Podcasts about engineering officer

Send us a textIn this special episode of the Inside Data Centre Podcast, recorded live at Kickstart 2025, Andy Davis and Pieter Schaap are joined by two industry leaders:Frank de Fremery, Data Center Consultant.Lex Coors, Chief Data Center Technology and Engineering Officer, Digital Realty.Together, they explore the key factors shaping the European data centre landscape and discuss some of the biggest challenges and opportunities in the industry.Key Topics:Where to Build Next in EMEA – The hottest locations for future developmentCollaboration in the Supply Chain – How working together can drive efficiency and innovationPerception & Communication – Changing how the industry is viewed and improving public awarenessAttracting New Talent – Strategies for bringing fresh talent into the data centre sectorJoin us for an insightful discussion on the future of data centres in Europe and beyond.This episode is brought to you in partnership with Soben, Global Construction Consultants. Soben - Global Construction ConsultantsSupport the showThe Inside Data Centre Podcast is recorded in partnership with DataX Connect, a specialist data centre recruitment company based in the UK. They operate on a global scale to place passionate individuals at the heart of leading data centre companies. To learn more about Andy Davis and the rest of the DataX team, click here: DataX Connect

Join David Powell, Founder and UK Managing Director of Evolution Partners, as he welcomes Glen Maxwell-Heron for a thought-provoking conversation on transformation in this episode of Evolutionary Exchanges. Glen, Founder of Springboard to the Future, shares insights from his diverse career spanning roles as an Engineering Officer in the Royal Navy, a consultant in financial services, and an entrepreneur. Together, they explore Glen's transition from military to corporate life, including the key lessons learned. They then discuss how culture impacts transformation efforts, with perspectives from Glen's experience in Japan. This conversation is full of insights for anyone interested in leadership, organizational change, or navigating diverse cultural landscapes.

926: As organizations navigate the future of work and technology, leaders are rethinking how to recruit, retain, and upskill talent to drive innovation. In this episode of Technovation, we feature a panel discussion from our 2024 Metis Strategy Summit with Soumya Seetharam (Chief Digital and Information Officer, Corning), Teddy Bekele (Chief Technology Officer, Land O'Lakes), and Tigran Khrimian (Chief Technology and Engineering Officer, FINRA). Moderated by Peter High, the conversation highlights practical strategies for developing next-generation operating models and integrating emerging technologies into the workforce.

Send us a textTony Dietz is the President of Paxauris, where he leads the development of innovative hearing protection products. With over 30 years of experience, he previously worked at Creare, leading R&D projects in advanced airdrop technology and cryogenic systems, and at NASA Ames as a Senior Research Scientist. Earlier, he served as an Engineering Officer in the Royal Australian Air Force. Tony holds a Ph.D. in Mechanical Engineering from the University of Oxford and a Bachelor's in Aeronautical Engineering from the University of Sydney.About Being An Engineer The Being An Engineer podcast is a repository for industry knowledge and a tool through which engineers learn about and connect with relevant companies, technologies, people resources, and opportunities. We feature successful mechanical engineers and interview engineers who are passionate about their work and who made a great impact on the engineering community. The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment such as cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us on the web at www.teampipeline.us

In this episode of The IoT Podcast, we are joined by Michael Gilfix - Chief Product and Engineering Officer at KX to dive into the secrets behind lightening-fast data analytics and processing in IoT, uncovering some mind-blowing use cases

Welcome to Energy Sector Heroes, where extraordinary stories unfold. I'm your host, Michelle Fraser, and today we have the privilege of delving into the illustrious career of Brian Mercer. Beginning his professional journey as an Engineering Officer in the Royal Air Force, Brian's trajectory in the Energy Sector has been nothing short of remarkable, spanning four decades.After his distinguished service in the Royal Air Force, Brian transitioned seamlessly into the corporate arena, taking on the role of Business Manager at Wood. As his career evolved, so did his impact, culminating in his appointment as the Managing Director at Semco Maritime.Today, Brian Mercer stands as the founder of Orebank Consultancy Services Ltd, bringing a wealth of experience and insights to the forefront of the energy landscape. Join us in this episode as we uncover the fascinating chapters of Brian's journey, only on Energy Sector Heroes.

This week I am delighted to welcome to The Joy of Cruising Podcast Iris MacBeath creator of the blog Life of Iris. Iris is a longtime staff member for Holland America Line, most recently as a Media Manager. I wrote the story of Life of Iris in the just-released The Joy of Cruising Again amzn.to/3lAfyON in a section called “Shiplife,” which followed the career of four past and present crew, staff, and officers from three different cruise lines. In the community that comprises onboard life, Iris is a dual member: first, not only is she a longtime crew member on various ships for HAL (before assuming her role as Media Manager, Iris worked in a series of youth activities positions.) Secondly, Iris is what is known in cruise ship parlance as a “traveling spouse,” or a “Spouse-On-Board,” which is the term used by her cruise line. Specifically, Iris' husband Stuart is a ship officer, and Iris has lived on the ship with him for over 400 days. Those distinct vantage points afford Iris a unique perspective of onboard life, and she chronicles that on her blog, Life of Iris. Life of Iris was conceived in early 2020 as a way for Iris to document her reflections as a Spouse-On-Board on the Grand World Voyage on which her husband Stuart, a 1st Engineering Officer was assigned. Iris time “I wanted to keep track of what we were up to; basically, because going around the world is pretty cool.” Iris did launch Life of Iris prior to boarding the World Cruise. However, little did Iris know that in the ensuing two years, her cruising career would be directly impacted by the two greatest global crises of the century.Support the show

Having recently talked about profit optimisation for ecommerce with Hypersonix, we're drilling down into technology solutions that help ecommerce teams improve monetisation of the onsite conversion funnel and today our focus is on Rokt. We're joined by Rokt's chief product & engineering officer, Bill Barton. Bill was previously vice president, Alexa Proactive Experience, at Amazon, where he spent 10 years building and leading teams that developed Alexa's spoken language understanding and knowledge capabilities. Tl;dr what we cover: What problems Rokt is helping ecommerce businesses solve How the technology is being used by leading retailers & marketplaces including Ticketmaster Key product features & business tooling

Thank you for joining us for another episode of OccPod. In this episode, Erin and Dr. Nabeel are joined by Mr. Steve Jones and Dr. Eric Shuping to discuss toxic exposures resulting from burn pits in military personnel. Mr. Steve Jones is the Director of Force Readiness and Health Assurance Policy for the Office of the Deputy Assistant Secretary of Defense for Health Readiness Policy & Oversight of the U.S. Department of Defense. Mr. Jones is responsible for developing policy for force health protection, deployment health, occupational and environmental health, burn pits, individual medical readiness, comprehensive health surveillance, and biosurveillance. He is also responsible for advising on health issues related to garrison and deployment occupational and environmental exposures. Mr. Jones is a retired Army Environmental Science and Engineering Officer and senior consultant with over 41 years of medical, public health, and environmental health experience at all levels of the Department of Defense.   Dr. Eric Shuping is the Director of Operations for Health Outcomes of Military Exposures (HOME) within the Office of Patient Care Services/Public Health of the U.S. Department of Veterans Affairs. HOME administers various programs related to environmental and occupational exposures of U.S. Veterans during military service. Dr. Shuping came to the Veterans Health Administration after retiring from 27 years of service in the Army, and is board certified in family practice, preventive medicine, and occupational medicine. He has significant experience in environmental health issues within the Army and Department of Defense in deployed and garrison settings, including a 2006-2007 deployment to Iraq as a Theater Preventive Medicine Consultant.

On today's episode, we're joined by Ellie Fields. Ellie is the Chief Product and Engineering Officer at Salesloft, which helps sales teams drive more revenue with the only complete sales engagement platform available in the market. We talk about:- Ellie's background and what Salesloft does.- The changing trends in how companies use data.- Drawing valuable insights from unstructured data.- Putting workflow at the center of what you do, and the challenges involved.- Ellie's experiences managing both product and engineering.- Are more autonomous teams more scalable?- Applying a metric- and data-oriented culture internally.- The impact of remote work on how companies operate.Ellie Fields - https://www.linkedin.com/in/elliefields/Salesloft - https://www.linkedin.com/company/salesloft/This episode is brought to you by QrveyThe tools you need to take action with your data, on a platform built for maximum scalability, security, and cost efficiencies. If you're ready to reduce complexity and dramatically lower costs, contact us today at qrvey.com.Qrvey, the modern no-code analytics solution for SaaS companies on AWS.#saas #analytics #AWS #BI

