Podcasts about Endeca

Nenad is the Founder and CEO of DN Capital with over 25 years of investment experience in the technology and media sectors. Nenad focuses on investments in digital marketplaces, consumer internet, software as a service (SAAS), and fintech. Amongst his select investments are Shazam Entertainment (sold to Apple), Auto1 (IPO Frankfurt), Hometogo (IPO Frankfurt), numa, Endeca (acquired by Oracle), OLX (acquired by Naspers), Purplebricks (IPO London) and GoStudent. Prior to DN Capital, Nenad was a Partner at Advent International. Nenad was also Chair of Invest Europe for the period 2018/2019. He has been featured on the Midas List Europe which includes the top 25 Venture Capital Investors in Europe, Israel and the Middle East. Nenad received an M.B.A. from Harvard Business School.

Episode #364 of The VentureFizz Podcast features John Andrews, Co-Founder & CEO of Cimulate. There is a wave of entrepreneurs who are uniquely qualified to build a pillar tech company in the Boston tech ecosystem while leveraging the platform shift to AI. Not only is John one of them, but he is also an alum of the very successful crew from Endeca. John and his co-founder, Vivek Farias, are tackling the future of eCommerce and as you'll hear, their platform is a perfect use case for Gen AI. Their last company, Celect, was a big data predictive analytics platform for the retail industry which was acquired by Nike. Cimulate recently announced a $28M Series A round of funding led by Spark Capital with participation from their seed stage investors SIERRA Ventures and Pillar VC, with additional participation from LFX Venture Partners and Commerce Ventures. In this podcast, we cover: * A deep dive into the use cases of AI in the retail & eCommerce industry especially around personalization. * John's background story and getting his career started at Deloitte Consulting and getting an MBA from HBS. * How he met Steve Papa, the founder of Endeca, and the full lifecycle of his experience there including the acquisition by Oracle and integration of their tech there. * Connecting with Vivek Farias and Devavrat Shah through Steve Papa and the story of building Celect which was using AI / machine learning back in 2014. * How the acquisition by Nike came together * All the details about Cimulate and how the platform works, plus their growth plans ahead. * Biggest lessons learned as a multi-time CEO. * And so much more. Episode Sponsor: As a longtime champion of the local startup ecosystem, Silicon Valley Bank supports innovative companies with the solutions and financing they need through every stage of growth. With more than 1,500 bankers and relationship advisors, and $42B in loans as of Q2 2024 – SVB delivers the right people, service and resources to support your entire financial journey. Learn more at SVB.com.

Episode 350 of The VentureFizz Podcast features Steve Papa, serial entrepreneur, mentor, and investor. It is time for another milestone episode and I couldn't be more excited about this interview. Steve has accomplished so much throughout his career, so let's just dive in. In this interview you are going to hear lots of amazing stories like: * Steve's background and how he got his career started in the tech industry, including his involvement in the early days of Akamai. * The full lifecycle story of Endeca in terms of how the idea originated, to getting traction and raising funding, scaling, to a $1.1B exit to Oracle… plus so many amazing stories along the way. * The Special Ops team at Endeca and how many of the members of this team have gone on to be founders & leaders of companies. * Investing all of the money that he made from Endeca back into startups. * The story of Toast and how its distribution channel innovation drove the company's success and helped create the vertical SaaS category. * The importance of Parallel Wireless and why it is such a passion project for him. * The problem that Shoobx was solving for startups and its exit to Fidelity. * How the tech industry repeats itself and his thoughts on AI. * Plus so much more! Episode Sponsor: As a longtime champion of the local startup ecosystem, Silicon Valley Bank supports innovative companies with the solutions and financing they need through every stage of growth. With more than 1,500 bankers and relationship advisors, and $42B in loans as of Q2 2024 – SVB delivers the right people, service and resources to support your entire financial journey. Learn more at SVB.com.

Andrew Lau, CEO & Co-founder @ Jellyfish, shares the engineering management principles that eng leaders will most want to develop and invest in as we transition from 2023 into 2024. We cover year-end reflection techniques, how eng leaders can become more resilient / adaptable, why honing financial acumen is key, and how eng leaders can better plan ahead to face upcoming technology & industry challenges. We also preview Andrew's new podcast called 5 to 9, aimed to identify meaningful ways eng leaders spend their time outside of the office. Check out Andrew's new podcast 5 to 9 here: https://jellyfish.co/5-to-9-podcastABOUT ANDREW LAUAndrew Lau is a Co-Founder and CEO of Jellyfish, where he helps leaders use data to align their engineering teams with business strategy. He was trained as an engineer and grew to VP of Engineering at Oracle acquired company, Endeca. He is also a multi-time entrepreneur and co-founder. At every company, Andrew saw the challenges of leading engineering teams at scale. He co-founded Jellyfish to give engineering executives the tools they need to be great leaders.Andrew holds a Bachelor's degree in Computer Science from the prestigious Massachusetts Institute of Technology (MIT). Originally from Oakland, CA, he's a devoted fan of the Oakland A's, despite residing in Red Sox territory for more than two decades. Andrew currently calls Cambridge, MA his home, where he lives with his wife Elsie and their two adorable young children, Callie and Mira.“As a leader, your job is to know the context and translate the context. You have the benefit of seeing more things, but less deeply and your job is to kind of gather these informations and help other people understand it. People forget, you think you're an engineering leader. You think it's actually about making things. It is, but it's also about translating, especially at scale. You're not making anything anymore. You're enabling other people to make, and in order to do that, you've actually got to be translating and providing context.”- Andrew Lau   This episode is brought to you by incident.ioincident.io is trusted by hundreds of tech-led companies across the globe, including Etsy, monday.com, Skyscanner and more to seamlessly orchestrate incident response from start to finish. Intuitively designed, and with powerful and flexible built-in workflow automation, companies use incident.io to supercharge incident response and up-level the entire organization.Learn more about how you can better identify, learn from, and respond to incidents at incident.ioInterested in joining an ELC Peer Group?ELCs Peer Groups provide a virtual, curated, and ongoing peer learning opportunity to help you navigate the unknown, uncover solutions and accelerate your learning with a small group of trusted peers.Apply to join a peer group HERE: sfelc.com/peerGroupsSHOW NOTES:Andrew's observations on how the tech industry is evolving from 2023 to 2024 (3:40)Questions to help you reflect at year-end about family, team & business (5:03)How eng leaders can build adaptability & resiliency (7:16)Skills / focus areas eng leaders should hone heading into 2024 (10:51)Developing better financial acumen (13:15)Bridging the gap between engineering strategy & business alignment (16:40)Why it's important for businesses to build a plan for a year or two out (19:50)How this relates back to eng leadership development & financial acumen (23:00)Tips for identifying skill gaps in financial expertise (24:07)Knowing what metrics to measure your company against (26:07)About Andrew's new podcast, 5 to 9 (28:42)How eng leaders make it work in business & outside of work (31:35)Where to follow & listen to 5 to 9 (34:40)LINKS AND RESOURCES5 to 9 Podcast - By day, engineering leaders craft innovative solutions with elegant strings of code. But when the work day ends, who do these keyboard warriors and people managers become? Tune in to 5 to 9 to explore this question and others with Jellyfish CEO, Andrew Lau.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Mike and Adam chat with Matt Crane of MGMT Boston about the differences between the startup scene on the West Coast and in Boston, what the Endeca effect is, and what's next for MGMT Boston!  Follow Matt and the happenings over at MGMT Boston at mgmtboston.com, and sign up for the newsletter at mgmtboston.substack.com! Stay in touch with the Tech Superpowers team and everything we're up to over at tsp.me and on Instagram!  

Brad Harrison, Founder & Managing Partner of Scout Ventures, strongly believes that happiness is key to success and the money comes when you stop focusing on it. This West Point and MIT grad spent the beginning of his career Leading soldiers and living the Airborne Ranger life. This eventually brought him to the world of technology and spent a career working in companies like AOL and Endeca, where he found his passion for an industry that was on the cutting edge. Brad's focus has always been about "Service" and even out of uniform, his investment philosophy is to help companies who serve those who are in harm's way. Each of us have a competitive advantage and figuring that out is paramount to success. At Scout Ventures, reaching hard to access founders and intimately understanding the nuances of a military background, has been a keystone for their investment strategy. While most folks see a simple helicopter pilot, Brad and Team sees a special operations aviator who pushes the limits and finds a way to succeed (despite the odds). Better understanding the human behind the company has allowed Scout to help build companies like Unite Us, ID.me, Voyager and many more. Self care has also been a priority for this Venture Capitalist, especially as it pertains to how they help their companies perform at their best. A Leader's brain is the most important thing they bring to the Team. If that's not in good health, what real value and clarity can that Leader provide? Whether it's soothing tunes from an earthy flute or taking time everyday to work out, those are the things that ultimately keep us sharp. Centering on what's personally important, allows us to be better professionals. Being our best self is about self-awareness and sitting with discomfort. Once we are able to create space to understand who we are, then we can begin to reach new heights. Brad and the Scout Team are not only building a successful VC, but one with Service and the Human at the center of it. Check out the Scout Team and their initiatives at: www.scout.vc Check out other ways Joseph and Team are serving other Leaders at www.cabreratoro.com Follow @cabreratoro_explore (Instagram) Follow www.youtube.com/@JosephCabreraExplore LinkedIn: CabreraToro

