Podcasts about ctia

“We believe in identity—on both sides of a communication. That identity builds trust.” — Keith Buell, Numeracle In this episode of Technology Reseller News, publisher Doug Green speaks with Keith Buell, Head of Public Policy and Legal at Numeracle, to explore a critical issue facing enterprises, service providers, and consumers alike: the ongoing fight for caller integrity. Buell, a board member of the SIP Forum and a leader in branded calling technology, breaks down why logos alone can't ensure call legitimacy—and how the emerging BCID (Branded Calling ID) framework is laying the groundwork for a secure, trusted caller ecosystem. Founded to protect legitimate business communications from being mislabeled or blocked, Numeracle plays a key role in vetting and verifying trusted caller identities. Buell explains how branded calling is evolving beyond legacy CNAM systems and moving toward a more rigorous, secure model supported by the CTIA and the broader BCID ecosystem. Key discussion points include: Why branded calling must go beyond logos to include verified identity, secure transmission, and trusted presentation The problem of spoofed caller names—how even sophisticated recipients can be fooled The challenges of implementing identity assurance across IP and legacy networks The three pillars of trusted communication and how STIR/SHAKEN fits into the larger puzzle What enterprises and service providers can do now to participate in the BCID rollout Buell shares a striking real-world example of receiving a spoofed call that appeared to come from his own bank, highlighting the urgent need for stronger guardrails around caller identity. He also outlines the roles enterprises and carriers can play in restoring trust to voice communications—and preventing the fragmentation of the public switched telephone network into app-based silos. For more information, visit: www.numeracle.com.

In this 215th episode of The G2 on 5G, we cover:1. Nokia's appointment of former Intel executive Justin Hotard as new CEO2. T-Mobile and SpaceX's satellite connectivity partnership announcement3. O2 Telefonica's 5G REDCAP trial with Germany's energy sector4. CTIA and 5G Americas coalition to challenge cable industry dominance5. Ericsson's deployment of a private cellular network across 68 Texas counties6. Orange's partnership with Mistral AI for AI use cases in EuropeThe hosts discuss these developments, offering insights on leadership changes, innovative connectivity solutions, industry competition, and AI advancements in the telecom sector.

“The new variant of brand of calling, the thing that's kind of in the early stages, is this thing called BCID,” says Gerry Christensen of Caller ID Reputation. “Have you heard about BCID? Not yet. BCID is a term that the CTIA has given to RCD-based brand of calling, which is their rich call data version. That one, rather than relying on out-of-band signaling and a proprietary approach, Instead, it relies on in-band signaling through stir-shaking and a highly open approach. “ In this podcast, recorded at ITEXPO, Gerry looks at the dichotomy of generating revenue with branded calling. Visit www.calleridreputation.com

The Big Story: Interview with Dori Krieger, Executive Director CTIA Wireless Foundation   CTIA, Cellular Telecommunications and Internet Association & CTIA Wireless Foundation Catalysts and how it is doing great things for the wireless world The inspiring social entrepreneurs that Catalyst has helped to launch

EPISODE HIGHLIGHTS:   (00:00) Welcome to the worlds premier aviation podcast! (00:01) Welcome to the worlds premier aviation podcast! (05:57) FlySafair in danger of losing operating license  (08:53) ATNS buddy program  (11:53) CTIA upgrades set to start in 2026 (12:58) Ethiopian Airlines receives Africa's first Airbus A350-1000 (14:40) Boeing workers end seven-week strike with approval for new pay deal (15:18) Joby, Toyota Fly Electric Air Taxi in Japan (16:59) Air France suspends flights over Red Sea after crew spot ‘luminous object' (18:42) 33+ Year Old Boeing 767s Come Out of Retirement (19:33) Crowdstrike Files a Counter Lawsuit Against Delta (22:37) FlySafair sign deal with Proteas     SUPPORT: Patreon: https://www.patreon.com/bryanair YouTube: https://www.youtube.com/channel/UC5RqMLv9MwP-aHLKL1t1Uqg/join     NEWSLETTER: Sign up to my weekly newsletter for the latest Bryan Air updates.  Website: https://bryanroseveare.com/     PARTNERSHIPS: Avixoo: https://app.avixoo.com/portal/registration     FUN: Test your aviation knowledge with "Bamboozled by Bryan" https://bryan-psys4g8j.scoreapp.com     SPONSORS: Flightline: https://www.flightline.co.za/ Aerotude: https://aerotudebrands.co.za/     PODCAST INFO: Apple Podcasts: https://podcasts.apple.com/za/podcast/bryan-air/id1482906139 Spotify: https://open.spotify.com/show/1Hb2Fpe5OsLwXf0F8xdx5Q?si=77a5639baec546b4 YouTube: https://www.youtube.com/@BryanRoseveare     CONNECT: Linkedin: https://www.linkedin.com/in/bryanroseveare/ Website: https://bryanroseveare.com/ Patreon: https://www.patreon.com/bryanair Instagram: https://www.instagram.com/bryanroseveare/ X: https://x.com/bryanroseveare    

Rich offers his hands on impressions of the new Apple products: iPhone 16 models, Apple Watches and AirPods. Bill in Los Angeles wonders if those websites offering a free iPhone 15 are legit.

A chat with Yoni Wolf of the band WHY? - I have been a massive fan for YEARS and you've hear their music every week on the show! You also heard more of the the band in our Right Side Out Series. This episode is for you if you are sick and tired of waiting for someone to let you do the creative work you want to be making, if you need inspiration for how to put more of yourself into your work or if you need a fresh helping of that feeling of why we do creative work at all - and stick until the end for a CTIA called NO MIT FOR THESE PITCHES on the mindset shift that helped me go from a place of fruitlessly pitching tons unsuccessful book ideas to publishers and into a place where I've been consistently making books for the past for years! Riverside - The easiest way for you and your team to record, edit and share professional grade Videos and Podcasts, from anywhere in the world.  https://creators.riverside.fm/creativepeptalk SHOW NOTES: Co-Writing / Editing: Sophie Miller sophiemiller.co Audio Editing / Sound Design: Conner Jones pendingbeautiful.co  Soundtrack / Theme Song: Yoni Wolf / WHY? whywithaquestionmark.com   WHY? https://whywithaquestionmark.com/ WHY?'s latest album: The Well that I Fell Into https://lnk.to/twifi Yoni Wolf's Substack https://yoniwolf.substack.com/ ANTICON https://en.wikipedia.org/wiki/Anticon Adam "Doesone" Drucker https://en.wikipedia.org/wiki/Doseone SPONSORS: Immaterial: 5,000 Years of Art, One Material at a Time a podcast by The Met - Each episode examines a material of art, like clay... stone... trash... and what they can reveal about history and humanity. You'll get a sense of the meaningfulness of these materials, and see them in a whole new way. Check out Immaterial here: https://bio.to/ImmaterialPodcast!PScreativepeptalk Riverside - The easiest way for you and your team to record, edit and share professional grade Videos and Podcasts, from anywhere in the world.  https://creators.riverside.fm/creativepeptalk

CGC Media & PSX Digital Introduce DealerCast 2.0 - Episode 9: Data Privacy & FCC, FTC, MMA & CTIA CGC Media and PSX Digital Power Sports are excited to announce our Rebrew Series of DealerCast 2.0 with Larry Bruce. In this episode we are joined with Jeff Loos and discuss Data Privacy & FCC, FTC, MMA & CTIA and why it is important? Let's Brew! Don't forget to share and subscribe! Brew Brought By: https://motoix.com

Last night, flights were unable to land at or depart from Cape Town International Airport for several hours due to a power supply problem that affected runway lights, airside fire rescue and air traffic navigation services. Pippa Hudson speaks to Mark Maclean, General Manager Cape Town International Airport. See omnystudio.com/listener for privacy information.

Mark Maclean, ACSA's Regional General Manager at Cape Town International Airport explains contingency plans for the airport as Cape Town expects inclement weather on Thursday 11 July 2024.See omnystudio.com/listener for privacy information.

Tom Bodrovics welcomes Tony Anscombe, ESET Chief Security Evangelist, to discuss cybersecurity in the mining sector. With over three decades in IT and cybersecurity, Anscombe stresses that security fundamentals remain crucial despite technological advancements. He highlights vulnerabilities from remote locations, outdated technology, third parties, and activists/nation states. Mining companies face significant risks, including potential for fatalities and financial losses. A comprehensive cybersecurity framework is necessary, along with advanced technologies like EDR systems. The financial cost of cyber attacks can reach $14 trillion by 2027, affecting industries, including mining. Companies must prioritize cybersecurity and involve third parties to adhere to security policies. Anscombe also touches on the ethical implications and potential international collaboration in AI development. Time Stamp References:0:00 - Introduction0:30 - Tony's Background2:03 - Industrial Security6:47 - Potential Risks10:37 - Attack Vectors12:32 - 3rd Party Liability14:30 - AI & Cyber Security17:30 - Practical Solutions19:50 - Capable People20:58 - Global Impacts & Costs24:16 - Reporting & Regulations27:02 - Technical Glitches?30:04 - AI Risks & Benefits33:57 - Restricting AI?36:19 - Wrap Up Talking Points From This Episode Mining companies face significant cybersecurity risks due to remote locations, outdated technology, third parties, and activists/nation states. A comprehensive cybersecurity framework and advanced technologies like EDR systems are necessary to mitigate mining sector risks. The financial cost of cyber attacks can exceed $14 trillion by 2027, emphasizing the importance of prioritizing cybersecurity for all industries. Guest Linkshttps://www.welivesecurity.com/en/https://twitter.com/TonyAtESET Tony Anscombe is Chief Security Evangelist for ESET. With over 20 years of security industry experience, Anscombe is an established author, blogger and speaker on the current threat landscape, security technologies and products, data protection, privacy and trust, and Internet safety. His speaking portfolio includes industry conferences RSA, Black Hat, VB, CTIA, MEF, Gartner Risk and Security Summit and the Child Internet Safety Summit (CIS). He is regularly quoted in cybersecurity, technology and business media, including BBC, Dark Reading, the Guardian, the New York Times and USA Today, with broadcast appearances on Bloomberg, BBC, CTV, KRON and CBS. Anscombe is a current board member of the NCSA and FOSI. Tony is based in the USA and represents ESET globally.

In this episode of The 5G Factor, our series that focuses on all things 5G, the IoT, and the 5G ecosystem as a whole, we review indicators of improving 5G prospects in 2024 across key areas such as Samsung's surging Q1 2024 financial results amid AI's rising tide, growing worldwide 5G connections plus eSIM expansion, the FCC proposing revival of the $9 billion 5G Fund for Rural America, and T-Mobile's creative new Blink Smart Home bundle package.   Our analytical review spotlighted: Samsung Surging: Indicating Bumper Q1 2024 Results. Samsung is reporting that its operating profit would reach about 6.6 trillion Korean won ($4.9 billion) in Q1 2024, up from 64 billion won ($473 million) a year earlier, following a challenging 2023 pockmarked by diminished demand for consumer electronics. This represents nearly a tenfold increase year-over-year and appreciably above consensus estimates of 5.4 trillion won ($3.9 billion), according to FactSet. It would also be Samsung's highest operating profit since Q3 2022. We examine why this is good news for the mobile ecosystem, especially 5G, aligning with the AI-fueled surge in the financial performance of key players such as NVIDIA, Super Micro, SK Hynix, and Micron amid key drivers such as 5G accounting for as many as 1.2 billion connections by 2025 and around 1 billion eSIM smartphone connections globally by the end of 2025 (according to GSMA Intelligence). FCC Proposing $9 Billion 5G Fund Revival. The FCC is proposing rules that would revive the 5G Fund for Rural America, allocating up to $9 billion for its initial phase. Funding sources for the program typically come from a combination of government appropriations, revenue generated from spectrum license auctions, and contributions from telecommunications companies participating in the program. We explore how relaunching a program originally adopted in 2020, makes more sense not that the FCC has better mapping to get 5G to areas it believes won't receive the service without subsidization as well as inputs from the CTIA and the Rural Wireless Association (RWA) that can help optimize the potential 5G funding allocations.  T-Mobile's Creative New Blink Smart Home Package. T-Mobile is offering a new bundle that enables customers to switch to 5G Home Internet or Small Business Internet and get a free Blink smart home package, including the Blink Outdoor 4 two-camera system and Blink Mini Pan-Tilt camera (a $229.97 value) for a limited time. We address the key selling point of simplified installation where people can go from unboxing to browsing in 15 minutes or less, no professional installation or wasting hours waiting for an appointment window required and how these types of creative bundling packages can help stimulate 5G service adoption.  

Today we're sharing another insightful presentation from our most recent Innovative Executives League Summit, where Maya Mikhailov, Chief Executive Officer and founder of SAVVI AI, discusses machine learning as a powerful toolkit of solutions. Comparing efficiency with and without AI, she highlights how the proper tool makes the difference and cuts through assumptions. Is Chat GPT the AI tool that makes Amazon such a success? No. It is Amazon's recommendation engine built on billions of data points. Looking beyond the hype of select functionalities of machine learning, AI applications abound.In this episode, Maya introduces AI's key practical uses, as she currently views the technology: decision automation, classification and prediction, large language models, and writing documentation and code. She emphasizes how natural language makes a query more accessible than programmatic language and shares example after example of increasing efficiency. Maya's presentation sheds insight into where AI technologies are gaining traction (delinquencies) and continuing to grow in popularity (writing content). Maya dives into the importance of guardrails, building trust, and maintaining transparency when utilizing machine learning. She shares where AI is having massive success (summarizing data) and the problems that might emerge from AI reliance (“code bloat”). Maya discusses how when AI is wrong, it is still learning. Employing the right AI tool is essential for strategy and meeting goals.(1:40) – Machine learning(4:45) – Examining data without AI(5:41) – AI-executed tactics(7:16) – Generative AI(9:14) – Hallucinating (10:57) – The practical realities(12:41) – Decision automation(15:28) – Classifications(17:10) – Predictions(18:15) – Large language models(22:03) – Writing documentation and codeMaya Mikhailov is the Chief Executive Officer and founder of SAVVI AI. She co-founded GPShopper, which Synchrony acquired in 2017. At Synchrony, Maya served as SVP and General Manager of the Direct-to-Consumer group (FinTech AI). She has been a speaker at CES Money 2020 and CTIA and featured in Bloomberg, CNBC, Forbes, Business Insider, and other outlets. Maya served as an adjunct professor at New York University, lecturing on digital and mobile technology. She earned a bachelor's degree in international management at American University.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Google Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts. It really helps others find the show.Podcast episode production by Dante32.