Introduction This episode is a recording of a previous event “The Ladder of Vulnerability” you can find the full video at https://youtu.be/RugFkYK-FxoIf psychological safety is a culture of rewarded vulnerability, the most practical way to increase psychological safety is to model acts of vulnerability yourself and reward the vulnerable acts of others.But not all acts of vulnerability are created equal. What you perceive as a low-risk act of vulnerability might be high-risk for someone else. We call this the Ladder of Vulnerability. You have a ladder that is unique to you: it comes from your environment, your role, socialization and education, your confidence, and the way people treat you. In this live virtual event, Timothy R. Clark was joined by panelists Rafael Ramos from Coca-Cola FEMSA, Chantal le Roux from Amazon Web Services, Zaineb Haider from Cigna, and Tracey Walker from RSM. Together they discuss their own personal ladders of vulnerability based on the LeaderFactor vulnerability self-assessment. As a participant, you'll also have the opportunity to take the Ladder of Vulnerability self-assessment at https://www.leaderfactor.com/events/ladder-of-vulnerability-self-assessmentWhat is Psychological Safety (2:47) Psychological safety can be defined in five words “a culture of rewarded vulnerability”. Human interaction is a vulnerable activity. The question is what are we going to do about that? Are we going to reward the vulnerability of others? What are Some Common Acts of Vulnerability? (4:15)When we say that we are being vulnerable it translates into specific behaviors. The live attendees shared a few examples of common acts of vulnerability including:-Stating that you disagree-Admitting you don't know something-Sharing mistakes-A handshake-Meeting new people-Providing feedback-Being in a minority group-Sharing something personal-Challenging someone who has more authority than you. The 4 Stages of Psychological Safety™ Framework (7:15)Psychological safety is a combination of respect and permission. It includes four stages that social groups of all kinds progress through. Inclusion is the first human need that we need to satisfy. Each stage represents a higher level of vulnerability.  Inclusion Safety Learner Safety Contributor Safety Challenger Safety The Ladder of Vulnerability Self-Assessment (11:35)All participants are invited to take a 20 question self-assessment.  https://www.leaderfactor.com/events/ladder-of-vulnerability-self-assessmentMeet our Panelists (13:10)Chantal le RouxInclusion, Diversity & Equity Program Manager for Amazon Web Services Chantal le Roux is an Inclusion, Diversity and Equity Programme Manager for Amazon Web Services. She has a background in transpersonal psychology and special needs education. Her work focuses on supporting people in recognizing and reaching their potential.Rafael RamosChief Supply Chain and Engineering Officer for Coca-Cola FEMSA.Mr. Ramos joined Coca-Cola FEMSA in 1999 and was appointed to his current position in 2018. With over 31 years of experience in the beverage industry, he previously served in several senior management positions, including Manufacturing Director for Southeast Mexico, Manufacturing and Logistics Director, Supply Chain Director for Mexico and Central America, and Supply Chain Director of FEMSA Comercio. Tracey Walker National Leader of Culture, Diversity and Inclusion for RSMAs principal within the $3B RSM enterprise, Tracey Walker serves as National Leader of Culture Diversity and Inclusion (CDI). She designs RSM's national diversity, equity and inclusion programming, policy and enterprise-wide strategy, creating a culture of inclusion for the 15,000 domestic employees across 90 offices in the US and Canada. She also supports the cultural effectiveness efforts of RSM International. Zaineb HaiderSenior Diversity, Equity & Inclusion Advisor at CignaZaineb Haider is the Senior Advisor for Diversity, Equity & Inclusion at Cigna. Zaineb designs and leads Inclusive Leadership Enablement across the Cigna Enterprise. Zaineb's experience is in DEI organizational assessments, strategy design and implementation, cultural intelligence and DEI facilitation. Prior to joining Cigna, Zaineb was a Senior Consultant with Ivy Planning Group providing DEI consulting and training services to leading Fortune 500 corporations, Tracey Walker Ladder of Vulnerability Insights (17:29)Tracey shares her insights on the top three most vulnerable items and her bottom three items in her self assessment. Rafael Ramos Ladder of Vulnerability Insights (20:54)Rafael shares his insights on the top three most vulnerable items and his bottom three items in her self assessment. Zaineb Haider Ladder of Vulnerability Insights (24:51)Zaineb shares her insights on the top three most vulnerable items and her bottom three items in her self assessment. Chantal le Roux Ladder of Vulnerability Insights (28:33)Chantal shares her insights on the top three most vulnerable items and her bottom three items in her self assessment. Panelists Group Discussion and Insights (31:33)Question (31:33): Let's assume we are taking this assessment as a team and now we are aware of each other's ladders of vulnerability. What would you do differently? How would this help you in everyday work life?Question (37:28) How has the culture (geographically and socialization) of which you are apart influenced your ladder?Question (42:15) How do we reconcile the need to fit in with the need to be ourselves?Closing Remarks (48:02)Cultures of rewarded vulnerability are cultures with high psychological safety. To improve psychological safety in your organization is to model acts of vulnerability yourself and reward the vulnerable acts of others. The 4 Stages Improve platform will help you uncover your team members' areas of greatest vulnerability and then help you reward that vulnerability through data-driven action plans.https://www.leaderfactor.com/improve-psychological-safety

In this episode, Michael Scholey of The Aetherius Society, talks about the building of Shape Power Temples. Michael spent many years working closely with Dr King building equipment for missions and helping invent radionic equipment and products for The Aetherius Society. As well as functioning as his personal driver on many occasions, sometimes spending hours alone with the Master as they drove to Lake Powell. He joined the society in England in 1967 just prior to Karmalight and immediately came to college in Los Angeles. He is now a Minister and Engineering Officer at the Hollywood Headquarters and works 5 days a week for The Aetherius Society. https://podsongs.com/mysticast - - - - Resources related to The Aetherius Society and advanced teachings - - - - - The Aetherius Society - https://www.aetherius.org/ The International Mystic Knowledge Center - http://www.mysticknowledge.org/ IMKC youtube - https://www.youtube.com/c/MysticKnowledge Aetherius Radio Live - https://www.aetherius.org/podcasts/ Spiritual Freedom Show - https://www.aetherius.org/the-spiritual-freedom-show/

Shubhangi Rana is a civil engineer by profession and entrepreneur by passion. She currently works as the Engineering Officer at CDM Smith, for their Nepal Reconstruction Engineering Services program funded by USAID. She is the co-founder of Pad2Go, a social enterprise that promotes menstrual health management in Nepal in a holistic manner. She has been listed in the Forbes 30 under 30 list of 2020, as one of the social entrepreneurs from Asia & is also a member of the Global Shapers Kathmandu Hub. In this episode, Shubhangi shares Including men in the conversations about menstruation The Importance of having a co founder Running the company on the side while pursuing her higher education

Do you have a winning strategy for gaining & retaining great I.T. talent? GeorgiaCIO member Juan Perez, Chief Information and Engineering Officer of UPS, sits down with us to share his insights on establishing great I.T. talent, while taking us through his 32 year leadership journey with UPS… which began as an intern & delivery driver and concludes in April with his transition to Salesforce. If you are a CIO looking to grow your network of trusted CIO peer relationships, please visit inspirecio.com to find a chapter near you.

Our guest this week is John Franklin, John's love of aviation started at the age of 8 when his family got involved in hot air ballooning. He began his aviation career in the Royal Air Force, serving as an Engineering Officer on the Tornado aircraft and then within the Military Aviation Authority. He joined EASA in 2011 in the Safety Analysis Team and in 2018 became EASA's Head of Safety Promotion where he leads their Together4Safety promotion initiative to help the European Aviation community by providing practical information and support on a range of safety issues and other topics. EASA GA Season Opener: https://www.easa.europa.eu/newsroom-and-events/events/general-aviation-season-opener-2022 EASA Website GA Area (Rules etc): https://www.easa.europa.eu/domains/general-aviation EASA GA Community Site: https://www.easa.europa.eu/community/ga Aviator's Club Facebook Page: https://www.facebook.com/easaaviatorsclub General Aviation Europe Facebook Group: https://www.facebook.com/groups/391437234972242 See acast.com/privacy for privacy and opt-out information.

In the first episode of the Zero Downtime podcast, we sit down with Lex Coors, winner of DCD's 2021 Outstanding Contribution to the Industry award and Chief Data Center Technology & Engineering Officer for Interxion. We spoke to Lex about his two decades at the company, from the early days, to the rise of cloud, and the recent Digital Realty acquisition. We also discussed sustainability efforts, the European energy crisis, and how to ensure that local communities don't turn against data centers.

Brandy Johnson, Chief Technology and Engineering Officer, Babcock & Wilcox,  joins Jason Spiess to discuss carbon capture and storage technologies.   Johnson talks in detail about their new ClimateBright™ and how it is seeing productive results for industry. “The ClimateBright suite of decarbonization technologies are designed to help utilities and industry [...]

“The more difficult projects are usually the ones that provide the most value to the organization. And if you truly are committed to creating value to the company, you need to accept the complexities and challenges that come with developing and deploying technologies.”On an average day, global logistics company UPS delivers around 25.5 million packages. In peak times, that rises to more than 37 million. Join Juan Perez, Chief Information and Engineering Officer for UPS as he takes you through what's needed to ensure flexibility and scalability when dealing with these sorts of numbers — even before managing the impact of the pandemic. You'll hear about why combining engineering and IT in one position is so vital (and unusual), how UPS has used technology to support recruitment efforts, and the impact of the company's global smart logistics network, including why up-to-the-minute parcel tracking might not be so far away. All these insights and more, delivered straight to you by the Art of the Pivot! 

Michael Scholey talks about the evolution of animals and our own reincarnatory cycle. He spent many years working closely with Dr King building equipment for missions and helping invent radionic equipment and products for The Aetherius Society. As well as functioning as his personal driver on many occasions, sometimes spending hours alone with the Master as they drove to Lake Powell. He joined the society in England in 1967 just prior to Karmalight and immediately came to college in Los Angeles. He is now a Minister and Engineering Officer at the Hollywood Headquarters and works 5 days a week for The Aetherius Society.

