéficiez d'une version sans pub ! https://plus.acast.com/s/sortie-de-veille-un-podcast-de-macgeneration. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

À Valence, un des centres d'appels de Conduent, sous-traitant d'Apple, va fermer ses portes. Plus de 200 salariés chargés de répondre aux clients d'Apple en France vont perdre leur emploi. On revient sur cette mauvaise nouvelle sur le front social. Également au menu du flash info : la 5G chez Sosh, les futurs smartphones Pixel de Google et le coup de mou de Foxconn au dernier trimestre 2022.AppleCare : 200 emplois supprimés chez Conduent, sous-traitant d'Apple en FranceDe la 5G bridée autour de 20 €/mois ? Sosh sonde ses clientsPixel 8 : rien n'y fait, Google a encore un temps de retard sur les fuitesLe Pixel Fold et le Pixel 7a seraient disponibles en juinLes émeutes à iPhone City ont plombé le chiffre d'affaires de FoxconnEn deuxième partie d'émission, Nicolas prodigue quelques conseils pour éviter de se faire voler le code de déverrouillage de son iPhone. C'est une pratique de plus en plus courante chez les malandrins, qui privent leurs victimes de tout accès à leur vie numérique…Déverrouiller son iPhone en public, attention danger !Code volé en même temps que l'iPhone : comment éviter la catastropheBonne écoute ! On se retrouve demain matin pour un nouvel épisode de Sortie de veille… Soutenez votre site préféré et bénéficiez d'une version sans pub ! https://plus.acast.com/s/sortie-de-veille-un-podcast-de-macgeneration. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

With less than 2 weeks away from FUEL, our 2023 kickoff event designed to give HR leaders, like you, the tools to make your functions more digital in the Now of Work, Jason & Jess shared a sneak peek at 3 of the upcoming sessions, led by our consultants. You may have heard about our 3rd annual, 2-day event, packed with value. We've lined up 12 transformative sessions, content, and research and would be happy if you joined us on January 31 & February 1 by registering with the following link: bit.ly/2DF9rCH Our FUEL sessions will feature top HR and HR Tech industry experts, client success stories from Vail Resorts & McCarthy Building Companies, new workforce experience research with Conduent, and an innovative session with Reejig, discussing YOUR #1 talent metric! Take a listen to this digital meetup to get the inside scoop on the following FUEL sessions: HR Tech Trends in 2023: Making Sense of it All, with Kyle Holliday Your Playbook for Change Enablement: Building a Sustainable Framework for Being More Digital, with Aziza Young Workforce Experience Architecture: Designing Your Tech Stack With Your People At The Center, with Alex Zea See you soon! Take a Listen!

Chris Kujawa Chief Human Resources Officer for Conduent,How can bosses find the right balance between remote, hybrid and in-person work to keep employees engaged, happy and productive?

Jason Middleton fills in for Jennifer Jones Lee, who's back in the New Year. ABC's Jay O'Brien joins the show to talk Washington, D.C. John Larson, Vice President of Human Capital Solutions at Conduent shares some steps you can take now to start saving money in 2023. ABC's Ines De La Cuetara talks about China easing travel restrictions despite another COVID outbreak. And Jim Ryan highlights the season of giving...and the season of returning.

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

On this week's episode of CoMotion's Fast Forward podcast, our host, John Rossant, sits down with Charles Territo, Chief Growth Officer of Hayden AI. Hayden AI is pioneering smart traffic enforcement with its mobile platform to increase the safety, efficiency, and sustainability of municipal fleet vehicles. Rossant and Territo discuss the latest announcements of the company: their partnership with Conduent, their new contract with the MTA for Automated Bus Lane Enforcement camera systems, and more. Tune in! —————— Find out more about Hayden AI: https://www.hayden.ai/ —————— Interested in joining our flagship CoMotion LA gathering in November? Early-bird passes are available until October 17: comotionla.com/register —————— Watch the latest CoMotion LIVE webinar Mobility in Extreme Heat, https://comotionnews.com/2022/08/31/mobility-in-extreme-weather/ Register for our upcoming webinar E-Mobility with French Savoir-Faire supported by Choose Paris Region, 10.05.22: https://comotionnews.zoom.us/webinar/register/WN_H8z1K7IXRGqO7uYxHWVwwQ —————— Have any burning questions or topics you want to hear on the podcast? Write to us at fastforward@comotionglobal.com we love hearing from listeners! —————— Stay on the cutting edge and get updates delivered to your inbox every week. Sign up for CoMotion NEWS, our must-read newsletter that contains the most critical mobility news, updates about: CoMotion events, the Fast Forward Podcast and more! comotionla.us15.list-manage.com/subscribe…f52f34fe3 —————— Stay connected and join the conversation follow us: LinkedIn: www.linkedin.com/company/11012145/admin/ Twitter and Facebook Twitter: twitter.com/CoMotionNEWS Facebook: www.facebook.com/CoMotionNEWS/

We can't believe that HR Tech Conference was just last week! Our team is still riding high after the amazing energy at the conference and all of the great insights shared. We were excited to share a full HR Tech Conference Recap on today's Digital Meetup! Joined by Harry West, Leapgen's VP Team Leader & Customer Partner, we shared the biggest highlights, takeaways, and insights from the largest HR Tech event globally. We couldn't wait to share what we learned about the state of work and what's brewing in HR Tech! At HR Tech, I delivered a closing keynote on the HR, IT, and business skills needed to guide transformation in the Now of Work. I also shared How To Optimize the Employee Journey, during a panel with our friends at Conduent and ServiceNow. Didn't have a chance to attend my in-person HR Tech keynote or catch our weekly digital meetup LIVE? Take a listen now!

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Discover how to nurture the right mindset to help you navigate life better in today's episode with Dr. Anna-Lisa Leefers. Stay tuned as we delve deeper into fixed and growth mindsets and how they impact your actions and the life you lead. Don't miss this one out! Key Takeaways To Listen ForFixed mindset vs. growth mindset in childrenReasons you should explore things in your 20sHow a fixed mindset holds you back from achieving your goalsAdvice on how to grow from other people's opposing viewsWays to express disagreement without being disagreeableResources Mentioned In This EpisodeThe Privileged Poor by Dr. Anthony Abraham Jack | Paperback and KindleMindset by Carol S. Dweck, Ph.D. | Paperback and KindleRange by David Epstein | Paperback and KindleThe Three Lives of James Madison | Paperback and Kindle About Dr. Anna-Lisa LeefersDr. Anna-Lisa Leefers is currently an Instructional Facilitator at the University of Texas at Dallas. She is an expert in the topic of leadership and has extensive experience in Leadership Development. She has been a Director of Leadership Development in Conduent and also in Xerox.Connect with Dr. Anna-LisaLinkedIn: Anna-Lisa Leefers, PhDConnect With UsMaster your context with real results leadership training!To learn more, visit our website at www.greatsummit.com.For tax, bookkeeping, or accounting help, contact Dr. Nate's team at www.theincometaxcenter.com or send an email to info@theincometaxcenter.com.Follow Dr. Nate on His Social MediaLinkedIn: Nate Salah, Ph.DInstagram: @natesalah Facebook: Nate SalahTikTok: @drnatesalahClubhouse: @natesalah