My guest today has a passion for pushing the boundaries of the customer experience and a keen eye for unlocking and maximizing the true potential of a workforce.  Scott Roth, is Chief Customer Officer at Beamery, the leader in talent lifecycle management. He is responsible for designing, building, and implementing talent transformation initiatives to unlock the potential in their workforce and ultimately achieve key business targets.  I sit down with Scott to talk about his role at Beamery and what strategies companies are adopting to hire new talent, increase retention, and rehire ex-employees in a post COVID, quiet quitting, great resignation era. Whether you are a recruiter or a job seeker or already working, this is one discussion you don't want to miss! In This Episode: (01:37) – Welcoming Scott Roth to The Combustion Chronicles. (02:04) – The best part of being a CCO at Beamery. (03:54) – Navigating the great resignation, quiet quitting, and remote work. (06:42) – Why companies should stay engaged with previous employees. (10:37) – On making a career in talent life cycle management. (15:46) – On being maverick-minded and human-obsessed. (19:21) – Scott's advice for CCO's and HR. (17:41) – The best advice Scott received about leadership. (21:16) – Scott's next big idea. (24:10) – Scott takes the combustion questions. What We Learned from Scott Roth Scott believes that employers should listen to their employee base to determine overlapping things that they are recommending or asking for.  A lot of corporations have developed their teams through the Bains and McKinsey consulting model. Managers are recognized for moving the workforce talent within the company, giving them new opportunities, thereby creating a stronger organization. Scott's key focus at Beamery is to drive customer centricity throughout the organization to ensure that they have a seat at the table. Notable Quotes [04:21] “My best advice is listen to your employee base. Listen to what they are telling you. Listen to what they are asking for. Now you can't do every single one thing they are asking for, but there are going to be themes that develop and there are going to be the things that employees are recommending.”  [12:20] “You say what you can do and you do what you can say and you have to deliver on your promises. And I think that's so important because at the end of the day, all you have in this world is your word and your reputation.” [15:50] “I think it's really important to remember: People buy from people.” [16:08] “It's super important to create a relationship with your customers and to make sure you know something about them. So, one of the things I strive to do when I am first meeting someone is learn about them as a human.”  Our Guest Scott Roth, is Chief Customer Officer at Beamery, the leader in talent lifecycle management. As CCO, he works with the company's customers to design, build, and implement talent transformation initiatives that will enable them to unlock the potential in their workforce, improve the talent experience, and ultimately achieve key business targets. Scott has also led professional services teams at Medallia, Oracle, Endeca and Arthur Andersen Business Consulting.  Resources & Links Scott Roth LinkedIn: https://www.linkedin.com/in/scotthroth/ Shawn Nason LinkedIn: https://www.linkedin.com/in/nasonshawn/ Instagram: https://www.instagram.com/manonfiresocial/ Twitter: https://twitter.com/manonfiresocial Website: https://shawnnason.com/ MOFI: https://www.mofi.co/ The Combustion Chronicles Podcast Website: https://shawnnason.com/combustion-chronicles-episodes/ Learn more about your ad choices. Visit megaphone.fm/adchoices

MAV 138 – PRE DEFINIR O ENDECA Histórias antigas, Palmeiras atual é a terceira academia? renovação de Dudu até 2026? O que falta para o endeca. Inscreva-se no canal PorcoDocs: https://www.youtube.com/channel/UCXQGXk1fbMuedw2GR794kaw #AOVIVO​ #MASSAALVIVERDE #LIBERTADORES Apresentado por Bruno Massa – Seja um Membro do Canal, acesse https://www.youtube.com/channel/UC0QZ… A @WebRadioVerdão é um [...] The post MAV 138 – PRA DEFINIR O ENDECA first appeared on Web Rádio Verdão.

Steve Fredette is president and co-founder of Toast, Inc (NYSE: TOST.) ​​​​ Toast, Inc. is a cloud-based restaurant software company, providing restaurant management and a point of sale system. Steve spearheads the company's product and innovation initiatives. Prior to founding Toast, Steve started and co-led the mobile commerce business at Endeca (now known as Oracle), where he built out the product team.

Steve Papa has been part of reimagining the technology landscape for twenty years. He was the Founder and CEO of Endeca, an enterprise software company that Oracle acquired for $1.1 billion in 2011. After that, he invested in and became a founding Partner of six technology companies, including the lead investor in Toast. Our conversation covers Steve's path into technology and entrepreneurship, the story of Endeca, and his subsequent venture investments. Along the way, we touch on both lessons from his businesses and the intersection of those businesses with venture capital. Learn More  Follow Ted on Twitter at @tseides or LinkedIn  Subscribe to the mailing list  Access Transcript with Premium Membership  