In tech, the industry can often be divided between technical experts in charge of the actual solution development and business professionals who help with the actual go-to-market strategy of the product. As chief engineering officer for Skai (formerly Kenshoo), Nir Feldman has to balance both hats, understanding what clients need for a better product and translating that into actual technical features. Having moved between the corporate world at HP to the startup world, Nir values the dynamic character of startups, which allows him to take a more lead role in shaping the company's growth trajectory. Of course, he needs the right people to enact the vision, so for him, finding the talent that can be the foundation for R&D processes, which is critical for any software company, is the key to the company's success. Listen here: Jordan Kastrinsky - https://www.linkedin.com/in/jordan-kastrinsky-9b8b2370/ Nir Feldman - https://www.linkedin.com/in/nir-feldman-7648606/ Join our community: Front Team website - https://www.front-team.com Our telegram channel - https://t.me/front_team

Nick Caldwell is a tech executive, speaker, angel investor and is currently the General Manager for Core Technologies at Twitter. He previously worked at Microsoft for 13 years as General Manager of the Power BI product, was Chief Product and Engineering Officer at Looker (acquired by Google) and VP of Engineering at RedditNick's charitable work includes being a board member for /dev/color: a non-profit whose mission is to maximize the impact of Black software engineers, and founding Color Code: a scholarship fund dedicated to future leaders of color in technology fields.Support the show (https://www.buymeacoffee.com/benpodcast)

Michael Scholey spent many years working closely with Dr King building equipment for missions and helping invent radionic equipment and products for The Aetherius Society. As well as functioning as his personal driver on many occasions, sometimes spending hours alone with the Master as they drove to Lake Powell. He joined the society in England in 1967 just prior to Karmalight and immediately came to college in Los Angeles. He is now a Minister and Engineering Officer at the Hollywood Headquarters and works 5 days a week for The Aetherius Society.

Michael Scholey spent many years working closely with Dr King building equipment for missions and helping invent radionic equipment and products for The Aetherius Society. As well as functioning as his personal driver on many occasions, sometimes spending hours alone with the Master as they drove to Lake Powell. He joined the society in England in 1967 just prior to Karmalight and immediately came to college in Los Angeles. He is now a Minister and Engineering Officer at the Hollywood Headquarters and works 5 days a week for The Aetherius Society.

Join us in The BreakLine Arena for moving conversation with Ellie Fields, Chief Product & Engineering Officer at SalesLoft.In this episode, Ellie provides insight into leadership lessons she has learned over the course of her life in addition to importance of navigating her career with a sense of empowerment.Ellie is a seasoned product veteran with a strong analytics and intelligence background, who previously served as the Senior Vice President of Product Development at Tableau. Ellie graduated from Rice University with a BS in Mechanical Engineering and a BA in Policy Studies, and also holds an MBA from Stanford. If you like what you've heard please like, subscribe, or rate The BreakLine Arena on your preferred streaming platform! We would also love to hear your thoughts, feedback, or recommendations on the content we are creating. Feel free to reach out to us at questions@break-line.com.To learn more about BreakLine Education visit us at breakline.org.

Richard Ojeda joins me to discuss how he found his passion for politics and serving others while building a platform of support for veterans. Listen in as Richard and I explore what political adversity looks like, how to deal with a loss while planning for a successful future, and the profound lessons he learned after experiencing a physical assault during a campaign outing. Retired Major Richard Ojeda II is a West Virginian veteran, and educator. After graduation from Logan High School in 1988, he enlisted in the US Army and was trained as an engineer where he served in the only Airborne Bridge Unit on the world. A steadfast soldier and warrior academic, Ojeda graduated and received his commission to the rank of 2nd Lieutenant from West Virginia State College as a commissioned Engineering Officer in 1997 with orders to serve at Fort Bragg, North Carolina. Richard is an American politician who served in the West Virginia Senate representing the 7th district from 2016 until 2019.  You can connect with Richard via his website: https://voteojeda.com/ Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information. See omnystudio.com/listener for privacy information.

Mark A. Pfister is the CEO and Chief Board Consultant at M. A. Pfister Strategy Group, a strategic advisory and “Board Architecture” firm for executives, boards, and board advisors in the private, public, and nonprofit sectors. Known as “The Board Architect,” Mark is also the best-selling author of Across The Board: The Modern Architecture Behind an Effective Board of Directors. His monthly board letter reaches over 27,000 board leaders in over 70 countries. Mark is a certified Executive Masters Professional Director, and Cyber Intelligence Professional. He completed Harvard Business School's Executive Education Program for board directors and previously served as an Engineering Officer in the U.S. Merchant Marines. In this episode… How do you oversee a mechanism that is rapidly changing? Keeping a balance between governance and strategy is essential for growth, both for the organization's team and the board. So, how can your board weather a supply chain disruption and still grow? Mark A. Pfister, CEO and Chief Board Consultant at M. A. Pfister Strategy Group, is laser-focused on the executive leadership and board space. He has experience across multiple facets of the industry and knows how to integrate governance and strategy within your board — like the fact that your board needs to be savvy to new processes and different technologies in order to thrive during accelerated times. Mark knows a board is not just about bureaucracy; it's about having the ability from a governance standpoint to be directly integrated into the strategy. In this episode of the Measure Success Podcast, Carl J. Cox talks with Mark A. Pfister, CEO and Chief Board Consultant at the M. A. Pfister Strategy Group, about the insight and governance of a board. Mark explains the ways the architecture and efficacy of a board links with an organization's team, how the pandemic accelerated the digital transformation in the executive space, and the direct correlation of governance to strategy simultaneity. Stay tuned!

An interview with Kate Breach, an aerospace technical specialist at the New Zealand Space Agency.  Kate is an aeronautical engineer who has worked on military fighter jets and helicopters in New Zealand and the UK, led a team of UN military armistice inspectors in the demilitarized zone between North and South Korea, represented New Zealand  at international space meetings including the United Nations Committee on the Peaceful Uses of Outer Space and regulatesd space rockets and satellites launched from New Zealand. In her current role, Kate engages with New Zealand space companies, universities, international space companies and other national space agencies to help further develop the New Zealand space sector, providing technical input and advice to the New Zealand Space Agency. Kate graduated from University of Canterbury with a Bachelor of Engineering (Mechanical) with Honours before working as an Engineering Officer in both the Royal New Zealand Air Force and the Royal Air Force in the UK, where she led a team of engineers working on Eurofighter fighter jets.  She holds a Master of International Relations and has worked in corporate business development and project management roles and in foreign policy for New Zealand, before joining the New Zealand Space Agency.In this interview, we are going to talk about Kate's career journey and how her engineering background, combined with international relations, policy, and business has led her to working for the NZ Space Agency.Hosted by: Emeline Paat-Dahlstrom, Co-Founder and CEO, SpaceBaseMusic: reCreation by airtone (c) copyright 2019 Licensed under a Creative Commons (3.0)If you like our work, please consider donating to SpaceBase through The Gift Trust or RSF Social Finance (for US charitable donations) and indicate "SpaceBase" gift account.ResourcesNZ Space Agency NZSA Careers In Space

Today's episode is with Nick Caldwell, VP of Engineering at Twitter. Previously, Nick was at Microsoft for 15 years, eventually becoming GM of Power BI. Nick has also held roles as Reddit's VP of Engineering and Looker's Chief Product and Engineering Officer.   Between Microsoft, Reddit, Looker, and now Twitter, Nick's worked for companies with vastly different cultures. And in today's conversations, we comb through the biggest lessons from each of these orgs.    With Microsoft, we unpack what Nick believes is a massively underrated approach to organizational design. He explains the company's rigorously approach to regular pruning and shaping the org chart. He also gives us an inside look at their management training and talent development, as well as what Nick calls the fairest performance review system he's seen.   As Nick tells it, there was a steep learning curve when he pivoted from 15 years at Microsoft to Reddit. He doles out advice for other folks getting their bearings after a big career move. He also explains how Reddit's mission-driven culture informs his approach to leadership at Twitter.    Finally, with Looker, Nick unpacks his biggest lessons from leading both the product and engineering teams, which offered him a unique perspective on how these two orgs that are often at odds can properly team up.   It's an incredibly wide-reaching conversation, so there's something for pretty much everyone. Whether you're interested in the cultural practices that power some of the world's biggest companies, or you're a manager looking to level up, or you're an engineer with goals to take on leadership, Nick's got plenty of advice and insider stories to share.    You can email us questions directly at review@firstround.com or follow us on Twitter @ twitter.com/firstround and twitter.com/brettberson

In today's episode Lt Col Tim “Chef” Scheffler shares his experience and why the 32E Civil Engineering Officer is the best career field in the Air Force. Contact Chef at tscheffl@vt.edu. Music provided by Carlos Rivera. Follow on Instagram: https://www.instagram.com/carlos_r15/Send inquiries to: carlos.a.rivera15@gmail.comAudio production by Stephan Sanchez.Send inquiries to: steve@transductionpost.comEmail your questions and comments to airforceofficerpodcast@gmail.com. Join the discussion about the podcast, the Air Force, officership, and the Profession of Arms at https://www.airforceofficerpodcast.com/.Facebook: https://www.facebook.com/AirForceOfficerPodcast/Instagram: https://www.instagram.com/airforceofficerpodcast/Twitter: https://twitter.com/afofficerpodReddit: https://www.reddit.com/user/afofficerpodShare your officer stories of all flavors using #shootthewatch.