This audio is brought to you by Endress and Hauser, a leading supplier of products, solutions and services for industrial process measurement and automation. Cape Town's proposed second big commercial airport, the Cape Winelands Airport (CWA), should receive its first passengers in 2027, says RSA.Aero MD Nick Ferguson. RSA.Aero is the project developer, with the first phase expected to cost between R5-billion and R7-billion. Phase 1 will include a 3.5 km runway, taxiways, the terminal building and road infrastructure. The airport will be located in Durbanville, on the northern outskirts of Cape Town. CWA's customers are expected to come from Cape Town, as well as the nearby Stellenbosch, Paarl, Wellington and the West Coast. CWA will be partially built on the site of the current 155 ha Fisantekraal Airport, a private airport handling mainly general aviation. This facility was built in 1943 by the Allied Forces to protect the South African coastline during World War Two. The new development will see the site expand to 450 ha in Phase 1, in a northerly direction, and, ultimately, potentially, to the full 884 ha owned by RSA.Aero. "We'll expand incrementally and in line with demand," Ferguson tells Engineering News Online. "But the aim is to add hotels, cargo facilities, aeroplane maintenance sites, a conference centre and much more." "People always ask if CWA will be like the privately owned Lanseria, in Johannesburg," he adds. "The answer is yes, but it will be bigger, with a longer runway that can accommodate wide-body aeroplanes - which means it will be able to handle more international traffic, from more destinations, compared with Lanseria." RSA.Aero has already started the environmental impact assessment on the project. Ferguson aims to have this finished by early next year, with construction to start once the project has been given the green light. Construction will take approximately two years, with the first scheduled traffic set to land in 2027. Ferguson is upbeat about the airport's potential, as Cape Town International Airport (CTIA) cannot currently accommodate A380s - the world largest commercial passenger aircraft and the largest contingent in the Emirates fleet, for example. Also: "Johannesburg is mainly a transit hub for most tourists. They land there and immediately fly on to other destinations. If Cape Town is their final destination, then why not fly there directly?" CTIA is owned and operated by State-owned Airports Company South Africa (ACSA). Does this not place the privately owned CWA in direct competition with CTIA? Yes, admits Ferguson, but all major world-class cities have more than one airport. "Look at London, New York and Sydney - even our neighbour Windhoek has two airports." While the current Fisantekraal site is licensed as an airport, this licence will have to be expanded for the airport to handle bigger aircraft and more traffic. It also has to be classified as a designated airport, which will allow it to handle scheduled traffic. This process is mainly centred around airport security. "This means that if we achieve the desired milestones, we'll get this licence," says Ferguson. The more challenging matter will be an application to the national Department of Transport (DoT) for the site be licensed as an international airport. "This immediately means that the Border Management Authority becomes involved, and if you do not have buy-in here, you'll struggle to clear this hurdle," says Ferguson. "But, we believe we can show national government the immense value of building the Winelands airport, especially to international carriers and the environment. "We already have the written support of the City of Cape Town and the Western Cape government." Ferguson says RSA.Aero is in the process of handing in its international licence application to the DoT. Heavy Hitters RSA.Aero is certainly not short on experience and knowledge to succeed in its licence application, as it has some heavy hitters on it...

This audio is brought to you by Endress and Hauser, a leading supplier of products, solutions and services for industrial process measurement and automation. Cape Town's proposed second big commercial airport, the Cape Winelands Airport (CWA), should receive its first passengers in 2027, says RSA.Aero MD Nick Ferguson. RSA.Aero is the project developer, with the first phase expected to cost between R5-billion and R7-billion. Phase 1 will include a 3.5 km runway, taxiways, the terminal building and road infrastructure. The airport will be located in Durbanville, on the northern outskirts of Cape Town. CWA's customers are expected to come from Cape Town, as well as the nearby Stellenbosch, Paarl, Wellington and the West Coast. CWA will be partially built on the site of the current 155 ha Fisantekraal Airport, a private airport handling mainly general aviation. This facility was built in 1943 by the Allied Forces to protect the South African coastline during World War Two. The new development will see the site expand to 450 ha in Phase 1, in a northerly direction, and, ultimately, potentially, to the full 884 ha owned by RSA.Aero. "We'll expand incrementally and in line with demand," Ferguson tells Engineering News Online. "But the aim is to add hotels, cargo facilities, aeroplane maintenance sites, a conference centre and much more." "People always ask if CWA will be like the privately owned Lanseria, in Johannesburg," he adds. "The answer is yes, but it will be bigger, with a longer runway that can accommodate wide-body aeroplanes - which means it will be able to handle more international traffic, from more destinations, compared with Lanseria." RSA.Aero has already started the environmental impact assessment on the project. Ferguson aims to have this finished by early next year, with construction to start once the project has been given the green light. Construction will take approximately two years, with the first scheduled traffic set to land in 2027. Ferguson is upbeat about the airport's potential, as Cape Town International Airport (CTIA) cannot currently accommodate A380s - the world largest commercial passenger aircraft and the largest contingent in the Emirates fleet, for example. Also: "Johannesburg is mainly a transit hub for most tourists. They land there and immediately fly on to other destinations. If Cape Town is their final destination, then why not fly there directly?" CTIA is owned and operated by State-owned Airports Company South Africa (ACSA). Does this not place the privately owned CWA in direct competition with CTIA? Yes, admits Ferguson, but all major world-class cities have more than one airport. "Look at London, New York and Sydney - even our neighbour Windhoek has two airports." While the current Fisantekraal site is licensed as an airport, this licence will have to be expanded for the airport to handle bigger aircraft and more traffic. It also has to be classified as a designated airport, which will allow it to handle scheduled traffic. This process is mainly centred around airport security. "This means that if we achieve the desired milestones, we'll get this licence," says Ferguson. The more challenging matter will be an application to the national Department of Transport (DoT) for the site be licensed as an international airport. "This immediately means that the Border Management Authority becomes involved, and if you do not have buy-in here, you'll struggle to clear this hurdle," says Ferguson. "But, we believe we can show national government the immense value of building the Winelands airport, especially to international carriers and the environment. "We already have the written support of the City of Cape Town and the Western Cape government." Ferguson says RSA.Aero is in the process of handing in its international licence application to the DoT. Heavy Hitters RSA.Aero is certainly not short on experience and knowledge to succeed in its licence application, as it has some heavy hitters on it...

Communication is key, so of course they will try to control it. The profound impact of telecom policy moves. Terms of service as weapons. Preventing Trump at all costs. The CTIA team and the lobby firm behind it all. A taxpayer funded wireless private agency. National security insiders have many assets. The beginning of the end for free coms. Remember, they all use the same towers. Only we should decide which texts we get. Free thought lead us towards truth and light. Shock, hate, vengence and anger are all in the trick bag. Music can be medicine. Why are love songs sad? Listen to what moves you. 2024 is going to be different. The pending decisions in the Florida Loomer case. A call in chat with a listener. Drinking water additives are a major concern. The upcoming nasty events will test our resolve, and our preparedness. It won't be nice. Look at all those people swatted. Why? Eroding confidence in public services. Delayed responses and revealing vulnerabilities. State constitutions deserve citizen scrutiny. Holding them accountable is key. Never sit back idle and just bitch. A move is needed for added security. Never be afraid of full moons, they bring major events. And there are many more of those to come.

Analysts Don Kellogg and Roger Entner discuss the latest news in telecom, media, and technology with special guest Denny Strigl, retired president and CEO of Verizon wireless.1:00 How to be a disruptor as a leader rather than as an insurgent2:50 The Verizon Wireless credo4:00 Culture is the lifeblood of an organization5:00 Translating the credo to action7:15 Building a deep bench with a decentralized organization8:00 The key to dealing with failure10:15 Competing fiercely with competitors but working together for the industry12:15 Making big changes for the benefit of the customer16:45 How does the organization execute on the vision of the leader17:45 John Legere's leadership at T-Mobile18:30 How to make mergers work22:30 Recommendations for young leaders24:45 The shadow of the leaderTags: telecom, telecommunications, business, wireless, cellular phone, Recon Analytics, Roger Entner, Don Kellogg, Denny Strigl, Verizon Wireless, Leadership, CTIA, Bell Atlantic, Nynex, competition

Welcome to IoT Coffee Talk #177 where we have a chat about all things IoT over a cup of coffee or two with some of the industry's leading business minds, thought leaders and technologists in a totally unscripted, organic format. Thanks for joining us. Sit back with a cup of Joe and enjoy the morning banter.In this week's episode, Rob, Leonard, Steve, and David jump on Web3 to talk about Mobile World Congress Las Vegas 2023 and the big topic of the event - private 5G!Find out how Steve didn't recognize or remember that he met Leonard at the event.Find out about our recommendations to the GSMA and CTIA for improving MWC LV for 2024.Find out why food courts may the next big thing in events!Find out about U2's christening of The Sphere!Find out who got Leonard to pick up the guitar!Watch Leonard crash and burn the intro to Episode 177 of IoT Coffee Talk!Thanks for listening to us! Watch episodes at http://iotcoffeetalk.com/. Your hosts include Leonard Lee, Stephanie Atkinson, Marc Pous, David Vasquez, Rob Tiffany, Bill Pugh, Rick Bullotta and special guests. We support Elevate Our Kids to bridge the digital divide by bringing K-12 computing devices and connectivity to support kids' education in under-resourced communities. Please donate.

EPISODE 120: Many people shy away from SMS marketing because of misconceptions about its legality, but SMS marketing is a goldmine for anyone willing to give it a go. Here today to discuss this with me is the Chief Commercial Officer of Launch Control, Michael Bartolomei! Launch Control is an SMS marketing platform specializing in converting real estate leads so investors can close more deals.  Michael himself is nothing short of a marketing genius, and in our interview, he shares some incredible tips for investors interested in leveraging SMS marketing.  Tune in!    Key Takeaways: Intro (00:00) How Michael got into the SMS marketing space (00:33) A good lead conversion system (05:09) Do you have to be a marketing guru yourself? (12:17) TCPA and CTIA regulations (23:21) How to get data? (31:33) Outro (34:18) —  

It was great to catch up with our friend Bill Dudley of Sinch today.  Bill always has great insights into the Messaging and CPaaS Industries. Bill and his colleagues have developing the 10 Digit Long Code (10DLC) service for Non-Consumer to Consumer messaging in the North American market under the auspices of the CTIA, and he explains this development and the technical and legal issues behind it. 10 DLC has enabled a new and fast-growing market for SMEs and Mom and Pop businesses to easily and cheaply contact their customers while liberating them from expensive Short Codes. Bill talks through the development of The Campaign Registry (TCR) and the interaction with Brands and Campaigns, resulting in hundreds of thousands of Campaigns now being registered. As always in our Podcasts, the play-out song is the Guest's Choice and Bill plays out with an artist I hadn't previously been aware of, but I found to him to be different and enjoyable. Enjoy the Podcast. Bill can be contacted on LinkedIn: https://www.linkedin.com/in/williamdudley/ Or on his Website: https://william-dudley.com/ The Good, Bad and Ugly Telecom Podcast is Sponsored by Nettzer - https://nettzer.com/ Digital ID, Authentication and Onboarding    

Paul Scanlan is Cofounder and CEO of Legion M, the world's first fan-owned entertainment company. Legion M is uniting fans together to invest in and/or produce a diverse slate of original projects in various stages of development, including the critically acclaimed Colossal, starring Anne Hathaway and Jason Sudeikis, the cult hit Mandy starring Nicolas Cage and directed by Panos Cosmatos, Bad Samaritan starring David Tennant, a new feature film and comic book Girl With No Name in development, plus multiple original television series including “Evermor,” “Airship Cowboys,” and “Malice;” and a VR project called "ICONS: Face to Face" starring Stan Lee and Kevin Smith. Paul plays an active board or advisory role in some innovative tech and media companies, including his role as founding board director of New York Rock Exchange, global board member for Haufe, and as a founding board director for Threatminder. Paul is also an adjunct lecturer at Kellogg School of Management (SF Campus) where he is currently teaching a class on entrepreneurship. Prior to founding Legion M, Scanlan was Cofounder and President of MobiTV, Inc., a pioneer and leader in streaming media. In 2005, the Academy of Television Arts awarded Paul and the MobiTV team with the TV industry's highest honor, an Emmy Award for Technical Achievement in Advancing Television. Additionally, Paul's accomplishments and success with MobiTV were profiled in a detailed chapter of Tarang Shah's popular book, Venture Capitalists at Work: How VCs Identify and Build Billion-Dollar Successes. Prior to founding MobiTV, Paul was a Managing Partner at SBG Partners (now Brand Union), a global marketing and advertising consultancy within WPP. Paul has been a frequent speaker and industry representative for several media outlets and events, including TEDx, CNBC, MSNBC, CNET, CTIA, CES, Streaming Media West, Digital Hollywood, NAB, IBC, Mobile World Congress and more. Connect with your host Kaia Alexander: https://entertainmentbusinessleague.com/ https://twitter.com/thisiskaia  Produced by Stuart W. Volkow P.G.A. Get career training and a free ebook “How to Pitch Anything in 1Min.” at www.EntertainmentBusinessLeague.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Cellular technology has advanced from text messaging capabilities to high-speed internet within a short timeframe, so what's next? What new wonders will our phones and other IoT devices be capable of in the coming years? In this episode of Connect we're joined by Michelle James, Vice President of Strategic Industry Associations, CTIA (aka “The Wireless Association”), who shares her insight and experience in the telecom industry from its early analog days to the present-day progression toward 5G. We'll examine how the telecom ecosystem has expanded over the years to include more manufacturers, network operators, app developers, content creators and other stakeholders. We'll also explore why more “things” are transmitting data than ever before—including everything from onboard automotive systems and intelligent traffic signals to smart agriculture telematics and IoT-based waste management.5G technology promises to unleash new, game-changing possibilities. There's no doubt that it will have a profound effect on IoT, but what can businesses and consumers expect? Join us as we do our best to enlighten you and take the on-ramp to the new, information superhighway.For more information about Axis Communications, visit us at www.axis.comFollow us on social media at Axis Communications - Home | FacebookAxis Communications: My Company | LinkedInAxis North America (@Axis_NA) / Twitter

InfosecTrain hosts a live event entitled “The Future of Security -Threat Intelligence” with certified experts SANYAM. Thank you for watching this video, For more details or free demo with out expert write into us at sales@infosectrain.com ➡️ Agenda for the Expert Masterclass

Welcome to IoT Coffee Talk #123 where we have a chat about all things IoT over a cup of coffee or two with some of the industry's leading business minds, thought leaders and technologists in a totally unscripted, organic format. Thanks for joining us. Sit back with a cup of Joe and enjoy the morning banter. This week, Leonard and Rob report from Mobile World Congress in Las Vegas. This is the first year that the North American version of GSMA's marquee event is taking place in Sin City in collaboration with CTIA. It's an event that is still recovering from the big pandemic hit that forced the event organizers to regroup and reinvent. You won't want to miss this event where Leonard gets totally lost and has to trek much further than he had to if he had bother to find out where MWCLA 2022 was taking place before he left his hotel. Pretty ridiculous. On the way, the Dynamic IoT Duo carry on about what is big in IoT and 5G. Is it all about ecosystems? Is it all about open? Find out in this episode! Thanks for listening to us! Watch episodes at http://iotcoffeetalk.com/. Your hosts include Leonard Lee, Stephanie Atkinson, Marc Pous, David Vasquez, Rob Tiffany, Bill Pugh, Rick Bullotta and special guests. We support Elevate Our Kids to bridge the digital divide by bringing K-12 computing devices and connectivity to support kids' education in under-resourced communities. Please donate.