Welcome to Cannabis Daily - Your daily guide to cannabis news, industry trends and trade ideas in under 5 mins.Episode Summary:Governor of Kentucky looking to legalize medical marijuana in the coming legislative session.The studies show that adults who used weed 20 or more days during the last month, were more likely to sleep less than 6 hours a night.Jupiter Wellness JUPWMedMen Enterprises MMNFFFlower One Hldgs FLOOFHosted & Pduced By:Elliot LaneAaron Thomas Contact us at: cannabishou@benzinga.comFollow Benzinga Cannabis On Social MediaInstagramTwitterYouTubeLinkedInSubscribe to all Benzinga Podcasts at https://www.benzinga.com/podcastsSubscribe to the Cannabis Insider Newsletter to get more cannabis news and trending links delivered to your inbox.Tune in weekly to Cannabis Hour at 4 pm ET every Thursday for Cannabis News & Executive Interviews at bzcannabishour.comHit us up at https://www.benzinga.com/cannabis/ for more news today, tomorrow, and everyday.Access All The Cannabis Daily Episodes HereFor Top Gainers & Losers Cannabis stocks of the day check out https://www.benzinga.com/cannabis/stocksNOT FINANCIAL ADVICEThe Information Contained on this Podcast is not intended as, and shall not be understood or construed as, financial adviceUnedited Transcript:This is Elliot lane with cannabis. Thanks as always to the one and only producer a T get to hear from him in a few minutes on some awesome bits of news that have happened over the course of the week.And thanks to Benzinga as always for letting us host this, looking forward to diving in with you on some cannabis news and stack. So let's go ahead and get started. Andy Beshear, that is the governor of Kentucky looking to legalize medical marijuana in the coming legislative session. Also looking to decriminalize possession for adults 21 and older.This comes on the heels of a conference where he is saying he wants to be. Or he wants to sell across borders across state borders. So when I think of, if this is successful on a federal level, of course you'll have companies like Charlotte's web in Kentucky and a few other hemp companies as well, that could benefit from this. As well as I'm sure those that would transition to the THC side in can and cannabis in Kentucky Kentucky, very well known for its agriculture like tobacco. And a few other crops as well. So keep an eye there. Obviously I'm a Kentucky and so I'm biased. So I love seeing news like this flower one that's fluke, F L O F on the OTC.My favorite ticker in the game issues, common shares to satisfy interest payment under its converted. Dentures. So just a bit of news there. If you are a stockholder shareholder in flower, one med men, M M in F F unveils, a plan for nationwide donation drive between December 13th and 23rd for local charities in each med men market.I think it's continually important for us. Call out ESG initiatives to call out companies and large companies, especially giving back to their communities as this is a huge point of contention in the cannabis space between the cultural and corporate sides. The larger cannabis companies, not doing enough for the industry and consumers and the communities that support the industry.So it's important to call out Verano and glass house and med men when they do things like this, because I think there's more of it than we realize Jupiter wellness, acquisition court announces completion of up-sized $138 million IPO. That is J w a C. On the NASDAQ at $10 per unit, they began trading on December 7th.So just a few days back, Jupiter is a spec with goals of becoming a leading pharmaceutical cannabinoid company. Now friends not to confuse you as of yesterday. Jupiter. Well, So different company, not in Jupiter wellness acquisition, but just Jupiter wellness. That's J U P w on the NASDAQ merged with next frontier pharmaceuticals.Next frontier stock holders will receive shares of Jupiter. They are largely focused on the CBD side of life and of course the pharmaceutical and R and D side of this. Cresco labs, CR LBF closes acquisition of Laurel harvest and Pennsylvania. A they, Laurel harvest is a vertically integrated clinical registry.And one of the original 20 licenses of that kind with a very heavy hand in research and research partnerships. So Cresco lab expanding in a unique sense in Pennsylvania, as opposed to maybe the normal M and a and inorganic expansion we see from the likes of douchey. So from a new side, a little bit lighter for the stock news for a Friday, but luckily we're not done.Not yet. Producer 80, bringing the heat for us today. What you got? My friend what's up Elliot. How's it going? Happy Friday. Happy Friday, my friend going good. Going good. Feeling good. This week, we are almost to the holidays almost to the end of the year. Yes, Christmas is right around the corner. So happy holidays, zinger, nation let's get right into it.So let's kick it off CBD products, commonly flagged by FDA for making ups, unsubstantiated claims about treating COVID. It's really pretty weird since the start of the COVID-19 pandemic, the U S food and drug administration has sent numerous warning letters to companies for misrepresenting their CBD products as treatment options for patients.According to an N that I can't talk, according to an analysis published in the journal of cannabis research Canadian. Products or among those most frequently cited by the FDA for violations. So pretty crazy. This is just more and more evidence. You know, it's funny that the CBD companies are the ones being demonized in this report, which honestly they should be a little bit, but where, you know, the FDA needs to be caught out here.You have to have regulations on packaging, on ingredients, on testing. And there are basically none for this industry. So the CBD companies can say what they want, as long as they're not killing people or hurting them in some way. It really is amazing that this is still an issue, that there are things being sold over the counter.There are things being sold in, in drug stores and gas stations and pharmacies and you know, all, all around the country, mark CBD and we're not really even positive their CBD in it. Like, you know, Margo who is the founder of Gabby's? I'm sorry, not Gabby's another CBD company out west. She.We interviewed her on cannabis hour, probably a little under a year ago. And you know, she is appalled at the state of the CBD industry right now. And I know a lot of CBD companies are as well as it's not necessarily their fault, but there are those who claim to be CBD companies who make it much harder for them to operate.So to me, this is just more evidence of the issue with the CBD regulations from the FDA and the lack of involvement from any type of federal Oregon. Yeah. And I think the craziest part is as I kept reading it said in the article hemp derived CBD products are not currently regulated by the FDA and the spokesperson for the agency recently affirmed that the agency is not anticipated to provide any guidance for the, for either production or marketing of these products anytime soon, how can you not blame?A little bit for this. I mean, it's, it's shocking to me. I know it's not federally legal and I get that, but we're, we're consuming this on a federal. So, you know, let let's just play the ignorant card. Anyway, we, I could rant about this all day. Aaron, we could have a pretty deep conversation. Yes. What else you got for us?My friend let's let's move on. So saucy brew works announces the brand launch of saucy. Canada works, building sauces, lifestyle brand with a full range of products for consumers to enjoy throughout their day, such as coffee, craft beer. And now. Cannabis sausage. Ken works will launch first in Michigan, illegal recreational state.Shout out Michigan on the heels of saucy brew works brew hub expansion into that market. Salsa. Canada works is already developing expansion opportunities in other states and commitment to quality products that serve high quality.Yeah. I always love seeing a new brands in the space. I mean, I think it legitimizes the CPG aspect of the cannabis industry. So super cool news there and nice to see another company expand the horizons into the cannabis space that wasn't necessarily birthed from the canvas. We are working for me to use by use do anyways.It's okay. It's Friday. So we'd like to get a little freaky. All right, move on, move on.All right. So let's get into a little science aspect of cannabis, a new study, determined correlation between cannabis and sleep. The new study reveals that sleeping cannabis may not be linked in the weight. We previously thought, however, the research is not conclusive. So a talk before sleep is the key to shut eye for many but new research published this week.Suggest that may not be the case. Hmm. So they're just saying, it just may not be, they're not offering. Y this may not be, yeah. So the studies show that adults who use weed 20 or more days during the last month, where 64% more likely to sleep less than 60 or six hours a night and 76% more likely to sleep longer than nine hours a night.If they take into account lifestyle. Yeah, I guess so, so is that a curiosity? I mean, I feel like there's a lot of factors there. I mean, I would imagine the study had to have certain restrictions on what you could do. So, you know, for me, that's super interesting. I'm not going to lie upon consumption in the past.I've gotten very tired. So, you know, I would say if this is at all, And cannabis is not linked to any to better sleep and to better rest that there goes a lot of marketing for this, that. You know, they, they have to, if this study becomes mainstream and, you know, has any truth to it in terms of you know, in terms of effect on your body, this is there's going to be a major shift in marketing for, from cannabis companies and brands, because you can't advertise.You know, this is Endeca, you know, you're going to rest. This is a wind down. You know, they'll have to change quite a bit. So, you know, it'd be interesting to see how the study progresses, but right now, I mean, nobody's worried about this. It's. Yeah, I think, I think, yeah, exactly. And like you said, I think studies like this will always be inconclusive because of the fact of, of how different cannabis is to every single person.So you can get a different kind of strain. You can get a different kind of, you know, strength or potency. So. The user in a different way. So if you really, if you really are trying to find, you know, a cannabis solution to help you sleep there is definitely a strain out there. There's sir, there's some kind of, you know, cannabis or marijuana out there that will aid you in what you're trying to do.Awesome. My friend, good bits of news today that, oh, wait, we have one more wait, there's one more. I wanted to end it on a really cool. A couple of days ago. Let's see. Let's see. So the world's largest T H C brownie was made and it came weighing in at 850 pounds. I think this is for national brownie day.Yes. So when the bay with the bakery team at mayor meds, a new mask or Massachusetts edibles factory prepared to launch a new line of THC infused brownies, they had two ideas, debut Bobby's baked products on national brownie day and go big, really big.I'm going to admit, I saw a picture of it and it looks like a giant square block of coal. Yeah. It doesn't look appetizing at all. They described it as the monster block of. Yeah, it's a block of chocolate. Wait a minute. 850 pounds. It's three feet wide and three feet long and 15 inches tall. God dense brownie, 800 pounds.You want to take a guess on how much THC. I'm going to say a thousand. No, that seems way too low. I don't know. I don't know. Hit it with us. One teeth thousand milligrams of THC as 200 times, the dosage allowed in a single package brownie, which is a hundred milligrams. Wow. So it's, it's insane. So you could take the 11.25 cubic square foot brownie.It would be sufficient to get you and 199 of your closest friends, quite high. So, Hey, if you've got a lot of friends hit, hit, hit up all your Facebook friends, you know, make a Facebook event and get this brownie. Yeah. I mean, I that's incredible. And honestly I'm sure it's no longer in existence.That thing has been consumed. I'm just saying. No in the cannabis space, the brownie no longer exists. So people like the TSA don't need to worry about transporting that. Oh my gosh. That's just insane to look at, but yeah. Awesome. Aaron, this was fun, man. It was good to do this again. We have a whole other week to do this next week, but my friend have a great weekend.And to all you investors out there. Have a fantastic weekend, make some money today tune in to benzinga.com/cannabis. Read up on the news rate and review this podcast. Let us know what you think and what you want. And we will do this again Monday. Thanks everyone. Investors. Thanks so much for tuning in to Benzing.As cannabis daily stock picks and news podcast everyday pre-market once again, this is not financial. Please do your own research. We hope we bring you the best and most efficient news for your investing. Continue to find us on benzinga.com/cannabis, spending a.com/podcasts or on YouTube on Benzing channel.Support this podcast at — https://redcircle.com/cannabis-daily/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Lexalytics solves understanding text. Lexalytics analyzes text using its engine called salience. Lexalytics uses wikipedia for categorization.  Text analytics include extracting information from content. Lexalytics uses the data to create predictive models. It also can interpret and respond to queries. Endeca built a search engine that can analyze data either structured or non-structured data. Endeca had success in the commerce world: brand, price ranges, features until you find the product desired. Endeca summerizes the unstructured text and categorizes it into hierarchies. Endeca expanded to data warehouse, social media content, and crms. There is more data to be analyzed today and endeca wants to be positioned to be the tool for analyzing it. Social data is being combined with crm, datawarehouse, ecommerce and web, and hr data. Intelligence space: social conversations are being analyzed by endeca to understanding what people are saying about events. Police are using social conversations for content and crime identification and event analysis. terrorist incidences and what people are saying about those incidences. Sentiment: social conversations are being analyzed for sentiment about nato events. Traffic is analyzed and sentiment is analyzed by time. 60 attributes are being collected and analyzed and the tweet locations are collecting and mapped to a region. --- Send in a voice message: https://anchor.fm/david-nishimoto/message

On this episode, Jeff Kushmerek and I talk about software startups and building customer success teams. Jeff has more than 20 years of experience with software startups. He started working as a developer in the 90's, and has been part of teams at Endeca (purchased by Oracle), Brightcove, and Virgin. While at Brightcove, Jeff started to notice the change from on-premise software to SaaS (Software as a Service), and how that was affecting customer onboarding and implementation. Then, when he was at Virgin, he noticed the need for more specialization on customer success teams. For the last 10 years, Jeff has been working with companies to make the continuous improvements to Customer Success and Professional Services teams that are needed. Jeff understands that many factors have an impact on the important first steps that create customer satisfaction and customer retention. Along the way, Jeff has coded, managed products, created teams, fixed teams, and rolls up his sleeves to help wherever needed. “Customer success starts before the sale.” – Jeff Kushmerek Today on the Tech Leader Talk podcast: - Why should the customer support team get involved before a deal is closed - The importance of having a dedicated support team - New software tools that help with customer success operations   Resources Mentioned: Book: Never Split the Difference by Chris Voss Connect with Jeff Kushmerek: Jeff's Website: www.jeffkushmerek.com Thanks for listening! Be sure to get your free copy of Steve's latest book, Cracking the Patent Code, and discover his proven system for identifying and protecting your most valuable inventions. Get the book at https://stevesponseller.com/book/ .

Omri Traub is the Co-Founder and CEO at Popcart, a shopping assistant tool helping thousands get the best prices online every time. Before that, he was VP of Engineering at Oracle where he led the Endeca team, acquired by Oracle in 2011 for $1.1B. Popcart is Omri's third startup. He lives in Brookline, MA with his wife and four children. For more information about Popcart go to https://www.popcart.com/

Daniel Tunkelang is currently an independent consultant or, in his words, a 'high-class consultant' for technology companies. Previous to this, he was a data science and engineering executive who has built and led some of the strongest teams in the software industry.Daniel studied computer science and math at MIT and has a PhD in computer science from CMU. He was a founding employee and chief scientist of Endeca, a search pioneer that Oracle acquired for $1.1B. He led a local search team at Google. Prior to this, he was a director of data science and engineering at LinkedIn, and he established their query understanding team.Daniel is a widely recognized writer and speaker. He is frequently invited to speak at academic and industry conferences, particularly in the areas of information retrieval, web science, and data science. He has written the definitive textbook on faceted search (now a standard for ecommerce sites), established an annual symposium on human-computer interaction and information retrieval, and authored 24 US patents. His social media posts have attracted over a million page views.Daniel also advises and consults for companies that can benefit strategically from his expertise. His clients range from early-stage startups to "unicorn" technology companies like Etsy and Flipkart. He helps companies make decisions around algorithms, technology, product strategy, hiring, and organizational structure.Click Here –> For more information about tech careersEpisode Summary"Well it started with pretty much the people that reached out to me were trying to persuade me to take full-time jobs and I'd say, Hey, I have a better deal for you. You could just have me one day a week"—Daniel TunkelangIn this episode we’ll cover:How Endeca got started? Why did the founders reach out to Daniel?The pros and cons of being an independent contractor versus a full-time employee What made Daniel interested in search?Why Daniel became lost while working at GoogleYou can find more resources and a full transcript in the show notesTo learn more about our podcast go to https://develomentor.com/To listen to previous episodes go to https://develomentor.com/blog/Follow Daniel TunkelangTwitter: @dtunkelangLinkedIn: linkedin.com/in/dtunkelang/Follow Develomentor:Twitter: @develomentorFollow Grant IngersollTwitter: @gsingersLinkedIn: linkedin.com/in/grantingersollSupport the show (https://www.patreon.com/develomentor)