This weeks guest joins us from  Seattle! It's Ellie Fields,  who is the new Chief Product and Engineering Officer at SalesLoft . It's a company that is frequently recognized for its award winning culture, and a company that combines the art of selling, with the science of technology to help sellers build trust and make meaningful connections  with buyers  - even when the worlds gone digital.  Ellie has an Undergraduate Degree in Engineering and  also holds an MBA from Stanford. As a women in tech she has lots to share from her very impressive career. We'll hear about that and more!At 9:53 hear Ellie share what she's learned about the world of work"I think that there's just so much variety out there. I really didn't know much about the world of work when I entered it, and I spent  a lot of my first few years learning , but I didn't realize  how many ways there were to approach problems... how many different companies, how many different paths there are out there. I think I had a much more rigid view of what the world was, and I think today I  see... ya know I see kids  come out of college...  and I think there's a lot more awareness  of different paths you can take, and different patterns. I'd encourage people to  investigate that and look at that and if a standard career ladder doesn't  work for you, just switch it up and see what you can do to do something different."Check out the book! - Fearless: Girls with Dreams, Women with VisionShow notes call to action:The Fearless Women Podcastfearlesswomenpodcast@gmail.comThe Beacon AgencySponsors:BDCLockheed MartinExport Development Canada

Roy Hermann is the Founder & Chief Engineering Officer of KRE8.TV,  a digital marketplace that helps turn people into digital empires. He's previously built over 50 apps/products himself (1m downloads) in the last 10 years, and in the last year has been focusing solely on the KRE8.TV mission of building a better world through content (digital information).

In this episode we interview Eric Hadley, the founder of Got Your Six Coffee. During his time as an Engineering Officer for the Military Sealift Command, Eric traveled to 59 different countries. These experiences grew his love for adventure and introduced him to cultures from around the world. They also inspired him to start Got Your Six Coffee with the mission to serve those who serve us. Each cup gives back to veterans, EMT's, LEO's, firefighters and their families. If you've ever wondered how a simple cup of coffee can make a big impact, then this one's for you! Tweet us and let us know what you think of this episode! @illuminecollect

Guest Bio:Barry Gittleman is the President/CEO and Owner of Hamlet Homes.Barry is one of four members of the management team who purchased Hamlet Homes from the founder in January 2017.  As President and CEO, he is responsible for the overall corporate strategy and vision, culture, architecture and home design, our customer experience, and neighborhood homeowner associations. Barry is also responsible for Land Acquisition and Special Projects.Prior to joining Hamlet, Barry was Division President for Fischer Homes, starting the Atlanta division from scratch and growing it to 18 neighborhoods, building more than  200 new homes in the first two years. Barry also worked for John Wieland Homes, the top luxury homebuilder in the Southeast region. For Wieland, Barry served as Corporate Vice President of Land, Strategy and Finance, responsible for acquisition of 12 new neighborhoods, strategy in 60 existing neighborhoods in 5 states, and the 2012 sale of the company for more than $100 million. Prior to Wieland, Barry worked for Centex Homes as Director of Strategic Marketing and Land in Jacksonville, Atlanta and Nashville, leading Centex's strategic planning, marketing and market research operations, and land acquisition. Barry was a Project Leader with Boston Consulting Group, advising C-suite executives on major corporate projects in the airline, medical, consumer goods, energy, and entertainment industries.Before his business career, Barry served as a U.S. Navy nuclear submarine officer for 20 years. He retired with the rank of Commander after serving as Sonar Officer, Engineering Officer, and Weapons Officer on three nuclear attack submarines, and conducting multiple extended deployments and national security missions.Barry earned degrees in engineering from the United States Naval Academy, in management from Troy State University, and an MBA from Harvard Business School. He is a board member for the Salt Lake Homebuilders Association, and a member of the Military Committee for the National Ability Center.Barry currently resides in a Hamlet home in Draper with his wife and son. His current and previous home were both built by Hamlet, and he's proud to live in a neighborhood where Hamlet is actively building and many of his neighbors are Hamlet customers.

Courtenay & Eric discuss the battle against the corporate state, the Deep State the Global elites to preserve the American republic and the free will of humanity with Alex Newman. Eric Shine is a former Naval Officer serving on "Special Duty" in the U.S. Merchant Marine and Engineering Officer in the U.S. Merchant Marine that was targeted by former President GW Bush, Solicitor General Ted Olsen and former President Barack Obama and was charged and prosecuted for allegedly "being depressed", which began as far back as 2000. Find out more about Alex at https://libertysentinel.org/alex and you can also purchase his new book 'Deep State: The Invisible Government Behind the Scenes (Constitutional Principles)' https://www.amazon.com/dp/B08LHH4HGZ/ref=cm_sw_r_cp_api_glc_LCG8FbMFZBZCR New episodes of The Courtenay Turner Podcast are available Every Monday on Apple Podcasts, Google Podcasts, and Spotify.  Learn more about your ad choices. Visit megaphone.fm/adchoices

An Interview with Lt. Austin Chung by Benjamin Erhardt Summary: Notre Dame sophomore Benjamin Erhardt sits down with his former professor and current Notre Dame Naval ROTC instructor, Lt. Austin Chung, USN, to discuss a variety of topics centered on the theme of bolstering American security while promoting unity. Their discussions include: the importance of international alliances in promoting American security and foreign policy interests abroad, Lt. Chung's own experiences from his time serving in the Navy while based in Japan, and -- in light of the upcoming 2020 elections -- civil discourse in the military and how it helps promote unity and constant maintenance of American security. Biography: Lt. Austin Chung graduated from Villanova University in 2013 with a Bachelors of Science degree in Electrical Engineering. He received a commission through the Villanova University Naval Reserve Officer Training Corps as a Surface Warfare Officer Nuclear Option and reported to his first tour onboard USS Chancellorsville (CG 62) stationed in San Diego, CA. While serving onboard USS Chancellorsville, he received his Officer of the Deck, Surface Warfare Coordinator, and Surface Warfare Officer qualifications. He then reported to USS Ronald Reagan (CVN 76) based in Yokosuka, Japan where he served as the Reactor Controls Division Officer and deputy to the commands Reactor Training Assistant. While stationed with Forward Deployed Naval Forces Japan, he completed four Western Pacific Patrols and two maintenance availabilities, received his Propulsion Plant Watch Officer, Engineering Officer of the Watch and Nuclear Engineer Officer qualifications, and was recognized as the 2017 Commander, Naval Air Forces Pacific Propulsion Plant Watch Officer of the Year. At Notre Dame, Lt. Chung works with senior-year students in Notre Dame's Naval Reserve Officer Training Corps (ROTC) program. In this role, he prepares the seniors to enter the fleet as well as teaching the Naval Operations class.

It’s challenging enough to rally public interest around making costly improvements to public transportation … let alone during a pandemic and in the middle of civil unrest. But the ‘Central Maryland Regional Transit Plan’ timeline marches on, with a deadline hovering in the fall. Holly Arnold, Deputy Administrator and Maryland Transit Administration’s Chief Planning, Programming and Engineering Officer, tells us what the plan entails. And transportation advocate Taffy Gwitira, vice chair of the public advisory committee of the Baltimore Regional Transportation Board of the Baltimore Metropolitan Council, talks about the equity of access to reliable transit that she feels is lacking in the plan. But she says one must play the long game when it comes to designing transportation around Baltimore. To live chat with Central Maryland Regional Transit Plan project designers on Tuesday June 16, from 4-6pm, and also to leave your comments on the plan, visit this link.

For an in-depth discussion on AEMO’s 2020 Gas Statement of Opportunity (GSOO) and the Victorian Gas Planning Report(VGPR) Update, we sat down with Alex Wonhas, AEMO’s Chief System Design & Engineering Officer, and Rachel Saw, AEMO’s Stream Lead - Market Operability on the latest episode of the Energy Live podcast.

In 2016 when Haiti was hit with a Category 4 hurricane, the devastation was widespread on an already impoverished nation. That's where Ryan Shelby comes in. As a foreign service engineering officer for the U.S. Agency for International Development, he worked with other federal agencies local Haitian officials to establish the Build Back Safer II initiative. It supports reconstruction efforts while also ensuring the island's infrastructure is strong enough to withstand future storms. The program also earned him a nomination in this year's Service to America Medals. For more, Federal News Network's Eric White spoke with Shelby on Federal Drive with Tom Temin.

Donnie Goins joins the pod to share his story about how an MBA project to redefine outsourcing by tapping into Central and Eastern Europe became a successful business venture. See acast.com/privacy for privacy and opt-out information.

WWEST manager Danniele had the opportunity to speak with two aircraft engineers from the Red Arrows, the aerobatics display team of the British Royal Air Force. Flight Lieutenant Alicia Mason and Corporal Lydia Ford share what it's like being the only two women currently in the Red Arrows circus, where their current tour is taking them, and how they were able to pursue their dream jobs. A junior Engineering Officer, Alicia Mason's Circus duties include being a resource manager, military commander and professional engineer. This is her third season with the Red Arrows. From Cannock, Staffordshire, Lydia Ford joined the Royal Air Force in 2008 and started her career working on the Tornado GR4, before joining the Red Arrows in 2017. Relevant Links: A-Levels British Royal Air Force "Queen's Birthday: Red Arrows fly over Buckingham Palace," Newsflare The Red Arrows Hosted by: Danniele Livengood (@livengood) Theme Music: “Positive and Fun” by Scott HolmesProduced by: Vanessa Hennessey Please consider leaving us a review on iTunes or Stitcher! For more from Westcoast Women in Engineering, Science and Technology, you can follow us on Twitter at @WWEST_SFU, on Facebook at @WWEST.SFU, and subscribe to our biweekly newsletter at wwest.ca.

