Podcasts about docusign

“Why would someone fly you across the world to do business with them?” That powerful question from a mentor in March 2020 gave today's guest, Marquis Murray, the courage to go all-in on his passion of helping business owners create order from chaos through greater operational efficiency.  More About Marquis: Marquis Murray is the CEO and Founder of Ditto, a systems and processes consultancy for organizations who need help creating clarity around the work inside their companies. His goal is eliminating team burnout, so people can focus more on the work they do without the stress of not knowing where or how the work is happening. He is also the host of the In Systems We Trust podcast where owners and leaders of businesses talk about the systems, processes, and operational efficiency practices they use every day.

On the PreSales Podcast, James Kaikis and Chris Craft connect on "Stay Ready So You Don't Have To Get Ready." Chris, Technology Leader at Docusign, discusses his perspective on being ready for change. Technology is always changing and it is easy to become complacent so Chris provides guidance on how to stay curious and engaged so that you are always ahead of the technology curve to better support your customers.

690: In this interview, Shanthi Iyer, CIO of DocuSign, discusses the company's immense growth and the transformation that arose as a result. Shanthi begins with what brought her to the company and what her purview entails as the company's CIO. As a part of her role, she drives the employee experience and looks to improve it across areas like process automation and a consolidated and three-layered data strategy. Shanthi also reflects on her time at Cisco, the lessons she has brought with her to DocuSign, and how the role of the CIO has evolved over the years. Finally, she covers the state of women in technology, trends that excite her as she looks ahead, and the keys to her continued success in the field.