Daniel Tunkelang, one of the top search relevance consultants in the United States. He is a data science and engineering executive who has built and led some of the strongest teams in the software industry, including Google. Daniel was a founding employee and chief scientist of Endeca, a search pioneer that Oracle acquired for $1.1B. He was also director of data science and engineering at LinkedIn, and he studied computer science and math at MIT and has a PhD in computer science from CMU. So when it comes to understanding how search engines work and search queries, Daniel knows what he’s talking about. Today, he shares insights on how search works and how to make it work for you. You can read more about all things search on Daniel’s blogs at QueryUnderstanding.com, or, if you need expert consultation, reach out to him on LinkedIn. Key points include: 04:08: How search engines match content to search queries 09:23: How big companies search functions differ from smaller companies 12:21: The search problems companies experience and solutions offered 21:18: The surprising measures companies have used when compiling search data 25:32: How Daniel approaches search data investigation 32:27: Understanding search for staffing situations 36:35: Behind the scenes of LinkedIn’s search function 44:31: How to conduct effective search queries

Venrock Partner Mike Tyrrell speaks with Jason Purcell, co-founder and CEO of Salsify to discuss his career and how Endeca’s $1B exit lead to the creation of Salsify. Purcell explains how we are in the midst of a “masses of markets” world, and delves into how commerce experience management platforms like Salsify are helping brands navigate a space where consumers engage with products on a broad variety of channels and win on the digital shelf. Purcell shares the toughest part of his journey at Salsify and what the company sees as its “North Star”. They also discuss the importance of repeated clear communication in leadership strategy, particularly when a company grows past the startup stage.  

In this episode, John talks with Rob Gonzalez, Co-founder & CMO of Salsify—a company providing commerce experience management for digital shelves. John and Rob discuss how a multi-channel content strategy engages consumers wherever they come across your brands and products, understanding your sales channels' fullest potential, and how to avoid the pitfalls of playing digital catch up.   Rob is the co-founder and CMO of Salsify, which empowers brand manufacturers to win on the digital shelf by delivering the product experiences consumers demand anywhere they choose to shop online. Rob has worked with executives at hundreds of brands including Coca-Cola, Bosch, GSK, Rawlings, and Fruit of the Loom to help advise on winning strategies for commerce. Prior to founding Salsify, Rob and his co-founders were with Endeca Technologies, acquired by Oracle for $1.1B in 2011. Endeca pioneered search, navigation, and merchandising for ecommerce, and powered ecommerce sites such as Walmart.com, HomeDepot.com, Target.com, Walgreens.com, and more than half of the top 100 internet retailers in North American, and hundreds more globally.   https://www.linkedin.com/in/robgonzalez/ ----- Connect with John Ghiorso https://www.linkedin.com/in/johnlouisghiorso/ https://twitter.com/johnlghiorso?lang=en Connect with Orca Pacific https://orcapac.com/ https://www.linkedin.com/company/orcapacific/ https://twitter.com/OrcaPac https://www.youtube.com/channel/UCLTH5V_bukbATvfxkKCq7Sg  

This week's guest on Scaleup Marketing is my friend and former colleague Jess Iandiorio, the CMO at Starburst Data. Jess and I worked together at Acquia, and she's previously been at Endeca, Drift, and Mirakl. Jess and I talk about the “She's Not Strategic” challenge that women face when trying to move up in an organization. And we get into the importance of category creation for companies who don't fit into an existing box.

Welcome to our second panel on Develomentor. Today's topic is tech hiring as an employee and as a manager.Today's guests are:Aline Lerner – Aline is the founder and CEO of Interviewing.io, a hiring platform aimed at making interviewing and finding a job in tech way less painful. You heard her first on the show in episode 44 where she shared her career path from MIT computer science to being a professional chef to tech recruiting and software engineering. Daniel Tunkelang – Daniel is a computer scientist and early employee at Endeca, the search company acquired by Oracle for over $1 billion. He also spent time at Google and LinkedIn before going out on his own as a, to use his own words, a High Class consultant. Renee Saint-Louis – Renee is a long time product manager and the author of the Manager Mentor blog series, which you can find at develomentor.com. She was also a guest of the show way back in episode 2.Key MilestonesWhy is talking to employees often a better way of getting a job than talking to recruiters?What are common mistakes people make in the tech hiring process?Ways to assess whether a company is a good fit for you or not.One of the controversies in hiring in the tech field relates to giving candidates homework as part of the screening process.What do manager's look for when adding to their team?Negotiating as an employee and as a manager. What is the “pipeline problem” as it relates to diversity and inclusion in hiring in tech?How to deal with 'brilliant jerks' in tech?Additional ResourcesWhat is the pipeline problem? https://blog.interviewing.io/we-ran-the-numbers-and-there-really-is-a-pipeline-problem-in-eng-hiring/Check out our Manager series on Develomentor - https://develomentor.com/2020/10/28/avoiding-conflict-erodes-trust/You can find more resources in the show notesTo learn more about our podcast go to https://develomentor.com/To listen to previous episodes go to https://develomentor.com/blog/Connect with the panelists:Aline Lerner: https://www.linkedin.com/in/alinelerner/Renee Saint Louis: https://www.linkedin.com/in/renee-saint-louis-cbap-6bbb2a/Daniel Tunkelang: https://www.linkedin.com/in/dtunkelang/Aline Lerner:Follow DevelomentorTwitter: @develomentorSupport the show (https://www.patreon.com/develomentor)

Adam has a pHD in distributed computing from Cornell, was CTO of Endeca which powered the search and navigation for Walmart, Target, Home Depot, and hundreds of others in the 00s, and has 14 ecommerce technology patents to his name. Join us for this nerdy discussion of the history of the ecommerce tech stack from 1999 to now.

From his early days at Amazon.com, to his time in senior roles at Endeca (from small company to Oracle acquisition), to now being CEO at Yottaa, Rich has seen it all. In this episode we talk about the early days of Amazon.com and Endeca, and the state of the art of frontend optimization and security

You've probably heard of the PayPal Mafia on the west coast. In Boston, you have the Endeca mafia, where lots of alumni have gone off to start companies like Toast, Salsify, Parallel Wireless, and many others. Andrew is part of this crew, as he joined Endeca in the early days and was part of the team that helped scale the company, which later resulted in an acquisition by Oracle. Andrew's latest company is Jellyfish, the leading Engineering Management Platform (EMP), which provides complete visibility into engineering organizations, the work they do, and how they operate. The company announced a $12M Series A round of funding back in May, which was led by Accel and Wing Venture Capital. In this episode of our podcast, we cover: * Andrew's decision to study computer science at MIT and how working at a handful of internships helped shape his career. * A deep dive into his experience at Endeca, plus another startup he founded called LoopIt. * All the details on Jellyfish and how they are enabling the business of engineering. * Advice to entrepreneurs on idea creation and what is a viable product to build a business around. * And so much more. If you like the show, please remember to subscribe and review us on iTunes, Soundcloud, Spotify, Stitcher, or Google Play.

About this nugget: This nugget was pulled from episode 259 from an interview with Steve Fredette,  co-founder and president of Toast. This nugget is on Lean product testing. What is a nugget of the week?:  The host John Siracusa has recorded over 300 episodes as the host of the Bank On It & Before the A fintech podcasts where he interviews founders building the future of fintech and the VCS/Angels who fund them.  With each interview there’s this wow moment when the person interviewed has shared something really special, unique or a reminder on how founders or investors should think. So, here we are delivering those moments to you in the form of a bite sized nugget. About Steve Fredette:  Steve is President and co-founder of Toast, where he leads product and innovation initiatives. Prior to Toast, he worked on mobile app development before the iPhone came out, creating the first Flickr and Shoebuy.com apps. At Endeca, now Oracle, he co-founded their mobile commerce business, building the product team and driving sales, marketing, and services to over $10 million in revenue in two years. He also ran the Special Operations team at Endeca, creating new prototypes for various customer and business needs, including Endeca’s business intelligence platform. About the host:  John Siracusa, is the host of the ‘Bank On It’ podcast recorded onsite in Wall Street at OpenFin, and 'Before the A' podcast recorded onsite in Flat Iron at Barclays/Techstars Rise NYC.   He’s a highly sought after fintech, VC and financial services industry enthusiast and connector. He’s in the center of the fintech ecosystem, keeping current with the ever-innovating industry.  Stay in the fintech know by subscribing to ‘Bank On It’, ‘Before the A’  Follow him on LinkedIn, Twitter, Medium