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

For the full show notes and transcription checkout: https://www.superpowers.school/ Watch episodes on YouTube: https://www.youtube.com/c/paddydhanda ★ BUY ME KO-FI ★ If you enjoy the podcast, then you can donate a small amount here as a token of your appreciation: https://ko-fi.com/paddydhanda Contact Paddy at: pardeep_dhanda (at) hotmail.com Srikanth was most recently the Chief Client Officer of QA, the U.K. market leader in tech training. In this role, he oversaw all sales relationships with QA customers globally, with a particular focus on larger and international clients. Prior to QA, he was the Group Chief Executive – Europe at Conduent, a global outsourcing company, driving their vision to become a digital interactions leader in Europe. He has previously been the Group Sales Officer and a Member of the Group Executive Committee at Capgemini, where he had direct oversight of Capgemini's strategic global accounts, with annual revenues in excess of 2 billion Euros. He was also a member of Capgemini's Innovation Exchange Steering Committee. Srikanth has previously been at IGATE, where he co-led the merger of IGATE with Capgemini, and at Infosys, where he was Regional Head of Europe for Financial Services and Head of Infosys UK. Srikanth is also an active investor in early stage startups, particularly in the enterprise B2B SAAS area. --- Send in a voice message: https://anchor.fm/superpowers-school/message

For the full show notes and transcription checkout: https://www.superpowers.school/ Watch episodes on YouTube: https://www.youtube.com/c/paddydhanda ★ BUY ME KO-FI ★ If you enjoy the podcast, then you can donate a small amount here as a token of your appreciation: https://ko-fi.com/paddydhanda Contact Paddy at: pardeep_dhanda (at) hotmail.com Srikanth was most recently the Chief Client Officer of QA, the U.K. market leader in tech training. In this role, he oversaw all sales relationships with QA customers globally, with a particular focus on larger and international clients. Prior to QA, he was the Group Chief Executive – Europe at Conduent, a global outsourcing company, driving their vision to become a digital interactions leader in Europe. He has previously been the Group Sales Officer and a Member of the Group Executive Committee at Capgemini, where he had direct oversight of Capgemini's strategic global accounts, with annual revenues in excess of 2 billion Euros. He was also a member of Capgemini's Innovation Exchange Steering Committee. Srikanth has previously been at IGATE, where he co-led the merger of IGATE with Capgemini, and at Infosys, where he was Regional Head of Europe for Financial Services and Head of Infosys UK. Srikanth is also an active investor in early stage startups, particularly in the enterprise B2B SAAS area. --- Send in a voice message: https://anchor.fm/superpowers-school/message

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Jillian Gartner (Head of Digital Marketing and Demand Gen) recently joined Kristina Jaramillo on the ABM Done Right Podcast to discuss the ABM challenges that Thomson Reuters and Conduent faced and how she had to revamp the programs. Some of these challenges included:1. The definition and direction of ABM have become diluted. For example, before Jillian joined Thomson Reuters, the company had an opportunity to expand ABM in terms of the number of accounts and tactics leveraged in the program. ABM is not a tactic. It's not a thing to do. It's not a verb. It's not just a way of thinking.  It's a business strategy on how you're going to get strategic tier 1 accounts to revenue and existing accounts to greater revenue growth.  ABM is a strategy that improved the integrated interactions GTM teams have with prospects and customers and the experiences the teams are delivering.2. ABM has become synonymous with ABM tech - For example, Jillian was hired at Thomson Reuters to assess, invest and implement ABM tech. They thought because they execute Demandbase, 6sense, Terminus, or other ABM platform that they were doing ABM. But, it was just account-based digital advertising. Jillian evangelized with leadership, sales, and marketing that ABM is about layering your digital and non-digital interactions in a way to move accounts forward. 3.  ABM programs are disjointed - Before Jillian joined Conduent, the team was doing ABM for several years. ABM was done in pockets and wasn't being used across the complete buyer's journey and customer lifecycle. There was limited account intelligence for the sales team to carry on the conversations that marketing started.  Now, the teams are coming together and acting as 1 team that is focused on revenue so sales and marketing can engage contacts in ways that the teams were not able to unlock before. 4. Lack of prioritization - In too many cases, teams are treating tier 1 accounts the same as tier 3 accounts pushing out content and messaging so it's all about the "campaign" vs. improving the interactions as leadership and teams go for "scale."  When sales and marketing teams do "prioritize" and "tier" accounts, they fail to look for a reason for outreach and a reason for the account to be a tier 1 account that gets personal attention. For example, in one case, Jillian talks about giving the "white glove" personal attention to an account for more than a year and getting zero response. Sales and marketing did not align with the strategic goals of the account and show the unconsidered gaps and impacts. You'll also learn about Conduent's balanced ABM program (1:many, 1: few, and 1:1), why their 1:1 program is the most successful, and how their ABM program is not just about personalized ads. 

On this episode, Maureen Leif welcomes 4 outstanding leaders answer questions on the topic of women in leadership. We feel so lucky to have interviewed Betsy C. Donat - Ardita, Vice President of Compliance at Everside Health, Kim Newsom Bridges, Director of Child Support Services at Conduent, Keri Batchelder Jacobs, Programs and Services Section Manager, Division of Child Support Services at Colorado Department of Human Services and Kristie Arneson, Senior Administrator, Economic Security Divsion/Wyoming IV-D Director at the Wyoming Department of Human Services. They talk about their leadership styles, how they have overcome obstacles and challenges during their career, and what advice they would give if they could talk to themselves at age 25. It's an insightful and interesting conversation, and we hope it will spur on more conversation for our listeners.

In this podcast today, I will discuss the company Coleman Research! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Melecia gives us yet another great job listing and great coaching advice. Info Conduent https://us-jobs-conduent.icims.com/jobs/52413/job?mobile=false&width=1193&height=500&bga=true&needsRedirect=false&jan1offset=-360&jun1offset=-300 Services Work from home resume services and remote job coaching email meleciaathome@gmail.com http://meleciaathome.com/bookly

Welcome to the podcast – “Story-Pod with Nischala”. As part of this exclusive podcast, you can tune into stories with amazing people across the world. Through these stories, you will listen to ideas that matter, real-world insights and positive inspiration. As part of the series “The Shero Diaries”, our Chief Marketing Officer (CMO) Nischala Murthy Kaushik talks with influential and powerful women leaders from across the world. In each episode, we profile a corporate shero and you will hear about their personal life and career journey, choices and decisions which influenced them and reflections from these experiences. Our featured shero in this podcast Holly Cooper In her current role she serves as General Manager of Public Safety and Curbside Management at Conduent. With her career spanning more than 20 years, Holly is passionate about providing solutions that utilize analytics and automation to improve public safety and promote equity by reducing bias in public safety operations. She has built security projects for major data centers, industrial and commercial properties, as well as integrated solutions for schools and churches. Starting her career in the male-dominated construction industry, Holly is an ardent supporter of causes that elevate women. She mentors young girls and women to avoid setting limits based on gender or traditional societal roles. Driven by her faith and family values, Holly frequently speaks at conferences on the importance of leading with compassion and empathy, in addition to tenacity and strength. Holly is an executive sponsor of Conduent's Women's Impact Network, where she mentors associates on achieving their personal and professional goals. Holly married her high school sweetheart and has two children. She credits her family for her multitasking wizardry, and as her inspiration to drive continuously forward to achieve career success. This podcast has 3 sections Know your shero – in which we talk about backstories around the influence of family, upbringing, education and your career journey. Leadership, Diversity and Inclusion, Skills - in which we talk unfiltered on how to build diverse and inclusive organizations. Rapid Fire – in which we hear quick and quirky responses from our featured shero.