L'Univers Infinit: Thomas Wricht i la forma de la via làctia

Analysts Don Kellogg and Roger Entner discuss the latest news in telecom, media, and technology with special guest Nick Ludlum, Chief Communications Officer at CTIA.0:40: CTIA's perspective on future spectrum licenses should be allocated.1:33: Roger's paper about CBRS had a strange reaction within the industry.6:07: Interference management and how that is being handled - is it being handled well?8:37: How the Federal Government Exclusion Zones work.10:10: We need more time to evaluate the CBRS model 12:53: The broader environment we are operating in and its implications moving forward.Tags: telecom, telecommunications, business, wireless, cellular phone, cellular service, Recon Analytics, Don Kellogg, Roger Entner, Nick Ludlum, CTIA, spectrum, 5G, CBRS, SaaS, Google, NTIA,

 Chris begins by discussing the current status of 5G deployments. He also talks about which use cases lead the way in 5G and how it compares to other connectivities. Chris then touches on the benefits of 5G within IoT and which industries are the keenest to adopt the technology. The conversation wraps up with a high-level discussion around challenges in rolling out 5G and what the future holds.Chris Pearson is the President of 5G Americas. In his executive role, he is responsible for the overall planning of the organization and providing management for the integration of strategy and operations in technology, marketing, public relations, and regulatory affairs. With more than 34 years of experience in the telecommunications industry, Mr. Pearson is a recognized spokesperson in mobile wireless and 5G technology trends and has spoken at technology conferences throughout the world, including CES, Mobile World Congress, CTIA, 5G World North America, and The Big 5G Event.5G Americas is an industry trade organization composed of leading telecommunications service providers and manufacturers. The organization's mission is to facilitate and advocate for the advancement and transformation of LTE, 5G, and beyond throughout the Americas. 5G Americas is invested in developing a connected wireless community while leading 5G development for all the Americas.

Jeff Baumgartner, Mike Dano and Kelsey Ziser discuss whether anything interesting is going on in the CBRS spectrum band, updates on Comcast's hybrid fiber/coax (HFC) network, and Kelsey's tour of Boeing's satellite facility in the Notebook Dump for the week ending November 18. Hosted on Acast. See acast.com/privacy for more information.

Whether you're new to marketing your business or a marketing veteran, you, like the rest of us, have probably realized that each channel or tactic has real pros and cons. However, some channels, like SMS, have myths too. Many of these SMS myths have been around since the inception of SMS marketing in 2000, but did you know that most of them have since been disproven? If you're still stressing over these misconceptions, you're letting one of the most powerful and relevant marketing channels slip through your fingers. Keep reading to see the top disproven myths about SMS and some facts to support them. Myth #1: SMS is spam and annoys customers Interestingly, email is shown to be the true spam channel, with 49.7% of emails being spam. Although text message marketing is personal and therefore carries a spam risk, it's actually the reason for its success. Customers are increasingly receiving and engaging with SMS messages from brands they love. The reason is simple, SMS cuts through the email, app, and social media pop-up clutter. In fact, 70% of customers say SMS is a good way for brands to get their attention. Myth #2: It's expensive Signing up for a new tool, even an affordable one, always feels like a risk. But SMS marketing is a cost-effective solution that's worth the investment. With costs for many channels soaring, like 45% YoY increases for Facebook ads at an average CPC (cost per click) of $1.12 in 2021, it's essential for businesses to find other cost-effective options. In the US, SMS messages cost about $0.0099 per message – for a personal, direct channel, we think that's a deal that busts this myth! Myth #3: It takes too much time and is challenging to implement Getting started with SMS may seem a little complicated, but we promise it's not, especially if you pick the right tool. Many mobile marketing platforms, like Recart, can get you going in no time, provide one-on-one support, as well as offer free, dynamic, and highly engaging templates that make setup a breeze. Myth #4: It only allows for one-way communication Many marketing channels offer one-way communication, acting as a delivery mechanism only; because of this, many businesses believe that SMS is the same. But SMS is a great way to build 1:1 relationships with two-way messaging. What's even better – SMS has a 209% higher response rate than phone, email, or Facebook, proving text is not only a two-way option that builds customer trust but also a highly successful one. Consider this myth defeated! Myth #5: Getting SMS subscribers is difficult, and compliance gets in the way This myth is likely the one that we hear the most! And while compliance is essential, it doesn't need to be a barrier to your mobile marketing success. Most tools, like Recart, are built with compliance in mind and have teams of experts to help users easily follow all TCPA and CTIA regulations. And it doesn't stop there; Recart has tried and tested methods to help you compliantly convert 15% of your website visitors to your SMS subscriber list with easy-to-set-up website pop-ups. Myth #6: SMS is only for big brands Many small and medium-sized businesses believe that most tools and platforms are designed for larger enterprises, but SMS marketing works for any size business and is easy to scale as you grow. Text message marketing encourages personal engagement and tailored offerings, something customers often expect from smaller businesses in stores but doesn't experience remotely. This opens the door for meaningful customer experiences even with a small subscriber list and a limited budget. Take a look at how Recart's client, Her Juice Bar, used SMS marketing to capture subscribers and boost their ROI 49x. Misconceptions and text messaging success Now that you know these myths are all busted, it's time to start with SMS marketing. With the growth in e-commerce and mobile shopping, consider taking advantage of the channel's success to grow a subscriber list and perfect your mobile marketin...

Justin Gordon (@justingordon212) talks with Bobby Franklin, the President and CEO of the National Venture Capital Association (@nvca) and Board Chair of Venture Forward. Since 2013, Bobby Franklin has led the venture community's preeminent trade association focused on empowering the next generation of transformative American companies. As president and CEO of NVCA, he champions public policy that supports the American entrepreneurial ecosystem, making NVCA the dominant voice of the U.S startup ecosystem.In 2020, Franklin led the launch of Venture Forward, NVCA's connected organization which drives the industry's human capital by promoting a strong, diverse, and inclusive venture community that will fuel the economy of tomorrow. Through its VC University program, Venture Forward has educated more than 1500 aspiring and early career VCs, many from historically underrepresented communities.In 2022, he started hosting NVCA's first-ever podcast called Venture Capitol. The show provides listeners a unique look at public policy through the eyes of America's venture capitalists who are investing in the high growth companies of tomorrow. The podcast brings together VCs, policymakers, and policy influencers to discuss and debate issues that impact our nation's economic future.Prior to joining NVCA, Franklin spent ten years at CTIA, representing the entire wireless industry. Before CTIA, he served as Vice President, Federal Government Affairs and head of Alltel's Washington, D.C. office. Franklin began his professional career with eight years of experience on Capitol Hill working for Senator David Pryor (D-AR). Franklin earned his B.S.B.A. in Finance and Banking from the University of Arkansas. He and his wife, Julia, have three young adults and reside in Arlington, VA. Websites: NVCA & Venture ForwardNVCA's Podcast hosted by Bobby: Venture CapitolLinkedIn: linkedin.com/in/bfranklindc/Twitter: @nvca  Show Notes: NVCA: lobbyists for the entrepreneurial ecosystem Recent policy trends and updates affecting the VC/startup ecosystem and the potential impact they'll have NVCA membership as a resource for keeping up with VC policy changes How NVCA determines which policies to prioritize and the balance between playing offensively and defensively in policymaking Where NVCA is currently focusing their energy and what changes Bobby wants to see in the industry How Venture Forward is diversifying the industry by democratizing access to information and education about being a VC The 2022 VC Human Capital Survey as the definitive resource on VC demographics Bobby's thoughts on the LP-GP dynamic and the long game nature of the industry The challenge of policy-makers' disconnect from the VC industry Bobby's observations from a decade in VC policy What can be done to advance the industry beyond the JOBS Act Industry trends Bobby is excited about Why you need to pay attention to and engage with VC policy-making More about the show:The Vitalize Podcast, a show by Vitalize Venture Capital (a seed-stage venture capital firm and pre-seed 400+ member angel community open to everyone), dives deep into the world of startup investing and the future of work.Hosted by Justin Gordon, the Director of Marketing at Vitalize Venture Capital, The Vitalize Podcast includes two main series. The Angel Investing series features interviews with a variety of angel investors and VCs around the world. The goal? To help develop the next generation of amazing investors. The Future of Work series takes a look at the founders and investors shaping the new world of work, including insights from our team here at Vitalize Venture Capital. More about us:Vitalize Venture Capital was formed in 2017 as a $16M seed-stage venture fund and now includes both a fund as well as an angel investing community investing in the future of work. Vitalize has offices in Chicago, San Francisco, and Los Angeles.The Vitalize Team:Gale - https://twitter.com/galeforceVCCaroline - https://twitter.com/carolinecasson_Justin - https://twitter.com/justingordon212Vitalize Angels, our angel investing community open to everyone:https://vitalize.vc/vitalizeangels/

curaJOY is developing Metaverse-powered mental health programs for children, teens, and parents, and has recently advanced to the final round of the 2022 CTIA Catalyst grant for innovation in wireless technologies. Visit https://www.curajoy.com (https://www.curajoy.com)

In this episode of Shift, I chat with Andy Lipshultz - Voice Talent & Entrepreneur - we talked about his journey to being an independent voice talent, as well as how his creativity has led the way throughout his career path from early college days to present times. His journey in his work is one that can shine light on others who might be wondering - "how do I create my own career path" and what it takes to successfully create an independent business. This was not only insightful chat about his field of work but also a very entertaining one as I got to see his different voices throughout the conversation. Tune in for a light hearted and informational chat! About Andy: Voice Talent Friendly, techie, warm and authoritative, Andy's voice has been featured in ads for national brands like Amazon and AT&T; he provides fast turnaround, broadcast quality and a flexible working style for Commercials, Animation, eLearning and Corporate Narration. Andy knows it He understands a product, service or lesson just like yours. His product, sales and marketing background ranges from start ups to Fortune 50 companies across a variety of industries including entertainment, telecom, healthcare, technology and financial services. He also volunteers for multiple charitable organizations. Andy teaches it Andy's created classes for an online university (Kaplan) as well as mentors K-12 students. He's also spoken at industry conferences like CES, CTIA and the Philadelphia Music Conference. Andy says it Andy honed his craft with years of training with the best of the Voice Over industry (Elley Ray Hennessey, Deb Munro, Anne Ganguzza, Dan Friedman, Art Bruder) to better persuade, educate and say what your audience needs to hear - how they need to hear it Website: https://www.andysaysit.com/ About your host: Elena Agaragimova is the co-founder of Bessern (https://www.bessern.co/)

Ens ho explica el periodista expert en ciència de La Vanguardia, Josep Corbella.

Como parte do 1º Festival de curtas Capivaras Trancadas aqui no podcast iremos entrevistar membros da equipe dos 9 curtas selecionados. Juntamente de Alison Rangel membro da curadoria do festival recebemos Thiago Almasy Diretor e Roteirista de Via Láctia, um dos 3 curtas selecionados na categoria "Racialidade e ancestralidade: Curtas nacionais produzidos por pessoas racializadas que debatem temáticas de raça e/ou cultura ancestrais." Você pode assistir Os Últimos românticos do Mundo em nosso canal do youtube: https://www.youtube.com/watch?v=T7cspEEILb0&t=14s Não esqueça de votar na categoria Jure Popular o período de votação do público será de 12 a 19 de abril de 2022 através do link: https://docs.google.com/forms/d/1kg5E... lembrando que o curta deve ficar disponível num período de 2 meses da data de exibição(04/04/2022) mas pode ser retirado a pedido da produção por questões contratuais. A exibição do curta Fraternal e a serie de entrevista com os produtores audiovisuais, faz parte do 1° Festival de Curtas Capivaras trancadas, uma realização do podcast Capivaras Trancadas aprovado no edital Movimentar Cultura pela Secretaria do Estado de Cultura, Esporte e Lazer (Secel - mt) --- Send in a voice message: https://anchor.fm/capivaras-trancadas/message

Analysts Don Kellogg and Roger Entner discuss the latest news in telecom, media, and technology with this week's guest - David Christopher, the EVP and General Manager of Partnerships & 5G Ecosystem at AT&T and the Chairman of CTIA. 0:26: David shares the most recent update about 5G. 1:48: What innovations could we expect to happen in this decade? 3:42: 5G is much more powerful than 4G and how we've become an on-demand society. 5:28: The innovations that excite David. 8:30: Manufacturing advancements that are being developed; enabled by 5G. 10:10: The advancements that 5G will enable within health care. 11:41: GDP and job advancements coming with 5G. 12:25: 5G is the foundation for innovation and re-architecture. And what that could look like. 15:14: More dedicated spectrum is needed. Tags: telecom, telecommunications, business, wireless, cellular phone, cellular service, Don Kellogg, Roger Entner, David Christopher, AT&T, 5G, innovation, connectivity, fiber, AI, IOT, AR/VR, Metaverse, network slicing, stand alone core, XR, spatial web, spatial internet, worker safety, blockchain, economy, Edge computing, supply chain, computing, MIMO, CTIA