Welcome to another episode of Develomentor. Today's guest is Daniel Tunkelang. Daniel Tunkelang is currently an independent consultant or, in his words, a 'high-class consultant' for technology companies. Previous to this, he was a data science and engineering executive who has built and led some of the strongest teams in the software industry.Daniel studied computer science and math at MIT and has a PhD in computer science from CMU. He was a founding employee and chief scientist of Endeca, a search pioneer that Oracle acquired for $1.1B. He led a local search team at Google. Prior to this, he was a director of data science and engineering at LinkedIn, and he established their query understanding team.Daniel is a widely recognized writer and speaker. He is frequently invited to speak at academic and industry conferences, particularly in the areas of information retrieval, web science, and data science. He has written the definitive textbook on faceted search (now a standard for ecommerce sites), established an annual symposium on human-computer interaction and information retrieval, and authored 24 US patents. His social media posts have attracted over a million page views.Daniel also advises and consults for companies that can benefit strategically from his expertise. His clients range from early-stage startups to "unicorn" technology companies like Etsy and Flipkart. He helps companies make decisions around algorithms, technology, product strategy, hiring, and organizational structure.Click Here –> For more information about tech careersEpisode Summary"Well it started with pretty much the people that reached out to me were trying to persuade me to take full-time jobs and I'd say, Hey, I have a better deal for you. You could just have me one day a week"—Daniel TunkelangIn this episode we’ll cover:How Endeca got started? Why did the founders reach out to Daniel?The pros and cons of being an independent contractor versus a full-time employee What made Daniel interested in search?Why Daniel became lost while working at GoogleYou can find more resources and a full transcript in the show notesTo learn more about our podcast go to https://develomentor.com/To listen to previous episodes go to https://develomentor.com/blog/Follow Daniel TunkelangTwitter: @dtunkelangLinkedIn: linkedin.com/in/dtunkelang/Follow Develomentor:Twitter: @develomentorFollow Grant IngersollTwitter: @gsingersLinkedIn: linkedin.com/in/grantingersoll

What you'll learn: How do you unify your online and offline presence? How do you merchandise your products online? How do you manage your sales assets across all retailers and synchronize your entire eCommerce activity? Today we learn about Salsify, a company that not only simplifies the digital product launch process, but measures the sales success of your creative content and product assets. Today, you learn how to manage your company's digital shelf.   About our guest: Jason Purcell is the Co-Founder and CEO of Salsify. Before Salsify, Jason ran Endeca's e-commerce business. He was with Endeca almost from the beginning as employee #24 and helped grow the business to its $1B+ exit.   Key takeaways from this episode: What is a PIM? What is the digital shelf? What makes Salsify different? Salsify stats (employee count, international locations, customers, etc.) Salsify's Annual Event: Digital Transformers Summit Scaling Salsify with self-funding before taking on VC Funds Key challenges brands face when building their digital shelf Aggregated data to create a brand's full digital story Gaining competitor comparative data Salsify onboarding and channel integration Type of companies that need a PXM Uploading a new product image on retailers in less than a minute Best advice and strategies to improve your digital shelf

Jeff is joined by Andrew Fink. Andrew is an exceptional Professional Services leader that started his career at the premier consulting groups of the day - Andersen, CTP and then grew his skills at Met Life before we met at Endeca. Andrew discusses the differences in roles and the difficult decisions that we all have to face when growing (and shrinking) companies. We then transitioned into discussing both of our recent career moves and the thought process behind those changes

Jeff is joined by one of his closest mentors, Mark Holland. Mark was Jeff's manager at Endeca and helped shape many formative ideas with his background at Accenture. Since then, Jeff and Mark worked together at Brightcove, and then Mark ran one of the largest communities in the world at Applause. Tons of best practices covered here!

From the founding team of Endeca to Google to LinkedIn and beyond, Dr. Daniel Tunkelang talks through the early days of Endeca, his pioneering work at Google and LinkedIn and his life as one of the world's top freelance search consultants for companies like Flipkart, Pinterest, Yelp, Salesforce, and Apple. We talk through voice search, machine learning, the origins of Kafka at LinkedIn, popular commercial search products for commerce, and more. Connect with him at @dtunkelang, https://www.linkedin.com/in/dtunkelang, and https://queryunderstanding.com #CommerceTomorrow #iTunes #podcast Podcast all Platforms https://linktr.ee/commercetomorrow http://commercetomorrow.com/ https://twitter.com/commerce2morrow https://soundcloud.com/commercetomorrow https://www.facebook.com/CommerceTomorrow https://www.instagram.com/commercetomorrow/ https://www.youtube.com/channel/UCsZHLe6SEep5zLnNoF7S0PA?view_as=subscriber

Jim Baum is currently a Venture Partner at OpenView and serves on multiple boards including Logz.io, Applitools, project44 and DataStax. Jim previously served as President and CEO of Netezza where he drove the nearly $2B acquisition of Netezza by IBM in 2010. Jim also led Endeca’s early rise from tiny startup to the leading provider of innovative information access and delivery software solutions. Prior to Endeca and Netezza, he served at PTC as an Executive Vice President and General Manager. On this episode, Jim discusses his experience as a venture partner and the difference between joining a board as an investor vs. an independent board member, why sitting on a board is a great opportunity for executives and advice for expansion stage CEOs looking for the right board members.