In this episode we have Randall King, the President of Commercial Solutions at Conduent. As the Group President of Customer Experience Management, Randall has responsibility for 25k customer experience professionals who deliver best-in-class service globally to millions of customers on behalf of their clients. In this role, Randall drives strategic transformation, stronger client relationships, and service excellence. He works in close collaboration with business and technology leaders to bring innovative solutions to their clients, while delivering an integrated and seamless experience to their customers. Advice for someone starting out in the customer space 2:38Priority and balance 6:54Good and bad lessons learned 10:41Exciting trends in the market 18:57Working from home 21:41A summary statement for transforming your business 26:33“Perfection is the enemy of done and it's hard to turn a ship that's not moving. In my career I've had so much more success if you just get under way and of course things like agile methodologies really help with that with sprints, but just get out there and get going. Course correct as you go. You'll learn, you'll get better, and as you have progress, people get excited, and then they want to achieve more and before you know it, you're really driving out some great results.” 3:34https://www.linkedin.com/in/rking2002/randall.king@conduent.com

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Welcome to the podcast – “Story-Pod with Nischala”. As part of this exclusive podcast, you can tune into stories with amazing people across the world. Through these stories, you will listen to ideas that matter, real-world insights and positive inspiration. As part of the series “The Shero Diaries”, our Chief Marketing Officer (CMO) Nischala Murthy Kaushik talks with influential and powerful women leaders from across the world. In each episode, we profile a corporate shero and you will hear about their personal life and career journey, choices and decisions which influenced them and reflections from these experiences. Our featured shero in this podcast Sheila Curr In her current role as Global Head of Commercial Healthcare at Conduent, she is responsible for client management and growth across the company's Payer, Provider and Pharma/ Life Sciences business units. Sheila is tasked with advancing the company's commercial healthcare solutions to help clients reduce costs, streamline processes, and increase patient and member access to care. She is also responsible for guiding the company's vision to deliver services that create a better-connected healthcare ecosystem where data sharing and collaboration result in truly patient-centric experiences for every person, every time. Sheila Curr is a recognized healthcare industry veteran with a career that spans more than 25 years. She is a seasoned and strategic healthcare executive with a strong track record of success driving sales, growth, and partnerships in the healthcare space. Her areas of expertise include healthcare, technology, OEM, and retail with an emphasis on building business solutions based on clients' requirements while delivering consistent revenue and ROI. Her previous experience includes senior leadership positions at companies such as Wipro, Concentrix, and IBM. Sheila is mom to a 30 year old and loves to travel internationally in her free time. This podcast has 3 sections Know your shero – in which we talk about backstories around the influence of family, upbringing, education and your career journey. Leadership, Diversity and Inclusion, Skills - in which we talk unfiltered on how to build diverse and inclusive organizations. Rapid Fire – in which we hear quick and quirky responses from our featured shero.

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Richard Farrand is a senior director at Conduent, based in Kuala Lumpur, Malaysia. He is responsible for the APAC CX business and globally for resource planning. Richard was previously the Global COO for Bank of America IT and BPO systems and before that he was leading IT and BPO inside HSBC. In the interview we talked about how CX is transforming companies and how better design thinking can lead to great CX. https://www.linkedin.com/in/richardfarrand/ https://www.conduent.com/

In this episode we talk about hobbies people have outside of work. This topic was of particular interest to me as I know how important my time away from work is, and how it makes me better at my job and in so many other ways. In fact, everyone at Grays Peak has some kind of interesting hobby that they are passionate about. In the GPS Family, we have people who enjoy skiing, hiking, traveling, music, art, wine, fishing, horseback riding, kayaking and much more. We do our best to encourage these things, and provide space for people to pursue what they love, which in turn makes us a happier and more cohesive team. We have a great group of 4 guests on the show. We start the show with Chad Dexter. Chad is the Child Support director for the State of Montana and is a Mountain Bike enthusiast – to say the least. We then speak with Ian Broughton, who works for the Michigan Child Support program as the Planning, Evaluation and Analysis manager, and who is an excellent singer and musician. Then we speak with Michael Adrian, also from the Michigan Child Support program, where he serves as the Program Development Division Director. Michael is an accomplished hiker, and enjoys biking, and Kayaking as well. We close the show speaking with Zach Steed, who works for Conduent providing services to a multitude of child support clients, and who is also an accomplished blue grass musician. Stay tuned until the very end to hear some extra content and some music from Zach's band.

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

In this Podcast today, I will discuss the company Conduent! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

Robèrt van Diem is the Senior VP of Operations at 5CA, He is based in the Netherlands. Robèrt has a long history leading operations at companies including Xerox and Conduent before his present role at 5CA. 5CA is an almost exclusively work from home company so in this episode we explore how remote-first really works for 5CA. https://www.5ca.com/ https://www.linkedin.com/in/rob%C3%A8rt-van-diem/  

In this podcast today, I will discuss The company Conduent! They are hiring in multiple states. Flexible Schedule! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

Rika Nakazawa is a senior executive, entrepreneur, investor in, and frequent public speaker on, technology-powered business transformation. She is also Vice President and Client Partner at Conduent, a $4B revenue global BPO provider to Fortune 100 companies, and is also the Founder and CEO of BoardSeatMeet, Inc. a Silicon Valley, social impact venture, focusing on diversifying the board room by empowering women to build and leverage social capital with modern technology. BoardSeatMeet's mission is to deliver the “High-Performance Board Room of Tomorrow”. Trilingual in Japanese, German, and English, Rika grew up in Japan and moved to the US initially to attend Princeton University. Rika has since worked internationally over two decades in senior executive roles in strategy, business development, and marketing with Fortune 500 companies - NVIDIA, Sony, Accenture, American Express - and Silicon Valley startups. She is a technology industry veteran and has served on multiple venture boards in next-generation computing and artificial intelligence ecosystems. Throughout her career, Rika has been an avid advocate for advancing diversity leadership in governance, technology, and business across industry verticals and global dimensions. And she is particularly passionate about deepening the intersection of human and digital paradigms through transformational innovation and the pursuit of purpose-driven collaboration. --- Support this podcast: https://anchor.fm/freeman-means-business/support

Kison sits down with Sachin Kumar, Senior Director - M&A and Regional Lead for HR North America at Conduent, to discuss the topic of the not so famous process of Rebadging. Together they break down the process step by step and explain the use case. Some tips: Don’t forget to get the HR team involved quickly.  Without having an HR plan, focused job descriptions, and performance standards, rebadging can quickly turn into a big headache. Also, problems arise if Corp Dev was not informed because the business team doesn’t know how to manage an asset deal. So try your best to keep Corp Dev in the loop especially when the deal is scaling. 

