Podcasts about Dropbox

Welcome to another exciting and informative episode of the Data Gurus podcast! Sima is happy to have James Norman, the CEO and Founder of Pilotly, joining her today. In this episode, James talks about his varied career and highlights the difficulties he experienced as a person of color, raising investment capital. He also discusses his initiatives to help black founders raise money for their businesses and explains how Pilotly came about and why Pilotly is such an important company for the United States. James's career trajectory James started his career selling video games. After that, he spent some time selling car audio and then started his first “real” company, MJH Sound.com, in 1995 and sold car audio online. After running that business for about four years, James went to the University of Michigan and got a degree in electrical engineering. Pivoting James's audio business pivoted during that time, and they started creating custom parts and building unique cars for vehicle manufacturers. Custom cars for movies Then, in 2005, James moved to LA and started building custom cars for movies like The Fast and the Furious. Video streaming In 2008, when the recession hit, James got into streaming video. After encountering several challenges, he realized that most people could not do what he was doing. So he shifted away from the failing auto industry and seized the opportunity to create a streamlined video streaming product. A product planner James also spent some time working as a product planner for Mitsubishi and then went back to doing his own thing. New ways of raising money When his friend started Dropbox, it opened James's eyes to new ways of raising money for companies. Before that, he had no idea of what it would take to get enough capital together to scale a team and build an organization. Ubi James built Ubi, the first online electronic programming guide, and spent his time between 2008 and 2013 doing his best to convince people that nobody would have cable by 2020. Getting feedback from some high-level executives who shared his point of view encouraged James to keep on with what he was doing. He spent the next five or six years running Ubi and ran into many different problems during that time. Becoming a shining star In 2011, James applied for the NewMe program, designed to help people of color break into Silicon Valley. He got into the program, and that was his introduction to the San Francisco Bay Area. He was blown away by all the opportunities there, so he decided to stay on and become a shining star! Software development James spent a year working as a software developer for a publishing company and learned a lot about software structure. He also learned how toxic the development environment was because of people's unconscious bias towards black people. Communication  James learned that as a CEO, you need to communicate effectively. No investment capital After putting a rock star team together, James started pitching his ideas to potential investors. Some investors told him that if he could get the content contracts they would give him the money he needed. Even though he managed to get several content contracts for an electronic sell-through model he developed for a subscription TV service, including one from Warner Brothers, nobody ever showed up with any investment capital. Testing content and starting Pilotly James learned the necessary processes from experienced experts and started Pilotly because he needed to test pilot his content effectively with the right audience. Creating a program for investment James and his team knew all the right people, but nobody wanted to give them any funding. So they created a program to put the best people of color in front of potential investors and decided to call the investors out if they were still not willing to give them any funding after that. Transparent Collective

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

DeafBlind Potter provides an update on his live streaming setup and the Canon M50. Perry wants to know if he has to upgrade from the Samsung Galaxy S4. Jody is seeing doubled dictation on his Samsung phone and needs help with Selective Sync for Dropbox. Ed shares some advice on how to properly open PDFs on a Chromebook. Evan asks Leo what laptop he should get for creative work. Lance wants to receive notifications for two smartphones on one smartwatch and asks if this is possible. Angela shares an update on her question about making ringtones for her iPhone — turns out the process is quite simple! Richard wants to make the user manual for his tech devices bigger so he can read them. Marshall is getting pop-ups on his Chromebook and wants to know how to disable them. Plus, conversations with Scott Wilkinson, Johnny Jet, and Dick Debartolo. Host: Leo Laporte Guests: Mikah Sargent, Scott Wilkinson, Johnny Jet, and Dick DeBartolo Download or subscribe to this show at https://twit.tv/shows/the-tech-guy. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: betterhelp.com/techguy audible.com/techguy or text techguy to 500-500 UserWay.org/twit

Thanks for tuning into the Scale Your Small Business Podcast with your host, Jillian Flodstrom. Today, we're diving into your questions and feedback from last week's episode on operational systems. We'll break down which systems to focus on, what categories to start with, and more.    A primary question that was received was what systems to focus on. This entirely depends on you. The first thing you want to create an operational system for is the one you know you shouldn't be doing.    Next, storage is a crucial aspect of your operational systems. Consider managing your projects in a platform like Asana and saving all your materials in Dropbox or G Suite. That way, when you're trying to delegate training or allow your team to learn for themselves, they can find everything they need.    It's certainly a lot in the beginning, getting everything up and running.    Categories can be an incredibly useful strategy for staying organized as a new business owner. Some umbrella categories that fit into just about any business are these: Finance and Accounting, Marketing and Sales, Services and Products, and Delivery and Team. Think of these as an outline with subcategories to specify where to save your work.    Key Takeaways     The first thing you want to create an operational system for is the one you know you shouldn't be doing.  Storage is a crucial aspect of your operational systems. Consider managing your projects in a platform like Asana and saving all your materials in Dropbox or G Suite. Categories can be an incredibly useful strategy for staying organized as a new business owner.    

Following on from our look inside marketing design at Dropbox, in this episode we zoom in on HelloSign and learn how it functions as part of Brand Studio after being acquired, as well as the things Berenice has learned from the acquisition. Plus, we learn about how the HelloSign team uses our season sponsor Webflow for their marketing site, and why the switch to Webflow is one of the projects Berenice is most proud of.This season is proudly sponsored by Webflow! Try out the no-code site building tool for yourself right here: http://charli.link/imdpod-webflowLINKSFollow Berenice on TwitterAnd on InstagramBerenice's siteCheck out Hello SignListen to/watch the Dropbox episode!TIMESTAMPS 0:00 - Introducing HelloSign1:55 - The early days of design at HelloSign5:50 - Design at helloSign after the acquisition7:55 - How Berenice and HelloSign fit in to the Brand Studio team13:20 - Creative review meetings & design collaboration17:30 - The HelloSign brand20:10 - Project planning & kickoff25:20 - The landing page design process29:00 - Using Webflow for the marketing site31:00 - Collaboration with Marketing34:25 - How Berenice's role has changed over the years37:15- Metrics & responsibilities41:20 - Advice for a designer getting acquired44:45 - Moving the HelloSign site to Webflow50:00 -  Do me a favor?

  Welcome back to the Scale Your Small Busines Podcast with your host, Jillian Flodstrom. This week, we're tackling another pillar in the Scale Your Small Business Process. Today is all about organization--we're diving into operational procedures. Keeping your team on track and on the same page is key, so let's talk about project management.    It's crucial that you have software that can help you manage the work your team is doing. Consider tools like Asana to break down the steps of each of your business's projects. Do your research and find which one works best for your needs.    Dropbox or G Suite are other great tools that can work in conjunction with your project manager. The key here is making sure you're clear and consistent with how you're labeling your files. The objective is to make everything as easy to find as possible. Use this technique for your client files as well, so if you need to search for anything, there is a convention that you know you can navigate.    Be sure to share your story and feedback about your operational procedures! Let's keep the dialogue going next week when we dive into any questions you may have.    Key Takeaways   Find a project management tool that works best for you and your work. Do your research and make a choice that makes sense.  Dropbox and G Suite are great tools to help manage your files. Have a consistent naming convention for all your files for easy searching.

Bienvenue dans le deux-cent-quarante-quatrième épisode de CacaoCast! Dans cet épisode, Philippe Casgrain et Philippe Guitard discutent des sujets suivants: Nouveaux MacBook Pro - Les impressions de Philippe iMac M1 - Les impressions de Philippe Developer - Moi qui ai nommé mon dossier “Projets” tout ce temps App Store Connect - Plus de congé avant la nouvelle année Maestral - Quand on aime le service Dropbox mais pas l'application Dropbox Mario64+tvOS - On ne sait pas combien de temps ça va durer Ecoutez cet épisode

Episodio 141. En su infinita pobreza, los millenials resentidos se conectan a tus nubes, encuentran cantidad de cosas raras y después huele a humedad. No farting please.

In this episode ECD Liz Gilmore takes us through the Brand Studio team structure at Dropbox and shares details on how she got buy-in from leadership and the team itself to restructure and implement a refined brand identity system to streamline things for Dropbox's next phase of growth.This season is proudly sponsored by Webflow! Try out the no-code site building tool for yourself right here: http://charli.link/imdpod-webflowLINKSFollow Liz on InstagramCheck out Dropbox TIMESTAMPS0:00 - A little about Dropbox1:55 - The 'end-to-end' approach to brand at Dropbox4:00 - Brand studio team structure10:15 - Getting buy-in for a team structure change14:15 - The work involved in See, Buy, Use17:45 - Collaboration with Marketing on the homepage23:50 - A product strategy approach to a website25:25 - The design and development process for the homepage30:20 - Experimentation and optimisation32:25 - Making a visual identity system flexible35:00 - Working with agencies37:20 - Metrics of success44:00 - Project management at Dropbox47:00 - What's next for Brand Studio52:00 - Takeaways

How many times have you had something you wanted to say, but stopped yourself in fear of being wrong, looking stupid, or being the center of attention? My guest today, Hope Timberlake, is a speaker, trainer and author who focuses on the communication side of leadership. She is here to talk about her new book, Speak Up, Dammit! How to Quiet Your Fears, Polish Your Presence and Share Your Voice and offer you actionable tips for speaking up. We discuss: The main reasons people don't speak up Helpful techniques to help with speaking up The benefit of pausing while speaking and one technique to help build this skill Techniques for using facial expressions to build connection with your audience Tips for connecting and looking warm and welcoming in a virtual environment The importance of energy, how to infuse passion into your speech, and the role voice modulation plays The importance of creating a Speak Up role model or alternate persona The Speak Up Structure Tool and how it works for creating a compelling speech Find Hope's book here More about my guest: Hope Timberlake is a speaker, trainer and author who focuses on the communication side of leadership. She is passionate about persuasive messaging, relationship building, executive presence, developing others, and elevating the voices of women and those underrepresented in leadership. Her book, Speak Up, Dammit! How to Quiet Your Fears, Polish Your Presence and Share Your Voice was released in October, 2021. Hope works with executives and their teams across many industries at companies including AirBnB, Autodesk, Bank of America, BlackRock, Dropbox, Intel, PlayStation, Splunk and many scaling start-ups. By creating rapport and building trust, Hope successfully empowers people to excel as communicators and leaders. Her energy, creativity and results-oriented approach make her keynotes and workshops impactful, engaging and entertaining Hope earned her Bachelor of Arts degree from Duke University and completed a Masters degree at University of California, Berkeley. She lives in the San Francisco Bay Area with her husband, teenaged children and dog Mona. ---------- If you'd like to check out my new course, Public Speaking for Shy Creatives, and get one free month of Skillshare, go here. Want to improve your public speaking skills and check out a Speaker Sisterhood club as a guest? Your first meeting is free and all clubs are meeting online. Find the club that works for you here. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Stock disponible para Navidades, Monterey arreglado, Apple Fitness en inglés, Face ID desactivado si cambias la pantalla, etc. Patrocinador: Pásate a TotalEnergies https://www.totalenergies.es/es/hogares y reduce tu factura de la luz y del gas. En su web https://www.totalenergies.es/es/hogares podrás ver directamente cuánto podrás ahorrar. Tienen un servicio de atención al cliente gratuito y con personas que te entienden. Si te apuntas estos días te ahorrarás un 10% extra en el precio de tu factura https://www.totalenergies.es/es/hogares. Dice Tim Cook que tiene criptomonedas, pero eso no significa que Apple vaya a ampliar su relación con esta tecnología/inversión/cosa. Damos seguimiento a los temas que hemos comentado las últimas semanas: stock disponible, Apple Fitness en inglés, FaceID desactivado si cambias la pantalla, etc. Christian Pérez on Twitter: "Muy listo quien decidió lanzar Fitness+ en España en inglés con subtítulos. Como pretendes que haga una sesión de meditación con los ojos cerrados y a la vez esté leyendo los subtítulos??" / Twitter https://twitter.com/xtianp87/status/1457984443260489735?s=28  Javi Losana on Twitter: "@somospostpc Alex, estoy escuchando el último Cupertino. Estás comentando que hay unidades de iPhone en algunas Stores. Me comentaron en la de Sol que son unidades que no han sido retiradas por los que las reservaron en su día y conforme pasan los días de reserva,la van sacando" / Twitter https://twitter.com/javilosana/status/1457833131009056774?s=28 Apple backs off of breaking Face ID after DIY iPhone 13 screen replacements - The Verge https://www.theverge.com/2021/11/9/22772433/apple-iphone-13-screen-replacements-face-id-software-update Apple Fixes macOS Monterey Bug That Bricked Macs After Update https://gizmodo.com/apple-fixes-macos-monterey-bug-that-left-macs-unable-to-1848011249 3nm Mac and iPhone chips coming as soon as 2023, Apple Silicon roadmap leaps ahead of Intel - 9to5Mac https://9to5mac.com/2021/11/05/mac-iphone-apple-silicon-future/ List of Apple codenames - Wikipedia https://en.wikipedia.org/wiki/List_of_Apple_codenames Apple CEO Tim Cook says he owns cryptocurrency https://www.cnbc.com/2021/11/09/apple-ceo-tim-cook-says-he-owns-cryptocurrency.html Original Apple computer hand-built by Steve Jobs and Steve Wozniak sells for US$400,000 | South China Morning Post https://www.scmp.com/news/world/united-states-canada/article/3155480/original-apple-computer-hand-built-steve-jobs-and#Echobox=1636506899 iOS 15.2 beta 2 includes new communication safety feature in Messages - 9to5Mac https://9to5mac.com/2021/11/09/ios-15-2-communication-safety-features/ Dropbox lanzará su aplicación para ordenadores con procesadores M1 de Apple en 2022 https://www.europapress.es/portaltic/internet/noticia-dropbox-lanzara-aplicacion-ordenadores-procesadores-m1-apple-2022-20211029122220.html OneDrive tendrá soporte nativo en ARM, incluyendo los Apple M1 https://microsofters.com/180429/onedrive-tendra-soporte-nativo-en-arm-incluyendo-los-apple-m1/ Puedes ponerte en contacto con nosotros por correo en: alex@barredo.es Suscríbete al boletín de información diario en https://newsletter.mixx.io Escucha el podcast diario de información tecnológica en https://podcast.mixx.io Nuestro grupo de Telegram: https://t.me/mixxiocomunidad

High Schoolers now have Trucking Class. We recently sat down and interviewed a teacher from Patterson High School in Patterson California. Along with David Dein, Teacher, Instructor and former Trucker himself, he was joined by Lindsey Trent, President of the Next Generation In Trucking Association. Mentor to Trucking. Back in the day when a man could teach his grandson or his own child how to drive a tractor trailer, he could also help him get a job driving for a living. But today it is allot different. Insurance companies rule the industry and dictate who can drive. Having a mentor was almost a thing of the past until now. Patterson High School is changing the way boys and girls at the senior level are getting started In the trucking industry. They now have a class that teaches everything about being a trucker. They teach all things from road hazards to all safety aspects. of the industry, they even teach CB language. Thats right, these kids know what "Hammer down, Smokey, Chicken house and Yard Stick mean. Dein is teaching these kids how to be a man or a woman that navigates safely and productively. Dein told us the most important thing to him is that these kids are pursuing this career because its "what they want to do". He explained how, money will come to the ones that are in it for the lifestyle and not the money itself. Dein seemed to have great heart in wanting his students to succeed in the industry that he himself fell in love with years ago. HIGH SCHOOLERS NOW HAVE TRUCKING CLASS. Tune in and hear this intriguing interview with Dein and Trent. Lindsey also shares that great passion for these youngsters and has a no quit attitude when it comes to promoting the future of these kids and the industry itself. We will be checking in to see where this new approach to helping grow the ever growing "driver shortage in America". This is our opinion has a great chance of being a great solution to this huge problem. TalkCDL Trucking Podcast Interviews If you are in the trucking industry and you have something that might be of interest to our audience, please write to Ruthann@TalKCDL.com and tell us what you would like to talk about. If you have recent pictures or videos that you have taken yourself, please send them to Troy@TalkCDL.com or if the file is too big, please send us your email address and we will send you a file request from Dropbox. Carter Lumber hiring Local Class A and Class B DriversNational Carriers looking for Lease Purchase DriversJJ Keller keeping small trucking companies organized High School Trucking ClassTrucking Advice An Interview with miss EugeniaTrucking Companies Not To Work For

Robinhood app hacked by simple social engineering, Missouri apologizes to 600K teachers, Google warns of Watering-hole attack on Apple devices, Win 11 forcing Edge browser on users, How to transfer date from old PC to new, Should we be concerned about Chinese MFG our computer hardware? Dropbox locked me out because they said I was a terrorist! Roku thinks I Live in NY when I live in CT, Can I convert a VoIP line into POTs for my alarm system?   See omnystudio.com/listener for privacy information.

Adam Granduciel of The War On Drugs sits down with Simon and Brian to discuss the band's latest record I Don't Live Here Anymore and how it was shaped and reshaped prior to release. During the conversation, Adam explains his creative process, his experimental approach to recording, and why it's important to have a very well-organised Dropbox.

Et si une startup marocaine rejoignait la short-list des champions du monde du digital ? Freterium, startup dans le domaine de la logistique vient de rejoindre l'incubateur américaine Y Contributor, l'un des plus grands incubateurs américain. Dropbox et Airbnb y sont passés. Dans Le Scan, le podcast d'actualité de TelQuel reçoit Mehdi Cherif Alami, cofondateur de Freterium.[Rediffusion de l'épisode du 15 juillet 2021]

Today Ryan takes you through the viral growth strategy that venture capitalists use to achieve exponential growth without inbound leads, paid ads, and without cold outbound prospecting! Apply for a Revenue Growth Consulting Session With Ryan Staley- https://www.scalerevenue.io/4-schedule-page1611678914248 KEY TAKEAWAYS Having not one but two referral systems with KPIs is the number one way to double or triple your business in the fastest way possible. Some of the biggest companies in the world have remarkably effective referral systems that drive sales. Dropbox and Tesla are among the two greatest examples of this. In the past three years there has been an explosion of online services. In 2019, more information was submitted to the internet than in the entire history of the internet preceding it. When we trust a voice, we are far more likely to respond when it asks us to buy. Build trust and activate your referral system in order to generate far larger sales and growth. BEST MOMENTS 'I am a big, big student of the game' '84% of buyers now kick off their buying process with a referral' 'People use referrals as a shortcut to make decisions' '9 out of 10 decisions are made upon pure recommendations' VALUABLE RESOURCES The Scale Up Show - https://omny.fm/shows/the-scale-up-show  Apply for a Revenue Growth Consulting Session With Ryan Staley - https://www.scalerevenue.io/4-schedule-page1611678914248 ABOUT THE SHOW How do you grow like a VC backed company without taking on investors? Do you want to create a lifestyle business, a performance business or an empire?  How do you scale to an exit without losing your freedom? Join the host Ryan Staley every Monday and Wednesday for conversations with the brightest and best Founders, CEO's and Entrepreneurs to crack the code on repeatable revenue growth, leadership, lifestyle freedom and mindset. This show has featured Startup and Billion Dollar Founders, Best Selling Authors, and the World's Top Sales and Marketing Experts like Terry Jones (Founder of Travelocity and Chairman of Kayak),  Andrew Gazdecki (Founder of Microacquire), Harpaul Sambhi (Founder of Magical with a previous exit to Linkedin) and many more This is where Scaling and Sales are made simple in 25 minutes or less. ABOUT THE HOST Ryan is a Founder, Podcast Host, Speaker, Loving Father, Husband and Dog Dad. He is a 18x award winner and grew a business unit from 0-$30M in Annual Recurring Revenue while he adding $30M in capital revenue in less than 6 years.  He did this all with only 4 sales people and without demand generation.  Whether you are a new Founder,  VP or CEO who is already generating  6, 7 or even multiple 8 figures annually, you are going to gain knowledge about sales you didn't know existed. CONTACT METHOD Ryan Staley - https://ryanstaley.io/podcast/ LinkedIn - https://www.linkedin.com/in/ryan-staley/ Facebook - https://www.facebook.com/ryanstaleysales Support the show: https://www.linkedin.com/in/ryan-staley/ See omnystudio.com/listener for privacy information.

Our anchors kick off this Friday morning with all the earnings movers: Peloton, Airbnb, Square, Pinterest and Uber. We also hear from Airbnb CEO Brian Chesky on the company's focus. Then, Dropbox Co-Founder and CEO Drew Houston joins to discuss the company's latest quarter with shares dropping today despite reporting a beat. Later, we return to Peloton with Truist Securities' Youssef Squali as the stock plummets by more than 30 percent today. Next, Microchip Technology CEO Ganesh Moorthy is here to talk his company's record results and the challenges facing the broader semiconductor industry. And, in an earnings triple threat, we have IAC CEO Joey Levin to discuss the company's quarter and competition with Big Tech companies like Facebook.

Si parla del nuovo MacBook Pro 14" M1 Pro di Federico, della condivisione delle password con 1Password, di un client open source per Dropbox, di NextCloud e altri servizi di cloud storage, di Notability che diventa ad abbonamento e delle proxy icon di...