Are you having a conversation with your market or merely making noise? B2B brands—including HealthTech solutions—must invest in their brands. Expecting your inbound marketing and direct-to-customer approaches to distinguish you among your competitors will result in missed goals. Who speaks on behalf of your brand? Who is attractive to journalists and others observing your marketplace? Do you have a brand evangelist? Tony Anscombe, Chief Security Evangelist for ESET discusses modern brand communication on this edition of Studio CMO. About Our Guest Tony Anscombe is the Chief Security Evangelist for ESET. With over 20 years of security industry experience, Anscombe is an established author, blogger and speaker on the current threat landscape, security technologies and products, data protection, privacy and trust, and Internet safety. His speaking portfolio includes industry conferences RSA, CTIA, MEF, Gartner Risk and Security, and the Child Internet Safety Summit (CIS). He is regularly quoted in security, technology and business media, including BBC, The Guardian, the New York Times, and USA Today, with broadcast appearances on Bloomberg, BBC, CTV, KRON and CBS. Show Notes Technology only communicates to a certain level. To reach the depth you need with your end-user, you must engage and educate. —Tony Anscombe, ESET Sometimes, the very last thing you need to communicate is your product. Do you: know your customer well? talk about the challenges facing your industry? understand the threat landscape? connect problems to solutions? How does the role of brand ambassador or brand evangelist propel you forward? How do you calculate the ROI of a role like this? Links Discussed on This Episode Building a Bridge of Transformation for Your Buyer When What You Know Can Kill Your HealthTech Marketing

Qualcomm is the world's largest fabless semiconductor designer. The name Qualcomm is a mashup of  Quality and Communications and communications has been a hallmark of the company since its founding. They began in satellite communications and today most every smartphone has a Qualcomm chip. The ubiquity of communications in our devices and everyday lives has allowed them a $182 billion market cap as of the time of this writing.  Qualcomm began with far humbler beginnings. They emerged out of a company called Linkabit in 1985. Linkabit was started by Irwin Jacobs, Leonard Kleinrock, and Andrew Viterbi - all three former graduate students at MIT.  Viterbi moved to California to take a job with JPL in Pasadena, where he worked on satellites. He then went off to UCLA where he developed what we now call the Viterti algorithm, for encoding and decoding digital communications. Jacobs worked on a book called Principles of Communication Engineering after getting his doctorate at MIT. Jacobs then took a year of leave to work at JPL after he met Viterbi in the early 1960s and the two hit it off. By 1966, Jacobs was a professor at the University of California, San Diego. Kleinrock was at UCLA by then and the three realized they had too many consulting efforts between them, but if they consolidated the request they could pool their resources. Eventually Jacobs and Viterbi left and Kleinrock got busy working on the first ARPANET node when it was installed at UCLA. Jerry Heller, Andrew Cohen, Klein Gilhousen, and James Dunn eventually moved into the area to work at Linkabit and by the 1970s Jacobs was back to help design telecommunications for satellites. They'd been working to refine the theories from Claude Shannon's time at MIT and Bell Labs and were some of the top names in the industry on the work. And the space race needed a lot of this type of work. They did their work on Scientific Data Systems computers in an era before that company was acquired by Xerox. Much as Claude Shannon got started thinking of data loss as it pertains to information theory while trying to send telegraphs over barbed wire, they refined that work thinking about sending images from mars to earth.  Others from MIT worked on other space projects as a part of missions. Many of those early employees were Viterbi's PhD students and they were joined by Joseph Odenwalder, who took Viterbi's decoding work and combined it with a previous dissertation out of MIT when he joined Linkabit. That got used in the Voyager space probes and put Linkabit on the map. They were hiring some of the top talent in digital communications and were able to promote not only being able to work with some of the top minds in the industry but also the fact that they were in beautiful San Diego, which appealed to many in the Boston or MIT communities during harsh winters. As solid state electronics got cheaper and the number of transistors more densely packed into those wafers, they were able to exploit the ability to make hardware and software for military applications by packing digital signal processors that had previously taken a Sigma from SDS into smaller and smaller form factors, like the Linkabit Microprocessor, which got Viterbi's algorithm for encoding data into a breadboard and a chip.  The work continued with defense contractors and suppliers. They built modulation and demodulation for UHF signals for military communications. That evolved into a Command Post Modem/Processor they sold, or CPM/P for short. They made modems for the military in the 1970s, some of which remained in production until the 1990s. And as they turned their way into the 1980s, they had more than $10 million in revenue.  The UC San Diego program grew in those years, and the Linkabit founders had more and more local talent to choose from. Linkabit developed tools to facilitate encoded communications over commercial satellites as well. They partnered with companies like IBM and developed smaller business units they were able to sell off. They also developed a tool they called VideoCipher to encode video, which HBO and others used to do what we later called scrambling on satellite signals. As we rounded the corner into the 1990s, though, they turned their attention to cellular services with TDMA (Time-Division Multiple Access), an early alternative to CDMA. Along the way, Linkabit got acquired by a company called MACOM in 1980 for $25 million. The founders liked that the acquirer was a fellow PhD from MIT and Linkabit stayed separate but grew quickly with the products they were introducing. As with most acquisitions, the culture changed and by 1985 the founders were gone. The VideoCipher and other units were sold off, spun off, or people just left and started new companies. Information theory was decades old at this point, plenty of academic papers had been published, and everyone who understood the industry knew that digital telecommunications was about to explode; a perfect storm for defections. Qualcomm Over the course of the next few years over two dozen companies were born as the alumni left and by 2003, 76 companies were founded by Linkabit alumni, including four who went public. One of the companies that emerged included the Linkabit founders Irwin Jacobs and Andrew Viterbi, Begun in 1985, Qualcomm is also based in San Diego. The founders had put information theory into practice at Linkabit and seen that the managers who were great at finance just weren't inspiring to scientists.  Qualcomm began with consulting and research, but this time looked for products to take to market. They merged with a company called Omninet and the two released the OmniTRACS satellite communication system for trucking and logistical companies. They landed Schneider National and a few other large customers and grew to over 600 employees in those first five years. It remained a Qualcomm subsidiary until recently. Even with tens of millions in revenue, they operated at a loss while researching what they knew would be the next big thing.  Code-Division Multiple Acces, or CDMA, is a technology that allows for sending information over multiple channels so users can share not just a single frequency of the radio band, but multiple frequencies without a lot of interference. The original research began all the way back in the 1930s when Dmitry Ageyev in the Soviet Union researched the theory of code division of signals at Leningrad Electrotechnical Institute of Communications. That work and was furthered during World War II by German researchers like Karl Küpfmüller and Americans like Claude Shannon, who focused more on the information theory of communication channels.  People like Lee Yuk-wing then took the cybernetics work from pioneers like Norbert Weiner and helped connect those with others like Qualcomm's Jacobs, a student of Yuk-wing's when he was a professor at MIT. They were already working on CDMA jamming in the early 1950s at MIT's Lincoln Lab. Another Russian named Leonid Kupriyanovich put the concept of CMDA into practice in the later 1950s so the Soviets could track people using a service they called Altai. That made it perfect for  perfect for tracking trucks and within a few years was released in 1965 as a pre-cellular radiotelephone network that got bridged to standard phone lines. The Linkabit and then Qualcomm engineers had worked closely with satellite engineers at JPL then Hughes and other defense then commercial contractors. They'd come in contact with work and built their own intellectual property for decades. Bell was working on mobile, or cellular technologies. Ameritech Mobile Communications, or Advanced Mobile Phone System (AMPS) as they were known at the time, launched the first 1G network in 1983 and Vodaphone launched their first service in the UK in 1984. Qualcomm filed their first patent for CDMA the next year.  That patent is one of the most cited documents in all of technology. Qualcomm worked closely with the Federal Communications Commission (FCC) in the US and with industry consortiums, such as the CTIA, or Cellular Telephone Industries Association. Meanwhile Ericsson promoted the TDMA standard as they claimed it was more standard; however, Qualcomm worked on additional patents and got to the point that they licensed their technology to early cell phone providers like Ameritech, who was one of the first to switch from the TDMA standard Ericsson promoted to CDMA. Other carriers switched to CDMA as well, which gave them data to prove their technology worked. The OmniTRACS service helped with revenue, but they needed more. So they filed for an initial public offering in 1991 and raised over $500 billion in funding between then and 1995 when they sold another round of shares. By then, they had done the work to get CDMA encoding on a chip and it was time to go to the mass market. They made double what they raised back in just the first two years, reaching over $800 million in revenue in 1996.  Qualcomm and Cell Phones One of the reasons Qualcomm was able to raise so much money in two substantial rounds of public funding is that the test demonstrations were going so well. They deployed CDMA in San Diego, New York, Honk Kong, Los Angeles, and within just a few years had over a dozen carriers running substantial tests. The CTIA supported CDMA as a standard in 1993 and by 1995 they went from tests to commercial networks.  The standard grew in adoption from there. South Korea standardized on CDMA between 1993 to 116. The CDMA standard was embraced by Primeco in 1995, who used the 1900 MHz PCS band. This was a joint venture between a number of vendors including two former regional AT&T spin-offs from before the breakup of AT&T and represented interests from Cox Communications, Sprint, and turned out to be a large undertaking. It was also the largest cellular launch with services going live in 19 cities and the first phones were from a joint venture between Qualcomm and Sony. Most of PrimeCo's assets were later merged with AirTouch Cellular and the Bell Atlantic Mobile to form what we now know as Verizon Wireless.  Along the way, there were a few barriers to mass proliferation of the Qualcomm CDMA standards. One is that they made phones. The Qualcomm Q cost them a lot to manufacture and it was a market with a lot of competition who had cheaper manufacturing ecosystems. So Qualcomm sold the manufacturing business to Kyocera, who continued to license Qualcomm chips. Now they could shift all of their focus on encoding bits of data to be carried over multiple radio channels to do their part in paving the way for 2G and 3G networks with the chips that went into most phones of the era.  Qualcomm couldn't have built out a mass manufacturing ecosystem to supply the world with every phone needed in the 2G and 3G era. Nor could they make the chips that went in those phones. The mid and late 1990s saw them outsource then just license their patents and know-how to other companies. A quarter of a billion 3G subscribers across over a hundred carriers in dozens of countries. They got in front of what came after CDMA and worked on multiple other standards, including OFDMA, or Orthogonal frequency-Division Multiple Access. For those they developed the Qualcomm Flarion Flash-OFDM and 3GPP 5G NR, or New Radio. And of course a boatload of other innovative technologies and chips. Thus paving the way to have made Qualcomm instrumental in 5G and beyond.  This was really made possible by this hyper-specialization. Many of the same people who developed the encoding technology for the Voyager satellite decades prior helped pave the way for the mobile revolution. They ventured into manufacturing but as with many of the designers of technology and chips, chose to license the technology in massive cross-licensing deals. These deals are so big Apple sued Qualcomm recently for a billion in missed rebates. But there were changes happening in the technology industry that would shake up those licensing deals.  Broadcom was growing into a behemoth. Many of their designs sent from stand-alone chips to being a small part of a SoC, or system on a chip. Suddenly, cross-licensing the ARM gave Qualcomm the ability to make full SoCs.  Snapdragon has been the moniker of the current line of SoCs since 2007. Qualcomm has an ARM Architectural License and uses the ARM instruction set to create their own CPUs. The most recent incarnation is known as Krait. They also create their own Graphics Processor (GPU) and Digital Signal Processors (DSPs) known as Adreno and Hexagon. They recently acquired Arteris' technology and engineering group, and they used Arteris' Network on Chip (NoC) technology. Snapdragon chips can be found in the Samsung Galaxy, Vivo, Asus, and Xiaomi phones. Apple designs their own chips that are based on the ARM architecture, so in some ways compete with the Snapdragon, but still use Qualcomm modems like every other SoC. Qualcomm also bought a new patent portfolio from HP, including the Palm patents and others, so who knows what we'll find in the next chips - maybe a chip in a stylus.  Their slogan is "enabling the wireless industry," and they've certainly done that. From satellite communications that required a computer the size of a few refrigerators to battlefield communications to shipping trucks with tracking systems to cell towers, and now the full processor on a cell phone. They've been with us since the beginning of the mobile era and one has to wonder if the next few generations of mobile technology will involve satellites, so if Qualcomm will end up right back where they began: encoding bits of information theory into silicon.

AARP Innovation Labs' Rick Robinson, VP of Product Development, and Sasha Spellman, Startup Collaboration Director, discuss their 9-month journey since launching The AgeTech Collaborative™. Connecting industry leaders, investors, test beds, business services and startups, the platform generates big new ideas and sends thriving products into the $8 trillion age-tech economy. About Rick Rick Robinson is VP of Product development at AARP Innovation Labs. He has been VP of Startup Engagement at Innovation Labs since 2018, where he leads a team working with disruptive startup companies to develop impactful age-tech solutions. The Lab was recognized by Fast Company magazine in 2020 as one of 10 most innovative teams. Rick has been a digital media executive, successful startup founder, and product leader creating customer experiences for the world's largest media companies and nimblest startups including Urgent.ly (co-founder), Digital City, AOL, AOL Time Warner, Webs.com, Sprint/XOHM, National Geographic Digital and Politico. He has spoken in the mobile, local, and social spaces at the United Nations, CES, SXSW, CTIA and has been cited by a variety of publications including The Wall Street Journal and Washington Post. About Sasha Sasha Spellman is the Startup Collaboration Director at AARP Innovation Labs. In this role, Sasha is leading the efforts for the AgeTech Collaborative™ - a B2B community platform designed to support the age-tech ecosystem to connect innovative early-stage startups with investors, testbeds, corporations and more. Prior to AARP, Sasha was at Consumer Technology Association where she fostered entrepreneurship and growth of small business by managing the startup program at CES called Eureka Park. She helped grow investment of early-stage startups from 100 startups at CES 2012 to over 1200 startups at CES 2020. Key Takeaways The AgeTech Collaborative moves AARP into a more assertive position. In addition to providing information and research, the organization actively pulls people together to make a significant impact in this space. The Collaborative categorizes technologies into three buckets: health, wealth, and self. Health is care of body and mind, wealth offers solutions for savings and planning, and self helps add fun and fulfillment to people's lives. There are five major stakeholders in the age-tech ecosystem: industry leaders, test beds, the investment community, business services and startups. Criteria for startups accepted into the accelerator include strong founders, particularly those who have a strong idea attached to a personal issue, and a willingness to be flexible in terms of market fit.

Boeing and Airbus Americas are asking the White House to delay 5G rollout in the States in an on-going row over whether or not the tech can crash planes. The companies says “interference could adversely affect the ability of aircraft to safely operate”. The wireless industry group CTIA says 5G is safe and is accusing the aviation industry of fearmongering and distorting facts. WHO Boss Dr Tedros Adhanom Ghebreyesus says 2022 must be the year the pandemic ends. He also warned governments across the globe that they “should invest in preventing a future disaster on this scale". Also, Giant millipedes as big as cars that once roamed northern England have been identified; Airbnb's clamping down on New Year's Eve house parties; and what do you buy a lion for Christmas? See acast.com/privacy for privacy and opt-out information.