Max: Welcome to the Recruitment Hackers Podcast, a show about innovation, technology and leaders in the recruitment industry. Brought to you by Talkpush, the leading recruitment automation platform.Hello everybody. And welcome to the Recruitment Hackers podcast with Max. Today. I'm pleased to welcome Elaine Davis, Chief Human Resources Officer at Continuum who is going to tell us about her 25 years of experience in the industry. And we'll focus a little bit on the recent crisis we've been through and how it's affected the talent acquisition team at Continuum, and her experience working with some of the largest high volume employers in the world. Elaine has worked with Conduit, Xerox, JSK, and has vast experience in sourcing, and the art of sourcing at scale —, which is how we started our, email exchange, Elaine. So to kick things off, welcome to the show, Elaine. Great to have you here. Elaine: Thank you, max. Appreciate it. Max: So, would you mind starting off by telling us a little bit about Continuum? (your current company). Elaine: Oh , yeah.  So continuum began life as a carve out from a larger company called Conduent. And, Continuum has been standing on its own,  since February, 2019.  It's primarily the customer care business from the Conduent company. Conduent had been a carve out from  Xerox, a huge company.And I was with Xerox at that time. And with Conduent. I left Conduent right after it actually became a standalone company itself in 2017 and took a couple of years off. Did some work in venture capital and got interested in HR...  Yeah, well, the HR, well… I enjoyed the venture capital space.  I was sort of the firm's expert in HR technology, the HR technology space, where there's a lot of really interesting things happening, particularly in talent acquisition.And then I got a call from the folks that were carving out Continuum and they asked  if I'd  come back into a more standard corporate role and  set up the HR timekeeping, payroll and communications functions for Continuum. So I said, yes. Max: Timekeeping, payroll and Talent Acquisition.Elaine: And all of HR. And, Oh, I also run communications, which is the fun part of my job. Max: Great. Well, I'm happy that you got to experience basically, kind of like, can we say that you went from a bigger, to a smaller, to a smaller company? Are you, are you feeling that, you're moving towards the more human sized organizations over the last 20 years?Elaine: You know, the problems and the issues and the things that need to be solved for are the same, no matter what size the company is. You know. It's all human behavior related and it's all revenue related. So what I would say is fun about being in a smaller company and we're about, 15 to 16 thousand people or so, about a half a billion in revenue.It''s fun to sort of own a big piece of that. So, I mentioned various planks in my world. Right? It's a lot, but it's manageable, for me. And, I get to impact a whole, a pretty big swath of daily operations in the company, and that's fun. And some of my previous experiences with big companies, I had great jobs and was working with great people. But, boy, it's hard to turn a big ship around. Max: Well, 15,000 it's pretty massive already. That's what you said, 15 to 16 K was this headcount and Continuum today?Elaine: Yeah, we, we go up and down seasonally. We have some pretty big healthcare clients and there's a portion of their year where they're doing healthcare open enrollment.And so we increase our head count to support them on a seasonal basis so we can get up to 18,000 depending on the client and the time of the year. But to me, it feels small because when I was at Xerox, it was over a hundred thousand then, at Glaxo Smith Kline. we were over a hundred thousand, so 15 to 18 seems very small to me.Max: Okay. Well, one day I hope Talkpush can...  I don't know if we want 15,000 employees, but if we could have 15,000 users, that'll be a good start, you know, at least two years before we get there.  Well for our listeners who aren't familiar with the concept of a carve out, this is when a company's shareholders decide they're going to take a piece of the business and it's going to run better on its own than it does as part of the mothership.And you're part of two carve-outs, but within the same group. So that's pretty unique experience in itself. Can you share with me, what do you think is, you know, maybe the specifics are deal by deal, but what do you think is the motivation behind a carve out? Is it  a size question where you think you run better and faster at 15 K, then you run at 50?Elaine: I really can't pretend to understand the motivation of the carve-outs other than it's financially driven. And I think it has more to do with stripping out underperforming assets.  So that the company left behind can, focus on it's,  I guess I use an old nineties word, you know, core competencies,  in the Conduit,  Continuum carve-out, Customer Care business was not performing and Conduit wanted to strip it out and let it stand on its own.It's actually been a great business on its own and not weighed down by the larger infrastructure of a big company. You know, you're right. I've been part of some interesting transactions. When I was first at Glaxo, in the United States, we did a hostile acquisition of a company called Burroughs Wellcome company, also a British pharmaceutical. That was quite a ride. And then Glaxo merged with SmithKline Beecham. That was a wild ride. Massive, pharmaceutical engines coming together to try to build research pipelines and get drugs on market, faster deal with the patent expirations, which were financially devastating for a lot of the pharmaceutical companies.So I've been involved in some interesting transactions.  Almost always in an HR tech and HR technology role, sometimes in a commercial role. I've done Commercial Strategy and Marketing for businesses as well. So through all of it, I mean, I've had great opportunities to understand the levers of  profitability.And big or small, I mean, in the end, you're trying to solve the same problems and that's even true in Talent Acquisition. Big or, small, you know, you have to make your way in a crowded field of employers and figure out a way to differentiate yourself, attract the best people and make their onboarding as gentle as possible,  and to get them as productive as possible. And particularly in the call center business, that is super important because after you've hired people, you're training them. And that entire time that you've got people that you've hired, onboarded and you're training them, you're not generating any revenue off of that.That's an expense that a call center company has. It has to shoulder until you can get that person on the phone or on a chat or whatever, to start driving, to start building revenue. Max: I heard somebody told me that if the new hire, the agent, in a call center environment stays there for three months, that's long enough to pay for the hire. Anything beyond that is where the margin starts  to be generated. Elaine: That's probably about right. Actually. But I will say that, I have been very focused on driving down cost per hire. I actually had to laugh the other day because at first I thought it was a joke, but somebody... I get a lot of... everybody, all your listeners and you get a lot of marketing emails right?And I got one from a company that wanted to tell me that they could help me hire a call center agents at the low, low price of a thousand dollars per hire. And I actually thought it was funny because I can hire — my metrics are under a $100 dollars per hire. So yeah. So, because everybody counts things differently.Max: Yeah. I need to make sure we're counting the same thing here because a hundred dollars… Are we talking marketing cost per hire or total cost per hire?Elaine: I am talking,  marketing and assessment and background investigation per hire. Yeah. Max: Amazing. Which geography?Elaine:  This is U.S.Max: Wow. Elaine: Yeah,  it can actually be more expensive, not in U.S dollars, but it can be a little pricier on a cost per hire basis than some of the international markets, because some of the backgrounding is more extensive and much more expensive to actually run.Max: Well,  I think that's a great metric. It seems that,  you know, given that we're entering a recession or in the middle of a recession, that people will take another look at cost as a driver for decision.  But of course, bringing the cost down also means that you can hire from a broader pool and you can be a little bit more picky, perhaps. It's a lever to increase quality, eventually, and retention, which as you were saying is the real cost of the business, because you've got high turnover. So if you bring the cost down, then, you know, a wider funnel means the whole journey benefits from it. Elaine: So you're absolutely right. That's insightful. You understand what I'm doing. I have a huge funnel. The other day.... and we're not in a rapid, robust hiring phase right now, today. We will be ramping up shortly, but right now we've come through the pivot. Out of the brick and mortar to people's homes and establishing our work at home model and trying to keep things reasonably stable.  So we haven't been doing a lot of hiring,  I think in June,  we need to hire just in the United States, around 6 or 700 people.That's not a lot for us. I checked into our lead flow and we have 14,000 leads. So,  That's a lot to hire 5 or 600 people. Right. So the funnel is wide open.  And you're right. That is what helps me get to— there's  goalposts or gates along the way. Right.  If you're going to talk, you know,  we're going to make it super easy to connect with us. Super, super simple. Whereas, you know, we have quick apply. We're scraping an XML feed. We are contacting you within seconds of you showing interest in us. Literally. I have a very, very rapid response. And then there's some gate posts, right? You got to schedule an interview with us and you gotta show up for the interview. And then assuming  you get through that and it's not terribly difficult to get through it, to be honest.You've got to go through our assessment process. So people start to self select out. They don't want to do those things. It's not as easy as they thought it was going to be, they maybe don't want to take an assessment. So people start to self select out. But if I'm doing all those things right, and I have enough at the top of the funnel, I'm going to end up with, you know, I overfill classes every week. So in call center, you're hiring training classes, right?  So you might have a training class, I think we have one starting on July 6th. We have 400 people starting, so I'll hire 480. I'll actually hire and onboard that many because, you know, the final gate post is, or mile marker, or whatever we call it is people actually showing up for the training, right.They actually need to show up, pass their drug screen, pass the background and they have to show up. So there's a lot of ways that people can fall out along the way. So I absolutely have to have that funnel wide open with a big pool of people. So I can end up with the people that I need at the very end.Max: Yeah. you can,  you know, get mad and scream yourself,  mute, at candidates for not showing up and dropping out. But, you can also accept the fact that, well, I mean, these are positions, which are not necessarily, you know, long term career plans and it's okay to get some dropout. You got to build around that. So completely agree with you.  I'm still trying to digest your $100 dollars cost per hire. I remember seeing those studies that said that even for call center employees, a $1000 dollars cost per hire was the industry norm just a few years ago. And obviously being in a in a buyer's market, if you're an employer where there's going to be a lot more job seekers out there in this market today we're, you know, in the middle of a global recession.  But, then of course there were all these other factors.So where do you think you got to, how did you, I mean, first of all, was a thousand dollars per hire, ever a number that was reasonable to you, at some point in your 25 year history in talent acquisition?Elaine: I can tell you that when I was with Xerox. When Xerox owned what became Conduent, Xerox had about 140,000 people in the company.This is a short several years ago, right. And 100,000 of those were BPO people. And the other 30,000 were the traditional document technology business, right, that we all think of. When we think about Xerox, we think about the machine, right.  And the paper. But, a 100,000 of that was a very big BPO company.And I ran a lot of the HR business for that company and I ran Talent Acquisition. And  we processed a million candidates in a 12 month period, candidates, applicants to end up with about 85,000 hires. And  we were probably spending more than a thousand dollars per hire. It was such an overwhelming huge business and I was running it, so I can say this, we weren't doing it well. We didn't have control of our financials. We didn't know what we were spending. It was really super messy. Right? It was messy.Max: You said 85,000 hires and a $1,000 dollars per hire. That's like $85 million dollars.Elaine: Well, you know, it was geographic. So in the U S we were spending a thousand dollars to hire, but in other geographies, we were not spending that much. I mean, my budget wasn't quite 85 million, but it was very, very large and I never felt like I really had control of the process anywhere in the world.It was messy. It was a huge company. And then of course, Xerox divested that. And then it was divested again. So, you know, it's hard to keep track of all of the numbers. That's maybe why the shareholders were not happy. Max: Well,  I've had many opportunities to sell to companies because Finance or Procurement was looking into TA and thinking “I don't know where the money is going.”Elaine: It's a mess. And I'll say one of the things that I really appreciated about being part of a carve out. So we're, we're owned by a private equity firm in Los Angeles called Skyview Capital. And the people in that firm they're sort of industry and function agnostic.They have a variety of companies that they either own, or they're heavily invested in from food processing to a cold brew coffee company, to our company, a security company. It's interesting. It's kind of all over the map. And what's been great about being part of that experience is that they're just trying to solve problems and make money.So when I joined about a year ago, the company Continuum had been stood up for a couple of months, had been carved out and they were trying to get their arms around it and figure out what the business model was and how we were making money. Or if we were making money and how things were working. And the first thing they saw was that the recruiting engine was broken. And how they figured that out is because the revenue engine was sputtering.And that's because in the call center business, if you don't have people in the center to answer the phone, you're not going to make any money. Recruiting drives everything. Max: You get penalties. Penalties for being slow to hire. Elaine: Oh, sure you do. Yeah. So recruiting is the revenue engine. You need the people in the seats answering the calls or you're not going to make any money. So they very quickly saw that when I joined, they were laser focused on how do you hire people in this environment? And they were not HR people. They weren't Talent Acquisition people. They were smart people, some with deep technology backgrounds and they just tore the thing apart and said, we're going to solve this problem one step at a time. And they did, and they helped us build a really phenomenal lead generation machine, an AI based machine that we use. And I think it's our competitive secret sauce I can hire faster and cheaper than any of my competitors.Absolutely. Hands down every day, all day long. Max: And something I've noticed as well. Some of my hardest, and I mean that in a complimentary manner, hardest customers to work with are those who do not come from an HR and TA background, but who come from Operations or Finance. Because they're like, everything's on the table, right? Why are we doing this assessment? Why are those two things not merged together? Do you really need to ask 10 questions, etc, etc. Why aren't we spending more time on this channel? That's more cost effective, but I guess it's the cost of like these relationships, right? When, if you're in one place for too long.Elaine: You know I've spent  a lot of hours at this company trying to reshape how we do business. And I thought I knew how to do transformations because as a veteran of big companies, you know, you're going to go through one or two transformations. And, I never felt like a lot got accomplished by any of them in the really big companies I was part of. They were just a lot of PowerPoint decks and consultants in the room. And what's been interesting about this experience has been working with our owners, our private equity owners and people that they've brought in to help.  