Abiola Abrams has made her way to our show and we couldn't be more excited. Her spectacular African Goddess Rising Oracle Cards sold out in pre-sale so they were actually released a month earlier! Ash Brown got the cards the same week as the release and LOVES THEM! Abiola is a bright light that continues to enlighten on her beautiful journey. These cards are an amazing tool for the African Goddess within us all. She opens up about the inspiration behind this deck, why each goddess was picked and how it can enhance your life. She even did an impromptu reading on Ash. Wow! Get your African Goddess Rising Oracle Cards before they sell out…again! Web: https://womanifesting.com Follow: @abiolaTV This oracle system reaches from the continent of Africa deep throughout her diaspora. Africa is made up of over 54 diverse countries. This feminine energy deck not only includes deities, spirits, and ancestors from continental Africa, but also from diasporic countries and cultures with African retention, such as Haiti, Cuba, Barbados, Trinidad and Tobago and Jamaica in the Caribbean, Guyana and Brazil in South America, the Garifuna communities of Central America, Louisiana and the Gullah Geechee Cultural Heritage Corridor in the United States, and more. About: Self-Worth Midwife Abiola Abrams is a Spiritpreneur® Transformation Coach, speaker, writer and media personality and who empowers Big Vision Women find freedom from their personal fears, manifest authentic power and align with purpose. Abiola is the author of the Hay House book "African Goddess Initiation: Sacred Rituals for Self-Love, Prosperity and Joy. Her newest meditation program is called, "Enter the Goddess Temple." In addition to her online group coaching programs and courses, Abiola has given motivational advice on networks from the CW, BET and Discovery Channel to MTV and the BBC and sites and publications from the DailyOm and Match.com to Essence Magazine. Abiola also leads transformational workshops from London to the Bahamas, speaks at organizations and schools from Dropbox to Cornell University, and creates spiritual wellness retreats from Bali to Belize. The award-winning motivational speaker, transformational author, and advice columnist is passionate about midwifing conscious women leaders to breakthrough. Abiola's empowerment books include The Sacred Bombshell Handbook of Self-Love. Her inspirational affirmation decks include the Sacred Self-Love Journal Cards, African Goddess Affirmation Cards and the Womanifesting Fertility Goddess Cards. With a BA in sociology and creative writing from Sarah Lawrence, MFA from Vermont College of Fine Arts in women's media and storytelling, Abiola's coaching certifications include neuro-linguistic programming from American Union of NLP. Her practice includes teachings in mindfulness, emotional freedom technique and intuitive mindset reprogramming . As the first person in her family born in America, Abiola is committed to using her gifts to inspire, uplift, transform and inspire. About the show: ► Website: http://www.ashsaidit.com ► Need Goli Gummies? https://go.goli.com/1loveash5 ► For $5 in ride credit, download the Lyft app using my referral link: https://www.lyft.com/ici/ASH584216 ► Want the ‘coldest' water? https://thecoldestwater.com/?ref=ashleybrown12 ► Become A Podcast Legend: http://ashsaidit.podcastersmastery.zaxaa.com/s/6543767021305 ► Review Us: https://itunes.apple.com/us/podcast/ash-said-it/id1144197789 ► SUBSCRIBE HERE: http://www.youtube.com/c/AshSaidItSuwanee ► Instagram: https://www.instagram.com/1loveash ► Facebook: https://www.facebook.com/ ► Twitter: https://twitter.com/1loveAsh ► Blog: http://www.ashsaidit.com/blog ► Pinterest: https://www.pinterest.com/1LoveAsh/ #atlanta #ashsaidit #ashsaidthat #ashblogsit #ashsaidit® Ash Brown is a gifted American producer, blogger, speaker, media personality and event emcee. The blog on AshSaidit.com showcases exclusive event invites, product reviews and so much more. Her motivational podcast "Ash Said It Daily" is available on major media platforms such as iTunes, iHeart Radio & Google Play. This program has over half a million streams worldwide. She uses these mediums to motivate & encourage her audience in the most powerful way. She keeps it real!

Dropbox, Inc., Q3 2021 Earnings Call, Nov 04, 2021

Sara Helmy is CEO at Tribu (tribe in Latin), a 20-employee digital marketing and branding agency that prides itself on “building tribes for the brands that we serve.” Sara, with a passion for SEO, started the agency ten years ago with about $6,000, no outside funding, no debt . . . and for the first three years, doubled-down, boot-strapped, added things over time, and eventually morphed the agency into a branding powerhouse with close to $3 million in service revenue this year. Tribu serves a diverse group of clients . . . facilitating government-supported projects (like San Antonio's 300-year anniversary celebration), B2C (Devils River Whiskey), B2B, and healthcare . . . but most clients have one thing in common: They have high, ambitious growth goals . . . and they want to be disruptive in some sense. Tribu's view of “brand” is far broader than having a logo and a website. Sara includes in “brand” the assets a company creates and deploys, the nurturing, the daily “rock pounding,” the tribe growing, the follower building, and the activities compelling potential customers to sign up for email lists. Branding efforts may be for a brand that never existed before or for existing brands that are looking to “reinvent themselves.”  Sara says that branding (and rebranding) are more about identifying and extracting value that is already there, something unique that will resonate with customers, rather than in creating something new that didn't exist before. The invention part comes in creating a new way to communicate that message. When the agency works with a new brand, there is more freedom . . . but, without an existing customer base, Sara says, “You're a little bit more blind.” A brand may think it knows itself, but often, Tribu has to collect data from potential customers and focus groups to show companies how they are “seen.” Sara says “95% of good businesses are going to choose to honor their customers.” When a company already has an existing customer base, rebranding may be easier because customers will tell you who you are . . . but it is also harder because, if the business direction changes substantially, you risk alienating existing customers who got you to where you are.  In this interview, Sara offers two important business tips:  Invest in “A” players, because they are the ones who will solve your problems, help navigate, and help your agency grow. Plan, nurture, and control your culture . . . the health of your finances will often match the health of your agency culture. Sara can be reached on her agency's website at: Wearetribu.com – and from the beginning to this day, the onsite contact form goes straight to her personal mailbox! Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I am joined today by Sara Helmy, CEO at Tribu based in San Antonio, Texas. Welcome to the podcast, Sara. SARA: Thank you for having me, Rob. I'm excited to be here. ROB: It's excellent to have you here. Why don't you start off by introducing us to Tribu? What should we know? What is your specialty? SARA: Tribu means “tribe” in Latin. We pride ourselves on building tribes for the brands that we serve. More literally, I guess you could consider us a digital marketing and branding agency. We've been around since 2011, so this year will be our 10th year in November. We're very excited about that. In general, that's Tribu. We're a tribe of 20 people today. When we started, we started with about $6,000. No outside funding, no debt. Just doing really good work and climbing ladders. We're still a small agency. We'll do probably about $3 million in service revenue this year with our tribe. (That's what we call our team of 20.) But in 10 years, no outside funding, no debt. That's just been organic growth by serving a whole bunch of partners we're really thrilled and excited to have every day. ROB: Congratulations on 10 years, on $3 million, on 20 people. I'm sure there's days when that feels like a lot of responsibility. Dig a little deeper with the brands you serve. Is there a typical example you can give us of who you work with, what the scope of the engagement or the range perhaps can look like? SARA: Absolutely. We're actually a little bit everywhere when it comes to industry. We don't have a particular industry niche. But most everybody that we work with has really high and ambitious growth goals, and they want to be disruptive in some sense. So far, for us at times that's spanned government – it's a lot of B2C, B2B, healthcare. We're literally everywhere. What they have in common is they've got some project or some initiative that they consider disruptive and they really want to grow it fast. More specific examples. Devils River Whiskey was one that we worked with for very many years. Travis Park, which is one of the oldest municipal parks in the United States, was one that we rebranded and revamped. When San Antonio turned 300 years old, we helped them put on that celebration. Then we'll also serve the plastic surgeon who's got really high ambitious goals, or we'll partner up with a private equity who buys companies and turns them around and plug in as their marketing partner. So we're a little bit everywhere in that sense, but what they all have in common is they want to disrupt and they want to grow very fast. ROB: It seems like that branding component of what you do – I think a trick with branding agencies can often be the “What next?” I did the brand and then the engagement falls off. It sounds like you have this pairing of people who are using the rebrand as a jumping-off point to get more aggressive overall. SARA: Yes, I would say that's pretty accurate. It's either a ground-up brand that hasn't existed before, or there's a big rebrand initiative in there somewhere. One of the things we deal with all the time is that your brand is so much more than a logo and a website. Those are assets that you created, that you smartly deployed, but brands aren't created just when you create those things. They're created through nurturing, through pounding the rock every single day, growing a tribe, amassing a following, giving people a compelling reason to sign up for an email list. When we say brand building, we mean so much more down the line than just getting a new website or designing a logo. ROB: Sure. Brand is also partly who you actually are. It's who you actually are when you are out in the market. How do you take a client who is looking to rebrand and get past who they think they are or who they think they should be and get to who they actually can be and break through with that? SARA: I love that question. I think a lot of people think when you're rebranding or something, you're creating something new. In actuality, you're extracting, with a very good strategic understanding, what's compelling that lives there. A lot of times, a partner or business will come in and tell you all about their brand, all about what they do, all about their history. I think what we're doing is inventing the way that's communicated, but it's so much more than inventing things to invent things. You're extracting something that's there. Typically there's a differentiator. There's something unique about them, and it's just hidden. When we enter a rebrand, or when we decide we're going to brand something from the ground up for somebody, we're extracting more than we are inventing what's valuable there. What is there that would truly resonate with a tribe or an audience? Who is that audience, and where's the match? So it's more extracting. It's more strategic identifying of those things, and then you build a brand around that – the more traditional, well-known aspects of it, like what it looks like, the tone of voice, the colors and the typography, and our strategy for getting in front of this tribe, or what most people refer to as target audiences. ROB: Is there an aspect of that that is easier when there's also an existing customer base? Because in some cases then the customers actually tell you who you are. SARA: Yeah, it's easier and harder when there's an existing customer base, I think. Easier in the sense that you've got the best resource ever. You've got customers, and exactly what you said, you can ask them and they'll tell you. Harder in the sense that if the business's goals are to substantially change, you have to consider the existing customer. You can't just 180. You've got to love the people that got you where you are. So preserving equity and being mindful in how you do that sometimes makes those circumstances more complex than when you're starting something at the ground floor and you have a little bit more freedom to work with. But also, you're a little bit more blind because there's not a customer base that you can tap into at that point. ROB: How do you help someone when they have this conception of themselves and there's a better dimension of themselves that they actually need to be highlighting, because they really can't inhabit the brand of what they think they are? SARA: I think you show them. That's one of the most beautiful parts of the digital marketing world and living in the technology we live today. There's a way to show them. There's data, where maybe previously marketers had to fly a little bit more blind. It's super easy these days to ask a question and get a response. You don't necessarily have to always have a 10- or 15-person, immaculately sourced focus group, conducted very formally. So in that situation, you show them, and at that point you let the business decide. I think 95% of good businesses are going to choose to honor their customers. ROB: I get it. You mentioned 10 years ago, $6,000 to start; what led up to that moment, though? What led you to say, “I have this $6,000” – maybe you saved it up, maybe you didn't – “and I'm going to put it on the line to make Tribu happen”? What did that look like? SARA: What a bootstrap startup, right? I was young. I was 22 years old at the time. My father had passed away, unfortunately, probably two years before that. So I had learned life is short, and I was a little bit less scared of entrepreneurship failure potential as a result. Also, when you're young, it's easier to get something off the ground when you consider that you don't have a mortgage to worry about or a family to feed at that point. I happened to be working in SEO, and I absolutely love SEO. That's the service in this world where I got my start. I was fortunate to, at such a young age, be an operations manager for an SEO division inside of an agency. The entrepreneurial itch, the combination of losing my dad and realizing that life is short, finding an industry that I absolutely loved, a field of study I was completely passionate about – it collided. Also, because I was young, I just didn't really have that much money. Hello. [laughs] So $6,000 was what I could put in. I was fortunate enough that I had a little bit of a measly extra that I could live off for that first year, really. So it had to work within that year, at least enough to get me to the next year. That was pretty much the backstory of how Tribu started. ROB: When you're bootstrapped, it's a little bit harder to decide those moments when you're going to actually – you make decisions to invest in the business sometimes, especially in the services thing, no investors. You can take the money out or you can double down on certain aspects of the business. What were some of those bets you made early to invest in particular aspects of the business that were maybe some key decisions? SARA: In hindsight – I don't know that I was doing this then; it just seemed like what you had to do when you're bootstrapped. But I think we doubled down a zillion times. I paid our staff before I ever paid myself. There were several years in Tribu's early start that I would pull enough out in terms of – I didn't get a salary. I would distribute enough that I could eat a meal if I needed to. In the meantime, there were graphic designers who were employed and we were doubling down in the sense that the money was going to that. We doubled down when we purchased our own building, probably about four or five years in. I hope I didn't fail to answer your question, Rob, and go roundabout, but I think there was a series of doing nothing but doubling down in those first three years, probably, of Tribu's life. ROB: Sure. There's an extent to which every hire is an investment into the business. Some make you choke on payroll a little bit harder than others, when you're like, “We're going to hire somebody who makes what?” Then you have to say, “Yeah, I guess we're going to do that.” SARA: [laughs] Yep. ROB: How do you make the jump, or connect the dots, then, between SEO and brand? I might see a shadow of it, but it's not a common conversation, right? Most folks in SEO don't get really excited about rebranding, except for what keywords they're going to target. How did you get there? SARA: I love that question. Honestly, I think when you get really, really deep into SEO and you start trying to guess the algorithm and what Google's up to and what it's going to change towards and what's going to be their next move – the deeper you go, the more you find that the algorithm – my theory is that it's going to go towards what is genuinely, authentically inspiring to another human being. That's what we want to show in our result when someone enters in a query. And that's what led me to, okay, brand really, really matters from SEO, if that makes sense. I think that's where the connection was made. I also think good SEO strategies, good organics, really focus on – even though it's not stereotypical in an SEO's mind, engagement rate really matters. What's your popularity? That's a very big one in terms of SEO. In order to get there, sure, you can do all these little tips and tricks and technical hacks, and it's really good to know them, but in order to get there you've got to have some substance. You've got to have a good brand. That's where the interest came from. I also think previously, I was very rebellious when I was young. [laughs] I did not know that I was going to necessarily love a subject of any sort in school, but I absolutely loved creativity. I know this is marketing, but business and entrepreneurship is a very good way for a rebel to be a productive person to society. So you take that and you combine that with creativity and this fortunate thing that I landed in SEO, honestly, and it all hodgepodged, and that's how we went from SEO to brand. ROB: The connection's definitely there. There's all of the parlor tricks, and then there's the conviction that eventually what Google's going to keep doing is optimizing for giving people what they want. If that aligns to who you are – the essence of the brand is who you are, and the essence of SEO is what people want, and you put those together. It ties, but it's not often in the same conversation. I haven't heard it very much. It's fascinating coming through who you are. SARA: It makes it an interesting combination for Tribu, honestly. It's a cool combination for our partners to enjoy. There's that very technical, astute digital marketing aspect and strategy, but there's also that very award-winning, strong creativity coming out of Tribu. I feel like a lot of times when partners or customers in the marketplace hire agencies – not every agency puts them in this, but a lot of agencies put you into making a choice. Like, “I can hire really good strategy, really good technical stuff, or I can hire really creative stuff, but I don't know that the message is ever going to completely go as far as it could go.” We're not the only agency that does this, but we do pride ourselves on it at Tribu. We try really hard to be the agency where you don't have to compromise between creativity and strategy and the digital, technical stuff that helps brands really grow. ROB: Absolutely, for sure. It's very self-aware, and I think it's important for entrepreneurs to keep in mind their rebellious streaks. I went through a profile of one sort or another this past week, and basically, I scored ultimately on this axis where it's like “If somebody tells you to do something, you're probably going to do the opposite.” Another entrepreneur who was in that conversation – I think a lot of us, especially in the services world, have this acquisition fantasy that someone's going to show up someday and drop a big pile of cash on the front door and acquire your business. But most of the time, that actually ends up looking like an earnout. So someone I know who's in the middle of that had this rebellious streak, the want-to-be-the-lead-horse streak, and this particular analysis – they didn't know anything about what the person's experience was, but it said, “Something in your life is out of alignment here. At work, you are not being that lead horse that you usually are.” It was because they had a boss. Have you ever contemplated this sort of agency acquisition fantasy that some of us have? Or maybe you just realized that wouldn't go well? How do you think about it? SARA: I don't know. I hope I'm self-aware in that regard. What you just explained, I am so guilty of, which is like as soon as you add the boss on top of me, I'm a miserable person, even if the boss didn't tell me anything. [laughs] But yeah, in terms of Tribu's future, I don't know, maybe one day there will be an exit. I'm not ever going to say never. But we're not working towards that right now. That's not our strategy. That's not where our eyes are at. We're still at that phase in business where we're realizing our own best and obsessed enough with figuring that out for ourselves and especially for the people we serve. I think knowing about exit strategy, even not wanting to right now, is valuable in the sense that what you have to do to prepare for an exit makes you a better business. It makes you cleaner on financials. It makes you put together core processes that help everybody get more aligned. So we like to know about exits, and sure, we think about them sometimes because it makes you a better business, but we're not coming at it from the perspective of hoping for an exit. That's not in the plans right now. ROB: That's so key, and people don't realize it when they start to look at the checklists of especially what makes a services firm worth more than like 1x revenue on an earnout. It's all of those things. How well does this thing operate without you? How are the processes? How are the renewals? It's all of these things. Do you have a particular set of tools you have found work really well for you to store and maintain and update processes in a way that everybody knows where to look? Do you have anything that's working? SARA: We struggled with that for a couple of years when we started. Where we landed was Asana, which is our project management system. It's also where we store all of our core processes so that if you're working at Tribu, the program that everybody, regardless of your position, is working in is also the place where you can find all the core processes. That's pretty much what we landed on in terms of tools for that. We at one point had one-sheeters on everything we could think of in Google Drive, and then everybody would forget what one-sheeters existed. I don't know if that was too literal of an answer, or if that's what you meant by systems, but literally we decided to store them all in Asana. ROB: That's right. It's interesting at two levels. There's one that is the lesson that there is one place and that's where you go. You don't have to say, “Is this in Drive or in Gmail or in Dropbox?”, all the way down the line. I think it helps you realize why there's so many of these systems out there, but also why people switch. People switch when they can't find a way to invest enough in their PM tool to make it the source of truth. SARA: Yeah, honestly, in marketing, that's one of the things that's happening in general. There's so many tools out there, so many things you can use. I think in marketing in general, that's one of the things that makes it more fun – I like change – but it makes it harder to play. I mean, how much momentum and how deep can you get if you're changing the tool you're using every four months? We just made the decision that we don't need it to be the most perfect thing, but we need it to be a stable thing. We need it to be a constant thing. We need it to be a thing that maybe doesn't have every feature that we want, but is going to do the job really well. ROB: But commit to it. SARA: Yes. ROB: Sara, when you rewind this journey, these 10 years so far, what are some lessons you've learned that you might wish you could go back and tell yourself to do a little bit differently, if you were intercepting yourself in that moment of the business? SARA: Oh God, so many. I think we're a great business today, but we're definitely not perfect and we have our moments in history where we look back and go, “Uh, we should've thought about that one a little bit more.” I think the biggest takeaway is ‘A' players. Nothing replaces ‘A' players, whatever ‘A' players is to your agency. There were times where I think we compromised out of desperation. We grew too fast, like “We need to fill this role – someone get a body in there.” But we've I think learned the hard way that you never compromise on ‘A' players. You figure out whatever you have to figure out, but get the ‘A' players in because they're going to solve the problems. You get them in, you take care of them, and you trust them. They're going to solve the problems. They're going to help navigate. They're going to help grow. That was a big lesson learned for us, painfully at times, as we were getting to where we are today. Another lesson that I think goes along with that is – and it's the most stereotypical thing; you hear it all the time – but culture. Culture is the thing that has to be managed and taken care of and nurtured and planned and intentional and worked at. Don't just let it be a thing that roams free and gets away from you. Controlling that is so important. I've seen times in these short 10 years where I wasn't very proud of the culture we had at that moment in time, and I've seen times where I'm like, oh my God, how can I clone this cultural moment? You can basically put those times alongside our financials, and they match. [laughs] The good times, the finances look good; the times that culture's not so great, the finances don't look so great. So ‘A' players and culture. Those are things I would've – it's 20/20 hindsight, always, but I would've put more importance on those things earlier if I could go back in time. ROB: That's another area where I think we get tempted to fake it, on culture. You feel like you need to make up some values or something like that. But it doesn't work until it's real, and you can't keep the ‘A' players until that part's real also. A question that comes to mind right where we are right now, October 2021 – I'm sure you spent at least some, if not a lot, of last year working apart where maybe you were accustomed to working together. How do you think about spreading, driving, reinforcing culture when you're not in the same place, and maybe the patterns that helped form it before aren't available? SARA: How do I answer that? There's so much to say there. That's such a great question. That was actually something that in some ways we did so excellent last year, and in some ways we did so poorly. It was such a year of learning. One of the things I think we did excellent in terms of “How did we do that and retain it?” was just surprises. When you're inside an office, operating in a good culture, there are pleasant surprises that happen in your day that you don't necessarily think about because that's just your day. That's just every day. So being intentional about creating those surprises when we were all apart from each other, whether that was mailing everybody a cookie kit or something that they didn't know was going to come, but they can do with their kids and send pictures and create conversation about that maybe had nothing to do with work, but to make up for that passing hallway conversation that you miss out on – those are things I look at last year and I'm like, that was pretty cool that we did that. Patting ourselves on the back, that was smart. There are other things that I look at that we did last year as we were learning to navigate remote where, now that we've been doing it longer, I'm like, we should've done that better. Like making time to say, “How are you?”, not “How's this project?” And then also – and this one surprised me – I think most executives were worried about productivity drops. We had a productivity skyrocket. People could not turn it off. So something that I didn't learn, because I was actually expecting in part an opposite result, but we had to help our team turn it off. That was a surprise to us and something I think we would've done better, or do better now, honestly. When you've got Slack going and everybody's remote, it's so easy for someone to send you a Slack message at 8:30, 9:00, and it's totally fine to let that wait till the next morning, but you just don't want to do that to your peer, your coworker, your friend. And then eventually it just never stopped. So that was a surprise to us. ROB: Definitely, my own habit, I'm a sloppy Slacker. I tell everybody involved with me, look, if I don't send you this Slack message right now, I'm going to forget this thing, and it's important, but you should not respond to it if it's the weekend, if it's the evening. SARA: Of course you can read it, right? [laughs] ROB: You should just hold it right there, and when you get to work on Monday or in the morning, pay attention then. Please do not – unless I tell you “Do this now,” which just doesn't happen – because if something's on fire, they're already responding to it. They understand urgency. That false urgency is potentially pretty dangerous. Sara, when you think about what's coming up for Tribu and the kind of work that you all do, what are you excited about? What's next? SARA: Again, bootstrapped, organic growth. We've had to add things over time. We recently this year formally added videography and production in-house. We were collaborating with an awesome group of freelancers and many people before to fill those needs. I'm very excited about having that in-house. It makes everything else we're already offering much more powerful. And then in general, the industry, what's coming up that I'm super excited about – and I think all of us at Tribu are – things like TikTok. Not necessarily that there's a new social media platform. It's more so the format change that a platform like TikTok is driving – that informal, very human, fun, relatable, just people being goofy. That type of content. That's just so exciting that brands are going to get to play in that space. As the world's moved – we talked about it when we were talking about SEO – whatever's really core and authentic to a human's heart, to those tribes, seems to be the good business move in terms of brand building as well. So to see that that's an opportunity for brands to have more fun and be lighthearted and participate in those types of conversations, to show more of their human side because of platforms like TikTok and the formats they're encouraging, that I'm very excited about. I think we all are at Tribu. ROB: It's a great point. It's almost like TikTok broke all of us, in a way, because you could kind of pretend that every channel was the same if you really were committed to it, and it just breaks the narrative. I think it helps you be who you need to be on Twitter versus LinkedIn versus Facebook. It fractures everything by making more than one message. I think it helps people get channel-specific, even if they're not even touching TikTok, because sometimes it might not make sense. Maybe it always makes sense if you can figure it out. I don't know. SARA: If you're on alcohol, they don't let you play on it right now. So sometimes even if it did make sense, it's not an option yet. [laughs] But yeah, for sure. You said it so spot-on. TikTok really is breaking that format, and it's going to inspire a lot of channel specificity in marketing, which we're excited about. ROB: Especially with that video capability. Sara, when people want to find you and Tribu, where should they go to connect with you? SARA: Oh, thank you. Wearetribu.com. A little fun secret is that as we've scaled, the one thing I refuse to change is that that contact form goes straight to my inbox. So if ever anybody wants to send in a message, I'd love to hear from anybody. ROB: Fantastic. We'll get the site dialed into the show notes as well. Sara, congratulations on everything so far. Looking forward to what comes next as well. Thanks for coming on and sharing with us. SARA: Thanks for having me. ROB: You bet. Be well. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

Some get to join a company that redefines an industry once in their life. Sheila has done it twice. As Dropbox's first marketing hire, she led the transition from a consumer-facing product to one with an enterprise focus. Now at Opendoor, she is redefining a 100+ year-old industry and revolutionizing the way real estate is bought and sold. This, stories of doubling market share for Opendoor in 3 months, and how brands should approach marketing and caring for customers during a pandemic, are featured in our podcast episode with Sheila Vashee of Opendoor. Listen and subscribe on Apple/Google Podcasts, Spotify, Stitcher, and YouTube!