In this episode of The G2 on 5G, Anshel and Will Cover:1. Ericsson announces its intention to acquire Vonage - what does it mean for their push into enterprise?2. MediaTek Launches Dimensity 9000 5G Flagship SoC, New Pentonic SoC & Commits to mmWave for mid-range by 2022.3. CTIA speaks to the power of 5G FWA in Accenture study - is it a foregone conclusion?4. Canada establishes mid-band 5G exclusion zones around 26 airports5. Softbank and Honda deploy 5G SA and V2X to reduce collisions in a POC - could it be a game changer?6. Nreal Light AR glasses finally come to the US on Verizon with Samsung or OnePlus 5G phones

In this episode, I catch up with Brad Gillen (Executive VP, CTIA), Patrick Halley (Senior VP, USTelecom), and Dane Snowden (President/CEO, Internet Association).  Enjoy!

Tony Anscombe is the Global Security Evangelist for ESET. With over 20 years of security industry experience, Anscombe is an established Author, Blogger and Speaker on the current threat landscape, security technologies and products, data protection, privacy and trust, and Internet safety. His speaking portfolio includes industry conferences RSA, CTIA, MEF, Gartner Risk and Security, and the Child Internet Safety Summit (CIS). He is regularly quoted in security, technology and business media, including BBC, the Guardian, the New York Times, and USA Today, with broadcast appearances on Bloomberg, BBC, CTV, KRON and CBS. Read the privacy policy, what they collect, what they share and, how long they retain it. Tony Anscombe | One Parent to Another | Book Introduction – https://youtu.be/zH8FfbqOZs4 FTC – IdentityTheft.gov 11 year old blackmails his own father

Join us for a conversation with Avonne Bell, Director Connected Life at CTIA, about the messaging and technology that the wireless industry provides to help teens and parents make better decisions when it comes to driving and cell phone use. --- Send in a voice message: https://anchor.fm/forddrivingskillsforlife/message

The promise of 5G is a world of hyper-connectivity in real time - or as fast as our brains can process it. So, what will the convergence of AI, IOT and 5G mean for the future of financial services? We spoke with Arnold Goldberg, Chief Product Architect of Paypal and Nick Ludlum, Senior VP of Communications for CTIA about what to expect in the near future, and what to think about down the line. Guests: Arnold Goldberg, Chief Product Architect, Paypal Nick Ludlum, Senior VP of Communications, CTIAHosts: Kisha Allison, Head of Content, Money20/20 USAGary Dempsey, Content Lead, Money20/20 EUProducers: Rachel Morrissey, Content Producer, Money20//20Roland Bodenham, Senior Video Producer, Ascential