Julie Yoo is the co-founder of Kyruus, a medical technology company that is the developer of ProviderMatch. One of the most frustrating things about the healthcare system is the tendency for patients to be sent to the wrong type of doctor for their health issue. The industry term for this problem is patient access paradox. ProviderMatch is software that directs patients to the proper medical specialist for their specific needs. During today’s episode, Julie and I discuss the components that make ProviderMatch an effective tool. Some of the topics we touch on are: How ProviderMatch has changed the customer service side of healthcare. How ProviderMatch helps combat physician burnout. The 3 major user bases served by the application. The 3 types of tests Kyruus uses to test new and upgraded product features. The 3 levels of analytics that Kyruus uses to measure RIO and value. Resources and Links: Kyruus Kyruus on Facebook Kyruus on LinkedIn Kyruus on Twitter Julie Yoo on Twitter Julie Yoo on LinkedIn Thank you for joining us for today’s episode of Experiencing Data. Keep coming back for more episodes with great conversations about the world through the lens of analytics and design. Episode Transcript Brian: All right so we have Julie Yoo on the podcast today from Kyruus which is based out of Boston. Julie, welcome to the podcast. How’s it going? Julie: Good, thanks Brian. Thank you so much for having me. Brian: I’m excited for you to share some of your backgrounds with our listeners. You’re currently chief product officer at Kyruus. We did some work together several years back as I recall. This is actually news to me, I don’t know this—you’re in the healthcare space and you oversee product and strategy for the company and hospitals. When we all call and we want to schedule an appointment with a doctor, a lot of us get a referral from a friend or whatever and we call them and it’s difficult to get an appointment. Reality, the hospitals often have tons of supply on their end that’s not getting used and those doctors or service providers may be fully qualified to help out those patients if only the people on the scheduling side could help match the patients up with the service provider. Is that basically what your main software, the ProviderMatch software, does? Julie: Yeah absolutely. We’re solving what we’ve coined as the patient access paradox which is that fundamental mismatch between patient demands being told to wait multiple weeks or even months to get an appointment. We all assume that that’s because every slot is booked up solid in whatever market we’re in. But it turns out that on the hospital side of things and the whole system side of things, that typically our customers are operating at anywhere from as low as 70% to 80% capacity utilization. One thing I’ll qualify there, it’s not necessarily just empty slots that are going out completely unused which is certainly an issue. But what we also focus on in best utilizing your resources for the unique expertise and skills that they bring to the table. What we also focus on is are you getting to the right doctor the first time, and that’s from a clinical lens. There’s tons of subspecialties in medicine and we want to make sure you’re getting to the right specialist. Or subspecialist or even within primary care there can be variants in terms of what people focus on. Also level of care which is if you have certain types of conditions, oftentimes part of the reason why you have to wait so long is that you’re sent immediately to a very scarce specialist resource who tends to be harder to book with, has more limited time. Whereas that condition may actually be treatable by a lower acuity provider. Anything from a generalist to primary care provider, maybe even a nurse practitioner, or even a walk-in clinic. This day and age, we see a lot more activity in terms of retail clinics and walk-in care. We look across that entire spectrum of possible options to interpretation and ensure that the patient is getting routed to the most effective place in the most efficient and possible way. Brian: That’s pretty cool. I didn’t realize there is so much missed—I mean obviously the specialists wants to see them. I have any arm problem, I need to go to the best arm doctor in the world kind of thing. We didn’t know that there was so tax, like 70% to 80% under utilization rate is pretty interesting. So why don’t you tell me about your background. I know you studied pre medicine at MIT and you have an MBA from Harvard, is that correct? And you went to MIT Sloan. You have quite a background. What do you do at Kyruus yourself, and can you tell us about your background a little bit? Julie: Yeah, absolutely. It’s blasphemy that you just said that I went to Harvard MBA. I went to MIT for my MBA. Actually, I came to MIT as an undergrad thinking that I wanted to be a doctor when I grew up. I started out as a biology major doing pre med. I’m happy to be in school during the initial original dot-com boom back in the late ’90s and actually got influenced to get computer science and fell in love with it. Just the problem solving aspects of it, and I love coding and building things from nothing. I ended up actually majoring in computer science while also finishing up my premed exam requirement. My first job out of college was actually as a software engineer so I totally focused on the technical side of that track. Always, however, maintaining my personal interests in the intersection of healthcare and technology. The first several years of my career was software engineering. I worked at a company called Endeca Technologies here in Boston which I think is pretty well-known locally. They were an enterprise search technology initially focused and I think probably best known for their work in the ecommerce space. We powered the online search catalog for the major ecommerce companies across the country and even the world. I cut my fuse there and then ultimately figured out that I love being customer facing, I was kind of intrigued by the business side of things. I migrated more into product and eventually now today, I’m more of a product manager is kind of where I would identify myself. Also at the same time about six years since my career at Endeca, that was really when the federal government started pouring resources into the digitization of healthcare and that was really when I had a lightbulb moment myself around the opportunity within healthcare to apply software and technology and data to improve efficiencies as we were talking about earlier but also […] simple outcomes, of course. And so I actually made a career change by way of grad school which is how I ended up at MIT Sloan. The Harvard component is that I did a dual degree program that was a collaboration between Harvard and MIT. By way of that, I got exposure to both the business side as well as the clinical side. The Harvard-MIT HST program is the collaboration between Harvard Medical School and MIT Proper. I did my masters with that program. I initially actually focused on personalized medicine, something that’s completely unrelated to what we do here at Kyruus but it was intuitively an area where I can apply my data analytics and software expertise given that […] where software was being applied at scale in the healthcare and life sciences area. The first couple of companies that I did were in that area of genomics and genetic sequencing and personalized medicine. I had a couple of companies that I worked with there, especially the first employee of both companies on the product side, and both of those companies eventually got acquired. The second company was acquired in 2010, that was when myself and my current cofounder Graham Gardner decided to get together and go after the opportunity that Kyruus has focused on around patient access. I was the founding chief product officer at Kyruus. I wrote the first version of the product with my own two hands and have shaped the road map, user engagement, definitely own design as part of the product management function and have now as the company has scaled moved into more of a strategy role. Really focused on three to five years direction of the business, new market segment, how do we fit into the broader technology ecosystem within the digital health space but really have my anchoring and foundation in product. Brian: Cool. Thanks for sharing that background. You mentioned in there that you own the design as part of your role in product at Kyruus. If I recall correctly with ProviderMatch, the primary end users tend to be people that are scheduling appointments which may include some people with medical background like the nurse managers I believe and you’re trying to provide them with the tool that lets them take in patient requests or things like language of the provider, gender of the provider, location of the provider and obviously dates of availability. Then they are able to type in a condition like skin rash or something and then the scheduler is able to provide them with a response like, “We have these four people available on Tuesday from 11:00 to 3:00, they’re all great, here’s where they went to school.” Is that still what it is and can you tell me about how do you go about designing that experience and how do you guys know if you’re doing a good job besides the fact that the checks clear and they keep renewing. How do you guys evaluate and design for that? Julie: Yeah. You do remember correctly that one of our major user bases is the patient after call center agent who is a front line staff member whose job is to answer the phone all day every day and help patients get matched to the right doctor and then book an appointment. That was our flagship product called ProviderMatch for access centers that we launched over five years ago at this point. That remains a major user constituent that we serve. Since then, we’ve expanded our product portfolio just to make it a little bit more complicated. We actually now I would say have three major users that we serve in addition to that. One being the call center agent that you described, another actually being the patient or the consumer, him or herself. We actually have launched a patient facing product called ProviderMatch for Consumers several years ago at this point, but the idea there is to enable us consumers to self-serve. We have a white label product that our customers will embed in their websites or their mobile apps. They’re kind of public facing digital storefront, so to speak. That allows for us to do our own research on who might be the best provider for me based on my preferences and my criteria. And then also facilitate on my scheduling, being able to actually book an appointment physically online. That’s the second user-base that we serve. Then a third major user-base is actually the physicians and the providers themselves and this has become a very powerful leverage point for us to be able to engage these organizations at scale and really provide a strong value proposition back to the physicians who I would say, traditionally in the digital health world, are sometimes viewed as optical. A lot of companies struggle to really engage with those providers and expect the value proposition that’s big enough to get those individuals to buy in, let alone to actually use product. You may recall originally my philosophy around ProviderMatch was we need to design a product that can be deployed and go live and drive value without any reliance on physicians doing anything in our product. The primary reason for that is that physicians are extremely busy. I think the strategy to depend on the physician to come out of whatever their core workflow is, take away from the time that they’re spending with a patient to learn a new thing and/or using a different app than what is core to their clinical mission through observing the patient. We actually started with that philosophy, but as we matured and as we were demonstrating great outcomes, we were able to kind of pivot into a much more explicit physician engagement approach. Today, they are actually the majority of our users, technically speaking, in terms of the number of users who are accessing our products, that’s another dimension to it. As you can imagine, each of those user bases is extremely different. We could go on and on and I’m happy to go in whatever direction would make sense but we have a pretty distinct framework that we use for each one of those user-bases. Yes, we serve them all through the same uniform platform and there are certain elements of consistencies that we want to drive across user experience across those three user-bases. But as you can imagine, the use cases, the stories, the scenarios that we’re addressing within each of those products can be quite […]. Brian: Can you tell us a little bit about how you design for these different constituencies, if you have like a recent anecdote about maybe a project you guys did and how do you keep all this simple and keep the scheduling time as minimal as possible which I assume would be the goal here, so that the maximum time is spent on patient care? How do you design for those experiences? How do you move through that? Julie: I think just the basic thing we start is just a crisp definition of the actual user personas and certainly each of those user sets is using our product for a very different purpose. Take the call center agent for instance, when they answer the phone, the person on the other end of the phone clearly already has some intention of taking some action because they’ve gone through the work of dialing the member, waiting for someone to answer, and clearly are looking to get served. A lot of message that around that user base is efficiency. You’ve got only a few seconds to capture the attention of that customer and essentially convert them. One of the ways that we define the job of the call center agent that might be distinct from the other users is their primary goal is conversion. They need to drive yields from every 10 calls that come in with a patient looking to get an appointment. We want the number of booked appointments that come out of that to actually be 10. Some of the sort of sad state of affairs in the healthcare industry is that many of the organizations that we engage with are starting at conversion rates as low as 20% meaning every 10 patient that call in, trying to get an appointment, maybe only 2 of them will leave that call with an actual booked appointment in hand. There’s a ton of sort of depth around how do we drive that use case for that user base, which is distinct from the consumer. The consumer, I may just be doing research and I might be early in my funnel, in my patient journey and not yet ready to book an appointment when I’m engaging with ProviderMatch. It might not even be me, I might be doing some research on behalf of someone else or certainly I might be coming with an intention to book. I would say a big challenge that we’re still chipping away at and have tons to learn is how do you effectively segment those user stories and scenarios and serve all those user sets and narrative through a single product. That is a different set of problems. Whereas physicians, on the other hand, the primary goal for them to come into our solution is to optimize the configuration of rules engines that determine which patients get referred or scheduled with them. That’s much more of a personal experience in a lot of ways because the physician is looking to us, our products, to help describe to the world what it is that they do and under what circumstances should a patient be sent to me. That sort of elicits a whole different emotional experience in some ways that relies heavily on an empathy for the perspective of that physician and really a kind of, I would say, caution around making too many assumptions about what that individual is looking to accomplish or how they want to express their clinical expertise through our product. There’s a whole, again, another set of narratives around that piece Just that mere definition, hopefully it paints the picture of just the complexity that results from having to serve such user set. We do have different team that focus on different user experiences as well and that ability to have individuals specialize in certain areas just gives us a lot of depth around how we’re able focus and describe a lot of insight into those varied populations versus kind of diluting it by having teams spread across those areas. Those are some of the types of framework that we use to be able to effectively address those user populations. Brian: Do you have either your designers and/or the product managers, it sounds like you have them assigned to each of the different products that focus on the different personas, do they do any type of interviews or any type of research activities with these, I’m curious, you can like learn anything, have any cool nuggets of stuff that maybe you would have found out through the design process about talking to a doctor, like, “I would never type in that I’m an expert at this even though I totally am because X,” or… Julie: Yeah. Brian: …did you find any nuggets that are kind of interesting? Julie: Yeah, absolutely we do, I would say, three major types of testing. One is we actually are privileged to have lots of folks who are either physicians or ex-hospital administrators at our company, so we have in house team that can serve as sort of test users for a lot of our new concepts, where we do kind of an internal testing when we’re developing new ideas or get designs. That’s one way we do it. We also obviously use external testers as well, whether it be sites like usertesting.com or other service that allow you to recruit ad hoc users and test various concepts. We’ve got a lot of that kind of work as well. We also go observe our users at our customer site and we’ve done a combination of both observation of actual call center agent-type users within their dedicated setting, but also direct consumer research, we’ll giveaway Starbucks cards to regular people off the street who are willing to kind of sit down and give us feedback. All of that is a source of data into our process. So many stories of things were just completely eye opening. Everything from, I mentioned earlier, the emotion that gets elicited when you are working with a physician to try to define what their referral protocols are. Imagine sitting down with an engineer and designing a routing protocol for determining what project they get assigned to and just how personal of an experience that would be. That’s kind of the same lens that we observe and experience with the physician in a period of time where you may have read this or heard this, but certainly in healthcare, one of the major topics and stories that has a lot of buzz right now is physician burnout. We live and breathe it every single day with our users where physicians are really burned out and their job has become less about direct patient care and much more about administrative tasks and tracking of data and submission of billing information, things of that sort. Part of the line that we have to navigate is how do we introduce our solution which we believe has such a strong correlation with less burn out sensation and the ability to actually focus on the types of cases that you want to focus on and leverage your many years of training for the thing that you’re uniquely qualified to do. How do we do that in this context where people have no mental space and energy left to take on new products and new applications in the workforce, a new task. I think the emotional aspect of the finishing engagement piece is definitely something that I distinctly remember from so many of those conversations. And then I think it’s also form a consumer lens, when I think about the patients, I think we’re doing a big role. A part of our role at Kyruus I believe is to really educate market about how to think about doctor appointment booking. I think too often, consumers think that whatever appointment they can get soonest is the best option for them. Obviously, they don’t necessarily realize the downstream negative impact of making a choice to go see one kind of doctor who is available tomorrow versus waiting maybe a few days or maybe a couple of weeks to see the doctor who might be better qualified for you from a clinical end. That’s part of what our product is about, the core philosophy of our solution is, yes, get the patient in efficiently and quickly as possible but never at the expense of getting them to the right clinical provider. That’s another piece that I see come out in droves when we’re doing user-testing is, “Why can’t I just book this one that is the soonest,” before in the workflow two steps ago and just kind of explaining, how do we present that in the user experience has been a big challenge for us. But certainly something that is a primary goal for our product. Brian: Do you find with the service that you provide that’s more doctor facing especially on where they—it sounds like they have to input a bunch of preferences which then enables them to receive more qualified bookings into their calendar so to speak. Is it hard? One of the things I talk about in my list a lot is the need to go out and have direct one-on-one conversations with the people that are going to use your solutions. Especially with analytics products where lots of data—as the data