Learn more about my Teaching Through a Culturally Diverse Lens Course About David Adams, M.Ed David Adams is the Director of Social-Emotional Learning at The Urban Assembly. He previously served as the Social-Emotional Learning Coordinator for District 75 in New York City, where he shaped the District’s approach to social and emotional development for students with severe cognitive and behavioral challenges. He has worked internationally in schools in England, standing up and evaluating programs of positive behavioral supports and social-emotional learning as a research intern at Yale University’s Health, Emotion and Behavior Lab, and published multiple academic papers around the relationship of social-emotional competence, and student academic and behavioral outcomes. David served on the Council of Distinguished Educators of the Aspen Institute’s National Commission of Social, Emotional and Academic Development (NCSEAD), and is married with two children. He is an Engineering Officer in the Army Reserve and holds M.Ed in Educational Psychology from Fordham University. Show Highlights Urban Assembly Social Emotional Learning Symposium SEL and Urban Education Culturally Responsive approach to SEL SEL for teachers SEL embedded in equity Connect with David Twitter: @DAdams_SEL Email: dadams@urbanassembly.org Website: www.urbanassembly.org The 2nd Annual Urban Assembly Social Emotional Learning Symposium Connect with me on Twitter @sheldoneakins www.sheldoneakins.com

This comprehensive podcast with AEMO's Chief System Design and Engineering Officer, Dr Alex Wonhas, unpacks AEMO's 2019 Gas Statement of Opportunities (GSOO) and Victorian Gas Planning Report (VGPR).

Do you have trouble "Managing it All"? On this episode, Kristen brings fellow DOMinator and SEL champion, David Adams on to share key tools to help everyday people manage it all. David is the Director of Social-Emotional Learning at The Urban Assembly. He previously served as the Social-Emotional Learning Coordinator for District 75 where he shaped the District's approach to social-emotional learning for students with severe cognitive and behavioral challenges. He has worked internationally in schools in England, standing up and evaluating programs of positive behavioral supports and Social-Emotional Learning as a research intern at Yale University’s Health, Emotion and Behavior Lab, and published multiple academic papers around the relationship of social-emotional competence, and student academic and behavioral outcomes. He is married with two children and is an Engineering Officer in the Army Reserve. David holds an M.Ed in Educational Psychology from Fordham University.Follow David Adams on Twitter: @DAdams_SEL

In his second appearance on the podcast, Juan Perez, the Chief Information and Engineering Officer for UPS, discusses creating a diverse workforce. IT Visionaries is brought to you by The Lightning Platform by Salesforce. The Lightning Platform is a leading cloud platform that makes building AI-powered apps faster and easier. With Salesforce, now everyone is empowered to build apps for their organization! Learn more at salesforce.com/buildmobileapps. Salesforce and MIT recently teamed up to create a whitepaper exploring what happens when AI meets CRM. Read: AI Meets CRM: An MIT Tech Review Whitepaper The Mission publishes the #1 newsletter for accelerated learning. Join our community of hundreds of thousands at themission.co/subscribe.

Welcome to episode 8 of Women of the Military Podcast. In today’s episode your host Amanda Huffman interviews Erin Sears. Erin served in the US Air Force on Active Duty from December 2006 through July 2012 as an Acquisitions and Engineering Officer. She earned her commissioned through the Reserve Officer Training Program at Embry-Riddle. Listen to her experience of why she joined the Air Force, military life and why she left the military behind to be a stay at home mom and military spouse. Erin met her husband in college, but decided before getting married she wanted to see the world. This meant they were stationed in two locations for their early career. She married her husband on paper in a story not uncommon to other mil to mil spouses. They ended up with 3 different wedding dates and picked one to celebrate each year. She and her husband were eventually reunited and able to be stationed together for the rest of her career. Even if it included a over hour commute to make it happen. When she decided she wanted to leave the military the first request was rejected as they saw her as to valuable to leave. But then when she applied through a different program, she was able to leave the service shortly after her son was born. Favorite part of Military Service Her favorite part of her military service was when she was able to go out in the field with the civilian crew. They would go out to help troubleshoot problems that the regular mechanics couldn't figure out. Not all the officers had the opportunity to go out in the field. But the guys she worked with trusted her and brought her along to learn. It was also a chance to get out of the office. If you are considering joining the Air Force as a Developmental Engineer this episode will give you a peek into the early years of what your career might be like. Are you considering joining the military? Check out my free guide to help you prepare for military life. Click here. Would you like to be a guest or know someone who might want to share their story for the Women of the Military Podcast? You can sign up here and I will be in touch with you shortly.

Hugh is a Cyber Expert and CISO at BT Defence. Before joining BT he spent 12 years in the Royal Navy as a commissioned Engineering Officer. As a cyber defence and information security specialist he shares his views on attitudes to cyber in the enterprise sector, how the c-suite needs to work with infosec teams, and what learnings there are for the startup sector. Also in the show, Dave and Jack get stuck into how tech can thrive outside of London: https://www.theguardian.com/business-to-business/2018/nov/14/can-the-tech-sector-thrive-outside-london

Juan Perez is the Chief Information and Engineering Officer of UPS. Juan has been a driving force in UPS’s evolution into advanced analytics, and in this conversation, he shares how UPS is optimizing delivery routes to improve service and efficiencies. He also shares lessons he’s learned while dealing with technical aspects for a logistics-heavy company and how to instigate change in large businesses. IT Visionaries is brought to you by The Lightning Platform by Salesforce. The Lightning Platform is a leading cloud platform that makes building AI-powered apps faster and easier. With Salesforce, now everyone is empowered to build apps for their organization! Learn more at salesforce.com/buildapps.  Salesforce and MIT recently teamed up to create a whitepaper exploring what happens when AI meets CRM. Read: AI Meets CRM: An MIT Tech Review Whitepaper The Mission publishes the #1 newsletter for accelerated learning. Join our community of hundreds of thousands at themission.co/subscribe.