You don't have to quit your day job to become an investor.   This is what Andrew Schutsky lives by. He is the founder of Redline Equity, LLC and has built 15 years of real estate expertise while enjoying a career as a CIO of a medical technology company. He talks about how he got into multifamily real estate and how they are remaining competitive in the current market, and how he's able to be successful in both real estate and his W2.    [00:01 - 14:55]  1100+ Units and Growing  Andrew shares his journey from house hacking to short-term rentals to multifamily  Finding opportunities in the multifamily space There's still a lot of demand for multifamily  Things are tilting in favor of the buyer Syndicators are becoming conservative Why Andrew is a fan of fixed-rate debt Submarket knowledge is an advantage How to earn “other income” Add value through valet trash and cable and internet packages Talk with the local township to learn about tax abatements   [14:56 - 19:11] Working a Full-Time Job and Investing in Real Estate He talks about how he's bringing technology to real estate and the entrepreneur mindset to his day job Building a team and learning to focus helped him avoid burning out   [19:12 - 20:42] Closing Segment Reach out to Andrew!  Links Below Final Words Tweetable Quotes   “It can't just be a guess. It has to be submarket knowledge we apply to win that deal.” - Andrew Schutsky “I think it's what sets me apart from a lot of my peers and my competition is I'm bringing that proprietor, business owner, entrepreneur mindset back to my day job.” - Andrew Schutsky -----------------------------------------------------------------------------   Connect with Andrew at the Redline Equity website and check out their podcast, blog, and their FREE 8+ part learning series.   Connect with me:   I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook   LinkedIn   Like, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on.  Thank you for tuning in!   Email me → sam@brickeninvestmentgroup.com Want to read the full show notes of the episode? Check it out below:   [00:00:00] Andrew Schutsky: We're in a couple of submarkets that we know really, really well. We own and operate assets in those markets like Greenville, South Carolina, for example, we got another one locked up right now and we know there's certain things that we go after, and it's very infrequent in today's times that you'll win a deal or we will even get close in the top of the best end funnel with just rent increases. So we're looking at a bucket called other income. Those listing may do very well in this bucket, but that seems to be the differentiating factor for us.  [00:00:38] Sam Wilson: Andrew Schutsky is a passionate multifamily real estate investor who balances ownership in 1100 plus units with a full-time job as a CIO of a medical device company along with also being a family man. Andrew, welcome to the show.  [00:00:50] Andrew Schutsky: Thanks so much, brother. It's a pleasure to be here.  [00:00:52] Sam Wilson: Hey man. Pleasure is mine. There are three questions I ask every guest who comes on the show: in 90 seconds or less, can you tell me where did you start? Where are you now? And how did you get there? [00:00:59] Andrew Schutsky: Yeah, absolutely. So real estate journey for me has begun back in 2007 and I started before anybody called this house hacking I'm using my air quotes, so they can't see the video. My first home was on the road 50 weeks a year, doing the consulting thing, learned a lot, quickly realized I wasn't utilizing my whole house at the time, put an ad on Craigslist with my wife at the time, or I guess like my fiancée, at the time found really creepy, but it was my entryway into learning what, you know, a house could, is not just a place to live in. It's a source of income. And from there I thought my journey was going to be great. I know I don't want to work for 20, 30 years. I got to start planting some seeds. So I thought I was going to do a series of single-family houses, you know, regardless of having, you know, that, that great bonus or stock structure coming up year after year, you run out of money pretty quickly. About a decade later, I found short-term rentals. I still do those and I enjoy them, but same constraints. Regardless, even with one or two really good W2-based incomes or other sources of income, you can only go so fast, fast forward to 2019, found a 60-something page thread on BiggerPockets. You may have heard of that site before around multifamily. It was actually a local guy syndicating, read his story, he was a CPA before and it opened my mind to this whole new world of possibilities, which I can't believe it took me that long to find it. It's almost embarrassing to admit. And from there I kind of went full tilt. You know, 30, 40 books digest every podcast I could listen to nagged anybody who had listened to my questions and joined a mastermind program, got a mentor, went all in, really, and just started to dial in on honing different crafts and just crafting new skills.  [00:02:30] Sam Wilson: That is really cool, Andrew. I love that. So you've been long multifamily since 2019. [00:02:36] Andrew Schutsky: Correct. [00:02:37] Sam Wilson: That's awesome. Okay. Very, very cool. Tell me what, when you say on the, on the short term rental side, you said that that was a tougher business for you to scale just because it was kind of, it was kind of like just a glorified version of a single-family rental.  Is that what I was hearing there? [00:02:50] Andrew Schutsky: Yeah. I, I think what lured me to it is originally we wanted a house at the beach and we're like, okay, the only way we can make sense of this at the time, right? We had one young. And another one on the way. My wife's like, you're absolutely insane. We can't buy a property. I'm like, what if we could make it generate cash? So that was my foray into that. And I'm like, Hey, you know, the pros and cons, there are the pros are you're dealing with happy people. They're on vacation. You're getting paid in advance. There's no such thing as an eviction in that world. But the big con is as houses became, at least in our area and the Northeast in the Jersey side, became very, very expensive. So your down payments and your closing costs could be well over a quarter million dollars. So, you know, unless you're fortunate to already have a running start and have, you know, seven figures to play with and invest, really hard to get beyond the first 2, 3, 4 properties that way, right, within, you know, especially in your early thirties, like we were at the time. [00:03:38] Sam Wilson: Right. Yeah, absolutely. Tell us, what are you guys finding in the multifamily space right now? We're recording this on July 12th, 2022. So this will probably go live sometime mid-August of this year, but tell me, what are you guys finding in the multifamily space right now? That's making sense for you.  [00:03:55] Andrew Schutsky: We're in the Southeast generally Carolinas, Georgia, and even a little bit of the Midwest. Now we've got one property in Louisville. And still, you know, despite rising interest rates, despite all the chaos and the economy, there's a lot of demand still for multifamily. A lot of, you know, institutional and private equity are looking for a stable asset you know, hard, tangible assets to cash flow with tax advantages. And there's still tons of demand for multifamily. With that said, things do seem to be tilting just a little bit in favor of the buyer. You're seeing, you know, maybe not 25, 30 offers, but maybe 5. For the first time ever, I think 30 days ago, I saw the first price adjustment downward or guidance pricing came down. that was kind of actually relieving. You don't want to see terrible things happen in the economy, but also the silver lining of that is you get a little relief and you're not having to go. And it's not a blood bath as much as it was, you know, 60 days ago now. [00:04:48] Sam Wilson: What do you think is driving that? Like, I mean, is that just because projected rents are coming down? Is that just be, I mean, why is that happening?  [00:04:56] Andrew Schutsky: Well, I think we were, you know, in a weird time the past year seeing double-digit rent growth, especially the Southeast and Texas, and even, you know, the entire Sunbelt really, and it's not sustainable, right? I mean, we know income's not keeping up with that. So you start to see, you know, CoStar and others backing down their rent projections. There's no longer, you know, 9%, 10%, or 12% forecasted in every market. Maybe some markets selectively. Sure. But you look at that's starting to stabilize and starting to tail off. And you also look at the drastic rise in interest rates, you know, both in bridged and fixed rate debt. The cost of capital is much higher, right? So people start to get a little nervous. What happens, you know, therefore, you know, us and others, and a lot of other syndicators are starting to be a little bit more conservative with their exit cap projections. So that in turn is going to soften your offers a little bit.  [00:05:42] Sam Wilson: Right. Yeah, absolutely. And that's something that, I guess, let me ask you that as a nuance question on an exit cap projection, are you guys underwriting refinances anywhere in your deals, right now?  [00:05:53] Andrew Schutsky: Never have, and probably never will, unless there's a very unique circumstance to do so. [00:05:57] Sam Wilson: Got it. I like that answer. That's something that we commonly see in deals where it's like, Hey, you know, we're going to refinance, especially a couple of years ago when we felt like things were more predictable, like, okay, we're going to refinance three to five years from now or whatever it is. So, yeah, that answers the question. You're just not doing it.  [00:06:13] Andrew Schutsky: I know it's a, it sounds like a clear-cut answer and it is. I just it's not my philosophy. It's not any of my partner's philosophy to count on that, right? I don't have a crystal ball. I mean, I love to say, yeah, interest rates are going to be 1% higher at the end of the year, but you really don't know that. It'd be great. We always look at that as a scenario. What does that look like? But I never will make that our primary business case. I look at it like I'm investing a hundred percent of my own cash to buy a property. Just like if my investors are in or not, I look at it as like, I want to be as certain as I can be, right, and I know I can't predict interest rates. No one can, right, so I don't want to count on that as a variable.  [00:06:45] Sam Wilson: Right, that was going to be my question was how are you compensating, especially right now for the complete unknown of where in the world or interest rate going. That's how you figure it out or how you build that in you just don't. [00:06:56] Andrew Schutsky: And I'm being, I may be in the minority here, but I'm a big fan of fixed-rate debt. I know it does hurt cash flow. I know there's prepayment involved in, in years, you know, one and two, and it may inhibit your ability to exit early. But I really like that. Maybe I'm a little bit of old school and you know, I'm a little bit of old soul that way. I like that stability, my investors like that stability. So whenever possible, and it doesn't completely crush the deal. I, I really like, especially in today's times the fixed rate product.  [00:07:20] Sam Wilson: While we're on this topic. Tell me about this. How are you guys underwriting deals and getting 'em to make sense right now? Like, what's your guys' unique proposition when you guys acquire an asset?  [00:07:32] Andrew Schutsky: Well, I will tell you there's no magic bullet and there's still the majority of the deals that don't make a lot of sense, but. The few that do we're in a couple of submarkets that we know really, really well. We own and operate assets in those markets like Greenville, South Carolina, for example, we got another one locked up right now and we know there's certain things that we go after. And it's very infrequent in today's times that you'll win a deal or we'll even get close in the top of the best end funnel with just rent increases. So we're looking at a bucket called other income. Those listing may do very well in this bucket, but that seems to be the differentiating factor for us. If we're, you know, even close, remotely close, we start at looking at things like valet trash, cable and internet packages. And again, there's small things, but when you collectively add them up, it could be 50, a hundred dollars a month. And that can be the difference between winning or losing a deal. So again, that other income bucket has been a huge factor. Things like tax abatements and looking, working with the township or, you know, especially affordable housing. There's some things at play there. So you got to really know the submarkets to know if they're viable or not. And I always look, you know, of course. It's as competent as we are looking to have, you know, one or two of our property managers also verify, yeah, this makes sense. We've been planting this out. It's been proven elsewhere. So it can't just be a guess. It has to be submarket knowledge we apply to win that deal.  [00:08:44] Sam Wilson: Breakdown valet trash for me. I don't even know what that means.  [00:08:47] Andrew Schutsky: Yeah. It's actually not commonly known. I learned it from another partner that implemented it on dozens of properties and it's basically they'll come and pick up your trash at the door and bring it out for you. It sounds simple, but it could be $20, $25 a month, but that might be the difference between winning and losing. And it's almost always received very well at properties from what we've seen.  [00:09:07] Sam Wilson: And it's amazing to me what people are willing to pay for. 25 bucks a month. Okay. So you're telling me I don't have to walk my trash out and, and again, it depends on, I guess you're in the Southeast, so it's not even like it's, you know, three feet of snow because I guarantee, my wife and I would probably be stroking the 25 bucks a month. It's like, okay, it's zero outside. So yes, only $25, but in the Southeast, it's not, like, but people pay for it.  [00:09:33] Andrew Schutsky: Well, especially if you look at it, like some of the workforce housing we're in, these guys work a really long day, maybe second or third shift are exhausted. They're like, you know what, it's just not worth the hassle. Maybe you've got two or three young kids at the house. Just one of those things like, wow, this is something that, you know, is a small burden on you, but Hey, I'm exhausted. I don't want to spend time, I don't enjoy walking down three, four flights of stairs waiting for the elevator. Hey, you know, it doesn't work for everybody. We've had a lot of success with it.  [00:09:59] Sam Wilson: And that is an almost expense free, like, value add, like it's not even capital. There's no CapEx in it.  [00:10:08] Andrew Schutsky: No, a lot of times you can get the maintenance crew that's already on in-house to do that.  [00:10:12] Sam Wilson: Right, right. I love stuff like that. Anyway, that you can add value to a property without incurring, you know, more cost to do so, I mean, that just pads the bottom line right away. That's what we're doing right now in the RV resort space where it's like, we can add dynamic pricing and online booking for, I mean, it costs us a little bit, but not much. There's no infrastructure. We're not, you know, repaving drive aisles and adding sites and everything else. It's like, this is really very simple. And yet it changes the performance of a property dramatically. So I love stuff like that. Tell me about the bundle when you said bundled internet TV, things like that.   [00:10:48] Andrew Schutsky: Yeah, a lot of times we'll look to, and this is, I think probably more commonly known, this isn't such a, you know, well-kept secret, but you can go and get a larger bulk agreement with a service provider, like an Xfinity or whoever is happens to be in your area and negotiate, hey, I would like to buy a hundred packages at $35 a month. Tenants on their own might buy it for $70 a month. We sell it for 55 to 60, again, 10, 20, 30 bucks here and there adds up, right? So it just, again, it's, it's a win-win for the tenant and for us, like we get a little bit of the commission there and the bulk, you know, economies of scale and the tenant saves money, you know, versus the individual packages. [00:11:22] Sam Wilson: Right, right. Have you seen those, which we've done it at one of our properties, and there's another episode here on this podcast where I interview the company that actually handles this, but where the utility company via mostly the internet company, internet and TV will pay you as the property owner for the right to be on your property. Have you seen that? [00:11:42] Andrew Schutsky: We've underwritten deals that that was the case. We don't own any and operate already now, but yes, absolutely have seen that in the past. The same with even renting, renting space on the top of the building for a cell phone tower, like that can be common or something. Seriously. I mean, that can be a huge money maker.  [00:11:57] Sam Wilson: Sometimes the cell towers are worth more than the building.  [00:11:59] Andrew Schutsky: Correct.  [00:12:00] Sam Wilson: When you, when you look at those leases yeah, you don't realize, and again, we've had, you know, I've had Meir Waldman come on the show here, who is, you know, kind of the cell tower lease guy. And we talked all about that. It was like, oh my gosh, like there's more money in the cell tower lease than there is in the sale of the building. This is madness. So that's absolutely interesting. Tell me the last comment you made though said you guys are working on our tax abatements. How are you guys figuring it out? This is why I need you to correct me. When I look at a property, I go, okay, there's a, you know, multifamily property, like certainly there's no tax abatements. There's nothing left there. I mean, that's all been extracted long ago when this was built and, you know, brought online. Tell me why I'm wrong.  [00:12:38] Andrew Schutsky: It depends on the position of the property. A lot of times you're absolutely right. There's not much there. And if there is anything there, usually the broker will pick up the phone. If it's an unmarked property, they'll put it and they'll count on it and the underwriting, the projections that's already factored in, but the true gems are where you work with the township and it could be, you know, either the building already itself as a business already qualifies for this, or maybe as you slightly reposition it, Hey, it's not affordable, now it's affordable housing or based on that distinction, you may now qualify for a new exemption or a tax abatement. So something to look into, talk with that local township, as you get to know a submarket more and more as you start to buy more properties, you may copy and paste from one or the other and apply the same strategy. But if you're brand new to the market, it's worth exploring, 'cause that can save you thousands, hundreds of thousands of dollars over the course of your whole period.  [00:13:22] Sam Wilson: Right, right. Yeah. What I hear you saying is if you could reclassify a property potentially from one to the next. The township may be hard up for, like you said, foreclosed housing below, you know, that's priced 70% of whatever the adjusted median income is. [00:13:36] Andrew Schutsky: Yes.  [00:13:36] Sam Wilson: Cool. [00:13:37] Andrew Schutsky: Or, or, I mean, something we've looked at too is maybe you can designate a portion of it as commercial space. Like you have, you know, a coffee store. We even looked at doing an arcade in a building where you have a percent, it has to be a commercial occupied. And then you now qualify for new exemption or 'cause it brings new jobs to the area. So again, some of these may be a stretch, but it's worth exploring.  [00:13:57] Sam Wilson: Oh, for sure. Is there a consultant that you guys work with to help you kind of explore that? Or is this something just you've self-educated on?  [00:14:03] Andrew Schutsky: This has been a lot of self-education between my partners and I, and a lot of them have been educating me actually. So I'm kind of the student in this scenario, just applying what we've learned.  [00:14:12] Sam Wilson: Man. That's awesome. Thank you for taking the time to break down just some really simple ways. I mean, again, 'cause right now, especially in the multifamily market, people are desperate to find ways to add value to these assets. Like how do we make this make sense? And you've just given us three relatively simple. I say simple 'cause tax abatement still confuses the heck out of me, but you know, relatively simple ways to look at these and go there's there, there may be another way to take this deal down and have it make sense other than just get into a bidding war. [00:14:43] Andrew Schutsky: I mean, in summer you got to be creative these days, right? Unless you're wildly optimistic with your projections most likely to win, you're going to have to either accept lower returns or be really creative as to come up with a higher return, so bottom line.  [00:14:55] Sam Wilson:  Let's shift gears here and talk about your full-time job 'cause you currently work a full-time job as a CIO of a medical device company. What are your plans there?  [00:15:06] Andrew Schutsky: Yeah, so I guess first and foremost, I really enjoy what I do. I know I'm probably in the minority of the guests you have on the show who have a kind of counter on calendar crossing out days, marking the time where they can do this full time. But for me, I actually got, I got a lot of pleasure and enjoyment of my job. I get to travel a lot to cool places. And most importantly, I have a lot of flexibility at work from home when I'm not traveling. So I'm not having to get up at 4:55 AM every day. And if I do, it's so I can spend some time working on my business. So I find there's a lot of good parallels, you know, for example, I work in the technology realm. I love bringing technology through investment portals and websites and marketing and funnels to the investing business. And I love the stuff I learned in investing around just being that critical ROI calculation that you know, that business acumen. I love bringing that to my day job 'cause we look at, you know, managing millions of dollars in budgets and looking at what if I put a dollar in, what do I get back? So I love bringing that acumen and I think it's what sets me apart from a lot of my peers and my competition in the day job, bringing that, you know, proprietor, you know, business owner, entrepreneur mindset back to my day job. So they, they kind of work together really well. [00:16:12] Sam Wilson: That's really, really cool. Tell me, I guess when you look at the technology inside of what you guys are doing in medical sales, what are some things that are lacking in the commercial real estate space? You're like, man, this is a really cool way I can innovate over here in commercial real estate.  [00:16:24] Andrew Schutsky: There's still a lot. I mean, number one, when you look at structuring a deal and marketing a deal and just running all the intricacies and administrative parts of bringing in investors and marketing and then even the day-to-day operations and property management, there's a lot still pen and paper or email back and forth. So I look at things like automation of campaigns, you know, connecting people through, like, it's basically cutting out the manual task. I think that's really awesome. Whether it's the upfront part of like winning a deal and doing DocuSign, you'd be surprised how infrequently that stuff is leveraged, where I bring value to a team by saying, Hey, why aren't we using this? Or why are we do, why are we spending all the time doing this? We're highly paid professionals. We ship, this is a $50-a-month product. We could be saving hours a time. I love just doing simple things like that, like connecting Zappier, for example, to link a Google form back to my active campaign, to automatically create contacts and distribution lists. Just one simple example of what I think that's things are often overlooked.  [00:17:18] Sam Wilson: Right. Yeah. It's funny. I'm, I'm always torn maybe 'cause I can barely use email, right? Like I am, you and I are, are completely opposite ends of the spectrum. Like I suck at using things tech related. [00:17:29] Andrew Schutsky: All good. [00:17:29] Sam Wilson: Lots of help, but I get torn because sometimes like, okay, I do this task and I can get it done really quickly. Just doing it and, you know, trying to figure out how to make the tech work for me becomes more cumbersome than just getting it done. And it's like... [00:17:44] Andrew Schutsky: I think it's important on every team to have a guy or a gal that really understands how to make that less stressful for the rest of the team, right, 'cause without that, like you said, it's just so much easier to throw in the towel and it can be so overwhelming to people who don't have those reps in. So I've been doing this first since I've been four or five years old, where I grew up with like one of the first computers. So it was in my DNA, but I totally recognize for most people it's not. They don't want it to be, and that's completely fine. And actually that's a great value, you know, driver for me that I can help bring to the team.  [00:18:14] Sam Wilson: Absolutely. Absolutely. And last question here for you is let's talk a little bit about the team. How have you effectively scaled your team while working a full-time job? [00:18:22] Andrew Schutsky: Yeah, so for me, you know, it was a little bit of trial and error in the beginning, right, wanting to do everything, jump in and, and find my own deals and underwrite them, myself, and marketing myself. And I, I just found that wasn't effective. It was a quick way to burn out. So I've kind of dialed in. Let me just focus on, for the next year or two, becoming really good at one thing. Right now that happens to be investor relations, raising capital, you know, building decks and doing due diligence. Like I'm not going out. I'm actually stopped going to try to find my own deals. New market partners that I trust, I've got a few deals under my belt now. I knew who I trust. I know what I want out of a deal. I know what I don't want to be doing. I don't know what I'm not good at. Let me focus on what I'm good at. And then maybe a couple of years from now, I'll revisit and start to expand that repertoire. And maybe there comes a time where I'm doing this, you know, 40, 50, 60 hours a week on my own, and maybe I will still go back to the broker thing, but for now, just dialing in on what I'm good at and just continue to work that path.  [00:19:11] Sam Wilson: Man, that's fantastic. Andrew, thank you for taking the time to come on this show today. I certainly appreciate it. I've learned a heck of a lot from you, you know, talking about really easy ways to add income and value to properties that are maybe a little bit off the beaten path. We talked about your transition, you know, from house hacking into short-term rentals, and then finally discovering multifamily in 2019. And you also shared with us, you know, why you love your job. I think it's really cool that you're like, Hey man, I love what I do and I'm going to continue doing it, and maybe someday I'll transition out. That's not the comment, like you said that you or I probably hear very often where it's like... [00:19:42] Andrew Schutsky: That's right.  [00:19:43] Sam Wilson: I just kind of like what I'm doing. So if it ain't broke, don't fix it. So absolutely, and then you know, talking about the tech stack and what it means to bring technology to a deal. I think you've shared with us some really cool things today, and I certainly appreciate it. If our listeners want to get in touch with you or learn more about you, what is the best way to do that?  [00:19:59] Andrew Schutsky: Best way to go straight to our website, everything funnels through there, contact, we've got the podcast in there. It's investwithredline.com. Company is Redline Equity. We've got blogs and we've got, more importantly, a free 8-part investing course. Go check it out, sign up, and follow us.  [00:20:13] Sam Wilson: Awesome. Andrew, thank you again. Certainly appreciate it.  [00:20:15] Andrew Schutsky: No problem, brother. Great talking to you.