Yeah, in the beginning they would say to me, well, I said, you know what?This is an advertising problem. We have a recruitment marketing problems. So I'm going to go solve our recruiting issue with recruitment marketing tools and advertising. And I need to hire this advertising firm and that one. And they said, hold up. No, we're not convinced it's an advertising problem. You need to prove that to us. So we went through a lot of exercises of me trying to prove what I believed because of my long background in Talent Acquisition and in HR. And I was wrong. They showed me how my thinking really was kind of mired in what my background was and what my belief system was.And they showed me that just by walking through and solving problem by problem at a very detailed and basic level, I came to different conclusions. And that was hard. Max: You just told us Elaine that you have a huge front of the funnel. And hence, naturally if advertising was not the secret sauce, the secret to making this, wide funnel work, where are you getting all those leads, for so cheap?Elaine: Well, I think that we had advertising, but we weren't capturing. The game now — everybody knows how to generate leads. The game now is converting. It's assessing and converting. So we now run contests as we've moved from using our recruiting engine in the U.S to our other markets, Dominican Republic, Philippines, Netherlands, Jamaica. We run games with our recruiters to show who can convert the most at quality. So  what we did was we simply moved the problem down the body of the snake, right. In the beginning, we weren't getting leads. So then we got a bunch of leads and then we had to figure out, okay, how do we convert them?So we worked on converting them. And then we thought, oh gosh, we need to convert the right people. So we worked on assessment, so we just keep moving the problem further down our snake. You know, now we're kind of through, we've gotten through getting the right people. We've got great assessment metrics in place. We reshaped our backgrounding, to lower the barrier, but not the bar for us to bring people in. One thing about the call center business and one of the reasons I like it is that it's a first opportunity for a lot of people to, you know, to put food on the table for their families all over the world. It's an entry level opportunity for people that don't have a lot of opportunities. Max: it's not sexy for people who have been a few years in their career necessarily. Although you do have veteran call center agents as well. Yeah, but it's easy to forget, you know, what it's like to be a 20 year old coming out of school. I mean I  was paralyzed at the thought of picking up the phone and talking to somebody just 15 years ago. It seems completely insane to me, but you know, I remember that. Elaine: Yeah, and in some countries, it's the difference between what stands in front of them and, and starvation. I mean, it really is.It's an opportunity for people in developing countries who don't have any opportunity, particularly women to put food on the table. And it's also a job that can be a second chance for somebody. And there's no shame in being an employer who can offer somebody a second chance.it's not a glamorous sexy job, but we have some examples in the company of people that have gone from basic call center agents to Supervisors, Operations Managers, they switch over to training. They come into recruiting. Max: I've loved it. I've been dealing with this industry for four or five years now.And, I feel absolutely inspired by, you know, the fact that it drives the launch of so many careers and it helps so many families. So I love it. I love just the high volume space for that reason. It's just how many people can you impact. And I wanted to ask you about the recent experience with the work from home transition, and how it's affected the morale of your team, of people who are not driving to work anymore, working from their PJ's shaving, et cetera. Are you starting to feel, you know, the weight of this lockdown affect the morale or if people are just  finding it beautiful, the new normal?Elaine: From a corporate standpoint, you know, my global HR, payroll, etc. teams we've almost always worked remotely. when Conduent released this company, when it was carved out, we didn't really have headquarters. And people just worked where they worked.They left their office at Conduent and moved into their homes. So from an exempt perspective, we've all been home for quite a long time and we know how to work that way in Recruiting and Talent Acquisition. We're in a cloud. My recruiters are all over the world and the model that I'm running is, if I have a lot of volume coming into the U.S, a lot of leads coming in, and my U.S team is asleep, then my Jamaican team will pick that up and do the interviews or my Philippines. So I'm running a kind of 24 hour global model for grabbing those leads and converting them. So we were very accustomed to that, but ...When COVID hit us in early March in the U.S, so the leadership, most of the leadership is in the U.S. Initially we felt kind of paralyzed. We weren't sure what to do or what was going to happen, but we quickly realized that we needed to get everybody out of those centers and home before we were told to — all over the world, and we have 14 locations, Europe, Asia, etc, like our competitors do.And everybody was sort of working that from a different angle. How much revenue can we save? How much, you know, what kind of profitability can we gain? What do we have to do with managing our clients? What are they thinking? And I was kind of focused on what do we have to do to make sure that these people can continue to put food on the table?That was where I came from. I wanted to make sure — and I made sure people knew it. So when we told staff around the world, come to the center today and be prepared to walk out with your computer and, you know, whatever else they needed to be productive at home. I made sure that they understood that we're doing this because your health and safety and your ability to generate an income to take care of your family is the most important thing to this company. And if we do all those things right, and support you, the revenue and the profitability are going to come. And you know what, I wasn't even sure I believed that myself in the beginning, because it was so chaotic and it was so hard in the Philippines, they were shutting everything down. We had to hire vans to get people out of the centers, with their computers. We had to send people out to people's homes. People were locked in their homes. It felt chaotic to me. But for me as an HR professional, I just kept focusing on what do I have to do to make sure these folks can buy what they need to feed their families? And I made sure people knew it and I think it really helped coalesce our company around that feeling that, yes, it's not a cliche, we really are in this together and we're going to help you so that you can help our customers. And by doing that, we're all going to get through this one way or the other. Max: I think it sounds like I went through the same thing you did.  And for me it was really helpful that I was, you know, I was a professional when 2000 and 2009, the 2000-2001 crisis, and then 2008. As the world falls down around you, and we hadn't had a real crisis of this magnitude since 2008, then you can, you can be a rock, even if you don't a hundred percent believe in it as the walls are falling down. Elaine: Yeah. I thought about, there's that sort of famous Ted talk by Anne Cuddy. Who's a Researcher. I think she's a linguist. I could be wrong, but I think she's a linguist and she uses that term, fake it till you make it.So I just kept thinking, we're going to get through this. Everybody's going to keep a job. We're going to be able to meet payroll. We're going to be able to service our customers. And I just kept saying, this is where we're going. You know, in a crisis, you got to pick a direction and march and just go and bring as many people with you as you can.And then the other great saying is, of course, never let a good crisis go to waste. So we used the crisis to go back to our customers and say, look, we're a work-at-home company now. And everything we do from now to the foreseeable future, which could be tomorrow, actually the way things are going, we're going to just be making that model more robust. And we're going to change how we hire and who we hire. Now we're looking for people who are perfectly happy to work at home, as opposed to people that are doing it because they have to.So we just took that first mover position and said, we're a work-at-home company, and this is how we're going to do it. As opposed to, sometimes in call center, you kind of get told by your customer how you're going to do things, how you're going to hire — there's a lot of rules. It's a commoditized business. The providers don't have a lot of say, and we've had a little bit of opportunity to say, look, we pivoted faster than any of your other channel partners. And this is true. It's a true statement. We pivoted faster. So, we're moving down this road really quick and come with us and we'll be the better for it.Max: Nice.  I think that this crisis has also been an opportunity for us where some companies were waiting to do digital transformation, kind of sitting and waiting for a reason because you can only really take on one or two big transformation initiatives every year. And they were, you know, that gave them the extra nudge.So we got, obviously things slowed down to almost a standard standstill in March and April. But since then, you know, we're having some good discussions. One thing, I guess, how do you adapt your recruitment process to hire work-from-home agents? I guess you're looking for, you said, the more autonomous people. Maybe check their internet speed? Any other tips and advice on how to adapt the recruitment process for work from home. Elaine: Well, you got to make decisions about — so just focusing on the United States, you know, where we had, I think, 13 or so locations, just in the U.S. So we were very limited to these geographic markets. And most of them are where our competitors are too.So El Paso, big center for us, we have a thousand people, 1300 people in the center and all of our competitors are right down the road from us. So that drives a certain way of recruiting and a certain way of thinking about retention and a certain amount of kind of looking around the corner to see what your competitor's doing and what kind of taco truck they're bringing in that day.So in the beginning when we started to think about hiring, we thought, well, gosh, we should just still hire around those locations because what if we go back, we don't want to have people all over Texas, we want them near El Paso. And then we, pretty quickly, threw that out the window and said, forget it, we're a work-at-home company now. So, you know, we went through a process of looking at the various states that had attractive labor markets, attractive tax implications. Like any company, we ran the gamut of where we want to hire, where we want to try to source candidates from and we came up with some pretty interesting things. Max: So you went full, work from home.Elaine: Pretty much. Yeah. But we're staying away from the coasts, you know, because those are expensive places to do business. And we have a lot of data about where the people are, the kind of people that we think would be happy working for us and want to stay with us. And we've got a lot of data on how they want to be paid and we're kind of playing with some of those models. And we're offering different money and incentives in different metro areas or in different rural areas. I mean, we're playing with a lot of information. Max: I'd like to point you to,  I'll send you the link. I'll put it for our listeners too, the link, the link to the salary grading. I mean, I think they phased it out, but there was a company called Buffer, which specialized in social media  blasting and communication. They were work-from-home from inception and they had a salary grid that was per state. They would openly share to all of their employees, you know, for the same exact role, same exact expertise. Your salary is going to be 20% more because you're based here. And the transparency is something that is part of their core values. So it works for them, but basically they even, I think they still do to this day, publish the salaries of every one of their employees online.Elaine: That's a bridge too far for me. I've always been in favor of salary transparency in terms of showing people what the range is, showing what the midpoint is showing what the geographic differential is. I've always said that companies should do this. But I've also always said that people shouldn't do performance ratings.I've never believed in performance ratings and I still don't. Assigning a number to people based on how they perform is just not something I've ever been interested in. But that's a different discussion.Max: Yes. Agreed it's a different discussion. I have already taken a good chunk of your time. And I really think we got a lot of great insights there about,  BPO industry and thank you for sharing. I wanted to ask you one last question, which is if there's one area where you feel like there's still some automation left? I mean, it sounds like you've built such a great automated journey for your candidates. And you've talked about how you kind of started at the front of the funnel and then, you know, eventually tried to automate screening and then improve the quality of the people's screens so that you improve retention. Now as you look through this entire end to end journey, is there still some pockets of opportunity? What's the next piece that you want to automate, or you want to accelerate? Elaine: The part that I'm not doing yet is you know, the integration of the technical components of Talent Acquisition can always be improved. There's a lot of people out there building interesting stuff and trying to connect it to ATSs.And that's all pretty interesting, but I'm kind of, I feel like I've kind of moved beyond that. What I need to do. And I think all Talent Acquisition professionals should be thinking about is, following that lead through conversion to trainee, to productive employee and tying. I can't really know. I shouldn't be tracking cost per hire if I'm doing this right.What I should be tracking is value per hire. So how that person that I scraped off of an indeed quick apply site, how much value did that person bring to my company? That's what I should be tracking. I'm tracking the wrong thing. Because it's the easy thing to track. But if I'm doing all these things right, and I'm going to the right places to source my people, I'm training them effectively. I also have operational training, so all of those new hires come to me to be trained to answer phones for our customer service chat or whatever. I should be able to point to what's the value of that class that I started on July 6th, six months later, what value did they drive for my company?And I should be able to prove that. So that's what I'm thinking about next. Right? Max: We've got to find a name for this magical number.Elaine: Yes. Max: We have the CPH, CPL marketing CPH, MCPS. Now we need to have...Elaine: Yeah, but isn't that the end? I mean, that's the end game, right? What value did that lead that I converted bring to our company and how do I express that value? That's that's the name of the game. That's what I'm trying to do. We're trying to make money. We're trying to be profitable. So I have to distill that. And that will really tell me whether I've been successful with that front of the funnel or not. I'm measuring it along the way, but the end game still hasn't been answered and I'd like to get there before the next crisis. I'd like to know the answer to that question soon. Call me in a year. Max: I will and I thank you.  And I want to end it on this positive note and your contagious laughter. And thinking about, it's wonderful that you're already thinking about the next crisis, so thanks for your time. Thanks for sharing.And we'll be in touch in a years time. Elaine: Thanks, max. Good to see you.Max: There you have it. That was Elaine Davis, Chief Human Resources Officer at Continuum with some awesome insights on how to build a recruitment marketing machine that delivers thousands of hires at less than a hundred dollars cost per hire in North America. What a performance. Thank you, Elaine, for all your insights.And I hope you enjoyed the show. Please, if you didn't, subscribe to the recruitment hackers podcast for more of the similar content. Please leave a review. That will help us get the word out there. And, please listen to one of our other episodes. Thank you very much and hope to see you on the podcast soon.