Jay Abraham, founder of the Abraham Group (and departing COO of CloudCraze, acquired by Salesforce in March), joins the AppChat to discuss his fascinating journey from nuclear physicist and submariner to highly-sought-after startup consultant, as well as what goes into a great (read: productive) relationship between a COO and CEO. Also addressed is: defining scale and how an organization prepares for it; how to know your organization needs a COO; and mistakes Abraham learned from in the trenches at CloudCraze and in his career. Here are the key topics, with timestamps, as well as the full interview transcript: Key Topics 00:00-1:56 Introducing the AppChat and our guest, Jay Abraham (formerly of CloudCraze) 1:57-4:35 Abraham's early career as a nuclear physicist and submariner before he held multiple COO positions 4:36-7:40 Experienced gained from handling the outsourcing of American Express' IT infrastructure 7:41-9:53 Transition to becoming COO of CloudCraze 9:54-16:42 The relationship between COO and CEO, and creating processes to delegate responsibilities 16:43-18:42 Defining scale and how an organization prepares for it 18:43-22:46 The cultural shift that happens when processes are defined and put into place 22:47-25:44 At what point does your organization need a COO? 25:45-31:02 How a CEO begins a great partnership with a newly hired COO 31:03-33:56 Giving power to employees to help identify and solve problems cross-functionally 33:57-36:37 Mistakes that Abraham has learned from 36:38-37:31 Closing out and how to get in touch Full Transcript Intro: 00:01 You're listening to the AppChat. A podcast focused on SasS growth strategies, plus successes in the Salesforce ecosystem and beyond. Here's your host, CodeScience CEO, Brian Walsh. Brian Walsh: 00:13 Alright everybody, welcome back to the AppChat podcast. And thrilled to have with us today, Jay Abraham, who is coming to us most recently from CloudCraze, and they're fresh off of their acquisition by Salesforce, which actually just closed last week. Welcome, Jay. Jay Abraham: 00:28 Welcome Brian, thank you very much. Brian Walsh: 00:32 Yeah, absolutely. Jay, before we get into you, give us a little bit of background, who was CloudCraze, talk about the acquisition, just what happened there? Jay Abraham: 00:41 CloudCraze is, I'd say, one of the foremost B2B e-commerce platforms. It's built natively on Salesforce, so it's tremendously helped our growth and scale, and obviously that was recognized by Salesforce by their recent acquisition of us; and I congratulate them on our acquisition and I think they're gonna have a wonderful future in the years ahead. Brian Walsh: 01:02 Fantastic. I think another statement of how amazing the Force.com platform is to be able to support an application this complex, as CloudCraze across so many large enterprise companies. Jay Abraham: 01:14 That's true, I think one of my team members on the product management side, was very appreciative. She came from one of the competitors, and she said that the biggest thing she recognized is that she didn't have to worry about the backend. But she had to worry about customer facing issues, giving them the capabilities they wanted, and that relying upon the Force.com platform allowed them to leverage everything they could -- and there's a whole team at Salesforce, obviously, building upon the Force.com platform. Brian Walsh: 01:47 Yeah it's such an efficient capital spend to not have to worry about that part of your infrastructure, the pager, all of those headcount just to manage what servers are up. Jay Abraham: 01:56 It is. Brian Walsh: 01:57 Awesome, so let's actually back into you, in your role getting there. So I mean you've done the COO role dozens of times in your life? Jay Abraham: 02:07 Officially as a COO, this is probably the first time. But I think I actively fulfilled the role as a Chief Operating Officer in many projects, both working at company's directly as well as being brought in as an executive troubleshooter. When people think about a COO, it's somebody you can give the mess to. The stuff that nobody wants to deal with, that's the COO. Brian Walsh: 02:34 I love that tagline on your LinkedIn profile, executive troubleshooter, because that's always been my experience of "Yeah, yeah, I got that. I'll take over." Jay Abraham: 02:43 Right. Brian Walsh: 02:44 But let's go way back in time. You actually were a nuclear physicist. Jay Abraham: 02:49 I was. That's what started off my career. I went to MIT. To think I built fusion power plants at the time. It was a really long time ago, 1983. When my professors convinced me to build one. Assuming all the technical details were completed and I figured out it would cost two billion dollars in 1983 dollars to do it and we'd have all the problems that we had with fission. The length of time that I would have to teach and do research before I could actually build the power plant would be 40 years and I'd be retired by that time. So I decided I'd do something else. Brian Walsh: 03:26 But it didn't end there. You actually became a submariner to practice at first, like hands on. Jay Abraham: 03:32 I did. It was kind of interesting to me. It started off at undergraduate school as a theoretical physicist and now to become a submariner you have to become a practical engineer. It was probably the genesis of my experiences being a Chief Operating Officer, because being on a submarine, you're responsible for everything that happens. And you need to, as Officer of the Deck or Engineering Officer of the Watch, you basically need to know how everything works. Even though you may not be the expert, you've got a lot of enlisted people who are -- the reactor operator, the electrical officer -- you need to be able to synthesize all that information and say, "This is what's important." And I think that's helped me a lot in my career going forward. Brian Walsh: 04:14 I can imagine. Does it also give you a whole background of jokes to say of "Hey guys, this is not nuclear physics." Jay Abraham: 04:22 I try not to say, because it was silence service in the submarine service. Everybody talks to me about telling all the stories and I can't really talk to them about it. Brian Walsh: 04:36 And I think when I was first starting to get to know you, the story that really broadened me of just the scale of things that you've done, was handling the outsourcing for American Express of their IT infrastructure. Jay Abraham: 04:48 That's true. It was an interesting project. We came in and the CFO for the technology group needed somebody to kind of lead point on financial evaluation. You go in and the technology team really wanted to outsource, which is very different in most companies. Most companies, the technology team would actually like to keep everything in-house. In this case, American Express had aggressive goals on reducing technology costs. I think the technology team felt like they wanted to step out of the way and give it to someone else to do and we said "Before we do that, let's figure out actually how the economics work." We can't just ask somebody to come in and give us a cost and say, "It's lower than what we're paying today, that's great." We build a model to kind of predict what we could actually, as American Express, reduce costs to. Then, each of these vendors bid against those costs, so we could compare, you know. These were, in the old days, we're talking about main frames, mid-ranges, desktops. We came up with unit pricing on each of those in MPS or server units or PCs and said based on various categories and scenarios of how things might play, here's how the cost would look for every vendor, as well as the internal vendor, and that's how we compare them. Brian Walsh: 06:10 Now did you have a big IT background at that point? To understand all of those individual units and how that built up? Jay Abraham: 06:18 No, I didn't have that IT background at the time. I had some technology background with my prior career with Mitchell Madison, I was a partner there. We did a lot of strategic sourcing and this is somewhat similar to strategic sourcing -- you need to understand base economics of both the vendor and yourself to see what lever needs to be pulled. My team had that background. I gave that direction on how to build it. We talked to technology people within American Express to say, "What are your parameters and what can't you do? What can you do?" And we helped them think through it. I think, a lot of this, people talk about technology being too complex to understand. My general impression has been that people think too much about what they don't have information from as opposed to what they do. Brian Walsh: 07:11 Yeah. Jay Abraham: 07:11 I mean, you can take whatever you have information on, make assumptions, simplifying the other type of things that you do have -- or you don't have -- and use that to be able to create a model or create a hypothesis that you can test against. Brian Walsh: 07:25 That's amazing. So my take away is you're a savant. Jay Abraham: 07:31 I think most consultants have got an ability to be able to synthesize and take useful data from a mess of information. Brian Walsh: 07:41 Yeah, that's exactly right. I know that it worked well for you as you transitioned to CloudCraze, because you had known Chris beforehand, right? And he was bringing you on just to sort of manage a couple of the pieces outstanding? Jay Abraham: 07:56 Right. Chris and I had known each other from marchFirst days, which is about the tail end of the time I was a partner in Mitchell Madison, which was a consulting firm. They got acquired by a company that Chris was part of and he and I knew each other. He was on the technology side. He'd always come by and borrow my people to help sell some of his engagements because we had this strategic mindset. Chris had always wanted to get me involved in some of the companies he'd done. His prior company, Acquity, which didn't work out because I had some projects going on at the time and was just too busy to get involved with it. At this point, with CloudCraze, he asked me to get involved and I started off helping him with certain areas in pricing. Went to contracts and poked into different areas until they said, "Well, you've been doing a lot of stuff. Why don't you come on as the Chief Operating Officer." Brian Walsh: 08:47 Yeah. And at that point it truly was just 20 hours a week. Jay Abraham: 08:55 Right, yes. It was just an ethic. They didn't have a clear role for me. I kind of defined my role as helping them set up the parameters so they can scale. You talked about what a Chief Operating Officer would do -- I think the most important ability for Chief Operating Officer is to help set you up to scale. A lot of people don't think about that until they start running into problems, and if you get a Chief Operating Officer early, then they'll start thinking about those things. The other thing I think is kind of risk management, which when you're growing a startup and are an entrepreneur, you're not really thinking about downside risk. But think about why you hire lawyers. Brian Walsh: 09:36 It's never for the great moments. Jay Abraham: 09:40 Right. It's to protect you from those moments you didn't really think about. That's the other thing the Chief Operating Officer should be helping you with, is to think about -- what are the things to scale and what are the things that can come bite you and to stop that from happening. Brian Walsh: 09:54 Yep. So Jason Lemkin, who founded EchoSign which Adobe bought and that's their Adobe sound product now. Sasstr fund, he runs the Sasstr conference. He tweeted recently, "A COO's job is to make the CEO's life easier." Jay Abraham: 10:16 I'll agree, that's probably true. If you think about a COO or Chief of Staff for President, et cetera, that's pretty much effectively the same role. You are to make everything easier for the president or the CEO, and get rid of all of those details. COO's should think about strategy division. COO should be thinking about, "Well, how do I make that vision a reality?" Brian Walsh: 10:35 Yeah. So how much of that is the chemistry between the CEO and the COO? How much of that is strengths and weaknesses? Because I can imagine that COOs play a different role depending on the strengths of the CEO then. Jay Abraham: 10:50 I think that's probably indicative more about what a CEO specifically focuses on, as opposed to what they do. I've talked with many CEOs, in my role as COO at CloudCraze, I had responsibility for all the back office functions, all the technology areas, etc. What it didn't have was kind of a front customer facing, but I've talked with a lot of COOs in other companies where they spent most of the time on the front in the sales end. I think that's just a matter of what role is needed in that company at that time. It could be, in our case, Chris focusing on strategy. We had Ray, who was our Pricing and Chief Customer Officer. They all worked closely together with each other from Acquity days, so they all knew how to work. Chris trusted me, so basically brought me in, said "Run with it. Decide what you want to do. Let me know if you have any issues or what you need." Brian Walsh: 11:59 Got it. I know that in my case I hired my COO back last summer. It was the very first time in my professional career where a new hire made my life better in two days. Like I turned around and said, "Oh my gosh, it's gotten that much better." And what I realized is that it freed me to actually think about two things. One, where I applied best. What was my skill set? And two, allowed me to truly focus, because up until that point, I was doing 300 different things and it can peel down. And you're right, stepped in and said, "Hey, I'm going to help you troubleshoot these areas and start to fix them, prepare for scale." Jay Abraham: 12:38 Right. You have to have that chemistry between the CEO and the CFO, and Chief Operating Officer and the rest of the executives. They have to be able to trust you to be able to go in and say, "These are the areas that are critical to fix right now and here are things we can defer." But also don't be defensive about a Chief Operating Officer coming in and saying to people in your areas, "Oh you need to change your human metrics. You need to start tracking and collecting this type of data." Brian Walsh: 13:10 Right. Jay Abraham: 13:12 Because you're not going in there to try to rip apart their organization, you're trying to come in there and say -- even in the sales area, which wasn't my responsibility -- I'd come in and say, "I want you to start collecting this type of data because that will help us tell what our conversion rates are. What's the cost per lead in various forms." And those are things that are important and will help the entire organization. Brian Walsh: 13:34 Yeah, and I found it is essential to have that second set of eyes, to really look in and say "Hey, you're already successful, but I think we can do a little bit more and let me collect data to help prove that." Jay Abraham: 13:48 Right. That's one of the things, but I think the other thing, it's real good, it goes back to scaling. In a small organization, everybody's working intuitively, in a lot of respects. For example, when we're making decisions on a contract and how much we're willing to give off of our list price, or what risk we're willing to take, those are done by the Chief Executives and they're making that as sort of, "Can I take that level of risk?" You're not quantifying it because it's a small organization and you can figure that out as you go through. Brian Walsh: 14:27 And you also think in your mind, you're thinking, "Hey, I'll be there to fix it if it goes wrong." Jay Abraham: 14:31 Right. Exactly. What goes on later is, as you bring more people into the organization and start to delegate some of those responsibilities, they don't have that same intuitive feel in business that you may have had. They may be doing things the same way you would have done them, but not doing the same exact thing. That starts to become a problem when you start scaling because you really want people to follow consistent processes at that point in time. Right? Because especially if you go to a funding event or a liquidity event, the lawyers and other teams are going to say that, "Well, what's your standard processes? How do you do this? What are all the exceptions?" And if you don't have a systematic way of doing that, it's going to be very hard. Jay Abraham: 15:19 Simple one for me was setting up processes say, well if you want to give a discount off of the price, up to certain level, it can be done by VP of sales. At a certain level it's got to go to the president. If you're taking on levels of risk that haven't really been defined yet, it needs to go to the board or certain other people to figure out how that should be done. It could be things like, what's important to you? Is it margin? Is it revenue? Is it risk? Brian Walsh: 15:54 Do you find yourself putting in that process, or do you find yourself asking the questions to assist other people in putting together that process? Jay Abraham: 16:02 Well, in most of my stuff, I think I've had to put in the process. I actually drive that to have other people think through it, and then we actually have to put in the process, say, "Ok, well this is how it's going to work when the contract comes in." I will come up with a table that says, "Here's various permutations of this." I'll give this to my legal counsel and say, "Hey, now when you talk contract to a salesperson, if their negotiation points on these five areas, then you know how to handle those five negotiation points." And there are exceptions and you can go to various people to get approval for those exceptions. Brian Walsh: 16:43 Got it. You've said the word "scale" five or six times now and I agree completely and that's one of the things we're embracing right now is we're growing so rapidly. How do you define scale? Why is it different than other parts of the business? You were truly on escape velocity for scale. Like, how do you define scale and how does an organization prepare for that? Jay Abraham: 17:05 I think I define scale as both velocity -- which is how rapidly you're growing -- and the size -- how big you are. My experience has generally been, the more you can think about standard processes and procedures -- and this goes back to my Navy nuclear submarine background, which is we would practice every single drill, possible, everything that could go wrong, so we would be prepared for it if it actually did -- that's what really helps a company out. When you're young and you're five people, it's hard