grows, the complexity tends to go up. What one of the problems that enterprise that companies have is access to the actual, not the buyers of these platforms, maybe you’re selling into a CTO or something like that in a hospital network but they’re probably not the ones that are going to be using the interfaces and it’s hard to get access. Do you have that problem and do you have any ways that you’ve worked around to entice them to participate in research? Julie: Absolutely, that is absolutely a challenge for any company in our space with positions in particular at the audience. Even frankly with our call center agents because they have such a real time job that any interruption during the day while they’re on call to answer the phone can be viewed as engagement. Yes, we absolutely deal with that. We have the benefit of a—my cofounder’s position, our CEO, we happen to have a very rich network of physicians who are friendly to Kyruus and are certainly willing to take time out of their day to come tell us what it’s like on the other side and obviously their feedback on our product. We are very careful always to balance the types of physicians. There are physicians who work in organizations like Mass General here in Boston that are highly specialized, highly academic focused, probably have a big focus on research and are really on the leading edge of novel innovative medical treatment paradigm versus many of our clients who are not that and who are just regular old community based hospitals that kind of deal with the general population and are not necessarily seeing the most […] but have to serve millions of consumers and patients who have very basic needs. We’re always careful to balance the type of physicians that we talk to and get feedback from across those various settings. We also, over time I would say, have taken a much more prescriptive approach with our customers around physician engagement. Certainly has to be the case from the first launch that we were tip-toeing around the clinical leadership and didn’t want to bother the folks who were kind of on the clinical frontline. That became a challenge for us to really configure and validate the data within our platform to make sure that we’re driving the right outcome. Now, fast forward many years later, we actually have as part of our implementation playbook a requirement to engage with the clinical side of the business. That was a hard cultural transition to make both internally and with our customers. But now that we have so much data which we can probably talk about but, we have data that shows the benefit of doing that. Not only just data but oftentimes qualitative narrative plays a big role and just getting people to buy into that paradigm. We pretty explicitly sort of I wouldn’t say forcefully but you know, it’s highly recommend to our customers that Kyruus is employed as part of the acquisition process and directly talks to physicians. We’ve taken a pretty hard line on that and it certainly benefited us. Brian: So like when they sign a deal, there’s actually something in the agreement about your right to access their providers to make the service work and that type of thing? Julie: Not contractual at all, it’s part of our implementation playbook is what I’ll call it. Where we lay out here are the four tracks of implementation that we need to accomplish and X number of months. One of them is just purely technical data integration, things of that sort. One might be how do we design our workflow, one might be around analytics and then one is actually physician engagement. It’s really just part of our implementation methodology. Just like almost kind of a consulting mindset. When you hire a consulting firm, they’ve got their recommended way of doing things and you sort of assume that in order to get the best outcomes, you want to follow their playbook. That’s kind of the approach that we’ve used with our acquisition process. Brian: I see. That’s really interesting. I like that idea of encouraging it from the outset as part of a product company. I think that’s a really great idea to bake into your product if you’re on premise deployment type of situation where there’s some kind of set up process and you guys obviously have to go through some level of customization probably with every new hospital network that you guys bring onboard. Julie: We like to say configuration, not customization. But yes, absolutely. Brian: Oh okay. And you mentioned analytics at the end. I actually did want to jump into that. So obviously if you guys are selling this product on—you’re almost like a market maker. You’re bringing supply and demand, you’re optimizing supply and demand. What type of data, or interfaces, or maybe it’s APIs of the hospital. But I imagine they want to know what their ROI is for purchasing these systems. Do you have some type of reporting or analytics dashboard that helps the administrator? Who would be those users and tell me what some of their use cases might be if you indeed have something like that. Julie: Absolutely. Analytics is critical to the value narrative and ROI of our products. We actually do have a webpage in our analytics product, provide and match analytics that comes with our platform. There’s a number of ways by which we deploy it. So first of all, a user, an end user who has the appropriate level of authorization can just log into their browser window and see the analytics dashboard at any point of any day. We’ve obviously optimized it. We have a set of canned reports that we offer out of the box to represent the KPIs that we’ve designed as the leading indicator for the different products that we have. That’s one major component of it. We have a framework where we think about three levels of analytics. One is what I call reflective analytic which is kind of the most basic reporting where we’re sort of almost leading back to the organization what kinds of activity are flowing through our products. It is literally demand and supply. Meaning how many requests for this kind of appointment came in in the last week and then bumping that up against your provider network supply side so to speak saying did you have a sufficient supply to serve that need and what kinds of gaps do you have in that network. That’s kind of the most basic reflective analytics. One level up from that is what we call impact metrics that say okay, of the 1,000 calls that you got for interpolation related services last week, what percentage of them converted into an actual booked appointment? What percentage didn’t convert and what was the outcome of those calls, why weren’t you able to serve those needs? How many new patients were you able to acquire through your web based find a physician application that’s powered by ProviderMatch and how many accomplished customers returns to you, were loyal to you by coming back to you and booking a follow-up appointment. So those are some of the types of impact metrics that are kind of a level up from that requested data but demonstrates some kind of business outcome that our product is associated with. And then the third tier is ROI, true ROI, financial ROI that says, okay, so relative to baseline historically before you can click ProviderMatch, you were able to utilize X percent of your scheduled resources. You had X number patient appointment that were booked in an X period of time of this distribution across primary care and specialty care. There’s actually a benchmark dollar amount that are out there that are well accepted that represents the top line value of each booked appointment. So maybe your specialist cases are worth $2,000 and your primary care is worth $1,000 multiply out the volume that have come through ProviderMatch relative to baseline and determine what did you get for the money that you invested in our product. That obviously is a bit of a holy grail where you’re able to demonstrate what did you get back for how much you spent on Kyruus and obviously if you are willing to invest more. Those are kind of the three levels that we describe. The first two tend to be really self service. You can log in to that web page dashboard, see it, believe it, move on. We have an account management team that has a more of a high touch engagement model with that third tier where we go to the C-level executive team essentially and present that back in an actual face to face meeting on a quarterly basis because there’s a tremendous amount of depth, obviously a tremendous amount of assumption and business context that you need to be wrapped around the presentation of that kind of data. We make sure that we’re doing that in a fairly high touch way versus some of our more self service analytics report. Brian: That’s really interesting about how you called it reflective analytics and kind of moves up the value chain almost in terms of being able to quantify ROI for the investment. Is there a way to tell whether or not any ends that… I totally get hospitals there’s a financial side to healthcare. Obviously it’s a huge financial part of healthcare but in terms of improving patient lives and quality of healthcare and all of that, is there any way to quantify or measure from your service that healthcare is improving or it is that kind of implied from assuming more booked appointments with more qualified. We assume they got better. Is there any way to that you guys can provide that insight or is it too difficult? Julie: Yeah, we have a couple of ways to think about it. First of all, clinical quality measurement is something that we as a society have yet to crack fully. There is no silver bullet. If anything, there are way too many quality standards out there and not yet what I would call a systematic standard for measuring the impact of a good intervention from a clinical quality lens. We look at it from one of two ways. One is definitely a derivative by way of getting you two different doctors at first time in a timely fashion, we’re avoiding A, just making sure that you’re getting the care that you need, first of all and B, if you were to not get that care at a timely manner typically […] the delayed care can have a very detrimental impact in terms of the overall health of the patient. That’s more kind of a derivative way of qualitative learning, one way to think about it. The actual thing that we are looking to quantify and measure and we actually have a couple of academic studies that we published on this topic that were a proof of concept of sorts, what needles we can move. A big part of what we focus on is focus. If you are an orthopedic surgeon and yes you’ve been trained in 40 different type of things and could technically see a lot of different type of patients, you actually might be best to see a certain handful of those things. Maybe five types of procedures that you’re sort of more uniquely qualified to focus on. If you’re not using a system like ProviderMatch, let’s say that you’ll get referred something from that bigger bucket is pretty hard because you booked the orthopedic surgeon. They assume that you can see any of these type of cases and they end up getting pretty varied spectrum of a type of referral. By way of using ProviderMatch, we’re able to deterministically narrow the focus of what gets sent to that physician. There are many studies that show two things. One is if a physician has more experience around a certain procedure type, then they tend to be better in terms of outcome, mortality and morbidity than physicians with less experience, kind of the Malcolm Gladwell 10,000 iteration type rule. So lots of studies show that. The second thing is let’s say you and I, Brian, are both orthopedic surgeons and I do 50 hip replacement surgeries a year. That’s my practice but you do 80 hip replacement surgeries a year but you also do 30 knee replacements and 20 of some other type of procedure. Even though you do more hip replacements than me, the data shows that I’m still going to be the higher quality surgeon because I’m focused on just that procedure. That’s what is our clinical holy grail we call it where through the use of ProviderMatch, we demonstrate that we are allowing physicians to not only drive volume around certain areas but also focus more specifically on the areas that they are uniquely qualified to serve and therefore drive better outcomes. Brian: I could see how you guys could derive that. Someone’s spending all of their time doing their kind of specialization area obviously. They’re probably building more expertise on that. Do you have any advice for other product managers of data products or analytics practitioners in terms of leveraging design to bring more value to your own business, your organization, your customers. Have you seen any positive change that’s come out of a particular design activity that you might have done that you’re like, “I would fully recommend doing this,” or, “I think that’s a really good fit for the product.” Any comments on that? Julie: Sure. I think there’s obviously tons of topics like the ones that I described that you can certainly use on a day-to-day to do design and kind of execute the process. But I think the more global statement I would make is that your focus on design has to be genuine and the only thing […] as the founding head of product, I’ve always looked at design as a critical element of why our product is going to be differentiated and more successful in the market. Part of how I know that that worked out and then played out is that our customers, we do an NPS survey with our customers periodically. The number of comments that we get back that say, “Your solution is the easiest to use that we’ve ever used in this area.” “The design is so simple. That’s what gets us to use the product and stay using the product.” We get that kind of feedback every day. I think oftentimes, I talk to a bunch of product leaders so technically there’s other companies. If that’s not coming from the top, if that’s not a genuine thing and a belief that the person at the top of the totem pole doesn’t have, then I think oftentimes design becomes something that […] and it’s harder in that scenario to make design not just an element of what’s being done but really a core part of the engineering process. That’s kind of the advice I would give. Design shouldn’t be another thing, it should be part of the actual engineering process. Easier said than done but literally, if we think about our teams and how we design some teams in addition to having obviously your engineers, your POs, your project managers, your medreps, a design lead is a required element at each of those teams. That makes it a sticky and fundamental part of the day-to-day process versus someone who calls in as a consultant. Oftentimes after the fact which is kind of the […] after a lot of the fundamental thinking has already been done versus having that person be just part of that core team that’s doing the thinking from day one. That’s kind of how it’s played out with that. That said, I would say it’s a constant struggle when you’re an organization that’s growing rapidly, that has limited resources that has 100 priorities, making sure that you are always emphasizing the value of design which is sometimes very hard to measure in quantitative terms. It’s always a challenge. But I think if you do have a leader who believes in the power of design and that you have properties that make it a core component of how you execute, that you’re much better set up to do that than otherwise. Brian: Yeah. I think there’s some good stuff there. Most of the clients that I work with, you can usually tell from the investment and enthusiasm and importance that’s placed on the discipline at the top how well it’s going to impact, or how much if at all it’s going to impact even if they have a large amount of staff if those staff aren’t properly engaged in the process, they’re not inserted at the right time, they’re not working upstream with business stakeholders to kind of… I always see this, helping to visualize and put the right experience in to reflect the intent of the product manager and the business. It’s the execution, even though it’s a strategic role in a way, it’s executing that vision for engineering so that they build the right stuff. If they’re not deployed properly, then at best, you’re back to maybe painting the pick or doing kind of surface level changes and that can then obviously trick all the way down to your downstream stakeholder like the data that comes out the other end and how useful are those analytics about ROI and stuff at the end. I think some people in the analytics space are still kind of learning. I kind of get this feeling in the data and analytics industry that we talk about data visualization a lot but not necessarily about user experience and what the ROI that good design can bring. You tend to talk about just UI level details but not necessarily the strategic side of aligning the products from the needs of the users and the business to kind of get both of those positive outcomes. Because obviously, if the business is successful, you can then pump more money back into investing in a better product and experience. It’s kind of a win-win for everyone if you have that buy in from the top. Julie: Yeah, exactly. We have the benefit of selling into typically what’s labeled as patient experience budget. More and more health systems these days are realizing that historically they’ve been super optimized for physicians. If you look at the example that I always use is if you go to any traditional hospital website that’s not using a product like ProviderMatch, the first question that they typically ask you as a patient is what department do you need to see and how are you as a consumer supposed to know whether or not you’re supposed to go to cardiology versus pulmonology versus neurology. It’s kind of ridiculous that we put that burden on the patient. Now, organizations are really thinking we can’t do that anymore. We can’t get away with that, consumers expect more because of the bar that has been raised during their experiences in other industries. For better or for worse we always say, “Why is it so easy to book a multi-leg international complex flight using just my thumb and 30 seconds on a mobile app, but it’s so hard to get a primary care doctor appointment in healthcare? “That’s something that our customers are recognizing. Because of that, everyone in our company has had some experience with that. We all have empathy with what difficulty and challenge exist around historical software booking process. That’s really where… it’s not coming out of like what are the pixels and what color are the buttons and what does the UI look like but what does that entire experience that can be emotional and you might have some diagnosis and some crazy disease and be fearful and anxious while you’re going through the experience. We always try to coach our team to remember what it’s like to be on the outside of the table when you’re […] your workflow and whatnot. But yeah, we again have the benefit of being in a space that I think everyone understands and has to some extent experience. You know the bad side of what does it feel like if it’s done poorly so that there’s a lot more kind of fundamental motivation at a higher level than just the UI. Brian: Yeah. You guys have that benefit. I think a lot of people probably don’t get that as much where it’s almost like you’re developing a consumer product in that sense where you can relate them. Like what movie should I go see and checkout and what theatres do I pick and all of that with the whole staff. Everyone at some point is going to go see a doctor so you can empathize with the scheduling process. For listeners that aren’t in that situation where maybe you’re working on something very esoteric or maybe it’s a complete B2B thing where your staff haven’t worked in that industry and don’t know that pain, it’s even more important to go get that one-on-one face time. Especially getting your engineers and designers to talk to these people and kind of start to develop that empathy. It really can change the way they approach their work. That’s cool that you guys are in that space where everyone can probably relate to the pain of the hassle around picking […]. I hate that stuff when it’s like, “Go talk to this department.” I don’t care what department it’s in, I just need to get this thing done and I want to know what the results were of this test and I don’t know who to call, it’s your problem. Julie: Exactly. Brian: Well, cool. This has been super fun. It’s been great to catch up with you and hear what you guys are doing at Kyruus. Can you tell people where they can learn more about you and what you guys are doing? Julie: Absolutely. We’ve got a great website with a ton of resources and videos and white papers and case studies and what not around what we do as a company, kyruus.com. We have a pretty big presence on social, on Twitter, on Facebook, on LinkedIn. Follow us there. And then me personally, I think Twitter is probably the best place for folks to follow along with what I’m up to. I’m @julesyoo on Twitter. Brian: All right, I’ll put that in the show notes, the link to your Twitter account and also over to Kyruus. Julie, thanks for coming on the show. It’s been great to catch up with you and I hope we get to cross paths soon. Julie: Absolutely. Thanks so much for having me, Brian. It was good to chat.