Guest: Ryan Burke - SVP, International @InVision (Formerly SVP, Sales & Custome Success @InVision; Formerly @Compete, @Mainspring, @Goldman Sachs) Guest Background: Ryan joined InVision in 2014 as the Vice President of Sales. He quickly grew his remote salesforce of 3 to over 100 talented professionals responsible for identifying new market opportunities for collaborative design, developing new revenue streams and managing both enterprise and inside sales. Ryan was eventually promoted to SVP, Sales before taking on his current role as the SVP, International leading their international expansion efforts around the world. Prior to InVision, Ryan was at Moontoast as a member of the senior management team. He created and managed both enterprise and inside sales functions, selling both SaaS and custom solutions to clients including Toyota, P&G, GM, Microsoft and others. Prior to Moontoast, Ryan was the SVP of Sales at Compete which was acquired by WPP and later became Millward Brown Digital. He led all sales efforts, including a senior vertical enterprise team as well as an inside team selling the Compete.com SaaS product. Guest Links: LinkedIn | Twitter Episode Summary: In this episode, we cover: - The 3 F's to Build Your Sales Team from 1-50 - The InVision Story - InVision = 1,000 Remote Employees: How to Hire, Onboard, Manage and Communicate w/ Remote Teams - The Role of Sales in Creating & Cultivating a Global Brand & Community - Inside Sales vs. Enterprise Sales Full Interview Transcript: Naber: Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber: Hey everybody. Today we have Ryan Burke on the show. Ryan Burke joined InVision back in 2014 as the Vice President of Sales. InVision has a $1.9 billion valuation and $350 million in capital raised. Ryan quickly grew his remote salesforce of three to over 100 talented professionals responsible for identifying new market opportunities for collaborative design, developing new revenue streams, and managing both Enterprise and Inside Sales teams. Ryan was eventually promoted to SVP of Sales before taking on his current role as a Senior Vice President for International @InVision leading their international expansion efforts around the world. Prior to InVision, Ryan was at Moontoast as a member of the Senior management team. He created and managed both Enterprise and Inside Sales functions, selling both SaaS and custom solutions to clients including Toyota, P&G, GM, Microsoft and others. Prior to Moontoast, Ryan was the SVP of Sales at Compete, which was acquired by WPP and later became Millward Brown Digital. He led all Sales efforts at Compete as the SVP of Sales, including a senior vertical Enterprise team as well as an Inside Sales team selling Compete.com SaaS solutions. Here we go. Naber: Ryan, awesome to have you on the show. How are you doing? Ryan Burke:     I'm doing great. I'm doing great. Thanks for having me. Brandon. Naber: I've seen you with a beard without a beard and a lot of my research I've been doing in the last few hours here. I like the beard and without the beard. It's very rare you can say that about someone you like it equally, and I typically lean towards beard by, I really like both. Ryan Burke:     And now it's the grey beard. Now it's the grey beard. Naber: It's like, you go from all bald on the face to some salt and pepper, to a lot of salt, and then you're just, it sinks in. This is just a grey beard. This is just a great, love it. Love it. You and I have gotten to know each other personally over the last few months professionally as well, which is quite cool. I'm happy that we get to, go through a lot of this, as content today with you. What I figured we could do is go through some personal stuff first. So start with Ryan Burke as a kid, what you're interested in. Then ultimately graduate into, pun intended, where are were in school with Baldwin the Eagle up in Boston, and then all the way through your professional jumps into your time at InVision. And in that time we'll just cover a bunch of superpowers as well as things that I know, people have said that you are very good at. And I know that you excel at given a lot of the places you've worked, and roles that you've had. Sound okay? Ryan Burke:     Yeah. Awesome. Awesome. Cool. Naber: So Westford, MA. What was it like for Ryan Burke as a kid? What were you like? What were you interested in? What were some of your hobbies? Let's go. Ryan Burke:     Yeah, definitely, definitely. So Westford is about 40 minutes northwest of Boston. Typical New England town with the centre of town, and the old church, and the common, and all of that. And it was great. Kind of prototypical New England childhood riding a bike around the neighbourhood and doing that whole thing. It was funny, my first job actually was, snake busters. So my buddies and I, when we were, I don't know, maybe 12, decided that we were going to rid the neighbourhood of snakes. So we would walk to people's houses, knock on the door, and charge a dollar a snake. It went well, it went well. It went well. We made all these crazy tools and t-shirts. We ended up just grabbing them with our hands, harmless garter snakes. But it went well until my mother came home one day and found a giant trashcan in the garage that had about 40 snakes in it. That was the end of, that was the end of snake busters. Naber: Did you call it snake busters? Ryan Burke:     Oh yeah, we did the tee shirts that we hand drew. I mean, it was right around, I mean, I'm dating myself, but it was right around the Ghostbusters days. So, that was, that was my first commercial endeavour. Got me started in, got me started in Sales. But. Westford was great. I was kind of the athlete, whatever, captain of the basketball and soccer teams in high school, it was great. National Honor Society, I got kicked out my junior year, and came back in my Senior year and won the leadership award. So, it was a fun time and nothing but good things to say about Westford. I had a great childhood. I stay in touch with a lot of my friends still from Westford, pretty close to the community. And the Grey Ghosts, which was our mascot, which I still think is a great name, and I was the 200th graduating class of Westford academy. So it was public high school, but 200. Naber: So, one more question then we'll, we'll talk about your move up to BC. What did your parents do, when you were growing up? And what were some of the hobbies and interests you had outside of sports? Because obviously, you were quite athletic. Ryan Burke:     Yeah, definitely, definitely. So my dad was, that day and age was still the time of the long runs at companies. And so my dad was that a Digital Equipment Corporation. So he was at DEC for shoot, 30 years, I think, a long, long time. He ran manufacturing for a couple of plants there. My mom worked there as well for about 10 years. Naber: Is that how they met? Ryan Burke:     No, they met outside of Hartford, Connecticut, in college. But my dad had a great run in Digital. My favourite thing was during his retirement ceremony, they renamed the big board room, the Bill Burke Board Room, and then they did a top 10 Bill Burke famous quotes. The number one quote for Bill Burke that I'm not sure what it says about him for his 30 years. There was f*ck 'em. I mean it was celebrated, and it was a quote on a plaque, and all of that. But for 30 years that was interesting, and it kind of describes my dad, in a nutshell, a little bit. Naber: It's funny because people that know your dad if you gave him 10 guesses, they'd probably guess it. People not knowing your dad, like myself, if you gave me a hundred guesses, that wouldn't have been it. I'm so glad that that just happened. Ryan Burke:     Yeah. So, and then the hobbies. Like it's interesting, you grew up in Massachusetts, but for whatever reason, my brother and I got really into fishing. And so, that's become a lifelong passion. I actually started and ran a fishing tournament for about 13 years on Cape Cod, kind of post-graduation. The Headhunt. The Harwich Headhunt. And yeah, it just became a passion, and I still fish all the time, and I've gotten my kids involved, and all of that. But that was one of the things that my brother and I would sort of hike through the woods, and find little ponds, and build our little boats or whatever, and float out there, and catch bass and perch and whatever all day. And then we got the bug and started to get closer to the ocean and do some of the offshore fishing, which has been great. Naber: Wow. Very cool. All right, we're going to get into BC, but I have to go rogue on this one. If you're not heavy into fishing, what's the best part about fishing? Like, why do you love it? Ryan Burke:     Yeah. I mean honestly now that we get out offshore and go out on the ocean, you're just so in such a different environment and a different mindset, and really things just kind of melt away. And just from the stresses of the world being 10-15-20 miles offshore in that type of environment, we go to tuna fishing, there are whales jumping, whatever's going on, it's just a real escape. The phone's half the time don't work, and so, it's just...a lot of times we'll go out for an eight-hour fishing trip and my wife will say, well, you didn't catch anything. What the heck did you guys do out there? You're in this small confined space with like three other friends. She's like, what do you guys talk about the whole time out there, not catching fish. And so, it is a fairly intimate experience as well with your buddies, and there are beers involved, and all of that. Yeah, I just liked the whole like mindset change when you kind of get out on the boat, and you're heading out, like everything else sort of melts away the further you get offshore, and I really enjoy that. Naber: Wow, that's great. And from your sons perspective, as they're growing up, that's so cool that you're bringing them into your headspace and that world, to truly disconnect like that. That's really special. All right, you're away from the Ghosts, you're moving onto the Eagles - Baldwin The Eagle, your best friend. Why Boston College? And maybe a couple of minutes on what you were looking like in University. Ryan Burke:     Yes. So, it's funny, BC was the only local school that I applied to. I really want to go to Duke, didn't get in. I almost went to Wake Forest. For whatever reason, I wanted to go and explore another part of the country, but I ended up, going to BC. Obviously great school, a lot of fun. And I'll say I'm really happy with the decision based on what it was able to give back to my family. And so what happened at BC, the football games and the tailgates. And so my dad, my mom would get season tickets and they'd come to every game. And they just developed a great relationship with all of my roommates and friends. Sometimes inappropriately with like, the conversations, they would hear were just crazy. And they get to meet other parents. And so over the four years, like my parents were really involved in my college experience. And for them to be honest writing the checks, like I felt like that was an opportunity for me to give them something back. And I always cherish that, bringing them into that experience. And we still talk about the glory days of the football games and beating another game Notre Dame, or whatever. So it was a great experience, and being in Boston was a lot of fun. Even most of the friends that I had at BC, were actually from outside of Boston. But yeah, BC was great. We were sort of in the heyday of sports when I was there too. We had some good runs, they're obviously terrible now. But I also, all things considered, I liked having a team. Me and my wife went to Holy Cross, and I kind of give her crap all the time because, it was great school as well, but like having a team and a brand that you can sort of follow. And I'd still all way too close to I know every high school recruit that football team is right now and I read it every morning. And it's a little creepy, I know, but I'm pretty involved. Naber: That's a job because they come from all the country to BC obviously. Ryan Burke:     And I did it, I did it as a job a little bit. So I got so involved after graduation that I actually started writing for a BC website that was all focused on recruiting. And so I did that for about three years, just on the side for shits and giggles, and go to the game, sit in the press box, interview Matt Ryan after the game on the field, and all of that. And I was when I was still trying to figure out if I was going to get into the sports, as a career. But it was a lot, it was a lot of fun to do that. Naber: You know, it's really interesting. We're going to get into your professional jumps. That's a really good segue. But what I find when I'm talking to a lot of these, a lot of folks in this podcast and a lot of the folks I really admire professionally with an entrepreneurial spirit, it comes out in so many different ways. And I actually don't think that the person talking about it really knows that it's coming out. So from snake busters all the way through to, like you have side hobbies you've turned into like organized things that you do. Like, getting into BC sports, writing about it, making an organized effort and project around that. Same thing with fishing, 13 years of running that tournament. Like, taking your hobbies and turning them into something organized, structured so that everyone can enjoy and you're the driving force behind it with your effort because effort is the great equalizer within entrepreneurship. I think that that entrepreneurial spirit always comes out in people's hobbies, and I don't think that most of the people talking about it often think about it like that. But it's coming out in your hobbies right now. That's pretty cool. Ryan Burke:     Yeah. And if you want, I can do a quick sidebar into a hobby that turned into somebody that, did you hear about my book club? Naber: Oh, don't tell me, scorpion something. What is it? Ryan Burke:     Scorpions. New Speaker:  Scorpions. Yeah. Tell me about it. Ryan Burke:     Something I'm proud of and something I will also say is potentially my biggest regret. But my wife was in publishing, and she'd go to these book clubs and she would come home have a couple of glasses of wine and saying, Hey, did you talk about the book? Nah, we just sorta talked, and chatted, and drank wine. And I was like, you know what, this is a bunch of BS. I'm going to go and I'm going to start a book club to spite your book clubs, and just show you that I can build a better book club than any of the book clubs you've been a part of. And she's yeah, yeah, whatever. And so I was all right, I'm going to call it the scorpions. I came up with a tagline that was "Read. Bleed.", and it was all sort of tongue in cheek. So in Boston, it was like the all hard guy book club. And so I got about seven or eight of my friends who were smart, a bunch of entrepreneurial folks as well, a few guys that have been CEOs and sold companies. And we all read. And so what we did was we would go to places like dog racetracks, or shooting ranges, but we would actually talk about the book. So we would actually talk about the book. We would do trivia about the book. And then we would typically end it with a physical challenge to see who could pick the next book. And so what happened was one of the guys that was in the book club worked with my wife in publishing, and he released a press release. Because my whole point was I'm going to create the Anti- Oprah Book Club. I'm going to create, where a woman can walk into a store and know exactly what book she should be buying her husband, boyfriend, or whatever with a scorpion stamp. And so we read a book, and then we released a press release just for fun and games. Scorpions select, I don't remember what the first book was. Scorpions select this book as their official monthly book club, Dah, Dah, Dah. And we did it a couple of times, and the next thing you know it starts getting picked up. And I get a call one day from The New Yorker. And the New Yorker says, Hey, we want to do an interview with you. We do a feature on a book club every month. And we read about the all hard guy book club, the Scorpions. And we're like, all right. And so, called and interviewed me, Dah, Dah, Dah. And they put it on their website. Called back the next day. Hey, this has gotten so, so many hits. We want to go front page tomorrow. we need more pictures. I'm like, I don't have any pictures. Like literally get up that morning with my wife, take my shirt off, put up World War Z, which we're reading the time up in front of me with a bottle of Jack Daniels, and she snaps a picture on her iPhone. And that next thing you know, that's on the front page of TheNewYorker.com next day. And so then it gets picked up, and Gawker picks it up, we had these magazines reaching out. And what happened was it snowballed very quickly where authors, I mean agents were calling me and saying, Hey, we want you to review our author's book. We want you to give it the scorpion seal. We made like a seal and all this stuff. And we're what is going on here? And we had people calling us from all over the country. Can we start a scorpions thing? A reality TV show reached out to us. My buddy called me at one point, my roommate from college, and he's like Hey, what did you start some stupid book club? I'm like yeah, the scorpions. He's like well I'm reading the 50th-anniversary edition of Playboy, and you guys are in here. And I was what? And so we picked up playboy and we're in there. So we almost got a book deal. We almost got a TV deal. And the whole thing sort of faded. It was at that stage, we're all just having kids. A couple of guys were going to sell their company, and so we really give it the attention. But finally I was able to go back to my wife and say, listen, I proved you wrong, I started a better book club. And now there's talk of bringing it back because I still think there's actually an opportunity in the marketplace for that sort of Anti- Oprah Book Club. And we actually read good, compelling books. And so that was my tie into the hobby question. Naber: You know, it's funny. One of the reasons I love doing the personal side before we jump into all this other stuff is, before you reach out to somebody, before you first have conversations and when you just look up on the pedestal of this person at this company with this title, and your background, your experience, I think it's quite intimidating before you start having conversations and humanize the experience. And that's one of the things I love about, about this section. But that's a perfect example. If you're hey, quick sidebar, I want to tell you about something and the entire Scorpion's book club, love it. It's great. So cool. All right. So that is, that is not a segue, but I'm going to create one, into, you're leaving Boston College. And so Scorpions Book Club, the best thing you ever did, but we'll talk about some of the second and third best things you ever did after, after that. You're leaving BC, and run us through your professional experiences, up through the end of when you're at Compete so we can jump into InVision. So just run us through, the companies you were at, and the roles that you're in, maybe like five to seven minutes so we can, we can get some detail on there as well. Ryan Burke:     Yeah, definitely. Definitely. The first job I had out of college...I still get amazed at the jobs and internships that today...I'm really impressed. Like back in my day, it was kind of like, all right, we're going to travel to Europe, we're going to screw around after graduation, whatever. And so when I was midway through my Senior year in college, a buddy called me - this is 1996 the Olympics in Atlanta - and he said, hey, I work for a staffing company, Randstad, I've gotta hire like 20,000 people. Do you want to come work for the Atlanta Olympics for the summer? And I was sure, I got nothing going on. And I became known as the kid on campus that, like, I'd walk into any party and be like, hey Burke, I heard you can give me a job with the Olympics. And I'm like, yeah. So people giving me their resumes to work at the Olympics. So I think I got 40 kids from BC jobs at the Olympics. So we all went down there, and we all rented condos in the same little complex. And this was back in the Buckhead days of Atlanta too, the bars were open till five the morning before Ray Lewis ruined it. So worked for the Olympics. Great experience. I ended up staying there for a year, working for the Olympic Committee for a year. And it was just a really, it was a really cool experience. And then randomly, again, I was still trying to figure things out, and I had a buddy call and say, hey, you want to move to San Francisco? And I said, yeah. And jumped in the car, and we moved to San Francisco and slept on a floor for six months, and tried to figure it out. Did some temp things, and then I ended up getting into finance. So I got into a small kind of Muni Bond Equity House, which was, which was really cool. It was a really small, company. I touched so many different parts of the business. from the trading to the operational side and it was good. Series 7, Series 63 the whole deal. And then I use that as a springboard to get into Goldman Sachs. Worked in the private client services group in San Francisco, with Goldman. This was sort of during the heyday too. So, managing some of the early Amazon folks back in the day, and making some of those trades. I was what am I doing wrong? So it was great, and I had a good experience at, Goldman. And then it just, I got to the point where there were some family pulls back to the East Coast and at the same time I was at that stage where I was, on a pretty good trajectory in finance, but it was just something about finance that wasn't really getting my juices flowing. And I just knew. I mean just the culture of it. It very, obviously, money-oriented, and people are doing very well. And I just don't know, it just wasn't for me. And so I knew, okay, if I didn't get out then like I was just going to double down, sell my soul, and do the finance thing. And so I pulled the plug. I found a job back East at a tech consulting company. So this is the tail end of sort of the internet boom, and I got into a company called Mainspring, which was really interesting. It was a really smart group of folks from BCG, and McKinsey, and Bain that basically wanted to create a digital strategy consulting firm. And this is just at the time when all these companies are trying to figure out a digital strategy, nobody knew what it meant. And it was also interesting, in that they had a Sales function. So I joined as an Inside Salesperson, which was, your typical cold calling bullpen environment, and weird because you're dialling for dollars for high-end strategy consulting. And it actually differentiated us in the market a little bit, but I really cut my teeth in Inside Sales there, and just opening doors, and prospecting, overcoming objections. I really liked it. Mainspring actually had a pretty good run for a little while. We ended up going public. And then, the market sort of tanked. And then IBM ended up acquiring Mainspring. And so, it ended up working out in that, it was kind of offered a package. I could have stayed at IBM. It was another one of those decisions where similar to financial services, it was all right, I can take a job with IBM, but do I want to do that long-term at this stage of my career when I knew I wanted to be in something smaller and entrepreneurial. And I liked the small team environment, even at Mainstream when I started it was only 100 people or whatever it was. And that's when I got into Compete. Naber: You spent 11 years there. There's a lot of learnings here. So if you want to take your time and go through the next few minutes to talk about some of the things you learned as you're jumping through each individual step that you had, that's all right because that's probably helpful. Ryan Burke:     Yeah, definitely, definitely. And so Compete was interesting because that was back in the incubator model days. So basically Compete was an incubated business. David Cancel, who's the CEO of Drift, was kind of the first employee founder there. And I journal joined early on. It was basically, we had a web-based panel that we aggregated data and sold back competitive intelligence to companies. So, Hey, my website traffic is this, how does this compare to my peers? My conversion rate is x on my site, how does that compare? And you know, there were some dark days early on. There was your typical start-up, really young management team, screaming matches in the glass-encased conference room that was like raised four feet above, so everybody could see it, you know. And there were a few turnovers of Senior Leadership early on. A few turnovers of the entire Sales team that I survived twice early days. And we did that for the first probably two to three years. I was kind of the top Salesperson. And worked with some really smart people. And again, that entrepreneurial environment that I like, we had trouble figuring it out. And then for us at that point, the inflexion point was really when we decided to go vertical. And obviously not something that I think every business needs to necessarily do, but from a competitive standpoint...I helped found a kind of the wireless practice, and this was back in the Nextel, Singular, AT&T days, and they were all so hyper-competitive. And so we had this really rich data set to show like, how much online traffic are each one of these sides getting. What is their conversion rate to get people to sign up for bill pay? What was their conversion rate for e-commerce? And really valuable data. And so we built some dashboards, we layered on a consulting component on top of that. And it was really, it was really interesting. And that started what was a pretty big catalyst. Wireless became the biggest vertical at the company. I sold the biggest deal with Sprint, which is $500k, when our ASP was like $30k. And it was interesting in the fact that as a Salesperson, what kept me there as well, is when I started that vertical, I was able to position myself as more than just a Salesperson. And I became a wireless expert. And I would go speak at conferences, I would write white papers because that always gave me the credibility when I wanted to go and sit in a room with Senior folks. I mean we would do crazy stuff like I had business cards made, different business cards for like the big wireless conferences, the CTIA's or even the CES's, and I'd get invited as press because I would write white papers, and so they would put me in as pressed. So like here I go to these things I get to sit down for 10 minutes with the CMO of Verizon and the CTO of AT&T to do briefings. And inevitably you share some data. And the other thing that we did at the time was we partnered with Bear Stearns, who was a big analyst in the Wireless space. And we created this really nice white paper that they distributed - a glossy cover, Bear Stearns, and it was all our data. And free data for Bear Sterns, whatever. But that became a little bit of every meeting we would walk into that was on somebody's desk. And so it was very easy to point to that and say, oh, that's our data in there. And they're like, oh really? We didn't know that. Tell us what you did. And so, building a brand beyond just being a Salesperson was really valuable to me from a career perspective. And partnering with somebody like Bear Stearns at the time was really powerful in the space from a wireless analyst perspective. And using that as a vehicle for content was just so big in building our brand at the time. And so, that was the kind of the earlier part of my career at Compete. And there are always times that thought about leaving, but every time it was sort of thinking about it, there was a new opportunity that would arise. And so then I moved into more kind of Sales leadership, and that was a new challenge. And building out sort of an Inside Sales and an Enterprise Sales team. Then `we were required. So the company was acquired by TNS, a big research firm. And then six months later by WPP, so essentially acquired by WPP, became part of that world. And that opened up a whole new world of opportunity and challenges, and that kind of put me into a new role. And then I became Head of Global Sales, SVP of Sales, across Compete. And that was within sort of the WPP, umbrella organization. So that was fun. So yeah, I was there a long time but worked with some really sharp people. My old boss Scott Earnst, I sort of followed him up as well, and he became CEO, and one of my mentors to this day. And so it was a really interesting ride. Definitely a really interesting ride. Naber: Very cool. And that brings, does that bring us to your jump into InVision at this point? Ryan Burke:     I did have a quick move, between there, I went to a company called Moontoast. Naber: Oh, that's right. Yeah, Moontoast. So, hey, before you do that, I want to talk about, you mentioned managing Enterprise and Inside Sales Teams. You've done this at three different organizations if not more if you've done some advisory work on this. But you've done Inside and Enterprise Sales at the same time. A lot of the people listening will either start a business, have started businesses, will be the VP of Sales, VP of marketing, whatever. And they'll either inherit Inside Sales or inherit Enterprise Sales. And usually, they kind of tack one onto the other or they graduate from Inside Sales Leader into Enterprise Sales. You've managed both at three different businesses. Let's talk about that for a few minutes here. What are the main best practices or tips that you have in managing Inside Sales as a contrast to managing Enterprise Sales? And we'll get into the top tips and best practices for that, but Inside Sales first. Inside Sales, what are the biggest differences between managing Enterprise and Inside Sales teams? When you're talking about Inside Sales, what are the best practices and tips for doing that? Ryan Burke:     Yeah, that's a good question. And I think the end of the day it's still, Inside Sales is obviously a lot more transactional and so it's a lot more around kind of that process. And Enterprises is around the process as well, but obviously very different motion, trajectory, timing, all of that. And so, with Inside Sales I would say one thing that's probably most important is figuring out what that customer journey is upfront, and really defining that path, and finding those friction points, and then building a process around what are the activities and behaviors that..like to me, everything kind of boils down to behaviors and activities when it comes to Sales. And that's relatable to Inside and Enterprise. And so performance in numbers is one thing, but you just need to figure out what the right activities are for Inside Sales. So break apart that funnel, figure out what those metrics are, and then really measure on those activity metrics. And that's been probably the most important thing. The other thing is, even when I started at InVision, we'll talk about it, making sure you have the operational infrastructure to define that for Inside Sales, whether it's hiring an operations person, like to me, you can never hire operations too early. I probably waited, I probably waited too long at InVision, and getting that in there early for Inside Sales, and building out, we even call them the leading indicators of what will drive you to a particular transaction. And so I think those behaviours and activities are incredibly important for Inside Sales. And then you just have to evolve it for Enterprise because that's a different motion, different ASP, whatever it is. And so same concept around leading indicators, behaviours and activities, it's just a different framework. And the hardest part is obviously, you sort of view Inside Sales as a stepping stone to Enterprise. And that's not really the case from a mindset standpoint. And that's, you almost have to break bad habits and rebuild them because the Inside Sales folks, currently really good at transactional, driving acquisition, boom, boom, boom. And then you move into Enterprise, you're like, whoa, slow down, let's talk. Now