to think about those things; then, you're 20 people and you're still going rapidly. Again, it's very hard to think about it. If you think about it then, and start making some standard processes, even if it's white boarded out -- take a little picture, say "This is our process." It will start progressively getting more difficult and then you'll get to a point where you're racing along and you're a race car, and now you're having to rebuild the chassis and the wheels while you're going 200 miles per hour. The earlier you start the processes of setting up standard processes, the easier it is. Obviously, if you wait until you get a Chief Operating Officer to do that, then it's usually too late to help out immediately. So it becomes harder. Brian Walsh: 18:43 I would imagine there's a huge cultural shift that happens. When we're a small startup, it's truly just art. There is no size to it. Right? It's just art, we're making it up as we go. We're making up these rules, we're just disrupting the market -- in your case it was B2B commerce, and all of a sudden we're going to put process in, we're going to define things. Did you find that there was this real pull with the organization for people who had been there a long time of, "Oh my gosh, we've never done it this way. Why do we have to define it all?" Jay Abraham: 19:10 I think that there are always people who object to that, but I think in general, my experience has been, putting the processes in actually made people feel like they knew where to go. Especially the new people. Some of the people that had been there and had all that intellectual knowledge in their head about how the organization works and could do it; they were very few and far between. There were a lot of people who were just, "I don't know where I can get that information. What can I discount the price to? How do I solve this issue with Salesforce?" Part of the steps of the process is, you have in that document of knowledge, so that anybody can go access it, as opposed to you always having to go to the one individual and they talk to you and that individual is doing a thousand things and they don't have time to talk to you. Brian Walsh: 19:10 Right. Jay Abraham: 20:11 And so I think, you do have people who say, "I don't want to be that rigid Fortune 100 company that takes forever to get things done." And I don't think putting processes from scale necessarily will lead to that. You still need to be flexible, you still need to be entrepreneurial, you still need to be able to make decisions in a collaborative environment without having to have 20 committees. You can still provide the processes and the tools that allow people to say, "Oh I know exactly where to get that information." Or "I know exactly who I need to go to get something approved by." Brian Walsh: 20:51 Eric Ries who wrote The Link Startup who has such great writings was recently on the First Round blog with an article around gatekeepers. And I think he's addressing some of those things of, those areas where they become gatekeepers, whether it be legal counsel or finance or admin, to actually bring them to the table to collaborate, rather than leaving them to the last minute. Because that just creates roadblocks and delays, so actually bringing them into the process so they become part of that decision-making process and everybody gets informed through it. Jay Abraham: 21:25 No, I think that's very important. A perfect example I can give with our teams is the sales team would not necessarily bring my engineering team into a sales pitch until well after they promised certain capabilities and certain things we were going to deliver. And then the engineering team would come in and say, "Well, how did you promise that? That's a very risky environment, right?" And I don't think they understood that they could do that. But on the converse, I kept telling my engineering team, "What have you provided the sales team to come say, 'Here's the sweet spot.'" This is kind of the like the boundary areas of what we should be playing in and to go outside, I call them green sweet spot, but yellow, you should be cautionary about doing anything like this. At the time, if you go into the yellow framework, that's a good time to call product management engineer and say, "Let me hear your thoughts on whether this works or not works." And then there's the red area, where things we shouldn't be playing in because that's not our core competencies. Brian Walsh: 22:34 I can't believe that sales would ever sell something that doesn't exist yet. Jay Abraham: 22:43 Right, when you're doing enterprise sales, you can always promise to do that. Selling a product? People expect it to work. Brian Walsh: 22:47 That's right. So if you're a CEO or you're on a board, when do you know your organization needs a COO? At what point? I mean, is it ARR? Is it number of employees? At what point is it like, "Holy crap, we need to have a COO in here to start helping." Jay Abraham: 23:02 Well, it depends on how you define your COO. So if the COO is just a responsibility that one of the other members of the executive team has, then I think you should start it pretty early in that mix. That responsibility is to set you up for growth, right? Brian Walsh: 23:19 Yep. Jay Abraham: 23:19 Okay, the President, Chief Customer Officer, the Head of Sales, it could be engineering. But somebody's got that role to go over and above their normal role and to set up processes and standards, right? Brian Walsh: 23:33 Yep. Jay Abraham: 23:35 You can do that. The other area is, you know you'll have a COO if you do. You haven't set up those standards and processes, and things start breaking or your growth stumbles or your people start leaving or your technology is always behind schedule, right? Some issue is going to come up and say to you, "Hey, I need somebody to get a handle on this." And that's when you know you've got a COO. But I'd say that's probably the wrong time to bring in the COO because it's going to be expensive and it's going to be hard and it's going to be culturally difficult. But the easier time is to bring them in well before you need it. Brian Walsh: 24:11 Yeah, I mean it's always easier to see it after the fact. Jay Abraham: 24:17 Yes. Brian Walsh: 24:17 It's hard to have that foresight to say, "Hey, we're about to run into these problems in there." Did you participate in fundraising? I mean, were you just running the business while Chris was out fundraising? How did you help the organization during that process? Because you raised some incredibly large rounds there as CloudCraze grew. Jay Abraham: 24:38 I wasn't very involved in the fundraising aspect. Chris, Paul our CFO, and Matt our CMO, were the primary investors, they were the ones who were primarily focused on the fundraising. What I was able to help with was, the very fact that we set up quarterly business reviews and gave key metrics to every department we were supposed to track -- that allowed them to provide that information to investors in a much easier format without actually having to scramble about. Then this latest round, when Salesforce acquired us and went through the due diligence process, we had prepared most of the material they were looking for. So it's easy for me to just pull it around and go and say, "Okay, we already have this." As opposed to going and creating this. Brian Walsh: 25:26 Got it. That must have made that process go much, much faster than for everybody involved. Jay Abraham: 25:32 I don't know if it made it go faster. At least easier to pull the information from our side, and we didn't have to have much disruption to our normal business. Brian Walsh: 25:45 That's good because in the end, they're acquiring a fast growing business and they want that to continue. If you're a new CEO, and you have a COO that you've just hired, what would be some guidelines that you would offer both parties? Like how do you begin working together? How do you begin that great partnership? Jay Abraham: 26:08 I think the CEO has to be honest about what's worrying him. What are the things, that if he had time, he would be doing? Brian Walsh: 26:21 Yeah. Jay Abraham: 26:23 And then what are the areas he says, "I just trust the people to do this and never checked on this." But it's probably worth somebody checking on it. I think we even consider trust. Trust but verify. And I think that goes for a lot of things. I see executives getting into trouble when they trust but don't verify. Or they may say something at a high level and their direct reports may tell them things are working at a very high level, but nobody asks the detailed questions I think. Something that a Chief Operational Officer has to be able to do very well is to helicopter -- go from seeing the big picture strategy to going down to the levels of detail to say, "Does it actually work the way that I think it's going to work?" Brian Walsh: 27:11 Got it. I know you definitely got down to the details. At one point, you were actually answering all the customer success e-mails, right? Jay Abraham: 27:19 I wised up when my product support team manager quit and we lost several people. I was helping out by going through and helping my team to be able to look through things and help them fix some of the issues. It was actually a good thing for me because I got to see a lot more of the problems that customers were raising about the product. Things from documentation, from implementation, installing the application, uninstalling the application. And I was able to say, "Okay, well, let's start a project to fix the documentation. Let's create an installer. Let's start collecting data that allows the customer success team give the engineer product management team to say, 'Here are the problems that the customers are raising. Here are various areas of the product it's impacting. Let's put more resources on those areas to fix those issues so we reduce the number of product calls or reduce the issues that our system integrators were having.'" Brian Walsh: 28:25 It's always amazing that you never actually get those insights until you experience it first hand. Jay Abraham: 28:30 That is very true. Previously in my career, I used to run a consent order for one of the independent foreclosure reviews. I came into this project very late in the game. By the time I went down to the real core issue, which was how they ran and did the actual reviews of these projects, I started saying, "Let me try to answer the questions that we're asking all of these mortgage underwriters to do -- myself." And seeing what questions that come up in my mind. Then you can start saying that people write processes, but they never try to run it through themselves. Until you run it through yourselves, you don't really know what gaps there are. One of the things I would tell my teams is, "After you've run it through yourself many times and you've figured out all the answers and you've actually put in the answers and filled it out, just like someone else you're asking to do would do it, then find somebody else who's brand new, who doesn't know anything, and make them go through it and every time they come and ask you a question, you know that's an area where you actually didn't put enough thought. Brian Walsh: 29:48 Right. Recently our Senior Director of Delivery, Kim, was out for spring break. One of her direct reports, Jake was out as well. And so our COO, both report up that way, basically had to fill both of those shoes. He came back every single day with "Oh my gosh, I had no idea everything they did." And it was this uncovering process of "I now know what we can fix over the next two months." Like, if we knock these things off, we become so much more efficient. Jay Abraham: 30:18 It is. It's very helpful for senior leadership to experience that. Because what you typically find is middle managers, they know what the problems are, but they're so used to it happening that way. Brian Walsh: 30:32 They don't need to solve them. Jay Abraham: 30:34 They don't need to solve them. And they also figure out that's the way it goes. They don't have the authority to fix it. And it's only when somebody in executive management goes and says, "Why are we doing it that way?" And they're like "I thought that's what you wanted." And you realize that "Well I don't need that information or I don't need it done that way." You're the only one that's going to be able to get that perspective and saying, "Operating across multiple departments or multiple silos, here's how we can think about it." Brian Walsh: 31:03 Do you think it's possible to create a culture where middle managers do feel empowered to make changes like that? To look inside? Or is that a skill set you develop over time? Jay Abraham: 31:13 I think you can empower middle managers to raise questions and to challenge, but it's also a skill set. But it's also time and perspective. When you are a middle manager, you're working in a functional area, so it could be sales, right? Brian Walsh: 31:34 Yep. Jay Abraham: 31:35 And you're the account executive doing things. You go and say, "I'll need this information. I need this." You may be able to say, "I got problems getting that information." You don't know why you don't have that information or why you might have limits on things. You may be saying "This is what I've gotta do," but you don't have the perspective of what the sales team is doing. And so part of it is, you need to be higher up in the organization and have a perspective over multiple areas. Brian Walsh: 32:04 Right. Jay Abraham: 32:04 That breadth of experience is what helps you say, "I can solve things that middle managers can't because they don't see the whole picture." Brian Walsh: 32:11 It's that tee in leadership or tee in management where the more senior you become the wider breadth that tee has to become. So you see more and more groups and how they interact. Jay Abraham: 32:24 Right. And that's very important. That's why I think when people get afraid about going into big companies, because that tee is so high level, they start worrying about how long it takes to fix things. And because they go up in silos, until very senior level, you don't get that perspective to be able to say, "You really, actually, don't need to have those silos." And that's a cultural thing, because as you go from a small company to a medium size company to a really large enterprise, you have to be able to give people that authority. Not just even just the authority, but I think you want them to have the willingness to be able to challenge those things and go across silo boundaries and say, "Think about it." And talk to people in other organizations that, even if you might not have the authority to fix it, as long as you guys talk you'll be able to identify the issue. Brian Walsh: 33:24 I find especially in large organizations, working with some of our gigantic clients, that cross functional ability can be so rare. To actually think, "Hey, I'm only in the product group. I don't know what's going on in sales, or enablement, or finance." But those that do, are the rising stars. They work so quickly and assemble teams that actually get stuff done. Jay Abraham: 33:44 Yep. The very fact that many people don't do it well is really why I've had a very successful consulting career, because of that ability. People hire me just for that. Brian Walsh: 33:57 That's awesome. So any mistakes that you made over your time at CloudCraze that you're going to learn from and not make again. Something that you can share with everybody. Jay Abraham: 34:08 I think the biggest mistake I made with CloudCraze initially was, I didn't dive deep enough into the engineering team and the way they work. It took me three to five months until I figured out that the amount of resources we were putting against engineering was insufficient to do what we really needed to do. Because there were a lot of things core to the product that actually needed to be fixed, and I only heard that after my Product Support Manager quit and I had to start hearing those calls. I started saying, "Why are we focusing on creating all these new features when we have all these fundamental features that were broken that it wasn't sexy to sell?" Understanding that was a paradigm shift to say, "We need to stop creating all these new features. Fix the foundations, then we can set it up to scale and say, 'Here's the new feature we want to focus on.'" Brian Walsh: 35:16 I was always blown away by just how small your product and development teams were. Jay Abraham: 35:23 They're a great team and they were stretched immensely to do a huge job. I mean B2B e-commerce is a very complex system to be able to do, and building different capabilities into the platform -- which is what sales was doing -- those teams, my teams, were actually aggressive about saying, "Okay, sales says we need this and we're going to go do it." One of the things I had to coach them on was, "But you knew all these things were broken, why didn't you say something?" They say, "Well I did." And I said, "You gotta say it in a much louder voice or jump on the table and say, 'No, you gotta fix this.'" The security's important, scales important. We can't do this without doing that. And so getting down to culturally field it, it was also their job to decide what was important. It was a big part of what I worked with them over the last year. Brian Walsh: 36:21 Awesome. Well, I am absolutely positive that wherever you end up next will be the luckiest company on the planet to get your skill set. Now, if somebody wanted to get ahold of you, what's the way to get ahold of you? Because you're not another Jay Abraham online, are you? Jay Abraham: 36:38 No I'm not. I'm not the multi-level marketer, a lot of people recognize me as that. LinkedIn is obviously the best way to do it, but I have my own consulting firm. It's j.a@abrahamgroup.biz. So that's the easiest way to get ahold of me. Brian Walsh: 36:59 That's awesome. So abrahamgroup.biz to find you and obviously LinkedIn, you're not the one with the beard. Jay Abraham: 37:05 I'm not the one with the beard. Brian Walsh: 37:08 Fantastic. Well Jay, congratulations on the exit at CloudCraze. I know you played such a significant role to prepare them for scale and accomplish the hurdles, and I look forward to keeping up with you and see what you do next. Jay Abraham: 37:21 Thank you, Brian. Brian Walsh: 37:25 Alright, thanks everybody. Again, Appchatpodcast.com or you can find us on iTunes. Have a great day. Outro: 37:31 Thanks for listening to this episode of the AppChat. Don't miss an episode. Visit Appchatpodcast.com or subscribe on iTunes. Until next time, don't make success an accident.