On this week’s show Patrick and Adam discuss the week’s security news, including: Full scale of Indian hacker-for-hire firm revealed IBM exits facial recognition Contact tracing apps flop Much, much more This week’s show is brought to you by AttackIQ. AttackIQ’s Chris Kennedy will be along in this week’s sponsor interview to talk about how for some organisations threat intelligence has moved from a nice-to-have to being central to blue team efforts. As you’ll hear he says MITRE ATT&CK makes threat intel actionable, and some orgs playing on hard mode are really kicking some goals that way. You can subscribe to the new Risky Business newsletter, Seriously Risky Business, here. You can subscribe to our new YouTube channel here. Links to everything that we discussed are below and you can follow Patrick or Adam on Twitter if that’s your thing. Show notes Exclusive: Obscure Indian cyber firm spied on politicians, investors worldwide - Reuters Dark Basin: Uncovering a Massive Hack-For-Hire Operation - The Citizen Lab Huge Cyberattacks Attempt To Silence Black Rights Movement With DDoS Attacks Petition · Take down the racist "Chimpmania" website. It attacks our children · Change.org Cyberattacks since the murder of George Floyd IBM will no longer offer, develop, or research facial recognition technology - The Verge Contact tracing bug bounty: France’s StopCovid project launches public program | The Daily Swig Another online voting system teardown, Big game hunters net Honda and Lion, and more... - Risky Business Qatar: Contact tracing app exposes personal details of more than one million - Amnesty International Australia Hackers target senior executives at German company procuring PPE Why spies are targeting vaccine research - Risky Business Shoddy US government review of Chinese telcos endangered national security, Senate panel finds Election security: Democracy Live’s online voting system ‘open to manipulation’ | The Daily Swig Facebook sues to stop domain scammers from impersonating Instagram, WhatsApp sites Hackers hijack one of Coincheck's domains for spear-phishing attacks | ZDNet New CrossTalk attack impacts Intel's mobile, desktop, and server CPUs | ZDNet Plundering of crypto keys from ultrasecure SGX sends Intel scrambling again | Ars Technica DARPA invites hackers to break hardware to make it more secure ST Engineering conducting ‘rigorous review’ of systems after US subsidiary hit by ransomware attack | The Daily Swig Ransomware gang says it breached one of NASA's IT contractors | ZDNet Ransomware crooks attack Conduent, another large IT provider QNAP NAS devices targeted in another wave of ransomware attacks | ZDNet Florence, Ala. Hit By Ransomware 12 Days After Being Alerted by KrebsOnSecurity — Krebs on Security Honda puts some manufacturing on hold over computer 'disruption' Lion hit by cyber attack as hackers target corporate Australia South African healthcare provider hit by cyber-attack | The Daily Swig IT-bedrijf moet schade na ransomware-uitbraak vergoeden | Executive People There’s a new Java ransomware family on the block Exploit code for wormable flaw on unpatched Windows devices published online | Ars Technica CallStranger vulnerability lets attacks bypass security systems and scan LANs | ZDNet Commonwealth Bank to suspend users over abuse in online transaction descriptions Zoom defenders cite legit reasons to not end-to-end encrypt free calls | Ars Technica Zoom has partially fixed two new flaws, with other security hurdles ahead Nintendo now says 300,000 accounts breached by hackers | TechCrunch Google apps and websites get support for more security keys on iOS devices | ZDNet Romanian Skimmer Gang in Mexico Outed by KrebsOnSecurity Stole $1.2 Billion — Krebs on Security RMIScout: New hacking tool brute-forces Java RMI servers for vulnerabilities | The Daily Swig Spy secret revealed: SIS and MI6 raided Czechoslovakian embassy in Wellington | RNZ News CVE-2020-13777: TLS 1.3 session resumption works without master key, allowing MITM (#1011) · Issues · gnutls / GnuTLS · GitLab