Adam Kenney is Chief Product Officer at Numerated, which helps banks and credit unions transform how they lend to businesses. Chad talks with Adam about what institutional banks and credit unions are like as a market and customers and what sales cycles look like, going from 17 to more than 130 customers quickly, and the scaling challenges they faced, and how the pandemic affected them as a company. Numerated (https://www.numerated.com/) Follow Numerated on Twitter (https://twitter.com/numeratedgt), YouTube (https://www.youtube.com/channel/UC4igz9AZqOXJlZxtXUBO-1Q), or LinkedIn (https://www.linkedin.com/company/numerated/). Follow Adam on Twitter (https://twitter.com/ademski) or LinkedIn (https://www.linkedin.com/in/adam-kenney-ab-cmu/). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: CHAD: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Chad Pytel, and with me, today is Adam Kenney, Chief Product Officer at Numerated, which helps banks and credit unions transform how they lend to businesses. Adam, thanks so much for joining me. ADAM: Thank you, Chad. Thanks for having me. CHAD: Let's dive into Numerated a little bit more. How do you help banks and credit unions lend to businesses? ADAM: I think we're in the middle of what is a pretty meaningful transformation in terms of how businesses are expecting to get access to credit. Really what they want is something that is fast, easy, convenient, largely driven off of the change that has happened in the retail space over the last 10 to 15 years. And in many ways, business lending is still catching up to that, and so our focus is doing that. It's helping the banks and credit unions really change how they interact with their business customers. We use a combination of data and great experiences to make that process as seamless as possible. We've been noted to, using the combination of data and technology, help banks increase the number of loans that they can do with their existing staff by as much as fourfold. We are also noted for inventing what we like to refer to as the three-minute business loan. It's one of the things we were written up on in the Wall Street Journal back in our days in Eastern Labs, where we've been able to get businesses from the point of application all the way to a funded loan in less than three minutes. And that's a process that historically has taken as long as three weeks. And so really excited by the ways that we're able to really help change how banks themselves can look at their operations. But more than anything, it's how banks are able to rethink and change how they interact with businesses and help the businesses in your communities grow and get access to the credit that they need. CHAD: So from a digital product perspective, there's a piece of a product there that banks are actually taking on and white-labeling that provides a lending experience for their clients, right? ADAM: That's correct. I mean, we're a cloud-based SaaS system. But you're right; they branded as their own. And so if you're going to Eastern Bank's website and clicking through and ultimately going through the application process with us, it's going to look and feel like it's just Eastern's website. And all of the interactions that you have with Eastern or any of our customers are going to feel that way as well. So yes, it is a white-label solution that we sell to the banks, and they provide to their customers. CHAD: The actual banking industry is not one that I've had a lot of experience in. And so I'm curious what institutional banks, credit unions, that kind of thing what they're like as a market or as customers and what the sales cycle looks like and those kinds of things. ADAM: It's about as varied as an industry can get, I'll tell you that. [laughs] You have to remember that banks and credit unions can be as small as having a few hundred million dollars in assets, maybe as small as 100 million. And in some of our customers' cases, they're de novo banks, and they're just getting started. And they range up to multiple billions of dollars in assets. And so, these are organizations that scale dramatically. Each of them have their own problems. They're also going to be made up of very different tech-minded individuals. You're going to have some smaller institutions that are basically managing a book of business that's been a book of business for close to a century and are interested in how technology can make them more efficient. But they are not the technologists that you and I would be used to working with on a day-to-day basis. And then, of course, you have people like ourselves who are really trying to, from inside the bank, change what banking is to their customers. And so, it's a very diverse industry in terms of what they're looking to accomplish. We've even come up with recently this framework around how we think about and really talk to our customers about how they transform and the levels of transformation that they can go through. And for us, it's essentially a four-level transformation starting with very small and pointed technology innovations that allow them to drive innovation in very fragmented bits and pieces, for lack of a better term, up to and including they're going to transform everything or become a digital bank. And you can imagine there are lots of stops along the way in terms of where a bank is and where they want to end up as part of their strategy. CHAD: From a product perspective and managing change, do you get a lot of custom features from individual, either clients or potential clients? And how do you manage that if you do? ADAM: The way I think about it is that we certainly get a lot of requests from our customers, and every customer likes to think that they are different and unique. In reality, there's a strong theme to almost all of the requests that we get. And personally, I think that's part of what our job is as a product leader is to really understand how to create themes out of the individual requests and provide a platform back to the market that addresses as many of those in a more holistic way and drives value across not just the individual asks but across all of the customers. And so yeah, there's some uniqueness. And certainly, we need to provide a platform that allows for that. So as an example, every bank has a slightly different view into how they want their credit policy to work and be implemented, but the framework around how you make credit decisions, how I get data into the platform. How do I create a credit matrix? And how do I then decide the exact offer terms to drive out of that? Like, that's a standard capability. And so we're innovating on that based on the individual features, but it's really not with an eye towards providing a specific custom feature to individual customers. It's more providing a flexible platform that allows them to configure the nuance but in a general theme that's going to help them be a better business. CHAD: So in the U.S., we had a specific program launched, PPP loans, in the pandemic to help support businesses. And I know thoughtbot we participated in that and went through that process. I don't think our bank was using Numerated. But I know that the bank really maybe...because they weren't using Numerated, [laughs] they needed to bring together an entirely new application interface very, very quickly in order to be able to take our application to that. And I think that Numerated was right there at the start of that. ADAM: Yes. CHAD: Talk about something custom maybe quickly. ADAM: [laughs] CHAD: What did pulling that together look like? ADAM: So maybe to take a step back if I could first and just paint a picture for you because you're right, it was kind of a unique and incredible period of time. We were fortunate in our line of work because we are all about helping banks transform how they lend to businesses. We had the base platform already built and established that allowed businesses to apply for loans on our platform. Even before the pandemic, we were one of the leading technology platforms for processing SBA loans. So we were uniquely positioned for the opportunity as it results to PPP. At the start of the pandemic, we had approximately 17 customers using our platform. Fast forward six months later, we had 135. And so, to your point around there were a large number of institutions looking for a new application solution overnight, I think that shows you how aggressively banks needed a solution. And there was an opportunity for us to offer our platform to be that. I think the other thing to recognize as part of the backdrop anyway is this was a crazy time if you think back to where we were in the pandemic. No one knew what life was going to look like in a week. And most businesses, especially smaller ones, didn't know if they were going to have a business. And so for us, that also provided the opportunity and maybe a little bit of the confidence in saying, "You know, we have nothing to lose. We're well-positioned. And what else are we going to do? Because it's not like people are making other loans for the next couple of months. Let's just go own this". And so I think it was the combination of us making that recognition, having a really good base platform that had familiarity with the SBA, had familiarity with business lending, and with a team that then could really acutely focus on solving this one problem for as many customers as possible. And by the way, have the emotional impact of not only helping banks but knowing that we're basically helping hundreds of thousands of businesses stay afloat through probably the craziest time in our country's history. And so that's really what got us going. And then there was a ton of work to your point around customization around building out the platform. But the one thing we've tried to do from the beginning is hold true to some of the foundational vision that I mentioned earlier. Like, we don't want to be in the business of custom software. That's not a winning proposition for us or our customers. And so, as much as it was maybe hard at times, throughout PPP, we were always thinking about okay, so we have to make these changes to support this crazy never-before-seen lending program. But how can we do it in a way that's going to set us up to serve the businesses in a year or two when this whole pandemic thing is over? Because PPP is not going to last forever, but our customers are. The businesses are still going to need credit. So whatever we're doing as much as possible, let's be building a foundation that gets us well beyond PPP. And so we were using it as really a catalyst to build a bigger business even while we were helping customers through the pandemic. CHAD: One of the things that I really appreciated, and I have an outside perspective on it, but I really...and people can always do better. ADAM: Yes. [laughs] CHAD: But I thought it was one of the rare circumstances where everyone realized the urgency of the situation: government, banks, everybody. And there was a real willingness to realize, well, we've got to do something. If we try to figure it out all right now, it's going to take too long. So let's just do something, and we'll work out the details later. And so I think there was a willingness, and from a product perspective, my guess would be that allowed you to work iteratively too. ADAM: It did. It was [laughs], I think in some ways a blessing and a curse. CHAD: [laughs] ADAM: Because I can tell you that the number of times my team would get a set of new capabilities, which listen, were great for the customers. It made everything better for the businesses that needed help, so I would never want it any other way. But the number of times that those new capabilities were announced by the SBA on a Friday night and were expected to be live on Monday morning, let's just say it was more frequent than I would ever like to relive. [laughs] And I can remember, especially going into the second round of PPP, it just so happened that all that was happening between Thanksgiving and Christmas in a year where all families wanted to do was spend time with each other after a crazy year had gone by. But we didn't get that luxury, unfortunately. We had a job to do, and that was to make sure that we were ready for the next round. And so it did come with a lot of cost in terms of we had to work really hard to make it happen. But to your point, it allowed us to iterate. And I give the government credit, too, particularly the SBA. They could have, for example, just launched the program and then launched more money into it and stood still, but they didn't do that. To your comment, they had to get live as quick as possible. And so that first round of PPP, there were more technology hiccups. The SBA had some volume constraints. They couldn't really handle the performance. We ended up having to govern our application submissions because otherwise, the SBA couldn't handle it. There were other challenges in terms of how we were validating data. But that got better month by month. And certainly, by the time we got to the forgiveness part of the process and then the next round of PPP the following winter, they actually invested in completely ripping out their legacy API and providing us in the tech community a modern RESTful interface that was much easier, much more performant. And so, even though the volume got even crazier as we went through the program, it actually became easier for us to deliver. The first round, we were literally working around the clock because the SBA was having issues. We couldn't get enough documents through DocuSign and whatever else. We did, I want to say, close to 3 times the volume in the next round a year later but at about 15% of the energy because we had just improved that much in less than a year. And it wasn't just Numerated; it was Numerated working with our partners in government and elsewhere to just get the process that much smoother for our customers. CHAD: Were there things that you needed to do at Numerated? I mean, to go from 17 customers to more than 130 that quickly, I assume that there were some scaling challenges for you along the way. ADAM: There was. And I will say this: we were blessed to have a really good technical infrastructure in place that allowed us to scale on the infrastructure side without a ton of problems. We were able to essentially stand up new environments in our infrastructure relatively quickly and easily and even handle the peak volume of PPP, which was exponentially higher than anything we had ever done on the platform. That was not a problem for us. Where we had to scale is in two areas, one from a technical standpoint was how we were interacting with our technical partners. I mentioned already the need to govern how we were submitting applications to the SBA. We worked very closely with DocuSign to essentially put rate caps on how many documents we were generating at any given time and essentially spread the volume because none of us had dealt with that or dealt with that kind of volume before. And that's where we had technical challenges were in the interfaces and working with partners to make sure everything lined up well. So that was one area, got through it pretty well. And ultimately, like I said, for the second round, we were smooth sailing. The other area to your point around standing up all the banks was how we implemented the customers. Our typical implementation cycles going into the pandemic were multiple months. We had to stand up all over the PPP banks in less than two weeks. And so that took a combination of...I'll call it technical delivery. So we essentially created a cookie-cutter deployment and then used a deployment strategy to push that to all of the new customers all at once that we didn't have before. And we were able to create that relatively quickly. The other was we had to take a much harder stance with our customers than we had ever done around look; everyone's getting the same thing. It's government-mandated anyway, but it's going to be exactly the same. And other than the white-labeling that we, of course, gave everybody, you might want slightly different process around the workflow, around the approval. You're going to have to take the same thing that everybody else is because we just don't have time to configure the nuance across 100 banks. And so luckily, to your earlier comment around, everybody just realized we were in this unique time, we do what we have to do, and we got through it. Our banks were very willing to do that. But that was the other change we had to do to really see this scale through. Mid-Roll Ad: Now that you have funding, it's time to design, build and ship the most impactful MVP that wows customers now and can scale in the future. thoughtbot Lift Off brings you the most