Patrocínio: Podcast Startup Life O seu podcast sobre negócios, tecnologia e inovação. Em cada episódio, os anfitriões, Layon Lopes e Cristiane Serra, receberam importantes players do mercado brasileiro para debater ideias, projetos e tudo o que cerca as mais novas soluções do ecossistema de tecnologia e inovação. Acesse: https://link.chtbl.com/startup-loop. -------------------------------- Sobre o Podcast O Loop Matinal é um podcast do Loop Infinito que traz as notícias mais importantes do mundo da tecnologia para quem não tem tempo de ler sites e blogs de tecnologia. Marcus Mendes apresenta um resumo rápido e conciso das notícias mais importantes, sempre com bom-humor e um toque de acidez. Confira as notícias das últimas 24h, e até amanhã! -------------------------------- Apoie o Loop Matinal! O Loop Matinal está no apoia.se/loopmatinal e no picpay.me/loopmatinal! Se você quiser ajudar a manter o podcast no ar, é só escolher a categoria que você preferir e definir seu apoio mensal. Obrigado em especial aos ouvintes Advogado Junio Araujo, Alexsandra Romio, Alisson Rocha, Anderson Barbosa, Anderson Cazarotti, Angelo Almiento, Arthur Givigir, Breno Farber, Caio Santos, Carolina Vieira, Christophe Trevisani, Claudio Souza, Dan Fujita, Daniel Ivasse, Daniel Cardoso, Diogo Silva, Edgard Contente, Edson  Pieczarka Jr, Fabian Umpierre, Fabio Brasileiro, Felipe, Francisco Neto, Frederico Souza, Gabriel Souza, Guilherme Santos, Henrique Orçati, Horacio Monteiro, Igor Antonio, Igor Silva, Ismael Cunha, Jeadilson Bezerra, Jorge Fleming, Jose Junior, Juliana Majikina, Juliano Cezar, Juliano Marcon, Leandro Bodo, Luis Carvalho, Luiz Mota, Marcus Coufal, Mauricio Junior, Messias Oliveira, Nilton Vivacqua, Otavio Tognolo, Paulo Sousa, Ricardo Mello, Ricardo Berjeaut, Ricardo Soares, Rickybell, Roberto Chiaratti, Rodrigo Rosa, Rodrigo Rezende, Samir da Converta Mais, Teresa Borges, Tiago Soares, Victor Souza, Vinícius Lima, Vinícius Ghise e Wilson Pimentel pelo apoio! -------------------------------- App da Netflix para Android ganha jogos: 
https://techcrunch.com/2021/11/02/netflix-games-are-coming-to-all-members-on-android-starting-this-week/ Jogo New World perde jogadores: 
https://tecnoblog.net/528274/new-world-perde-mais-de-70-dos-jogadores-desde-o-lancamento-no-steam/ Harry Potter: Wizards Unite será descontinuado: 
https://9to5mac.com/2021/11/02/niantic-announces-harry-potter-wizards-unite-for-ios-will-be-discontinued/ Lyft divulga resultados financeiros: 
https://www.cnbc.com/2021/11/02/lyft-earnings-q3-2021.html Cofundador da ByteDance deixa painel da empresa: https://www.bloomberg.com/news/articles/2021-11-03/bytedance-s-zhang-exits-board-joining-exodus-by-tech-founders Facebook vai desligar reconhecimento facial: 
https://www.nytimes.com/2021/11/02/technology/facebook-facial-recognition.html Clearview AI terá que deletar dados na Austrália: 
https://www.theverge.com/2021/11/3/22761001/clearview-ai-facial-recognition-australia-breach-data-delete Dropbox ganha automação de nomenclaturas: https://blog.dropbox.com/topics/product/new-features-to-keep-files-organized Samsung copia o Safari do iOS 15: 
https://macmagazine.com.br/post/2021/11/03/samsung-copia-polemica-mudanca-do-safari-no-ios-15/ Notability volta atrás após polêmica de assinaturas: 
https://9to5mac.com/2021/11/03/notability-subscription-broke-app-store-rules/ Macs e iPads com OLED podem atrasar: 
https://macmagazine.com.br/post/2021/11/03/macbooks-e-ipads-com-telas-oled-poderao-atrasar/ -------------------------------- Site do Loop Matinal: http://www.loopmatinal.com Anuncie no Loop Matinal: comercial@loopinfinito.net Marcus Mendes: https://www.twitter.com/mvcmendes Loop Infinito: https://www.youtube.com/oloopinfinito

Episodio 139. En el momento del remate en una Inconsistencia hipócrita y diabólica, Alfredo con notch se volvió Batman de barrio, una bestia del monte, por supuesto clase económica, una persona de carpetas.

About Betty Betty Junod is the Senior Director of Multi-Cloud Solutions at VMware helping organizations along their journey to cloud. This is her second time at VMware, having previously led product marketing for end user computing products.  Prior to VMware she held marketing leadership roles at Docker and solo.io in following the evolution of technology abstractions from virtualization, containers, to service mesh. She likes to hang out at the intersection of open source, distributed systems, and enterprise infrastructure software. @bettyjunod  Links: Twitter: https://twitter.com/BettyJunod Vmware.com/cloud: https://vmware.com/cloud TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You know how git works right?Announcer: Sorta, kinda, not really Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Periodically, I like to poke fun at a variety of different things, and that can range from technologies or approaches like multi-cloud, and that includes business functions like marketing, and sometimes it extends even to companies like VMware. My guest today is the Senior Director of Multi-Cloud Solutions at VMware, so I'm basically spoilt for choice. Betty Junod, thank you so much for taking the time to speak with me today and tolerate what is no doubt going to be an interesting episode, one way or the other.Betty: Hey, Corey, thanks for having me. I've been a longtime follower, and I'm so happy to be here. And good to know that I'm kind of like the ultimate cross-section of all the things [laugh] that you can get snarky about.Corey: The only thing that's going to make that even better is if you tell me, “Oh, yeah, and I moonlight on a contract gig by naming AWS services.” And then I just won't even know where to go. But I'll assume they have to generate those custom names in-house.Betty: Yes. Yes, I think they do those there. I may comment on it after the fact.Corey: So, periodically I am, let's call it miscategorized, in my position on multi-cloud, which is that it's a worst practice that when you're designing something from scratch, you should almost certainly not be embracing unless you're targeting a very specific corner case. And I stand by that, but what that has been interpreted as by the industry, in many cases because people lack nuance when you express your opinions in tweet-sized format—who knew—as me saying, “Multi-cloud bad.” Maybe, maybe not. I'm not interested in assigning value judgment to it, but the reality is that there are an awful lot of multi-cloud deployments out there. And yes, some of them started off as, “We're going to migrate from one to the other,” and then people gave up and called it multi-cloud, but it is nuanced. VMware is a company that's been around for a long time. It has reinvented itself in a few different ways at different periods of its evolution, and it's still highly relevant. What is the Multi-Cloud Solutions group over at VMware? What do you folks do exactly?Betty: Yeah. And so I will start by multi-cloud; we're really taking it from a position of meeting the customer where they are. So, we know that if anything, the only thing that's a given in our industry is that there will be something new in the next six months, next year, and the whole idea of multi-cloud, from our perspective, is giving customers the optionality, so don't make it so that it's a closed thing for them. But if they decide—it's not that they're going to start, “Hey, I'm going to go to cloud, so day one, I'm going to go all-in on every cloud out there.” That doesn't make sense, right, as—Corey: But they all gave me such generous free credit offers when I founded my startup; I feel obligated to at this point.Betty: I mean, you can definitely create your account, log in, play around, get familiar with the console, but going from zero to being fully operationalized team to run production workloads with the same kind of SLAs you had before, across all three clouds—what—within a week is not feasible for people getting trained up and actually doing that. Our position is that meeting customers where they are and knowing that they may change their mind, or something new will come up—a new service—and they really want to use a new service from let's say GCP or AWS, they want to bring that with an application they already have or build a new app somewhere, we want to help enable that choice. And whether that choice applies to taking an existing app that's been running in their data center—probably on vSphere—to a new place, or building new stuff with containers, Kubernetes, serverless, whatever. So, it's all just about helping them actually take advantage of those technologies.Corey: So, it's interesting to me about your multi-cloud group, for lack of a better term, is there a bunch of things fall under its umbrella? I believe Bitnami does—or as I insist on calling it, ‘bitten-A-M-I'—I believe that SaltStack—which I wrote a little bit of once upon a time, which tells me you folks did no due diligence whatsoever because everything I've ever written is molten garbage—Betty: Not [unintelligible 00:04:33].Corey: And—so to be clear, SaltStack is good; just the parts that I wrote are almost certainly terrible because have you met me?Betty: I'll make a note. [laugh].Corey: You have Wavefront, you have CloudHealth, you have a bunch of other things in the portfolio, and yeah, all those things do work across multiple clouds, but there's nothing that makes using any of those things a particularly bad idea even if you're all-in on one cloud provider, too. So, it's a portfolio that applies to a whole bunch have different places from your perspective, but it can be used regardless of where folks stand ideologically.Betty: Yes. So, this goes back to the whole idea that we meet the customers where they are and help them do what they want to do. So, with that, making sure these technologies that we have work on all the clouds, whether that be in the data center or the different vendors, so that if a customer wants to just use one, or two, or three, it's fine. That part's up to them.Corey: The challenge I've run into is that—and maybe this is a ‘Twitter Bubble' problem, but unfortunately, having talked to a whole bunch of folks in different contexts, I know it isn't—there's almost this idea that you have to be incredibly dogmatic about a particular technology that you're into. I joke periodically about the Rust Evangelism Strikeforce where their entire job is talking about using Rust; their primary IDE is PowerPoint because they're giving talks all the time about it rather than writing code. And great, that's a bit of an exaggeration, but there are the idea of a technology purist who is taking, “Things must be this way,” well past a point of being reasonable, and disregarding the reality that, yeah, the world is messy in a way that architectural diagrams never are.Betty: Yeah. The architectural diagrams are always 2D, right? Back to that PowerPoint slide: how can I make pretty boxes? And then I just redraw a line because something new came out. But you and I have been in this industry for a long time, there's always something new.And I think that's where the dogmatism gets problematic because if you say we're only going to do containers this way—you know, I could see Swarm and Kubernetes, or all-in on AWS and we're going to use all the things from AWS and there's only this way. Things are generational and so the idea that you want to face the reality and say that there is a little bit of everything. And then it's kind of like, how do you help them with a part of that? As a vendor, it could be like, “I'm going to help us with a part of it, or I'm going to help address certain eras of it.” That's where I think it gets really bad to be super dogmatic because it closes you off to possibly something new and amazing, new thinking, different ways to solve the same problem.Corey: That's the problem is left to our own devices, most of us who are building things, especially for random ideas, yeah, there's a whole modern paradigm of how I can build these things, but I'm going to shortcut to the thing I know best, which may very well the architectures that I was using 15 years ago, maybe tools that I was using 15 years ago. There's a reason that Vim is still as popular as it is. Would I recommend it to someone who's a new user? Absolutely not; it's user-hostile, but back in my days of being a grumpy sysadmin, you learned vi because it was on everything you could get into, and you never knew in what environment you were going to be encountering stuff. These days, you aren't logging in to remote systems to manage them, in most cases, and when it happens, it's a rarity and a bug.The world changes; different approaches change, but you have to almost reinvent your entire philosophy on how things work and what your career trajectory looks like. And you have to give up aspects of what you've considered to be part of your identity and embrace something new. It was hard for me to accept that, for example, Docker and the wave of containerization that was rolling out was effectively displacing the world that I was deep in of configuration management with Puppet and with Salt. And the world changes; I said, “Okay, now I'll work on cloud.” And if something else happens, and mainframes are coming back again, instead, well, I'm probably not going to sit here railing against the tide. It would be ridiculous to do that from my perspective. But I definitely understand the temptation to fight against it.Betty: Mm-hm. You know, we spend so much time learning parts of our craft, so it's hard to say, “I'm now not going to be an expert in my thing,” and I have to admit that something else might be better and I have to be a newbie again. That can be scary for someone who's spent a lot of time to be really well-versed in a specific technology. It's funny that you bring up the whole Docker and Puppet config management; I just had a healthy discussion over Slack with some friends. Some people that we know and comment about some of the newer areas of config management, and the whole idea is like, is it a new category or an evolution of? And I went back to the point that I made earlier is like, it's generations. We continually find new ways to solve a problem, and one thing now is it [sigh] it just all goes so much faster, now. There's a new thing every week. [laugh] it seems sometimes.Corey: It is, and this is the joy of having been in this industry for a while—toxic and broken in many ways though it is—is that you go through enough cycles of seeing today's shiny, new, amazing thing become tomorrow's legacy garbage that we're stuck supporting, which means that—at least from my perspective—I tend to be fairly conservative with adopting new technologies with respect to things that matter. That means that I'm unlikely to wind up looking at the front page of Hacker News to pick a framework to build a banking system in, and I'm unlikely to be the first kid on my block to update to a new file system or database, just because, yeah, if I break a web server, we all laugh, we make fun of the fact that it throws an error for ten minutes, and then things are back up and running. If I break the database, there's a terrific chance that we don't have a company anymore. So, it's the ‘mistakes will show' area and understanding when to be aggressive and when to hold back as far as jumping into new technologies is always a nuanced decision. And let's be clear as well, an awful lot of VMware's customers are large companies that were founded, somehow—this is possible—before 2010. Imagine that. Did people—Betty: [laugh]. I know, right?Corey: —even have businesses or lives back then? I thought we all used horse-driven carriages and whatnot. And they did not build on cloud—not because of any perception of distrust; because it functionally did not exist at the time that they were building these things. And, “Oh, come out into the cloud. It's fine now.” It… yeah, that application is generating hundreds of millions in revenue every quarter. Maybe we treat that with a little bit of respect, rather than YOLO-ing it into some Lambda-driven monster that's constructed—Betty: One hundred—Corey: —out of popsicle sticks and glue.Betty: —percent. Yes. I think people forget that. And it's not that these companies don't want to go to cloud. It's like, “I can't break this thing. That could be, like, millions of dollars lost, a second.”Corey: I write my weekly newsletters in a custom monstrosity of a system that has something like 30-some-odd Lambda functions, a bunch of API gateways that are tied together with things, and periodically there are challenges with it that break as the system continues to evolve. And that's fine. And I'm okay with using something like that as a part of my workflow because absolute worst case, I can go back to the way that my newsletter was originally written: in Google Docs, and it doesn't look anywhere near the same way, and it goes back to just a text email that starts off with, “I have messed up.” And that would be a better story than most of the stuff I put out as a common basis. Similarly, yeah, durability is important.If this were a serious life-critical app, it would not just be hanging out in a single region of a single provider; it would probably be on one provider, as I've talked about, but going multi-region and having backups to a different cloud provider. But if AWS takes a significant enough outage to us-west-2 in Oregon, to the point where my ridiculous system cannot function to write the newsletter, that too, is a different handwritten email that goes out that week because there's no announcement they've made that anyone's going to give the slightest toss about, given the fact that it's basically Cloud Armageddon. So, we'll see. It's about understanding the blast radius and understanding your use case.Betty: Yep. A hundred percent.Corey: So, you've spent a fair bit of time doing interesting things in your career. This is your second outing at VMware, and in the interim, you were at solo.io for a bit, and before that you were in a marketing leadership role at Docker. Let's dive in, if you will. Given that you are no longer working at Docker, they recently made an announcement about a pricing model change, whereas it is free to use Docker Desktop for anyone's personal projects, and for small companies.But if you're a large company, which they define is ten million in revenue a year or 250 employees—those two things don't go alike, but okay—then you have to wind up having a paid plan. And I will say it's a novel approach, but I'm curious to hear what you have to say about it.Betty: Well, I'd say that I saw that there was a lot of flutter about that news, and it's kind of a, it doesn't matter where you draw the line in the sand for the tier, there's always going to be some pushback on it. So, you have to draw a line somewhere. I haven't kept up with the details around the pricing models that they've implemented since I left Docker a few years ago, but monetization is a really important part for a startup. You do have to make money because there are people that you have to pay, and eventually, you want to get off of raising money from VCs all the time. Docker Desktop has been something that has been a real gem from a local developer experience, right, giving the—so that has been well-received by the community.I think there was an enterprise application for it, but when I saw that, I was like, yeah, okay, cool. They need to do something with that. And then it's always hard to see the blowback. I think sometimes with the years that we've had with Docker, it's kind of like no matter what they do, the Twitterverse and Hacker News is going to just give them a hard time. I mean, that is my honest opinion on that. If they didn't do it, and then, say, they didn't make the kind of revenue they needed, people would—that would become another Twitter thread and Hacker News blow up, and if they do it, you'll still have that same reaction.Corey: This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. This means you can provision a virtual machine instance or spin up an autonomous database that manages itself all while gaining the networking load, balancing and storage resources that somehow never quite make it into most free tiers needed to support the application that you want to build.With Always Free you can do things like run small scale applications, or do proof of concept testing without spending a dime. You know that I always like to put asterisks next to the word free. This is actually free. No asterisk. Start now. Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: It seems to be that Docker has been trying to figure out how to monetize for a very long time because let's be clear here; I think it is difficult to overstate just how impactful and transformative Docker was to the industry. I gave a talk “Heresy in the Church of Docker” that listed a bunch of things that didn't get solved with Docker, and I expected to be torn to pieces for it, and instead I was invited to give it at ContainerCon one year. And in time, a lot of those things stopped being issues because the industry found answers to it. Now, unfortunately, some of those answers look like Kubernetes, but that's neither here nor there. But now it's, okay, so giving everything that you do that is core and central away for free is absolutely part of what drove the adoption that it saw, but goodwill from developers is not the sort of thing that generally tends to lead to interesting revenue streams.So, they had to do something. And they've tried a few different things that haven't seemed to really pan out. Then they spun off that pesky part of their business that made money selling support contracts, over to Mirantis, which was apparently looking for something now that OpenStack was no longer going to be a thing, and Kubernetes is okay, “Well, we'll take Docker enterprise stuff.” Great. What do they do, as far as turning this into a revenue model?There's a lot of the, I guess, noise that I tend to ignore when it comes to things like this because angry people on Twitter, or on Hacker News, or other terrible cesspools on the internet, are not where this is going to be decided. What I'm interested in is what the actual large companies are going to say about it. My problem with looking at it from the outside is that it feels as if there's significant ambiguity across the board. And if there's one thing that I know about large company procurement departments, it's that they do not like ambiguity. This change takes effect in three or four months, which is underwear-outside-the-pants-superhero-style speed for a lot of those companies, and suddenly, for a lot of developers, they're so far removed from the procurement side of the house that they are never going to have a hope of getting that approved on a career-wide timespan.And suddenly, for a lot of those companies, installing and running Docker Desktop just became a fireable offense because from the company's perspective, the sheer liability side of it, if they were getting subject to audit, is going to be a problem. I don't believe that Docker is going to start pulling Oracle-like audit tactics, but no procurement or risk management group in the world is going to take that on faith. So, the problem is not that it's expensive because that can be worked around; it's not that there's anything inherently wrong with their costing model. The problem is the ambiguity of people who just don't know, “Does this apply to me or doesn't this apply to me?” And that is the thing that is the difficult, painful part.And now, as a result, the [unintelligible 00:17:28] groups and their champions of Docker Desktop are having to spend a lot more time, energy, and thought on this than it would simply be for cutting a check because now it's a risk org-wide, and how do we audit to figure out who's installed this previously free open-source thing? Now what?Betty: Yeah, I'll agree with you on that because once you start making it into corporate-issued software that you have to install on the desktop, that gets a lot harder. And how do you know who's downloaded it? Like my own experience, right? I have a locked-down laptop; I can't just install whatever I want. We have a software portal, which lets me download the approved things.So, it's that same kind of model. I'd be curious because once you start looking at from a large enterprise perspective, your developers are working on IP, so you don't want that on something that they've downloaded using their personal account because now it sits—that code is sitting with their personal account that's using this tool that's super productive for them, and that transition to then go to an enterprise, large enterprise and going through a procurement cycle, getting a master services agreement, that's no small feat. That's a whole motion that is different than someone swiping a credit card or just downloading something and logging in. It's similar to what you see sometimes with the—how many people have signed up for and paid 99 bucks for Dropbox, and then now all of a sudden, it's like, “Wow, we have all of megacorp [laugh] signed up, and then now someone has to sell them a plan to actually manage it and make sure it's not just sitting on all these personal drives.”Corey: Well, that's what AWS's original sales motion looked a lot like they would come in and talk to the CTO or whatnot at giant companies. And the CTO would say, “Great, why should we pick AWS for our cloud needs?” And the answer is, “Oh, I'm sorry. You have 87 distinct accounts within your organization that we've [unintelligible 00:19:12] up for you. We're just trying to offer you some management answers and unify the billing and this, and probably give you a discount as well because there is price breaks available at certain sizing.” It was a different conversation. It's like, “I'm not here to sell you anything. We're already there. We're just trying to formalize the relationship.” And that is a challenge.Again, I'm not trying to cast aspersions on procurement groups. I mean, I do sell enterprise consulting here at The Duckbill Group; we deal with an awful lot of procurement groups who have processes and procedures that don't often align to the way that we do things as a ten-person, fully remote company. We do not have commercial vehicle insurance, for example, because we do not have a commercial vehicle and that is a prerequisite to getting the insurance, for one. We're unlikely to buy one to wind up satisfying some contractual requirements, so we have to go back and forth and get things like that removed. And that is the nature of the beast.And we can say yes, we can say no on a lot of those questionnaires, but, “It depends,” or, “I don't know,” is the sort of thing that's going to cause giant red flags and derail everything. But that is exactly what Docker is doing. Now, it's the well, we have a sort of sloppy, weird set of habits with some of our engineers around the bring your own device to work thing. So, that's the enterprise thing. Let me be very clear, here at The Duckbill Group, we have a policy of issuing people company machines, we manage them very lightly just to make sure the drives are encrypted, so they—and that the screensaver comes out with a password, so if someone loses a laptop, it's just, “Replace the hardware,” not, “We have a data breach.”Let's be clear here; we are responsible about these things. But beyond that, it's oh, you want to have some personal thing installed on your machine or do some work on that stuff? Fine. By all means. It's a situation of we have no policy against it; we understand this is how work happens, and we trust people to effectively be grownups.There are some things I would strongly suggest that any employee—ours or anyone else—not cross the streams on for obvious IP ownership rights and the rest, we have those conversations with our team for a reason. It's, understand the nuances of what you're doing, and we're always willing to throw hardware at people to solve these problems. Not every company is like that. And ten million in revenue is not necessarily a very large company. I was doing the math out for ten million in revenue or 250 employees; assuming that there's no outside investment—which with VC is always a weird thing—it's possible—barely—to have a $10 million in revenue company that has 250 employees, but if they're full time they are damn close to a $15 an hour minimum wage. So, who does it apply to? More people than you might believe.Betty: Yeah, I'm really curious to how they're going to like—like you say, if it takes place in three or four months, roll that out, and how would you actually track it and true that up for people? So.Corey: Yeah. And there are tools and processes to do this, but it's also not in anyone's roadmap because people are not sitting here on their annual planning periods—which is always aspirational—but no one's planning for, “Oh, yeah, Q3, one of our software suppliers is going to throw a real procurement wrench at us that we have to devote time, energy, resources, and budget to figure out.” And then you have a problem. And by resources, I do mean resources of basically assigning work and tooling and whatnot and energy, not people. People are humans, they are not resources; I will die on that hill.Betty: Well, you know, actually resource-wise, the thing that's interesting is when you say supplier, if it's something that people have been able to download for free so far, it's not considered a supplier. So, it's—now they're going to go from just a thing I can use and maybe you've let your developers use to now it has to be something that goes through the official internal vetting as being a supplier. So, that's just—it's a whole different ball game entirely.Corey: My last job before I started this place, was a highly regulated financial institution, and even grabbing things were available for free, “Well, hang on a minute because what license is it using and how is it going to potentially be incorporated?” And this stuff makes sense, and it's important. Now, admittedly, I have the advantage of a number of my engineering peers in that I've been married to a corporate attorney for 11 years and have insight into that side of the world, which to be clear, is all about risk mitigation which is helpful. It is a nuanced and difficult field to—as are most things once you get into them—and it's just the uncertainty that befuddles me a bit. I wish them well with it, truly I do. I think the world is better with an independent Docker in it, but I question whether this is going to find success. That said, it doesn't matter what I think; what matters is what customers say and do, and I'm really looking forward to seeing how it plays out.Betty: A hundred percent; same here. As someone who spent a good chunk of my life there, their mark on the industry is not to be ignored, like you said, with what happened with containers. But I do wish them well. There's lot of good people over there, it's some really cool tech, and I want to see a future for them.Corey: One last topic I want to get into before we wind up wrapping this episode is that you are someone who was nominated to come on the show by a couple of folks, which is always great. I'm always looking for recommendations on this. But what's odd is that you are—if we look at it and dig a little bit beneath the titles and whatnot, you even self-describe as your history is marketing leadership positions. It is uncommon for engineering-types to recommend that I talk to marketing folks.s personally I think that is a mistake; I consider myself more of a marketer than not in some respects, but it is uncommon, which means I have to ask you, what is your philosophy of marketing because it very clearly is differentiated in the public eye.Betty: I'm flattered. I will say that—and this goes to how I hire people and how I coach teams—it's you have to be super curious because there's a ton of bad marketing out there, where it's just kind of like, “Hey, we do these five things and we always do these five things: blah, blah, blah, blah, blah.” But I think it's really being curious about what is the thing that you're marketing? There are people who are just focused on the function of marketing and not the thing. Because you're doing your marketing job in the service of a thing, this new widget, this new whatever, and you got to be super curious about it.And I'll tell you that, for me, it's really hard for me to market something if I'm not excited about it. I have to personally be super excited about the tech or something happening in the industry, and it's, kind of like, an all-in thing for me. And so in that sense, I do spend a ton of time with engineers and end-users, and I really try to understand what's going on. I want to understand how the thing works, and I always ask them, “Well”—so I'll ask the engineers, like, “So… okay, this sounds really cool. You just described this new feature and you're super excited about it because you wrote it, but how is your end-user, the person you're building this for, how did they do this before? Help me understand. How did they do this before and why is this better?”Just really dig into it because for me, I want to understand it deeply before I talk about it. I think the thing is, it shows a tremendous amount of respect for the builder, and then to try to really be empathetic, to understand what they're doing and then partner with them—I mean, this sounds so business-y the way I'm talking about this—but really be a partner with them and just help them make their thing really successful. I'm like the other end; you're going to build this great thing and now I'm going to make it sound like it's the best thing that's ever happened. But to do that, I really need to deeply understand what it is, and I have to care about it, too. I have to care about it in the way that you care about it.Corey: I cannot effectively market or sell something that I don't believe in, personally. I also, to be clear because you are a marketing professional—or at least far more of one than I ever was—I do not view what I do is marketing; I view it as spectacle. And it's about telling stories to people, it's about learning what the market thinks about it, and that informs product design in many respects. It's about understanding the product itself. It's about being able to use the product.And if people are listening to this and think, “Wait a minute, that sounds more like DevRel.” I have news for you. DevRel is marketing, they're just scared to tell you that. And I know people are going to disagree with me on that. You're wrong. But that's okay; reasonable people can disagree.And that's how I see it is that, okay, I'll talk to people building the service, I'll talk to people using the service, but then I'm going to build something with the service myself because until then, it's all a game of who sounds the most convincing in the stories that they tell. But okay, you can tell an amazing story about something, but if it falls over when I tried to use it, well, I'm sorry, you're not being accurate in your descriptions of it.Betty: A hundred percent. I hate to say, like, you're storytellers, but that's a big part of it, but it's kind of like you want to tell the story, so you do something to that people believe a certain thing. But that's part of a curated experience because you want them to try this thing in a certain way. Because you've designed it for something. “I built a spoon. I want you to use that to eat your soup because you can't eat soup with a fork.”So, then you'll have this amazing soup-eating experience, but if I build you a spoon and then not give you any directions and you start throwing it at cars, you're going to be like, “This thing sucks.” So, I kind of think of it in that way. To your point of it has to actually work, it's like, but they also need to know, “What am I supposed to use it for?”Corey: The problem I've always had on some visceral level with formal marketing departments for companies is that they can say that a product that they sell is good, they can say that the product is great, or they can choose to say nothing at all about that product, but when there's a product in the market that is clearly a turd, a marketing department is never going to be able to say that, which I think erodes its authenticity in many respects. I understand the constraints behind, that truly I do, but it's the one superpower I think that I bring to the table where even when I do sponsorship stuff it's, you can buy my attention but not my opinion. Because the authenticity of me being trusted to call them like I see them, for lack of a better term, to my mind at least outweighs any short-term benefit from saying good things about a product that doesn't deserve them. Now, I've been wrong about things, sure. I have also been misinformed in both directions, thinking something is great when it's not, or terrible when it isn't or not understanding the use case, and I am thrilled to engage in those debates. “But this is really expensive when you run for this use case,” and the answer can be, “Well, it's not designed for that use case.” But the answer should not be, “No it's not.” I promise you, expensive is in the eye of the customer not the person building the thing.Betty: Yes. This goes back to I have to believe in the thing. And I do agree it's, like not [sigh]—it's not a panacea. You're not going to make Product A and it's going to solve everything. But being super clear and focused on what it is good for, and then please just try it in this way because that's what we built it for.Corey: I want to thank you for taking the time to have a what for some people is no doubt going to be perceived as a surprisingly civil conversation about things that I have loud, heated opinions about. If people want to learn more, where can they find you?Betty: Well, they can follow me on Twitter. But um, I'd say go to vmware.com/cloud for our work thing.Corey: Exactly. VM where? That's right. VM there. And we will, of course, put links to that in the [show notes 00:30:07].Betty: [laugh].Corey: Thank you so much for taking the time to speak with me. I appreciate it.Betty: Thanks, Corey.Corey: Betty Junod, Senior Director of Multi-Cloud Solutions at VMware. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a loud, ranting comment at the end. Then, if you work for a company that is larger than 250 people or $10 million in revenue, please also Venmo me $5.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