Srikanth Iyengar is the Group CEO for Europe of Conduent, a major international business process service company with expertise in digital platforms and a technology-focused approach to customer experience. In our conversation Srikanth talks about the evolution of customer service away from the contact centre to a world of data analytics and technology platforms and what this means for the partners asked to provide this kind of expertise by their clients. www.conduent.com www.linkedin.com/in/srikanth-iyengar-a4ab314

On our third episode, we talk about:Recap: What it was like to attend the hearing about the TECO's decision to invest in a fracked gas plant and how it made us think about our civic duty and what we're trying to do on this podcast. News in Florida: Florida paid Cubic $3.6 million in taxpayer money to get them to drop the bid to update our SunPass tolls. It turns out this was for nothing and that the company that got the bid--Conduent--wasn't a good choice to begin with. We dig into why this decision was made and what it means for us. Hillsborough County Closeup: We dig into traffic in the SouthShore area and our lack of transportation options. Mind the Gaps: In our Around the Nation segment, we take a look at the gender pay gap and how we can fix it. All About Science: We have a new segment! We are happy to welcome Debbie to our team. In her debut segment, she takes a look at what global warming will mean for our economy right here in Tampa Bay.Did You Know: Fran is back with a segment on why voting matters and why it's dangerous when people don't think it does. lnterview with CEO of Enterprising Latinas (ELI): And finally, we had a fabulous and enlightening interview with Liz Gutierrez, who is the founder and CEO of ELI, an organization that empowers the women in Wimauma to shape their own futures. ELI invests in these women who in turn are an investment for Wimauma. They are reshaping Wimauma's downtown and our businesses. And you know how we're always talking about how we don't have transportation here in Wimauma? ELI has a solution to that problem: hot pink buses.