reliable cross-functional team of product experts to mitigate risk and set you up for long-term success. As your trusted, experienced technical partner, we'll help launch your new product and guide you into a future-forward business that takes advantage of today's new technologies and agile best practices. Make the right decisions for tomorrow, today. Get in touch at: thoughtbot.com/liftoff CHAD: If you're comfortable talking about architecture a little bit, do you have a shared sort of platform that everyone is on? Or, for each of the customers you have, do they have their own instance? ADAM: So we've made the decision, mostly because of our regulated industry; we felt like it was safer, so each customer gets their own database. We do keep everyone's data completely isolated to protect their information and give them the utmost confidence that it is protected. But we have a shared application layer. And so, our web servers are shared multi-tenant instances. And so it's essentially a combined environment where we're both sharing some resources but then also deploying individual databases and then the configuration because outside of PPP, it is unique bank by bank. And so, the configuration gets deployed within each bank's individual environment. CHAD: Cool. I've worked on systems like that before, and they can certainly present...especially when you need to scale them quickly, and you've got a lot of new customers being added. You better hope that it's been automated. [laughs] ADAM: Yes. And luckily, we had a good amount of automation in place during PPP or even going into it, I should say, but of course, PPP stretched that. And so we've just continued to get better and better as a couple of years have gone by. CHAD: So the second PPP came through. It's in the forgiveness period now, so that's winding down. So Numerated were at that point you alluded to earlier, which is when you were doing PPP, you realized it's not going to be around forever. Let's lay the groundwork now to help customers in the future. We're sort of at that point now, right? ADAM: Yes. CHAD: So what does that look like for you? ADAM: So it's essentially expanding the portfolio of loans that our customers can leverage our platform to execute. And maybe to say that better, if you look back prior to PPP, we got our start with small small business lending. And what I mean by that is loans under $250,000 that can be highly automated. That's where Numerated got its start working with Eastern first 15 customers, saw the value in getting extreme efficiency and delivering essentially capital to their businesses in a number of days instead of weeks. That's what we were great at, very similar to what PPP was, by the way, which was getting money to people in a number of hours in some cases. But we knew that that was never the vision for what we wanted to be or what our banks needed in the business banking segment. Ultimately, they want that same level of use efficiency experience for all of their business loans. But in order to support that, there are a number of capabilities that we needed to build into our platform to handle that. Underwriting gets increasingly complicated when you are underwriting loans at 500,000, a million, or $5 million. The businesses get more complicated. The collateral gets more complicated. The entire process just becomes more sophisticated. But that's what banks want, and by the way, that's what businesses want. They don't want to have a great experience when they're a little bit smaller, and they've taken out a $100,000 loan and then have the experience be crap two years later when they come back, and they've taken out a million-dollar loan. And so, that has always been our vision. We've had the fortune of being able to do really well on PPP and essentially just accelerate that vision. And so that's what we're working on right now is really building a loan origination system that allows our customers to transform how they lend to businesses in entirety. We have been building out all of the sophistication I mentioned around underwriting. We have recently acquired a company called Fincura based out of the Boston area. They automate spreading. If you're not familiar with what spreading is, it basically takes either paper or PDF versions of a bank's financial statements, and it turns them into really critical financial ratios that help banks understand the creditworthiness and the risk associated with the business. So you can imagine what that is. It's taking OCR, technology, AI, and basically taking what were PDFs and converting them into scores that can then be used to automate and drive efficiency in the credit decision, again, all part of being able to then really transform how banks are doing all of their business lending. But that's what we're working on now, converting all of the PPP customers to use the non-PPP, for lack of a better phrase, parts of the platform and really helping them change how their businesses look at them in terms of the opportunity to access credit. CHAD: So I think it's probably worth noting you made the decision to join Numerated right before the pandemic hit. ADAM: That's correct. CHAD: And so you joined when? ADAM: My last day at my previous company happened to be the day we closed the office due to the pandemic. I had obviously made the decision prior to that. But then, my first day on the job at Numerated was the second day of PPP. So essentially, you know, call it a week after everybody had gone home for what became the better part of the next year to two years. CHAD: So I assume making a decision to join a new company, you're going to be the chief product officer. You've had a lot of conversations about what the vision is and what you're going to do. And you're going into a business where hey, there are 17 customers, and we're going to scale. But you probably didn't guess what was going to happen ended up happening. ADAM: No. [laughs] CHAD: So I imagine like part of your vision for what you were going to do both as a company and as an individual must have gotten put on hold. ADAM: It's funny, yes and no. So I will say no to your lead in there. There were certainly times before I started where I was calling Dan our founder and CEO. And I was probing him and pushing him like, is this still a thing? [laughs] Are we really going to go do this? Not realizing what PPP was and really what it was going to mean for our business. So there was that period of time where I wasn't sure. I knew it was going to be different, but I didn't know what that meant yet. Once I understood what was happening and what we were doing, I actually never felt like it was putting anything on hold. And I can come back to the fact that it put some elements of our business on hold. But for me and why I joined and the vision I had, I was coming to help the team really expand what the platform could do for banks and their business customers and to accelerate the number of ways we could help. I have prior experience working at Capital One and Pegasystems with a lot of the systems and the processes that we were helping to reinvent at Numerated. And so, my vision was always to come and build off of those past experiences and accelerate what we were doing in this specific small business segment. PPP, in a lot of ways, just accelerated that. It took what would have probably been three to five years' worth of market adoption in terms of understanding what digital transformation was going to look like, getting customers fully comfortable with a more digital experience, getting comfortable with a more data-driven approach to decision-making. And the pandemic forced all of that to happen in weeks. CHAD: Well, people couldn't even go into the bank to turn in their paperwork. It had to be done remotely. The staff wasn't there either. ADAM: And the staff no longer could look at paper financial statements because they couldn't get paper financial statements. And so everything changed overnight. One of our customers has told us at multiple customer events since he's like, "You guys, you let the rabbit out of the hat, and it's not going back." It just changed overnight what was happening in the industry. And then, for us, it gave us all of this extra opportunity to invest and invest more in what we wanted to go do. Our team, when I joined, was about 40 to 45 people. Our team now is 145 people. And our engineering team went from a little over 20 to just under 60. So we have exponentially changed the rate in which we're innovating and going after things. And so, for me, it's just accelerated and made things more exciting. The one other comment I'll make in terms of putting things on hold it did put some elements of the business on hold because every one of our customers stopped thinking about what I'll call traditional business lending and focused 100% for the better part of 18 months on getting through the pandemic. And even once PPP was done, there was another six to nine months where banks were trying to figure out, are we really out of the pandemic? Are we ready to start lending the way we used to? Do we need to rethink risk? Because these businesses are all different now than they were two years ago. The things that made a business risky two years ago are different now. And so there was also a little bit of a hangover as our customers internalized within their own walls what it meant to get back into lending. And so, it did put some elements of that on hold. We were fortunate, though, that we grew so much through PPP. And we actually kept adding what I'll call core customers, not just PPP customers, during that period that our growth actually accelerated. And it's been really good for us. CHAD: That's great. You mentioned the team growth that you've had. Different companies are organized in different ways. As Chief Product Officer, where do you sit within the organization and relative to the engineering team? ADAM: So at Numerated, my responsibility includes all of the product management as well as the engineering organization. So I'm responsible with my teams for everything from initial product strategy, the product design. I have all of the UX and design team as well as then all of the execution, the delivery of the platform as well. CHAD: So does that mean that there's VP of engineering in your organization or some sort of person like that that's working closely with you? ADAM: Sort of. So I have...basically, it divides more at the director level. So I have a couple of VPs that work for me that have a combination of product and engineering, both experience, expertise, and responsibility. But then their teams have product managers, and then we have directors of engineering that then manage their individuals from teams. I also have a group of former bankers. They're product managers but act as consultants to those organizations. And that's where we get all of our industry expertise. They've worked with the SBA. They've worked in credit offices, and they really help to influence the product roadmap across those teams as well. CHAD: So the entire engineering structure also being under the chief Product Officer, I would say that and correct me if I'm wrong, I think that's probably not how the majority of companies organize it. Do you agree with that? ADAM: I have seen both, but I would agree that it is not the majority. CHAD: I would say if there is a majority, and I agree, I've seen both too, but you might have a CTO and then VP of engineering. And so, the engineering organization goes all the way up to the C-level. And then there's a Chief Product Officer. And here's the product management and product underneath them. Was this an intentional choice from the beginning as you scaled out the team for you to have it all live under you? ADAM: It was intentional. I will give my personal view on it. I think that as we continue to evolve as technology companies, one of the hardest things for us to achieve is alignment around vision and purpose. And that drives a level of focus that I think maximizes the ability to move the business forward. And based on that premise, the places where I've seen things work the best is when there is a focal point across product and engineering within specialization underneath. Because it drives, I think, the best alignment across the organization. I will acknowledge, however, that finding leaders that can actually operate effectively in that combined role is extremely difficult because you need people that have a high degree of engineering experience so that they actually know how to build for quality, build for scale, even for things that don't immediately impact the bottom line while having enough business acumen to understand the demands of the business and how to balance those priorities against what we need to grow the business at the same time. And so, it does create a little bit of a snowflake challenge. I cannot find or replace those roles as we grow and scale nearly as quickly as I can in a divided organization. But I have found that it does help me drive clarity of priorities and purpose and ultimately focus in the organization versus the places I've worked where that hasn't been the case. CHAD: So I guess given that, then I assume you're hiring. [laughs] ADAM: We are always hiring. [laughs] We are definitely in growth mode. And we are looking for great people that can help us to build a platform and really transform how our customers are thinking about how they lend to their businesses. CHAD: Well, I agree. I think there are different structures then that can achieve it. And also, a lot of it comes down to the people but that alignment and that understanding of design, and product, and development or engineering. And ideally, people and all of those skill sets and all those teams who get it and can balance those different priorities with the business is really important, and that alignment of vision. And so there are probably different structures to get it, but that's what you're aiming for. And I think that the structure that you've set up is one which is very helpful to getting that alignment. ADAM: Agreed. Agreed. I think that while we're on the topic of the team and the culture we're trying to build out, I'll maybe use that as a way to share a few more things that we're really driving towards. You can imagine a company that has scaled the way we have and continues to grow. That presents some other organizational challenges as well. One of my firm beliefs is the fastest way to scale is to create really strong, empowered, decentralized teams. That, again, gets back to the whole vision and focus thing. They have to be rowing in the same direction. But they have to be really independent in the day-to-day. And so we've really spent a lot of time over the last, I would say, year and a half shifting to that kind of a model to where each of the teams is really embracing what their individual accountabilities are. They are really focused on how they're delivering success for the business and are able to make a lot of the day-to-day decisions. But then it falls to management, leadership, myself to make sure that when they make those decisions, they understand the context in which we're trying to drive the business so that we can do as much as we can as fast as we can but in a way that's high quality and delivers value. CHAD: Awesome. Well, I sincerely wish you all the best in that. I really appreciate you stopping by and sharing. Thank you. ADAM: Yeah, my pleasure. I appreciate the time, and good to get to know you a little bit, Chad. CHAD: If folks want to find out more, maybe apply, follow along with you; where are all the places that they can do that? ADAM: Yeah, sure. So numerated.com is where they can go and learn more about the business, and they can learn more about where we're hiring. People should check me out on LinkedIn. That's probably where I'm the most active these days. And feel free to message me as well. I'll also give you my email address if anybody wants to reach out. It's pretty simple. It's adam@numerated.com. Whether it's opinions, thoughts, or reactions to anything that I've shared today, or you just want to build a relationship, I'd love to hear from people and get to know you a little bit better. CHAD: Wonderful. You can find links to all those things, probably not Adam's email address, in the show notes. ADAM: [laughs] CHAD: We want to protect him from those spam crawlers. But you can subscribe to the show and find notes along with a complete transcript for the episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter at @cpytel. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks so much for listening, and see you next time. ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success. Special Guest: Adam Kenney.