One of the hardest things to do in any relationship is give feedback. It's always dicey. You don't want to be too aggressive. You don't want to hurt anyone's feelings. But you also don't want to be too indirect. That's where radical candor comes in. This term comes from Kim Scott, who is the bestselling author of Radical Candor and Just Work. She has coached executives at Dropbox and Twitter, and has led teams at Google. In this conversation she'll not only talk about how to speak with radical candor, but also how to avoid its evil cousins: ruinous empathy, manipulative insincerity, and obnoxious aggression. She'll also talk about how to push for more equitable workplaces at all levels of an organization, how to speak up about diversity issues without ruining your career, and what to do if you're the person who has created harm. Kim will also talk about the difficult wake-up call that led her from her first book to her second.This episode is part of the Work Life series we are running here on the show. In conjunction with this series on the podcast, we're launching a Work Life challenge over on the Ten Percent Happier app. We'll be dealing with issues such as feedback, imposter syndrome, jerks at work, burnout, productivity shame, and more. You can download the app here, or wherever you get your apps to join the challenge for free. Full Shownotes: https://www.tenpercent.com/podcast-episode/kim-scott-393See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Follow-up Snap(chat) heeft effectief last van Apples ‘App Tracking Transparancy'. Facebook, Snap, Twitter en YouTube lopen naar schatting 8,5 miljard euro mis. De eerste reviews van de nieuwe MacBooks zijn er. Een update over SSD slijtage in de M1. Dropbox gaat Apple Silicon niet ondersteunen? Onderwerpen Niet alleen Apple kondigde nieuwe dingen: Google stelde de Pixel 6 voor. Eerst even geschiedenislesje over de Pixel telefoons Recensie op Pocket Lint Recensie van The Verge 5 redenen om te kopen en 3 om te ‘skippen Facebook denkt een handige manier gevonden te hebben om alle schandalen toe te dekken: Facebook wordt ‘Meta', dat kondigde Mark Zuckerberg vorige week aan tijdens Connect 2021. En hoe ziet de ‘Metaverse' er dan precies uit? De productnaam Oculus gaat ook veranderen naar Meta. Facebook zoekt 10.000 ingenieurs in de EU voor de ontwikkeling van het ‘Metaverse'. Tips Toon: Invasion op Apple TV+ Floris: Marineplan, routeplanner voor boten Ruurd: Infuse & Kominsky method

Bryan Chaffin and Charlotte Henry join host Kelly Guimont to discuss Apple's latest earnings and native Apple Silicon support for Dropbox.

Our guest today was a key player in growing a smart baby monitor company from 50 million dollars to over 100 million dollars—during the pandemic. Kady Srinivasan joins the Wavebreak Podcast to talk about how she's applied her experience working brand-side to her new SVP of Marketing role at Klaviyo, and what she's telling Klaviyo customers about how they should be reacting to the current marketing landscape.  In this episode you'll learn:What to do when marketers are anxious, playbooks aren't working, and brands need massive change in response to a fluid marketing landscape.Why Kady agrees you don't just need to have an email program, you need to have a best-in-class email program, and a real example of what that looks like.How building a system that personalizes experiences at scale via email is leading to a 122x return from email for Klaviyo customers.Kady Srinivasan is the SVP of Marketing at Klaviyo and comes off of the heels of running ecommerce marketing for Owlet, a direct-to-consumer smart baby monitor company, which she helped to grow from 50 million dollars to over 100 million dollars during the pandemic. Prior to that, she ran marketing for Dropbox and Electronic Arts.Join Our Private Email ListOur industry-leading DTC newsletter is trusted by ecommerce and marketing leaders at top brands like Goop, Skims, Cartier, Walmart, and thousands more.Click here to sign up ->Links MentionedKlaviyoLearn more about Wavebreak: the email & CRM agency for high-growth DTC brandsSponsored by KlaviyoKlaviyo — Over 265,000 innovative brands are growing their businesses by listening and understanding to cues from their customers--easily turning that information into valuable marketing messages used to build highly segmented, automated email & SMS campaigns, such as win back campaigns or abandoned cart recovery and more.

Ep 168Former Malware Distributor Kape Technologies Now Owns ExpressVPN, CyberGhost, Private Internet Access, Zenmate, and a Collection of VPN “Review” Websites2016/17 LG TV owners can now use a new Apple TV+ app — iMoreApple announces record fourth quarter — SixColorsPatrick McGee —Chart of the Day:@Apple's advertising business has more than tripled its market share in the six months after it introduced privacy changes to iPhones that obstructed rivals, including @Facebook and @Google, from targeting ads at consumers.Paddle Plans to Launch Alternative In-App Purchase System on iOS That Circumvents Apple's Fees — MacRumorsCasey Newton:It's kind of amazing how we talk about antitrust for years and nothing happens, and then all of this happens to Apple within 24 hoursGoogle Lowers Play Store Subscription Fee From 30% to 15% — MacRumorsMacBook Pro bits & reviews: Dave 2DSnazzyQJonathan MorrisonAnandTech: Apple's M1 Pro, M1 Max SoCs Investigated: New Performance and Efficiency HeightsYining Karl Li: Rendering on the Apple M1 Max ChipArun VenkatesanVadim YuryevApple's new MacBook Pro models have HDMI 2.0, not HDMI 2.1Will Dormann: Got one of those fancy M1 Macs and need to run an X86 VM, but don't want to mess around with compiling your own QEMU with custom patches?Steven Sinofsky: Apple's M1 Pro/Max is the second step in a major change in computing. macOS Monterey: Here Are All the Features Your Intel Mac Won't Support — MacRumorsbreadbutter.ioMaestral app, Dropbox sync clientiPod inventor, Tony Fadell, looks back as iPod turns 20 — MDNe90 – The iPod at 20 - Simple BeepApple Bağdat Caddesi opens Friday, October 22nd, in Istanbul — MDNZahvalniceSnimljeno 29.10.2021.Uvodna muzika by Vladimir Tošić, stari sajt je ovde.Logotip by Aleksandra Ilić.Artwork epizode70x50cmulje /oil on canvas2021.by Saša Montiljo, njegov kutak na Devianartu.

Delving into the Facebook Connect event and the announcement of Facebook's new name, detailing Wyze's new smart home products, and more. Facebook just revealed its new name: Meta Meta (Facebook) is retiring the Oculus brand Facebook says it doesn't want to own the metaverse, just jumpstart it Facebook teases 'Project Cambria' high-end VR / AR headset Active Pack accessories prepare your Oculus Quest 2 for sweaty VR workouts Facebook is adding a mixed reality platform to Oculus Quest Slack and Dropbox are coming to Oculus Quest Wyze announces several new products in honor of its 4th birthday Tesla's Sentry Mode now offers drivers a live view of their car Mercedes-Benz cars are getting Dolby Atmos in 2022 Mercedes' electric delivery van concept cleans the surrounding air Get Your Own Ghostbusters Proton Pack Canon's PowerShot PX Looks Like a Security Camera but Captures Precious Moments Instead of Crooks Raspberry Pi packs more power into its $15 Zero 2 W board McDonald's will sell McD Tech Labs to IBM Android 12 is so last week: Meet Android 12L, now in developer preview Picks of the week Matthew: Ember mug Mikah: The Spice House spices, blends, and extracts Hosts: Mikah Sargent and Matthew Cassinelli Download or subscribe to this show at https://twit.tv/shows/smart-tech-today Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Show notes and links for this episode are available at: https://twit.tv/shows/smart-tech-today/episodes/102 Sponsor: UserWay.org/twit

Delving into the Facebook Connect event and the announcement of Facebook's new name, detailing Wyze's new smart home products, and more. Facebook just revealed its new name: Meta Meta (Facebook) is retiring the Oculus brand Facebook says it doesn't want to own the metaverse, just jumpstart it Facebook teases 'Project Cambria' high-end VR / AR headset Active Pack accessories prepare your Oculus Quest 2 for sweaty VR workouts Facebook is adding a mixed reality platform to Oculus Quest Slack and Dropbox are coming to Oculus Quest Wyze announces several new products in honor of its 4th birthday Tesla's Sentry Mode now offers drivers a live view of their car Mercedes-Benz cars are getting Dolby Atmos in 2022 Mercedes' electric delivery van concept cleans the surrounding air Get Your Own Ghostbusters Proton Pack Canon's PowerShot PX Looks Like a Security Camera but Captures Precious Moments Instead of Crooks Raspberry Pi packs more power into its $15 Zero 2 W board McDonald's will sell McD Tech Labs to IBM Android 12 is so last week: Meet Android 12L, now in developer preview Picks of the week Matthew: Ember mug Mikah: The Spice House spices, blends, and extracts Hosts: Mikah Sargent and Matthew Cassinelli Download or subscribe to this show at https://twit.tv/shows/smart-tech-today Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Show notes and links for this episode are available at: https://twit.tv/shows/smart-tech-today/episodes/102 Sponsor: UserWay.org/twit

Delving into the Facebook Connect event and the announcement of Facebook's new name, detailing Wyze's new smart home products, and more. Facebook just revealed its new name: Meta Meta (Facebook) is retiring the Oculus brand Facebook says it doesn't want to own the metaverse, just jumpstart it Facebook teases 'Project Cambria' high-end VR / AR headset Active Pack accessories prepare your Oculus Quest 2 for sweaty VR workouts Facebook is adding a mixed reality platform to Oculus Quest Slack and Dropbox are coming to Oculus Quest Wyze announces several new products in honor of its 4th birthday Tesla's Sentry Mode now offers drivers a live view of their car Mercedes-Benz cars are getting Dolby Atmos in 2022 Mercedes' electric delivery van concept cleans the surrounding air Get Your Own Ghostbusters Proton Pack Canon's PowerShot PX Looks Like a Security Camera but Captures Precious Moments Instead of Crooks Raspberry Pi packs more power into its $15 Zero 2 W board McDonald's will sell McD Tech Labs to IBM Android 12 is so last week: Meet Android 12L, now in developer preview Picks of the week Matthew: Ember mug Mikah: The Spice House spices, blends, and extracts Hosts: Mikah Sargent and Matthew Cassinelli Download or subscribe to this show at https://twit.tv/shows/smart-tech-today Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Show notes and links for this episode are available at: https://twit.tv/shows/smart-tech-today/episodes/102 Sponsor: UserWay.org/twit

Product-led scaling isn't about growth hacking. Scaling 10X is really hard…no matter if you are starting at $1M, $10M, $100M or $1B ARR. Join Dropbox GM, Rachel Wolan, as she shares hard-earned, practical lessons learned through product-led scaling at Dropbox, LiveRamp, and Talkdesk.