Gabe Ignetti is joined by Robert Steinhaus, former Engineering Officer at Lawrence Livermore National Laboratories and Fusion Advocate to speak with Drs. Ralph Moir and Matt Moynahan, who are two leading experts in the field of fusion research to speak about the progress and potential of this revolutionary power source.

In Anticipation of the latest cinematic entry in the Alien franchise, we read two offerings of the comic variety both old and new. we get to grips with the Mike Mignoa and Dave Gibbons 1993 tale Aliens: Salvation (https://www.darkhorse.com/Books/27-253/Aliens-Salvation-HC) and James Stokoe's Aliens: Dead Orbit #1 (https://www.darkhorse.com/Comics/30-286/Aliens-Dead-Orbit-1), In an Aliens double feature of fear, violence and fantastic artwork! Aliens: Salvation (https://www.darkhorse.com/Books/27-253/Aliens-Salvation-HC) Is the tale of a devout christian who is forced to abandon the Space Freighter he is contracted to with his mad captain, after something goes horribly wrong with the cargo they have been charged with. Stranded on an inhospitable alien planet. as a result, his faith is tested to the very limits as he tries to survive against the planet itself, and the deadly cargo! Aliens: Dead Orbit (https://www.darkhorse.com/Comics/30-286/Aliens-Dead-Orbit-1) is a brand new book and we have Issue 1! Its the story of an Engineering Officer named Wascylewski, on a station out in distant space, versus the deadly Xenomorph menace! So come listen! and please subscribe (http://www.acecomicals.com/subscribe). You can get in touch (mailto:acecomicals@gmail.com) with us and tell us your thoughts or ask us a question at acecomicals@gmail.com Ace Comicals, over and out!