687: In this interview, Keith Krach, former CEO of DocuSign and former Under Secretary of State, discusses his remarkably diverse set of career experiences. Keith reflects on the evolution and adoption of robotics and the internet and the genesis behind Ariba. He also talks about the importance of trust in technology and how that paved the way for DocuSign. We then discuss his time in policy as Under Secretary of State and developing the Institute for Tech Diplomacy at Purdue. Finally, Keith shares his perspective on current geopolitical topics including US-China relations, China's relationship with Taiwan, and the future of tech diplomacy.

In der heutigen Folge „Alles auf Aktien“ sprechen der Finanzjournalist Holger Zschäpitz und Tech-Ikone Philipp Klöckner über die Hoffnung auf eine sanfte Landung in den USA, den Sinn von Milliardenschulden bei Meta und Apple, die Tücken gehebelter Investments sowie eine positive Überraschung beim Amazon Südamerikas. Außerdem geht es um BMW, PING Identity, WisdomTree NASDAQ 100 3x Daily Leveraged (WKN: A3GL7E9, Invesco EQQQ Nasdaq-100 (WKN: 801498), Cloudflare, Snowflake, Crowdstrike, Hubspot, Docusign, Asana, Elastic, Sea, Mercadolibre, Block, Tencent, Alibaba, Pinduoduo, Biontech, Coinbase, Ziprecruiter. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Today's guest believes growth requires both vision and action. Her goal is to change the trajectory of people's lives and careers for the better. She works with C-level executives and other senior leaders who want to expand their professional and personal capacity; tackle bigger, more complex challenges; grow as humans so they can grow as leaders; to cross new thresholds of performance. As an expert in executive coaching and career development, she coaches C-suite executives and other senior leaders across the globe. In addition to several venture-backed startups, her clients have included Clorox, DocuSign, Dropbox, and Google. She is a regular contributor to Harvard Business Review and Forbes.com. Please join me in welcoming Rebecca Zucker. In this episode we discuss: her thoughts on leadership: “Leadership is caring enough to step up.” why she believes empathy is a huge part of leadership. the restrictions she grew up with for being born female. not being taken seriously as a woman in finance, including transferring to an international office within the company. how she used her network of university and business school alumni all pre-internet. how she navigated France as an ex-pat when she transferred to an investment banking career. her year off, living in France, and becoming a gig worker, and how that led her to entrepreneurship. how she began her coaching business in earnest after her current job was going under. how she and her business partner, Heather, complement each other in business. why she enjoys mentoring people and is always on the lookout for quality talent. how she nurtures and sustains the outer levels of her network. how she accomplished getting published consistently in Harvard Business Review. what she's looking forward to in the next year. Listen, subscribe and read show notes at www.OnTheSchmooze.com.