In this episode… News Adobe InDesign 2022 (v17.0x) now available InDesign Magazine is evolving into CreativePro magazine, first issue out November 1 2021! Sign up for our expanded Design + Accessibility Summit, Nov. 16–19 Interview with Chad Chelius and Dax Castro, accessibility experts and hosts of The A11y Podcast Obscure InDesign Feature: Flip  Sponsors for this episode: > Santa Cruz Software has a solution for the "83% of respondents who have said they have to spend time finding a lost asset." The answer is LinkrUI, a plugin that enables direct searching, opening, placing, and syncing of assets stored in a DAM or other storage services such as Box and Dropbox from within Photoshop, Illustrator, and InDesign. Read about the freemium version here. Links mentioned in this podcast: David's session at MAX: Discovering the Best InDesign Tips and Tricks Anne-Marie's lab at MAX: InDesign Basics: From Newbie to Pro Photoshop Banana (easter egg): https://creativepro.com/photoshop-easter-eggs/ Adobe MAX 2021 Final issue of InDesign Magazine has 150 All-Star Tips (and our "Hidden" Features article) Should people upgrade right away? https://creativepro.com/should-adobe-fix-older-versions-of-programs/ InCopy Vulnerability patch: https://helpx.adobe.com/security/products/incopy/apsb21-05.html Dax Castro and Chad Chelius Accessibility (#a11y) podcast website: https://www.accessibilitychecklists.com (or http://www.chaxchat.com) Dax and Chad are the accessibility pros at AbleDocs: https://www.abledocs.com/en Obscure Feature: Flip (Text on a Path) https://creativepro.com/center-text-on-top-of-a-circular-path-quickly/

This episode is one of the top downloaded of 2021 thus far, Dropbox Offering Their Password Vault For Free. New shows will return Tuesday, Oct. 26th 2021. Be aware, be safe. Get ExpressVPN, Secure Your Privacy And Support The Show Become A Patron! Patreon Page *** Support the podcast with a cup of coffee *** - Ko-Fi Security In Five —————— Where you can find Security In Five —————— Security In Five Reddit Channel r/SecurityInFive Binary Blogger Website Security In Five Website Security In Five Podcast Page - Podcast RSS Twitter @securityinfive iTunes, YouTube, TuneIn, iHeartRadio,

It's another Potluck! In this episode, Scott and Wes answer your questions about privacy policies, coding for kids, MongaDB hosting, cloud backups, system design, #NoMoreFoo, and much more! Prismic - Sponsor Prismic is a Headless CMS that makes it easy to build website pages as a set of components. Break pages into sections of components using React, Vue, or whatever you like. Make corresponding Slices in Prismic. Start building pages dynamically in minutes. Get started at prismic.io/syntax. Sentry - Sponsor If you want to know what's happening with your code, track errors and monitor performance with Sentry. Sentry's Application Monitoring platform helps developers see performance issues, fix errors faster, and optimize their code health. Cut your time on error resolution from hours to minutes. It works with any language and integrates with dozens of other services. Syntax listeners new to Sentry can get two months for free by visiting Sentry.io and using the coupon code TASTYTREAT during sign up. Cloudinary - Sponsor Cloudinary is the best way to manage images and videos in the cloud. Edit and transform for any use case, from performance to personalization, using Cloudinary's APIs, SDKs, widgets, and integrations. Show Notes 04:49 - Ben Lamers: Heyo Scott and Wes! I am building a web app currently with my brother, and I was wondering when we get to launch it how do you go about correctly writing/adding Terms of Use and Privacy Policy. I'm assuming this may be quite different depending on the platform so maybe general resources or tips for this. Thanks! 06:45 - Fumbles O'Brian: Do you have any recommendations for teaching young children how to code? I have a 5-year-old niece in kindergarten who is absolutely fascinated watching me work, and I'd like to start teaching her basic concepts when she's able to read/write better. For example, she loves watching me make UI changes in React, it blows her mind that changing letters on one screen changes what a website looks like. 11:01 - Kenny: Gentlemen! Love this show and the content you put out. It keeps me occupied during my 5 and 6 mile runs. Thank you both for working so hard to keep it active, I know it takes a lot of work. I'm curious what you think about hosting your own MongoDB server? I'm relatively new to Mongo but want to start working with it for smaller projects. I've used MySQL for a decade, hosted online with shared hosting. Worked well for my relational db needs. Should I host my own Mongo when I'm ready for production, or pay the reasonable costs for something like Linode or maybe even Atlas? I have experience in Linux (enough to get by) and have my own virtualization cluster that I can spin up a server in seconds, along with an enterprise level firewall for managing traffic to and from. I actually just spun up a docker server this week and have a Mongo container running on it, though it's not accessible outside my network. This is purely for my development environments. Despite the firewall, my concern is security. Is it worth paying for a trusted solution like Linode, or should I put a little time in locking down my own Mongo container for my own use? Thank you both! Keep up the great work. 14:42 - Mike: Not a question but more of a rant… It's 2021, almost 2022, can we all stop using ‘foo' and ‘bar' and ‘baz' when teaching a programming concept? I applaud both of you because I don't recall seeing any of your content ever using such atrocious terms, however, I'm sad to see other prominent educators in the web development community use these terms from time to time. I feel like there are so many better examples that we could use to explain a concept and the use of ‘foo' is just confusing to beginners. That's all, just wanted to get that off my chest. Thanks for a wonderful podcast! #nomorefoo 18:53 - Amir: Hey Wes and Scott, thank you for your awesome podcast. What are the best cities in Canada and USA to get (more quantity, highest-paying) developer jobs? 23:44 - LW: Hi guys, I am finally starting to get into GraphQL and I don't get it. Specifically I am working to convert an existing REST API to GraphQL. This seems really tough and there is not much guidance out there on how to do it. The main part I am unsure of is how to write resolvers. If I use the existing query then GraphQL just seems like an over-engineered filter method. If I write an individual resolver for each column in the table - that's gonna be 100s of resolvers and super annoying to write. Have either of you ever moved something from REST to GraphQL? And, if so, how did you handle this? 27:57 - Dan: How does someone learn and actually practice using these system design topics like load balancing, caching, and database sharding. I have never had the need to use some of these things in my day-to-day work, but recently been interviewing and in the system design portion of the interview I feel a little lost. I've read about these topics and watched videos but haven't really seen how to implement these things. Any good resource recommendations? 31:57 - Matt: How do you know if you can trust an NPM package, from an unknown developer, that does not have many GitHub stars and has relatively few downloads? (The repo that made me ask this question is https://github.com/Wondermarin/react-color-palette). NPM audit automatically runs when you install a package, do any of you ever use additional security checks? 38:32 - Yosef: Hi I'm a beginner front-end developer and I heard you saying that being able to copy prototypes is a valuable skill, so I found some Figma free template and I copied them, the question is can I put them in my portfolio or deploy them? 40:00 - Nick: Hey dudes! I picked up a freelance project to make a brochure-style website and found myself having trouble to decide on what tools to pick for this site. I wanted to ask you and get your take, what tools/tech would you use to build a brochure site? By this, I mean the site should have mainly company information that is ideally editable by the stakeholders and has a contact form. Thanks! 44:22 - Casey: Hi Scooter and Wild Wes! Why do I feel so dirty when I'm forced to use negative values in CSS? 45:45 - Gnommer: Do you use some cloud sync service to backup your directory with projects? I mean OneDrive, Dropbox etc. I tried to use it alongside with Git, and it just messed my files so badly. On the other side I feel very uncomfortable without any backup apart from Github. BTW, according to last Potluck: polish ‘ł/Ł' is pronounced like ‘w' in ‘what a sick podcast you have'. Best from Poland ;) Links https://www.ryzerobotics.com/tello https://www.mongodb.com/cloud/atlas https://snyk.io/ https://deno.land/ https://kit.svelte.dev/ https://astro.build/ https://www.gatsbyjs.com/ https://www.dropbox.com/ https://www.backblaze.com/ https://www.synology.com/ https://support.apple.com/en-us/HT201250 ××× SIIIIICK ××× PIIIICKS ××× Scott: The Way Down Wes: Wooster Shortcut Shameless Plugs Scott: Modern GraphQL with Prisma - Sign up for the year and save 25%! Wes: All Courses - Use the coupon code ‘Syntax' for $10 off! Tweet us your tasty treats! Scott's Instagram LevelUpTutorials Instagram Wes' Instagram Wes' Twitter Wes' Facebook Scott's Twitter Make sure to include @SyntaxFM in your tweets

Kim Scott is the author of Just Work: Get *t Done Fast and Fair as well as Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. She co-founded two companies that help organizations put the ideas in her books into practice. Kim was a CEO coach at Dropbox, Qualtrics, Twitter, and other tech companies. Kim previously held leadership roles at Apple and Google. Earlier in her career Kim managed a pediatric clinic in Kosovo and started a diamond-cutting factory in Moscow. Connect with Kim Scott: Just Work: How to Root Out Bias, Prejudice, and Bullying to Build a Kick-Ass Culture of Inclusivity Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity https://kimmalonescott.com/ https://twitter.com/kimballscott Podcast Info: https://www.nickholderbaum.com/ Nick Holderbaum's Weekly Newsletter: Sunday Goods Twitter: @primalosophy Instagram: @primalosophy YouTube: https://www.youtube.com/channel/UCBn7jiHxx2jzXydzDqrJT2A The Unfucked Firefighter Challenge

Drew Houston's first job was babysitting and he was making $3.00 per hour, but then he figured out that he could get paid more doing what he loved.. Game programming. He later started DropBox. He had many setbacks, and he had to face the demons in his head. He overcame all this and finally took Dropbox Public. Both he and his co-founder became billionaires. Let us see how he did it.

A feature interview with Iranian-American tech entrepreneur, investor, CEO and co-founder of the education nonprofit Code.org, Hadi Partovi. Hadi joins Jian from Seattle to discuss his first experiences coding on a Commodore 64 as a kid during the Iran-Iraq war, his migration to America with his family living in one bedroom, his ascension through Harvard to Microsoft and the development of Internet Explorer, becoming an early investor in startups like Facebook, Uber, airbnb, Dropbox, SpaceX, and life lessons learned with his mission to give back through computer science education for students around the world. Plus, the Roqe Team discuss the implications of a Persian “Squid Game.”

Helen Min, Head of Marketing at AngelList, discusses the pressure marketers face to continue discovering and mastering new marketing channels as regulations and consumer behaviors change at record pace. She also shares innovative tactics she uses at AngelList to create a culture that encourages ongoing experimentation and making quick pivots.    In this episode we also discuss: How the shift from live events to online events really made brands focus on the content The strategy behind why AngelList prioritizes growth programs that are aimed at existing customers over acquiring net new users  Being scrappy with your marketing dollars, spending like a startup and debunking that you have to invest a lot of dollars to have an impact Creating trust in highly regulated industries by respecting user privacy    Guest Bio: Helen Min leads marketing and communications at AngelList. She spent the last 12 years leading marketing teams at Plaid, Quora, Dropbox, and Facebook. Prior to working in tech, Helen worked in the advertising industry managing automotive and technology clients for Venables Bell & Partners and Young & Rubicam. Helen holds an MBA from UC Berkeley and an MS and BS in Communications from the University of Illinois at Urbana-Champaign. She currently lives in San Francisco with her son.   Brave Pick: This week's Brave Pick of the Week is Yubico . Check out their website here. ----------------------------------------------------------------------- About this Show: Brave is at the forefront of a new online privacy frontier and has unique insight into the future of marketing and advertising in a cookieless world. If you're an agency, brand marketer or entrepreneur challenged by the changes in ethical advertising, consumer privacy and buyer expectations, this podcast will provide a backstage view of how influential marketers at top brands and agencies are responding to what's next.   Music by: Ari Dvorin Hosted by: Donny Dvorin