we're value selling, where before it's much more of a product sell. Inside Sales is much more of a product sell. Enterprise Sales is a value sell. And that's a big transition from a mindset standpoint where, step back, make sure you're asking these questions, figuring out obvious things like pain or whatever it is. And again, when we promote Inside Salespeople, sometimes there's that period where the onboarding for Enterprise is just as important as when you're onboarding them as a new employee for Inside Sales because it's a totally new framework and mindset. And if you're using the methodology like MEDDIC or Sandler or whatever it is, you've got to kind of break them down and rebuild them again. Naber: Yup. Yup. That makes a lot of sense. Okay. So moving from Compete to Moontoast, let's hop into why you moved to Moontoast, and then give us a summary of that, and then we'll hop into InVision and I've got a few questions on some of the superpowers that you have, some of the things you've done really well, and a couple that InVision has as well. Ryan Burke:     Yeah. And so Moontoast was a social advertising, kind of rich media, social advertising - rich media within the Facebook feed predominantly, or any social feed. Part of it was at the time I was looking to get out of Compete. Moontoast came along, social was obviously very sexy, they just raised some money. Kind of wanted an opportunity to go in and be the guy from day one, and build it up. And you know, everybody's got a miss on their resume, and this was a miss. I came in, and we had some good momentum, really enjoyed the product team and sort of the position we had in the market. But we also existed within the Facebook ecosystem, which I don't care what you say, they just own everything. It's really hard to do exist. They make one change in their technology and like 20 companies go out of business. So I built a really strong team. I've hired my top guy from Compete, brought him over. Hired some really good Salespeople, a few who I've actually taken to InVision. But the product, we had to re-pivot product, and we ultimately had to re-platform it to try to fill the gap with services while we got the platform, then Facebook changes. We missed it. We just missed the window and things got a little ugly. It was one of those startup things where it was a little messy. And so I ended up leaving. I ended up just saying, you know what, and Moontoast not seeing their Future, we'll leave it at that. But I left. It was a good learning experience, met some really good people there. Social space was interesting, I'll never go back. Then I left there and then that was when I had the opportunity at InVision. And I can tell you kind of how that's how that started as well. Naber: Yeah. So this is good. So people are gonna want to hear the story. You joined really early. You're employee number 35, I believe at InVision, you've got upwards of almost if not above, around the thousand employees or so, shed load of them remote if not all of them remote. Exactly, all of them remote. Like the largest, that I know of, tech workforce in the entire world that is remote - it's unbelievable. So, tell us about the story. Run us through the journey that you've been on so far, and then I've got a question around building your Sales teams from one to 50 that we'll cover, after you kind of tell us what the journey is up until now. Ryan Burke:     Sure, sure. And so the quick story of how I ended up at InVision was, I quit Moontoast so I was out of a job. I was in sort of this panic mode and got some opportunities right away. And I was I don't want to act, move too quick. And then, just really stressful at that time in life, couple kids, like the whole deal. I was like, what am I doing? And was really close, I had paper in hand to an offer as the CRO of another company in Boston. Ended up being out on a boat with a few folks for my old boss, Scott Earnst, goodbye from Compete, and was sitting with Dave Cancel, we're having a beer on this boat, and tell them about my situation. Naber: I've heard so many good things about Dave, by the way. So many good things through the grapevine. I'll meet him sooner than later. But as far as he's such a good guy. Ryan Burke:     Yeah, he is. And just sitting on the boat, and he was like, Hey, don't sign that paper. I was like, why? He's like, you need to talk to Clark at InVision. And I was I don't know anything about InVision. And he's like, design prototyping software. I'm like, I don't know anything about it. Just talk to him. So I didn't sign the paper. We had a couple of conversations, he introduced me to Clark the next day. Had a couple of conversations with Clark, Clark Valberg, the Founder & CEO of InVision, who is just an incredibly interesting, inspiring person. And so the way it went down was, it was like a Wednesday night at probably 9:00 PM in Boston. And Clark, who was in New York, calls me and he's like, alright, I want you to come down tomorrow and meet with the board and meet with me. I'm like, alright, what time? He said, eight o'clock tomorrow morning in New York. And it's like nine o'clock at night in Boston. I'm alright, I'll make it work. And so I go down there, meet with a board member. Clark comes in, and I've never him met in person or anything, and he just sits down and he said, all right, I'm going to spend the next two hours convincing you that this is the wrong job for you. I'm like, interesting. And so we ended up having about a four-hour session on design space, and how Enterprise might not work for design, all of these things. I remember at one point he was like, oh wait, when is your flight? I was well, I missed, it was like an hour ago. He's like, why didn't you tell me? And I was like, well, I want the job, this is super interesting. And so it was great. So we hit it off. Quick background, InVision before me had two VP's of Sales - one lasted a week, one lasted a month. And so I was pretty intimidated, and they were clearly a rocket ship. Even from the early days, you could just see the momentum. And that transactional business, like I had done some the Inside Sales stuff, but like not to that scale before, and build on it from a freemium model. So it was a pretty big leap for both sides and forever grateful for, for Clark taking the chance. And obviously it's been a successful path so far, and a lot of fun. But that's kind of how the whole thing kinda started, which was interesting. Naber: Great. Great Story. And so tell us, tell us about how many people were there when you got there. Like, what the Sales team can seem consisted of, which I'm pretty sure was like two people plus you. And then give us maybe a couple of stats on where you are right now as a company, so we can understand that growth trajectory. And then I'll hop into how you did a lot of those things. Okay? Ryan Burke:     Yeah, definitely. Definitely. So when I joined those 35 people, I think there were three people on the Sales team, that I inherited. And the Enterprise business really didn't exist at that point. It was kind of formally launched a few months beforehand, but really there wasn't, there wasn't much revenue there. But what we were doing is we were getting about a thousand people signing up for the product every day to the free service or the self serve plan .So just incredible product-market alignment, and that momentum, and those signals for the business. And so I came on, now we are about 900 employees globally. We work with 100% of the fortune 100. We are fully remote. Raised $350 million total. So it's been, it's been a ride, that's for sure. And it's been a lot of fun. Naber: Man. Unbelievable. You've got almost a $2 billion valuation on that $350 raised. You've been there for about five years now. Is that right? Ryan Burke:     Yup. Naber: Wow. Amazing. First of all, congratulations on all the success you guys have had. I just think it's an iconic company, an iconic story. And I think you guys are can't miss, can't lose, badass product company who is, building so fast, doing it the right way, which is great...From the outside looking in, and that's even before you and I started having conversations, I'm so impressed. So let's talk about a couple of things. One, you have, you talk a little bit, in the past around building your Sales Team from one to 50. And you talk about it using the story of InVision, so let's use that story. But you talk about, building your Sales team from one to 50, you got to think about the three F's - the First Five, the Foundation, and the Future. Let's walk through each one of those bullets if you don't mind. Why don't we talk about the First Five, first? Actually, you know what, if you want to tee this up at all, that's fine. But I want to hear about the three F's for building your Sales team from one to 50 because it's an excellent framework. Ryan Burke:     Yeah. And so, the way I was thinking about it when I kind of looked back and break it apart is really, figuring out the right people for each stage. Because it evolves and it changes. And then the customer journey changes as you mature, and the deals get bigger, and you move more into the Enterprise. And so you kind of have to chunk it up and hire the right people at each stage, address the customer life cycle at each stage, remove friction points. And so, the biggest thing for me early on was getting the right people in the boat early. And fortunately for me, my first two hires, two Salespeople, that one is now a manager for me in Amsterdam, the other one's the top rep in the US, still here. Which is good because right before I took the job, Mark Roberge from HubSpot, a buddy of mine, called me and he was like, on speed dial who are your two best Salespeople? And I gave him these two names because I have a job. And they both got offers from HubSpot. And they both turned them down. And thankfully...Roberge was like, what the hell? I'm like, I don't know man. And so then I got the job with InVision a month later, and it just worked out like, I called both of them, and I was like you guys are on the team, and it ended up working out really well. And I think, back to the First Five, I think some of the important traits for those folks early on is, they weren't necessarily just Salespeople. Like they were product managers almost at that stage and they just, they knew the product inside and out. And without having, proper Sales Engineer support, or any of that product support on calls, like it was a little bit of the wild west and we had to do our own thing. And InVision couldn't be further at that point, especially couldn't have been further from a Sales culture. Like it was a free product, free value to everybody, designers, it wasn't a push market, it was fully pull-motion, it was all bottoms up. And so we were definitely a little bit out there trying to figure it out. And so, hired these folks early on, that really could talk to the customer, understand their concerns, and their process, and their journey. And then ultimately we built the Sales process around that. And the other key thing about those first people are, you've got to get the people that are on the boat that want to join a company at that stage for the right reasons. If you want to make a lot of money as a Salesperson startup, like InVision at that stage and start, that's not the right place. It's just not, go work at Salesforce. And so, you need to find people that are there because of the opportunity. They want the career opportunity. They want to be co-owners and building something. And that's what the early folks on the sales team, I actually think to this day we still hire people with those profiles...with the trajectory of InVision, like it's still early. And um, that was really critical to find people that wanted to join for the right reasons and not just purely on the financial side. And so getting those builders in early, the ones that can have those product conversations, that was really important for us early on. Naber: Very cool. Yeah, I think in one of the talks that you do, you talk about focusing on key traits - resilience, adaptability and fighters; and then focusing on key motivations - opportunity, vision and ownership. Those six things I think are so important. Do you want to talk about that a little bit? Ryan Burke:     Yeah. And I would say resilience is probably the biggest one because, at any startup, you're gonna have so many challenges. And so, I mean, I've even made some decisions where we've hired people that have had really good runs at really big companies and their resumes are great, and you hire them to a place like InVision, and it doesn't work out, and they're not ready for it. We probably hired them at the wrong time, the people that are better off, like I even tell our recruiters like, go find people that had a big run at a company, at a really successful company. Then went to a startup that ran out of money or a startup that went out of business. And they've gotten their nose bloodied, and they know what it feels like because your nose is going to get bloodied at a startup inevitably at some point. And so you need the people that can take the punches and be resilient and battle through that. Not only can do it, but want to do it. And some of the folks we hired, like they just didn't want to do it at that stage in their career. I don't blame them either. So, you just gotta figure out that profile and make sure that things like resilience that is so important for those early hires. Naber: Yeah, absolutely. And I think it's incumbent upon the person hiring them to help those Salespeople to make that decision. Like oftentimes you don't know that you need to go get your nose bloodied, or you need to go have a failure somewhere else after your first jump from an organization or you've had a really good run or a long run. Like you have to go get that, that that failure, you have to go learn and have that learning experience. Like it is incumbent upon the person hiring those individuals to help those individuals realize whether or not it's the right time in their career to make the jump into that startup or not. Ryan Burke:     Yeah, exactly. Exactly. And so, yeah, that was really important early on. And then in, the only other thing was that I talked about is finding all of those friction points early. So, mapping out that customer journey and figuring out why aren't people buying your product. Is it the price? Did they not trust you? Not know who you are? They do not want to sign up for a longterm commitment? Is it particular features? Like, whatever it is, you've got a map that out, and then start to figure out how do you remove each one of those and address each one of those. And that's really important early on. And that will evolve once you move into the Enterprise, you're gonna have different friction points and you have to readdress them. Security and things like that all start to come in a little bit more, overtly. But early on, like just why don't people have the product in their hands? And do everything you can to remove those friction points to get the product in their hands. Naber: Yeah. Awesome. So there's a couple of examples that you use and some of your past content. Like, if the price is a friction point, using free trials and freemium, you are getting the product into their hands with free trials. Seeing the product in action, doing group Demos. You talk about understanding how they use it, pre-populating the assets and pre-populating the product. Lack of trust in your brand, building customer testimonials. Longterm commitments to a product, offer an opt-out, just get them on board. And then lack of features, sharing the roadmap for the product team, from the product team, getting them involved with that journey, and setting them up, setting the customers up with the product team to help evolve that journey. And I thought the examples you used and the solutions to them, I think those are extremely valuable as you're thinking about each one as different friction points, both as you get started and sometimes you don't solve those problem points with those solutions that you just talked about until mid-stage, late-stage and building Sales teams. So sorry to kind of steal some of that thunder. But I thought you've talked about this a bunch of times in the past and using those examples, I think that that's really valuable for people and it's just great content. Ryan Burke:     You did your homework. You did your homework, Brandon. Naber: Hell yeah, brother. I'm always doing my homework. It's all about the prep in my world. So that's First Five. Now let's talk about Foundation. Ryan Burke:     Yup. Yeah. And so the Foundation is sort of when really want to start building out the process, and that's when, like I said before, like that's when it's really important to hire operations because you're going to start to build out those leading indicators that I talked about - what are those activities that you want to measure? Because again, at this stage it's less about the results. I know that the results are important, but you really need to figure out like all of the specific activities and that'll lead to potential success. You can start to understand like what are the points, even in the Sales process, that you need to, that you're struggling with. And these aren't, these aren't things that are meant to beat the team upon. There's always like this head trash, and people are like, ah, I don't you to measure how many meetings I have a week, and I don't want you to measure many prospecting calls I'm doing, whatever. And it's like, that's not the point. The point is not to like manage you out if you're doing it. The point is to help identify the coaching opportunities for the managers to say, okay, you're not able to get people to respond to your emails. Like, let's go through those and evaluate. You're not getting enough meetings. Like, let's look at some of your other outreach. You're not converting meetings opportunities. Let's go through your talk track in those meetings. Their guidelines and they're really coaching opportunities is what they essentially are. Naber: Diagnostics. Exactly. Ryan Burke:     Yeah, exactly. Exactly. And so, building that Foundation. The other thing, for a specifically for a company like InVision early on, is, how do you offer value beyond the product? And I'm really sort of incredibly lucky and proud of what we do at InVision because we offer so much more beyond the product. But that's really important early because to some extent you need to build the trust and the credibility with your customers when your product doesn't always fulfil every promise. And that buys you time, especially early on. That's really important. So even when the Sales team, I never want somebody to prospect and try to set up a meeting to just talking about the product, it's like, offer something of value - a piece of content, whatever it is, but like offer value to somebody all the time. And you can, there are opportunities to do that beyond on the product. I mean, just a quick, a quick thing. I mean, our CEO is a brilliant marketer. And one of the things that we did is we made a movie. And so, even when I first started, Clark was Hey, we're making a movie. I was like, what are you talking about? And he's like we're making a feature-length film on design. It's like, you're crazy. And we hired this production company out of New York and flew around the country, and we made a feature-length movie called design disruptors. And it was an intimate look at companies that were using product design to disrupt entire industries. Google, Airbnb, Netflix, all of these, all of these companies. And we made this awesome movie, and we weren't in it. InVision wasn't in it, but it was brought to you by InVision. And so what we did was, we did a world premiere in San Francisco, Castro Theater, red carpet, press, the whole deal, VIP dinner after. Then we did one in New York, and we did one in London, and they were huge. And then what happened was, we were like alright, we're going to release the movie. But then people started emailing us and saying, hey, how can we do a screening here? I want my executive team at Uber or NBC or at Salesforce to see this. And so we sort of weaponized. And we didn't release it to the public. And we said, all right, if you want to do a screening or at your community, you know, wherever, we will host it. And I think we've probably done 500 screenings across the globe at this point. You name a company, we're doing...we're doing one next week in Europe with a company, and what an opportunity to one, reach out to somebody and say, Hey, we've got this incredible story that will help your management team understand the value of a design-centric approach. It's super entertaining. Why don't we come on, have some drinks, get a couple of hundred people in the room, whatever it is. Sometimes we'll even do a panel, we'll get people and product leads. We'll do a panel discussion after the movie. And it's been such a great a vehicle for us. I mean, now we have a full, we have a whole film team now at InVision, we did a documentary with IBM or called The Loop on their process, celebrated and evangelize their process, which, sort of strengthened our relationship with IBM. But again, offered value to the community, which the movie then ultimately did. Like it was a free offering from us to the community. Here's some really good content, best practices, examples, in an entertaining format that we are going to deliver to you as part of what our brand represents. Now we've got a new movie that we're releasing this fall. And it's been incredibly successful. It's just another example of how do you go ahead...And not everybody can make a movie, I get it. But although I've seen some good copycats over the last six months or the last year, it's coming. It's getting out there. But, Clark Valberg, this is yours. Valberg this is yours. It was a really powerful vehicle for us. Naber: Nice. Very good. And so you talked about adding value beyond your product. You talked about focusing on behaviours and activities. You talked about some of the activities. And you talk about hiring your first layer of management. You talk about hiring coaches, and not managers. Can you explain a little bit about that? Ryan Burke:     Yeah, I just feel like early, early days you just, you need folks that are, they're not about coming in as a manager for title reasons. And you get people in there that are really good at coaching because that's what is so critical. Using those leading indicators, using those behaviours and activities, finding those opportunities to help coach the team. And that's why your first Sales Director, or whatever it might be, they've gotta be a really good coach. Because it's gonna be all about the failures, and the misses early on, and the objections, there's going to be so many objections you're gonna face, whether it's product, price, competitors, whatever it is. Like you really need to figure out how do you coach the team on overcoming those. And so that's why it's really important from a profile perspective that you really dig in when you're interviewing in terms of, talk me through, talk me through an example of where you identified something with a rep, and coached them through it to an improvement. What was the result? Those types of things are really important when you're building that Foundational team. Naber: Nice. Awesome. Okay. So that's that's the First Five, then we just talked about Foundation. Now let's talk about Future. Ryan Burke:     Yeah, and the only other thing that I'll mention on the Foundation, now that you're kind of bringing up the topic, which is just one of the things that we did that was interesting at InVision, was it's so important to understand your customer and like everything about their customer. This evolves at every stage. And so, early on, like I hired one. And so I hired a designer onto our team instead of a Sales Engineer. I hired a designer, this person came on boards, still with the company, he's great, but just gave that credibility to the Sales team in terms of the day in the life of what a designer deals with. And could hop on calls and give us some credibility in terms of talking to designers, which is a very unique persona to sell to. They don't like to be sold to. They want to touch and feel the product, learn about it, and then use it, and if they like it they'll tell their friends about it. So, figuring out who your customer is and then hiring them was really important. The other thing that we do now, which is an interesting kind of nuance is around understanding the customer. We now have a program called delicious empathy. And every person at InVision anywhere, again, fully distributed company, we have people all over the world, and anybody at the company from Operations, to Sales, to Finance, has the ability to take a designer out to dinner once a month and expense it. And the only rule is you're not allowed to talk about InVision. And so it's just about, again, building those relationships, understanding the motivations, the personal motivations even of your customers. And that just feeds into everything that we believe in and do as a company. And so that's been another kind of interesting thing for us to do across the company to help people build empathy with our customers. Naber: Yeah. Yeah. It's great. You call it, I think you call it relentless focus on the customer. It's a pretty cool example. Delicious empathy. I love the Pun. Delicious, as in, take you out to dinner, that's good. I'm not usually a laggard on the jokes, that was a good one. Le's talk about Future. so you talk about a Foundation for building the Future. Go ahead. Ryan Burke:     Yeah. So the Future is, I feel like, at this point, this is where, you built the Foundational team, you've got some infrastructure in place, you're moving into the Enterprise. Like this is when things will break. Like things are gonna start to break. And you've got to kind of revisit the overall customer journey. You've got to revisit the friction points as you move into the Enterprise, things like legal process, security, all of those are going to be new friction points that you're going to have to learn how to address. And this is also, in a lot of cases, this is also when you make that shift from a transactional product-focused sale to the value-based one. And that's when you've got to hire a different profile of Salesperson at this stage. You've got to have all your motion at this stage. And so, now is kind of when you're, when you're really selling, and you've got to get people that are, again, stewards of your brand. Along all of this, your brand is so important these days that just, I think people sometimes underestimate the impact of hiring the wrong Salesperson on their brand. And like, you gotta think about is this somebody that you would want in a room with 15 of your prospects, your customers? Would the be someone you would want presenting at a community event on behalf of your brand? And if the answer is no, they're probably not the right person. Even if they're the best seller in the world because they are representative of your brand. And you've got to create that value through your Salespeople and that represents the value that you want to project in your brand. That's really important. And the other part about this stage is you've got to find people that are really good storytellers. And that's so important. Can they tell a story? Because at this point, people don't really care about your product. Like this is when the transition switches on the customer side as well. They don't care about your product. They care about what the promise of your product can deliver. They care about the results, they care about the examples of what other customers have done to drive tangible business value from the product. And so there's that shift, and this is where you don't need the product experts in the Sales team. And this is where you can introduce things like Sales Engineers, or Product Specialists, or whatever it is to fill some of those technical gaps. But this is where you need people that can actually tell that story and sell the dream of what your products and more importantly what your brand represents. And that's really important at this stage as you kind of build out the team. Naber: Nice. Okay, so I want to hop onto a different topic or anything else you want to talk about before we conclude on that? Ryan Burke:     No, I think that's good. Naber: Okay, cool. I've got two more topics I want to talk about and then we'll wrap. First one is, hiring, onboarding, and managing, remote Sales teams, and really remote workforces are what you guys have to manage as an entire business. But specifically hiring, onboarding and managing remote Sales teams. So there are a few different things that I'd like to cover. I think there's five in total. First one is hiring profile and hiring execution. How do you search for the right person that is a great person to hire as a remote employee. What are some of the things you look for in making sure that they can do that? And then what's your execution process look like considering you're hiring people all over the world, you're not necessarily sourcing them in one city or one industry. You're looking for them all over the place. So what's the hiring profile and how do you execute on the hiring process? Ryan Burke:     Yeah, and I think we are the single largest fully remote company in the world now. It's a little crazy. There's definitely cracks at times and things. And just a little, a little bit of context. It started where our CEO wanted to hire the best engineering talent. So we started to hire folks in different places. Even when I started, he was like, Hey, if you want us to open up a Boston Sales office, you can. And I did the whole tour of real estate in Boston, and almost pulled the trigger, but then it just in part of our culture. And so we started to hire some people from all over, and you could kind of place people strategically in these maybe lower-tier markets, or whatever. And so it became really, really, valuable for us. And it's a big asset. On the hiring, you've got to find people, not everybody is ready for it. The last person you want is the person that found you on a remote job site, and you ask them what they like about InVision, and they say, oh, I want to work from home. Like, they're out. You do need to find people that are proactive. Like you need to find people who seek help because sometimes it's hard, and you can get lost or and you can hide. And you've got to find those folks that are very proactive in their approach and sort of ask questions around that in in the interview process. That's really important. But the biggest thing in one of the biggest lessons we have learned here is onboarding. Onboarding is so critical because it can be very intimidating your first day sitting there and not having anybody to talk to. And so we've evolved our onboarding process, pretty dramatically over the last couple of years to, we kind of map out everybody's first 90 days now. And they need to know exactly who they're talking to, exactly what they should be focused on, exactly what the expectations are. And we can still improve that. But even from things like time management, like I think there are still opportunities for us to improve there, especially for some of the younger folks that come in. And they're living with four other buddies in San Francisco, or they're off on their own somewhere, wherever, and they get up in the morning like, how do I spend my day? And so we're getting a lot more prescriptive in terms of just even time management training. And what percentage of the time per week should they be focused on these types of things? What percentage of the times did we focus on these things? Even like learning and development. And so the onboarding process is something that it's just so critically important for a remote team, and there are still opportunities to improve, but I think we're doing a pretty good job now. Naber: Nice one. So you just talked about hiring profile and some of the things that you need to assess to make sure someone's ready for that. You've talked about time management. And you also just talked about