The final SWARCO-sponsored Talking Transport from Traffex and Parkex 2019 is looking to the future. We talk about Futures Day where the next generation are welcomed to see the event and find out more about career options in the highways and transport technology industry and we also discuss the big driverless car debate which takes place in the Traffex Theatre at 10am on Thursday. Elsewhere, SWARCO talk about fusing transport solutions while event partners WSP discuss future mobility, and we also have another chat on the Future Mobility zone, this time with Costain. Our American guest Scott Belcher, the former ITS America President who's now a phenomenally well-connected consultant gives his view of the event and British transport solutions and we talk to Conduent about their parking solutions. Exhibitors the Traffic Group, Dynniq and Navtech Radar guide us around their thinking and we also go to the Data Discovery Centre and begin thinking about Traffex 2021 with the event's Commercial Director Craig Donovan. It's well worth just over half an hour of your time to listen!

In this session from the Council’s 50th Anniversary Symposium on November 30, we find out how companies are reimagining their employee benefit programs to recruit and retain the talented workers of the future. We hear from an all-star panel of employer representatives spanning human resources, benefits, consulting and government relations. They talk extensively about the challenges associated with meeting the needs of the present and future workplace: Tami Simon [Moderator], Managing Director, Conduent HR Services Kevin Avery, Manager, Federal Government Affairs, ConocoPhillips Jennifer Graham-Johnson, Chief Human Resources Officer, WestRock Company Tom Sondergeld, Vice President HRIS, Global Benefits & Mobility, Walgreens Boots Alliance Fred Thiele, General Manager, Global Benefits, Microsoft

This is the tenth and final podcast produced for this year's ITS World Congress in Montreal. Hopefully you’ve already listened to the podcasts that were produced at the event… if you haven’t then you really ought to to hear a flavour of what went on… We collected so much material we didn’t have time to include it all in the daily shows, so this is the second of two bonus programmes featuring some of those interviews, as we catch up with Conduent a year after they announced their new name, talk to Valeo, Kontron and Miovision too, plus a few highlights from our programme sponsors. The ITS World Congress Bonus Podcast 2 is sponsored by SWARCO, HMI Technologies, Intelight and Q-Free.

Xerox Healthcare has been rebranded as Conduent. It is perhaps the quietest $2B healthcare company today – but that hasn’t stopped its acquisitions, innovation, and growth. This is NOT your father’s copying company anymore. Today Steve meets with VP of Health Strategy Rohan Kulkarni. They discuss: The 2017 transition from Xerox Healthcare to Conduent Innovation and patient engagement solutions What Rohan brings to the company per engagement Medicaid management with population health Telehealth Balancing commodity-product and service market-share efforts with disruptive innovation

This episode summarizes Nicole Giantonio’s background and credentials her as the host and curator of LeftFoot. Nicole has held global senior executive roles at ADP, Buck Consultants (now Conduent)– a Xerox Company, and Ceridian Benefits Services. At Buck Consultants working with credentialed actuaries, retirement, health and compensation consultants;  Nicole and her team developed and executed a winning and repeatable growth strategy – new revenue increased from $15M to $89M during the years 2008 – 2012, not the easiest economic period to make a difference. In early 2015 Nicole began her mission to bring resources and business development confidence to a broader group of professionals through consulting and this podcast.  LeftFoot was initially created as a resource for licensed professionals – lawyers, actuaries, accountants.  Over time our most interested guests were lawyers and the professionals they work with. Our podcast airs each Tuesday.  We also offer a 12 Point Business Development Challenge and our advanced coursework MAP (Matter Acquisition Planning) as part of our GPS (Global Practice Solutions).  Sign up for our series and our coursework and learn what it means to ‘Lead with the LeftFoot’.