Matthew Berman is President/ co-founder of Emerald Digital, a full-service data- and creative-driven digital marketing/ public relations agency that specializes in generating quantifiable leads and sales by: Mapping and generating consumer-journey-stage-specific touchpoints across multiple digital channels,  Developing and delivering personalized, consumer-journey-stage-specific content.  Typical clients are B2C premium consumer goods providers, B2B clients, and professional services (legal, healthcare, and some financial companies). Matthew talks about journey stages as being three funnels: awareness, consideration, and purchase. Awareness involves highlighting a consumer's major” pain points, introducing the client, and clearly presenting the client's unique benefits. At the purchase stage, where the user is already familiar with the client and trust and authority have been established, the message can be “a little more aggressive.”  The client, its product, and its target market determine the mix of content, platform, audience, and messaging needed to best address the target audience at each particular stage. Although the agency's focus is digital, Matthew says it will get into whatever space their target market is in. Matthew cites the example of a pet brand client with “two audiences.” When communicating with “the general public (traditional consumer channels), the focus is on digital with some print media, and media buying. For the industry-specific retail buyers (industry trades), the media mix is more traditional.  It has been difficult in the past to track billboard impact (except perhaps by sending viewers through distinct contact options). Today, companies can purchase digital space for times when prospective customers will be passing by that billboard, change up the message more frequently to keep it “fresh” or to meet the client's changing needs and goals (to increase business, build brand, hire new employees), or try to ping passing cell phones to track “views.” Matthew started his career in music production, selling songs through NYC ad agencies to support large brands' digital content. He partnered with a creative director contact to create Chunnel TV, a video curation and production platform. Funding for that evaporated with the Great Recession and Matthew moved to a traditional marketing agency in New Orleans to work on social and ambassador programs.  A few years later, he started Ember Networks, which provided other agencies with white-label social, web, and SEO support, and often consulted and collaborated with a close friend who owned Herald PR in New York City. On a joint project in the Turks and Caicos, they realized their teams were already integrated and that they would be able to tackle larger projects and work smarter if they combined the two companies. Ember Networks and Herald PR became Emerald Digital. When COVID hit, both locations shut down. Growth was exploding – the company probably tripled last year. Finding, hiring, and integrating new employees into the team was a challenge when everyone was remote. Processes needed to be thoroughly documented, mapped, and assessed; SOPs written, organized, posted, and automated; and communications tools updated and unified. In this interview, Matthew explains how a key tool of the agency's operationalization, a program called ClickUp, has allowed them to aggregate all their documents, automate processes, streamline reporting, and handle client communication.  Matthew is excited about how, today, his clients can tell never-ending stories and have ongoing narratives broken into digestible pieces across multiple platforms and multiple touchpoints and, even more so, how technological advances, AR, VR, AI will impact storytelling in the not-so-distant future. He can be reached on his agency's website at: https://emerald.digital Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I'm joined today by Matthew Berman, who is President and Partner at Emerald Digital with offices in New York, New York and New Orleans, Louisiana. Welcome to the podcast, Matthew. MATTHEW: Thank you so much for having me, Rob. ROB: Fantastic to have you here. Why don't you start by introducing Emerald Digital and what it is that you all are excellent in doing for your clients? MATTHEW: Absolutely. I am the president and a co-founder of Emerald Digital. We are a full-service digital marketing and public relations agency. Our superpower is we are exceptional at generating quantifiable leads and sales. We do this by mapping out and generating consumer touchpoints across multiple digital channels, and we strive to engineer these consumer touchpoints by the stage which the consumer journey and the user is actually in. If they're at the awareness stage, we have different content pieces generated just for them and personalized just for them. If they're at the consideration stage, we do the same thing. ROB: You've kind of teased it; give us all the stages as you all think about it. MATTHEW: Sure. At a very general level, let's think about awareness, let's think about consideration, and let's think about purchase. We can break them down into those three major funnels. We try to identify, based on the client that we have, what mix of content, what mix of platform, what mix of audience, and what mix of message we need to best speak to our audience at that particular stage. If we're just trying to generate awareness, we want to highlight what their major pain points are. We want to introduce who our client is, and we want to distill our message such that it can focus on the unique benefits that our client offers in an easy-to-understand way for our target market. If it's at the purchase stage, we would generally have communicated with that particular user several times by now, so we've built up trust, we've built up authority. Our messaging is going to be a little more aggressive. ROB: Give us a picture here. Dive down a little bit. Are there typical clients for you? Particular industry, particular size? What's the wheelhouse? MATTHEW: I think in general, we see two different kinds, although it certainly extends beyond that. But the two different kinds that we have are a B2C company, generally consumer goods, with a product or service that might be a little more premium, a little more expensive, whether that be a luxury hotel or a private jet or a luxury villa or a more expensive food item. So we see that. On the other side, we handle a lot of B2B clients and professional services. We deal very frequently in the legal and healthcare and sometimes the financial space. ROB: I can't let it just sit there – I need to know more about expensive food items. MATTHEW: One of the examples is we're working with one of the most premium hotdog manufacturers and sellers in the United States. You would normally think about a hotdog as just a few bucks, and the ingredients that would go into that are maybe not the ingredients you would want to eat. We're working with this great brand where all of their ingredients are ultra-premium. It tastes amazing. It might cost a few dollars more than your typical hotdog, but we have to break down, where would this product be sold? Who would it be sold to? What type of benefits would a prospective buyer be looking for? That might be health, that might be ease of making it, things like that. But they do taste great. [laughs] I always love working with our consumer brands, especially in the food and drink business, because one of the benefits that we get is we get to try the product. I've probably worked with 50 alcohol brands or something by now, and that's always fun because you have to try it out. You have to make recipes, you have to shoot the product. You get to meet fascinating people all over the country. ROB: That might help with recruiting too. MATTHEW: [laughs] It's always a fun gig. ROB: You're like, “Hey, come here. Here's who we work with.” That makes sense, especially on the premium food side. There's a trend here that is fascinating. You're talking about educating people around considered purchases, but it is interesting how it spans across consumer versus the business side. The awareness, the consideration, the purchase, that's all there. You're not very much into the transactional world. You have digital in your name, but I would imagine you also – how do you think about traditional media as part of the media mix when you're talking about these long-term considered purchases? MATTHEW: Oh, without a doubt. Our expertise is certainly in the digital world, and that's where my background comes from. But I think as our business grows and as we take on more mature clients, we very much had to get into the space where it's also billboard, it's also print. It really matters where our target market is. I'm not going to only focus on a digital solution if my client's market isn't active there. We're working with a pet brand now, and we have two audiences that we need to communicate with. We need to communicate with the general public; those would be our more traditional consumer channels, and for us, we definitely highlight on the digital side there. But we can also focus on print media. We can focus on traditional news, media buying, things like that. But then there's this other audience, which is very industry-specific. Those are your retail buyers, your industry trades. Things like that, we might go with a more traditional mix than a more digital mix. But I've been a big proponent of this digital revolution for many years. It's sort of mirroring what my own personal habits were. I'm 34 now, so I've seen – I'm at that age where when I was younger, it was only traditional, and I've seen more and more brands moving to the digital space. If the last few years have taught us anything, we went from where you had to sell clients on the concept of digital 10-15 years ago, but now they all understand that that's where they need to be. They just need to know exactly what they have to do and what exactly they should be doing. ROB: It probably gives you a pretty good advantage. A lot of traditional media is digitizing in the buying, whether you're talking about billboards, out of home, whether you're talking about TV and you have the OTT stuff. That becomes an increasingly digital buy, I think. You might know better. MATTHEW: You're absolutely right. We were hesitant to recommend things like traditional billboards to our clients in the past. We're this interesting marriage of being data-driven but also creative-driven. If we couldn't get the right data for why we were buying something or why a client should be there, it was hard for me to make that recommendation. I might say, let's conduct some hopefully siloed experiment where if we buy this particular billboard without digital capabilities, let's see if we can see any noticeable lift in sales or phone calls. We can have a tracking number. We can send them to a unique URL that's on the billboard. But if it was hard for us to measure, it was hard for us to manage. With billboards now, especially in the digital space, there are Bluetooth – I'm not sure what the phrase is, but there's this Bluetooth tracking on it so it can try to ping all the phones driving by to give us some information on that. We can also purchase particular space if we only want it between 12:00 and 2:00 and 4:00 and 6:00 when people are driving back and forth. It just gives us more options than a general “This billboard is on the corner of X & X.” ROB: I'm just curious, because I've seen things on billboards that I would never have expected would have the correct ROI for the cost. What is the cost and entry point to get into a digital billboard placement? I see restaurants hiring for chefs and I'm like, man, how does that ever ROI? Or maybe they're thinking more about awareness. It seems like it doesn't add up to me, but how does that work? MATTHEW: There is such a variation in what these prices are. It's tough to give you an exact number. I would think there might be a branding component there. We bought a billboard for a client a few weeks back, and we were looking at rural markets versus urban markets, how many people. The urban billboard, I think we were looking at something like $15-$20K a month versus the rural one was maybe $800 or $1,000 or something. ROB: Wow. MATTHEW: So there's a wide variation of what those costs should be. With a message like “We need to hire someone,” that's not the message you would expect. [laughs] I'm not tracking that; I don't know what their ROI is. It's possible they just really needed workers. But it's also possible they're thinking about it from a brand place. ROB: Right, I get that. It's like, “Hey, we're a restaurant, we're here.” Even maybe an opportunity afforded by digital is you get to shift up the creative more often, sometimes saying you're hiring and sometimes talking about your fish and chips. MATTHEW: That's exactly it. ROB: Rotating the message. MATTHEW: Yes. Frequency – we have to heavily consider that, because you don't want to give the same individual the same message 10 times in a row. It will fall flat. It may also be that that particular restaurant purchased a set amount of billboard space, and they were committed to that for X amount of months, and it came to be that they were already busy, or perhaps COVID changed things for them, and they decided, with the digital billboard, “Let's allocate 15% of that space to hiring. We've already accomplished some of the goals we intended to here, and the money has already been spent, so let's use it for something that can affect us right now.” ROB: Matthew, let's rewind the clock here a little bit. Talk us through the origin story of Emerald Digital. Where did this business come from? What led you to start it? What were you leaving behind? All of that. MATTHEW: Let me give you a little run-through here. I got into this marketing world – I've been a musician for over 25 years, and in my late teens I was heavily into music production. I started selling songs to Heineken, Hennessey, and some other large brands for the digital content they were at that time producing. I was able to do this through some ad agency contacts in New York City, which ultimately led me to partnering with one of the creative directors there, and we created a video curation and production platform called Chunnel TV. After the Great Recession hit, we were unable to raise any more money for that, and I moved to a traditional market agency in New Orleans, where I was heavily involved in social and ambassador programs. A few years later, I decided to start my own firm. This is I think where the story of Emerald begins. At that point, I started a firm called Ember Networks. We focused heavily on social, web, and SEO. A lot of the time, there were other agencies that were hiring us. They would say they were able to do XYZ, but they either didn't have the bandwidth or the ability to, so they white-labeled out. More and more over time, I began working with a firm called Herald PR, which is owned by one of my dear friends. He was in New York City. He was my college roommate, so we were always bouncing ideas off of each other. As an agency owner, it's always helpful to have that bouncing-off point. “How are you doing this? How are you doing that?” So we started working together more and more on escalating projects. After a few years, we had a client who was a villa in the Turks and Caicos. Villa Bella Vita. It's absolutely gorgeous. We went down there, we were shooting drones and doing pictures, and we had brought some of our other clients down. We said, “Why are we doing this separately? Our teams are already integrated. They're already working together. We're able to take on larger projects together and work smarter than we are alone, so let's create a joint venture.” So Emerald is a joint venture between Ember and Herald PR. And you get to work with your friends. ROB: And hopefully you get to go back down to that villa every now and again. MATTHEW: Yes, we do, actually. [laughs] ROB: [laughs] That's good, to revisit the origin a little bit in that way, for sure. MATTHEW: Yeah. That's one of the benefits of working a little bit in the luxury space. You get to look at some of these beautiful places. ROB: As we follow the narrative of Emerald Digital, that's a good starting point. What have been some key inflection points, some times in the business where the difficulty level ramped up a little bit? MATTHEW: Well, an obvious one I think would be last year. I think everyone was under similar stress. We had to shut down both of our offices, but at the same time, we were growing at a tremendous pace. We were hiring, hiring, hiring. I think our team tripled or something last year. We were trying to identify people, work with them, merge them into our team, and inculcate them on the business without being in the same physical space. So I would say that was particularly challenging. That very much led us to hyper-focusing on the documentation of our processes and making sure that we had the right communication tools in place to try to break down these physical barriers that we have now, because we have people all over the country now. While our team was mainly focused in New Orleans and New York, during the last year we've had people want to move out of Manhattan; we've had people trying to move a little closer to the middle of the country, whether that's the Midwest, Michigan, and we've had a certain amount of team members moving to Florida. So how do we collaborate? How do we communicate? How are we working efficiently in this environment where we're all separated? That was a pretty major challenge. But it really led us to hyper-focusing on what these processes were and then implementing a toolset that was able to mold our workflow so that we weren't looking at “This thing is on Dropbox and this thing is on Drive and this guy communicates on Zoom and this person communicates on Slack.” It was looking at all of the different things we were doing across two offices, and now we're trying to operationalize this entire business. ROB: That's a really interesting thread to pull on. What are some of those key tools, practices? What makes distributed work for Emerald? MATTHEW: The first thing was we had to write all of these SOPs. First it was, what are the different stages in the work that we have to do, whether it's account service, biz dev, sales, the content creation process – everything from the brainstorm to the client revision to the scheduling to the ad buying? It was mapping out each of these different things we do. I think one of the first things was we wrote this book. I think we had 91 individual SOPs. And it didn't at that point cover everything. So it was like, all right, we have all of these SOPs. No one's going to read 91 separate things, so we need to put them in a single place that everyone can see at all times, and we have to add video. We added GIFs. We unified all of the documents. We had that all in a drive. But then in the last few months, we moved over to a program called ClickUp. It's been fantastic. We're very happy to have moved over because we can aggregate all of our docs. We implemented all of our different processes into the actual software, so we were able to automate a lot of different things. We were able to streamline a lot of our reporting as well and a lot of our client communication. If there was a particular deliverable we had, we were able to have that automatically pull up. So if we have a social client that needs XYZ, when that job is created, it will pull in the SOPs that we have made and automatically pull in some of our primary documentation so that the employee doesn't need to go looking for it or even realize they have to pull that up. It'll just have it right there.  ROB: Sure, and then nobody has to ask where something is, right? They can go look for it, actually, which is helpful. MATTHEW: Yes. Not only be able to look for it, but to remind them that it's there. I think that first month when everyone was working from home, it was, “Where is this thing? Where is that thing? Which folder?” It was a big organizational task. Not only to have it where it's all in a place that the person can find, but it's to create automated reminders and touchpoints on our end so that we don't even have to find it. It's right there. “Hey, by the way, since you're making a social media post, here's a few things that might help you out. Here's previous creative. Here's file assets. Here's a step-by-step on how to do this. Here's a video. And if you need help, here's a simple form that you can fill out right there, and that form will automatically be sent to your superior, our management team, or even our leadership.” ROB: Has it been difficult for everyone to make that transition? It seems like that's a cultural shift, and with that comes the privilege of being able to be distributed, of being able to move to Florida whenever you want. But has that been a tough transition across the team in some cases? MATTHEW: I want to point out that I'm so happy with the way our team has adapted. Everyone has done a tremendous job, to the point where I think in many cases we're more efficient now than we even were before. But I think on a personal level, for many people, with that shift in not going to the office and being in the same house with all of your kids who can't go to school for months at a time, or for even the new hires, there's certainly difficulty there. Or we have employees who have older parents. So there's certainly difficulties. But I think on a professional level, our team has adapted to it tremendously. ROB: That's good news. It's a tricky transition. Now, as you're spread apart, how are you thinking about in person? Is there a cadence of getting together, or is it off the table for now? MATTHEW: That's a great question. With your previous question, you asked what some of the challenges are, and I think one of the biggest ones, especially for me and our creative team, is there are these great ideas that happen off the cuff around the water cooler, and you can sit around a whiteboard in the same physical space and be like, “Wouldn't it be cool if we did XYZ?” There is absolutely something to being in the same physical space. I don't want to discount that. Where I believe we will be moving to as things open up is a more flex time model, where you can come into the office two or three times a week and then you can work from home the rest of the time. If you're not in a location where one of the offices is, then obviously you cannot come in. But wherever possible, I think we're going to identify physical opportunities for everyone to get together, whether that's once a quarter or – we're not sure exactly what that frequency is. But we have several different cadences now for our team to brainstorm, to basically connect. We have an all hands meeting every Monday, every Friday, and then each of our separate teams meets every single morning. “What are we doing today? What are our goals? How did yesterday go?” Those are our primary touchpoints. Most of us are in communication with each other throughout the day anyway, but it's still good to get everyone on those face-to-faces. On a digital face-to-face, I should say. ROB: [laughs] Absolutely. Matthew, as you think back on the journey so far, what are maybe some lessons you have learned that you would tell yourself to do a little bit differently if you were starting from scratch? MATTHEW: I think to document these processes is something I would've done much, much sooner. It would've helped us scale a lot faster, and I think a lot more efficiently. So certainly that. And it would have allowed us to train and hire people in a much easier manner, and I think for us to even identify what some of our own roadblocks were and to have a better understanding of what repeatable processes we have and where we can identify pain points and how we can grow those. And certainly another one for myself – for many years, I wanted to see every creative and had to approve it. It was almost like all roads went through me. That's a tough thing to let go of, but as a business owner, you have to. You have to trust the people that you're hiring to make the decisions that you hired them to do, and only to come to you when they need you, or for you to bring them that strategic vision or directive. But give them enough room to do their job properly. So I would say, “Chill out, Matt. Let go.” [laughs] Bring on the smartest people that you possibly can. That's a really major part. You as the business owner want to be the dumbest person in the entire room. Your job is to hire the smartest people for the best job that you can find, and hire them no matter what it takes so that you can trust them to do what they do well. ROB: How do you time that transition? Because clearly, you start the thing from zero and you're going to be working in the business, necessarily. Very few people – I know one guy that bought five agencies and he just starts being in charge. But for most of us, you're starting with a special talent. You're starting with that skill that you have being the reason that people come to you, and then you start having people fill in some of your weaknesses, and then people who also have your strengths. How do you think about when to start turning the corner on getting yourself out of every piece of creative? How do you time that? MATTHEW: That's a great question. Certainly bringing in smart people and then making sure they know exactly the job they're supposed to do, and then giving them – maybe working with them for the first month or two, where you are a little more hands-on, and just ensure that your processes work. Just oversee. Say, “I built all these processes out. I have trained you. Here's enough room for you to do it yourself.” And you set, “Every Thursday I'm going to dedicate three hours to ensuring that this foundation that we've made is actually working.” You start with different topics. Maybe I'm going to let go of all of the creative when it comes to social posts and video production, but I'm still going to hold on to this web dev side. For now, I want to be able to test everything and I want to be able to overlook the code. I just want to make sure everything's working properly. I think one by one, start making sure that each of those teams has that process down. I would start thinking about what unique assets you have. Are you the best at social? Are you the best web guy? Are you the best for overall strategy? Did you create a web firm because you're a killer coder? Start thinking about the things that you can offload that maybe don't fall into your expertise as much as the others. ROB: That makes perfect sense. As we look at the future of Emerald and of the work that you do for clients, what's coming up? What's the future look like? What's exciting there? What should we be looking out for? MATTHEW: Awesome. If we talk general industry – and I kind of mentioned this before, but it felt like for many years we had to pitch about why you should be in the digital space at all. That conversation, especially in the last two years, has really shifted to “You know that you have to be here. Now we can do some really interesting things.” Our clients are much more on board with this concept of telling a never-ending story, having an ongoing narrative that can be broken up into digestible pieces across multiple platforms, multiple touchpoints. I think that's very exciting as a storyteller. We can create video, we can create audio, we can do all these interesting things. I think that's really fun. That brings us to what's on the horizon. We're not going to be using the same platforms forever, and they change all of the time. More and more, we're seeing movement in the AR, VR, and AI space. I think it's really exciting. There's this fantastic firm up in New York that we are friends with, and some of the stuff they create is this marriage of a digital space with a real-world space. I think as a storyteller, that opens up so many different avenues for us, because now all of your content and all of your communication doesn't have to be flat. It can be 3D. It can be all-encompassing. You can build things that can sit on someone's table and look like they actually exist. So I'm very excited for that AR/VR space, and then on the AI side, it's certainly helping us to more intelligently gather and parse out what our data means, but also to create content faster. ROB: Lots going on there. It would probably be a whole interesting other conversation to get into the level and approach and who's appropriate to get into AR/VR. But I think with the right creative people, a lot is certainly possible. MATTHEW: Yeah. I definitely think we're still a few years out, and it's probably a matter of one of these big tech firms releasing the Apple Glasses or a contact lens. I think the general user hasn't adopted these yet. We're very much still in the first mover advantage. It's not quite there. But part of our role as a business owner here is to set the business up for success 10 years from now. We don't want to be the best Facebook ads guys in 10 years. We want to be the guys that are doing the next thing great as well. ROB: Excellent. Matthew, when people want to track you down, and Emerald Digital, how should they connect with you? MATTHEW: Check us out at https://emerald.digital. ROB: Awesome. We get these hot new domains. I kind of want to get a .digital myself, but maybe just to track my billboard ads. I don't know. We'll get there. [laughs] MATTHEW: Yes, done. [laughs] ROB: Thank you so much, Matthew. Thank you for coming on, for sharing. Best wishes to you and the whole Emerald team. MATTHEW: Thank you so much. ROB: And all the good stuff going on in New York and New Orleans and beyond, right? MATTHEW: And beyond. ROB: Excellent. Have a wonderful day, a wonderful week, and thank you so much, Matthew. MATTHEW: Thank you, Rob, for absolutely everything. Cheers. ROB: Cheers. Bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

In this episode of Syntax, Scott and Wes talk about running a podcast — recording, sponsoring, where to start, and more! Freshbooks - Sponsor Get a 30 day free trial of Freshbooks at freshbooks.com/syntax and put SYNTAX in the “How did you hear about us?” section. LogRocket - Sponsor LogRocket lets you replay what users do on your site, helping you reproduce bugs and fix issues faster. It's an exception tracker, a session re-player and a performance monitor. Get 14 days free at logrocket.com/syntax. Cloudinary - Sponsor Cloudinary is the best way to manage images and videos in the cloud. Edit and transform for any use case, from performance to personalization, using Cloudinary's APIs, SDKs, widgets, and integrations. Show Notes 01:45 - Recording Setup Zoom to chat Record on Zoom Quicktime Logic Riverside Wes: Heil PR-40 dbx 286s Scott: Electro-Voice RE20 Cloudlifter dbx 286s 09:13 - Notes Shows begin as a Notion doc Big outlines with a point-based outline to where to go Sometimes points are detailed, other times are just one-word reminders as to what to hit Sponsors pulled from a Notion relational table Shows are created in a kanban board but moved to a calendar view 12:37 - How do you find stuff to talk about?! Technical skills Hasty Tasty Potluck Game shows Collabs ShopTalk Collab Changelog Collab Soft skills Productivity Apps We Cooked It: Explainer Episode Add ideas to the list anytime it pops into your head 21:02 - Editing Podcast Royale We record a clap for syncing Upload to Dropbox for our editors 22:07 - Hosting Libsyn Archaic feeling, but covers everything 22:36 - The website Next.js Open source PRs are submitted adding the latest episodes 24:10 - Transcripts Generated 24:40 - Would you still start one? Podcast vs YouTube vs Twitch 29:20 - Getting popular / Marketing How do you do it? Consistency is key Need external audience 35:34 - Sponsors Five to six hours per week in prep Most of our sponsors are products we already used We sell and manage all our sponsors ourselves 42:17 - What about Patreon? Ad-free version? 46:04 - Live shows Confs Livestream Links Delicious Brains Syntax Ep 004: JavaScript Tooling LulaRich ××× SIIIIICK ××× PIIIICKS ××× Scott: Untold: Crime & Penalties Wes: Roadrunner: A Film About Anthony Bourdain Shameless Plugs Scott: All Courses - Sign up for the year and save 25%! Wes: All Courses - Use the coupon code ‘Syntax' for $10 off! Tweet us your tasty treats! Scott's Instagram LevelUpTutorials Instagram Wes' Instagram Wes' Twitter Wes' Facebook Scott's Twitter Make sure to include @SyntaxFM in your tweets

I sat down with my Justin.tv cofounder, Michael Seibel, to talk about how we turned our live reality show Justin.tv into the global platform that eventually became Twitch. Michael was previously the CEO of Y Combinator, the seed stage fund known as the first investor in Stripe, Dropbox, Instacart, Coinbase, Reddit, and thousands of other startups. Michael is one of my closest friends and an amazing mentor. In this episode we talk about his education at Yale, founding Justin.tv together, mentoring the Airbnb founders early on, how to get funded by Y Combinator, and so much more.  (This episode was originally released as S1:E1 in 2020) If you liked  this episode, check out our YouTube channel and follow us on Twitter! A thank to our sponsors Universe and CashApp for making this podcast possible.   THE QUEST MEDIA | CONTENT MEETS SILICON VALLEY |