It was hard not to fear the worst when President Barack Obama appointed Tom Wheeler as chair of the Federal Communications Commission in 2013. Wheeler was the CEO of the wireless industry group CTIA from 1992 to 2004, and the CEO of the National Cable Television Association from 1979 to 1984. As the agency drafted its net neutrality rules, comedian John Oliver famously compared putting Wheeler in charge of the FCC to hiring a dingo to babysit your kids. But Wheeler wasn't a dingo.

 :arrow: :arrow: GSMA Unites 800 Mobile Tech Operators and 300 Companies Worldwide on Buckhead Business Show Ana Tavares Head of North America for GSMA •Direct report to the CTO with delegated responsibility for high priority areas and activities in the organisation. Adviser to GSMA's Heads of Programme. •Responsible for cross programme coordination and activities that support CTO's Mobile World Capital Board position. •Americas Region lead for GSMA's Mobile Identity Program, driving the deployment of mobile Connect with mobile operators and service providers. About the GSMA The GSMA represents the interests of mobile operators worldwide, uniting nearly 800 operators with more than 300 companies in the broader mobile ecosystem, including handset and device makers, software companies, equipment providers and internet companies, as well as organizations in adjacent industry sectors. Operator members in the North America region include companies such as AT&T, Bell Mobility, Digicel, Rogers Communications, Sprint, T-Mobile, Telus and Verizon, among many others. The GSMA also produces industry-leading events such as Mobile World Congress, Mobile World Congress Shanghai, Mobile World Congress Americas and the Mobile 360 Series of conferences. GSMA OPENS NEW NORTH AMERICA OFFICE IN ATLANTA New Facility Puts Mobile Industry Organization in Center of Atlanta Tech Scene, Provides Strong Foundation as GSMA Works with Members to Advance Development of Mobile Industry The GSMA announced it has opened its new North American regional office near Midtown Atlanta, a move that will enable it to better serve its members across the United States, Canada and the Caribbean. At a ceremony attended by dignitaries and leaders from the Atlanta technology community, the GSMA officially cut the ribbon for its new 15,000 square-foot offices, which are located in Armour Yards and currently accommodate nearly 90 GSMA employees. “The opening of our new North American office marks the start of the next chapter for the GSMA in the region,” said Mats Granryd, Director General, GSMA. “Our new location in Midtown Atlanta puts us at the very center of the vibrant, dynamic tech scene in the city, enabling us to draw on a rich talent pool and engage even more closely with the broad technology ecosystem that has developed here.” On behalf of its members, the GSMA leads a range of programs designed to drive collective industry benefit in areas such as future networks, the Internet of Things, mobile identity and others. The GSMA also engages with key stakeholders in a series of advocacy initiatives to secure greater spectrum for mobile, modernize regulatory frameworks and deliver life-enhancing mobile services to underserved populations around the world. Finally, the GSMA convenes the broad mobile ecosystem through its portfolio of industry-leading events on both a global and regional basis. With a presence in the United States since opening its first office in Sandy Springs, GA in 2006, the GSMA has invested significantly in its North American operations in the last year, with the addition of 25 new roles across a number of functional areas. Most notably, in September 2017, the GSMA launched “Mobile World Congress Americas, in partnership with CTIA”, the first mobile industry event addressing the entire Americas region. Held in San Francisco, the inaugural Mobile World Congress Americas attracted more than 21,000 visitors from 110 countries and territories, and in 2018, the event moves to Los Angeles, where it will target not only the mobile ecosystem, but also the media and entertainment and content creation sectors. Once a railway yard, Armour Yards has been transformed into a vibrant, mixed-use campus that delivers a life- and work-enhancing environment where businesses can thrive. The new GSMA office space, designed by HLGstudio, draws on influences from progressive loft-office environments prevalent in vibrant urban areas around...

Time Codes: 00:00:26 - Introduction 00:02:47 - Thanks to Holly English! 00:05:07 - The 2017 releases from kuš! 01:36:29 - Wrap up 01:38:00 - Contact us This week Gene and Derek focus a critical spotlight on the Latvian publisher kuš! This is a press that the vast majority of listeners are probably unaware of -- indeed, neither of the Two Guys knew about kuš! until about three years ago -- and that's a shame. They produce incredible comics from artists that span the globe. And as Gene points out, there's really no such thing as a "kuš! style." The sheer variety of visual approaches that can be found in kuš! publications is truly astounding. Since kuš! publishes so many comics, Derek and Gene have decided to limit their discussion to just those titles the press released in 2017. But even that is a challenging volume of output. Last year kuš! put out four of their š! anthologies, four kuš! mono volumes, and sixteen issues in the mini kuš! series. As the guys point out multiple times during this episode, there's no way to thoroughly discuss every single title that came out in 2017, but they do their best to cover as much ground as possible, and in hopes of giving listeners incentive to check out the wonderful releases from this publisher. Here is a complete list of kuš! releases from 2017, including the month of publication: mini kuš! #47 "Sutrama" by Daniel Lima, January mini kuš! #48 "Nul" by Olive Booger, January mini kuš! #49 "Call of Cthulhu" by Martin Lacko/ H. P. Lovecraft, January mini kuš! #50 "Spectacular Vermacular" by Mathilde Van Gheluwe, January š! #27 "BFF," February Brume by Amanda Baeza, kuš! mono #2, February mini kuš! #51 "Mirror Stage" by Jaakko Pallasvuo, April mini kuš! #52 "Acquisition" by Cátia Serrão, April mini kuš! #53 "Yellow" by Līva Kandevica, April mini kuš! #54 "Bad Ball" by Samplerman, April An Exorcism by Theo Ellsworth, kuš! mono #3, April š! #28 "Scandal!," April š! #29 "Celebration," July mini kuš! #55 "Valley" by GG, August mini kuš! #56 "A Friend" by Andrés Magán, August mini kuš! #57 "Eviction" by Evangelos Androutsopoulos, August mini kuš! #58 "Night Door" by Patrick Kyle, August mini kuš! #59 "Share The Love" by Paula Bulling / Nina Hoffmann, October mini kuš! #60 "His Last Comic" by Noah Van Sciver, October mini kuš! #61 "Jonah 2017" by Tomasz Niewiadomski, October mini kuš! #62 "Daughter" by Aidan Koch, October š! #30 "Brooklyn," November Fenix by Zane Zlemeša, kuš! mono #4, November Fearless Colors by Samplerman, kuš! mono #5, November Be sure to visit the kuš! website and check out their many releases. Better yet, subscribe!    

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