There's no shortage of things going on right now in the investing world. Rapidly-rising interest rates, inflation at a forty-year high, and a broad market selloff are giving investors and the financial media plenty to talk about. However, there are also other factors -- which aren't necessarily making headlines -- that will have deeper implications for long-term investors as well. Stock based compensation is one of those. SBC has traditionally been a great way for fast-growing companies to reward their high-performance employees and to encourage retention. When times are going well, everyone's getting paid and everything is good. But will things change in the current state of the market, with stock prices falling and companies struggling? Will it manifest in the financial statements of Silicon Valley's high-flying tech companies? And will it impact the overall strategy of the executive teams of those companies? We tackle those questions and many more in today's 7investing podcast. 7investing CEO Simon Erickson chits and chats with Ryan Henderson and Brett Schafer from Chit Chat Money, to discuss how several companies are handling stock-based compensation in today's era. Ryan and Brett are also the portfolio managers of Arch Capital, which is a real-money fund that is actively investing in stock market opportunities. The two describe why they've taken several positions in the gaming industry -- including Nintendo, Electronic Arts, and Take-Two Interactive. And in the final segment, the group discusses a few things investors should be keeping an eye on in 2022. Publicly-traded companies mentioned in this interview include Apple, DocuSign, Electronic Arts, Microsoft, Nintendo, Peloton, Take-Two Interactive, Tesla, Upstart Holdings, and Yext. 7investing's advisors or its guests may have positions in the companies mentioned. Welcome to 7investing. We are here to empower you to invest in your future! We publish our 7 best ideas in the stock market to our subscribers for just $49 per month or $399 per year. Start your journey toward's financial independence: https://www.7investing.com/subscribe Stop by our website to level-up your investing education: https://www.7investing.com Join the 7investing Community Forum: https://discord.gg/6YvazDf9sw Start a free YCharts trial: https://ycharts.com/store/start_trial_register?utm_source=7Investing&utm_medium=blog&utm_campaign=2022+7Investing Follow us: ► https://www.facebook.com/7investing ► https://twitter.com/7investing ► https://instagram.com/7investing --- Send in a voice message: https://anchor.fm/7investing/message

Subscribe to our channel The Icons to watch the full 30-minute interview with American Businessman and 2022 Nobel Peace Prize Nominee Keith Krach: https://www.youtube.com/watch?v=kemcW...Keith Krach, former CEO of Docusign, VP at GM, Nobel Peace Prize Nominee and co-founder of Ariba, shares his mindset and business secrets. An original interview."The best way to deal with the future, is to invent it." – Keith KrachSpeaker:Keith Krach: https://twitter.com/KeithJKrachMusic:Epidemic Sound See acast.com/privacy for privacy and opt-out information.

Liz and Jenny finish their July expiration roll it, hold it, close it. They change their zebra in DocuSign to a short ITM put. They talk about reducing cost basis in SOFI and roll Pinterest out in time.

Liz and Jenny finish their July expiration roll it, hold it, close it. They change their zebra in DocuSign to a short ITM put. They talk about reducing cost basis in SOFI and roll Pinterest out in time.

Wall Street pros and individual investors are sifting through lots of noise to find signals about the stock market. (0:30) Matt Argersinger and Jason Moser discuss: - The lack of clarity (at the moment) facing investors - Former growth stocks (PayPal, Netflix, Facebook) being added to the Russell 1000 Value Index - What the latest results from homebuilder KB Home reveal about housing - The latest from DocuSign, Darden Restaurants, and Kellogg. (19:00) Jim Mueller analyzes the companies competing for Netflix's ad business, opportunities in the metaverse, and Big Tech's pursuit of streaming live sports. (33:00) Jason and Matt answer a listener's question about Activision Blizzard and share two stocks on their radar: Qualcomm and eBay. Our free investing starter kit includes research on 15 stocks and 5 ETFs. Get a copy simply by going to http://fool.com/starterkit Stocks discussed on the show: NFLX, PYPL, META, FDX, DOCU, DRI, KBH, NVR, DHI, K, ROKU, TTD, GOOGL, RBLX, SRAD, AAPL, CMCSA, AMZN, ATVI, QCOM, EBAY Host: Chris Hill Guests: Matt Argersinger, Jason Moser, Jim Mueller Engineer: Dan Boyd

The opening hour of CNBC's "Squawk on the Street" with Carl Quintanilla, Jim Cramer and David Faber is broadcast each weekday from the floor of the New York Stock Exchange, on site at the opening bell with the up-to-the-minute news investors need to know and interviews with the most influential CEOs and greatest market minds.

Kellogg is planning to split into three separate companies, while DocuSign's CEO is just splitting. (0:25) Bill Mann discusses: - Why DocuSign's falling stock price is probably not the reason CEO Dan Springer is leaving immediately - The relative attractiveness of running DocuSign - Kellogg's plan to split into three companies (snacks, breakfast cereal, plant-based foods) and how long its going to take - Mondelez buying Clif Bar for $2.9 billion - His belief that more acquisitions are on the way and the reasons why (13:30) Morgan Housel joins Alison Southwick and Robert Brokamp to discuss how the economic challenges of the 1970s offer lessons for investors today. Stocks discussed: DOCU, K, MDZ Host: Chris Hill Guests: Bill Mann, Alison Southwick, Robert Brokamp, Morgan Housel Producer: Ricky Mulvey Engineers: Dan Boyd, Rick Engdahl Chris Hill Motley Fool Money http://motleyfoolmoney.com

In der heutigen Folge „Alles auf Aktien“ berichten die Finanzjournalisten Nando Sommerfeldt und Philipp Vetter über den Absturz von Boeing und US-Autobauer im Rückwärtsgang. Außerdem geht es um General Motors, Ford, Docusign, Datadog, Airbnb, Crowdstrike, Nvidia, Netflix, Paypal, Delivery Hero, Bitcoin, Ether, Coinbase, Celsius Network, Adecco, Randstad, Ziprecruiter, Manpower und Robert Half International. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Kick-off Politik - Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. Mehr auf welt.de/kickoff und überall, wo es Podcasts gibt. +++Werbung+++ Hier geht's zur App: Scalable Capital ist der Broker mit Flatrate. Unbegrenzt Aktien traden und alle ETFs kostenlos besparen – für nur 2,99 € im Monat, ohne weitere Kosten. Und jetzt ab aufs Parkett, die Scalable App downloaden und loslegen. Hier geht's zur App: https://bit.ly/3abrHQm Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

The latest CPI reading shows climbing inflation. DocuSign and other pandemic winners struggle to maintain their gains. Plus, Microsoft cuts its TV ad spending. Host: Jackson Cantrell. Learn more about your ad choices. Visit megaphone.fm/adchoices

The S&P 500 officially entered bear market territory. (0:25) Jason Moser discusses: - The pain investors (including us) are feeling - Why he recommends putting cash to work slowly - DocuSign's latest quarter meeting management's expectations - The relative attractiveness of DocuSign's stock - Coca-Cola's new partnership for Jack-Daniel's-and-Coke cocktails in a can (16:06) Shares of Meta Platforms have fallen 50% this year. Is it a value play or is the stock in the bargain bin for valid reasons? Jose Najarro and Nick Rossolillo take a bull vs. bear approach to the social network. Stocks discussed: DOCU, KO, BF.A, META, NVDA Host: Chris Hill Guests: Jason Moser, Jose Najarro, Nick Rossolillo Producer: Ricky Mulvey Engineers: Dan Boyd, Rick Engdahl

Alan möchte, dass Glöckler Why own it 2.0 macht. Spotify möchte einen größeren TAM. Apple macht ernst mit Pay Later. Wieviel Prozent der eigentlichen Leistung sollte ein Software MVP besitzen? Wie bekommt man Feedback von Unternehmen? Promotion oder Jobbeginn? Sicherheitsdepot auscashen? Docusign und The RealReal Earnings. Philipp Glöckler (https://twitter.com/gloeckler) und Philipp Klöckner (https://twitter.com/pip_net) sprechen heute über: (00:00:00) LinkedIn Feed x Links (00:11:20) Why Own It x Delivery (00:16:20) Spotify Investors Day (00:25:50) Apple BNPL (00:37:00) Was muss MVP können (00:44:30) Wirtschaft vs Promovieren (00:53:20) Docusign Shownotes: Unentbehrlich Podcast: https://www.unentbehrlich.co/ LinkedIn Feed #algorithm Post von Pip: https://www.linkedin.com/feed/update/urn:li:activity:6940625947163287552/ Spotify XYZ Tweet von Gloeckler: https://twitter.com/gloeckler/status/1534977278995845120 FinanceFWD #137 mit Philipp Klöckner https://financefwd.com/de/pip-kloeckner-klarna-podcast/ **Doppelgänger Tech Talk Podcast** Sheet https://doppelgaenger.io/sheet/ Earnings & Event Kalender https://www.doppelgaenger.io/kalender/ Disclaimer https://www.doppelgaenger.io/disclaimer/ Post Production by Jan Wagener https://twitter.com/JanAusDemOff

Inflation hotter than feared. Scott Wapner and the Investment Committee debate when prices will peak, how to position your portfolio from here and if the Fed will get even more aggressive on rates hikes next week. Plus, another earnings report, another big plunge. DocuSign falling 25%. Kevin O'Leary calls in to tell us what he's doing with the stock now. And later, Pete Najarian reveal his latest trades in Unusual Activity.