Sean McCabe is the founder and CEO of seanwes media, and Daily Content Machine. Sean is a prolific and successful creator, author, and influencer. His course, Learn Lettering, made $80,000 in the first 24 hours. For nearly a decade his podcast, blog, and courses have helped creators grow their brands, content, and skill sets.Sean's website is a treasure trove of courses and resources for anyone looking for business knowledge and creative support. Sean's book, Overlap, shows creators how to turn their passion into a successful business while working a full-time job. His podcast includes almost 500 episodes on content creation and entrepreneurship. His latest venture, Daily Content Machine, turns creators' best content into clippable moments they can share across their social media accounts.I talk with Sean about what it's like being a successful creator. We talk about growing your audience and connecting with them. We cover how to learn new skills fast, and about developing a growth mindset. We also talk about managing stress as a founder, how to handle burnout, and much more.In this episode, you'll learn: Why good writing is the foundation of great content How to connect better with your audience Leveraging short-form content to grow your brand Pricing at full value without feeling guilty How to avoid burnout, and what to do if you're already there Links & Resources Sean McCabe on The Nathan Barry Show episode 003 Craft + Commerce conference ConvertKit Enough Ryan Holiday James Clear Marie Forleo Ramit Sethi Sean McCabe's Links Follow Sean on Twitter Check out Sean on Instagram Sean's website Daily Content Machine Episode Transcript[00:00:00] Sean:If you are a founder, you should be in therapy. Full-stop. You need a therapist. I thought I didn't. I had a great upbringing. I'm all good. Everything's healthy. I don't have any problems. The problem was I didn't know the problems that I had. I didn't realize what I was stuffing down. I didn't realize what I was avoiding.There is so much to unpack that you don't know you need to unpack.[00:00:30] Nathan:In this episode I talk to my friend, Sean McCabe. We've known each other for seven years now. It's been a long time. We've been in a mastermind group together. He's actually been on the show before. Sean is a wildly talented designer. He got his start hand-lettering.I think last time he was on the show, years ago, we were talking about that aspect of his business and how he built this substantial course business. Selling courses on hand-lettering, on marketing, on writing. He's spoken at our conference Craft + Commerce, all kinds of things. Sean is one of the most prolific creators that I've ever known.It's also super fun that he's a friend and lives right here in town. We just have a great conversation. We talk about how you create content, which is one of those things that it's not even how you create content, it's why. Where that comes from. The internal drive in what you use. Where you choose to have as a source of fuel and energy to put into that creative output.How some sources are really good and productive, and others can be kind of like a house of cards, and it can be harmful. We also talk about scaling teams as a creator. How do you know when to build out a team around your business? He's done that two different ways. So I get to ask him about some of the things he's learned and applied differently.I'm going to stop there. There's a lot of good stuff. So with that, let's dive in.Sean. Welcome to the show.[00:01:59] Sean:Hey, Nathan, just saw you recently. We were playing volleyball, or something.[00:02:03] Nathan:Or something, like two days ago. You moved to my city. It's kind of…[00:02:08] Sean:Yeah. It's horrible. It's a terrible place. Boise. Don't move to Idaho.[00:02:15] Nathan:You mean Iowa? Boise, Iowa.[00:02:17] Sean:Iowa. Yeah. Don't, yeah. Did I do okay?[00:02:21] Nathan:Yeah. That's exactly what you're supposed to say. If you Google something about Boise, Google has the accordion of extra questions, or things you might want to know. One of them is, “Does Boise smell?” and it's just like auto complaints in there.And I was like, what is up with that? I clicked on it, and it's this satirical article that has 12 reasons you shouldn't move to Boise. One of them is the city dump is right in the middle of the city. Another one is like that the Ebola outbreak hasn't been fully contained yet.So it's not really safe. I think there was something about lava. Anyway, it's just an article about all the reasons to not move to Boise. So I think you're right in line.[00:03:08] Sean:Stay, away. That's what they tell me to say.[00:03:11] Nathan:Yes, but if someone were to ignore that and move to Boise, they could come to our weekly volleyball game on Wednesday nights.[00:03:19] Sean:It's casual. It's open.[00:03:21] Nathan:Let's try it. Yeah. It's been so fun having you and Laci here. It's also been fun because you started a new company. Your company is producing and editing and creating all the clips for this podcast. So, connections on so many levels.[00:03:37] Sean:Yeah. We produce this show, like the video show, the audio show, and then find clips and make those clips for social media. It's been great. We love this show. Our team's favorite content. So, I'm a little biased, but it's fun to be on. Because my team's going to work on this.[00:03:58] Nathan:Yeah, exactly. I made sure to spell your name correctly in the setup, and I know they'll get it all.I wanted to ask what sparked—like maybe first give a summary of Daily Content Machine, since that's what you're spending nearly all of your time on. More than a normal amount of time on. So, what sparked it, and what is it?[00:04:19] Sean:Fun fact. This is not the first time I've been on the show. The last time was episode three, 2,624 days ago.[00:04:30] Nathan:Give or take[00:04:32] Sean:I was doing different stuff then. It's been a crazy journey. Right now the newest iteration is an agency.We produce video clips. We turn long form video shows. If you have a video podcast or other kind of long form video content, we found that the hardest part is finding all the good moments in there, and turning those into short clips. That's what we do. I designed it for myself, really.I wanted it to be where you just show up, you record, and, everything just happens? What is your experience, Nathan, with having a video and audio podcasts made, and clips and all that published? What do you, what's your involvement.[00:05:14] Nathan:Yeah. So I think about who I want on the show, I email them and say, will you come on the show? And then I talked to them for an hour, and then I read no, either way. I don't even do that. Yep. That's my full involvement. And what happens is then really what I see is when the show comes out, which I don't touch anything from that moment on. I actually probably notice the show coming out like, oh yeah, that's the episode that we post this week. Cause we have a three week delay on our, production schedule. And so I noticed like, oh yeah, I had a David Perell on the show when I get the Twitter notification of like, David, Perell just retweeted you.And I'm like, oh, what did oh, right. Yeah. Because his episode came out and then every, I mean, David was especially generous. Right. But every clip that week seven in a row, he retweeted and posted to his, you know, hundreds of thousands of Twitter followers. Right. Cause it makes him look really good. It's clips of him delivering these, you know, soundbites of genius, perfectly format.And he's like great retweet share with my audience. I think that one, I picked up like hundreds of new Twitter followers, just, you know, maybe more just from, from, that. So it's a, it's a great experience. The side that I haven't done as much with that I really want to. and you and I talked about this a lot when we. Like early days of Daily Content Machine and what could it be? And, and then, getting my show set up on it is the transcripts in the show notes that you all do. cause first you found the most interesting points of the show and then second there's text versions of all of that. And then they're all like neatly edited and, and everything.And so,[00:07:01] Sean:A lot of re-purposing options.[00:07:04] Nathan:Yeah, so like if you ask the same question or a similar question, like, Hey, how'd you grow from a thousand subscribers to 10,000. Tell me about that process. If you ask that consistently, which I'm not great about asking the same questions consistently, but then over the course of 20, 30 episodes, you have this great library of answers to that question and you could make like compile it all, write some narrative and it's like, oh, there's an ebook that would be 15 pages long and could be a free lead magnet or a giveaway or anything else. It's just a total by-product of the podcast and Daily Content Machine. So I'm a huge fan. That's my experience.[00:07:42] Sean:Well, it's great to hear. yeah, we wanted to make it, I wanted to make it, so I just show up. I record myself doing a podcast with the camera on, and then I walk away. Like I don't have to, the footage sinks. It goes to the team. They produce it. They made me look good. They make me sound good. They find all of the best things. I said, things my guests said, they think about my target audience. What are their struggles? What are their goals? What do they want, what do they need? How would they search for it? How would they say it themselves? And they work together to come up with good titles for them, then produce it, flawless captions, you know, do the research, how's the guests build their name.How does their company name capitalize? Like make sure it's, it's all polished and then publish it everywhere. So I just show up once a week for an hour and record, and then I get to be everywhere every day. That's that's at least the goal. And I'm hearing you say like one of the benefits, but one of the benefits of finding clips out of your long form shows to post on social media is you give your guests something to share.And there's kind of two, two ways of approaching podcasts. And one is kind of the old school way, you know, People used to blog and the used to subscribe to RSS feeds and like, you know, that's how they consumed their content. And definitely you still want to build your own platform, have a website, have a blog, you know, definitely have an email newsletter on ConvertKit but now we're, we're posting Twitter threads. We're posting more content natively and people are consuming more natively on the platforms. So there's the old idea of, I have a podcast, here's a link, go listen to my podcast, go watch my podcast, go watch my video shifting from that to, Hey, why don't we deliver the best moments of the show?Because people are consuming short form content, and that's how they're evaluating whether they want to subscribe, whether they want to spend an hour listening in depth to that interview. We're giving them all of these entrance points and just providing value natively on the platform. Instead of asking them to go off the platform and interrupt their experience, it's here you go.Here's some value here's where you can get more.And, and that that's such a great way to. Bring new listeners on as well as to give the guests something to share, because think about the experience between a guest, being told like, Hey, your episodes out, will you, will you share a link to it? And they're like, Hey, I was on a show, go listen to the show.It's such a great interview. You know, we, we do it. We want to help out that, that person with the podcast. But imagine if the best moments that, where you said that the smartest things with all of your filler words remove and your tangents remove was tweeted, and there's a video right there. All you have to do is hit retweet.It's free content for you. It looks good. But then also for you as the show host, it promotes your show and gives you a new awesome.[00:10:28] Nathan:The other thing in it, like the retweet is fantastic, but a lot of people want that as original content on their social channel. And so having like the, the deliverable that I get from you all is, is. Yeah, it just shows up in Dropbox of here's all the videos for all the platforms and everything, you know, from my archives and all that.And I've sent those on to the guests when they're like, Hey, can I post this? Not every tweet. Like I want to post it with my own, title or tweaks on that. And so I can just share that whole Dropbox folder and they'll, they'll go find the exact thing they want to share and, and use it in their own softens.Like, yes, absolutely. Because the pre-roll or like the, or the post roll on that video is like, go subscribe to item newsletters. It's like, yes, please.[00:11:14] Sean:And it's not like Nathan, that you would have trouble getting guests, but if one had trouble getting guests for their show, or you want to get someone that's like really big, really busy, they get all kinds of requests all the time. Well, imagine if they're evaluating between these different shows, you know what, what's the audience size?What am I going to get out of it? You know, especially if you don't have millions of downloads on your podcast. Well, if you're providing these additional assets, like, Hey, we're going to make clips of this. You're going to get content out of this. It can help people make that decision to come onto your show as opposed to maybe another.[00:11:46] Nathan:Yeah, totally. I want to go, so somebody different directions. This is, we talked about an agency and the business that you're starting. I have a question that I've kind of asked you one-on-one sometimes. And I want to know why build a business with a team and like build this X scale of business rather than go the indie creative route.Right? Because if we want to, if you wanted to say independent, no team, you could probably make a business doing $250,000 a year. Work on it, maybe 20 hours a week, something like that, you know, hanging out in the studio, you'd still have your podcast. You could sit down and like, you're one of the most prolific writers I've ever met. so you could do a bunch of those, those things. And yet you keep trying to do and succeeding in doing these much harder businesses of building a team. And I have to know why.[00:12:39] Sean:Nathan, I don't know. I don't know why. I kind of know why, uh it's it's like it's going to get deep. I mean, it, it probably really goes back to childhood and being, being the oldest of 13 kids feeling like. I don't know if my parents are watching, but like, I felt this, this pressure to be successful, to be a good example, to be, to be a leader, you know, like to be productive.And, you know, I'm working through a lot of that stuff in therapy, like learning, like where did my motivations come from? And like, you know, it is this healthy because, you know, you know, my, my background of extreme workaholism for like 10 years, like, Nope, no joke. It was really bad. Like 16 hour days, seven days a week for 10 years, like all I did was work and like that's, that's my tendency.And I think something beautiful came out of that, which is this sabbaticals idea where since 2014 now I've taken off every seventh week as a sabbatical. So I work six weeks and I, I take off a week and we do that with our team and all of our team members. I paid them to take off sabbaticals and it's just been beautiful.The heartbeat of the company. And like, it's been really good for me as well in terms of, you know, burnout prevention and just unlocking my best ideas, but that's, that's my tendency. And, you know, th there's, there's all kinds of reasons. And, you know, there there's messages that we hear that maybe were said or implicit, you know, growing up that we internalize.And so I think, honestly, Nathan it's, it's probably just like chasing, like, I'm going to be dead honest, like, like it's, it's just like, I think of your post that post that you titled about enough, you know, and, you know, thinking through it, like, like if I were to just think of a number, you know, it's like, no, that's not enough, you know, and I know that's not healthy.So like, yeah, I could totally, I could totally do the solo thing. I could totally make 600. Work part-time, have less stress and maybe I should, you know, maybe I will eventually, but there's something in me that wants to build something bigger, but at the same time, it's just so much fun. Get it, like, I just love processes and systems and like, you know, building things that can scale.And so, yeah, it's.[00:15:08] Nathan:Well, let's lean into it more because I have the same thing on two different sides. Like I made the same leap from a solar creator to having a team. and there's sometimes I miss aspects of the solo creator thing. Like there's a level of simplicity and like, I look at somebody's product launch or something, and it does $25,000 or $50,000.And I'm like, oh, I remember when that amount of money was substantial in that it moved the needle for the business and like, and drove real profits. Now, like 25 or $50,000 gets eaten up by that much of expenses, like immediately, you know, cause the, the machine is just so much, so much bigger. And so I have the same thing of, of pushing for more and trying to figure out what. Like, what is that balance? And, and, yeah, I guess, how do you think about the balance between gratitude and enough and drive and ambition?[00:16:08] Sean:Yeah, that is a great question. It is. It is a balance. And as someone who has a tendency towards all or nothing thinking like, I'm, I just get obsessed. Like if I'm, if I'm about something like, I'm just all in, or I don't care at all. Like I'm really not in between. And that I think is a double-edged sword.Like it's a reason for my success, but it's also a reason for all of my downfalls and like, you know, going years without exercising and losing relationships and friendships, because I was so consumed by what I was building, you know, it is very much a double-edged sword. And so I think the answer is balance, you know, in what you're saying, w what do you, what do I think about the balance?I think it is a balance. It has to be, you have to be operating from a place of enough and then have things that are pulling you forward. You know, something that you're working towards having goals I think is healthy. You know, it's. Something that gets you out of bed in the morning. You're excited about what you're doing.You have this vision for where you're going, but it's operating from a healthy place of, I'm not doing this to fill a void in my soul. Right? Like I'm not doing this because I believe I'm not enough because I believe I'm not worthy of something. But, but because I know, yes, I matter I'm worthy. I'm important.And I'm excited. Like, I think that's the, I'm not saying I'm even there. I just think that's the balance to strike[00:17:34] Nathan:Yeah. I think you're right in this. It's interesting of the things that you can do in your, I guess, life, maybe the creative Dr.. I think there's a tendency of using that insecurity to drive creative success that can work really, really well for an amount of time. Like if you need to finish a book, grow your audience to a thousand subscribers, you know, like accomplish some specific goal.And he used the chip on your shoulder and the feeling of like, this person doesn't believe in me and that like triggers those deep insecurities on one hand, it's wildly effective and on the other, it can be super destructive and it's such a weird balance and place to sit in.[00:18:21] Sean:Yeah, a double-edged sword, for sure. Like it can, it can be what helps you succeed? And it can be your downfall. So you have to wield it wisely. unintentional illiteration you ha you have to be careful with that because it's so easy to just get consumed by it, to drown in it, to let this, you know, whatever it is, this, this, this drive, this motivation, the chip on the shoulder, whatever it is to let it take you to a place where you're just like, along for the ride, you know, on a wave, going somewhere on a, on a, you know, a tube floating down the river, right.You're just being taken somewhere, but are you being taken where you wanna go?[00:19:05] Nathan:Well, yeah. And then realizing, like, it might feel like you are up into a point, but then I guess if you're not aware of it and you're not in control of it, then you'll get to the point where the thing that you were trying to succeed, that the book launch, you know, hitting $10,000 in sales or whatever else, like that's not going to have any of the satisfaction and.[00:19:25] Sean:If I can take an opportunity here just to speak very directly to a point. If you are a founder, you should be in therapy. Full-stop like you, you need a therapist. I thought I didn't. I was like, I had a great upbringing. I'm all good. You know, everything's healthy. I don't have any problems. The problem was, I didn't know the problems that I had.I didn't realize what I was stuffing down. I didn't realize what I was avoiding. There's so much stress, you know, being a founder or even any, any C level executive in a company, like there's just so much going on, and you're responsible for so many things it affects your personal life. It affects your relationships.It affects how you see yourself. There is so much to unpack that you don't know, you need to unpack. And there's probably also stuff that, you know, you need to unpack. and Maybe you don't want to, but I went my entire life until the past year. Never going into therapy, never went to therapy. I'm like, yeah, that's great.You know, if you have some serious problems or a really bad childhood or whatever, like yeah. That's, you know, I support, it like positive, you know, like golf clap and I'm like, oh my gosh since I've been going on. I'm like I didn't know why I was doing the things I was doing, what my reasons were, what my motivations were, the ways that it was unhealthy to me, the way that it was affecting my relationships.So I just want to encourage everyone to go to therapy. I promise it's going to be beneficial[00:20:53] Nathan:Yeah.I cannot echo that enough. I've had the same experience and just having someone to talk through whatever's going on in your life, whatever, like even just interesting observations. When someone said this, I reacted like that. And that doesn't quite add up. Like, can we spend some time digging into that kind of, you know, and you realize that like, oh, that wasn't, that wasn't a normal, like healthy reaction.And it had nothing to do with what the person said or who they are or anything like that. I had to do it. This other thing, the other thing that I think is interesting about therapy is when you're following people online, you're partially following them for the advice and what they can do for you and all of that.But I think the most interesting creators to follow are the ones who are on a journey and they bring their audience, their fans, along that journey with them. And a lot of people are on a really shallow journey or at least what they put out online is a really shallow journey of like a, I'm trying to grow a business from X to Y I'm trying to accomplish this thing.And it's like, Like, I'm happy for you. There's like tips and tactics that you use along the way. And that's moderately interesting, but I think if you're willing to dive in on therapy and why you do, or you make the decisions that you do and what really drives things, it makes for as much deeper journey, that's a lot more interesting to follow. And all of a sudden the person that you followed for like learning how to do Facebook ads is talking about not only that, but the sense of gratitude that they were able to find in the accomplishments that they made or how they help people in this way or other things that's like a really authentic connection.And I think that, even though like growing a more successful business is not the goal of therapy and, and all of that. Like, it has that as a by-product.[00:22:42] Sean:It does. It definitely does. Although I'm, I definitely look at things the way that you're saying, which is like, what is. Productive output of doing this thing. And it's like, yeah, that's why I need to be in therapy to understand why I apply that lens to absolutely everything. but I I've found it immensely helpful.I would say I would echo what you're saying. in terms of sharing your journey, both the ups and the downs. I think that the highs of your journey are only as high as the lowest that you share, because otherwise it's just kind of it's, it's flat, you know, there's nothing to compare to like th th in the hero's-journey-sense you know, we we're rooting for the underdog who is going through challenges, and then we're celebrating with them when they have the wins.If you know, if you're not sharing the, the, the low points, it's not as relatable. Now that doesn't mean you have to share everything you're going through. You don't, you know, you can keep some things, you can keep everything personal. I'm just saying, if you have the courage to share what you're going to find is that you're not alone.You're not the only person going through these things. You're not the only person feeling these things. And sometimes the biggest failures or, or the things that, that hurt the most or the most difficult to go through when you share those, those can actually resonate the most. That can be where your, your community really steps up.And you, you feel that, more than any other time.[00:24:07] Nathan:Yeah. I think that, like I wrote this article a few years ago, titled endure long enough to get noticed, and it was just actually wrote it, it was off the cuff. I was on a plane just like needed to get something out that week. And it was an idea about serum on my head and I wrote, wrote it out, send it off.And, just the replies from it, because it took a more personal angle and it was talking about some of the struggles and a bunch of the replies were like, oh, that's exactly what I needed in this moment. Like, I was about ready to give up on this thing, you know? And, and that was that bit of encouragement. It ends up being this thing that feeds both ways. If you're able to take care of your audience and then if you let them, your audience can take care of you of saying like, oh, that that was really, really, meaningful.[00:24:49] Sean:Can I turn it around on you for just a second and, and ask, I, I know Nathan, you've been writing recently, you're on a bit of a streak and for those. Following your journey for a long time. They know you've, you've gone on streaks for periods of time. You made an app to log those things. We're talking about this recently.And I was just curious, what, what made you start writing again? And it may be, if you can touch on like the identity piece that you were sharing with me.[00:25:17] Nathan:Yeah.So most good things that have come in my business. Many of them, at least for a whole period of time, he came from writing. I wrote a thousand words a day for over 600 days in a row. And like, that was. Multiple books, a 20,000 subscriber audience, like just a whole bunch of things so I can work it from and everything else. And I've, I've tried to restart that habit a handful of times since then. And yeah, you were asking the other day, I'm trying to think, where are we out of the brewery? Maybe? I don't know.[00:25:51] Sean:Yeah. Something like.[00:25:51] Nathan:Well, I've all something. And you're just asking like, Hey, you're restarting that what what's driving that. And the thing that came to, I actually came to it in a coaching therapy conversation was like, I'm a writer. That's who I am. You know, it's part of my identity and yes, I'm also a, a creator and a startup founder and CEO and whatever else, but like, realizing that. I'm most at home when I'm writing, that's not what I'm doing. Writing is my full-time thing. And like, here's the cadence that I put out books, you know, obvious thing of like Ryan holiday, he's super prolific, like a book or two a year, you know?I'm not a writer in that way, but I, I have things to say and, words have an impact on people in the act of writing has such an impact on me that I realized that I feel somewhat of this void if I don't exercise that muscle and stay consistent of not just like teaching and sharing, but also taking these unformed thoughts that bounce around in my head and it, and like being forced to put them out in an essay that is actually coherent and backs up its points and like, Yeah, it makes it clear.So anyway, that's the, that's why I'm writing again. And so far it's been quite enjoyable. I'm only on, I think, 20 days in a row of writing, writing every day, but it's coming along now. I have to look. 21 today will be 22.[00:27:19] Sean:Nice. Yeah. Right. Writing is so great for clarifying thinking. And I love the, the identity piece. It's like, I'm a writer, you know, that's what I do. And I think it's interesting to think about whether it's kind of chicken and the egg, right. Maybe, maybe James clear would, would disagree, but like, does it start with a belief that you're a writer and therefore you write, or is it the act of writing that makes you a writer?And if you, if you aren't writing, then you're not.[00:27:50] Nathan:Yeah. I wrote something recently and maybe it's a quote from somebody of, if you want to be the noun and you have to do the verb, you know, and so we're looking for, how do I become a writer? How do I become a painter? How do I become a musician An artist, any of these things? And it's like, if you want to be a writer?Yyou have to write, you know, like, and I think we, we get so caught up in the end state that we start to lose track of the, the verb, the thing of like writers, write painters, paint, photographers, take photos, you know? And so if you're not seeing progress in that area, then it's like, well, are you actually doing the verb?And yeah, that plays a lot into identity and, and everything else.[00:28:37] Sean:I like what James, James clear says about like casting a vote for the person you want to[00:28:43] Nathan:Yeah, I think I referenced James on. So it's the, I reference you probably every fourth episode. And then James, maybe at like, just on alternating ones.So the thing that I quote you on all the time is the show up every day for two years, like I always had create every day as a poster on my wall, and I really liked the for two years, angle. And so I I'd love for you to share where does the for two years part come from and why, why that long? Why not for two months or two decades or something else?[00:29:16] Sean:Right. It really, the whole show up every day for two years, idea came from me, drawing letters, hand lettering. You know, you think of the Coca-Cola logo. That's not a font. That's, you know, customer. That's what I would do is draw letters. Like, like what you have behind your head, that type of style of lettering.And I just enjoyed doing that and I, it wasn't a job or anything, and I really didn't pursue it seriously for a long time, even though I enjoyed it as a kid, because I thought I could never make a living at this, you know? And it's that like productivity filter again, what can I be successful at? You know, as opposed to like, Hey, what do I enjoy?You know? And, it took an artist telling me, Hey, if you enjoy it, just create. because cause you enjoy doing it. Just create. I was like, yeah, I don't know why I needed that permission, but I did. And I just started creating and I was creating for me, like, because I loved it. And I was sharing on Instagram and Twitter and places like that, the drawings I was making, but nobody really cared or noticed for the first two years.And it, it, it, that was okay with me because I was doing it for myself. I loved the process. I love the act of. But somewhere right around two years, it was just this inflection point. It's kinda like you say, you know, like do it until you're noticed, right. And people started asking for custom commissions, do you have posters?Do you have t-shirts? And the reason I recommend that people show up every day for two years is it's not going to happen overnight. You know, hopefully in that time you find the reason for yourself that you're showing up. and the two years part is arbitrary for some people within eight months, they're on the map and people notice their work and maybe they could quit their job or, or whatever.Right. But two years is really just to give people a mark, you know, to, to work towards. by that time they figure out like, oh, it's not actually about two years. It's about showing up every day.