Today we’re going to chat with a growing tech company battling it out over talent with the usual behemoths. Lots of tips on how to go about winning as a challenger brand today. Chris McMahon is the Vice President, People & Culture at Turbonomic. He is a people strategist that enables energetic cultures at high growth Boston area companies such as Turbonomic, Vistaprint, Endeca and 170 Systems. Passionate about hiring and developing great talent and leadership across the globe for Turbonomic as it continues its path of hypergrowth. Justin Graci is the Marketing Manager, Corporate & Talent Brand at Turbonomic. As brand marketing manager, he's in charge of developing digital strategies and communications that help support the corporate brand and how Turbonomic is perceived by customers, partners and candidates. Working cross-functionally with almost every team within the org, he's the storyteller evangelizing what the company does best. Connect with Chris: https://www.linkedin.com/in/chris-mcmahon-2b3359/ Connect with Justin: https://www.linkedin.com/in/jgraci/ Show-notes will be available at https://employerbrandingpodcast.com WEBINAR: How to Measure the ROI of Employer Branding, June 27th 11am EST/4pm UK: http://bit.ly/MeasureROIofEB

John has spent the last two decades helping retailers, distributors, and brands optimize their omni-channel strategies and operations. Prior to Celect, John was VP of Product Management & Strategy for Oracle Commerce, coming to Oracle via the Endeca acquisition where John was VP of Marketing & Product Management. John started his career within Deloitte Consulting’s Strategy & Operations practice. John holds a BA in Economics and Computer Science from Boston College and received his master’s degree from the Harvard Business School.

Case Study - Funding Strategies to Go the Distance - Endeca by Startup Secrets

Welcome to Episode 15 of The VentureFizz Podcast, the flagship podcast of Boston's most trusted source for startup and tech jobs, news, and insights! On this episode, VentureFizz Founder Keith Cline is joined Julie Yoo, Co-Founder and Chief Product Officer at Kyruus. Kyruus is a healthcare tech company that is ultimately solving some critical issues when it comes to not only getting the right doctor or specialist but helping to improve the access to these experts so you can get treated sooner. The company has 120 employees, and has raised over $60M in funding from Highland Capital, Venrock, McKesson, and others. In this podcast, we cover lots of topics, like the early days of her career at Endeca, how Moneyball was an inspiration behind Kyruus, advice for women raising venture capital, and lots more! Lastly, if you like the show, please remember to subscribe to and review us on iTunes, or your podcast player of choice! And make sure to follow Kyruus on Twitter @Kyruus and VentureFizz @VentureFizz.

Startup Secrets brings our set of case studies to you, in podcast form!

Steve Papa, founder and CEO of Endeca through its acquisition by Oracle in 2011, has thrived in many roles throughout his career: neighborhood Mr. Fix-it, entrepreneur, founder, CEO, mentor and angel investor. In this week’s podcast, Venrock’s Bryan Roberts talks to Papa — now founder and CEO of Parallel Wireless — about his early aspirations and founding Endeca during the rapid expansion of the Internet in 1999. The company survived through two major economic downturns and went through a smooth acquisition under Papa’s direction. He shares how he managed the team during these events, what he learned about perseverance and grit, and how he advises companies facing similar obstacles today.  

This is a conversation with the CEO of Toast, Chris Comparato. Chris has had a long career in the technology industry, most recently in executive positions with tech giants Endeca and Acquia. In 2015, he joined the Toast team, and they’ve since grown into one of the leading players in restaurant technology with over $2 billion in transactions. More importantly, they're reinventing the diner experience along the way. Enjoy!

Today we're revisiting search patterns by sharing the followup podcast Jared Spool recorded with Mark Burrell of Endeca. Jared and Mark discuss a few bonus questions from the previous Virtual Seminar. Included in the full post are a few highlights from the podcast.

Steve Papa, Endeca, gives his introduction for the panel session on the internet and civilization.