Inflation hits a 40-year high. We know the effect on consumers, but what about investors? (0:30) Emily Flippen and Ron Gross discuss: - DocuSign's 25% drop - Target's bold moves - Stitch Fix continuing to struggle - Vail Resorts benefitting from relaxed Covid restrictions - The latest from Campbell Soup, Netflix, Amazon, and more.   (19:00) Matt Argersinger, lead investor for Millionacres, discusses the current state of the housing market, how a potential recession may affect real estate, and his interest in an alternative asset class: vintage comic books.   (35:20) Emily and Ron share two stocks on their radar: Bilibili and Airbnb.   Stocks discussed on the show: DOCU, MSFT, TGT, SFIX, MTN, CPB, NFLX, ROKU, AMZN, SHOP, GOOG, GOOGL, DIS, EBAY, BILI, ABNB   Host: Chris Hill Guests: Emily Flippen, Ron Gross, Matt Argersinger Engineers: Steve Broido, Rick Engdahl

(0:58) - Chuck and Mike start Friday's show reviewing the CPI data for May, which revealed an 8.6% rise in inflation year-over-year and 1% monthly rise, setting a new 40-year high.(14:34) - Discussing which retailers have the most excess inventory and which can raise prices without angering customers.(25:14) - Touching on Docusign which is down nearly 25% today after disappointing earnings that included a $27.4 million loss.(32:50) - Talking about research from Yale that concluded global companies have suffered losses of more than $59 billion from their Russian operations.

Market On Close takes a live look at the market reaction to DocuSign's earnings after-hours Thursday. The electronic signing company reported 1Q adjusted earnings that missed forecasts, while sales beat expectations. As of Thursday's close, DocuSign shares had shed over 43%, and fell as steeply as 26% in reaction to the disappointing earnings.

In der heutigen Folge „Alles auf Aktien“ berichten die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über einen EZB-Inflationsschocker, einen nachbörslichen Crash bei Docusign und Balsam für Nivea-Aktionäre. Außerdem geht es um Bitcoin, Deutsche Post, Hapag Lloyd, Zalando, Boozt, About You, Westwing, DFS Furniture, Beiersdorf, Xtrackers Dax (WKN: DBX1DA), iShares Core MSCI World (WKN: A0RPWH), Vanguard S&P500 (WKN: A1JX53), The Digital Leaders Fund (WKN: A2H7N2), Virgin Galactic, Beyond Meat, Hubspot, Workday, Block, Plug Power, ThyssenKrupp Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Kick-off Politik - Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. Mehr auf welt.de/kickoff und überall, wo es Podcasts gibt. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

US equity futures are indicating a slightly higher open as of 05:00 ET. European equity markets are lower, following mixed markets in Asia. European markets continue to digest Thursday's ECB decision. China's Covid situation is a concern again. The key macro impetus today will come from US CPI data. Companies Mentioned: Apollo, Just Eat Takeaway, MGM Resorts, DocuSign, Illumina

Our anchors kick off this Friday's show with Jim Cramer covering today's big movers amid the broader sell-off. Then, DocuSign CEO Dan Springer joins to break down the latest quarterly results that sent shares off a cliff this morning. Later, we discuss how to play the sell-off with Needham Portfolio Manager Chris Retzler. Plus, New York Times Reporter Peter Coy joins to speak about his latest op-ed, “The U.S. Tech Sector is Looking Weak. That's a Geopolitical Risk.”

Two trades today from Tony. Instant gratification instant pain for all you "big dog" risk-takers, with an earnings trade in DOCU and a strangle in JD with its volatility expansion.

Docusign has been a battle for the girls all year. With earnings on deck, they struggle with finding a trade. They decide on moving out to July to get the highest credit and still have some room for DOCU to fall.

Slide deck: https://bit.ly/3Q9OWyA   - Click here to open an account with Saxo  Today we preview today's pivotal ECB meeting as rate expectations have rushed to new highs for the cycle this week in anticipation of the ECB's anticipated July rate lift-off, with the market divided on whether the ECB is ready to hike 50- or 25 basis points to initiate the tightening cycle at the July meeting. We also look at new highs for the cycle in crude oil yesterday, natural gas markets roiled by a fire at a US LNG facility, the ongoing JPY volatility (note CNHJPY at 20.00!), and important stocks to watch today, including Credit Suisse, Meta, Roku and DocuSign. Today's pod features Peter Garnry on equities, Ole Hansen on commodities and John J. Hardy hosting and on FX. Intro and outro music by AShamaluevMusic

DocuSign, Inc., Q1 2023 Earnings Call, Jun 09, 2022

Docusign has been a battle for the girls all year. With earnings on deck, they struggle with finding a trade. They decide on moving out to July to get the highest credit and still have some room for DOCU to fall.

On June 9th, 2022, Steve Grzanich shares today's potential market drivers: U.S. jobless claims Earnings from Stitch Fix, DocuSign, and more

S&P Futures turned lower after trading higher this morning. China is said to be issuing another lockdown in parts of Shanghai that could dent oil prices today. Ant Groups IPO appears to be moving forward as Beijing appears less resistant. The key economic reports today are the ECB announcement at 7:45 am ET and Jobless Claims one hour before the market opens. Vail Resorts and Docusign are set to release earnings today after the bell.

Markets are lower today, as the recent rebound peters out. Are stocks just destined to bounce along the bottom for a bit? We'll debate. Plus, lumber prices have tumbled nearly 60% in the past three months, going from a shortage to a supply glut. Is this a sign of broader deflation? We'll explore. And, we'll bring you the action, the story and the trade in DocuSign, Stitch Fix and Vail Resorts ahead of results on deck in Earnings Exchange.

All links and images for this episode can be found on CISO Series We all know and have experienced bad security awareness training. People can learn, and should learn about being cyber aware. How do you build a security awareness training program that sticks? Check out this post for the discussions that are the basis of our conversation on this week's episode co-hosted by me, David Spark (@dspark), the producer of CISO Series, and Geoff Belknap (@geoffbelknap), CISO, LinkedIn with our guest Lisa Kubicki (@lmk2), trust and security, training and awareness director, DocuSign. Thanks to our podcast sponsor, Drata Save 200+ hours with Drata's automated continuous compliance solution for SOC 2, ISO 27001, PCI DSS, HIPAA, GDPR, & CCPA. Drata connects to your techstack with 75+ integrations, including AWS, GitHub, GCP, & more to automate the compliance process. Kickstart your compliance journey by requesting a demo and get 10% off In this episode: We ask, “How do you build a security awareness training program that sticks?” How do you develop a program that resonates with staff and actually improves security outcomes? We get tips from the community on how they built a security awareness training program. We examine what a successful engagement would look like.

DocuSign (DOCU) has significant debt on its balance sheet said Logan Gilland. He and Keith Snyder discuss DOCU and Zoom Video (ZM). They compare the two stocks, as ZM has an exceptional balance sheet with significant cash levels. They also talk about how CFRA has hold rating on ZM and DOCU. They then go over how they see tremendous opportunity for expansion in international markets in DOCU. Tune in to find out more.

Is Roku really preparing for a takeover bid from Netflix? (0:25) Asit Sharma discusses: - Whether acquiring Roku solves Netflix impending ad challenges - Why Roku's stock is still pricy after its recent fall - DocuSign's expanded partnership with Microsoft - If this paves the way for an eventual acquisition (13:21) Deidre Woollard talks with Jason Hall about why he's so bullish about homebuilders and the tailwinds driving his thesis. Stocks discussed: ROKU, NFLX, DOCU, MSFT, ADBE, CRM Host: Chris Hill Guests: Asit Sharma, Deidre Woollard, Jason Hall Producer: Ricky Mulvey Engineers: Dan Boyd, Rick Engdahl

The Crow's Nest is a special place in Costa Rica where sincere and intimate conversations happen with attendees. We want to create the same moments away from Costa Rica and this is one of those episodes  What to do when transitioning your role Navigating the interview process Recruiters are the gatekeeper  Shrinking the delta between idea and action Why you don't need to SEO Amazon when you write a book.

Have you ever gotten excited about all the possibilities you see for your clients? It's easy to want to give people everything all at once. When we get excited about our passions, we tend to toss a lot of overwhelming ideas and information on the client. You mean well, but it can be too much. Clients must be able to digest what you are presenting. Your very own Sales Maven, Nikki Rausch, is here to offer tips, techniques, and strategies to master your sales conversations. Discover methods to place yourself in the position to thrive in business and produce true value for your audience. Today, explore the balance of  benefits vs. features being the key to selling in an on-air coaching call on this episode of the Sales Maven Show. Jen Hope is an executive and leadership coach for impactful startup leaders. With a background as the Vice President of Marketing for multiple high-growth startup companies, Jen understands the complexity of startup leadership. She uses evidence-based tools and frameworks to help clients make sustained behavior change. A mental health advocate, Jen is passionate about creating safe spaces for females and neurodivergent people in startup and corporate leadership. Clients will tell you that Jen supports them in building systems and habits that improve life and leadership. They love the sharp insights, the structure, and the accountability that comes from Jen's coaching process. Jen's client list includes DocuSign, Avalara, Neoleukin, TOMBOYX, Trupanion, and Qualtrics. In today's episode, Nikki and Jen discuss strategies to give clients the information and key takeaways they actually need to say “yes” to an offer. Sales conversations early in the process should stay in the big picture more than talking about complementary tools. Nikki shares why entrepreneurs need to focus on selling the experience and the results of an offer. Getting too “in the weeds” can slow down the sales process. Nikki invites you to join the Sales Maven Society, don't miss this opportunity for you and Nikki to work together. Bring your questions, concerns, sales challenges, and she provides answers and guidance to boost your confidence. Join the Sales Maven Society here, click add to cart, and then checkout and use coupon code: 47trial to get your first month for $47.00!   In This Episode: [00:42] - Welcome, and thank you for listening! [03:24] - Jen Hope helps startup leaders and entrepreneurs move from reactive tendencies to their most creative and masterful leadership. [05:45] - Jen Hope wants to have sales conversation without getting too technical. [07:58] - Getting too in “the weeds” can slow down the sales process. [10:27] - Nikki lays out the approach for keeping a clear conversation focused on the experience and the results. [13:00] - Jen brings to light why leadership can be the cap on a team's performance. How can she communicate that to clients? [15:44] - Tie what you want to communicate to what the client is thinking about. [18:42] - Ease clients into the technical talk after the commitment begins where there is less pressure. [21:07] - Jen talks about the access to useful feedback in the Sales Maven Society. [23:25] - Thank you for listening. Nikki is so grateful you are here!   Find Nikki: Nikki Rausch nikki@yoursalesmaven.com @yoursalesmaven Facebook | Twitter | LinkedIn | Instagram Sales Maven Society To download free Resources from Nikki: www.yoursalesmaven.com/maven   Find Jen: Jen Hope Instagram | LinkedIn  