[00:31:16] Nathan:Yeah. And a lot of what I like about two years is it since your time horizon correctly. and it helps you measure your like past efforts. I think about, you know, if you've thought about starting a, like learning a musical instrument or starting a blog or any of those things, you're like, eh, I tried that before, you know, and you're like, yeah, I showed up most days kind of for two months, maybe, you know, like when you look back and you analyze it, you're like, oh, I didn't show up every day for two years. And there's also sort of this implicit, I guess conversation you have with yourself of like, if I do this, will I get the results that I want? And cause the, the most frustrating thing would be to put in the effort and to not get the results and how the outcome you're. Like, I tried it for so long and I didn't get there. And so I believe that if you're doing something like creating consistently showing up every day, writing every day for two years and you're publishing it and you're learning from what you, you know, the results you try and consistently to get better, you almost can't lose. Like, I don't know of examples of people.Like no one has come to me. I actually emailed this to my whole list and said, like, what is something that you've done every day for two years, that didn't work. And people came back to me with story after story of things that they thought would be that. And then it like started working a year or year and a half in, or at some point in there because it's really hard to fail when you're willing to show up consistently for a long period of time.[00:32:54] Sean:And I think there's a point of clarification there kind of a nuanced discussion where some people might say, well, you know, where where's, where's the other end of the spectrum, where you're just continually doing a thing that doesn't work, you know, doing the same thing and expecting different results.And I don't think that's what we're talking about here. Like when we say show up every day, Showing up everyday to your craft, you know, for yourself to better yourself, whether that's writing or drawing or working on your business. This doesn't mean never course-correcting, this doesn't mean adapting or adjusting to find product market fit.We're talking about showing up for yourself. This doesn't mean even posting every day. It's not, it's really not for others. Like share what you want. If you want to tweet every day, if you want to blog or post your art every day, go for it. I actually tried that and, you know, it was pretty exhausting and that's part of why I made Daily Content Machine.I was like, how about I show up one hour a week and you turn that into Daily Content for me. but still on all the other days, I want to show up for myself. And, and often for me, it starts with writing as well. I think it all starts with writing, whether it's a business idea or a course or a book or content like writing is just the seed of all of that.So I like writing, not because I. It was born a rider or anything. I just see results from it. So for me, it's showing up in writing, even if I'm not posting that, or I'm not posting it now, you know, it's just for me.[00:34:19] Nathan:Yeah. And that's an important point because a lot of the time my writing is just chipping away at some bigger thing. Like some of the long essays that I've written have been written over the course of three or four months, you know, it's not like I got it together and like published it and it was ready to go.It was like an ongoing thing.What, like, what are some of your other writing habits? Because you're someone who has written a ton, I've seen you consistently write like 4,000 words a day for an entire month and stuff like that. yeah. When someone asks you, how do I become a better writer? How do I write consistently any of that? What are some of your tips?[00:34:55] Sean:Yeah. I'll tell you how not to do it, which is how I've done it, which is back to our earlier discussion. Just kind of all or nothing. my first book I wrote in 14 days, 75, 80,000 words, and my, my second book, which I still haven't edited and published. I was like, I want to show people that things take, as long as the amount of time you give them, how long does it take to write a book a year, 10 years a month?You know, two weeks, I was like, I'm going to try and write a hundred thousand words in a single day. So I live streamed it, and my idea was to speak it and have it dictated, right. Have it transcribed. I made it to 55,000 words. And these are like, it's, it's all you, you can find it. it's, it's coherent words like this.Isn't just feel like, like the book was in my head. I made it to 55,000. My voice was going and I'm like, I think I've got most of the book. I'm not going to kill my voice. And that's, as far as I made it. So I failed on the goal, but still got 55,000 words. But then for the next, like three, three or six months or something I hardly wrote.Cause I was just like, oh yeah, you know, look what I did. You know, I wrote all those words and it's like, no, that's not the right way to do it. Like I actually, I think there was a point to what I was doing and it was, it was a fun stunt or whatever, but I kind of regret that, you know, I wish I just stuck to, you know, you had that, that idea of like write a thousand words a day and this is something I would share with people as like an idea for starting out, Hey, try and read a thousand words a day.And I found out people would get stuck on that. They'd be like, I wrote 830, 2 words. I'm a failure. I'm just gonna give up and wait until the weekend when I have more time. And it's like, no, that's not the point. The point is to just show up and, and put some words there. So maybe for you, it's a time like write for 20 minutes, write for 15 minutes, write three sentence.And maybe you keep going, you know, but like put in the reps, show up, you know, put on the running shoes and go out the front door. If you don't run the five miles, that's fine. You know, walk around the block, but show up. And so I I've done it both ways and I don't prefer the stunt way where I write 50,000 words in a day.I prefer the, the, the ones where I write 400 words every single day, that week[00:37:06] Nathan:Yeah, I think that's absolutely right. And I've, I've, had that a lot of times where I was like, oh, I can't write today because I, I wouldn't have time to hit 500 or a thousand words. And so that's something I'm doing differently this time around of like, look even a hundred or 200 is a, is a success, any amount of, of doing the reps as good.[00:37:26] Sean:I want to lean in on that idea of defining success as less. What I mean by defining success as less is, and this is especially helpful. If you're going through a hard time, if you're feeling burned out, if you're feeling depressed, w with remote work, growing and growing, you know, w we're commuting less, we have more time.We have more flexibility in our day, but we, we tend to fill that time with just more and more work. And it's really easy to get to the point where you feel overloaded. And you, you go into your day just too ambitious thinking. You can get too many things done and ending with disappointment. Like I didn't get all the things done, you know, and you're just on this perpetual cycle of disappointment every day, setting yourself up for disappointment, trying to do too much.And instead of defining success as less. And so if you're, if you're feeling depressed, I mean, this gets as small as today as a success. If you brush your teeth, like today's a success. If you shower, today's a success. If you walk around just your block, that's it not run a mile, you know, not come up with a new business plan or outline a whole course or something.Less defined success is less, when I would do podcasts, I, you know, a podcast is what an hour, maybe two hours or something like that. But it takes a lot of energy. If you've never been on a podcast, you know, it takes energy to record. And I would feel bad after I record a podcast, not getting as much done afterward, you know, like, oh, I didn't get that much done.I mean, I recorded a podcast, but then I was supposed to have this and this and this, and just beat myself up. And I realized like, Hey, that, that podcast I recorded, that's going to be heard by thousands of people. That's really high leverage work. And I brought my best self and I really showed up and I really delivered.And that was good work. And you know what, on days where I have a podcast, I'm going to define that day as a success. If I show up and record that podcast, anything else is a bonus. And, and you just make that smaller and smaller and smaller until it's accessible to you until it's attainable for you. So maybe it's like write three sentences.If you show up at all to your writing app and write three sentences, the days of success. And what you'll find is more often than. You'll keep going.[00:39:34] Nathan:I think that's so important in, and I imagine most creators have been in that position of no motivation feeling depressed. And then you beat yourself up because you didn't get anything done, like deriving yourself worth. This kind of goes back to the earlier conversation, driving your self worth from what you create can both be very powerful in that it can feed itself really well.And then it is also incredibly fragile. And I've gotten to that point where if you end up in the downward spiral version of that, then like not creating, not accomplishing something. Leads you to feel more upset and depressed and so on. And it like when it works, it works well. And when it stops working, it fails spectacularly.And I think you're right. That the only way out of it is to lower that bar of success to something crazy low that you can't consistently. And then, you know, gradually you're way out of it from there.[00:40:34] Sean:Yeah, you, you are more than what you do. You are more than what you create. You are more than what you produce. You are more than your job. You are not your company. You're not the money in the bank. You're not how much you make each month. You're not the decline in revenue from this month compared to last month.Like you're none of those things. You're a person you're a human outside of that with independent work. And that's such a hard thing to internalize, but, but if you can, I mean, you, you, you just become impervious to all the things that can come against you. You know, you just become unstoppable. Nothing's going to phase you.Like you can embrace the highs and embrace the lows and just ride the rollercoaster. And I'm just describing all the things that I don't know how to do, but I'm working.[00:41:20] Nathan:Yeah. It's all the things that we're trying to, like lean in on and remind ourselves of, in those, in those tough times, I have a friend who has his game, that he played his, a few little kids, and his sort of a little game that he plays with them over time. And he like in a playful, joking voice, he asked them like, oh, what do you need to do to be worthy of love? And it's like turned into the thing for they, like, they're like nothing, you know? And he's very purposefully trying to counteract this idea of like, oh, I need to earn worthiness. I need to earn love. If, if I like show up for my parents in this way, if I take care of my family in that way, if I'm not a burden on other people, then like, Then I'll be okay and I'll be worthy of love and all of that.And so he's just playing it, like making it a playful thing with his kids from a very young age to basically instill this idea of like, you are a complete whole person and you can't, like earn worthiness of love and you also can't lose it.[00:42:19] Sean:I'm just thinking of the titles for this episode, that my team's going to come up with, like how to be a founder worthy of love.[00:42:26] Nathan:Yes, exactly.[00:42:28] Sean:Don't use that title.[00:42:31] Nathan:Okay. But I want to go, you've built a, a team twice, for first for Sean West, as a business, you know, of the course and content, community business. And then now for Daily Content, I want to get into, like what you like, how you built the team differently between those two times and what you learned. but before we do that, let's talk about as a solo creator. When you're thinking about making that leap to something where you need a team to build it to the next level, maybe you're at a hundred thousand dollars a year in sales, and you're looking at maybe the roommate's eighties and the Marie Forleo's of the world where like a few, rungs above you on the same ladder.And you're like, okay, that would require a team. What are some of the things that you think people should consider in that leap?[00:43:22] Sean:My biggest mistake was applying the right advice at the wrong time.Like I'm not a, I'm not a reckless person. Like I'm going to do my research and learn and like get all the smart people's advice. And so every, every big mistake I've made was as a result of applying great advice from smart people at the wrong time.And so it's, and, and I don't think I've ever heard anyone really, really talk about this. There's a lot of people slinging advice who should really be asking questions, but at the same time, you can't even blame them. Cause like Twitter, there's no room for nuance. Like you tweet fortune cookie tweets, you know, with, with advice and like, hope that people apply it at the right time.Like, that's just kind of how it goes. But like, you know, to, to your point of like looking to other people and what they've built and like, oh, that's what I would need and stuff, you know, I, I heard things. Delegate, you know, you don't want superhero syndrome. Like you need to empower other people and delegate the things you're not good at delegate the things you don't like to do, delegate the things you're good at.And you like to do, but you shouldn't do because you're the founder and you need the vision, you know, like, so it's like delegate, delegate. And so, okay. All right. Hire. This is going to sound really stupid, but no one told me that you need to make sure the thing that you're doing is working before you hire, because hiring is scaling, which means to make something bigger.And if you've got a bucket at the beach and the bucket has holes in it, and you scale that bucket, you have a bigger bucket with holes. Like th th that's not better. That's like, do you, do you like the stressful problems you have now? How would you like problems with another zero on that? Like you have $30,000 problems.Do you want $300,000 a month problems? Like, you know, it's not fun. so nobody's told me that and looking back, it's like, it's so dumb. Like, do you think making this big. Automatically makes it better. It's just going to automatically make the problems go away. No, you need to, you need to scale. What's working, do more of what works and, and, and slow down and hold off and make sure the thing you have is working before you grow it.I don't know if I answered the question, but I'm just speaking to my past self.[00:45:32] Nathan:You totally did. So what are the things that, like, how does that play out as you're building Daily Content Machine, versus the previous team?[00:45:40] Sean:The difference here is my, my previous business required me to function and I hired people around me, you know, to support me. So I wasn't doing all the work, but I had to show up. I had to, you know, whatever I had to write, I, you know, come up with an email or blog or. Or live stream or podcast or whatever.It was like, it was built around me and there's nothing wrong with that. Like, that's totally fine. You can build a business where you do what you love and you're supported by your team. I just found that you can, you can do something that you love and burnout, like after you do that for years and years and years, it's not even that I don't like podcasting or I don't like writing cause I actually do what it ultimately came down to is that I don't like having to do it.And if I don't, if I don't, then everything falls apart. And so with this new business, the agency, it was like, okay, like the first thing I want to build from is this can't require me to function. It has to be built in a way that the team can run things where it's like, I don't have to be on the strategy call.I don't have to do the marketing. Like my face isn't necessarily the reason people are coming to. and that, that really shifted how we build things.[00:47:01] Nathan:Yeah. I mean, that, that's a huge thing. And like, I imagine you defining all of these roles and early on, you might be doing a bunch of them to test if it works and to build out the systems, but none of them are like defined by your own unique skillset. Like you actually I've loved watching your systems and the, as you've shown me behind the scenes, because you're breaking it down and you don't need one person who is a fantastic video editor and copywriter and project manager talking about that, actually, because I think so often we're trying to find the employee or the team member. That's like the, the unicorn perfect fit. And you've made a system that doesn't require.[00:47:42] Sean:Exactly. And we did start out that way, where, when, when I was initially hiring for, you know, this Daily Content Machine service that we have, what's involved in that process and we talked. Clients and prospects all the time that like the Mo one of the most common things they try to do is either build a team in-house that can find all the best moments scrubbed through the long form content, edit it.Well, you know, titles, research, all of that, the build that team in house, or hire a freelancer and the problems with either of those is like what I've identified as it comes down to the person doing, doing content repurposing well requires nine key skills among them like copywriting and marketing and design and animation and rendering, and like, you know, SEO and all of that stuff.And I'm not saying there's, there's no one out there with all those skills, but, but those people are doing their own thing most of the time,[00:48:38] Nathan:I think I'm a pretty good Jack of all trades. And I think if we get to five of those, probably maybe on a[00:48:45] Sean:You could probably do most, I can do most too, but I don't scale, you know, so I'm trying to, I'm trying to scale me. and the first thing I tried to do was hire someone who could do all the things like, okay, you need to be able to, and that very quickly was not the way that was not going to work.So we realized we need specialists. We need people who are really good writers. We need people who are really good animators. People who are good editors, people who are a good quality assurance, reviewers, people who are good project managers, you know, all of that. And that's, that's what probably sets us apart.You know, the most unique thing is like, we learn about your audience and we find all of the moments and like teaching people, I've talked to people who have their own teams, or they're trying to build teams for doing this. And that's the hardest part is how do you teach someone how to find those moments?Like video editing is commoditized. You can find a video editor anywhere, but what happens when you try and get a freelancer who can just chop up clips and animate it and put a slap a title on it? Yeah. Th they're not, they don't care about the quality. They're not capitalizing the book titles and the company names and spelling the guests.Right. You know, and the titles of the clips, that's like half of it, you know, like half of it is the title, because that's going to determine whether someone sticks around and clicks or watches or whatever, and they're not thinking the right way, or they're not finding the right moments. And so the person who's outsourcing, they're trying to go from, I've been doing this myself.I've been editing my own video. I've been scrubbing through my own long form content to now, okay, you have got this freelancer, but now you're a project manager and a quality assurance reviewer because their work isn't up to par. And so I have people asking me like, how do you teach people how to do this?Well, how to find those moments, what's going to provide value to the audience. How do you title it all? and that part, I'm not giving away because that's, that's our home.[00:50:33] Nathan:Yeah. And that, that makes sense. So you described Daily Content Machine as an agency and it is, but I was like, great. You're an agency. Here's my other idea for a show where. Like a dream it up and produce it. Or actually we build my website for me, like your, your designers on all that.Right. And your answer would be like a flattened and I think that's really important for the business. So can you talk about the difference between the agency that you're running in productized services and how you think about making that scale versus like a, an agency of, Hey, this is our hourly rate.These are the projects we're best at, but we'll kind of take on anything.[00:51:11] Sean:So maybe I'll I'll I'll title the clip of this moment, how here's, how you will try it like this. Here's how you create a six figure agency. And for. It is by saying no to almost everything and getting really specific about what you offer and to whom. So my previous, the previous iteration of my business, I was out of a scale of one to ten I was working at a level 11 effort, you know, to bring in six figures with this version of the business. It's like a one or two in terms of, you know, getting people to give you vast amounts of money. And the difference is in what you're providing and, and to whom. So you've kind of got this, this matrix of products or services that either make money for your clients, or they're just nice to have.And then on the people side, you have, it's a generalization, but people who have money and people who don't, and I was always playing on hard mode, you know, I was trying to sell like kind of more premium stuff to people who didn't have money. And I'm like, you know, feeling bad about not being able to give stuff to the people who don't have money.And it's like, you know, what a really great way to do this would be to provide premium services that make money for people who have. So I decided I'm going to start with six to seven figure business owners. What is it that they need? And what is it that, that I'm good at, you know, core competencies. And that's where we came up with this idea.And the hardest part has been not giving into shiny object syndrome. All of the things that we could do, all of the services that I want to build. And it's like, no, there's so much more juice in this one thing. If we just stick to this and just become the best at finding, identifying, and producing and distributing clips from long form content and just be really, really good at that.There's enough complexity in that, you know, and just see that as the game, like, how can we get really good at this? How can we sell this better? How can we deliver it better? How can we increase the quality and just getting really focused and aligning what you offer the value of that to the people you're offering it to within four weeks with just a page and a form.This was a six figure book.[00:53:16] Nathan:When I think about the price of the offering. So I think I have. for what I pay for and Daily Content Machine paying about $5,000 a month. Is that right? I think somewhere in there.[00:53:28] Sean:So, what we didn't say is you, you kind of talked me into, adding another service, which is, we also do the video and audio show notes, transcript, like podcast production piece. So like, we'll produce the full thing. You just show up and record sync the footage to us. We'll produce the show and we'll make the clips.That's actually been a really nice bundle, but I'm like, okay, that's it, that's it. You know? So you kind of have some extra services in there.[00:53:53] Nathan:Yeah.To be clear, you don't want to let your friends, even if they live in the same town, as you convince you to like change your agency,[00:54:00] Sean:Nathan's very convincing.[00:54:03] Nathan:I distinctly remember. I even invited you over for dinner and convinced you of it,[00:54:07] Sean:How am I supposed to say no,[00:54:08] Nathan:Exactly.[00:54:10] Sean:You made an offer. I couldn't refuse.[00:54:13] Nathan:But in that, so you're talking about like what you're selling to someone who might not be able to afford it, or like you might make a course that you charge $5,000 for that is absolutely worth every bit of that when in the right person's hand and apply it in the right way. But you're going to have a bunch of people trying to buy it, who like, aren't that person who's going to get the leverage to make it a clear 10 X value or something like that. And so you might have in this position where someone's like, oh, $5,000 is expensive. Should I buy it? I don't know. And you're like, honestly for you, I don't know if you should buy it.Like you're not in the target market and that's, that's $5,000 one time in the case of this. And this agency, this productized service, I guess, $5,000 a month. And so actually two of those clients, and you've got a six figure a year agency business. And it's just interesting. The thing that you said made me really drove home the point of, there's not necessarily a correlation between effort and income and, and effort and output. And so you found a model and kept, kept tweaking until you found one where it was like, look, there's a ton of work that goes into this, obviously. And there's a bunch of really smart people working on editing and transcribing and captioning and everything in the show. but like, it, it doesn't have to be crazy complicated, whereas some of the other business models that you and I have both tried have been way more effort for way less.[00:55:40] Sean:Yeah. And what can really hold you back is not realizing who you're trying to market to. And. getting Talked down in your prices by accidentally catering to the wrong people. So like people who can't afford your services, you could get on call consultation calls with them. And they're just like, I just don't have this much money and can you do discounts?And you, you almost start to feel bad. Like, you know, how can I charge this much? I must be charging way too much. And it's like, or maybe you're serving the wrong customers. Like, you know, when you talk to the right people, that may actually be really cheap. I remember when I started designing logos, this is like a decade ago.My first logo, I charged like 150 And then, once I sold that I got enough confidence to charge 300. And then I was like, I, you know what, instead of doubling again, I'm going to charge $750[00:56:30] Nathan:Ooh.[00:56:31] Sean:I did that. And you know, I'm like slowly building on my portfolio and I got up to like, $1,500 and clients were paying that and right around there, you start to get people resisting.Now you've got a price with a comma and it gives people. pause And they're like, can you come down? Can you do a little bit cheaper? And it's so tempting. You, you want to do that because you want the job. You, you want them to be happy. It could be a good portfolio item. And I remember just kind of fast forwarding through this, but like, you know, just mindset shifts and stuff.Eventually I got to the point where there was this startup out of San Francisco they wanted a logo. And I was like, this would be really valuable for this company, you know? And I somehow mustered up the courage to charge $4,000. And I found out later from a friend of a friend, you know, from someone that worked there that they thought I was like super cheap because someone else they knew or some other agency was going to charge $25,000 And I was like, wow, like I'm over here. Just like feeling bad about my prices, thinking I'm going so big. And really I'm. I was just serving the wrong code.[00:57:34] Nathan:Yeah. And it's so interesting because the person who's only able to pay $500 or only thinks the logo is worth $500. It's not that they're wrong or they're devaluing your service or something like that. It's that maybe it's for a side project or it's for a business that just got off the ground or any of that. And so it's not worth getting offended over or something like that. It's like, we just don't have product market fit, like product customer fit. It's not a thing here, you know, and my services are better for, you know, bigger, more established companies. So the saying no to, to, services, occasionally getting talked into specific services by your somewhat annoying local friends. but then where does it go from here as far as what are you looking to, to, to add more clients and, and keep scaling and growing?[00:58:30] Sean:Yeah. That's what we're trying to figure out right now is it's always tricky. It's a blessing and a curse when you have an audience, because it can kind of create false product market fit. Like you, you think you have something and then you exhaust your audience and then you're like, oh, like I kinda need to figure this out.You know, that's like, we're experiencing that right now because like, I was getting like 40% close rates on consultation calls on sales calls, and now we're not, and it's. Oh, no, like what's happening. And it's like, well, I think those people probably knew me for several years, you know? And then like, there's just all this trust and still Nathan we're a year in and we don't have, like, we don't have a proper website for, for the agency.It's like a page with a form. That's it? There's no, there's no examples. There's no case studies. There's no portfolio item and we've made it this far. but you know, when people don't know you, they need that social proof and they want the examples and they're looking for past versions of success. And like the sales cycle is a little bit longer.And so that's where we're at right now is like figuring out kind of like Mar marketing channel fit. And I know well enough to know, like it's better to, and back to right advice, wrong time. it's a good idea to be everywhere if you can, you know, cause different people consume on different platforms.Even if you don't use Instagram. Other people do, even if you don't use YouTube, other people do it's. Beyond LinkedIn, even if you don't, you know, that like there's, there's some, there's some sound reasoning to that at the same time. You don't want to try to do all of that all at once, you know, and, and spread yourself too thin, like pick one channel, do one channel.Well, and when you've got that down and it's easy and you have systems and it's not taking too much time, then expand to another channel with the goal of like, ultimately diversifying kind of like investments. You don't want to just diversify all at once. You know, like, like try some things out, you know, focus on one thing at a time, see what works for us.I, at least I know that much. And so it's like, okay, I'm not trying to do every version of marketing, you know, like, oh, do we do affiliates? Do we do ads? You know, do we do content? Do we do cold outreach? You know? I'm trying not to do everything at once. So we're kind of dabbling in one thing at a time and seeing what fits.[01:00:48] Nathan:So how many clients do you have now for the agency that are the consistent tenders?[01:00:53] Sean:Not a lot. It's still very small. And we've had like, I it's under a dozen cause like some, we had like several accounts, like not renew and stuff. So it's still very small. And for three or four months, I stopped marketing and sales completely because I did not want to break this thing with scale because I notice things in operation that were the operations that were not going well.I'm like, this is going to be really bad. Like if we just sign more clients, it's going to be really bad. So, I had clients pay upfront for like six months or 12 months of service, which kind of gave us time to focus on operations. And now everything's humming along smoothly. Like the systems we've built can support like dozens or hundreds of accounts, even like, we don't need it right now, but it'll support where we want to go.But it's still a very, it's actually very small, like again done, like almost no marketing a year end, still don't have a website. Like it's pretty much just been all internal focused.[01:01:52] N

In July, 2021, Nocturnus - Cybereason's Threat Research and Intelligence team - was called to investigate an espionage campaign targeting Aerospace and Telecommunications companies, mainly in the Middle East. Their investigation resulted in the discovery of a new threat actor that has been operating since at least 2018, and new and sophisticated malware that abuses Dropbox. Nate Nelson, Our Sr. producer, spoke with Assaf Dahan - senior Director and Head of Threat Research at Nocturnus - about the investigation. Find the full report about "Operation GhostShell" at: www.cybereason.com/ghostshell