Shaan Puri (@ShaanVP) and Sam Parr (@TheSamParr) talk about how the future of work will look like an Ocean's 11 team, height enhancing surgery, Sam Bankman-Fried, and how to solve the problem of deepfakes. ----- Links: * My Body Tutor * SiriusXM Acquires Conan O'Brien's Team Coco podcast * Moiz's tweet * Surgery that makes men taller * Foot file * TikTok apartments * Sam Bankman-Fried * A.Team * GetSway app * Do you love MFM and want to see Sam and Shaan's smiling faces? Subscribe to our Youtube channel. * Want more insights like MFM? Check out Shaan's newsletter. ----- Show Notes: (01:25) - Shaan eating healthy & MyBodyTutor (05:20) - How much MFM is worth? (09:15) - Drinking Cola and Genghis Khan (14:10) - Surgery to make you 3 inches taller (25:15) - TikTok Apartments (39:10) - Sam Bankman-Fried (49:10) - A.Team (55:10) - No one reads Docusign (61:10) - Zelensky Deep Fakes ----- Past guests on My First Million include Rob Dyrdek, Hasan Minhaj, Balaji Srinivasan, Jake Paul, Dr. Andrew Huberman, Gary Vee, Lance Armstrong, Sophia Amoruso, Ariel Helwani, Ramit Sethi, Stanley Druckenmiller, Peter Diamandis, Dharmesh Shah, Brian Halligan, Marc Lore, Jason Calacanis, Andrew Wilkinson, Julian Shapiro, Kat Cole, Codie Sanchez, Nader Al-Naji, Steph Smith, Trung Phan, Nick Huber, Anthony Pompliano, Ben Askren, Ramon Van Meer, Brianne Kimmel, Andrew Gazdecki, Scott Belsky, Moiz Ali, Dan Held, Elaine Zelby, Michael Saylor, Ryan Begelman, Jack Butcher, Reed Duchscher, Tai Lopez, Harley Finkelstein, Alexa von Tobel, Noah Kagan, Nick Bare, Greg Isenberg, James Altucher, Randy Hetrick and more. ----- Additional episodes you might enjoy: • #224 Rob Dyrdek - How Tracking Every Second of His Life Took Rob Drydek from 0 to $405M in Exits • #209 Gary Vaynerchuk - Why NFTS Are the Future • #178 Balaji Srinivasan - Balaji on How to Fix the Media, Cloud Cities & Crypto #169 - How One Man Started 5, Billion Dollar Companies, Dan Gilbert's Empire, & Talking With Warren Buffett • ​​​​#218 - Why You Should Take a Think Week Like Bill Gates • Dave Portnoy vs The World, Extreme Body Monitoring, The Future of Apparel Retail, "How Much is Anthony Pompliano Worth?", and More • How Mr Beast Got 100M Views in Less Than 4 Days, The $25M Chrome Extension, and More

Jen Hope is an executive and leadership coach for impactful startup leaders. With a background as the Vice President of Marketing for multiple high-growth startup companies, Jen understands the complexity of startup leadership. She uses evidence-based tools and frameworks to help clients make sustained behavior change. A mental health advocate, Jen is passionate about creating safe spaces for females and neurodivergent people in startup and corporate leadership. Clients will tell you that Jen supports them in building systems and habits that improve life and leadership. They love the sharp insights, the structure, and the accountability that comes from Jen's coaching process. Jen's client list includes DocuSign, Avalara, Neoleukin, TOMBOYX, Trupanion, and Qualtrics. Find out more about Jen at heyjenhope.com --- Send in a voice message: https://anchor.fm/responsible-leadership/message Support this podcast: https://anchor.fm/responsible-leadership/support

We're back with this week's lightning round, where we want to discuss some of the basic issues that have come up repeatedly. “Can I use DocuSign or another electronically generated signature application to sign a petition or application to be filed with USCIS?” "Can I file my application with the Texas Service Center since it's faster?” “I filed my adjustment of status application without my medical exam two years ago. According to USCIS processing times, USCIS should be working on my application. Can I mail my medical exam now?” “I have a U.S. master's degree in electrical engineering and my H-1B registration was filed under the U.S. master's cap. My employer and their immigration attorney are filing my H-1B under the regular cap? Why are they doing this?”

Dr. Diane Hamilton is the Founder and CEO of Tonerra, a consulting and media-based business, as well as the former MBA Program Chair at the Forbes School of Business. She has authored multiple books, including Cracking the Curiosity Code: The Key to Unlocking Human Potential, and The Power of Perception: Eliminating Boundaries to Create Successful Global Leaders. She is the creator of the Curiosity Code Index® and the Perception Power Index, assessments that help leaders understand their blinders in perception and curiosity. Thinkers50 Radar chose Diane as one of the top minds in management and leadership. She was named to Global Leaders Today's list of top leaders alongside Elon Musk, Jeff Bezos, Richard Branson, and Sheryl Sandberg, and LeadersHum included her on their list of 200 Biggest Voices in Leadership and in the Top 10 Most Powerful Women Leaders in HR. Diane is a highly sought-after keynote speaker and nationally syndicated radio host who has shared the stage with top speakers including Marshall Goldsmith, Brene Brown, and Martha Stewart. She has been featured on Forbes, INC, Harvard Business Review, First for Women, ABC, NBC, CBS, and Fox, among many other notable media outlets. Diane is an experienced leader, serving on multiple BOAs including Docusign, Global Mentoring Network, TED Wall Street, and LeaderKid Academy. Her experience on boards included working alongside top CEOs from Adobe, McDonald's, General Motors, NASA, North Face, Salesforce, United Airlines, Shark Tank's Kevin O'Leary, and many other top brands. Diane has a history of award-winning performance and is a seasoned professional within education, software, banking, real estate, and pharmaceuticals. Read the show notes here: https://bwmissions.com/one-away-podcast/

Liz and Jenny start this segment closing Roblox, Rivian, DocuSign, and Peloton puts. They place an earnings jade lizard in Applied Materials. Then they look for stocks to add to the "Century Club" portfolio.

Liz and Jenny start this segment closing Roblox, Rivian, DocuSign, and Peloton puts. They place an earnings jade lizard in Applied Materials. Then they look for stocks to add to the "Century Club" portfolio.

DocuSign's Andy Ambrose discusses the transformation of online digital agreements and its significance for credit unions.

On this episode of the Traction podcast, host Lloyed Lobo of Boast.AI welcomes Byron Deeter, Partner at Bessemer Venture Partners.   With massive shifts and uncertainty in the markets right now, founders, CEOs, CFOs, and board members alike want to know what the new rules are to play by.   In this episode join Byron for a deep dive on what's going on in Venture Capital and how you can build a cloud unicorn in the current climate.   Byron started as a SaaS CEO and has invested in probably more SaaS IPOs and unicorns than any other VC, from Twilio to Canva, DocuSign, HashiCorp, Box, Intercom, and dozens more. Few have been doing this better, for longer, than Byron.   In this session, Byron covers:   4:29 - What's happening in VC right now 7:29 - Public and private market analysis 13:08 - What's driving decision making and advice in VC at seed and series A vs growth rounds 25:38 - Which metrics boards and investors are watching right now 30:18 - What the best companies are focusing on to drive sustained growth to $100 million 44:34 - When is the right time to build a second product, and when should you become a platform company 51:57 - Where founders should be investing and where they should be pulling back 1:01:37 - Byron's top resources    Learn more at https://tractionconf.io   Connect with Byron Deeter: https://www.linkedin.com/in/byrondeeter/   Get more resources from Bessemer Venture Partners at https://www.bvp.com/cloud   Accelerate revenue through Cloud Marketplaces with https://tackle.io    This episode is brought to you by:   Each year the U.S. and Canadian governments provide more than $20 billion in R&D tax credits and innovation incentives to fund businesses. But the application process is cumbersome, prone to costly audits, and receiving the money can take as long as 16 months. Boast automates this process, enabling companies to get more money faster without the paperwork and audit risk. We don't get paid until you do! Find out if you qualify today at https://Boast.AI.   Launch Academy is one of the top global tech hubs for international entrepreneurs and a designated organization for Canada's Startup Visa. Since 2012, Launch has worked with more than 6,000 entrepreneurs from over 100 countries, of which 300 have grown their startups to seed and Series A stage and raised over $2 billion in funding. To learn more about Launch's programs or the Canadian Startup Visa, visit https://LaunchAcademy.ca    Content Allies helps B2B companies build revenue-generating podcasts. We recommend them to any B2B company that is looking to launch or streamline its podcast production. Learn more at https://contentallies.com

It's Asian American and Pacific Islander Heritage month so for this bonus episode, we're celebrating by sharing the stories and experiences of 3 Asian American sales leaders. Gong's Chief People Officer Sandi Kochhar leads this insightful conversation with Paul Park, CRO at Sparrow, and Tammy Aguillon, VP Commercial Sales at Docusign. Gain valuable perspective from these amazing sales leaders and get practical advice for forming mentor/mentee relationships, leading with empathy, and more.

Liz and Jenny assess the risk in their portfolio and talk about what they can do against long positions during this down move. They sell a strangle against their bullish Snap zebra. They added a short call onto the Docusign short put but decided to wait in Roku since earnings are next week. They also choose to close a bullish position in SPY since they don't need extra long deltas.

Liz and Jenny assess the risk in their portfolio and talk about what they can do against long positions during this down move. They sell a strangle against their bullish Snap zebra. They added a short call onto the Docusign short put but decided to wait in Roku since earnings are next week. They also choose to close a bullish position in SPY since they don't need extra long deltas.